2012

Corporate Social Responsibility Report 2012

Corporate Social Responsibility Report SUMMARY DEVELOPMENT EMPLOYEE SUPPORTING GROWTH ECONOMIC SUPPORTING p p .60 .12 p .34 INTEGRATION REGIONAL ACCELERATING ART ANDCULTURE BY PROMOTING EDUCATION, SOCIETY MOROCCAN CIVIL CONTRIBUTING TO OF TRUST THE FOUNDATIONS AND QUALITY SAFETY COMPLIANCE, GOVERNANCE, : p p .22 .44

Attijariwafa bank’sAttijariwafaSocial Corporateapproachto governmentof supporter a As Such responsibility lies in our in responsibilitylies Such Convinced that one of the major roles of a financial Responsibility (CSR) is a state of mind, a collective combining our energies, enables us to operate in operateto energies, enablesus our combining consciousness, which goes far beyond a simple set customers andshareholders. exerciseresponsibilityemployees,toward our citizens in the virtuous circle of growth, sustainable to economy,investorpartner and societal choices. We have a responsibility both to responsibilityboth Wea choices.have societal commitment, leadership, solidarity and citizenship. transfer of knowledge and culture.Wealso knowledgemustand transferof a adopt must us of one words,each other In it. to to choose its own destiny rather than be subjected management of environmental resources and the responsible and sustainable position in each of our been conducting banking business programmes, financier of the real of managerial responsibilities. Such an attitude, by all include ourselvesfutureto togenerations and century a overfor Group has our an increasingly challenging global environment in Moroccanhelp societyto ability large, medium and small enterprises, very seriously, backed by strongvalues,ethical by seriously, backedvery sustainable development is an issue that we take and social development, at ,Attijariwafadevelopment, at social and institution is to facilitate and accelerate economic which standards and certainties are constantly tested. with commitment and responsibility. Chairman andChiefExecutive Officer Mohamed ElKettani, and responsibility. conducting banking business with commitment «

Our GroupforOur centuryoverbeenhas a

» responsibilities. goes far beyond a simple set of managerial collectivea mind, consciousness, which ofstate a is (CSR) Responsibility Social «

Attijariwafa bank’s approach to Corporate This report broadly outlines Attijariwafa bank’s vision Kingdom in its economic development. Lastly, the Despite this being the 2012 edition of the CSR Report, Group is convinced of the merits of its pan-African economies and peoples of those countries in which the to directbenefit of be must which expansion the catalystspartnering progressforby also but contribution to the development of Moroccan society corporate social responsibility has underpinned the facing Attijariwafa bank as well as the initiatives the as well as bank Attijariwafafacing summarises the sustainable development challenges the bankhasoperations. active an makesAttijariwafacompany, bank the by not only promoting education, art and culture as activities of the entire Group for many years. The report regardingactions and sustainable development. We are proud to present this report. Before I invite the Group’sunrelentingthe their and commitments undertaken to date in respect of quality, compliance you to read it, let me warmly thank Attijariwafa bank’s support to ensure that they are implemented day men and women for giving a sense of meaning to after day. » It also shows how the Group is committedGroupis employer.Outside acting as a responsible a relationship of trust and professional ethics in its dailyto its actions in establishorderto in with all stakeholders. Attijariwafa bank, CSR report 2012 Attijariwafa bank, CSR report 2012

+ Business activity + The network GROUP Net banking income of 22 countries 530 branch No.1 banking network MAD 17.0 billion openings in Africa in terms of PROFILE 2,882 branches in 2012 number of branches KEY STAGES IN THE BANK’S HISTORY

Banque Commerciale du Maroc - 1911 : established with the opening of a Banque Transatlantique branch office in «  As a key player on the African - March 1975 : establishes overseas operations with the continent, the Group continues to opening of its first representative office for Moroccans in Frankfurt expand overseas - 1987 : the “Kingdom’s leading Private Bank” with the » th opening of its 100 branch - 1990 - 1996 : develops banking-related activities and new financial businesses by establishing a number of subsidiaries including Attijari Finances Corp., Attijari Intermédiation, Attijari Factoring and Attijariwafa bank, undisputed market leader of Attijari International bank ’s banking and industry is the - November 2003 : BCM acquires OGM, a holding No.1 savings institution and No.1 provider of financing company owning Wafabank and , with to the economy. It is also ranked No.1 in investment the goal of establishing a national champion in banking banking and capital markets activities in Morocco. and finance by merging BCM and Wafabank Attijariwafa bank is also the No.1 banking group in North Africa and the WAEMU region (West African Economic Wafabank and Monetary Union) as well as being a major player - 1904 : branch office established in Tangier by in the CAEMC region (Central Africa Economic and Compagnie Française de Crédit et de Banque through Monetary Community). its Algerian subsidiary, operating under the name of The Group has operations in 22 countries serving more CACB than 6.2 million customers. - 1959 : after independence, CACB has the largest banking network (38 branches) in independent Morocco With 2,882 branches worldwide including 2,269 in - 1964 : the bank assumes the name of Compagnie Morocco, the Group has the largest branch network Marocaine de Crédit et de Banque (CMCB) in Morocco and in Africa. Its 15,289 employees, the - 1985 : the bank is renamed Wafabank lifeblood of the Group, are fully committed to serving the - 1986 - 1991 : Wafabank establishes a banking-related Customers Group’s customers on a daily basis, driven by a sense of group comprising a dozen or so new subsidiaries + commitment, ethical conduct and common values. Attijariwafa bank As a key player on the African continent, the Group 6.2 million customers continues to expand overseas with operations in Africa, - June 2004 : Attijariwafa bank established together with the Middle East and Europe. the new bank’s logo +700,000 new - November 2005 : embarks on an international growth customers in 2012 strategy by acquiring a stake in Banque du Sud, which is renamed Attijari bank Tunisie - 2006 : Attijariwafa bank Europe established in Paris, a More than 100,000 French banking subsidiary with a “European passport” new small business - July 2006 - May 2013 : the Group becomes a key player on the African continent through several acquisitions customers each year and the development of financial activities in 12 African countries

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ATTIJARIWAFA BANK’S SOCIAL RESPONSIBILITY POLICY CORPORATE SOCIAL RESPONSIBILITY [...] It is a posture adopted by the company and its directors, an attitude to its immediate and less MOHAMED EL KETTANI’S immediate environment starting with our employees. It is a matter of respect for others, not only in terms of obligations but also rights, respect for work rules and POINT OF VIEW ultimately the ability to give a sense of meaning and create a ripple effect within one’s environment. [...] CORPORATE SOCIAL Excerpt from the opening speech at the « CSR and banks » conference, ISCAE’s Carrefour des Managers, RESPONSIBILITY 12 May 2012 (CSR) It is a company’s contribution to the challenges posed by sustainable development.

SUSTAINABLE DEVELOPMENT, THE BANKING INDUSTRY’S A CONCEPT THAT HAS BEEN AROUND RESPONSIBILITY : RECONCILING FOR 20 YEARS PROFITABILITY WITH SOCIAL UTILITY The Brundtland Report, entitled “Our Common ” The banking industry has adapted these concepts to and published in 1987 by the United Nation’s World its activities and defines its corporate responsibility Commission on Environment and Development (WCED), OUR EMPLOYEES, THE through the challenges that are specific to the banking chaired by Mrs Gro Harlem Brundtland formed the basis LIFEBLOOD OF THE industry. Banks must show how they control risk and of discussion at the inaugural Earth Summit in 1992. ATTIJARIWAFA BANK’S VALUES at the same time prove their social utility. In today’s GROUP world, capital and liquidity, increasingly rare in times The Report gives the following definition : “development Established in 2003 in conjunction with the Group’s of crisis, cannot be allocated without considering that meets the needs of the present without climate change risks, energy needs, increasingly scarce compromising the ability of future generations to meet employees, the Group’s corporate values underpin the resources, protection of biodiversity and global and local their own needs”. daily actions of every employee : + demographic trends. It is now commonly accepted and shared worldwide. 15,289 employees Corporate citizenship Banks have a responsibility to finance real economies by reducing financial market risk, support the development 25,000 training man of the green economy, provide those without bank CORPORATE SOCIAL Ethical conduct Leadership days accounts access to banking services and combat the RESPONSIBILITY (CSR) parallel economy. Corporate Social (or societal) Responsibility (CSR) is 5.1 % of the share Morocco is facing a number of challenges such as how a proactive process by which companies incorporate Commitment Solidarity to improve the standard of its educational system, fight social, environmental and economic aspects in capital owned by Group against illiteracy, combat poverty and ensure that all its their business activities and their interaction with employees citizens share in the virtuous circle of growth. It also has stakeholders. strong attributes. It is strategically well-positioned as a Each employee is invited, on joining the Group, suitable entry point for foreign investment in Africa. It is to reflect on the meaning of these values and to 39.4 % of Group a country with a strong record of growth and success in determine how he or she will apply them in carrying employees are women many sectors over several decades. Lastly, Morocco is out his or her duties. fertile ground for investment in renewable energy.

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A GROUP COMMITTED TO CORPORATE CITZENSHIP

Large As a response to these challenges, Personal & Small Enterprises Attijariwafa bank has set itself a Professional customers Businesses SMEs Attractive for Shareholders number of key priorities in exercising Inclusive banking Financing the investors economy and investors its corporate responsibility : Transparency and efficiency

- Ensure compliance with regulations, THE GROUP’S AMBITIONS IN Morocco rules of professional conduct and SUSTAINABLE DEVELOPMENT Corporate citizenship quality standards which are the Social responsibility, adopted by the Group and contributing to foundations of any trusting relationship ; Morocco’s economic and some considerable time ago, is integral to the social development - Support employee development ; “Attijariwafa 2015” strategic plan, launched in 2012. The main aims are to consolidate its position as market - Contribute to the advancement of leader in all its traditional businesses and customer Moroccan civil society by promoting segments, become a key player in segments such as education, art and culture ; banking for small businesses, continue to expand the Group’s branch network in Africa, Europe and the Middle Africa - Support Morocco’s development by East and raise standards of service quality and human South-South cooperation contributing to the development of its resources management in line with best international and regional integration economy ; practice. Branch - Participate in the financial and economic integration of the African MOBILISING THE GROUP ON BEHALF OF continent and its regions. Head office SUSTAINABLE DEVELOPMENT At present, responsibility for CSR is assumed within the Group at operational level by individual business units. In 2012, a CSR working group was tasked to draw up an Regional employee mobilisation strategy so that every employee integration participates fully in the actions of the Group. The Multi-channel ATM Group’s corporate and social responsibility is everyone’s Banking Economic business. Fairness and Employees development development The Stock Exchange

Suppliers Civil society

Ethical business Employees relationships Regulators Regulatory compliance and transparency

QUALITY GOVERNANCE COMPLIANCE Regulators

Attijariwafa bank faces diverse challenges in relation to its stakeholders. These include employees, shareholders, investors, customers, central government, local authorities and communities and countries in which the Group has operations.

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GOVERNANCE, COMPLIANCE, SAFETY AND QUALITY : THE FOUNDATIONS OF TRUST

The activities of banking institutions are governed by a body of laws and regulations and professional and ethical standards which form the basis of a trusting relationship between the bank and each of its stakeholders. Pioneer in the development of ethical standards and internationally- recognised codes of professional conduct, the Group has established standards of governance, compliance and quality within its industry and has contributed to the emergence of a strong ethical culture within the Moroccan banking sector for several years. By establishing a Professional Conduct function in 2003, then in 2005 a Compliance function, the Group has adopted innovative measures to combat corruption and comply with the Code of Professional Conduct. Attijariwafa bank has confirmed its status as a pioneer and leader by example in exercising its responsibilities. This commitment was recognised at the ‘‘Intégrales de l’Investissement’’ forum in December 2005 when it was awarded the prize for socially-responsible investment.

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GENERAL MANAGEMENT COMMITTEE COMMUNICATION WITH THE FINANCIAL COMMUNITY The General Management Committee is composed of divisional heads – the three Deputy Chief Executive The Investor Relations Department defines the Group’s Officers – under the chairmanship of the Chairman and financial communications strategy and submits it to the Chief Executive Officer. This committee, which meets Board of Directors for approval. It approves regulatory GROUP once a week, is responsible for steering the Group’s press releases and publications which are broadcast to performance. It ensures that the strategy approved by a wide audience. It also carries out specific actions with the Board of Directors is implemented as well as major regard to financial analysts, shareholders, investors, strategic projects. ratings agencies and the media. The General Management Committee also prepares Over and above regulatory requirements, annual and questions to be submitted to the Board of Directors. half-year financial statements are presented and GOVERNANCE discussed with Moroccan and foreign analysts with the aim of explaining changes openly, anticipating THE MANAGEMENT AND COORDINATION future developments and ensuring that information is COMMITTEE communicated to all market participants efficiently and fairly. The Management and Coordination Committee, Similarly, General Management regularly meets foreign chaired by the Chairman and Chief Executive Officer investors and participates in investment conferences in and attended by at least two Managing Directors, is Morocco and abroad. BOARD OF DIRECTORS COMMITTEES REPORTING composed of the Group’s main directors. A forum for TO THE BOARD exchanging and sharing information, it meets monthly In addition, on presenting the annual and half-year Attijariwafa bank is administered by a Board of Directors to ensure the Group’s operational management. As such, results, the financial community is given a progress consisting of nine members under the chairmanship of it primarily reviews performance and ensures overall report on the actions of the Attijariwafa bank Foundation. Mohamed El Kettani. The governance system adopted by the bank adheres to general principles of corporate governance. This system coordination between different projects with the aim of The Board of Directors includes a number of independent comprises four specialised sub-committees of the constantly improving the Group’s execution capability. directors. There are no ties between members of the Board of Directors. Board and Attijariwafa bank’s directors. The Strategic Committee, chaired by the Chairman women among the members Internal rules define the Board of Directors’ and Chief Executive Officer, monitors performance and + 5 29 responsibilities and the organisation and running of steers the Group’s strategy. of the Management and Board meetings. A Director’s Charter specifies the rights Audit and Accounts Committee and duties attached to the position of director, particularly The analyses the Coordination Committee with regard to confidentiality, conflicts of interest and Group’s accounts, reviews the work of the statutory trading in Attijariwafa bank’s shares. auditors and ensures efficiency in risk control and in internal and external audit services. It meets quarterly In 2012, remuneration of members of Attijariwafa bank’s to review the parent company and consolidated financial ATTIJARIWAFA BANK’S GOVERNANCE Board of Directors in the form of directors’ fees totalled statements and half-yearly to assess risk management MAD 4 million. This total includes all additional expenses and control measures. related to travel and organising Board meetings. Board of Directors 9 directors, all of whom are appointed by the shareholders The Major Risks Committee rules on the Group’s Directors’ term of office 6 years Gross annual remuneration of members of Management overall risk policy and validates the Group’s major in the year 2012 amounted to 84.6 million dirhams. Loans commitments. It is convened by the Chairman and Chief Board meetings 8 meetings in 2012 to members of Management totalled MAD 146.4 million at Executive Officer. and average attendance rate 60% average attendance rate 31 December 2012. The Appointments and Remuneration Committee, Sub-committees of the Board of Number of members Number of meetings which meets annually, makes proposals to the Board Directors (Attendance rate) relating to the appointment and remuneration of the Strategic Committee 4 standing members 1 meeting (90%) Group’s executives. 4 associate members Audit and Accounts Committee 3 standing members 6 meetings (100%) THE PRINCIPLE OF COLLECTIVE Major Risks Committee 3 standing members 1 meeting (+ round-robin minutes) DECISION-MAKING (100%) Appointments and 2 members At least one meeting per year (100%) Adopting a collective approach to decision-making Remuneration Committee within the Group, a number of committees, comprising the bank’s management and/or business line Annual General Meeting of 1 share carries one voting right specialists, rule on all business activities at various Shareholders 43 shareholders voted, representing 141,187,143 shares 73.16% attendance rate decision-making levels. AGM of 03/23/2012

14 15 Attijariwafa bank, CSR report 2012 Attijariwafa bank, CSR report 2012 ENSURING COMPLIANCE

The Group complies with current regulations, PROFESSIONAL CONDUCT The Group’s Compliance Officer may be consulted legislation governing banking and financial should there be any doubt regarding a potential breach activities, codes of conduct and codes of The Group very early introduced professional conduct of ethical rules or any sign of improper behaviour. professional conduct on a permanent basis. In standards and anti-corruption measures as strategic 2012, as in previous years, the Group extended The Group provides comprehensive training to ensure priorities with the aim of protecting its reputation the scope of its control and regulatory risk employee commitment. At the time of initially publishing management policies. A compliance culture and image and setting an example as the banking was also reinforced by developing preventive industry’s leading financial institution. In 2003, the bank the Code of Conduct, all employees were given specific measures and advising employees on compliance established a Group Professional Conduct function and training: 6,400 employees benefited at Group level and with legislation, regulations, codes and the in 2005 adopted a specific policy and culture that have across the branch networks in Morocco. Since then, strategic guidelines determined by the Board earned industry-wide recognition and acclaim. training and awareness sessions are conducted each of Directors and General Management. In 2012, these policies were standardised at subsidiary This policy is based on the principle of reciprocal year for new recruits. These training sessions are level. commitment between the Group and its employees and essential for learning how to apply rules of professional Compliance measures relate to the following is primarily governed by a general code known as the conduct that are as much to do with regulatory areas : internal control, professional conduct Code of Conduct. All employees are obliged to read the compliance as they are to do with proper conduct. and anti-money laundering and combatting the Code and sign a formal letter of undertaking. financing of terrorism (AML/CFT). Most of the staff members, approximately 12,000 employees, has received training on the Code of Conduct THIS CODE INCLUDES DETAILS ABOUT : in Morocco and in subsidiaries in Europe and Africa as at the end of 2012. - The fundamental principles of loyalty and equality; Lastly, a kit is provided to all new recruits on INTERNAL CONTROL - Employees’ obligations: confidentiality, transparency, cooperation; joining the Group. This kit Against a backdrop of strict regulatory requirements, contains the Code of Conduct, - Specific rules applying to customer relations, Attijariwafa bank has established internal control advertising, gifts, employees’ personal banking a reminder of the twelve procedures that meet the highest international transactions, protection of the Group’s assets or use of fundamental principles, a light- standards. These are based on frequent assessments + 12,000 employees have IT; hearted comic book in French of operations, processes and systems. The aim is to received training on the and dialect as well as the constantly improve operational efficiency and risk - The Group’s responsibilities to its employees to ensure management in all Group entities. This system of control fairness in respect of employment, workplace safety Code of Conduct as at 31 letter of undertaking relating to and the safeguard of employee privacy; is operationally dependent on the Group’s different December 2012 the Code. business lines and activities with a centralised unit - Professional conduct to ensure that financial statements All Group employees must comply assuming responsibility for steering and monitoring give a true and fair view of operations, report and deal overall internal control policy. with complaints relating to the Code or any matter that with the rules stipulated in the may broaden its scope. Code of Conduct and signs an Actions resulting from this monitoring process are undertaking to adhere to it. reviewed by the Group’s main governance bodies.

16 17 Attijariwafa bank, CSR report 2012 Attijariwafa bank, CSR report 2012 BUSINESS In addition to this Code, other codes have progressively ANTI-MONEY LAUNDERING AND been introduced relating to specific functions or COMBATTING THE FINANCING OF activities within the Group such as : TERRORISM (AML/CFT) - A Code relating to the dissemination of important or Attijariwafa bank’s “anti-money laundering and CONTINUITY sensitive information for employees who perform so- called “sensitive” tasks and are primarily “insiders” on combatting the financing of terrorism” policy complies a permanent basis; with Moroccan regulations as well as meeting best - A Confidentiality Charter relating to internal data has international practice. This policy aims to promote integrity and honesty as a means of achieving PLAN been tailored for the users in question; commercial success. - A Purchasing Code of Conduct whose main purpose is to inform buyers of what constitutes proper conduct and provide them with a framework for preventive and The first phase of the project, completed in first half The main components of Group policy are as follows : In February 2010, Attijariwafa bank Group established affirming action. This Code places particular emphasis a Business Continuity Plan (BCP) in accordance with 2011, resulted in the introduction of appropriate on the prevention of corruption and compliance with - The Anti-Money Laundering Charter describes the second pillar of Basel II and regulations set by technical and organisational measures including crisis social rights in respect of the Group’s suppliers; overall strategic guidelines and rules on the matter Bank Al Maghrib for credit institutions (Directive management procedures and systems, crisis packs, a as well as the organisation, functioning and roles and - A Code of Professional Conduct applicable to the business recovery plan (BRP) for the bank’s 26 business responsibilities of each person involved; 47/G/2007). bank’s directors.. lines and disaster recovery solutions. - The Anti-Money Laundering Procedures Manual The Business Continuity Plan ensures that the bank describes the AML Charter’s various provisions and continues to operate and respect its obligations in the 2012 saw the introduction of a Continuity of Operations how they are to be applied in in-company procedures; event of : Plan, training for the 26 business lines, the development of in-systems for managing documentation and - Staff Training and Awareness are implemented + More than 250 employees through an e-learning programme for operational staff, the introduction of a scoring system for “sensitive” including new recruits, and reinforced by appropriate - A crisis or major operational disruption affecting a suppliers. trained on the code relating to large urban or geographical area ; change management; Lastly, the head office BCP unit conducted training « sensitive functions » - A disruption affecting physical infrastructure ; - Anti-Money Laundering Measures, specifically sessions and working groups to support subsidiaries adapted to AML/CFT controls, have been established - A natural catastrophe ; currently developing their own BCP. + More than 120 employees by the Group and extended to subsidiaries on a - An external attack ; progressive basis. concerned by the Purchasing - A major information systems failure ; Code of Conduct - Dysfunction resulting from a high level of absenteeism Each subsidiary, depending on its level of risk e.g. a pandemic ; + More than 2,800 training exposure, must implement appropriate measures. - The failure of a critical service. Wafa Immobilier is a good example. More than 80% of man days spent on BCP In 2012, anxious to constantly improve its governance, the subsidiary’s staff, 250 employees, attended eight implementation Attijariwafa bank further strengthened Group policy “anti-money laundering” awareness training sessions regarding professional conduct : between early 2012 and the first quarter of 2013. - Rules of professional conduct extended to include rules relating to personal trading in securities by employees; BANKS AND FINANCIAL INSTITUTIONS - Professional conduct policy implemented in the Group’s African subsidiaries. Attijariwafa bank BUSINESS CONTINUITY MANAGEMENT BAM Crisis management IT and telecoms disaster recovery plan (organisation, decisions, communications) Back-up plan and logistics

BRP, STC

SUBSIDIARIES OCM Plan BRP, HRM Business recovery plan – business lines plan Testing

BRP ... PARTNERS AND SERVICE PROVIDERS

CUSTOMERS

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Internal certification by ATTIJARIWAFA BANK network, 100% of QUALITY BENEFITING service level agreements 2012 QUALITY branch offices, 100% of AWARDS business centres, 70% Pro-forma guides for service level agreements are In the wake of the of Corporate Banking currently being drawn up as a result of information CUSTOMER RELATIONS “Year of Quality” in branches, 10 head office gathered from the External and In-House Customer 2010, Attijariwafa bank units, 6 regions and Empathy programmes. These guides relate to different organised a “Quality 4 subsidiaries in Morocco. activities such as corporate loans, bank card services, For the first time, it customer reception and mortgage loans. They represent Awards” ceremony in also included levels of service quality standards defined by the bank for internal recognition of the best Quality is one of the factors that differentiate standards and service in-company customer one bank from another in strategic terms. use and are based on knowledge of market requirements. 93 % Customer satisfaction A related internal certification process is also in the quality improvements. satisfaction by polling Attijariwafa bank has made quality one of its + 1,064 branch units. priorities, focusing on two goals: to constantly score for the Personal and offing. Prizes are awarded improve customer relations and implement a based on an objective 13 gold awards, 20 silver quality culture within the bank. The Group has Professional Banking segment methodology in which awards and 31 bronze adopted a comprehensive policy to ensure that its DEVELOPING A QUALITY CULTURE external and internal awards were presented to WITHIN THE GROUP customers are active stakeholders in a process of 86 % Customer satisfaction customers are active the winners by the bank’s constant improvement. + stakeholders. Prize- General Management Awareness about quality score for the SME segment winners are therefore on 25 September 2012 selected on the level of Messages aimed at raising awareness are sent out at an awards ceremony customer satisfaction. which has become a to employees at head office sites and in the branch The scope of the “Quality highlight of the calendar. networks in three languages: Arabic, French and Awards” is constantly Attijariwafa bank’s IMPROVING CUSTOMER RELATIONS In-house Customer Empathy Programme Tamazight. The messages cover five categories evolving to include new “Quality Awards” and 20 themes including customer reception, time categories and themes. The Customer Empathy programme provide an excellent To better serve its customers, the Group believes that it management, attitude and presence, working In 2012, there were five environment and customer/supplier relations. must foster a culture of internal cooperation between categories, 22 topics way of generating In 2012, the Group again conducted its Customer This monthly awareness campaign involves 9,000 entities and departments, that is to say, a genuine and 100 measurement healthy competition Empathy Programme (CEP). Launched in 2008, it internal customer-oriented culture. workstations. and motivating staff to comprises a series of measurements: quality surveys, indicators. provide the best service service level agreement polls, focus groups and mystery The Group has developed an innovative approach to 7,800 customers were for our customers buyer visits. The policy consists of 35 measurements achieving this goal – an In-house Customer Empathy surveyed by 723 branches who are central to the and more than 250 indicators to measure all aspects of Programme. Initially, its aim is to measure the either in person or by “Attijariwafa 2015” the bank’s activity. The Programme was implemented by satisfaction of the bank’s various networks regarding telephone covering strategic plan. Corporate Banking, Personal and Professional Banking the quality of service provided by subsidiaries and 100% of the Personal & and subsidiaries. In 2012, more than 8,000 customers centralised units. Professional Banking were contacted. 1,020 employees working in the branch networks, The purpose of this Programme, which is conducted business centres and branch offices across the Group annually, is to monitor customer satisfaction, develop answered specially-designed questionnaires aimed at internal benchmarks, share best practice and identify measuring inter-departmental levels of satisfaction. the bank’s strengths and areas for improvement; it With a 98% response ratio for the Corporate Banking enables the bank to initiate useful projects to make network and an 87% response ratio for the Personal improvements where required. Banking network, these impressive participation rates reflect a high level of employee commitment to this In 2012, the results of the CEP show that, in the SME initiative. market segment, 85% of customers would recommend Attijariwafa bank to their family and friends while From 2013, this Programme will be extended to include 86% of customers surveyed were satisfied overall. In African subsidiaries and a number of strategic Group the Personal and Professional Banking segment, the entities. customer satisfaction ratio was 93%. Measuring internal performance

«Qualimesure» is a policy for steering internal An annual Quality Award is presented performance processes and measurement. It involves based on the results of the Customer strict monthly monitoring at grassroots and fosters a competitive spirit between units by publishing a monthly Empathy Programme. performance table by entity and by region. The policy is being progressively implemented across the entire Group.

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SUPPORTING EMPLOYEE DEVELOPMENT

«Attijariwafa 2015», the strategic plan adopted by the Group in 2012 focuses on delivering strong growth, implementing major organisational change along regional lines and adapting managerial practices. The human resources management policy plays a major role in supporting change, to ensure that goals are reached, while preserving employees’ health, well- being and development. Projects developed by Group Human Resources are aimed not only at incorporating, enhancing and retaining talent but also supporting the development of managerial skills and maintaining a working environment conducive to employee job satisfaction.

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LENGTH OF SERVICE

Over 20 years 6 % 13 % ATTIJARIWAFA BANK’S 12-19 years 4 % 8 % 5-11 years 9 % 11 % HUMAN PROFILE 2-4 years 11 % 15 % Executives and non-executives Under 2 years 9 % 14 % Headcount breakdown The rise in the headcount is due to the Group’s continued by status - bank Length of service pyramid in 2012 (Group) 51 % expansion focusing on specific businesses and 49 % 48 % Attijariwafa bank Group’s headcount was 15,289 geographical regions with high growth potential. in 22 countries across the world as of 31 December Female non-executives 2012 The Group’s international expansion is supported by a deliberate policy of skills transfer and reliance on local Male 52 % 51 %

expertise. The bank has only 41 expatriate staff. 49 % Executives Executives With 31% of employees having more than 12 years of HEADCOUNT service, this pyramid shows a high degree of staff loyalty 2010 2011 2012 within the Group. The large number of employees in the Group with fewer than four years of service can be HEADCOUNT BY 12.31.2010 12.31.2011 12.31.2012 CHANGE explained by the Group’s strong growth and the rapid The management-staff ratio rose by 15.5% between GEOGRAPHICAL REGION 12/11 pace of branch openings in recent years (530 new 2010 and 2012 as a result of career advancement as well (GROUP) branches opened in 2012). as Group policy which favours promotion from within The average length of service in the bank is 10 years. the Group. Executive staff account for 52% of the total Morocco 8,671 9,246 9,628 4.1 % headcount. Promotion from within rose in 2012 at a North Africa (excluding Morocco) 1,679 1,829 1,921 5.0 % double-digit pace, +31.8% for the branch network and HEADCOUNT BREAKDOWN +22.9% for head office. West Africa 2,160 2,231 2,260 1.3 % BY STATUS Central Africa 513 1,041 1,128 8.4 % The figures presented below refer to the bank (parent Internships Europe 285 332 345 3.9 % company). Middle East 6 7 7 0.0 % Attijariwafa bank is keen to play a socially-responsible role in supporting Moroccan public sector higher Group Total 13,314 14,686 15,289 4.1 % Permanent and temporary staff educational institutions and academies by offering more of which bank employees 6,473 6,826 7,090 3.9 % than 1,200 work placements each year. The bank offers Share of permanent and many opportunities for internships either during a 7 % 6 % 5 % temporary staff - bank student’s degree course or by way of an “end of studies AGE Permanent staff project” (PFE). PFE internships, which are an integral part of a graduate degree programme, are increasingly 95 % Temporary staff 94 % popular with students because it provides them with an The Group’s age pyramid shows that all age groups are 93 % initial experience of working life. During this period, they Over 55 years 2 % 4 % represented. It reflects a diversity of profiles from one make a choice of the career they wish to pursue entity to another within the Group. 2012 was marked by after graduation. These PFE internships also provide 46-55 years 5 % 11 % a high number of retirements, which reflects a general Attijariwafa bank with a pool of potential recruits who trend in the Moroccan population. are already familiar with the Group’s culture. 36-45 years 9 % 14 % In 2012, the median age of the bank’s employees was 35 2010 2011 2012 26-35 years 18 % 25 % years. Temporary staff contracts are generally for a period Under 25 years 5 % 7 % of 6-12 months or for a fixed period. The fact that the proportion of temporary staff in the bank’s total headcount is so low underlines the bank’s commitment Age pyramid in 2012 (Group) to providing job security. Female Male

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DEVELOPING CLOSER RELATIONS TESTIMONIAL BY THROUGH INTERNAL COMMUNICATION CHEIKNA CISSE, A A FEDERAL CORPORATE MALIAN EMPLOYEE Internal communication relies on positive exchange and support for the Group’s corporate strategy. Attijariwafa bank’s values: What miracle can Two Group Committees, providing opportunities to Solidarité (Solidarity), CULTURE PROMOTING “enable an archivist, a debate and reflect on the Group’s 2015 strategic plan Partage (Sharing), driver, a cashier, a bailiff were organised and attended by about one hundred Ouverture (Openness), ... working in a branch in executives. Respect (Respect), Travail Poto-Poto, Fez, Bolibana, STRONG VALUES The General Operating Committee met four times (Work). Tunis, Djourbel, Bagadadji, during the year and provided an opportunity for all those Sandaga, Douala, Abobo, As Mr Omar Bounjou responsible for networks and head office departments recalled in his speech, to review the past year’s achievements and discuss Port-Gentil, Marcory or in Dijon... to end up spending «the company’s values are The Group’s corporate values – corporate citizenship, future prospects. a week in Casablanca and close to those of sport: leadership, solidarity, commitment and ethical HIGH QUALITY The “Moroccans living abroad” convention, as is sharing a moment with a teamwork, perseverance, conduct – established in the wake of the merger customary, kicked-off the campaign targeting this SOCIAL RELATIONS hundred colleagues from a search for performance between Banque Commerciale du Maroc and Wafabank specific customer segment. This involved all market nine different countries? along with humility and participants reviewing the progress made and outlining in 2005 continue to underpin its corporate culture. Weekly meetings enable the bank to maintain a strong modesty.» dialogue with staff representative bodies aimed at the way forward. Thank you for allowing maintaining a high level of employee commitment and Regional tours provided additional opportunities for What miracle can reduce The Group is intent on constantly improving its us to live such a moment ensuring permanent job satisfaction. Management and meeting and forging close relations with employees geographical, cultural, managerial culture by developing ever closer relations the unions are also very involved in managing different of great human emotion. and customers alike. In 2012, the bank’s Chairman, hierarchical, social, between managers and their staff and maintaining social projects both at head office and in the regions. As the French educator strong team spirit. Since 2008, newly-appointed managing directors and senior management conducted political and economic Pierre de Coubertin said: managers are given training in staff management. a major tour, visiting many towns and cities across the distances, can motivate Kingdom. Branch visits and working meetings were «The important thing in its participants and carry organised with local staff. Each tour concluded with a life is not the triumph but away its supporters? For the very first time, at the beginning of 2013, the plenary session involving all regional employees. The the struggle, the essential Group conducted an in-company survey measuring the purpose was to discuss different issues and motivate thing is not to have social climate within the company. The results show staff in respect of the 2015 strategic plan. SPORT, of course, conquered but to have a high level of pride in working for the Group and an Lastly, the Chairman hosted a series of breakfast an acronym which fought well. » equally high level of employee support for the Group’s meetings during the year with new recruits. During appropriately sums up „ corporate strategy. these breakfasts, he listened to them attentively and enquired about their expectations and initial + experiences. It was also an opportunity for the Chairman to share the Group’s strategic vision with new recruits and encourage support for the Group’s ambitious FIRST EVER IN-COMPANY projects and corporate values. OPINION POLL Employees are informed of meetings and special events comprising the day-to-day life of the Group by electronic An opinion poll was carried - 86% of employees support messages and a quarterly in-company newsletter. out by an independent firm, the Group’s corporate resulting in a participation strategy; rate of 81%. This is - 82% have confidence in TEAM SPIRIT exceptional by normal the Management to drive standards, despite only changes in the Group. Internal cooperation and teamwork are a two-week consultation encouraged by Attijariwafa bank through period. Each of the bank’s The results were various initiatives. The AWB Cup, for example, employees was polled. This presented to the Board of Directors, the General is an international five-a-side football survey enabled the bank to tournament that brings together the bank’s Management Committee, identify its main strengths: entire staff, including African and European the Management and - 85% of employees are subsidiaries. It is a flagship event that is eagerly Coordination Committee awaited by employees. Transcending cultural proud to work for the and the unions and will be Group; differences, it provides a genuine sense of emotion and progressively presented to a spirit of camaraderie based on sporting values. - 73% would recommend each head office unit and Attijariwafa bank as an regional division. employer and 79% would recommend its services;

26 27 Attijariwafa bank, CSR report 2012 Attijariwafa bank, CSR report 2012

The bank recruits a large number of young graduates A TRIBUTE TO THE SAVOIR-FAIRE OF every year to support its growth ambitions. As such, it SENIOR STAFF DIVERSITY, is constantly fostering close relations with universities, colleges and student associations and adapting its At the other end of the spectrum, 135 Group employees, recruitment methods. with an average length of service of 36 years with A SOURCE OF WEALTH FOR THE GROUP Attijariwafa bank, retired in 2012. Emphasising In 2012, Attijariwafa bank participated for the first time in i-DAYS, Morocco’s first ever virtual recruitment their savoir-faire and experience, the bank’s senior fair. In doing so, the bank showed that it was in tune management expressed gratitude for their commitment with the new practices of job seekers. In just three at a special ceremony. The ceremony was also an th WORKPLACE GENDER EQUALITY 8 MARCH, days, almost 10,000 Moroccan and sub-Saharan opportunity for young retirees to acquire all the CELEBRATING candidates responded to advertisements by visiting necessary information regarding procedures for In 2012, 40% of Group employees were women. INTERNATIONAL Attijariwafa bank’s “virtual” stand. obtaining the best possible benefits from different This figure reflects the constant efforts made by WOMEN’S DAY state social security and pension organisations such As part of its outreach strategy, Attijariwafa bank Attijariwafa bank to promote gender equality within the as the Caisse Nationale de Sécurité Sociale, the Caisse As in previous years, throughout the branch continued its recruitment “caravan” in five remote Group. With women accounting for 37% of executives, Interprofessionnelle Marocaine de Retraites and the on the occasion of network. Also, to mark regions. This enabled candidates to avoid the constraints the Group has shown that is fully committed to Caisse Mutuelle Interprofessionnelle Marocain… International Women’s the occasion, the bank’s and costs involved in having to travel for interview. promoting gender equality, one of the fundamental Day, Attijariwafa bank female amateur painters principles of its Code of Conduct. Workplace gender As a result of this policy of proactively recruiting young equality is applied in all human resources management wanted to pay tribute organised a preview and graduates, 49% of the bank’s employees were under 30 EMPLOYEES WITH DISABILITIES processes such as recruitment, training and promotions. to the talent and a subsequent exhibition years old as at 31 December 2012. commitment of its in the bank’s restaurant. The bank employs a number of people with a disability or The Group has a welcome and support programme female employees by A number of subsidiaries reduced mobility. Several measures are taken to ensure to make it easier for young people to integrate within distributing gifts in head also celebrated the day in that they are fully integrated within the bank. the workforce. Over the past 7 years, all new recruits Equality in the workforce - Group office in related sites and a festive manner. to the Group and its subsidiaries have attended Cycle These include assigning jobs appropriate to their state Sindbad, a one-day integration seminar in Casablanca. of health, bearing the full cost of equipment adapted to This seminar creates a spirit of camaraderie among new their needs, medical check-ups by the staff doctor and recruits and enables them to interact with departmental special emergency evacuation procedures to ensure that Women managers and executives from different departments they are immediately cared for.

61.7 % 61.3 % 60.6 % within the Group. Men Cycle Afak was also established to help integrate non- executive employees.

39.4 % In addition, a mentoring system ensures support from 38.7 % 38.3 % almost 200 of the bank’s executives for young employees + 49 % of employees 2010 2011 2012 as they get to know the Group, its culture and its values and embark on their careers. aged 30 and under

RECRUITMENT AND SUCCESSFULLY INTEGRATING YOUNG GRADUATES HEAD OF SYNERGIES AND CROSS-SELLING, SFC – “SPONSOR” CUSTOMER RELATIONS – “SPONSOREE” The figures presented in the following paragraphs refer to the bank (parent company).

In my opinion, Attijariwafa bank’s values During my first meeting I think this is an essential “with my sponsor, we initiative for all new “sponsorship is a gesture and talk about possible Hiring and firing - Bank 12.31.2010 12.31.2011 12.31.2012 of solidarity vis-à- career opportunities.” got to know each other. recruits; a sympathetic During subsequent ear and wise counsel not Number of new recruits 763 825 731 vis young Moroccans Listening to today’s regular meetings, only made it easier for including new recruits youngsters enables me to to the Group. My first he answered all my me to integrate within the Number of leavers* 341 361 375 move with the times; I am questions and advised Group but also helped me objective is to welcome able to add the new trends me on how to behave and in building my career. the person, present the that this generation offers methods to adopt in my „ Group and, depending *Main reasons include resignation, retirement and redundancy. to my own beliefs and on his or her aspirations, daily working life. savoir-faire. share my own experience. „ I then communicate

28 29 Attijariwafa bank, CSR report 2012 Attijariwafa bank, CSR report 2012

SKILLS CAREER DEVELOPMENT MANAGEMENT

Personnel in charge of career management ensure With the Group’s geographical expansion, international the personal and professional development of each mobility has provided a genuine opportunity for career employee, in line with the Group’s current and development within the bank foreseeable needs. Succession plans, at different levels With the Group growing so rapidly, employee skills Established in April 2010, the e-learning programme is of responsibility, are implemented to identify, prepare development is a major challenge and priority for the third leg of this strategy. Attijariwafa bank was the and develop the talent necessary for the bank’s future Attijariwafa bank. first Moroccan bank to offer this type of training to which development. have access all its employees Training policy is implemented in compliance with an which gives the Group a The first phase of implementing the Strategic Workforce employee’s entitlement to training and has the following + 90 % of eligible competitive advantage. Planning (GPEC) policy was completed in 2012, resulting aims : in the creation of a skills and posts pro-forma guide employees underwent By designing and developing as well as job descriptions. In 2012, 90% of eligible - Prepare a skills pool necessary for the Group’s in-house distance-learning an annual evaluation development and success; employees underwent an annual evaluation during modules specific to each which career development prospects were reviewed. - Make it easier for new recruits to integrate within the business line, Attijariwafa bank Group; is able to : - Develop technical and managerial expertise in all - Mobilise its network staff business lines; efficiently and increase productivity; - Build on what already exists and support individual moves: promotion, transfer, mobility, succession etc. - Reduce travel related to training – reduce traffic- REMUNERATION The bank’s training strategy combines “business line” related risks and help reduce training provided by the Attijariwafa bank Academy CO2 emissions; through courses specific to business lines with AND EMPLOYEE BENEFITS intra-bank “managerial and behavioural” training - Provide flexible and independent access to training as a programmes. function of users’ professional constraints; + Replicating the Moroccan training academy model, three - Monitor training on a modular basis, enabling each Group subsidiaries have established their own Academy : participant to progress at his or her own pace; 5.1% of A FAIR AND MOTIVATING REMUNERATION Tunisia in 2008, Senegal and Cameroon in 2013. employees SYSTEM - Train the maximum number of people as possible in a now short time. shareholders The bank’s remuneration policy has three main aims: At end-2012, the e-learning platform comprised six reduce disparities and seek fairness, promote job On 23 May 2012, highest level of employee satisfaction and loyalty and reward performance. modules; three others will be developed in 2013. Attijariwafa bank share ownership of any In-house training programmes are complemented by increased its share capital Moroccan company and It is based on rules which weight a number of criteria inter-bank training for staff wanting to study for banking through a share offering one of the highest by such as the annual evaluation assessment, in-company Almost 25,000 salary dynamics and external market dynamics, + industry diplomas. These include standard courses reserved exclusively for international standards. 1 training man days aimed at obtaining the Banking Diploma or courses the bank’s employees and particularly in relation to the banking industry. This share offering for the Institut Technique de Banque qualification. 233 subsidiaries in Morocco This remuneration policy is complemented by an marks a new level in employees attended such courses in 2012. and overseas. The total ambitious employee share ownership programme + 3.52 training days per number of shares issued Group policy aimed at enabling employees to share in the Group’s success. employee on average 1 was 7,893,853 totalling developing a long-term 1,997,550,720 dirhams. plan enabling employees The issue was 95.72% to share in the fruits subscribed, underlining of the Group’s success its popularity. As a and develop sustainable result of this share savings. That it was so offering, ownership of successful underlines 1. Scope – bank (parent) the bank’s equity by its the support of employees Moroccan employees and demonstrates their and its subsidiaries now willingness to participate 30 stands at 5.1%. This is the in the Group’s success. 31 Attijariwafa bank, CSR report 2012 Attijariwafa bank, CSR report 2012 OCCUPATIONAL HEALTH AND EMPLOYEE JOB SATISFACTION

In 2012, the bank jointly organised with the CMIM (Caisse Mutualiste Interprofessionnelle Marocaine) the 2nd inter-company occupational health conference on the theme of “Occupational health, a key driver of performance”. This 2nd event comes in the wake of the inaugural event organised by Attijariwafa bank in 2011 + to promote occupational health and raise awareness among businesses about the importance of social INITIATIVES IN responsibility. The aim is to establish a forum for FAVOUR OF BANK dialogue between the world of work and health experts EMPLOYEE’S and savoir-faire in order to maintain, improve and disseminate best practice. CHILDREN Throughout the Group, numerous initiatives are EMPLOYEE BENEFITS FOR GENUINE launched each year to raise awareness about the Arts and sports In 2012, 120 children of SOCIAL PROGRESS benefits of practising sport and having a balanced diet: schools across employees, including diabetes screening and walk, activities on “World No Morocco five Malians, attended In addition to basic salaries, Attijariwafa bank provides Tobacco Day” and initiatives to combat cardiovascular summer camp in numerous other benefits : Introduced in 2006, diseases etc. schools for employees’ Bouznika and 40 - Sickness, disability and invalidity insurance cover; children aged 6 to 12 teenagers in Paris. - Health centres in major cities for medical visits and years complement the Children’s Day immunisation, screening and awareness campaigns; academic curriculum by offering extra-curricular 500 children aged 6 - Loans on favourable terms; activities: drawing, to 12 years met at the - Support through solidarity funds and emergency funds painting, music, dance, Attijariwafa bank club in the event of serious illness or handicap. theatre and sport. Arts in Bouskoura for a day schools are supervised of fun and learning. This employee benefits policy is the result of a by nationally-trained arts Other children to be partnership with staff representatives who are heavily masters while sports invited included children involved at grassroots. schools are supervised by from the former top-level athletes. orphanage, SOS Village, Association Bayti, L’Heure The regionalisation of schools has accelerated Joyeuse and AMH. sharply in recent years. Five workshops were At end-2012, 605 children organised for children on were enrolled in 37 arts the following topics : the 1 + 3,946 medical visits and sports schools, environment «Take care including 29 in the of the Earth», nutrition provinces. «The Food Pyramid», + 3,338 beneficiaries of road accident prevention medical campaigns1 Summer camps «Road safety», The bank offers holiday safety «Simulating vacations to employees extinguishing a real fire» and heritage «Memories 1 Scope – bank (parent) and their families as well as summer camps for of Casa». children.

32 33 Attijariwafa bank, CSR report 2012

3 •

CONTRIBUTING TO MOROCCAN CIVIL SOCIETY BY PROMOTING EDUCATION, ART AND CULTURE

In ensuring that its actions are socially responsible, Attijariwafa bank seeks to reconcile economic performance with Morocco’s social and cultural development. Its motto could be “No financial return without social progress”. Attijariwafa bank demonstrates, through its Foundation, a strong commitment to the country, particularly young people. By sharing its savoir- faire in the area of sponsoring of the arts, it gives access to the arts world and actively supports education.

The Foundation is not the only medium through which the bank and its employees contribute to the community. The Group sponsors numerous cultural and sporting events, thereby contributing to the nation’s artistic and sporting life. Numerous generous initiatives are promoted by Group entities, subsidiaries and individuals.

34 35 Attijariwafa bank, CSR report 2012 Attijariwafa bank, CSR report 2012 PROMOTING EDUCATION AND ENHANCING KNOWLEDGE

REDUCING THE DIGITAL DIVIDE AS EARLY ACCESS TO GRANDES ECOLES The main responsibilities of Attijariwafa bank’s AS PRIMARY SCHOOL Education division are to enhance knowledge Attijariwafa bank Foundation’s Education division and contribute to Morocco’s social development. Attijariwafa bank is one of the founding members of the supports students from state schools, helping them Against such a backdrop, several initiatives were Al Jisr Association whose mission is to bring together prepare for the entrance exam for admission to grandes carried out at all levels of education from pre- schools and businesses and reduce the digital divide. écoles, which are prestigious engineering and business school to higher education as well as encouraging The Foundation’s Education division has supported the schools. Support for preparatory class students includes entrepreneurship among young people. Association since it was established in 1999 by donating upgrading libraries in Morocco, assistance in preparing equipment and sponsoring state primary schools. for the entrance exams and rewards for students Attijariwafa bank Group has sponsored several schools admitted to study at Moroccan and French grandes and has donated nearly 20,000 items of computer écoles. hardware to the Association. The latter entrusts them to In 2012, 40 students benefited from a week of After the results are announced, two awards ceremonies its maintenance workshop before redistributing them to concentrated training, supervised by 14 teachers, to are held : state sector primary schools. help them prepare for the French business schools’ PARTNERSHIP AGREEMENT SIGNED written exam. Similarly, 90 students from scientific - One in Casablanca, for students admitted to WITH CARE INTERNATIONAL RELATING preparatory classes aiming for admission to French prestigious Moroccan engineering schools (32 TO PRE-SCHOOL EDUCATION engineering schools benefited from the support of 17 students) and business schools (8 students); teachers in preparing for the oral exams. The Education division signed a partnership agreement - One in Paris, for students admitted to prestigious with Care International Morocco aimed at promoting and French engineering schools (40 students) and business restructuring pre-school education in disadvantaged schools (2 students). districts. This partnership aims to reduce the dropout rate and increase the chances of success by providing Lastly, in 2012, Attijariwafa bank also awarded prizes children with a high quality pre-school education as The Attijariwafa bank Foundation to the year’s best-performing high school graduates. well as encouraging parents to be more involved in The Al Jisr Association also provides young adults “ supported us in our exam Fifteen pupils nationwide, graduating in every discipline, their children’s education. The project concerns 40 without qualifications professional training in were invited by the Attijariwafa bank Foundation to schools in Casablanca’s district. It will be IT equipment maintenance, repair and security. preparation by providing us with attend the 2nd economics conference organised by implemented over three years starting September 2013, „ Attijariwafa bank on 23rd July to receive prizes awarded Attijariwafa bank’s IT departments partner Al Jisr by materials and reference books. benefiting 40 parents associations, 2,000 families and offering internships to young professionals which by the Foundation. 2,000 children aged 3 to 6 years. enables them to acquire skills as well as giving them Mariam, 19 years. experience of the world of work.

BEFORE AFTER

36 37 Attijariwafa bank, CSR report 2012 Attijariwafa bank, CSR report 2012

The Jamiati card, making life easier for students PROMOTING Developed by the Attijariwafa bank Foundation’s MOROCCAN ART Education division in partnership with Grupo Santander and Moroccan universities, “Jamiati card” is intended to make it easier AND CULTURE for students to access information. ATTIJARIWAFA BANK, PARTNERING Via interactive terminals, students may consult their HIGHER EDUCATION grades, timetables and exam schedules etc. and have access to the University’s different sites and Masters in «Banking and Financial Markets» facilities such as libraries, laboratories, examination With the Group expanding across Africa, rooms, administrative offices etc. More than just an Attijariwafa bank Foundation’s Art and Culture division strives to make art accessible to all. Its The Faculty of Legal, Economic and Social Sciences identification card, “Jamiati card” provides a range responsibilities include raising public awareness (Hassan II University Aïn Chock), Spain’s Cantabria of services including preferential rates, benefits and about art, supporting arts education for young University, Santander Bank and Attijariwafa bank partner discounts. Lastly, for those interested, the people and enhancing the Group’s fine arts launched, in October 2007, the International Masters “Jamiati card” can also incorporate banking services. collection through acquisition and conservation. in «Banking and Financial Markets» with the On 17 May 2012, an agreement was signed between participation of the Euro-Arab Foundation and the UCEIF Attijariwafa bank and ISCAE (Institut Supérieur de These responsibilities focus on five aspects: Foundation. The Masters, launched by Santander in Commerce et d’Administration des Entreprises) recollection, the Arts Academy, recognition and Spain in 1996 and in Mexico 1999, has been adapted enabling the latter to join the portal and use the Jamiati reward, cultural intelligence and promotion and to the Moroccan context. It aims to meet the needs card. intercultural dialogue. of financial institutions and businesses for highly- qualified graduates in the different financial and banking In the coming years, Attijariwafa bank Foundation’s business lines. Education division aims to expand the scope of the Jamiati programme so that the majority of university It is aimed at economic science and management students and professionals may benefit from the portal «AHMED BEN YESSEF, LES PAYSAGES INTERCULTURAL DIALOGUE graduates, graduates of business and management and card. DE L’AME», A TRIBUTE TO A CAREER schools and engineering graduates. The Masters SPANNING MORE THAN 50 YEARS 2012 was also marked by the “Regards Africains Croisés” enables students to obtain a dual Moroccan-Spanish exhibition. Intended to build a bridge between the world qualification, awarded by Casablanca’s Hassan II FOSTERING ENTREPRENEURSHIP Through “Recollection”, the great figures of art are of finance and that of culture, it was only natural that University and Cantabria University . accessible to everyone. it was held on the occasion of the African Development Attijariwafa bank is one of the founder members of Forum, an international economics forum organised by Each year, a major Moroccan artist with a career the INJAZ Al-Maghrib Association, whose mission is Attijariwafa bank Group on 8-9 November 2012. Jamiati.ma : a portal to stimulate spanning at least 40 years, is honoured with a to foster entrepreneurship among young Moroccans. the academic community retrospective exhibition at the Art Actua exhibition The Association mobilises its corporate partners to hall in Casablanca. In 2012, Ahmed Ben Yessef was encourage young people to create and develop their own Morocco’s first ever university portal, Jamiati.ma is the chosen, an artist who inspired the North African and businesses. The Group provides financial sponsorship only one which federates all Moroccan universities. It is Spanish figurative school of painting. The exhibition was Congratulations to Attijariwafa bank and skills. More than 300 hours of training are provided aimed at students, professors and administrative staff. attended by almost 2,000 visitors. To celebrate, an art “which, with its strong presence in Africa by the Group’s employees to young people in order to book entitled “Les Paysages de l’âme” (“Landscapes of as an international bank, has taken Produced in partnership with Universa (departmental encourage entrepreneurship. the soul”) was published, which examines the different the welcome initiative of opening an unit of Division Global Santander Universidades), As part of efforts to develop closer links with Injaz Al stages of the artist’s work. This exhibition received artistic dialogue with simply magnificent Jamiati.ma allows a student to access the university’s results. Maghrib, a team of volunteer employees from Wafasalaf extensive media coverage, reflecting the Group’s „ different services and obtain information about organised workshops as part of the Entrepreneurship commitment to enhancing the reputation of Moroccan scholarships, financing methods and financial Master Class programme (Introduction to Business). 8 artists and promoting their work to a wide audience. Exhibition’s guestbook, a visitor’s assistance offered by domestic or foreign partner spontaneous testimonial. classes were organised at the College in organizations from the public or private sectors. Casablanca for 340 pupils. Jamiati.ma is also a useful tool for graduates seeking employment or for those who want to start their own Attijariwafa bank also partners MarocEntreprendre, a businesses. confederation of business leaders, whose mission is to promote economic initiative by providing start-up “Jamiati teacher” enables professors to follow their loans and support young entrepreneurs in a number careers and research publications as well as those of Ben Yessef Les paysages de l’âme

of different ways: financial support, availability, l’âme de paysages Les their peers. Jamiati.ma is also aimed at administrators guarantees, skills and networking. who may access the latest information relating to

databases, draft legislation, training programmes and YESSEF BEN Ahmed news etc.

38 39 Attijariwafa bank, CSR report 2012 Attijariwafa bank, CSR report 2012

Meriem TAMIM 2009, 2012 AND 2013

Ghitha Triki Head of Art and Culture Division

What have you tried to with his personal history, CHILDREN’S ARTISTIC DEVELOPMENT RECOGNITION AND REWARD show of Africa through his fears, his dreams… WITH THE ARTS ACADEMY this exhibition ? In order to encourage the development of new talent, In what way was this The Arts Academy, in partnership with Greater the Art and Culture division supports promising young This exhibition was exhibition successful in Casablanca’s Regional Academy of Education and artists and cultural figures. The Foundation has designed with the your opinion ? Training, supports the artistic development of state supported the Pause Art festival since its beginnings. intention of showing the school pupils through workshops on artistic expression, The latter is an initiative of the Casablanca School of contemporary depiction Beyond the number of writing and multimedia. 130 students have been trained Fine Arts’ students aimed at building a bridge between of not a single Africa people attending, we each year since 2009. students and design and communication professionals. but of several Africas, succeeded, I think, in Supervised by professionals, workshops are inspired searching for their own getting a dialogue going by Attijariwafa bank’s fine arts collection which is between the works, not CULTURAL INTELLIGENCE AND identity yet open to others. representative of the history of art in Morocco. PROMOTION The exhibition was a only from an aesthetic In 2012, students worked on a number of topics mélange of various works and contemplative including the paintings of Ben Yessef, African art and The Art and Culture division is responsible for enhancing with multiple forms, perspective but also in pop culture. The significant progress made can be seen the bank’s fine arts collection, updating it from a exposed in harmony or terms of a dialogue which surpasses the borders by comparing the children’s 2009 paintings with those material and intellectual perspective, loaning out works in dissonance around of 2012 and 2013. The children acquired all kinds of of language, cultures of art, publications and communication for pan-African five themes: painting, techniques in painting, writing and computer graphics. events; the aim is to promote the Group’s artistic and differences. Many sculpture, photography, This weekly lesson also provided children with an heritage widely. subtleties emerged and video and installation art. opportunity to learn about citizenship and Africa. Several there was a meeting of In 2012, the division added to its collection by acquiring The intention was not to hundred works including some collective works were trends and styles. And a selection of paintings by a range of artists from the describe Africa, nor to produced and will be exhibited in 2013. above all, friendships young and inexperienced to the most renowned, from personify it through the were formed thanks to Tunisia, Morocco, Senegal, Congo and Ivory Coast. work, but to present an this exhibition. It endeavoured to maintain thematic and stylistic experience as felt by the consistency with regard to the bank’s collection of artist from the inside, Moroccan art. These works were widely publicised + through various media including schedules and calendars, enabling the Group to fulfil its socially- TEXT INSPIRED BY THE WORKS OF AHMED responsible role and promote these artists. + BEN YESSEF – SIGNED BY THE ENTIRE The Foundation was asked to temporarily loan out WRITING WORKSHOP paintings on the occasion of ’s centenary biennial in Casablanca, African continent. It also celebrations as the Kingdom’s capital and its inscription REGARDS Doves flying in the sky children who appear as a UNESCO World Heritage Site. Attijariwafa bank AFRICAINS CROISES which welcomed visiting provided an opportunity or pecking the ground to be alone, seated on Foundation loaned out paintings by Meliani and Galand artists and cultural for discovering and in search of grain, the doorsteps or playing From 16 June to 20 for two exhibitions “Rabat and its artists” and the figures from five supporting a dozen warm colours of Morocco, silently on a remote November 2012, 23 “Kasbah of Udayas”, the aim being to promote the works continents. The second young artists from light everywhere and beach, the sun setting artists from 10 African international audience. of artists from Rabat for over a century. was in November when Morocco and the invitee one-storey houses for in the distance and countries were invited Nearly 3,000 visitors almost 1,300 guests countries. simple folk with faded the colour of the sea by the Attijariwafa bank from the general A number of works were also loaned out for an attended the Africa walls and old doors becoming darker… Foundation to exhibit in Thanks to the public attended the exhibition entitled Art Morocco in March-April 2012. This Development Forum. with door knockers exhibition highlighted the works of Ahmed Cherkaoui, Casablanca’s Art Actua distribution of the exhibition in addition The artist describes the made of wrought iron Mohamed and Jilali Gharbaoui Melehi, pioneers of exhibition hall. The “Regards exhibition catalogue to a to customers and old medina where he was or copper, ancient lanes Moroccan abstract painting. This loan enabled the Africains Croisés” wide network of media, partners who attended born and grew up. His There were two and people from another Foundation to raise its international profile in the Middle exhibition reflected foundations and cultural the Forum. They painting provides a social highlights to the time, shopkeepers, East region, the epicentre of the contemporary Arabic Attijariwafa bank figures specialising discovered a diverse documentary. exhibition, the first blacksmiths, sailors, art market. Group’s commitment in African art, the range of expressions being in June as part housekeepers, or to work for the exhibition received and affinities between of a partnership with young girls dressed in the inaugural African economic and social remarkable acclaim the North and the South traditional costumes, contemporary art development of the from a domestic and of the continent.

40 41 Attijariwafa bank, CSR report 2012 Attijariwafa bank, CSR report 2012 Attijariwafa bank, PARTNERING CULTURAL SPONSORING NUMEROUS AND SPORTING EVENTS INITIATIVES

Wafasalaf takes every opportunity to show its The Group supports numerous associations and generosity through employee involvement in many In 2012, the Group renewed its support for a initiatives promoting solidarity by providing different initiatives. These include collecting more than number of major musical and sporting events, If events like exist and grow, it’s 30 clothing parcels for the charity INSAF, donating underlining its commitment to the Kingdom’s financial assistance, in-kind donations or skills. “ thanks to the commitment and constant blood at the Casablanca cultural development… Sponsorship is provided by the Group through blood transfusion centre, support of institutions like Attijariwafa bank its Foundation as well as through its entities providing 30 wheelchairs which are not only involved in sponsoring and subsidiaries. Some examples are provided to disabled persons at the popular festivals in Morocco but also developing below. The list is not intended to be exhaustive 4th Rallye International des culture and the arts in general in our country.„ given the large number and diverse nature of Lacs and organising summer Sponsoring the arts scene such initiatives: the socio-economic development camps in partnership with the Alae B, young student, music fan. of communities, nutritional support, educational Annahda Shabab Association The 11th Festival Mawazine, Rythmes support, environmental protection, sporting for more than 200 orphans and du Monde, a major event on the events, support for fair trade, assisting people children from disadvantaged international music scene organised backgrounds… by Maroc Cultures; this festival gives with disabilities and children in need… the general public a taste of artistic expression in Morocco and from Wafacash took the initiative around the world. Sponsoring sport several years ago to help reduce The 18th Fez Festival of World Sacred poverty, insecurity and social Music, organised by the Esprit de Atlas Pro Tour, organised by the ‘‘Association du Wafa Assurance, for example, is the official exclusion by funding several projects of economic and Fès Foundation on the theme of “Re- Trophée Hassan II’’ is a Morocco-based winter golf tour sponsor of the road safety campaign organised over a social importance. enchanting the World” with a special which includes a number of professional international two-week period by the Association of Road Safety in The Iftar campaign aims to provide meals during the tribute to the great Persian poet events. From January to April 2012, the tour visited partnership with JUMICAR. During an awareness day, month of Ramadan. In partnership with the Al Wifaq Omar Al Khayyam. The programme nearly all towns in the Kingdom with a golf course JUMICAR trainers introduce children to driving with Association, meals are distributed to the poor in demonstrates, as in previous years, of international standing. This competition attracts electric mini-cars, raise awareness about road hazards Casablanca’s Bourgogne district. 2,000 ftour meals are a willingness to celebrate world professional golfers from Europe and the States, and introduce them to the Highway Code. Moroccan professionals as well as the best amateurs. served directly and a further 2,000 on a take-away basis. cultures, dialogue and peace through Wafa Assurance also sponsors auto sporting events and music, debates and symposia The 5th Mohammed VI International Athletics Meeting supports initiatives led by some of its employees who As part of the “Chorba Pour Tous” initiative, Wafacash teamed up with Western Union, its partner, to provide The 9th “Timitar Festival”, organised organised by the Royal Moroccan Athletics Federation; are particularly involved in their local communities. this meeting is one of the best in the World Challenge 1,800 meals every day for 30 days in Paris, Dubai and by the municipality of Agadir on the Lastly, Wafa Assurance supports numerous associations and a popular meeting for Moroccan and international Saudi Arabia. theme of “Signes et Cultures”; world by providing them with free third party liability athletes. music and Amazigh music combined insurance. With “Vivre l’Ecole”, Wafacash is committed alongside to give a magical touch to the festival. its partner MoneyGram, to providing school supplies to under-privileged schoolchildren as well as helping 25 state schools upgrade. In total, more than 5,000 students benefit from this operation.

Wafa Immobilier regularly donates its IT hardware to equip schools and orphanages. Every A competition that has nothing opportunity is taken to act on behalf of communities in “to envy of the world’s largest conjunction with the relevant associations, depending on track meets. „ the nature of the operation. Nadia, athlete

42 43 Attijariwafa bank, CSR report 2012

4 •

SUPPORTING ECONOMIC GROWTH

While the major European economies continue to grapple with what can be regarded as a global crisis, Morocco is making every effort to maintain its economic sovereignty and attractiveness vis-à-vis foreign investment. Despite the crisis of confidence and liquidity which has affected all markets, Morocco intends to capitalise on its attributes in order to continue to progress economically and socially. As a key partner in the Kingdom’s development, Attijariwafa bank Group contributes to its economic development by actively working to provide access to banking services to as many as possible. It also plays an active role in financing the economy. The Group is involved at all levels of the economy: professionals, small businesses, SMEs and large enterprises and is developing close relations and specific expertise in each market segment. No effort is spared in participating in the success of the nation’s ambitious sector programmes in manufacturing, agriculture, housing, tourism, renewable energies as well as contributing to the development of the Casablanca Stock Exchange.

44 45 Attijariwafa bank, CSR report 2012 Attijariwafa bank, CSR report 2012

The Wafacash network, a major asset in favour ACCESS TO of inclusive banking With 964 branches in 170 Moroccan districts, a third of which are in rural areas, the Wafacash network is a major asset for the Group in meeting its goal of inclusive banking. Wafacash branches are targeted at those who are largely unfamiliar with banking services. They are BANKING SERVICES, small, their interior layout is simple, opening times are adapted to local , employees are very often local and the products on offer are specially designed with inclusive banking in mind.

THE NO.1 PRIORITY To complement its sales strategy, in 2006, Wafacash launched an innovative concept, that of a mobile “caravan”: four vehicles criss-cross the country meeting existing and prospective customers and offering a local Morocco’s banking penetration ratio, estimated With 478 new branch openings (bank and subsidiaries) banking service. These vehicles are laid out as though to be 55% in 2012, is high by African standards. in Morocco in 2012, Attijariwafa bank Group is pursuing they were fully-fledged branches. They offer customers There is still, however, much progress to be its strategy of providing a local banking presence across the possibility of opening an account. Following the made in a country in which there are a number of the country, including those areas where banking example of Wafacash, Attijariwafa bank’s Personal and major socio-economic challenges. These include services are limited. Personal & Professional Banking Professional Banking network, since 2012, has also had improving living conditions for the disadvantaged branches are to be found in more than 150 Moroccan a mobile caravan criss-crossing the country. and combatting poverty, insecurity and social districts, including those in sparsely populated areas. Each year, the Wafacash network welcomes more than 3 exclusion. Attijariwafa bank Group is strongly For example, there are two branches in Tineghir with a million customers. It will continue to expand its network committed to its strategy of customer proximity population of 36,400 and two in Sidi Bennour with 49,600 with 100 new branch openings planned for 2013. and constantly expanding access to banking and inhabitants. + financial services to as many as possible. This is achieved through an extensive branch network BANKING across the country, including those areas where OPERATIONS Agreement signed with Al Amana Microfinance banking services are limited and through a REORGANISED In 2012, Wafacash further diversified its activities in well-diversified range of services tailored to all IN LINE WITH favour of inclusive banking and a local presence among incomes. THE KINGDOM’S ADVANCED as well as establishing disadvantaged communities by signing a partnership REGIONALISATION centralised Markets units agreement with Al Amana Microfinance, market leader PROGRAMME with nationwide coverage. of Morocco’s microcredit sector. Services, which include A COMPREHENSIVE BRANCH NETWORK This reorganisation gives domestic money transfer (Cash Express), international The Kingdom’s advanced ACROSS THE COUNTRY the regions genuine money transfer (Western Union, MoneyGram and RIA) regionalisation power in terms of and over-the-counter foreign exchange, will be offered programme (de- 2,269 Attijariwafa bank branches decision-making and via Al Amana Microfinance’s distribution network which centralisation and de- in Morocco greater autonomy in comprises 450 points of sale and 50 mobile branches. concentration), one of the terms of the development The Group benefits from a comprehensive branch key features of the new of the branch network network with 2,269 branches in Morocco as at 31 Constitution, provides and in recruitment. These December 2012. It has a wide range of products and for a reorganisation of changes should result services and its sales strategy is adapted to each market the territory. As a result, in enhanced customer segment. regional economies are relations and improved expected to become service quality. The major drivers of local appointment of risk development and provide + 2,882 branches worldwide managers, for example, the foundations for the 2,269 in Morocco should enable the bank including country’s socio-economic to better understand and human development. risks specific to a region, + 478 new branch openings in In line with these resulting in better Morocco in 2012 developments, evaluation of customer Attijariwafa bank Group risk and, ultimately, has reorganised its Retail more appropriate funding Banking division around terms. five regional divisions

46 47 Attijariwafa bank, CSR report 2012 Attijariwafa bank, CSR report 2012

PRODUCTS TAILORED TO ALL CUSTOMER IN 2013, THE WAJDA CONSUMER CREDIT ACCESS TO HOME OWNERSHIP WITH SEGMENTS CARD RECEIVED WAFA IMMOBILIER AN AWARD FOR Wafasalaf provides a broad range of consumer credit Wafacash, in partnership with major international INCLUSIVE BANKING services to all types of bank account-holders. Its In 2012, Morocco’s housing shortage was estimated money transfer companies such as Western Union, primary aim is always to focus on the customer’s at around 840,000 units. Government plans will focus MoneyGram and RIA, provides a range of services such strong impact in terms needs. Over and above compliance with rules relating on social housing for the next four years. The aim is to as rapid money transfer with Cash Express, over- At the bank Cards and to obtaining credit and personal debt, Wafasalaf reinforce the strategy adopted over the last decade by of financial inclusion and the-counter foreign exchange and consumer credit. Payment Technologies was the first ever finance company to comply with increasing annual supply to 170,000 units. the broad spectrum of It also offers innovative services such as Floussy, a African Forum, the the requirements of new consumer protection laws Wafa Immobilier has always supported government-led rechargeable prepaid card without the need for a bank target customers covering (Consumer Protection and Data Protection Law), prior prize for “Best Card initiatives in favour of affordable housing. With a market account, Hissab Bikhir, an economical bank account for all market segments. to the publication of application decrees. From as Acquisition and Usage share of 25%, it remains the market leader in mortgage those without a bank account and cash payment with It also highlighted early as 2011, each of Wafasalaf’s product-related Campaign” was awarded lending. Pay Cash. the communications communications campaigns presented information in a to Attijariwafa bank. The campaign which met the clear and transparent manner. Wafa Immobilier offers tailor-made solutions to its organising committee very highest standards customers to acquire property or build or develop commended the Wajda in terms of quality and commercial premises. The subsidiary targets all product for being so Hissab Bikhir : transparency. customer categories including those on low incomes ECONOMICAL comprehensive, its thanks to the use of the FOGARIM fund. BANKING Wafa Immobilier also assists its customers during the In 2009, Attijariwafa bank adapted to the needs of loan structuring phase so that the best possible terms and its Wafacash people on low incomes. It may be obtained. This may be achieved by aggregating a subsidiary launched takes the form of a bank customer’s mortgage loan and consumer loan within a Hissab Bikhir, an account without cheque- single loan to get the best possible rate. innovative service aimed book but with a basic bank Wafa Immobilier is also the leading financier of real at democratising access card. It provides access estate development and maintains close relations to the Moroccan banking to financing products and with all types of developers. As such, Wafa Immobilier system. It is a product other customised services. has been a major player in promoting the Code of that is simple and well- Professional Conduct, established by the National Federation of Real Estate Developers.

Wafasalaf also seeks to protect its customers from the risk of becoming over-indebted. For this purpose, it relies on its ‘‘Crédit Bureau’’, set up in February 2011, + 5,460 customers benefit from which compiles a database of personal credit histories. the FOGARIM fund The method adopted for remunerating sales agents also guarantees consumer protection. Agents’ fees are not based on product profitability; instead, the agent is + 10 % of mortgage loan In 2012, the bank launched ‘‘Wajda’’, a prepaid card Wafa Assurance designs, develops, distributes and incentivised to propose the product best suited to the outstandings relate to social similar to ‘‘Floussy’’. It is aimed at Personal and manages all types of contract: health insurance, life customer’s situation. Professional Banking account-holders as well as insurance, retirement planning. Constantly innovating housing units Moroccans living abroad who want to credit a bank card in order to offer high-quality products and services, with a fixed amount or have a card for a specific purpose Wafa Assurance proposes ‘‘Iktissad’’, a comprehensive such as paying online or helping family members, even insurance policy for persons on low incomes. With credit if the latter do not have an account, by making money more than 200 points of sale and a range of life and + 85 % available to them or paying for their children’s education. non-life insurance products tailored to the needs and approval ratio Different options enable the bank to penetrate a expectations of its customers, Wafa Assurance is a key number of customer segments with little or no banking player in promoting insurance as a concept, something experience: Wajda Ambition for students, Wajda Ma-Kart which is still generally unfamiliar in Morocco. + 11.5 % of refusals due to for teenagers, Wajda Pour’L for women. In 2013, the Wajda card received an award for inclusive banking. detection of over-indebtedness + 11.01 % non-performing loan ratio

48 49 Attijariwafa bank, CSR report 2012 Attijariwafa bank, CSR report 2012

ATTIJARIWAFA BANK, ALONGSIDE A mass communications campaign with the slogan “Give TRANSACTIONAL BANKING SERVING more insurance to your success”, featuring testimonials COMPANIES from two shopkeepers and a craftsman, supported the launch of these products in 2012. In 2012, Attijariwafa bank pursued its policy of developing closer relations with large enterprises, SMEs and small businesses by establishing Group ENTREPRENEURS Transactional Banking. The Group aims to actively support companies with their pan-African activities. In 2012, Attijariwafa bank once again partnered Maroc Export in the 5th and 6th Caravanes de l’Export. No Participating in Morocco’s economic development fewer than 7 countries were visited including PRODUCTS AND NETWORK ADAPTED , Congo Brazzaville, Senegal, Ivory Coast, Gabon, involves, above all, financing and supporting its TO THE NEEDS OF SMALL BUSINESSES Cameroon and Burkina Faso. More than 150 export economic fabric, that is, its companies, whatever customers participated and benefited from the bank’s their size. For over a century, Attijariwafa bank Attijariwafa bank has traditionally been the partner of help in scheduling “B to B” meetings and offering advice has developed expertise to become and remain small businesses. In 2009, it decided to strategically to clinch business deals. the preferred partner of Moroccan companies. reinforce its commitment to this segment by creating products tailored to their needs. Launched in 2009, Rasmali Compact and its product family which includes Hissab Rasmali have been remarkably successful because of their simplicity, ease of obtaining credit and attractive rates. Attijariwafa bank also decided to focus SUPPORTING SECTOR-BASED on lending to small businesses on a much larger scale. PROGRAMMES In 2012, loans to small businesses grew significantly.

Numerous Moroccan small and medium enterprises and small businesses, through their dynamism, play a leading role in Morocco’s economic development. They account for 95% of the corporate sector, 50% of jobs, 50% of investment and 30% of exports. Attijariwafa bank makes an active and willing contribution to the various programmes implemented by the government, which are aimed at supporting In addition to its products, the bank has adapted its SUPPORTING Morocco’s economic fabric. These include: (i) Artisanat organisational structure to better serve its small RESEARCH TO 2015, aimed at developing leading companies capable business customers. One hundred or so small business PROMOTE THE of capitalising on the potential offered by modern centres, an innovative concept in the banking industry, DEVELOPMENT distribution networks; (ii) Halieutis, to support provide specific expertise on different issues and OF MOROCCAN the fisheries sector; (iii) Maroc Vert, to support welcome entrepreneurs in person. SMEs AND SMALL agribusiness; (iv) Rawaj, to support small shopkeepers BUSINESSES and local retailing; (v) Maroc Numeric, to support the to this agreement: to development of information technologies; (vi) Imtiaz, a To remain the preferred partner of small businesses, COMMITMENT TO SMALL AND MEDIUM In May 2012, an propose research topics to national investment competition aimed at companies the Group and its subsidiary, Wafa Assurance, design ENTERPRISES agreement was signed with projects of high potential and (vii) Moussanada, a insurance products tailored to the needs of each between ISCAE and ISCAE students related to programme aimed at improving SMEs’ productivity and business. Insurance products are promoted as an Ten years ago, Attijariwafa bank innovated when it Attijariwafa bank to the development of SMEs supporting their efforts to modernise and become more essential means of maintaining and cultivating this created SME business centres. Now numbering 39, support the development and small businesses and competitive. Attijariwafa bank’s performance in respect vulnerable section of the economy since a high number business centres and corporate branches have become of an SME-small organise a competition of these last two programmes, Imtiaz and Moussanada, of small businesses do not survive their first disaster centres of expertise capable of meeting the complex businesses research chair has been remarkable, earning it recognition as the if they are not insured. In response, Wafa Assurance which rewards the three needs of SMEs. They are supported by a centralised unit leading financial institution in this area. has designed “bespoke” products with very affordable by ISCAE. best dissertations by responsible for liaising with the SME segment at branch premiums, based on a detailed study of all types of risk level and providing expert advice in relation to credit There is a dual purpose ISCAE students. faced by small businesses by business line (tradesmen, applications, the customer’s international development shopkeepers, cafés, restaurants etc.). and cash management. Regular market analysis results in innovations which provide the foundation of the bank’s strategy. New products are constantly launched aimed at making life easier for SMEs.

50 51 Attijariwafa bank, CSR report 2012 Attijariwafa bank, CSR report 2012 PROJECT FINANCE, MOROCCO, FAVOURING SOCIAL PROJECTS AND IDEAL FOR LARGE-SCALE MANAGING THE ENVIRONMENTAL IMPACT WIND FARM PROJECTS

In support of government plans, Attijariwafa bank The results of such due diligence may result in the is committed to financing projects in a number of Group requesting that the customer modifies certain sectors considered to be drivers for the domestic aspects of the project to reduce the impact on the economy such as renewable energies, tourism, environment or on local communities. The Group social housing, manufacturing and transport also assumes the role of “lead manager” as much as possible. In doing so, it can assume much greater infrastructure. control over the project. More than simply an investor, Attijariwafa bank is a genuine partner to the project owner. The bank is able to provide fully integrated banking and financial solutions from the viability phase FINANCING PROJECTS WITH HIGH right up until the start of operations. Personal finance ENVIRONMENTAL AND SOCIAL VALUE- packages can also be provided to on-site employees at ADDED attractive rates.

Attijariwafa bank finances projects with high environmental, social and societal value-added, particularly in renewable energies and social housing. It supports investments that may result in skills or technology transfer for the benefit of the Moroccan economy. The Group finances the entire value chain regardless of whether it is a project’s upstream or + downstream in order to provide genuine support for the development of industrial sectors. TARFAYA, FIRST- fulfilled in 2012 with FINANCING THREE financing. This has been The Credit Committee, composed of General EVER LARGE-SCALE the signing of the PRIVATE WIND provided by a banking Tarfaya project. With consortium of which Management and Risk Management members as well ON-SHORE WIND FARMS TOTALLING as representatives of the branch network is sensitive 300 MW of production Attijariwafa bank is co- to a project’s environmental and social added-value FARM capacity, this will be 200 MW arranger and guarantees in approving credit. Since its inception in 2005, the Determined to become one of the largest on- Akhfennir (100 MW), officer. shore wind farms in the team in charge of credit applications has developed the market leader in the Foum El Oued (50 MW) Under the impetus of a specific expertise to be able to incorporate social and world. Developed by a Southern Mediterranean and Haouma (50 MW) number of government environmental risk and governance factors into the consortium comprising in renewable energies are the first three programmes, Morocco is decision-making process. The Group rewards “virtuous” GDF Suez and and to derive 42% of Moroccan wind farms adopting an aggressive projects with beneficial funding terms: reduced its energy needs from Holding, the project requires MAD 4 billion to be developed by a position in terms of financing costs, extending the loan’s maturity, flexible renewable energy by in long-term bank private operator, Nareva renewable energies. In financing and adaptable interest rate solutions. 2020, Morocco has financing. This has Holding. They are being addition to the Moroccan set itself a target of For large projects (over €50 million), Attijariwafa bank been provided by an developed in accordance Solar Plan aimed at producing 2,000 MW of uses independent experts to conduct analysis of the entirely local banking with the recent law producing 2,000 MW, technical, economic, environmental and social impact. wind power-generated consortium of which 13-09 on renewable other projects are in the energy by 2020. Attijariwafa bank is energies relating to offing including an ONEE Attijariwafa bank is co-arranger and credit the production and invitation to tender for 5 supporting this ambition officer. direct sale of electricity wind farms totalling 850 as arranger and This project alone to industrial entities. MW and another aimed financier of major wind accounts for 15% of the These projects have at doubling production at energy projects. nation’s planned wind required MAD 2.4 billion the Akhfennir wind farm. This ambition was energy production. in long-term bank

52 53 Attijariwafa bank, CSR report 2012 Attijariwafa bank, CSR report 2012 INVENTING CONTRIBUTING MOROCCO’S PLACE IN TO THE SOCIO-ECONOMIC DEBATE TOMORROW’S WORLD +

ATTIJARIWAFA BANK’S CONTRIBUTING TO THE CASABLANCA RESEARCH & DEVELOPMENT AND ECONOMICS STOCK EXCHANGE’S DEVELOPMENT SKILLS TRANSFER CONFERENCES For the past 15 years, Attijari Intermediation has The Group hosted a series Mr Hubert Védrine, former Attijariwafa bank is not only a long-term shareholder contributed to market maturity through sustained in the Casablanca Stock Exchange but also the leading of economic conferences French Minister of Foreign research activity and regular production of in-depth contributor to the Exchange’s activity. In addition to aimed at bringing Affairs and Mr Alexandre reports on macroeconomics or other topics directly playing a leading role in Morocco’s major IPOs, its related to market activities (interest rates, foreign together policy makers, Adler, historian and expert market share was 34.6% on the Central Market exchange and equities). The research is recognised for entrepreneurs and thinkers, on geopolitical issues. The (Equities) in 2012. The Group is also well represented its quality by customers and peers alike. from economics, political on the Exchange’s decision-making bodies. The Group event was an opportunity is therefore fully justified in supporting the development For the past four years, representatives of and associative circles to exchange views on of the Casablanca Stock Exchange and helping it Attijari Intermédiation have actively participated to reflect on Morocco’s issues relating to the accomplish its main goals of financing the economy, in certifying training programme provided by the development. The first Kingdom’s socio-economic maintaining liquidity and enhancing the value of its Association of Securities Firms aimed at on-going skills conference was on the development, discuss assets. and knowledge acquisition by industry professionals. Attijariwafa bank shares its market experience and knowledge about the impact of regulatory, legislative theme of “International investment prospects and Two major projects were launched in 2012 in which the For the purpose of transferring skills and expertise, or normative measures on financial markets and the financial crisis and strategic macro-economic Group is actively involved in terms of providing human Attijari Intermédiation’s employees voluntarily organise economy as much as possible. The Group organises emerging markets: threats options and provide resources, skills and expertise. The first project relates training sessions, in partnership with the Casablanca conferences, participates in think-tanks and contributes to HR and is aimed at ensuring that the Casablanca Stock Exchange and universities, aimed at sharing or opportunities?” visibility about potential to debates on Morocco’s social and economic Stock Exchange has a high-quality organisational financial knowledge with the press and with students. avenues of development development. The conferences are organised by the The second was held on structure and the necessary skills to conduct its bank as well as its subsidiaries. 23 July 2012 on the theme for the country against a operations. The second relates to IT and is aimed at backdrop of current global modernising and updating the electronic trading system. Wafa Immobilier, for example, organised a conference- of “Moroccan economic Attijariwafa bank’s IT staff and technology committee debate in May 2012 on the theme of “Vision and strategy trends in a fast-changing trends. are actively contributing their skills to this project which for the development and redevelopment of the housing global context”. The The third economics is at the very core of the Exchange’s business activity. sector.” hosted a conference in January event was attended by conference was held on 2012 on “The future of the Mediterranean region between economic pressures in the North and political 600 businessmen as 21 March 2013, a few days expectations in the South” and again in December on well as representatives before the first official visit “The economy guides the world. What is man’s role?” The of Morocco’s major to Morocco of the President guest speaker was Daniel Cohen, currently Professor of international trading of the French Republic on Economics at the Ecole Normale Supérieure and Vice- partners. the theme of “Morocco- Chairman of the Ecole d’Economie de Paris. In February 2012, Transactional Banking organised a conference Chaired by Mr Mohamed France: new highways for on “Products and Services of the Islamic Development El Kettani, Attijariwafa bank’s growth.” Bank” and in March the Dar Assafaa subsidiary hosted a Chairman and Chief Attijariwafa bank’s aim, workshop on the theme of “Islamic Finance: alternative or complement to conventional finance?”. Executive Officer, this in organising these series conference was graced by of conferences, was to the presence of Mr Nizar contribute to the debate Baraka, Minister of Finance about the domestic and and the Economy, Mrs regional challenges and Miriem Bensalah-Chaqroun, opportunities facing the Chairman of the CGEM, country.

54 55 Attijariwafa bank, CSR report 2012 Attijariwafa bank, CSR report 2012

REDUCING OUR COMBATTING PAPER WASTAGE holding paperless meetings. This will be extended to other meeting rooms available Several initiatives are taken each year to reduce paper to all employees. consumption. In 2012, an extensive programme to reconfigure ACTIVITIES’ photocopying systems resulted in each department WASTE COLLECTION AND RECYCLING replacing a large number of stand-alone printers by multi-function models. At 31 December 2012, this reorganisation was effective throughout the branch ENVIRONMENTAL IMPACT network and is currently being finalised at head offices. The Group wishes to go one stage further by establishing a personalised printing system unit. This involves the user having to go to the printer in person and entering his or her personal ID. This system ensures that paper The environmental impact of a bank’s activities is Optimising transportation consumption is monitored on an individual basis. limited by comparison with those of an industrial The bank has adopted numerous measures aimed at entity. That said, in order to lead by example, A programme to maximise cash-in-hand balances in reducing paper consumption: bank statements printed At Attijariwafa bank’s head office, all waste paper is Attijariwafa bank is committed to reducing its branches resulted in a potential 29% reduction in the on both sides of the page, grouping together a number collected by a service provider and recycled. environmental footprint. number of cash-in-transit journeys. After running a of transaction statements prior to sending, publishing successful pilot project in 2011 and 2012, it was decided certain statements online rather than in hard copy. As When replaced, all printers, computers and other to extend the programme throughout Morocco. a result, savings of almost 21.5 million sheets of paper IT equipment that are not stored are donated to were made in 2011 and 2012. associations for re-use or recycling. In 2011, more than 11,000 IT hardware items were given to the Al Jisr Multi-channel Banking provides numerous paperless Association. REDUCING ENERGY CONSUMPTION services resulting in savings on paper and reduced travel: ordering cheque books, making wire transfers or The bank has already introduced several energy paying invoices via Automated Teller Machines (ATMs), optimisation and reduction initiatives in recent years. accessing banking documents online through DocNet Others are envisaged, are in the pilot phase or are being (bank statements, transaction statements etc.), internet extended. banking with Attijarinet, obtaining account information by SMS with Suimoi and Avizo.

Energy consumption by buildings This paperless approach is being extended to Virtualisation : IT “lightens up” all Attijariwafa bank entities. Sending pay slips In 2009, a bonus-penalty clause was introduced in to employees electronically and phasing-out In 2012, 90% of the bank’s servers were “virtualised”, paper shipments have resulted in monthly maintenance contracts for head office buildings. leading not only to direct energy savings but also in The aim is to incentivise service providers to save savings of more than 7,000 sheets of paper and terms of space. As a result, there has been a reduction envelopes from the start of 2013. energy. A replacement programme was introduced to in energy consumption and the amount of refrigerants replace obsolete equipment and the results should be needed for air conditioning. The Boardroom and several meeting rooms measurable from 2013. have this year been equipped with interactive After embarking on an ambitious branch expansion tablets, enabling the General Management and programme in 2005, the Group has introduced a + 90 % of servers virtualised the Board of Directors to set an example by system of reviewing the various policies related to the technical aspects of a branch’s operations. The aim is to reduce energy consumption by at least 20%. This has Ever closer but less travel thanks to video- resulted in conventional lighting being replaced by LED conferencing technology and the introduction of new technologies for air conditioning. Meanwhile, a study is underway to At the end of 2012, 14 rooms were equipped with video- introduce thermal insulation on a regional basis. conferencing facilities in Morocco (including 10 at head offices in Casablanca and 4 at regional head offices) and 4 web-conferencing rooms at head offices in Casablanca. The use of video-conferencing by employees saves time, optimises organisational and logistical aspects and reduces travel-related risks. To develop this approach further, a project is currently underway to explore the possibility of implementing additional work enhancement facilities during the coming year.

56 57 Attijariwafa bank, CSR report 2012 Attijariwafa bank, CSR report 2012 ATTIJARIWAFA BANK’S RESPONSIBLE PURCHASING POLICY

PURCHASING GOVERNED BY A CODE OF MANAGING PURCHASING-RELATED CONDUCT RISKS

Since 2006, the actions of all Group staff involved in A responsible purchasing policy is progressively being purchasing have been governed by a Purchasing Code of implemented within the Group. Conduct. In 2012, specific clauses were added to purchasing The first principle of this Code states that an employee terms and conditions, reiterating the obligations undertakes to treat suppliers fairly. contained in the Purchasing Code of Ethics. The same clauses are repeated in the contract signed by the chosen service provider. Lastly, a “professional conduct SUPPORTING THE DEVELOPMENT OF letter” is sent to all new suppliers. By signing this SERVICE PROVIDERS AND SUPPLIERS Probity, honesty, integrity and letter, the supplier undertakes to comply with the same impartiality govern relations with obligations. The process of selecting and ranking a provider or The bank undertakes to pay its invoices within 30 days in supplier in a bidding process follows strict rules order to facilitate the cash flow situation of its suppliers, suppliers. In 2012, this professional conduct letter was sent en enabling the Group to surround itself with trusted the vast majority of whom are SMEs and small masse to all of the Group’s suppliers. By the end of first service providers for an optimal business relationship. businesses. In 2012, a system was introduced to monitor quarter 2013, 30% of suppliers had signed and returned Fully aware of its role as a major domestic and supplier payment periods. In 2012, the average payment This Code is applicable in Morocco and is signed by the letter. international enterprise, Attijariwafa bank supports period was 11 days versus 60 days as required by law. all employees involved in the purchasing process. It many small businesses, which are in many cases start- For certain types of products such as paper or IT As part of its regionalisation strategy, the Group intends has also been implemented in Senegal and Tunisia ups, to ensure a transfer of skills and methodologies. equipment a supplier is selected not only on the basis to consolidate its ranking of suppliers and service and is currently being adapted for other international For the bank, this ensures that outsourced services of price but also in relation to environmental factors: providers on a regional basis to not only meet the needs subsidiaries. meet the standards expected by the bank’s customers, sustainable forest management, optimised energy of subsidiaries at a local level but to promote the local regardless of whether they are external or internal. The Code has enabled Attijariwafa bank to incorporate consumption etc. economies of those regions in which the bank has environmental and social factors within purchasing This is particularly true in the area of IT, which uses An audit process is being developed which will operations. procedures. The following principles must be complied many subcontractors for maintenance and security of extend the visits conducted in recent years by the with: legislative and regulatory provisions related to the stock of IT equipment and networks. Support for Group’s purchasers. While awaiting these audits to be work, safety regulations, the prohibition of child labour these providers results in a real improvement in service implemented, social and environmental criteria are and illegal employment, social security guarantees quality, shorter turnaround times and a progressive included in visit questionnaires. These are intended to for suppliers’ staff and managing the impact on the increase in the solidity of the bank’s partners. raise awareness and encourage service providers and environment in designing, manufacturing, recycling or suppliers to adopt a CSR approach. destroying products. In 2012, the Group Purchasing department encouraged This Code frames the Group’s relations with suppliers subsidiaries to adopt best practice. Pro-forma and service providers. The Group is progressively documents (purchasing terms and conditions, check- implementing a responsible purchasing approach lists for analysing offers, contracts etc.) were shared enabling it to manage the social and environmental with subsidiaries to ensure transparency and fair 11 day average risks along its supply chain as well as being seen as a + treatment of suppliers. Similarly, subsidiaries are genuine partner to suppliers. supplier payment period increasingly expected to comply with Group standards in areas such as supplier payment periods and separation of responsibilities etc… + More than 70 % of suppliers are SMEs and small businesses + 90 % of suppliers are Moroccan

58 59 Attijariwafa bank, CSR report 2012

5 •

ACCELERATING REGIONAL INTEGRATION

«With banking penetration ratios low in sub-Saharan Africa (generally below 10%), a very young population, a wealth of natural resources and strong economic growth (averaging 5%), the Group can see significantgrowth potential in Africa. Attijariwafa bank’s ambition is to play a key role in the economic and financial integration of the African continent and its regions. The Group is currently ranked sixth in Africa by total assets and continues to pursue a robust and committed growth strategy. The bank is committed to extending the provision of banking services in those countries in which it has operations and developing the real economy of those countries. By providing the full range of banking services and capitalising on its reputation as market leader in Morocco and its expertise, the Group wishes to meet the needs of all its customers in the countries in which it already has a presence as well as target countries, including those where the banking penetration is low. »

60 61 Attijariwafa bank, CSR report 2012 Attijariwafa bank, CSR report 2012

INERNATIONAL EXPANSION,

CONTRIBUTING TO THE PROVISION OF ROBUST AND COMMITTED BANKING SERVICES AND THE ECONOMIC DEVELOPMENT OF COUNTRIES IN WHICH THE BANK HAS OPERATIONS THE BANK’S GROWTH STRATEGY Senegal, Guinea Bissau, , Congo, Gabon, Ivory Coast, Mauritania, Burkina Faso and Cameroon. Implementing a universal banking business model in Attijariwafa bank believes that certain regions of Africa, Beyond being simply a growth driver, this choice of the countries in which the bank has operations involves particularly sub-Saharan Africa, offer significant growth geographical expansion is a source investing in , SMEs and small businesses + potential. This potential can be seen from the socio- of diversification and risk reduction and middle classes as well as low-income customers. economic profile of these countries. They are seeing given the varied economic and The Group ensures that it does not focus exclusively strong population growth (+2.3% on average between political contexts. on large projects or supporting multinationals in their 1 African development. Instead, it serves the needs of A BREEDING GROUND OF SUB-SAHARAN 2011 and 2030 in sub-Saharan Africa), strong demand Taking advantage of the linguistic for banking products from young people and those the host country by developing a number of different TALENT TO SUPPORT THE GROUP’S and cultural similarities of these business lines. INTERNATIONAL EXPANSION currently without access to banking services and have a countries, the Group is creating 2 growing middle class of more than 300 million people . value there by replicating its When it begins operations, the bank restructures the In order to support its Imbued with the corporate Attijariwafa bank’s international growth strategy is universal banking business model. branch networks acquired and transfers best practice, skills and savoir-faire in the first few years. expansion in Africa, culture and savoir-faire based on acquiring or establishing banks in North Africa, the Group held on 15 acquired in Morocco, they West Africa (West African Economic and Monetary Depending on the needs of each subsidiary and the local June 2012 its 3rd Yeelen become a catalyst for the Union) and Central Africa (Central Africa Economic context, these restructurings can take up to three years recruitment day for young successful integration of and Monetary Community). Over the past five years, and require heavy investment. Sub-Saharans with strong subsidiaries within the the Group has acquired or established institutions in potential. The young Group. 10 sub-Saharan French-speaking countries: Tunisia, professionals recruited The first three Yeelen begin their career with events have proved a period of intensive successful with 12 young ATTIJARIWAFA BANK HAS IMPLEMENTED AN AMBITIOUS GROWTH STRATEGY FOCUSED ON training lasting from professionals recruited in NORTH AFRICA, WEST AFRICA AND CENTRAL AFRICA. six to twelve months in 2009, 19 in 2010 and 13 in Casablanca to learn about 2012. the Group’s different Countries in which Attijariwafa bank has operations businesses. Thereafter, they are assigned a post in one of the subsidiaries Morocco a Tunisia Mauritania in their country of origin. Attijariwafa bank Attijari bank (2005) Attijari bank (2010) GDP: USD 97.6 billion GDP: USD 44.7 billion GDP: USD 4.1 billion Real GDP CAGR 11-17e: 5.1% Real GDP CAGR 11-17e: 4.5% Real GDP CAGR 11-17e: 5.7% Market share Loans: 26% (No.1) Market share Loans: 8% (No.6) Market share Loans: 5% Tunisia Branches: 2,269 Branches: 185 Branches: 3 Net banking income: USD 1,465.7 Net banking income: USD 150.0 Net banking income: USD 8.6 30% million million million Morocco Net income: USD 446.7 million Net income: USD 24.2 million Net income: USD 2.4 million

Senegal Ivory Coast Mali Mauritania Mal i 5% CBAO & Crédit du Sénégal Société Ivoirienne de Banque BIM (2008) (2006 resp. 2009) (2009) GDP: USD 9.6 billion Senegal 2% Burkina GDP: USD 14.0 billion GDP: USD 24.0 billion Real GDP CAGR 11-17e: 3.6% Guinée- 21% Faso Real GDP CAGR 11-17e: 4.6% Real GDP CAGR 11-17e: 7.6% Market share Loans: 12% (No.4) Bissau n.d. Market share Loans: 22% (No.1) Market share Loans: 10% (No.4) Branches: 79 Ivory n.a. Branches: 165 Branches: 41 Net banking income: USD 27.1 Coast Cameroon Net banking income: USD 104.5 Net banking income: USD 64.2 million

13% 11% million million Net income: USD 0.8 million Congo Net income: USD 15.0 million Net income: USD 9.8 million Gabon 7% 11%

Cameroon Congo Gabon SCB (2011) Crédit du Congo (2009) Union Gabonaise de Banque GDP: USD 24.5 billion GDP: USD 13.7 billion (2009) Real GDP CAGR 11-17e: 4.7% Real GDP CAGR 11-17e: 5.1% GDP: USD 16.8 billion North Africa Market share Loans: 12% (No.4) Market share Loans: 11% (No.5) Real GDP CAGR 11-17e: 3.0% Branches: 30 Branches: 35 Market share Loans: 14% (No.3) West Africa Net banking income: USD 57.1 Net banking income: USD 33.6 Branches: 17 million million Net banking income: USD 56.0 million Central Africa Net income: USD 7.2 million Net income: USD 9.3 million Net income: USD 7.2 million

% % contribution to consolidated net banking income of International Retail Banking Sources: IMF and EIU reports, the press Note: By “Net banking income” and “Net income” is meant the contribution to Consolidated net banking income and contribution to Net income Group share in 2012 at an average USD/MAD exchange rate for 2012 of 8.595346 Note: Market share Loans as at 31 December 2012 excluding Mali (September 2012) and Gabon (November 2012) Note: The years shown are those in which AWB assumed effective control (closing) (a) Including specialised subsidiaries in Morocco 1- Source: “The State of the World’s Children in 2013” UNICEF, May 2013 62 2- Source : African Development Bank. 63 Attijariwafa bank, CSR report 2012 Attijariwafa bank, CSR report 2012

The Group’s presence in a new country promotes foreign BANQUE DU SUD IN TUNISIA RENAMED trade, capital flows, regional business development and ATTIJARI BANK TUNISIE : CASE STUDY OF A migration. Through its international presence, the Group SUCCESSFUL ACQUISITION provides its Corporate customers with a competitive + advantage since its range of banking services cover In October 2005, Attijariwafa bank acquired 54% of the entire region in which they have their operations. A Banque du Sud in Tunisia in partnership with Grupo growing number of corporate and SME customers are Santander. In December 2005, Banque du Sud was FINANCING LARGE-SCALE PROJECTS In Mali, investments are being made doing business outside their domestic market. renamed Attijari bank Tunisie. In the five years that in food security, the manufacturing followed, Attijari bank Tunisia’s market capitalisation In the various countries in which it has operations, the sector and airport infrastructure rose threefold. Such a performance was due to numerous Group is participating in financing numerous large-scale maintenance changes: improved risk management and audit practice, local projects. These projects contribute to a country’s establishing a global brand strategy, doubling the size economic development by developing infrastructure in of the branch network by focusing on regions with the areas such as health, freight, energy, housing etc. BIM, the Group’s banking This project has many subsidiary in Mali, environmental, economic best growth prospects, that is, southern Tunisia, which In Ivory Coast, SIB is financing the construction of a participated in 2011 in and social benefits: is less developed. Attijari bank Tunisie also introduced a cement plant for CIMAF, a thermal power station and is financing Moulins du low-income banking branch model and, after conducting supporting the development of the Autonomous Port of - Reuses local Malian Sahel’s implantation. This a customer segmentation study, is progressively offering Abidjan. scrap iron which until now involved building two 40 new products and services: consumer credit, loans was exported in full; to SMEs and small businesses, mortgage loans, trade In Congo, Crédit du Congo is supporting Ciments du production lines for wheat finance, support for infrastructure development etc. Sahel’s projects and helping to fund Senelec’s electricity flour and corn. - Recycles scrap iron distribution capacity expansion, Sonatal’s telephone in compliance with A third project of similar distribution network expansion and construction of a environmental norms and size in Mali should enable motorway by Eiffage. standards; Moulins du Sahel to: In Cameroon, SCB is financing a gas thermal power - Lower steel prices, - Increase domestic station, Sonara’s expansion of refining capacity and the resulting in a recovery production of flour and construction of a cement plant by CIMAF. in Mali’s construction animal feed in response sector, the construction to the problem of food In Mauritania, Attijari bank Mauritanie is financing the of housing and security in the Sahel, completion of an 82 km section of a motorway between infrastructure; Atar and Tikdjija, a sanitation and drinking water project within the framework in Nouakchott and the acquisition of medical equipment of the World Food - Employment and training + by the Ministry of Health. Programme; of more than 300 people; - Stabilise the price of - Reduces imports and flour; foreign exchange outflows. ATTIJARIWAFA BANK, FACILITATOR OF WAFA IMMOBILIER SHARING ITS EXPERTISE SOUTH-SOUTH COOPERATION WITH OTHER AFRICAN COUNTRIES - Provide opportunities for Lastly, BIM finances Mali’s farmers; Etablissement Public des Most African countries are faced with a considerable Aéroports. The Group is also heavily involved in sharing its challenge as to how to address the acute shortages - Create about one expertise and savoir-faire by participating in numerous of affordable housing. As a pioneer in supporting the hundred jobs, including a Despite the country’s conferences and organising the International African strategy of the Moroccan government, Wafa Immobilier, team of experts based in socio-political crisis, Development Forum which aims to generate ideas on a Group subsidiary, is regularly invited to share its Mali; supporters of the ADM the African continent’s economic future and accelerate political party (Avenir experience and expertise with foreign corporates Other similar units will be South-South trade. et Développement and governments. In 2012 alone, Wafa Immobilier established in the medium du Mali) are looking participated in conferences and meetings in Ivory and long term in Niger, to pursue on-going Coast, Gabon and Senegal, most often attended by Ivory Coast, Burkina Faso, projects and maintain the Housing Ministers of Morocco and the host etc. country. the quality of services: Still in 2011, BIM acquired ISO 14001 environmental Wafa Immobilier participated in a banking a 65% holding in IMAFER, certification, developing industry forum held on 25-26 November the first steelworks of its non-aeronautical services, 2012 in Abidjan, organised by the kind in Mali. efficient management Professional Association of Banks of human and financial This steelworks uses and Financial Institutions of Ivory resources, developing and modern technology, is low Coast (APBEF-CI). It also provided safeguarding the country’s on energy consumption an opportunity for Mr Noureddine heritage etc… Charkani, Chairman of the Board of and uses as an input Wafa Immobilier, to recall the key locally produced scrap iron factors required for a successful as a priority. housing construction programme: land security, flexible tax framework and adapted financing.

64 65 Attijariwafa bank, CSR report 2012 Attijariwafa bank, CSR report 2012

+

THE 2ND INTERNATIONAL

AFRICAN DEVELOPMENT The 2nd International Africa looking to invest or trade on a Development Forum was held South-South basis. Participants’ on 8-9 November 2012. It was recommendations will be organised by Attijariwafa bank presented as a White Paper to FORUM under the High Patronage of His policy makers and political and Majesty King Mohammed VI. economic figures in the countries in question. In 2012, the event was chaired by Attijariwafa bank’s Chairman The first debate on “Transport and Chief Executive Officer, and Logistics” resulted in a Mohamed El Kettani and attended consensus that, as a matter of by Mr Nizar Baraka, Minister of urgency, countries must invest the Economy and Finance, Mr in material infrastructure, Trade and Investment” Youssef Amrani, Deputy Minister massively boost the flow of goods highlighted the need for efficient responsible for Foreign Affairs and simplify procedures in order financial markets to facilitate and Cooperation, Mrs Marlyn to reduce transportation and growth and cooperation in Mouliom Roosalem, the Central logistics costs which are currently Africa. Developing public-private African Republic’s Minister of prohibitive. Other priorities that partnerships with international Trade and Industry, among other were identified included the need institutions is essential for jointly distinguished guests. to strengthen the international financing large-scale projects. logistics network through The Forum brought together By organising this major partnerships, diversify port over 1,300 individuals, including event, a catalyst for effective service corridors and develop politicians, diplomats, and implementation of South- intermodal transport. businessmen, from 12 countries South cooperation between on the theme of “Which catalysts The second debate on “Investor corporates, Attijariwafa bank, for accelerating South-South Protection and Regulatory and as a financial institution, was cooperation?”. Intended to be Tax Frameworks” resulted in a able to send out a strong signal. a catalyst for change, more clear-cut conclusion: signing and Through its commitment, the than 3,600 “B-to-B” meetings ratifying bilateral agreements Group is supporting policy- were held. Three panels were and the Morocco-WAEMU Trade makers: African economies organised during the two days and Investment Agreement are require funding and strong resulting in an exchange of essential to ensuring that the support for their development; views and the forming of a tax framework is a catalyst for Attijariwafa bank has understood success rather than an obstacle. consensus about the various this and is the natural partner of issues confronting corporates Lastly, the debate on “Financing choice for all economic agents.

66 67 68 CONTACTS e-mail Telephone +212 5 22545290 Sofia Harouchi e-mail Telephone +212522469710 Houyem Kaabouch Institutional Communications www.attijariwafabank.com Fax +212522294125 or +2125222988 Telephone +2125224169 2, boulevard MoulayYoussef, 20000Casablanca, Morocco Head office : [email protected] : [email protected] 69 www.attijariwafabank.com