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Arab Bank Investor Relations Presentation March 2021

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Arab Bank Investor Relations Presentation March 2021 Arab Bank Group Investor Presentation March 2021 1 Arab Bank Group – Table of contents 3 Introduction 7 Group Strategy and Business Model 12 Financial Performance 16 Governance and Sustainability 18 Financial Statements, Ratings 2 Arab Bank Group Vision Trusted banking partner for the MENA region, with the capital strength to deliver long term value to our customers and shareholders Our Identity Pioneer in the MENA banking industry with deep regional knowledge developed over 90 years Largest regional platform with global footprint - over 600 branches in 28 countries Our business is corporate & consumer banking and trade finance Our reputation is one of competence, trustworthiness and resilience Committed to the region and the founding principle – economic development of the Arab World Strengths Solid & consistent Growth Agenda Driving Efficiency performance • Strong operating performance • Largest Arab banking network • Leverage regional and global & high quality earnings • Large and diversified customer network • Robust and high quality deposit base • Implement digitisation strategy capitalization • Leading product offering • Fintech Investments • High liquidity levels delivered through digital • Robust compliance and risk channels management 3 Rich legacy of expansion and consistent performance Algeria Bahrain Syria Lebanon Europe Morocco USA Employees Egypt Turkey Switzerland Far East Saudi Arabia UAE Sudan 10,000+ Countries 1930 1940 1950 1960 1970 1980 1990 2000 28 UK Palestine Qatar Yemen Australia Jordan Tunisia Branches Oman 600+ The largest private bank international network serving the MENA region Subsidiaries Europe Arab Bank (100% Arab Bank Australia (100%) Major Associates Islamic Int’l AB - Jordan (100%) Arab National Bank-KSA (40%) Arab National Leasing Co. (100%) Oman Arab Bank (49%) * AB Invest – Jordan (100%) Arab Tunisian Bank (64%) Al Nisr Al Arabi Ins. Co. (50%) Sister Company Arab Sudanese Bank (100%) Arab Bank Syria (51%) Arab Bank (Switzerland) Ltd. * OAB to be consolidated in Q1 2021 4 Strong financial position, resilient performance and value investment Assets Loans Deposits Equity $54bn $27bn $39bn $9.4bn 6.2% 1.4% 6.8% 3.1 % LTD Net Op. Income Net Income ROE 68% $1,008mm $195mm 2.1% -25% -77% 3.7% pretax Market Cap. NPL Cov. Ratio C/I ratio CAR $3.7bn 111% 47.8% 16.8% Tier 1 ratio 15.6% All data as at 31 Dec 2020 5 Dominant position in home market and strong position regionally Assets (USD bn) Equity (USD bn) 54.4 9.39 Jordan Jordan 11.7 7.4 6.8 1.64 4.7 4.0 4.0 0.71 0.67 0.65 0.64 0.53 ARAB HOUSING BANK AL JORDAN CAIRO AHLI BANK JORDAN ARAB HOUSING BANK AL JORDAN BANK OF JORDAN CAIRO BANK BANK ETIHAD ISLAMIC AMMAN KUWAIT BANK BANK ETIHAD ISLAMIC JORDAN KUWAIT AMMAN Assets (USD bn) 278 250 190 160 125 112 98 MENA 83 79 79 74 71 54 52 48 47 43 42 42 40 Source: Bloomberg and annual reports. All data as at 31 December 2020 6 Successful implementation of customer centric business model Developed new technologies, Developed products and services applications, systems to improve Business that serve the client model the customer experience Digital & Operating innovation strategy model Arab Bank Customers Designed processes with the customer in mind Channel & Geographic distribution footprint strategy Built presence and served clients in high growth areas Implemented best in class digital channels and services 7 Well diversified business model across corporate and consumer banking Corporate lending and project finance • 77% of Loans Cash management • 39% of Deposits Corporate and Trade finance • 50% of Revenue Institutional Liquidity management Banking Consumer segment programs • 23% of Loans Arab Bank Consumer Account services • 61% of Deposits Banking Financial solutions Customers • 37% of Revenue Wealth management Treasury Foreign exchange, interest rate products Securities and options • 13% of Revenue Derivatives Structured products All data as at 31 Dec 2020 8 Core strength in corporate banking Effective Business Model Achievements Lending Cash Trade Liquidity • Positioned as primary lender in key strategic & PF Mgmt. Finance mgmt renewable and environmental projects • Regarded as a strategic entry point for major corporations expanding to and within the Real time information and accessibility MENA region • Continued to progress with its digital Visibility of products, services & accts transformation plan, enriching and customizing its digital offerings across AB branches International Functionality • Launched the "Arabi SME" online platform to facilitate the process of applying for SME Integration, reporting and analysis business loans Delivery channels Growth opportunities • Digital Access Public-Private MENA Intra-regional • Direct Access Partnerships Privatization trade • Branch Network Technology • Corporate Business Centre SME/ Financial (Fintech, inclusion • Alternative Solutions Startups) 9 Success in building a leading consumer banking franchise Differentiated Business Model Significant growth 1 USD mm Program-based consumer banking strategy Gross Loans Deposits 3,495 16,947 13,501 Elite 13% 26% Arabi Premium 3,102 Arabi Extra Shabab 2016 2020 2016 2020 Revenue Arabi Junior 392 14% 345 Geographic footprint Scale countries: Jordan, Palestine, Egypt 2016 2020 Strategic focus areas Growth opportunities Low cost • Improve customer profitability Egypt digital Merchant deposits in key • Leverage data assets Banking Partnerships • Boost customer digital engagement markets • Prudent credit controls Innovative • Increase wallet share of ecosystem Digital cross Cross border digital • Strategic market positioning – Youth segment selling business solutions • Leverage regional network 1. Financial information excluding subsidiaries 10 Digital strategy and innovation initiatives are catalysts for growth Financial Services Digital Strategy • Customer centric design – Information frictionless digital customer Digital journey Investments in upgrading Technology Transformation • Personalized products and IT architecture services Customer • Digital beyond banking with • Infrastructure as a Service: digital partners integrated in AB adopting Cloud on premises product offering and external • Merchant partnership • API-based Platform ecosystem at POS and Experience ecosystem eCommerce checkout • Data as a Service: big data platform and global metadata Enablers: libraries • API / Open banking • Leverage Robotics Process • Advanced analytics and AI Automations and AI to • Blockchain automate IT operations Innovation • Global IT Operations 24x7 • Strong focus on Cybersecurity Smart Branches Kiosks and Data Protection Innovation initiatives • AB iHub – R&D centre to explore, educate and Arabi Mobile experiment with Startups. Intrapreneur ArabiConnect Arabi Mobicash program to implement digital staff ideas • AB Accelerator – adapting and scaling Fintech solutions for Arab Bank Arabi Pay • ABVentures – $30mm Corporate VC fund Marketplace focusing mainly on Fintech to augment AB access to global innovation • Acabes Fintech company 11 Resilient performance despite challenging conditions Net Operating Income, USD mm Net Income, USD mm Net Interest margin 1,270 1,339 1,197 1,120 821 847 1,008 533 533 3.0% 3.0% 2.8% 2.8% 195 2.6% 2016 2017 2018 2019 2020 2016 2017 2018 2019 2020 2016 2017 2018 2019 2020 Return on Equity Return on Assets Cost to Income Ratio 1.7% 1.7% 9.5% 9.3% 47.8% 1.1% 1.1% 41.9% 39.7% 40.4% 40.0% 6.5% 6.3% 0.4% 2.1% 2016 2017 2018 2019 2020 2016 2017 2018 2019 2020 2016 2017 2018 2019 2020 12 Strong and diversified asset base Geographic distribution of Assets* Asset type mix Jordan Financial assets Associates 34% 17% 7% Other assets 3% Asia & Rest of the World $48.3bn $54.4bn 4% Other Arab Countries Cash and balances with banks 47% Loans 29% 44% Europe & America 15% * Credit Exposure Investment portfolio by type Loan book by segment Treasury bills 22% Government bonds Consumer 23% Corporate 72% $8.8bn 64% $26.5bn Corporate bonds 14% NPL NPL Coverage Ratio 6.8% 111% NPL ratio includes legacy loans fully provisioned for All data as at 31 Dec 2020 13 Diversified low cost funding with no reliance on wholesale funding Deposits by segment Deposits by type Certificates of Government and deposit Public Sector 2% 7% Consumer Banking 61% Current, demand & Time and $38.7bn cash margin $38.7bn notice 45% 43% Corporates Savings 32% 10% All data as at 31 Dec 2020 All data as at 31 Dec 2020 Solid capital adequacy Low loan and deposit concentration Shareholders Equity to Assets Top 20 client concentration 17.6% 17.8% Loans Deposits 17.2% 17.5% 17.3% 16% 10% 2016 2017 2018 2019 2020 All data as at 31 Dec 2020 14 Attractive valuation within MENA equity market P/B P/E Dividend Yield * 0.4x 19x 2.9% EPS (USD) Stock price (USD) Shareholder Structure 1.28 1.32 0.81 0.81 Foreign 55% 0.67 8.45 8.05 8.10 0.30 6.64 5.82 5.88 5.81 19,000+ Shareholders 2015 2016 2017 2018 2019 2020 Jordan 45% Mkt Cap $3.7bn 641mm shares Index Inclusion MSCI Frontier Markets 21% 50% of ASE Free Float S&P DJ Indices Pan Arab Composite All data as at 31 Dec 2020 * The maximum allowable dividend of 12% for the banking sector in 2020 was issued 15 Strong governance and experienced management team Mr. Sabih Masri is Chairman of the Arab Bank since 2012. He is also the founder and Chairman of Arab Supply and Trading Co. (ASTRA GROUP) in Saudi Arabia, and currently also serves as Chairman of Palestine Telecommunication Company PLC (PALTEL) and Chairman of ZARA Investment Holding Company Limited (Jordan). He holds a B.Sc degree Chairman in Chemical Engineering from University of Texas Mr. Nemeh Sabbagh is the CEO of Arab Bank since 2010. Previously, he was the executive general manager of BankMed SAL and the Managing Director and CEO of Arab National Bank, Saudi Arabia. Sabbagh worked for National CEO Bank of Kuwait for 19 years, where he served as the general manager of the International Banking Group. Sabbagh holds a BA from Austin College (BA economics, French); an MA in International Economics, Middle East Area Studies and International Law and Organization from Johns Hopkins (MA); and an MBA from the University of Chicago (MBA); and attended the Senior Executive Program at Stanford University.
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