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3 EN Bank Headquarters TABLE OF CONTENTS 6 PART ONE 8 EN BANK OVERVIEW 9 FINANCIAL HIGHLIGHTS 10 CEO'S MESSAGE TO THE 2012 GENERAL MEETING 11 FACTS AND FIGURES 14 BACKGROUND 16 INTERNATIONAL CREDIT RATING 17 ACHIEVEMENTS 19 STRATEGY & STRATEGIC OBJECTIVES 19 2013 OUTLOOK 20 GROUP STRUCTURE 23 COMPOSITION OF SHAREHOLDERS 24 BOARD OF DIRECTORS 26 EXECUTIVE TEAM 28 A GLANCE AT IRANIAN ECONOMY AND BANKING SYSTEM 33 BUSINESS PROFILE 34 RETAIL BANKING 35 CORPORATE BANKING 5 36 ELECTRONIC BANKING 38 INTERNATIONAL BANKING 42 PRIVATE BANKING 43 CORPORATE GOVERNANCE 45 CONTROLS & ACCOUNTING POLICIES 45 AUDITORS 46 ANTI-MONEY LAUNDERING PROCEDURES 47 RISK MANAGEMENT 52 EN BANK COMMITTEES 56 HUMAN RESOURCE AND TRAINING 58 SOCIAL AND CULTURAL ACTIVITIES 61 CONTEMPORARY ART 63 BOOKS 63 FILMS 63 EDUCATION 63 PHILANTHROPY 64 BRANCH NETWORK 66 TEHRAN BRANCH NETWORK 69 PROVINCIAL BRANCH NETWORK 74 PART TWO 76 FINANCIAL STATEMENTS PART 1 7 EN BANK OVERVIEW EN Bank’s Main Branch Financial Highlights EN Bank was established in August 2001 as the first privately-owned bank in the Islamic Republic of Iran with the aim of offering a wide range of retail, commercial, and international banking services within the context of the usury-free banking system. The following tables represent financial highlights and key ratios of EN Bank for the financial years 2010 through 20121: Year Ended March 20, 2012 Year Ended March 20, 2011 Year Ended March 20, 2010 IRR USD IRR USD IRR USD million thousand million thousand million thousand Total assets 176,136,329 14,339,846 136,310,828 13,132,064 111,745,298 11,318,272 Net income 4,489,772 408,458 3,002,672 290,001 2,149,898 216,418 Operating income 8,124,764 739,152 6,490,954 626,903 5,272,173 530,720 Shareholders’ equity 13,334,557 1,085,611 9,848,712 948,816 7,148,365 744,723 Total deposits 150,959,813 12,290,142 115,432,344 11,120,650 96,966,922 9,821,424 Total loans 122,391,883 9,964,331 97,915,059 9,433,050 83,953,949 8,503,388 Paid-in capital 8,000,000 651,307 5,500,000 529,865 3,000,000 303,859 Key Ratios % Year Ended March 20, 2012 Year Ended March 20, 2011 Year Ended March 20, 2010 Expenses/Operating income 40.20 49.37 54.53 Net income/Operating income 55.26 46.26 40.78 Return on equity 40.4 36.9 35.4 Return on assets 2.9 2.42 2.02 Deposits/Loans 123.34 117.89 115.5 9 1 The Iranian financial year runs from March 21st of each year to March 20th of next year. In this report, the year 2012 corresponds to the period March 21, 2011 through March 20, 2012. CEO’s Message to the 2012 General Meeting On behalf of the Board of Directors, I am honored to present the EN Bank’s Annual Report for the Financial Year 2011-12. The year under review was a challenging and money laundering committee and compliance determining year for the Iranian Economy in department to be in line with recent CBI policies. general and for the banking sector in particular. EN Bank capital increased from USD 550 million to The turbulent economic conditions, induced by the 800 million. global economic crisis and recessionary climate These are concrete indications of the Bank’s presented fresh challenges to the Iranian economy. dedication to protect the interests of our On the domestic front, rising inflationary pressures, shareholders. unemployment rate, undesirable investment To fulfill our commitments, the following strategies climate, devaluation of national currency etc., were defined and performed accordingly: imposed severe conditions to the banking sector. Firstly, to increase specially designed product and Notwithstanding these concerns, your Bank service options while carrying out our common continued to perform well in FY 2011-12 and the banking activities. Secondly, to adopt a high quality following progresses were successfully achieved: customer-oriented approach for services rendered. Thirdly, to motivate and support the ongoing 50% annual increase in net profits of the EN Group development of employees via effective career shows greater integration of our subsidiaries in progression and performance management systems. providing services and products to EN Bank clients. Fourthly, to ensure that both internal and external 24.9% increase in credit facilities granted, together customers are fully aware of our banking identity. with a 30.7% increase in deposits. Finally, to provide high quality banking services Our tier one capital ratio increased to 35.4%, its through our wide network of branches. best level since the introduction of Basel Capital By strengthening and expanding the aforementioned Framework. strategies, we firmly believe that EN Bank’s 45% increase in total bank’s capital. efficiency will be enhanced in the upcoming year, Taking fiduciary duty, accountability, commitment making it one of the most profitable banks in the and transparency into account, EN Bank is at the sector. Our business strategies and organization forefront of corporate governance. To this effect, have been shaped in line with this expectation. So, this year a Supreme Council of strategic planning we are committed to increase our share in all fields, was set up to closely review and monitor corporate to maintain and expand the level of profitability and governance. efficiency. To improve the existing internal and external In the end, I would like to wholeheartedly control systems based on Basel Guidelines and thank anyone who worked with dedication and Rules recommended by the Central Bank of the contributed to such prosperity and to express my Islamic Republic of Iran (CBI), our internal auditing gratitude to our precious shareholders, for their committee restructured itself with the mission trust and support and wish you all a fruitful and of acting as a service provider not only to the profitable year. management but also to the organization as a Kind Regards, whole. Chief Executive Officer A new guideline was put into effect by our anti- Facts and Figures Year Ended Year Ended Year Ended March 20, 2012 March 20, 2011 March 20, 2010 Employees 2,662 2,356 2,113 Branches 233 243 228 ATMs 746 670 670 Customers 2,389,579 2,391,609 3,777,404 Net Income (m. IRR) 4,489,772 3,003,000 2,149,898 11 Total Assets (m. IRR) 176,136,329 136,310,828 111,745,298 Total Deposits (m. IRR) 150,959,813 115,432,344 96,966,922 Paid-In Capital (m. IRR) 8,000,000 5,500,000 3,000,000 Shareholder’s Equity 13,334,557 8,910,286 7,148,365 Ordinary Shares Outstanding 8,000,000,000 5,500,000,000 4,000,000,000 Nominal Value per Share - IRR 1,000 1,000 1,000 Market Capitalization (m. IRR) 24,392,000 18,320,500 8,202,000 Earnings per Share (EPS)– IRR 561 546 717 Ordinary Share Dividend– IRR 300 465 450 Return on Equity (%) 40.4 34.9 35.4 Amounts in Iranian Rials (IRR) except where stated. Total Assets (IRR million) Net Income (IRR million) Shareholder’s Equity (IRR million) Return on Equity (%) Total Deposits (IRR million) Total Loans (IRR million) Branches Number of ATM 243 233 228 Our vision Our vision is guided and underpinned by the following key aspirations: ೽ to become a bank of choice in the Iranian Banking Sector; ೽ to become a learning bank for innovative solutions with a unique position; ೽ to become a full financial service provider; ೽ to emerge as a conglomerate holding offering a diverse pool of financial instruments and banking services. Our Mission 13 As a dynamic and aggressive team, we are committed to making our utmost effort towards accomplishing the following goals; ೽ to provide the highest level of professional service standards to our clients by being a client- focused and value-driven leading privately-owned bank; ೽ to meet the rising expectations, needs and desires of our customers; ೽ to extend our operation with a strong corporate culture combined with knowledge, expertise and skills; ೽ to employ the state-of-the-art technology to fulfill our shareholders’ expectations; ೽ to maintain our integrity and progress towards creating value, sharing trust and practicing ethical behavior; ೽ to move from conventional banking system towards modern and advanced electronic banking faster than earlier; ೽ to achieve superior returns and rewards for our shareholders and stakeholder; ೽ to act as a one-stop service provider for almost all types of banking and financial activities; ೽ to enter emerging internal and external markets, in particular, with focus on selected areas; ೽ To deliver a highly profitable performance with the aim of maximizing revenues and minimizing costs towards a consistent and sustainable growth while bringing benefits to all parties concerned specifically our shareholders and customers; ೽ to screen the highly qualified university graduates and banking veterans for recruitment. Our key pillars Innovation, creativity, inspiration, teamworking and solid corporate culture. Our core values are: Integrity and ethical behavior, customer satisfaction, commitment to excellence and service quality and customer trust. Background Established in August 2001, EN Bank was the reality, the primary goal of this gigantic effort first private sector bank to be licensed in the was to establish a bank which would facilitate Islamic Republic of Iran in 1979. Pursuant to the financing for the private sector, as well as rules of law authorizing the establishment of offering the most advanced and sophisticated privately-owned banks and credit institutions, banking services... EN Bank commenced its operations in Since its inception, EN Bank has offered a compliance with the regulatory framework wide range of services based on efficient and under the supervision of the Central Bank of responsive business model, in keeping with the Islamic Republic of Iran (CBI).
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    Iran-related Designation Updates; Issuance of Iran-related General License; Publication of Iran-related Frequently Asked Questions The following changes have been made to OFAC's SDN List: AMIN INVESTMENT BANK (a.k.a. AMINIB), No. 51 Ghobadiyan Street, Valiasr Street, Tehran 1968917173, Iran; Website http://www.aminib.com [IRAN]. -to- AMIN INVESTMENT BANK (a.k.a. AMINIB; a.k.a. "AMIN 1B"), No. 51 Ghobadiyan Street, Valiasr Street, Tehran 1968917173, Iran; Website http://www.aminib.com; Additional Sanctions Information - Subject to Secondary Sanctions [IRAN] [IRAN-E013902]. BANK KESHAVARZI IRAN (a.k.a. AGRICULTURAL BANK OF IRAN; a.k.a. BANK KESHAVARZI), PO Box 14155-6395, 129 Patrice Lumumba St, Jalal-al-Ahmad Expressway, Tehran 14454, Iran; all offices worldwide [IRAN]. -to- BANK KESHAVARZI IRAN (a.k.a. AGRICULTURAL BANK OF IRAN; a.k.a. BANK KESHAVARZI), PO Box 14155-6395, 129 Patrice Lumumba St, Jalal-al-Ahmad Expressway, Tehran 14454, Iran; Website www.agri- bank.com; alt. Website www.bki.ir; Additional Sanctions Information - Subject to Secondary Sanctions; all offices worldwide [IRAN] [IRAN-E013902]. BANK MASKAN (a.k.a. HOUSING BANK (OF IRAN)), PO Box 11365/5699, No 247 3rd Floor Fedowsi Ave, Cross Sarhang Sakhaei St, Tehran, Iran; all offices worldwide [IRAN]. -to- BANK MASKAN (a.k.a. HOUSING BANK - OF IRAN), PO Box 11365/5699, No 247 3rd Floor Fedowsi Ave, Cross Sarhang Sakhaei St, Tehran, Iran; P.O. Box 11365-3499, Ferdowsi Ave, Cross Sarhang Sakhaie St, Tehran, Iran; Website www.bank-maskan.ir; Additional Sanctions Information - Subject to Secondary Sanctions; all offices worldwide [IRAN] [IRAN-E013902].
  • Migrations and Social Mobility in Greater Tehran: from Ethnic Coexistence to Political Divisions?

    Migrations and Social Mobility in Greater Tehran: from Ethnic Coexistence to Political Divisions?

    Migrations and social mobility in greater Tehran : from ethnic coexistence to political divisions? Bernard Hourcade To cite this version: Bernard Hourcade. Migrations and social mobility in greater Tehran : from ethnic coexistence to political divisions?. KUROKI Hidemitsu. Human mobility and multi-ethnic coexistence in Middle Eastern Urban societies1. Tehran Aleppo, Istanbul and Beirut. , 102, Research Institute for languages and cultures of Asia and Africa, Tokyo University of Foreign Languages, pp.27-40, 2015, Studia Culturae Islamicae, 978-4-86337-200-9. hal-01242641 HAL Id: hal-01242641 https://hal.archives-ouvertes.fr/hal-01242641 Submitted on 13 Dec 2015 HAL is a multi-disciplinary open access L’archive ouverte pluridisciplinaire HAL, est archive for the deposit and dissemination of sci- destinée au dépôt et à la diffusion de documents entific research documents, whether they are pub- scientifiques de niveau recherche, publiés ou non, lished or not. The documents may come from émanant des établissements d’enseignement et de teaching and research institutions in France or recherche français ou étrangers, des laboratoires abroad, or from public or private research centers. publics ou privés. LIST OF CONTRIBUTORS Bernard Hourcade is specializing in geography of Iran and Research Director Emeritus of Le Centre national de la recherche scientifique. His publication includes L'Iran au 20e siècle : entre nationalisme, islam et mondialisation (Paris: Fayard, 2007). Aïda Kanafani-Zahar is specializing in Anthropology and Research Fellow of Le Centre national de la recherche scientifique, affiliating to Collège de France. Her publication includes Liban: le vivre ensemble. Hsoun, 1994-2000 (Paris: Librairie Orientaliste Paul Geuthner, 2004). Stefan Knost is specializing in Ottoman history of Syria and Acting Professor of Martin-Luther-Universität Halle-Wittenberg.
  • Secondary Sanctions on the Iranian Financial Sector Create De Facto Embargo with Lasting Implications for the Biden Administration

    Secondary Sanctions on the Iranian Financial Sector Create De Facto Embargo with Lasting Implications for the Biden Administration

    Secondary Sanctions on the Iranian Financial Sector Create De Facto Embargo with Lasting Implications for the Biden Administration Abigail Eineman IRAN WATCH REPORT John P. Caves III January 2021 1 Introduction During their confirmation hearings last week in the U.S. Senate, President Joe Biden's key national security nominees noted that the new administration was prepared to return to the nuclear accord with Iran, but warned that such a return would not be swift. First, Iran would have to resume compliance with the accord's nuclear restrictions in a verifiable manner, according to Secretary of State designate Antony Blinken, at which point the United States would resume compliance as well. President Biden’s choice for director of national intelligence, Avril Haines, estimated during her confirmation hearing that “we are a long ways from that.”1 Compliance for the United States would mean reversing at least part of the Trump administration's “maximum pressure” campaign—a set of overlapping trade and financial restrictions on almost every part of Iran's economy. The outgoing administration made such a reversal more challenging, particularly as a result of the sanctions imposed on Iran's financial sector in the administration's final months. On October 8, 2020, the United States designated Iran’s financial sector pursuant to Executive Order (E.O.) 13902 and sanctioned eighteen Iranian banks.2 In doing so, the U.S. Treasury Department applied secondary sanctions to Iran's entire financial sector for the first time, potentially barring foreign entities from the U.S. financial system should they do business with Iranian banks.