This document is the property of CIB and it may contain confidential information solely for use as an investor presentation.

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2 Disclaimer This document is the property of CIB and it may contain confidential information solely for use as an investor presentation. It must be treated confidentially by attendees at such presentation and should not be reproduced, redistributed or passed to any other person. The information contained in this presentation may contain certain projections and forward looking statements that reflect the bank s current views with respect to future events and financial performance. These views are based on current assumptions which are subject to various risks and thus may change over time. No assurance can be given that future events will occur, that projections will be achieved, or that the bank s assumptions are correct. Actual results may differ materially from those projected. None of the statements contained in this presentation is to be relied upon as a statement or representation of fact. All parties must satisfy themselves as to the correctness of each of the statements contained in this presentation. This document is provided for informational purposes only. It is not an offer to buy or sell, or a solicitation to buy or sell CIB s shares. Readers should take into account factors of uncertainty and risk when basing their investment decisions on information provided in this document. 2

3 Table of Contents Macro-Environment About CIB Corporate Governance Financial Highlights Consumer Banking Snapshot CIB Strategy Summary and Conclusion 3

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5 Egypt Fact Sheet Population: 89.2mn¹ Median age: 25² Private consumption/gdp: 83.84%** Public consumption/gdp: 11.46%** Labor force/population: 32.6%* Unemployment rate: 12.90%¹* Current A/C balance: $-4,080mn*** Net International reserve: $19.6bn (May 2015) LT external debt: $36.9bn*** ST external debt: $3bn*** c.80% of debt is in local currency, held by public sector Total bank lending facilities/gdp: 29.70%**** Loans/Deposits: 41.26% Corporate loans/gdp: 22.49%**** Nominal GDP: EGP 1,122,386mn** Historical GDP growth: 4.36%³ (2005/2014CAGR) GDP/Capita: $10,877³ (2014) Household debt/gdp: 7.21%**** ¹ CAPMAS, as of 28/7/2015 ¹* CAPMAS, as of Q ² CIA, World Fact Book ³ IMF, WEO Database, October 2014 * Preliminary figure ** Figures as of July/December 2014/2015 *** Figure as of Q3 2014/2015 **** GDP at market price Loans and Deposits data as of April 2015 Source: CBE 5

6 Egypt Fact Sheet (Cont d) Diversified as % of GDP¹ Favorable Demographics² 4.84% 6.14% 0.30% 2.75% 3.40% 1.21% 3.91% 3.96% 27.85% 18,000,000 16,000,000 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000, % 14.06% 9.61% 9.66% Industrial Agriculture Mining Trade Governmnet Construction Gross Exports Remittances Transportation Tourism Financial Services Suez Canal FDI years 32.1% years 17.8% years 38.4% years 6.7% Over 65 years 4.8% 0-14 yrs yrs yrs yrs 65 yrs + Males Females Egypt is the most populous country in the ME, the 3 rd most populous in Africa The production age totals to about half of the total population Over 85% of the population is below 55 years ¹ CBE, Figures as of July/September 2014/2015 (latest available) ² CIA, World Fact Book 6

7 Macroeconomics Snapshot Reform-led boom 8.0% 7.0% 7.1% 7.2% Global financial crisis 6.0% 5.0% 4.7% 5.1% Post-uprising turmoil 5.5% 4.0% 3.0% 2.0% 1.0% 1.9% 2.2% 2.1% 1.1% 3.0% 0.0% 06/07 07/08 08/09 09/10 10/11 11/12 12/13 H1 13/14 H2 13/14 H1 14/15 GDP Growth (%) 25% 20% 15% 10% 5% 9.3% 21.5% Inflation (%) 11.4% 11.0% 8.2% 6.20% 11.66% 10.13% 13.11% 16,000 12,000 8,000 4,000 11,053 13,237 8,113 FDI (USD mn) 6,758 3,982 2,189 5,184 4,119 ** 7,575 0% 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 May /07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 ¹ GDP at Factor Cost ** 14/15: Q1 + Q2 +Q3 Annualized 7

8 Prospects for Egyptian Economy New Suez Canal New Cairo Administrative Capital Development Passage, in Western Desert parallel to the Nile Valley Golden Triangle in the South North Coast development plan Mega Projects General Reforms Fuel subsidies Corporate tax Investment law CBE new mechanism for FCY repatriation Mobile financial services Mortgage lending Micro Finance Attracting retail into banks (c.90% of adult population unbanked) Unveiling opportunities with SMEs Initiative to pay government employees via debit cards Integration of grey economy Financial Inclusion Ongoing Investments Egypt Economic Development Conference EGYPT THE FUTURE ;* USD 33bn investment projects USD 92bn MOU USD 12.5bn grants and loans** Main sectors: power, real estate and oil and gas * Source of figures: State Information Service, Press reports, Bank of America Merrill Lynch Global Research ** Gulf countries; Saudi Arabia, UAE and Kuwait USD 4bn each, Oman USD 500mn 8

9 Egypt Safe haven for investments Broad, and increasing, local customer base Proximity to international markets Major investment opportunities Improved ease of doing business Low labor costs Egypt provides Large market share 9

10 Challenges Facing Egypt Slow improvement in standards of living 1 UNDP Human Development Index: Score of 0.682, ranking 110/187 in 2013 Low quality health care services % of GDP spent on health care services in 2011 Lack of educational reforms 1 3.8% of GDP spent on education in 2012 Ease of doing business index 2 Ranked 112/189 Budget deficit % of GDP in FY 2013/2014 Competitiveness index 4 Ranked 119/142 ¹ UNDP, Human Development Reports 2014 ² World Bank, Ease of Doing Business 2015 ³ IIF Egypt Report, November World Economic Forum s Competitiveness Index

11 Egyptian Banking Sector Snapshot Total Loans Total Deposits Loans to Deposits ratio 1, ,027 1,191 1,433 60% 58% 53% 52% 52% 49% 49% 46% 41% 41% 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 Apr-15 Total loans (EGP bn) 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 Apr-15 Total deposits (EGP bn) 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 Apr-15 loans to deposits ratio Total # of credit cards (000) Total # of branches Total # of POS Total # of ATMs 2009/ / / / /2014 Dec-14 14,525 8,395 1,680 2,458 10,636 1,738 2,334 13,910 1,790 2,100 11,193 12, / / / / /2014 Dec-14 3,712 3,743 3,651 3,502 3,610 3, / / / / /2014 Dec-14 50,808 33,953 32,911 51,384 40,046 45, / / / / /2014 Dec-14 4,507 7,290 4,953 6,870 5,489 6,283 Total # of debit cards (000) * Currently, there s a total of 40 banks in Egypt after adding the Arab International Bank (AIB) to the Register of Banks to fall under the supervision of the CBE Source: CBE 11

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13 40 years of Sustainable Growth and counting Chase National established First Egyptian Bank IPO raising US$ 115M; 150% oversubscribed First International Rating by S&P and Fitch: BBB- Consortium led by Ripplewood; acquired NBE 19% Stake Ripplewood led consortium divested half of its holdings in CIB to Actis Actis Sold 2.6% in open market in March Chase Divestiture: Renamed CIB First GDR US$ 120M 22.2% of share capital Strategic subsidiaries established to complement our core business RW sold its remaining stake in CIB, marking transition of strategic partnership to Actis Actis Sold remaining 6.5% to Fairfax Financial Holdings Ltd Fairfax in May 13

14 CI Capital has acquired CIB s stake in Corplease in May 2015 CIB has sold its stake in CIL to AXA in July 14

15 Business Segments Institutional Banking Consumer Banking CI Capital Description Market leader Prime contributor to profitability The take-off for a world class consumer banking franchise Full-fledged Investment Bank wholly owned by CIB Focus on Large Corporates including MNCs, Institutions and Banks as well as Transactional Banking Services Retail customers (with special focus on Wealth and Plus segments and SMEs) Customers*** Loans 119, % 663, % Equities Research Securities Brokerage Asset Management Investment Banking Contribution to* Deposits 30.5% 69.5% * Based on Managerial Accountin0g *** customers breakdown as of May

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17 Share Information CIB s Stock is listed in the Egyptian Stock Exchange, London Stock Exchange and traded in New York Stock Exchange Share Information* CIB Stock Info.* Shares outstanding 917,648,237 Par value EGP GDR Ratio 1:1 Last 52 weeks Hi EGP Last 52 weeks Lo EGP EGP YTD 2015 Market Cap. 11,115mn 11,257mn 21,839mn 44,673mn 51,626mn Avg. Daily Liquidity 24.35mn 29.78mn 21.83mn 91.02mn 64.99mn Av. Daily Volume 1.30mn 1.58mn 0.90mn 2.20mn 1.172mn Avg. Daily Price CIB Stock Activity* Dec-09 Mar-10 Jun-10 Sep-10 Dec-10 Mar-11 Jun-11 Sep-11 Dec-11 Mar-12 Jun-12 Sep-12 Dec-12 Mar-13 Jun-13 Sep-13 Dec-13 Mar-14 Jun-14 Sep-14 Dec-14 Mar-15 Jun-15 * Normalized after stock split as of 5/12/2013 As of 29/7/2015 Source: Bloomberg CIB Index EGX30 Index 17

18 Shareholding Structure Free Float Breakdown by region 6.7% 6.70% 5.22% 12.47% 43.70% 14.43% 93.3% 17.48% North America GCC Continental Europe Africa UK & Ireland Rest of the World Free Float Breakdown by category Free Float 12.94% Fairfax Financial Holdings Ltd ( Fairfax )* 87.06% * Several wholly owned subsidiaries of Fairfax Financial Holdings Ltd ( Fairfax ) %s represents ordinary shares Individuals Institutions 18

19 Funding Overview Funding Structure Customers Deposits Mix 3.09% 0.40% 0.14% 17.35% 3.87% 29.70% 96.37% 24.11% 24.97% Due to Customers Due to Banks Other Liabilities Long-Term Loans Demand TDs CDs Savings Other Deposits CIB s funding structure has no wholesale funds 19

20 Business Continuity Management Leader in implementing international standards and best practices Set a unique model within the Egyptian financial sector in Business Continuity field Overview Initiatives High availability Established in 2010; ahead of all major players in the market Active-active data center Award winner of Business Continuity Team of the Year 2015 from DRII During , was nominated 7 times for global and regional Business continuity excellence awards from 2 of the most reputed institutes worldwide Re-establishment of alternate sites 20

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22 Corporate Governance Commitment to Corporate Governance An issue that rates high on our list of priorities CIB was the first Egyptian corporation to establish an Audit Committee in 1998 CIB s commitment to maintaining the highest standards of corporate governance is supported by several mandates, including: Segregation of role of Executive Management and Board of Directors Internal policies and manuals covering all business aspects Highly skilled Investor Relations Team When a board seat becomes vacant, the Governance Committee is responsible for nominating a new member Importance of Corporate Governance It has been demonstrated over and over that effective corporate governance in banks not only Enhances investor confidence in the Bank and Provides it with a competitive advantage to attract domestic and foreign capital but also Helps in withstanding economic downturns We take pride in our strong corporate governance structures which include: Experienced team of professional executive directors and senior management Distinguished group of non-executive directors Competent board committees 22

23 Board of Directors Audit Committee Corporate Governance & Compensation Committee Operations & IT Committee High Lending & Investment Committee Management Committee Risk Committee 8 committees Assist in fulfilling its responsibilities The Board and each of its committees are governed by welldefined charters that sets out its responsibilities and composition requirements CIB s Board consists of 8 members, 7 of which are Non-Executive with a wide range of industry expertise CIB s highly qualified Board of Directors is supported by internal and external auditors Board of Directors Role sets values, strategy and key policies Role pursuing and maintaining everlasting success Sustainability Advisory Board Affiliates Committee Focuses on long-term financial returns Focuses on best interest of CIB s stakeholders 23

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26 Performance Snapshot: 30 June 2015 Total Assets Net Loans Customer Deposits Shareholders Equity EGP 163,149mn Year-End 2014: EGP 143,813mn; 13.44% YTD EGP 54,560mn Year-End 2014: EGP 48,804mn; 11.79% YTD EGP 142,869mn Year-End 2014: EGP 121,975mn; 17.13% YTD EGP 14,858mn Year-End 2014: EGP 14,754mn; 0.70% YTD Revenues NPAT NPLs/Gross Loans* CAR EGP 2,384mn Q2 2014: EGP 2,035 mn; 17.18% YoY EGP 1,147mn Q2 2014: EGP 932mn; 23.06% YoY 4.49% Q %; 3.03% YoY 15.21% Q : 15.74%; -3.4% YoY ROAE** ROAA** Cost/Income Net Interest Margin* 31.30% Q2 2014: 30.1%; 4.30% YoY 2.86% Q2 2014: 3%; 4.75% YoY 20.84% Q2 2014: 19.70%; 5.79% YoY 5.63% Q2 2014: 5.29% 6.31% YoY * Ratios on a standalone basis ** Ratio after appropriation Figures are on a consolidated basis unless otherwise stated 26

27 Performance Summary: last 10 years 2.09% 2.52% 3.03% 2.62% 2.89% 2.92% 2.03% 2.51% 30,389 37,553 47,906 57,462 64,255 75,425 85,506 93, % 2.94% 113, , Total Assets (EGP mn) ROAA%** 56% 56% 55% 57% 52% 54% 53% 50% % 40% Net Loans (EGP bn) Deposits (EGP bn) Net Loans/Deposits 26.2% 30.3% % 29.0% 29.9% 28.7% 1,286 1,370 1,744 2, % 1, % 2, % 3, % 3, % 39.7% 37.0% 39.5% 32.7% 30.2% 32.3% 30.6% 26.5% 22.7% 13.1% 13.6% 14.7% 15.0% 16.5% 16.9% 15.4% 15.7% 16.3% 16.8% 5.6% 3.8% 3.0% 3.0% 2.9% 2.7% 2.9% 3.6% 4.0% 4.7% Net Income (EGP mn) ROAE%** CAR** NPLs/Gross Loans* Cost:income Branches & Outlets Headcount 2,301 2,477 3,508 4,014 4,426 4,750 4,845 5,181 5,490 5,697 Years Starting 2009, CIB used IFRS * Figure on a standalone basis ** Ratio after appropriation Figures are on a consolidated basis unless otherwise stated 27

28 EGP bn Total Assets CIB QNBA AAIB HSBC Alex Peer Analysis Q1'2015 EGP mn 1,080 1,200 1, Net Income CIB QNBA HSBC AAIB Alex 80% 70% 60% 50% 40% 30% 20% 10% 0% Gross Loans to Deposits 67.71% 57.27% 49.95% 49.13% 42.73% 40.80% Alex QNBA CAE AAIB CIB HSBC 40% 30% 20% 10% ROAE* 37.16% 33.13% 29.48% 21.89% 20.50% 18.55% 4% 3% 2% 1% 3.32% ROAA* 2.93% 2.87% 2.31% 2.20% 1.87% Loans Market Share 10% 8.77% 8.54% 8.58% 8.28% 8.57% 8% 7.41% 7.41% 8.03% 7.80% 7.65% 6% 4.53% 4.44% 4.65% 5.11% 5.17% 4.53% 4.35% 4.09% 4% 4.10% 3.71% 3.62% 3.93% 2.41% 3.62% 3.28% 3.21% 2% 2.58% 2.28% 2.07% 2.04% 0% HSBC CAE CIB Alex QNBA AAIB 0% HSBC CAE CIB QNBA Alex AAIB 0% Dec-11 Dec-12 Dec-13 Dec-14 Mar-15 CIB QNBA AAIB 20% 16% 12% 8% 4% 0% 18.17% Capital Adequacy* 16.54% 15.19% 14.96% 14.95% QNBA CIB CAE Alex HSBC 60% 45% 30% 15% 0% Cost to Income 45.18% 34.97% 26.46% 27.30% 19.45% 20.39% CIB AAIB HSBC QNBA CAE Alex 10% 8% 6% 4% 2% 0% Deposits Market Share 7.84% 7.23% 7.37% 8.18% 7.23% 5.14% 5.49% 5.23% 4.92% 5.56% 4.26% 4.11% 4.33% 3.75% 4.30% 3.35% 3.46% 3.51% 3.50% 3.21% 3.11% 3.07% 2.35% 2.58% 2.18% 2.05% 2.09% 1.86% 1.71% 1.67% Dec-11 Dec-12 Dec-13 Dec-14 Mar-15 CIB QNBA HSBC * Figures after profit appropriation, based on proposed appropriation disclosed in peers financial statements 28

29 Market Share Trend 10.00% 9.00% 8.00% 7.00% 8.77% 8.02% 8.10% 8.24% 8.30% 7.14% 7.23% 6.89% 6.98% 6.67% 8.47% 8.45% 8.52% 8.58% 8.52% 7.39% 7.48% 7.48% 7.51% 7.23% 8.32% 8.25% 8.28% 8.27% 7.67% 7.65% 7.56% 7.37% 8.43% 8.45% 8.54% 8.57% 8.18% 7.75% 7.91% 7.84% 6.00% 5.00% Dec-10 Mar-11 Jun-11 Sep-11 Dec-11 Mar-12 Jun-12 Sep-12 Dec-12 Mar-13 Jun-13 Sep-13 Dec-13 Mar-14 Jun-14 Sep-14 Dec-14 Mar-15 Total Loans Total Deposits Loans Deposits CIB maintained the highest loan market share of all private-sector banks CIB maintained its leading position amongst all private-sector banks April % April % CIB s loans market share from performing loans is significantly higher 29

30 Dec-10 Mar-11 Jun-11 Sep-11 Dec-11 Mar-12 Jun-12 Sep-12 Dec-12 Mar-13 Jun-13 Sep-13 Dec-13 Mar-14 Jun-14 Sep-14 Dec-14 Mar-15 Dec-10 Mar-11 Jun-11 Sep-11 Dec-11 Mar-12 Jun-12 Sep-12 Dec-12 Mar-13 Jun-13 Sep-13 Dec-13 Mar-14 Jun-14 Sep-14 Dec-14 Mar-15 Dec-10 Mar-11 Jun-11 Sep-11 Dec-11 Mar-12 Jun-12 Sep-12 Dec-12 Mar-13 Jun-13 Sep-13 Dec-13 Mar-14 Jun-14 Sep-14 Dec-14 Mar-15 Dec-10 Mar-11 Jun-11 Sep-11 Dec-11 Mar-12 Jun-12 Sep-12 Dec-12 Mar-13 Jun-13 Sep-13 Dec-13 Mar-14 Jun-14 Sep-14 Dec-14 Mar-15 Market Share Breakdown Loans Deposits 15.00% 15.00% 10.00% 10.00% 5.00% 5.00% 0.00% 0.00% LCY FCY LCY FCY Loans Deposits 12.00% 10.00% 8.00% 6.00% 4.00% 2.00% 0.00% 12.00% 10.00% 8.00% 6.00% 4.00% 2.00% 0.00% Household Institutions Household Institutions Loans* Deposits* LCY 7.54% FCY 10.46% LCY 7.53% FCY 10.40% Household 5.99% Intuitions 9.33% Household 6.99% Institutions 10.23% * As of April

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32 EGP bn Assets Portfolio Growth Assets Assets Mix bn 23% % 75% 50% 25% 17% 13% 10% 9% 8% 7% 5% 4% 7% 7% 10% 10% 10% 10% 9% 11% 10% 10% 10% 7% 10% 8% 7% 6% 7% 6% 12% 6% 10% 14% 27% 27% 28% 29% 25% 26% 24% 30% 31% 26% 46% 49% 49% 50% 53% 51% 52% 31% 36% 40% 0 FY10 FY11 FY12 FY13 1Q14 2Q14 3Q14 4Q14 1Q15 2Q15 0% FY10 FY11 FY12 FY13 1Q14 2Q14 3Q14 4Q14 1Q15 2Q15 Balance PIL OD Auto Cards Others In Millions FY 2010 FY 2011 FY 2012 FY Q14 2Q14 3Q14 4Q14 1Q15 2Q15 Balance 3,915 5,175 6,664 7,182 7,962 8,904 9,480 9,470 10,613 11,006 * CAGR over 4 years 32

33 Assets By Segment YoY Performance QoQ Performance Wealth Segment 6,000 4,000 2,000 4,166 5,019 5,500 4,500 4,821 5,019 - Jun-14 Jun-15 3,500 Mar-15 Jun-15 1,400 1,270 1,500 1,404 1,270 Business Banking 1,200 1,000 1,077 1, Jun-14 Jun Mar-15 Jun-15 Plus Segment Jun Jun Mar Jun-15 33

34 Falls under CIB s Consumer Banking umbrella Business Banking profile Manages financial needs of small and medium size retail companies with annual sales turnover below EGP 60mn Launched in 2011 (pilot basis) Aggressively introduced to the market in 2013 Went live in 2012 Customer Segmentation Currently has penetration of over 4k companies Business Approach STO 30-60M High-End Companies High-End Tailor made products Strategic relationship management Senior Relationship Manager (RM) STO 5-30M Small & Medium Companies SMEs Mass customization approach Pre-approved industry based packages Relationship Manager STO <5M Very small Companies Micro Assembly line approach Alternative channels & e-solutions Self-served 34

35 Business Banking Performance Business Banking model has proved its success when compared to the Retail Banking approach in terms of overall performance Number of Companies Total Deposits 15% 37% 63% 85% Business Banking Retail Business Banking Retail Revenue Gross Contribution 28% 19% 72% 81% Business Banking Retail Business Banking Retail 35

36 Customer Experience Committed to continue meeting our customers expectations, maintaining customer satisfaction levels and dealing proactively with the challenges faced and focus on enhancing our employees capabilities in dealing with these challenges Measuring customers satisfaction levels compared to the regional benchmarks - During Q2 2015, customer satisfaction survey has been conducted for more than 500 Wealth customers, measuring the level of satisfaction and their experience with branches, call center and e- Banking - The reported scores exceed the regional benchmark Net Promoter Score surveys (NPS) Branches Call center e-banking Regional Benchmark (RBM) 8 100% 95% 90% Mystery shopping surveys 91% 95% 85% Branches Average scores Call center Net Promoter Score (NPS) Surveys conducted by CIB research team Mystery shopping surveys for customer contact points conducted by an external agency All scores were recorded during Q

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38 Vision realization Where do we stand? Way forward Financial Performance Drivers Quality loan growth, with focus on increasing product penetration and SoW Aggressive deposit growth, specially from households Transactional banking services Positioned as trade finance hub for Egypt Focus on SMEs & underpenetrated retail banking segment Capture the pent-up CAPEX and investments inflow Customer Centricity Adopting a customer relationship model Started offering bundled financial solutions Undertaking several service quality initiatives to improve customer satisfaction Further granular segmentation Deepen understanding of customer behavior through data analytics Client life cycle management and development of need-based bundled value propositions Operational Efficiency Centralization of Operations Increasing the automation of processes Core system stabilization Focus on operational efficiency and productivity gains Digitize banking experience and work towards straight through processing Organizational Development Performance driven culture Focus on learning and development Adoption of corporate governance best practices and solid CSR strategy Establishing a social and environmental management system Become Egypt s number 1 Green Bank Development in human capital and alignment to accommodate with the digital transformation 38

39 e-channels and Digital Banking Domain Initiatives Performance Introducing Mobile Wallet and e-payments Introducing Mobile Banking Revamping IVR 98.9% 98.8% 98.8% 98.7% 98.7% 98.6% 98.6% 98.5% 98.8% 98.8% 98.6% Apr-15 May-15 Jun-15 Internet Banking Availability Launching phase II of Internet Banking Increasing CIB Social Media presence Piloting Mobile POS 98.0% 97.0% 96.0% 95.0% 94.0% 93.0% 92.0% 91.0% 90.0% 97.4% 97.3% 96.7% 94.1% 94.1% 92.9% Apr-15 May-15 Jun-15 ATM Network Availability ATM Network Availability (Excluding Communication Errors) 39

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42 Why Egypt? Political Situation Building new political structure to fulfill the dreams of all Egyptians General improved optimism about the political future in Egypt Moving to a more open political system Economic Environment Among the most diverse in the MENA region Started transformation to a stable and modern economy A pro-business Government Initiation of mega-projects; New Suez Canal The resilience of Egyptian Economy is capable of overcoming challenges as it did in 2008 financial crisis Banking sector possesses high structural profitability and remains intact Robust banking reform program Phase I ( ): successfully completed Phase II ( ):improving the regulatory environment, adopting Basel II and increased focus on corporate governance and limit concentrated risk exposure and proprietary investment Phase III ( ): Finalized the fine tuning of the regulations Phase IV (Ongoing): Parallel run of existing regulations on capital adequacy and Basel II and finalizing the data warehousing framework 42

43 Why CIB? Along with its subsidiaries and Affiliates The only onestop shop Profitability Market leader NPAT EGP 2.3bn Total revenues EGP 5bn Assets grew 16.80% from 2009 till 1st Half 2015 Continuous Growth Asset Quality NPL/Gross loans 4.5%* Direct Coverage Ratio 142%* Highly reputable among all banks in Egypt Strongest brand equity in market Liquidity High liquidity Gross LDR 41.5% Highly skilled group leading the Bank Experienced management team KPIs ROAA 2.95%** ROAE 32.17%** Cost/income 20.5% Acted as a cushion during unstable times Conservative provisioning policies Largest in Prudent credit policies Reflected in no deterioration in asset quality Total Assets EGP 163bn Loans and deposits market shares Market Cap was EGP 51.8bn in private banks*** * Ratio on a standalone basis ** Ratio after appropriation ***Market cap as of 30/06/2015 This slide shows CIB s 1 st Half 2015 performance, figures on a consolidated basis unless otherwise stated 43

44 Thank you For more information, please visit Investor Relations contacts: Sherif Khalil Head of IR Yasmine Hemeda IR Officer Nelly El Zeneiny IR Senior Analyst Headquarters: Nile Tower Building 21/23 Charles De Gaulle St., Giza P.O Box 2430 Cairo Egypt Hot line: /7 dedicated customer service short number To read about the projects that the CIB Foundation has helped support and ways in which you can donate, please visit 44