Our ESG Performance
Sustainability at Jordan Ahli Bank
For more than sixty-five years of ahli bank’s long history, we have been steadfast in upholding our values, commitments, and environmental and social standards by delivering transformative, meaningful, and measurable sustainability initiatives.
ENVIRONMENTAL RESPONSIBILITY
We have taken substantial steps to mitigate our environmental impact, achieving a notable 38% reduction in total greenhouse gas (GHG) emissions in 2023. The introduction of the Green Business Bundle Program exemplifies our efforts to support businesses and individuals in adopting sustainable practices and technologies, reinforcing our commitment to a low-carbon economy and sustainable responsible banking.
SOCIAL RESPONSIBILITY
Our social initiatives focus on financial inclusion, community development, responsible procurement, and employee well-being. In 2023, Small and Medium Enterprises (SMEs) constituted 10.1% of our total facilities, highlighting support for this critical sector of the economy. We invested over 4,872 hours in employee training and development, fostering a skilled and knowledgeable workforce. Furthermore, we are committed to gender equality, with women representing 40% of our workforce and 24% of management positions, supported by our endorsement of the UN Women’s Empowerment Principles. For suppliers, we are committed to contributing to the Kingdom’s economic growth by investing in, supporting, and prioritizing local suppliers. in which 88% of our expenditures were local this year.
INNOVATION AND DIGITIZATION
We are committed to innovation as a core component of our strategy to enhance customer experience and promote sustainability. In 2023, we launched new digital platforms and innovative banking applications that provide seamless, secure services that target underserved communities. Including other initiatives such as developing mobile banking applications and online services that allow customers to manage their financial accounts easily and securely.
CUSTOMER EXPERIENCE
We have focused on improving customer experience by offering personalized services that meet their needs and expectations. These efforts included launching tailored services for SMEs, providing innovative financing solutions that contribute to their growth and development.
Additionally, we offered financial advisory services to individual customers to enhance their financial literacy and empower them to make informed financial decisions. In 2023, we achieved a customer experience index of 79.2%, highlighting our ongoing efforts to enhance the quality of customer experience.
COMMUNITY DEVELOPMENT PROGRAMS
We have reinforced our commitment to community development through a range of impactful programs. In 2023, we contributed over 1,000 volunteer hours to various community projects, including educational initiatives, health awareness campaigns, financial literacy, and environmental conservation efforts. Our support for local education included scholarships and funding for school infrastructure improvements, while health initiatives focused on providing medical supplies and promoting healthy lifestyles. Environmental programs included tree planting activities and partnerships with local NGOs to promote sustainable practices within communities.
GOVERNANCE
Strong governance is a cornerstone of our sustainability efforts. We have enhanced our governance framework to ensure transparency, accountability, and ethical practices. The establishment of an ESG Executive Committee underscores our dedication to leading sustainability initiatives. We also achieved a high governance maturity score of 4.5 out of 5 in 2023, reflecting adherence to good governance and global best practices.
FUTURE COMMITMENTS
We recognize the ongoing challenges of climate change, social inequality, and economic development. We are committed to collaborating with stakeholders to drive positive change and create a sustainable future.
Our aim is to further integrate sustainability into our operations, focus on financing projects and initiatives that positively impact society and the environment. enhance our governance frameworks and expand our environmental and social impact programs.
Our 2023 Sustainability Summary demonstrates significant progress in embedding sustainability into our business strategy and operations.
Our efforts in environmental stewardship, social responsibility, good governance, digital innovation, sustainable finance, and community development position us as a leader in sustainable banking, committed to creating long-term value for all stakeholders.
Our Economic Performance:
Financial Performance (JOD)* | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Revenues | 118,077,369 | 111,562,255 | 111,473,490 | 111,551,027 | 120,467,881 |
Total capital | 200,655,000 | 200,655,000 | 200,655,000 | 200,655,000 | 200,655,000 |
Total assets | 2,766,697,353 | 2,845,997,041 | 2,953,416,753 | 3,062,513,293 | 3,282,408,263 |
Total shareholders’ equity | 311,683,694 | 322,329,962 | 327,719,498 | 330,347,828 | 333,847,186 |
Other Expenses | 22,358,845 | 22,112,205 | 21,989,937 | 24,702,785 | 26,061,077 |
Employee Benefits | 40,257,255 | 37,431,424 | 35,520,271 | 37,664,053 | 37,149,347 |
Income tax | 12,480,370 | 7,062,374 | 12,936,342 | 11,449,589 | 13,579,632 |
Capital adequacy ratio (%) | 15.66 | 15.53 | 15.92 | 15.62 | 15.11 |
Return on equity ratio (%) | 8.55 | 3.31 | 4.38 | 5.14 | 5.6 |
Loans | 1,463,693,562 | 1,469,506,933 | 1,464,675,116 | 1,669,710,784 | 1,798,655,875 |
Net loans and advances | 1,369,737,583 | 1,369,633,832 | 1,357,684,639 | 1,595,272,646 | 1,680,782,737 |
Total deposits | 2,014,166,666 | 2,048,212,352 | 2,165,537,085 | 2,114,537,225 | 2,343,636,818 |
Ratio of loans to deposits (%) | 72.67 | 71.75 | 67.64 | 79.26 | 77 |
Net profit after taxes | 23,722,770 | 10,439,706 | 14,230,432 | 16,899,842 | 18,592,484 |
Our Social Performance:
Total Workforce | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Total number of employees | 1,186 | 1,144 | 1,084 | 1,110 | 1,131 |
By employment contract | |||||
Permanent | 1,184 | 1,142 | 1,077 | 1,101 | 1,127 |
Temporary | 2 | 2 | 7 | 9 | 4 |
By employment type | |||||
Full-time | 1,186 | 1,144 | 1,084 | 1,110 | 1,131 |
Part-time | 0 | 0 | 0 | 0 | 0 |
By gender | |||||
Female | 467 | 439 | 412 | 437 | 447 |
Male | 719 | 705 | 672 | 673 | 684 |
Nationalization | |||||
Number of Jordanian employees | 1,183 | 1,141 | 1,080 | 1,105 | 1,126 |
Number of non-Jordanian employees | 3 | 3 | 4 | 5 | 5 |
By job category | |||||
Senior management | 16 | 16 | 15 | 15 | 14 |
Middle management | 209 | 216 | 198 | 279 | 290 |
Staff | 961 | 912 | 871 | 816 | 827 |
Permanent Employees | |||||
Total number of permanent employees | 1,184 | 1,142 | 1,077 | 1,101 | 1,127 |
By gender | |||||
Female | 465 | 437 | 406 | 431 | 444 |
Male | 719 | 705 | 671 | 670 | 683 |
Temporary Employees | |||||
Total number of temporary employees | 2 | 2 | 7 | 9 | 4 |
By gender | |||||
Female | 2 | 2 | 6 | 6 | 3 |
Male | 0 | 0 | 1 | 3 | 1 |
Workers who are not employees (ahli777 employees) | |||||
Total number of workers who are not employees and whose work is controlled by the organization | 362 | 280 | 435 | ||
Employees covered by collective bargaining agreements | |||||
Total number of employees covered by collective bargaining agreements | 972 | 931 | 805 | 719 | 621 |
Percentage of total employees covered by collective bargaining agreements (%) | 82 | 81 | 74 | 65 | 54.91 |
New Hires | |||||
Total number of new hires | 125 | 56 | 105 | 195 | 211 |
By gender | |||||
Female | 55 | 14 | 37 | 84 | 88 |
Male | 70 | 42 | 68 | 111 | 123 |
By age | |||||
Under 30 | 97 | 43 | 82 | 126 | 152 |
Between 30 and 50 | 28 | 11 | 22 | 58 | 59 |
50+ | 0 | 2 | 1 | 1 | 0 |
Turnover | |||||
Turnover rate (%) | 11.4 | 8.2 | 15.5 | 15.14 | 16.53 |
Total turnover | 135 | 94 | 168 | 168 | 187 |
By gender | |||||
Female | 61 | 39 | 64 | 58 | 78 |
Male | 74 | 55 | 104 | 110 | 109 |
By age | |||||
Under 30 | 58 | 31 | 59 | 68 | 75 |
Between 30 and 50 | 70 | 54 | 95 | 90 | 103 |
50+ | 7 | 9 | 14 | 10 | 9 |
Parental Leave | |||||
Number of employees who are entitled to parental leave | |||||
Female | 467 | 439 | 412 | 437 | 447 |
Male | 719 | 705 | 672 | 673 | 684 |
Number of employees who took parental leave | |||||
Female | 26 | 23 | 32 | 26 | 23 |
Male | 30 | 34 | 28 | 28 | 39 |
Returnees from parental leave | |||||
Female | 26 | 23 | 27 | 25 | 23 |
Male | 30 | 29 | 28 | 28 | 39 |
Returnees from parental leave who were still working for the bank 12 months later | |||||
Female | 26 | 21 | 31 | 24 | 21 |
Male | 30 | 29 | 27 | 28 | 34 |
Percentage of Individuals within the Organization’s Leadership | |||||
By age | |||||
Under 30 | 0 | 0 | 0 | 0 | 0 |
Between 30 and 50 | 0.84 | 0.87 | 0.92 | 0.81 | 0.8 |
50+ | 0.51 | 0.52 | 0.46 | 0.54 | 0.44 |
By gender | |||||
Female | 0.17 | 0.17 | 0.09 | 0.09 | 0.09 |
Male | 1.18 | 1.22 | 1.29 | 1.26 | 1.15 |
By nationality | |||||
Jordanian | 1.26 | 1.31 | 1.29 | 1.26 | 1.15 |
Percentage of Employees per Employee Category in each of the following Diversity Categories | |||||
By age | |||||
Under 30 | |||||
Senior management | 0 | 0 | 0 | 0 | 0 |
Middle management | 0.84 | 0.52 | 0.37 | 0.27 | 0.27 |
Staff | 31.32 | 28.41 | 26.48 | 28.2 | 31.56 |
Between 30 and 50 | |||||
Senior management | 0.84 | 0.87 | 0.92 | 0.811 | 0.8 |
Middle management | 15.6 | 17.05 | 16.7 | 23.24 | 23.52 |
Staff | 47.81 | 49.3 | 52.21 | 43.69 | 39.88 |
50+ | |||||
Senior management | 0.51 | 0.52 | 0.46 | 0.54 | 0.44 |
Middle management | 1.18 | 1.31 | 1.2 | 1.62 | 1.86 |
Staff | 2.02 | 2.01 | 1.66 | 1.62 | 1.68 |
By gender | |||||
Female | |||||
Senior management | 0.17 | 0.17 | 0.09 | 0.09 | 0.09 |
Middle management | 4.55 | 5.07 | 4.89 | 6.31 | 6.45 |
Staff | 34.65 | 33.13 | 33.03 | 32.97 | 32.98 |
Male | |||||
Senior management | 1.18 | 1.22 | 1.29 | 1.26 | 1.15 |
Middle management | 13.07 | 13.81 | 13.38 | 18.83 | 19.19 |
Staff | 46.37 | 46.59 | 42.62 | 40.54 | 40.14 |
By nationality | |||||
Jordanian | |||||
Senior management | 1.26 | 1.31 | 1.29 | 1.26 | 1.15 |
Middle management | 17.54 | 18.79 | 18.17 | 25.05 | 25.38 |
Staff | 80.94 | 79.63 | 80.17 | 73.24 | 73.03 |
Non-Jordanian | |||||
Senior management | 0.08 | 0.09 | 0.09 | 0.09 | 0.09 |
Middle management | 0.08 | 0.09 | 0.09 | 0.09 | 0.27 |
Staff | 0.08 | 0.09 | 0.18 | 0.27 | 0.09 |
Female Employment | |||||
Total number of female employees | 467 | 439 | 412 | 437 | 447 |
Number of female employees in middle management | 54 | 58 | 53 | 70 | 73 |
Number of female employees in senior management | 2 | 2 | 1 | 1 | 1 |
Ratio of Basic Salary and Remuneration of Women to Men | |||||
Senior management | 0.1 | 0.1 | 0.03 | 0.03 | 0.04 |
Middle management | 0.27 | 0.3 | 0.3 | 0.29 | 0.28 |
Staff | 0.67 | 0.65 | 0.7 | 0.76 | 0.78 |
Training* | |||||
Average hours of training per employee** | 9.5 | 3.9 | 3.6 | 23.2 | 22 |
By gender | |||||
Female | 8.3 | 3.6 | 3.6 | 23.8 | 24 |
Male | 10.5 | 4.1 | 3.7 | 22.7 | 20.6 |
By job category | |||||
Senior management | 13.5 | 3.5 | 3.2 | 34.5 | 12.7 |
Middle management | 10.7 | 4.2 | 3.1 | 23.9 | 17.5 |
Staff | 7.4 | 3.7 | 4.4 | 22.8 | 23.7 |
Performance Review | |||||
Percentage of total staff who received regular review of performance | 100 | 100 | 100 | 100 | 100 |
Health and Safety | |||||
Percentage of total labor force represented in official health and safety committees | 3 | 7 | 7 | 12 | 40 |
Internal Volunteering Program | |||||
Volunteering hours | 1368 | 268 | 349 | 1590 | 1,385 |
Number of volunteers | 432 | 173 | 163 | 411 | 363 |
Number of events | 25 | 12 | 21 | 25 | 32 |
Procurement | |||||
Number of suppliers | 297 | 150 | 175 | 185 | 232 |
Number of local suppliers | 200 | 130 | 160 | 170 | 196 |
Total purchases (millions JOD) | 25 | 16 | 28 | 35 | 27 |
Total expenditure on purchases from local suppliers (millions JOD) | 20 | 12 | 22 | 32 | 23.8 |
Percentage of expenditure on local suppliers | 80 | 75 | 80 | 91 | 88 |
Our Environmental Performance:
Energy Consumption | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Electricity Consumption (kWh) | 2,129,046 | 2,053,522 | 2,142,319 | 1,982,557 | 1,490,419 |
Electricity Consumption (GJ) | 7,664.57 | 7,392.68 | 7,712.35 | 7,137.21 | 5,365.51 |
Non-renewable Energy Consumption – Diesel and Fuel (Liters) | 33,475 | 25,062 | 31,677 | 36,957 | 35,576 |
Non-renewable Energy Consumption – Diesel and Fuel (GJ) | 1,217.78 | 859.06 | 1,078.06 | 1,274.15 | 1,226.57 |
Total Heat Consumption (Liters) | 22,128 | 36,500 | 36,264 | 31,614 | 26,913 |
Energy Intensity* | 1,795.14 | 1,796 | 1,976 | 7.6 | 5.8 |
GHG Emissions | |||||
Direct GHG Emissions – Scope 1 (CO2 equivalent) | 81.901 | 80.49 | 83.97 | 72.62 | 72.459 |
Indirect GHG Emissions – Scope 2 (CO2 equivalent) | 1,441.77 | 1,390.62 | 1,450.76 | 1,145.53 | 683.36 |
Total GHG Emissions – Scope 1 and Scope 2 (CO2 equivalent) | 1,523.67 | 1,471.11 | 1,534.73 | 1,218.15 | 755.98 |
Paper | |||||
Paper Consumption (kg) | 80,411 | 57,672 | 61,629 | 56,440 | 52,704 |
Our Governance Performance:
Board of Directors | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Percentage of independent directors in the Board | 31% | 31% | 31% | 38% | 38.40% |
Total members of the Board | 13 | 13 | 13 | 13 | 13 |
Female | 1 | 1 | 2 | 2 | 1 |
Male | 12 | 12 | 11 | 11 | 12 |