Over the last five decades, Commercial International Bank has earned a well deserved reputation as the partner of choice for clients, shareholders and the wider economy. Throughout this long journey, the bank has not only helped drive a national economic transformation, it has become a regional benchmark for digital transformation and sustainable finance.
Recent milestones include the launch of a redesigned mobile banking app, becoming the first private bank in Egypt to offer Apple Pay and deploying AI-driven tools such as virtual assistants to enhance customer engagement.
In 2024, CIB exceeded the Central Bank of Egypt’s small and medium-sized enterprises inclusion mandate and advanced its sustainability agenda with a decarbonisation initiative, in partnership with the International Finance Corp. The bank’s net profit for that year was an impressive $1bn-equivalent, alongside a net interest margin of 9.5%.
“CIB stands out as Egypt’s leading private sector bank, not merely by scale, but by the depth of its strategic foresight, customer-centric innovation and resilience in navigating a dynamic economic landscape,” says Islam Zekry, Group Chief Finance & Operation Officer and Executive Board Member.
The bank of the future
CIB’s strategic vision is guided in part by an ambition to “build tomorrow’s bank today.” Five pillars — core business growth, diversification, customer experience, operational excellence and agility — provide the foundation for the group’s sustainable expansion.
“Our strategy is adaptive, resilient and forward-thinking,” says Zekry. “We are building a bank founded on strength but shaped by agility and creativity, ensuring we remain a leader in a fast-changing financial ecosystem.”
A major step forward will be the launch of a standalone digital bank, aimed at serving the next generation of retail clients. By reducing reliance on the branch network and lowering the cost of funds, this initiative will strengthen CIB’s competitive edge. At the same time, data analytics, behavioural segmentation and digital channels are enabling more tailored, cost-efficient solutions across customer segments.
CIB’s diversified businesses are already generating strong momentum. Within the bank’s Global Markets segment, 2024 loan and corporate bond profits grew 63% year-on-year. Institutional Banking profits were up 64%. Retail banking deposits increased 11%, supported by strong consumer and premium segment activity. “From retail to institutional clients, we are deepening relationships, expanding access and creating solutions that meet the evolving needs of every customer we serve,” says Zekry.
The group’s strategy incorporates both cutting edge technology and top tier personnel. In 2024, over 5,000 employees benefited from CIB training programmes, while 4,500 staff participated in innovation and agility workshops. A further 330 employees completed certifications or postgraduate studies. “Our people are the cornerstone of our success,” Zekry explains. “CIB has introduced initiatives to support talent development and promote a diverse and inclusive workplace.”
Sustainability at the core
Sustainability runs through every part of CIB’s business. Since 2013, the bank has pursued a Sustainable Finance Strategy grounded in risk management, revenue generation, reputation and ecological footprint. A robust governance framework, including a Board Sustainability Committee and Sustainable Finance Steering Committee, ensures ESG principles are applied across all business lines.
“ESG is fully embedded in CIB’s core strategy, products and governance,” says Zekry. “Our Sustainable Finance Strategy is anchored in two goals: leading Egypt’s sustainability transition and becoming a leader in sustainable finance.”
The bank has developed innovative financing instruments including green bond and climate finance loans, while integrating a comprehensive Environmental and Social Management System into its risk framework. These efforts have reinforced CIB’s role as a path-breaker in sustainable finance, while future-proofing its growth model.
As CIB looks ahead, the focus is on harnessing digital transformation to expand access and strengthen long term growth. Through continued investment in talent and technology, the group is positioning itself as both a national champion and a regional leader. “We see this not just as a market gap, but as a national imperative,” says Zekry. “Our five year strategy is designed to lead this evolution, centered on digital evolution, fee-based growth, targeted expansion and valuation unlock.”
KEY DATA
First half of 2025
Total assets: E£1.3tr ($27bn)
Net profit: E£33.3 bn ($691m)
Capital adequacy ratio: 28.4%
Loan-to-deposit ratio: 47.7%