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Investor Presentaiton

STRATEGIC OVERVIEW RELAUNCH STRATEGY 2013-2017 2013-2017 period for IIB can be characterized by: ■ Substantial increase of assets (3-fold) reaching EUR 1096 mn at end of 2017, and loan and documentary portfolio reaching EUR 712 mn ■ Obtaining investment grade credit ratings from three leading international rating agencies ■Issuing bonds and other debt instruments in Member States, both in euros and national currencies (RON, RUB, HUF, CZK, EUR as national currency of Slovak Republic) ■Building an advanced risk, assets/liabilities management and compliance control systems ■ Expanding the Bank's product offering through direct funding, intermediated financing, trade financing products and bank guarantees ■ Phasing in a three-tier corporate management system ■Restoring Hungary's membership with the IIB ■Increasing the Bank's recognition on international markets ■ Implementing corporate social responsibility principles ■Building a qualitatively new organizational structure INTERNATIONAL INVESTMENT BANK DEVELOPMENT STRATEGY 2018-2022 CURRENT STAGE MISSION: facilitating connectivity and integration between the economies of the Bank's Member States in order to ensure sustainable and inclusive growth, competitiveness of national economies, backed by the existing historical ties By the end of 2022, IIB aims to: ■Raise total assets to EUR 1.7 bn and expand the loan portfolio to EUR 1.2 bn, increase volume of bonds issuances including in national currencies of the member- states ■Become an acclaimed niche lending institution capable of executing medium-sized projects to promote the development of the Member States' national economies ■ Put forward a recognizable value proposition on the markets of Member States, play a prominent role in supporting financial transactions both between them and third countries, which includes funding export/import operations and investment ■Run a partnership network in each Member State on the basis of long-term mutually advantageous relationships ■ Achieve and maintain long-term financial sustainability ■Demonstrate sustainable profitability through its core activity ■ Expand its shareholder structure to strengthen the capital base and identify new, sound financing opportunities ■ To reinforce the presence in certain geographical areas by opening local representative offices LONG-TERM VISION PERSPECTIVE UNTIL END 2032 By the end of 2032 the Bank should become: ■ A medium-sized development bank in its target geographical areas with a broad product and service offering ■ A full-fledged player in Member States and in the global community of international development institutions ■ A major platform providing financial, foreign trade and investment ties between Member States and their companies ■ An attractive strategic investment target ■To deliver measurable development effect for Member States
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