A branch of the Compagnie Algérienne de Crédit et de Banque, a French bank that later became the Compagnie Française de Crédit et de Banque (CFCB) opened.

Banque Indosuez acquired 5% of the Bank's capital.

Banque Indosuez increased its stake to 20% following a partial acquisition of the shares of the Compagnie Française de Crédit et de Banque, which became Parthena Investment.

Banque Indosuez increased its shareholding in Banque Libano-Française to 51%.

With the acquisition of Banque Indosuez by Crédit Agricole in July, Banque Libano-Française became part of one of the world major banking groups.

Banque Libano-Française acquired 100% of Crédit Agricole Indosuez Liban (CAIL), a financial institution specialized in securities brokerage and portfolio management.

The Bank diversified its services to include insurance products by owning 31% of Bancassurance S.A.L., a life insurance company established under the Lebanese Law and owned by Predica (20%), Crédit Agricole life insurance subsidiary and leader in Bancassurance activities in France, as well as by Fransabank (49%).

The Bank developed a concept for its branches to offer a friendly reception, a personalized counseling and a self-service banking. It has even remodeled the branches to be modern and comfortable.

The Bank created a credit card processing center, Centre de Traitement Monétique (CTM), in partnership with Société Générale de Banque au Liban (SGBL).

The Bank continued expanding its local network bringing the number of its branches to 29. It also created and developed, in partnership with the French company Interex S.A., a help and advice service pole dedicated to international trade: www.interexlebanon.com.

Crédit Agricole Group reduced its exposure in Lebanon, anticipating the implementation of Basel II new conservative rules. Therefore, Caylon (former Crédit Agricole Indosuez) reduced its stake in the Bank to 9% in July, maintaining privileged banking relationships with the latter.
BLF launched the Phone Banking and the Internet Banking.

In December, Banque Libano-Française increased its capital from LBP 100 billion to LBP 200 billion by incorporating its reserves and raised USD 100 million for a preferred shares issue.
It also launched a large restructuring project, for the eventual implementation of a matrix organization.

In January, Banque Libano-Française finalized the acquisition of 78.3% of Banque SBA shares. Banque SBA is established in France (Paris) with a financial subsidiary in Geneva known as LF Finance (Suisse) S.A., and a branch in Cyprus (Limassol).
2006 also witnessed the launching of Banque Libano-Française new corporate image and the largest advertising campaign in its history, thus highlighting its positioning as a financial partner and a major player in the Lebanese banking sector.

The Bank continued remodeling its branches and launched a new distribution channel: the Call Center.
In August, BLF acquired the new T24 core banking system from Temenos and several financial applications from Oracle to improve productivity, efficiency and to optimize the security.
2007 also saw the implementation of an action plan to comply with Basel II criteria within the deadlines set by the supervisory authorities.

BLF revamped its website www.blftrade.com (previously www.interexlebanon.com) dedicated to trade finance to enhance its positioning as a partner for enterprises wishing to invest in international trade.
2008 also witnessed the inauguration of “The Floor", a state-of-the-art trading room shared by BLF team and the team of its financial arm, Libano-Française Finance (LFF).
On an international level, the Bank received the "Most Active Global Trade Finance Program Issuing Bank in Middle East and Africa" award from the International Finance Corporation (IFC), a member of the World Bank Group.

BLF obtained an official license from the UAE Central Bank to establish a Representative Office in Abu Dhabi.
At home, the Bank network continued expanding, bringing the number of its branches to 39.

In February, Banque Libano-Française issued a USD 100 million of Tier 2 non-cumulative preferred shares.
BLF opened a new branch in Tripoli - El-Mina, thus expanding its local network to 40 branches by the end of 2010.
Moreover, the Bank opened a Training Center equipped with the latest technology to build a better framework for the staff training sessions.

In March, Banque Libano-Française increased its social capital to LBP 235 billion by issuing 1,500,000,000 new Tier 3 preferred shares.
In April, BLF issued a USD 150 million of Tier 3 non-cumulative preferred shares.
On the other hand, the Bank launched new competitive retail and commercial package accounts and opened seven new branches in Jdita - Chtaura, Dahr El Ain, Mar Elias, Mezyara, Saida Boulevard, Sioufi and Zghorta, thus expanding its local network to 47 branches by the end of 2011. 
Moreover, BLF was granted the licenses to open a Representative Office in Lagos, Nigeria, and a branch in Baghdad, Iraq.

In September, the Bank increased its stake in Bancassurance S.A.L. from 31% to 40% after Crédit Agricole Assurances S.A. disposed of its stake in the company.
Consolidating its presence in Lebanon, Banque Libano-Française opened two new branches in Mazraat Yachouh and Sodeco, thus bringing the number of its branches to 49.
On the international level, Banque Libano-Française reinforced its operations in the MENA region by opening a Representative Office in Lagos, Nigeria and a branch in Baghdad, Iraq.

Keen to better serve its clients, Banque Libano-Française launched a new e-banking platform in August.
Furthermore, BLF opened two new branches in Jal El Dib Centre and Lebaa, thus expanding its local network to 51 branches by the end of 2013.

On September 1^st, Banque Libano-Française and the Lebanese banking sector lost Farid Raphaël, founder of Banque Libano-Française and its Chairman General Manager from 1979 to 2014.

Mr. Raphaël was Minister of Finance, Justice and Telecommunications of the Lebanese Republic from 1976 until 1979 and President of the Association of Banks in Lebanon between 1997 and 2001.

Banque Libano-Française issued USD 150 million of Series 4 preferred shares.
With the opening of two branches in Jdeideh and Reyfoun, the Bank expanded its local network to 56 branches and more than 152 ATMs, the second largest ATM network in Lebanon.

BLF settled USD 150 million Series 3 preferred shares and issued USD 150 million Series 5 preferred shares which will be part of the main shareholders’ equity (Tier 1).
In January, BLF launched the international architecture competition to build its new headquarters.
In July, it announced Norwegian-American studio Snøhetta as the winner of the competition, selected by the International Jury.

BLF launched the Lebanon Income Fund, a fixed income fund denominated in USD focused on the Lebanese debt market.
With the opening of two branches in Kaslik and Kousba, the Bank expanded its local network to 58 branches and more than 172 ATMs.

BLF opened two branches in Kfarhbab and Tyre-Hoche, expanding its local network to 60 branches and more than 181 ATMs, and its first e-branch in Mar Mikhaël. 

It has redesigned its e-banking platform and mobile app, My BLF, and launched a digital solution that allows its customers to track their transfers in full transparency.

2019 marked the continuous implementation of the Bank's digital strategy with the opening of another e-branch in Badaro, the launch of "My LTBY" application for the youth, and the enhancement of "My BLF" features. In the last quarter of 2019, the Bank had to cope with the terrible socio-economic crisis that hit Lebanon.

Banque Libano-Française faced the terrible socio-economic crisis in Lebanon and focused its efforts on helping both clients and employees to overcome the situation.

Despite the ongoing crisis, Banque Libano-Française remained committed to its customers and the Lebanese market. The Bank implemented the Central Bank of Lebanon's circulars, enhanced digital platforms, restructured its branch network to meet evolving needs and maintained liquidity ratios that are well above Central Bank requirements.

Banque Libano-Française reinforced its commitment to technological advancement by launching new features on its My BLF mobile application and e-banking platform. Recognizing the importance of a skilled and agile workforce, the Bank did not make redundant any of its staff. Rather, it strategically reallocated its human resources to better serve its customers while maintaining operational efficiency.

The economic and social crisis persisted. BLF maintained compliance with the Central Bank of Lebanon's circulars while further enhancing the digitization of its services. A key initiative in this effort was a strategic partnership with Purpl, further expanding access to convenient and innovative digital banking solutions.