• Company
  • AMLA Policies
  • Services

Unlike other private owned remittance companies, we operate in a professional banking environment. Our associates are well versed in all aspects of financial trading, Anti Money Laundering policies, and customer service.

We pride ourselves on our proven track record for effectively capturing a majority of the European OFW remittance market and we are continuously working to improve our services.

Our management is dedicated to ensure that all our business requirements are met within allotted restraints and time schedules.


It is CBN Grupo’s vision to elevate Filipino-owned businesses and make it at par with local businesses in Europe. From choosing prime office locations, hiring highly qualified personnel, to all the other facets of its business operations, CBN Grupo ensures that a high level of international standard is met.
Through CBN Grupo’s first class service and well-trained staff, it has a significant market presence in the countries it operates. All CBN offices are fully regulated by respective authorities in the countries where it operates. Each office has its own Anti- Money Laundering procedures in place accordance with the law and regulations in the country where it operates and management ensures that the Anti Money Laundering procedures being imposed in all its branches exceed the minimum standards. 


CBN GRUPO INTERNATIONAL HOLDINGS B.V. is a holding group of European companies newly Registered in Maastricht, The Netherlands last October 10 2007 under registration number 14096198. CBN Grupo is currently comprised of four companies namely CBN London Ltd., CBN Ireland Remittance Centre, Ltd., CBN Remittance Center S.A. and CBN Greece S.A..

Being in the remittance business, the Company recognizes the great risk of clients using its services for money laundering purposes, therefore its main objective is to implement strict internal anti-money laundering procedures and employ a very strong ‘Know Your Customer’ policy to protect its business from money laundering clients and to ensure best practice. This is implemented through the following procedures and guidelines:

First time clients must first register with the Company by filling up the Customer Information Sheet and submit at least one (1) of the following forms of identification:

Only original or certified photocopies of documents are accepted. Certification may be carried out by a lawyer, banker, accountant, medical doctor, minister of religion, postmaster, teacher, or embassy official.  The certifier must sign and date the photocopy and record their name, business address, contact number, and personal qualification.  They must note “Certified photocopy of the Original” or a similar authentication in their preferred wording, on each of the photocopied documents.

Transaction Process
With each transaction recorded and monitored, the maximum lodgement a client can make within one calendar month is £3,000 or €3,000.00.  If the client wishes to lodge an amount in excess of that, either in one transaction or in several lodgements during this period, The CBN Remittance System will automatically show a warning in the screen informing the teller that the client has already exceeded the monthly limit. The teller will then check the client’s remittance activity thru the Sender Transaction History function of the system and inquire about the source and purpose of the remittance.  The Company reserves the right to refuse the transaction should the client fail to produce satisfactory documentary evidence of the source of funds to be remitted. 
Acceptable proof that shows source of funds includes:

Up-to-date bank account statement, dated no longer than 3 months Loan agreement from financial institution or credit provider A recent pay-slip showing an amount greater than the total amount to be remitted Property Deed of Sale

Once this criterion has been met and the Accounts Administrator and/or Compliance Officer agree that the proof is acceptable, the transaction can then be processed.

The transaction is recorded into the CBN Remittance Computer System which only allows designated employees, directors, managers and compliance officers to access the system and examine customer records.  This also allows the same individuals to follow a line of investigation, if they feel there are discrepancies within client transactions.

Mission Statement for CBN Ireland Remittance Centre Limited:
We do business with absolute professionalism, honesty and passion, partnering as a team to meet our consumers' needs whilst complying with all regulatory requirements.
Approved by the Board of Directors in July 2011


Integrity and ethical conduct in all of its dealings is the foundation upon which CBN (“The Company) is based. The Board of Directors has an unwavering commitment to sustaining a culture where the highest ethical conduct is the standard of conduct for every director, officer and employee of the Company. Business results are never to be more important than the Company’s ethical standards and integrity. Consistent with these principles, the Company’s Board has adopted this Code of Conduct as a guide to the high ethical standards expected of its members.


In performing their Board and Board Committee functions, our directors will :

  1. become familiar with the Company’s business to discharge their duties as a director.
  2. discharge their duties, as members of the Board and of any Board Committees on which they serve, in accordance with their good faith business judgment of the best interests of the Company and its shareholders;
  3. inform the Company’s Board of any changes in their employment; other board positions; relationships with other business, charitable and governmental entities; and other events, circumstances or conditions that may impact their ability to perform their Board or Board Committee duties.
  4. report to the Board upon learning of any prospective transaction or relationship in which the director will have a financial or personal interest (direct or indirect) that is with the Company, involves the use of the Company’s assets, or involves competition against the Company (consistent with any confidentiality obligation the director may have.
  5. not pursue for their own account, or for the account of any other person, without the prior approval of the disinterested members of the Board, (i) any business opportunity discovered through their position as a member of the Board or the use of the Company’s property or information (ii) or use any the Company’s property, information or position for personal gain;
  6. maintain the confidentiality of all non-public information entrusted to them by the Company regarding the Company’s and its customers’ business and affairs, except where disclosure is authorised or legally mandated;
  7. deal fairly with the Company’s customers, suppliers, competitors and employees;
  8. use the Company’s assets only for legal and ethical business purposes, and promote the protection of the assets from damage, loss, waste, misuse or theft; and
  9. abide by all applicable laws and regulations.
    It is the policy of the Board of Directors not to grant any waivers of this Code.
Charter of Good Governance
Values, Ethics and Culture of the Board of Directors of CBN Remittance Centre Limited
  • The Board of Directors shall set the values and standards for CBN Remittance Centre Ireland Limited (“The Company”), and shall ensure that its obligations to its shareholders, to their mission statement, and to others are understood and met;
  • The Board of Directors shall lead and control the integrated development of the Company within a framework of prudent and effective controls, which enable risk to be assessed and managed. In doing so, it shall set the company’s strategic aims, and make every effort to ensure that the necessary financial and human resources are in place for the company to meet its objectives;
  • The Board of Directors of the Company shall pursue its affairs in a business-like and efficient manner while having regard to the Mission Statement of the Company, and to the fact that the Company is a for-profit institution, with major long-term profit generation objectives;
  • The Board of Directors shall develop its business and affairs, to the greatest extent possible, through democratic dialogue and discussion leading to consensus decision-making. Wherever necessary, decisions may be taken, also, by majority decision of the Board of Directors of the Company, with the Chairman having a casting vote;
  • There should be a clear division of responsibility between the responsibility of the chairman and board for managing and conducting the business of the board and the executive/management responsibility for managing the business of the operational entities (which constitute the Company) in accordance with board policy;
  • The Board of Directors shall adopt a supportive attitude towards the management of the Company while, at all times, monitoring the outputs of management against board policy and holding management accountable for the effective and efficient implementation of settled board policy.
Size and Structure of the Board of Directors
  • The Board of Directors of the Company shall have a balance of non-executive directors (including independent non-executive directors) such that no individual or minority grouping of individuals can dominate the board’s decision taking;
  • There shall be one executive director of the Board of the Company as follows:
    • A Chief Executive Officer if and when the board deems it appropriate.
  • There shall be a maximum of eleven "independent" non-executive directors in addition to the one executive director referred to above. Changes in the number of non-executive directors, and the realisation of such changes, will be a matter for the shareholders of the Company. The competencies and experience of these eleven "independent" non-executive directors should be diverse and such as will contribute meaningfully to the effective and efficient management of the affairs of the Board of the Company. These competencies should include: finance, strategic management, Compliance, risk management, business experience and effective chairmanship.
  • Other persons, such as may be agreed by the Board from time to time, may attend board meetings but will not have a vote;
  • The Board shall have a Chairman drawn from the “independent” non-executive directors.
  • The Board shall have a board-committee for :
    • Finance
    • Audit
    • Risk
  • This board committee shall be chaired by one of the “independent” non-executive directors.This committee will follow "best practice" for its particular remit. Other board committees may be set up by the Board from time to time if deemed necessary.
  • The minutes of the board committees shall be circulated to the Board;
  • Each of the "independent" non-executive directors shall be independent of management and free from any business or other relationship which could materially interfere with the exercise of their independent judgment.
  • There shall be a formal and transparent procedure for the appointment of new directors to the Board and this shall involve a rigorous evaluation process.
  • The "independent" non-executive directors shall serve for a fixed term of three years and may be re-appointed for further terms.
Process to Underpin the Efficient Discharging of Board Business
  • The Board shall meet regularly: it shall meet at least four times each year (at quarterly intervals) and also on other occasions as prevailing circumstances may require.
  • The Board shall ensure that it is supplied in a timely manner with full information in a form and of a quality appropriate to enable it to discharge its duties;
  • The Board shall have a list of standing orders relating to how it should conduct its affairs and this list should include a formal schedule of matters specifically referred to it for decision;
  • A procedure shall be agreed by the Board whereby the “independent” non-executive directors may, in the furtherance of their duties, take independent legal or other professional advice if necessary, at the expense of the Company;
  • The Board shall be empowered to pay appropriate fees and expenses to the “independent” non-executive directors. Any such fees paid shall be listed in the Company’s annual report;
  • Each director, (both executive and independent), shall have access to the advice and services of a company secretary, who is responsible to the Board for ensuring that board procedures are followed and that relevant rules and regulations are complied with. The company secretary shall not be the Chief Executive Officer;
  • Each non-executive director shall ensure that she/he is adequately informed and prepared to contribute to the effective formulation and discharge of board business and that she/he attends each of the board meetings unless “force majeure” intervenes;
  • The directors shall be identified in the Annual Report of the Company.
  • Each board meeting shall be conducted in accordance with an agenda, which will cover all strategic and operational issues relevant to the board’s attention. A record of the decisions taken at board meetings shall be maintained by the Secretary to the Board and circulated for information of board members;
  • Secretary to the Board
    The Secretary of the Board is responsible to the Board for ensuring that Board procedures are followed and that applicable rules and regulations are complied with.
  • The Board shall draw up a list of performance indicators against which it will assess the on-going performance of the Company. It should also include, in its review mechanisms, group reviews of risk management and quality control;
  • The Board shall have a formal method of assessing the performance of the Chief Executive Officer;
  • The Board shall review senior management succession with the Chief Executive Officer.

Assessment of Board Performance

  • The Board shall, under the guidance of the chairman, evaluate the performance of the Board, its committees, and its individual directors on an on-going basis. The Chairman should act on the results of the performance evaluation by recognising the strengths and addressing the weaknesses of the board.
  • The performance of evaluation of the board shall, as occasion demands, address the following:
    • How well has the Board performed against any performance objectives that have been set?
    • Has the Board been effective in formulating overall strategy?
    • What has been the Board’s contribution to ensuring rigorous and effective risk management?
    • Is the composition of the Board and its committees appropriate, with the right mix of knowledge and skills to maximize performance in the light of future strategy?
    • Are board relationships both inside and outside the Board, working effectively?
    • How has the Board responded to any problems or crises that have emerged and could or should these have been foreseen?
    • Are the matters specifically reserved for the Board the right ones?
    • How well does the Board communicate with the management team, with the Company employees, and others? How effectively does it use mechanisms such as the AGM and its Annual Report?
    • Is the Board as a whole up to date with latest developments in the regulatory environment pertaining to it?
    • How effective are the board’s committee? Does each committee interact effectively with the Board?

Standing Orders of the Board Of Directors

  • The company is a limited company by shareholders
  • The objects for which the Company is established are set out in the Memorandum & Articles of Association
  • The Regulatory Framework under which the company operates is as follows:
    • The Companies Acts 1963 to 2005 and subsequent amendments.
    • The Payment Services Directive
    • Health & Safety legislation
    • The Criminal Justice Act 2010
    • Data Protection Act
    • Other applicable legislation as has been or will be introduced by the competent regulatory authorities.

Meetings of the Board

  1. Calling of meetings

    The Chairman of the Board may call a meeting of the Board at any time. The Board of Directors shall meet a minimum of 4 times per annum.

  2. Managing meetings of the Board

    It is the responsibility of the Chairman to:

    • Manage the Board and its affairs and set its agenda
    • Ensure that members of the Board receive accurate, timely and clear information;
    • Manage the Board to ensure that sufficient time is allowed for discussion of complex or contentious issues;
    • Encourage active engagement by all the members of the Board;

    Ensure that performance of individuals, the whole Board and its committees is evaluated at least once a year.

  3. AGM procedures

    Subject to sections 133 and 141 of the Companies Act 1963, an annual general meeting and a meeting called for the passing of a special resolution shall be called by 21 days’ notice in writing to the members at the least and a meeting of the Company (other than an annual general meeting or a meeting for the passing of a special resolution) shall be called by seven days’ notice in writing at the least.
    Normal business to be conducted at the AGM will include:

    • Election / rotation of directors
    • Appointment of Auditors & fixed remuneration of auditors
    • Approval of reports and accounts
    • Consider resolutions
  4. Quorum

    No business shall be transacted at any general meeting (at which shareholders are present) unless a quorum of members is present at the time when the meeting proceeds to business. Save as herein otherwise provided a quorum of members shall be two, present in person or by proxy.

    The quorum necessary for the transaction of the business of the directors shall be half the membership of the board plus one. It is provided that any director may participate in a meeting of the directors by means of telephonic or other similar communication whereby all persons participating in the meeting can hear each other speak; and participation in a meeting in this manner shall be deemed to constitute presence in person (or as the case may be, by alternative) at such meeting and any director (or his alternative) may be situated in any part of the world for any such meeting.

  5. AGM procedures

    The directors may meet together for the dispatch of business, adjourn and otherwise regulate their meetings as they think fit. Questions arising at any meeting shall be decided by a majority of votes.
    Decisions at directors meetings shall be arrived at by consensus if possible, and failing this, shall be determined by a simple majority vote, the Chairman having a second or casting vote in the event of a tie.
    A director may vote in respect of any contract, appointment or arrangement in which he/she is interested, and he/she shall be counted in the quorum present at the meeting.
    The directors may exercise the voting powers conferred by the shares of any subsidiary company in all respects as they think fit.

  6. Agendas

    Agendas will be sent to Members of the Board before the meeting and supporting papers whenever possible shall accompany the agenda.

  7. Chairman of Meeting

    If the Chairman is absent from the meeting the deputy Chairman will chair the meeting.

  8. Chairman’s Ruling

    Statements of Members of the Board made at meetings of the Board shall be relevant to the matter under discussion at the material time and the decision of the Chairman of the meeting on questions of order, relevancy, regularity and any other matters shall be final.

  9. Motions

    With the agreement of the Chairman, any director can raise specific motions at meetings of the board. If the Chairman does not agree to the motion, the director must get the backing of 50% of the directors to have the motion raised at a meeting.

  10. Agendas

    The Minutes of the proceedings of a meeting shall be drawn up and submitted for agreement at the next ensuing meeting where they will be signed by the person presiding at it. Minutes shall be circulated in accordance with members’ wishes.

  11. Record of Attendance

    Names of the Chairman and Members of the Board present at the meeting shall be recorded in the minutes.

  12. Annual Review

    The Board shall allocate at least one special meeting each year to review Board Strategy.


  1. The Directors of the Board should consist of:
    • Election / rotation of directors
    • Appointment of Auditors & fixed remuneration of auditors
    • Approval of reports and accounts
  2. Appointment of Directors

    The first directors of the Company shall be deemed to have been appointed pursuant to section 3(5) of the Companies (Amendment) Act, 1982.

    The appointment of the directors should be a matter for ratification at the AGM but can, if deemed necessary be carried out outside of the AGM.

  3. Chairman

    The board of directors shall elect a Chairman from the independent non-executive directors. This choice of Chairman shall be reviewed at the following AGM.

  4. Membership

    Unless otherwise determined by an ordinary resolution of the Company the number of directors shall not be less than two or more than seventeen.

    Changes in the number of non-executive directors, and the realisation of such changes, will be a matter for the shareholders of the Company. The competencies and experience of these “independent” non-executive directors should be diverse and such as will contribute meaningfully to the effective and efficient management of the affairs of the Board of the Company. These competencies should include: finance, strategic management, compliance, risk management, business experience and effective chairmanship.

    Subject to a vacancy existing, the Board of Directors shall also be in a position to co-opt additional independent non-executive directors onto the Board as may be needed at a particular time.

  5. Structures

    The Board of Directors shall have the power to bring into force structures and organisations for the effective management of the Company by the Board.

  6. Duty of confidentiality

    The business of the board shall be regarded as confidential to the board of directors and shall not be discussed inappropriately in any other forum.

  7. Declaration / Conflict of Interests

    Directors are required to declare interests, which are relevant and material to the board of which they are a Member. All existing Board members should declare such interests. Any board members should do so on appointment.

    At the time Directors’ interests are declared; they should be recorded in the Board minutes. Any changes in interests should be declared at the next Board meeting following the change occurring.
    During the course of a Board meeting, if a conflict of interest is established, the Director concerned should withdraw from the meeting and play no part in the relevant discussion or decision.

  8. Register of Interests

    The company Secretary will ensure that a Register of Interests is established to record formally declarations of interests of Directors. In particular, the Register will include details of all directorships and other relevant and material interests which have been declared by Directors.

Standing Orders Of The Board Of Director


  1. The committees of the board are as follows:
    • Finance / Audit / Risk – members of the committee are appointed by the Board. There should be a minimum of three members on the finance committee; the committee should be comprised of a majority of non-executive directors, one of who should be Chairman. The aim of the Committee is to advise the Board on the financial affairs of the company, review service plan and activity V’s budget, keep financial targets under review, review expenditure trends internally and externally and review specific matters referred by the Board of Directors as appropriate for such a committee. A key part of this Committee’s remit will be to monitor the independence, objectivity and effectiveness of the external auditors and to review the audit and related services which they provide as well as monitoring the performance of the internal auditor and tracking the resolution of issues raised by the internal auditor. Another key remit of this committee will be to monitor the risks (opportunities and threats) facing the company and ensuring effective mitigating controls are in place along with identified risk actions.
  2. The terms of reference, Chairman and the membership of each committee must be determined by the board of directors.
  3. The committees operate under the same standing orders and memorandum & articles of association as the board of directors.
  4. The committees shall report directly to the board of directors.
  5. Delegation of duties
    the board of directors may delegate such duties as they deem fit from time to time to the committees.
  6. When forming a committee of the directors, the directors may authorise, or may authorise such committee to authorise, any person who is not a director to attend all or any meetings of any such committee on such terms as the directors (or as the case may be such committee) shall think fit, but any person so authorised shall not be entitled to vote at such meetings.

Matters Referred To The Board

Schedule of matters reserved for the Board

  1. Company strategy and management issues
  2. Structure and capital – changes to structures
  3. Financial reporting and controls - (Ref: Finance/ Audit / Risk Sub-Committee)
    Performance Indicators will be referred periodically to the board for evaluation through the relevant shareholders or relevant parties decided by the board.
  4. Internal controls – (Ref: Finance / Audit / Risk Sub-Committee)
    Accounts and Audit reports will be referred through the Finance / Audit / Risk Committee
  5. Major Contracts e.g.
    Major capital projects equipment / maintenance projects in excess of €1M
    Other material contracts e.g. bank borrowings in excess of €1M
    All material contracts, especially those not in the ordinary course of business should be referred to the board for decision prior to the commitment of the company.
  6. Board membership and other appointments
  7. Remuneration – (Ref: Finance / Audit / Risk Sub-Committee)
  8. Delegation of Authority – approval of Terms of Reference of Board Committees
  9. Corporate governance matters
  10. Other:
    - approval of the Company's principal professional advisors
    - major defense or settlement of litigation
    - major changes to the groups Pension Scheme

Procedure for dealing with urgent matters between Board Meetings

It is recommended that a telephone or video conference meeting should be held in which as many directors as possible participate. This allows directors the opportunity to discuss the matter and ask questions. Any director who cannot attend should still be sent the relevant papers and have the opportunity to give their views to the Chairman, another director or the company secretary before the meeting.

Standing Orders of the Board Of Director


The Seal

The seal shall be used only by the authority of the directors or of a committee of directors authorised by directors in that behalf and every instrument to which the seal shall be affixed shall be signed by a director and shall be counter-signed by the secretary or by a second director or by some other person appointed by the directors for that purpose.

Legal Advice

Directors who wish to get legal and/or secretarial advice may do so by a request to the CEO and/or the Chairman of the board. These requests may be directed through the company secretary.

In its goal to be ahead in this global competition of money remittance businesses, CBN Grupo makes use of the latest technology and continually finds innovative ways to send the hard-earned money of their clients back home at the highest exchange rate and shortest possible time. To date, CBN Grupo offers the following remittance services:
Door to door delivery
CBN Grupo delivers the client’s money straight at their beneficiary's doorstep within 24 hours in Metro Manila and within 48 hours in the provincial areas. 
Bank to bank deposit
Within 24 hours, CBN Grupo can deposit money directly to an account with any major bank in the Philippines.
BDO Cash Card
Powered by BDO, the CBN Cash Card is a fully-secured, prepaid and reloadable card that caters for the OFWs and their beneficiaries. It works as a debit card and an ATM card where cash card holders can withdraw their money anytime at BDO, Expressnet and Megalink ATMs in the Philippines. The Cash Card has a co-branding feature with CBN logo on the face of the card. The advertising mileage is a plus for CBN as it strengthens its association with one of the biggest banks in the Philippines.

A card with multiple functionalities helps CBN to stay ahead of its competitors:

  1. Funds are made available 24/7 since reloading is done real-time. This allows remittances to be claimed any time of the day regardless of contrasting time zones.
  2. An ATM card where beneficiaries can make withdrawals at any BDO ATM, Expressnet and Megalink ATM machines all over the Philippines.
  3. A debit card which can be used to purchase goods at more than 10,000 accredited merchants like the SM Department Stores, its affiliate stores, and more.
In addition, cardholders of the CBN Cash Card also enjoy various benefits offered by the bank and SM through its regular Cash Card promotions.
Banco de Oro Services

Through its strategic partnership with BDO Unibank, INC., CBN Grupo is able to provide beyond the traditional remittance services. Thru BDO, it offers a wide array of services conveniently available to Overseas Filipino Workers and their beneficiaries including the following:

Whereas other banks can only provide remittance payouts limited to their banking hours and days, BDO’s cash pickup anywhere service gives beneficiaries the convenience of claiming their remittance on their desired location and time.

BDO Branches
The distribution channels transcend the normal banking hours as majority of BDO branches are open until 6pm and branches inside the SM malls are also open on weekends until 7:00 pm. (SM malls are very large shopping malls with very high customer numbers). With nearly 900 branches nationwide, this channel truly addresses CBN’s need to provide convenience to its clients.

SM Forex Counters in SM Department Stores and SM Hypermarkets
Appropriate to the ever changing lifestyle of the client’s families in the Philippines, BDO has chosen the SM malls for servicing remittances through its SM Forex counters. BDO is the only bank which has access to the SM Department Stores, the biggest retail chain in the Philippines, giving beneficiaries of the Overseas Filipino Workers the ultimate convenience. This makes it a one-stop shop destination where money is available 7 days a week up to 8:00 pm in 30 SM Supermalls and 11 Hypermarkets.

Rural Bank Partners
For families in the remote areas of the country, only BDO has partnered with several rural banks where beneficiaries can claim the remittance in the most expedient manner. With more than 500 rural bank branches all over the Philippines, this has created a new dimension of convenience in claiming remittances.

The following is the current number of BDO Remit Pick up Centers as of June 2015:

BDO Branches                                               892
BDO Remit Counters:                                   123
Rural banks                                                    547
M. Lhuillier - Kwarta Padala                     1,665
Cash Pick-up Cebuana Lhuillier             1,694
Prime Remit                                                    197
Palawan Pawnshop                                   1,234
RD Pawnshop                                                586
                                                            Total  6,938      





€1- €500      =  €7


€1- €500      = € 7


€1- €500      = € 7



Toni Rose M. Armas, BDO Remittance

Banco De Oro Unibank, Inc. and CBN Grupo, the Bank’s biggest remittance partner in Europe recently celebrated their 5th year of strategic partnership.

Both known as leader in the remittance industry, BDO and CBN’s strategic alliance since 2004 has allowed both companies to expand its presence in Europe, serving more Filipinos in the region. BDO’s wide and unique variety of distribution channels in the Philippines strengthens CBN’s commitment to deliver exceptional value to its customers. With BDO’s over 3,000 Cash Pick up locations in the Philippines, the Bank guarantees secure, reliable and convenient remittance service to Filipinos wherever they may be. Meanwhile, CBN’s wide presence in Europe contributes to BDO’s efforts to capture the Filipino remittance market in the region. To be able to serve more customers, CBN opened a new office in Madrid, Spain last March.

Fueled by joint in marketing efforts and shared principles of providing the best service to their customers, the partnership grew, resulting to significant increase in the number of transactions and volume year after year. This year, around 65 percent of remittance sent through CBN offices abroad are BDO remittance transactions.

CBN Grupo, BDO's biggest remittance partner in Europe, recently opened a new branch in Athens, Greece. The newly opened branch is located along kifissias Avenue in the large, central distric of Ambelokipi. This is CBN's 2nd branch in Athens, next to its first office located along Omirou Street near the Athens Catholic Cathedral

CBN's Ambelokipi branch is the remittance company's 7th among its network of European offices. CBN has two offices in United Kingdom, one in London and another branch in Belfast, Northern Island, one in Dublin, Ireland and two offices in Spain located in Barcelona and Madrid.


CBN London has been granted authorisation to carry on payment services activities from 24th November 2009 under the Payment Services Regulations 2009 (PSR's)

Our Customer can check the details of CBN London Ltd's Authorisation on the PSD Register, which can be found at http://www.fsa..gov.uk/register/home.do


We are opening a new CBN office in Athens This office is located at the 52 Kifissias Avenue Ambelokipi Athens Greece 115 23.
Promotional Charges from CBN GREECE S.A. - ATHENS from November 2009 - March 2010.
5 mins.
1-3000 € 5 €
Next day 8:00 am Manila time even on weekends
1-3000 € 5 €
1,501 - 3000 €
7 €
10 €
DOOR TO DOOR 1 -1500 €
1,501 - 3000 €
7 €
10 €







Good news! CBN London Ltd is now accepting debit & credit card payment of remittances over the phone! Subject to pre-registration