Emirates NBD Operating Costs and Efficiency Highlights slide image

Emirates NBD Operating Costs and Efficiency Highlights

Strategic Imperatives for 2011 Enhance Platforms Measured Investment in Platforms for Growth Objectives ▪ Further enhance employee proposition through talent/leadership development as well as performance and retention management ■ Continued enhancement of the Group wide Risk strategy and alignment of policies to defined risk appetite Roll-out of Group wide service Excellence effort as part of a change management program along all customer touch points ■ Continuously upgrading and enhancing IT platforms ▪ Exploit domestic opportunities - Implementation of Private Banking growth plan and strengthening SME segment - Continued distribution network expansion / optimisation - Continued roll-out of Abu Dhabi growth plan Exploit international opportunities - Implementation of organic growth plan for KSA and detailing growth strategies for all other existing locations - Proactively pursuing inorganic regional expansion opportunities Evidence of Success in H1 2011 ▪ Launched Managerial Leadership Program partnership with HULT International Business School in ▪ Risk Strategy revised ; bank-wide roll-out and integration with economic profit framework planned in H2 ■ Service improvements through rigorous analysis of findings from customer surveys and mystery shopping; front-line program designed and being rolled-out over next quarters ▪ Further strengthen IT platforms for international locations: FinnOne roll-out in KSA and Finacle roll-out in London ▪ Exploit domestic opportunities - Further increase of Private Banking RMs and build-up of SME team (increase of around 30 RMs across these businesses) - 7 new branches, 2 in Dubai, 4 in Abu Dhabi and 1 in Sharjah taking total number of branches to 142, plan to open at least 10 more branches in 2011 across the UAE - Direct sales force team almost doubled to 690 FTE ▪ Exploit international opportunities - Establishing KSA onshore wealth management platform for PB and Retail Business, further build-up of alternate channels including increase of DSF from around 60 to 200 Emirates NBD 31
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