Dubai Economic Update

2 Strategic Imperatives (cont'd) Drive Profitability 2011 Objectives Management focus on yield optimisation ▪ Extending Key account planning capturing a larger share of wallet of existing broad customer base through cross-sell Treasury and Investment Banking services to corporate clients ■ Increasing fee income through enhanced sales efficiency for FX, investment and banc- assurance products ■ Improve customer retention and deliver distinctive customer service ■ Continue implementation of revised spend control processes ■ Capturing significant efficiency and process improvements through Outsourcing Evidence of Success in 2011 Revamped pricing and customer selection models in retail banking resulting in improved CWM NIM by 47 bps ■ Used Key account planning to capture larger share of trade finance business of existing customers; pilot being rolled out across the Corporate network ■ Increased fee income in CWM by 6% y-o-y through enhanced sales efficiency (i.e. cards acquisition increased by 80%) and build-up of wealth management and bancassurance team for Retail and Priority banking ■ Established Tanfeeth to capture efficiency and process improvements 2012 Objectives ■ Revenue growth Increase cross-sell and bolster fee based business within the Consumer Banking and Wealth Management segment; e.g. FX, bancassurance, investments, etc. - Extend key account management model across wholesale banking segment; e.g. drive treasury sales and investment banking services to existing corporate relationships - - Roll out sales effectiveness program across branches and direct sales force ■ Cost management - Continue to focus on cost and operate in a target cost income ratio of 33% to 34% - Efficiency gains through merging operational activities into Tanfeeth, and centralizing procurement activities Emirates NBD 33 33

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