Emirates NBD Financial Performance and Awards 2014

Strategic update - 2014 achievements Priorities Deliver an excellent customer experience 2014 Objectives Continue Group-wide Service Excellence Program Lead multi-channel banking in the UAE Drive customer service through social media and other platforms Achievements • • Emirates NBD . Enhanced customer experience via proactive servicing and improved complaint management Expanded digital services across all channels, especially mobile banking and launched innovative products, e.g., EIPO 2 Build a high performing organization 3 • Drive Nationalization efforts Raise employee engagement to be at par with best in class global banks Improve performance management and accountability across Group Drive core business Run an efficient organization Transform Wholesale Banking franchise Fortify Retail franchise and turbo-charge Islamic finance Focus on legacy NPLs and tail management Diversify income streams, improve capital efficiency and liquidity Streamline organizational set-up Streamline operations and platforms • • • · • • • Increased customer service availability on Facebook and Twitter 3-year nationalization strategy approved by the Board of Directors (currently under implementation) Employee engagement increased by 4% over 2013 while ENBD scored 12% higher than GCC benchmark National Leadership Program launched to identify and grow future senior leaders Transformation on track with new leadership and key investments Retail Loans growth of 11%, Islamic Financing Receivables growth of 14% NPL ratio improved significantly to 7.8% and coverage improved to 100.3% Capital adequacy improved from 19.6% to 21.1% Advances to deposits ratio improved from 99.5% to 95.2% • Increased fee to income ratio from 27.9% to 29.6% 5 Drive geographic expansion • Integrate Egypt business into Emirates NBD Group Selectively pursue organic growth in current international markets • Egypt integration is ongoing and expected to be completed in Q2 2015 31

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