Q2-18 Financial Results Highlights
Appendix
Strategy
Financial & Operating Performance
Emirates NBD Profile
Operating Environment
Highlights of strategic achievements in 2017
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2017 Strategic Priorities
Deliver an
excellent customer
experience
Drive core
business
Run an efficient
organization
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Reinforce
ENBD's position as a digital
innovator in the region via
Best-in-class online, mobile banking services
New digital channels, products, capabilities
Digital platforms for seamless service to
Corporates
Gain market share across Retail products
Rebalance Islamic franchise for profitable
growth
Diversify wholesale banking loans portfolio
Grow fee income via improved Transaction
Banking, Treasury and online offerings
Transform the IT platform to increase agility and
enable digital banking
Streamline and automate key processes for end-to-
end digitization
Optimize risk return matrix and lower cost of risk
Alignment of KPIs and optimization of governance
structures for better collaboration
Key Achievements
• Won several awards including Most Innovative Financial Services
Organization of the Year globally, at BAI Global Innovation Awards 2017
Launched Liv., the first digital bank for millennials centred on lifestyle
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60% of Corporate cheques deposited online using ICCS collect product
Other key innovations - EVA, SkyShopper, FaceBanking
RBWM CASA balances up 6%; over AED 2 bn disbursals in home loans
Introduced Samsung Pay and Apple Pay, expanding digital offering suite
Emirates Islamic recorded 565% YOY growth in Net Profits
Engaged more Corporates on fee drivers with growth in payments
volumes (11% YOY) and higher non-funded income (8% YOY)
Committed an AED 1 bn investment towards digital transformation
(invested over next 3 years)
Achieved service milestones - increased self-service (12% drop in branch
transactions), introduction of paperless personal loan applications through
tablets (two-thirds of sourcing)
Commenced development of state-of-the-art Wholesale Banking CRM
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Drive geographic
expansion
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Sustain growth and deepen footprint in Egypt
Catalyze growth in other offshore locations
Continue to evaluate potential organic and
inorganic opportunities in selected markets
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Build a high
performing
organization
Continue to drive nationalization efforts and
develop local leadership talent
Focus on performance management and
employee engagement (People management
capabilities, reward systems, impactful
action)
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Commenced branch operations in India in November, 2017
Expedited work on opening of three new branches in KSA (Q1, 2018)
International assets grew by 3% YOY
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Received approval to open a Representative Office in Turkey to focus on
Fl and Corporates
Many key strategic roles in the Group were filled by senior Nationals
New performance model in line with Group's digital and agile agenda was
successfully piloted.
Emirates NBD engagement level in 2017 was 62%, which is higher than
GCC Commercial Banks (52%) and Global Commercial Banks (61%).
Emirates NBD
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