UAE Economic and FY 2012 Financial Results Update

2012 Strategic Imperatives (cont) Emirates NBD 3 Enhance Support Functions and Strengthen Platforms 2012 Objectives - • Continue to upgrade and enhance IT platforms undertake implementation of the lean transformation initiative which was initiated in 2011 • Further enhance the scope of Tanfeeth by migrating additional banking support and back office processes • Further enhance the customer service proposition through focused initiatives to be undertaken by Group Service Quality / "Tamayyuz" • Implement Core banking and Private banking systems in KSA and Singapore (PB only) in addition to enabling online banking Evidence of Success • = Lean transformation in second wave with focus on IT portfolio rationalisation to focus on IT developments on key strategic priorities and optimise return on IT investment Expanded Tanfeeth (our shared services provider) scope with on-boarding of the Operations and Call Center at the beginning of the year Completed the integration of Emirates NBD's HR Services, Finance & Accounting, Collections and Trade Finance Operating units into Tanfeeth ⚫ Customer service excellence program rolled-out across all branches and key processes reengineered. Major improvements include • • - NPS (Net promotor scores) in branches increased by an additional 28% in 2012 Reengineering led to significantly improved Turn-around times (TAT), e.g. Auto Loans TAT improved by c.44% for premium customers and Credit Cards TAT improved by c.51% Development of Group wide Business Process Management (BPM) program aiming at process streamlining and automation to realise further efficiencies end to end from branches to back office and enhancing the customer experience Completed integration of Dubai Bank within nine months, creating the 3rd largest Islamic bank in the UAE by assets and branches 33 33

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