Prospect Information Deck Abu Dhabi Commercial Bank ADCB

Prospect Information Deck: Abu Dhabi Commercial Bank (ADCB) 16 June 2016 Product Strategy Team

Overview

Abu Dhabi Commercial Bank PJSC Company Overview: www. adcb. com Abu Dhabi, UAE Highlights: § Established: 1985 § Employees: ~5, 000 § Type: Public § Total Assets: AED 228 Key Competitors: Bn §§ NBAD Net Profit: AED 4. 9 Bn § FGB § § § Union National Bank Emirates NBD Mashreq Bank RAKBANK Dubai Islamic Bank Cost to Income Ratio: § Abu Dhabi Commercial Bank PJSC (ADCB) is a United Arab Emirates-based bank engaged in the business of retail banking, commercial banking and Islamic banking and the provision of other financial services. § The Bank operates in four segments: • Wholesale banking segment comprises of business banking, cash management, trade finance, corporate finance, investment banking, Indian operations, Islamic financing, infrastructure, strategic client operations; • Consumer banking segment comprises of retail, wealth management and Islamic financing; • Investment and Treasury segment comprises of central treasury operations, management of the Bank's investment portfolio and interest rate, currency and commodity derivative portfolio and Islamic financing, and • Property management segment comprises of real estate management and engineering service operations of subsidiaries § The bank Serves over 690, 000 retail customers and over 52, 000 corporate and SME clients § The bank operates through a network of 49 branches, 3 pay offices and 2 branches in India, 1 branch in Jersey and a representative office in London and Singapore § As at 31 st December 2015, ADCB had a market share of 10. 8% and 9. 8% for loans and deposits, respectively § Abu Dhabi Commercial Bank (ADCB) was formed in 1985 as a public shareholding company with limited liability, upon merger of Emirates Commercial Bank and Federal Commercial Bank with Khaleej Commercial Bank, which was established in 1975 34. 0% 34. 2% 2014 2015 33. 1% 32. 2% 31. 4% 2011 2012 2013 Key Executives: § Ala’a Eraiqat: Group CEO, Executive Director § Jerry Möllenkramer: Group COO § Deepak Khullar: Group CFO § Arup Mukhopadhyay: Group Head of Consumer Banking § Colin Fraser: Group Head of Wholesale Banking § Kishore Rao: Chief Risk Officer § Ali Darwish: Group Head of HR § Kevin Taylor: Group Treasurer Source: Company Presentations; Sutherland Research Sutherland Global Services Proprietary & Confidential 3

ADCB – Key Facts Company Overview Ownership Structure (As on 31 December 2015) ADCB in Numbers ADCB franchise Number of retail customers 2014 580, 000 690, 000 49000 52, 000 Market cap (AED Bn)1 37 34 Branch network (UAE)2 50 49 3 3 10. 7 10. 8 Market share of deposits (%) 8. 9 9. 8 Total assets (AED Bn) 204 228 Total equity (AED Bn) 26 29 4. 201 4. 927 Number of wholesale clients Overseas branches 3 Market share of loans, gross (%) Net profit (AED Bn) Abu Dhabi Investment Council (ADIC), 58. 08% 2015 Free float Individuals, Corporates, and UAE royal family members, 23. 17% Free float foreign investors, 11. 65% ADCB - Held as treasury shares as part of the share buyback programme, 7. 10% Excluding treasury shares Excludes pay offices 3 Two branches in India and one branch in Jersey 1 2 Source: Investor Presentation Sutherland Global Services Proprietary & Confidential 4

ADCB Offerings Products and Services Consumer Banking § Covers retail, wealth management and Islamic operations § Growth in consumer banking underpinned by an increased product offering, expansion of sales and distribution infrastructure and effective cross-selling Treasury and Investments Wholesale Banking § Relationship coverage to SMEs and large corporate clients, financial institutions, Indian operations, international business development, strategic client operations, corporate finance and investment banking § Co-branded Visa Cards with Etihad Airways § JV with Macquarie Bank covering infrastructure funds § Touchpoints – Unique market leading rewards program for customers § Established cash management franchise § Disciplined management of balance sheet growth and well monitored asset quality § Strategic relationship with Bank of America Merrill Lynch and Banco Santander to allow clients who require services in the region to access capabilities provided by ADCB Source: Company Presentations; Sutherland Research § § Treasury business and investment portfolio provides interest rate, commodities and foreign exchange services Covers money market, FX, interest rates, currency, commodity derivatives and asset & liability management Sutherland Global Services Proprietary & Confidential Property Management § Includes real estate and property management activities § Comprises real estate management and engineering service operations of subsidiaries - Abu Dhabi Commercial Properties, Abu Dhabi Commercial Engineering Services, investment properties and rental income of ADCB 5

Operational Highlights

Financial Highlights (1/4) Operating income jumped 10% Yo. Y basis to AED 8, 260 Mn in 2015 Operating Income by Segment (AED Mn) Operating Income (AED Mn) 6, 070 1, 382 6, 595 1, 388 7, 319 7, 530 1, 890 1, 945 5, 585 4, 688 5, 207 5, 429 2011 2012 2013 Interest Income 2014 8, 261 2, 055 6, 206 2015 4, 006 Treasury & Investments, 21% Property Management, 4% Consumer Banking, 45% Non-Interest Income Operating Profit (AED Mn) 4, 526 2015 Operating Income – AED 8, 261 Mn Wholesale Banking, 30% 4, 961 Net Profit (AED Mn) 4, 966 5, 434 4, 927 3, 620 4, 201 2, 810 1, 731 2012 2013 2014 2015 2011 2012 2013 2014 2015 Operating Income (AED Mn) Operating income § Operating income was up 10% year on year at AED 8, 260 Mn in 2015 • Net interest income up 11% year on year at AED 6, 206 Mn in 2015 • Non-interest income was up 6% year on year at AED 2, 055 Mn in 2015, mainly on account of higher fees and commission income, which was offset by lower trading income. Diversified revenue stream, increased emphasis on noninterest income generation. In 2015, non-interest income accounted for 25% of operating income – Net fees and commission income accounted for 70% of total non-interest income in 2015, compared to 64% in 2014 § CBG delivered a year on year growth of 16% in operating income at AED 3, 749 Mn, while WBG delivered an increase of 26% year on year at AED 2, 496 Mn in 2015 § Operating income for Treasury was AED 1, 696 mn, 14% lower year on year Net Profit § Recorded net profit of AED 4927 Mn in 2015, up 17% and net profit attributable to equity shareholders of AED 4, 924 Mn, up 22% year on year Source: Company Investor Presentation Sutherland Global Services Proprietary & Confidential 7

Financial Highlights (2/4) Loan portfolio remains UAE centric and well diversified Key Highlights Total assets (AED Bn) § Net loans increased 9% year on year to AED 153, 677 Mn as at 31 December 2015, and comprised 67% of total assets (Dec’ 14: 69%) § Wholesale Banking loans (gross) were up 7% and Consumer Banking loans (gross) were up 10% year on year in 2015 § Wholesale Banking loans comprised 56% and Consumer Banking loans comprised 44% of total loans (net), stable over 2014 § 90% of loans (gross) were within the UAE in line with the Bank’s UAE centric strategy § 56% of loans (gross) were in Abu Dhabi and 29% were in Dubai § Personal loans comprised 25% of total gross loans (Dec’ 14: 23%) § Islamic Banking continued to be a key driver of growth, with net Islamic financing assets up 32% year on year to AED 14, 542 Mn in 2015 Composition of assets Net Loans & 2015 Total assets – AED 228, 267 Mn Advances, 67% Derivative , 2% Reverse Repo Fixed, placements, intangible & & 2% Deposits other assets, due balances 4% bank, 7% from Cash & balances with CB, 9% 181 183 2011 2012 2013 Gross loans by economic sector 2015 Gross loans – AED 160, 022 Mn Personal, 25% Investments, 9% 184 Government, 21% Financial institutions, 12% Trading, 3% Real estate investment & hospitality, 34% 204 2014 228 2015 % contribution to net loans and advance by business segment 2015 Net loans – AED 153, 677 Mn Consumer Banking, 44% Wholesale Banking, 56% Others, 5% Source: Company Presentation Sutherland Global Services Proprietary & Confidential 8

Financial Highlights (3/4) CASA deposits comprised 44% of total customer deposits for 2015 Key Highlights Composition of liabilities, 2015 § Customer deposits increased 14% year on year to AED 143, 526 Mn as at 31 December 2015, and comprised 72% of total liabilities (Dec’ 14: 71%) § CASA customer deposits comprised 44% of total customer deposits as at 31 December 2015, our strong cash management platform continues to be key enabler for ongoing CASA growth § Wholesale funding including Euro Commercial Paper accounted for 20% of total liabilities as at 31 December 2015, providing a stable, long-term and reliable source of funding § Consumer Banking deposits comprised 29%, Wholesale Banking deposits comprised 41% and Treasury comprised 29% of total customer deposits in 2015 § Total Islamic deposits grew 9% year on year to AED 10, 222 Mn as at 31 December 2015 CASA deposits (AED Bn) 2011 2012 2013 2014 2015 Total liabilities – AED 199. 5 Bn Customer deposits, 72% Other liabilities, 5% Due to banks, 1% Derivative financial Euro commercial instruments, 2% paper, 3% Borrowings, 17% Customer deposits (AED Bn) 28 36 109 115 2011 2012 2013 126 144 44 56 63 2014 2015 Source: Company Investor Presentation Sutherland Global Services Proprietary & Confidential 9

Financial Highlights (4/4) Key Ratios’ Return on average assets (%) Return on average equity (%) 13. 02% 15. 45% 18. 14% 20. 35% 1. 72% 2. 22% 1. 37% 8. 92% 2011 2. 00% 0. 83% 2012 2013 2014 2015 Cost to income ratio (%) 2011 2012 2013 2014 2015 Capital adequacy ratio (%) 34. 00% 34. 20% 2011 22. 51% 2012 33. 10% 32. 20% 23. 05% 2013 21. 21% 31. 40% 2014 2015 2011 2012 2013 2014 21. 03% 19. 76% 2015 Source: Company Investor Presentation Sutherland Global Services Proprietary & Confidential 10

ADCB Strengths Core Strengths Situated to benefit from UAE economic growth § Government projects will continue to provide opportunities for all of ADCB’s businesses § Despite weaker oil prices, progress expected with core projects § § The Government (Abu Dhabi Investment Council) owns 58. 08% of the issued share capital § Long-standing government related corporate client base Government remain focused on driving economic diversification Strong domestic franchise with a well known and trusted brand § Broad portfolio of innovative consumer and wholesale products § Over 690, 000 retail customers and over 52, 000 corporate customers § Customized cash management and trade finance solutions § Strategic partnerships with Bank of America Merrill Lynch and Banco Santander Robust capital ratios, stable liquidity & funding profile, healthy asset quality Supportive principal shareholders § Total CAR of 19. 76%, Tier I capital ratio of 16. 29% § Net lender of AED 22 Bn* in the interbank markets as at 31 December 2015 § Strong risk management culture, NPL ratio of 3. 0% and provision coverage ratio of 128. 5% as at 31 December 2015 Experienced management team and strong corporate governance culture Measured growth, sustainable profitability § § § Resilient balance sheet and disciplined growth § Between 2010 -2015, total assets increased 28% whilst operating income grew 65% Management team has experience in international and regional institutions § Regional leader in corporate governance, maintaining high standards with clear framework and policies emphasizing transparency, integrity, accountability and fairness ROE of 20. 35%, amongst the highest in our peer group *Includes AED 6. 6 Bn of certificate of deposits with UAE Central Bank and AED 2. 4 Nn of reverse repo placements with Banks as at 31 December 2015 Source: Company Presentations; Sutherland Research Sutherland Global Services Proprietary & Confidential 11

ADCB Against Peers Highest NIM and ROE while maintaining robust capital ratios 2015 Balance sheet (AED Bn) Key performance indicators (%) Net Loans 153. 7 205. 9 149. 8 68. 4 270. 6 Total Deposits 143. 5 233. 8 142. 5 74. 8 287. 2 Total Equity 28. 7 43. 2 35. 9 17. 7 50. 7 ROE 20. 3 14. 3 18. 9 11. 7 16. 6 NIM (calc. ) 3. 27 2. 03 3. 35 3. 2 3. 1 CAR 19. 8 16. 7 17. 5 19. 4 20. 7 3 3 3. 1 3. 8 7. 2 128. 5 95 91. 1 100. 7 109. 2 0. 29 0. 34 0. 86 0. 96 1. 25 NPL ratio* Provision coverage ratio* Cost of risk NIM: Net interest margin, CAR: Capital adequacy ratio, NPL: Non-performing loan ROE: Return on equity: (Annualised) Net profit attributable to equity shareholders is considered, i. e. , net profit after deducting minority interest and coupon on Tier 1 capital notes Cost of risk: Total provisions charged (net of recoveries) including investments/average loans & advances and investments Source: Investor Presentation *Peers do not classify loans that are 90 days past due as impaired loans, above NPL and coverage ratio factor this in account Sutherland Global Services Proprietary & Confidential 12

Strategy

Strategy Focus on home market along with increasing the CASA portfolio are few of the strategic priorities Growth through a UAE-Centric Approach with controlled internationalization § ADCB’s sharp focus on serving the UAE - growing market of significant business potential is one of the banks major differentiating strengths § ADCB’s vision is to build the biggest retail bank in the UAE, and the largest wholesale franchise in the chosen business segments, by maintaining and consolidating business in the UAE § ADCB’s UAE- centric focus has given a strong domestic franchise and extensive, high-quality brand recognition, with 49 branches in the UAE. Currently, bank serve a growing customer base of more than 650, 000 retail customers and over 52, 000 corporate clients § As at 31 December 2015, 90% of bank’s loan book (gross) and 45% of investment portfolio was in the UAE § ADCB is also committed to investing in the UAE’s long-term social and economic infrastructure, in line with the UAE Vision 2021 and the Abu Dhabi Economic Vision 2030 § ADCB has selective presence outside the UAE, primarily to expand the financial solutions available to our UAE customers • In addition to two branches in India and one in Jersey, the bank recently opened representative offices, one in London and one in Singapore, that allow bank to capitalise on global economic trade and investment flows • The bank also has strategic partnerships in place with Bank of America Merrill Lynch and Banco Santander to provide a global network for its clients Sustainability through Liability Growth § ADCB’s liability structure continues to deliver sustainable profitability and growth. Banks customer deposits increased 14% in 2015 and comprised 72% of total liabilities as at 31 December 2015 § CASA deposits were 44% of total customer deposits at year-end 2015. ADCB’s cost of funds for 2015 was 0. 92% compared to 2. 64% in 2010. The increase in CASA deposits also resulted in a meaningful improvement of the Bank’s loan to deposit ratio, from 115. 7% in 2010 to 107. 1% in 2015 Source: Company Website Sutherland Global Services Proprietary & Confidential 14

Recent Developments

Key Developments Recent partnership agreement, award/recognition and strategic initiatives Year Type Description 2016 Partnership Agreement § Zurich Global Life and Simplylife, a sub-brand of Abu Dhabi Commercial Bank (ADCB) signed a five-year cooperation deal to market and distribute protection products through Simplylife’s network in the UAE 2016 Partnership Agreement § Abu Dhabi Commercial Bank (ADCB) appointed Impact BBDO as its creative agency following a competitive pitch § The agency will work with the bank to elevate its position further and support its drive to be the leading bank in the UAE 2016 Award/Recognition § ADCB recognized by Euromoney Award for Excellence 2016 Partnership Agreement § Abu Dhabi Commercial Bank inks Escrow Account Agreement with Department of Municipal Affairs 2016 Award/Recognition § ADCB recognized with two prestigious awards by Asian Banker 2016 Strategic Initiative § Abu Dhabi Commercial Bank Launches an Industry First Ground-breaking Initiative in partnership with Emirates Foundation 2016 Strategic Initiative § ADCB launches regionally distinctive private banking 2015 Products/Services § ADCB offers its customers instant paperless personal loans 2015 Products/Services § ADCB expands its SME offer through "Purely Business" Web Portal 2015 Management change § ADCB Appoints New Head of Government Clients 2015 Management change § ADCB Appoints Head of London Representative Office 2015 Partnership Agreement § ADCB and Abu Dhabi Terminals sign finance agreement for landmark Abu Dhabi development at Khalifa Port Source: Sutherland Insights Sutherland Global Services Proprietary & Confidential 16

Key Executive Profiles

Executive Management (1/2) Key Profiles 01 § Ala’a M Eraiqat joined ADCB in January 2004 and since then has held various senior posts before taking over as Chief Executive Officer and also becoming a member of ADCB’s Board of Directors, in February 2009. He previously held senior positions at Citibank and Standard Chartered Bank amongst others § His responsibilities expand to chairing the following subsidiaries and committees of ADCB, among others: Abu Dhabi Commercial Properties, Abu Dhabi Commercial Engineering Services, Al Dhabi Brokerage, Management Executive Committee, Management Risk & Credit Committee § External appointments: Member of Board of Directors in Abu Dhabi National Hotels, Public Joint Stock Co, Director to the Master. Card Asia/Pacific, Middle East & Africa Regional Advisory Board, Member of Mubadala Infrastructure Partners Advisory Board Ala’a Eraiqat Group Chief Executive Officer 02 § Deepak was appointed Group Chief Financial Officer in 2008 and is responsible for group finance, investor relations, and strategic sourcing § He previously spent 15 years with Standard Chartered Bank, most recently as Chief Financial Officer of Standard Chartered First Bank in Korea. Before joining Standard Chartered he worked for 12 years with Ernst & Young and Price Waterhouse & Co (now Pricewaterhouse. Coopers) in the Middle East and India § He is an Associate of the Institute of Chartered Accountants of India and an Associate Member of the Association of Corporate Treasurers (UK) Deepak Khullar Group Chief Financial Officer 03 § Jerry was appointed Group Chief Operating Officer following the acquisition of the Royal Bank of Scotland’s retail banking business in the UAE in 2010 § He was previously Chief Operating Officer for Royal Bank of Scotland’s Middle East and Africa franchise, a position he held from 2008 § He also served as an Executive Director for ABN AMRO’s Group Services Division, and before that fulfilled various directorships within ABN’s Wholesale Division § Jerry holds a BA from the University of California, an MBA and Masters, in Business Informatics from Erasmus University – Rotterdam School of Management, and was a distinguished Fullbright fellow at the University of Leiden in The Netherlands Jerry Mollenkramer Group Chief Operating Officer Source: Company Website Sutherland Global Services Proprietary & Confidential 18

Executive Management (2/2) Key Profiles § Kishore joined ADCB as Chief Risk Officer in 2009, having started his banking career with State Bank of India where he spent 12 years in diverse roles 04 § He also spent 13 years at ABN AMRO, handling various assignments across Asia, Europe, and North America, and was Chief Credit & Risk Officer at Arab Banking Corporation for five years, responsible for enterprise-wide risk management implementation. Kishore is a member of ADCB’s MEC, MRC and ALCO § As the Bank’s first CRO, Kishore is charged with setting up, embedding, and expanding the risk framework. He is a qualified cost accountant and corporate secretary and holds a degree in physics Kishore Rao Naimpally Group Chief Risk Officer § Colin completed his Master of Arts in Financial Economics at the University of Dundee, receiving the Bowie Memorial Prize for top economics graduate 05 § He is an Associate of the Chartered Institute of Bankers and a Fellow of the Royal Society for the Arts. Colin joined Barclays Bank in 1992 and undertook various roles as an international banker § In 2007 he was appointed Barclays’ Corporate Banking Director, GCC, joining ADCB a year later as Executive Vice-President and Head of Wholesale Banking Group Colin Sean Fraser Head of Wholesale Banking 06 § Arup joined ADCB in 2005 and is Executive Vice President and Head of the Consumer Banking business § He had previously spent seven years with Citibank, latterly as Head of Wealth Management products and Marketing Director for its UAE consumer business § Before that he worked with Unilever in India in several sales and marketing roles. Arup is a Mechanical Engineering graduate and holds an MBA degree from the Indian Institute of Management, Lucknow Arup Mukhopadhyay Head of Consumer Banking Group Source: Company Website Sutherland Global Services Proprietary & Confidential 19

ADCB India Operations

ADCB India Overview India Operations Overview Financial Overview – FY 2015 (INR Bn) • • Total Assets: 26. 6 Deposits: 19. 64 Total Income: 1. 96 Net Profit: 0. 14 • ADCB India began operations in 1980 with the objective of further developing Indo-UAE trade relations and catering to the remittance and savings needs of the non-resident Indians working in the UAE and other countries in the GCC region • Over the last 30 years, ADCB has been in India serving these "niche" segments through its two branches - one in Mumbai and one in Bengaluru • The India operations of ADCB are organized into three business segments: Liabilities, Corporate Banking and Trade Finance (CTF), and Treasury The key dates in the brief history of ADCB India are as follows: 1980 – THE DAWN OF ADCB INDIA The Indian operations of Abu Dhabi Commercial Bank date back to 1980, when the former "Emirates Commercial Bank" was set up on December 9, 1980. On this day, the Bank commenced branch operations at its present premises in 75, Rehmat Manzil, Veer Nariman Road, Mumbai, 400020 1985 – MERGER In 1985, three commercial banks operating in the UAE were merged as a result of an Amiri Decree and a new bank was established under the name Abu Dhabi Commercial Bank. The banks that merged were the Federal Commercial Bank, the Khaleej Commercial Bank and the Emirates Commercial Bank. As a result of this merger, the Indian operation began functioning under the new name of "Abu Dhabi Commercial Bank" 1996 – ESTABLISHMENT OF BENGALURU BRANCH As part of the expansion plans, the Bengaluru branch was set up and opened in 1996 Source: Company Website Sutherland Global Services Proprietary & Confidential 21

ADCB India Products and Services Personal and Banking Services NRI Services Corporate Banking Services Para Banking Services § § § Accounts • Savings Account • Current Account Deposit • Fixed Deposit • RFC Deposit • Recurring Deposit Remittance • International Remittance • Local Remittance Remote Banking • Net Banking § NRI Accounts NRI Deposit • Fixed Deposit • Recurring Deposit • Current Deposit Loans • Loan Against FDR • C. A. S. H(Credit Against shares) • IPO Funding • Loan Against Securities § § Corporate Banking Commercial & Transactional Banking Invest Link Stock Smart Depository Mutual Fund Distribution Treasury Services Trade Finance Source: Company Website Sutherland Global Services Proprietary & Confidential 22

Captive / Outsourcing Engagements

Captive Engagements (1/2) 24 hour Contact Centre Vendor 24 hour Contact Centre Service Offered In-House Start Date NA Description § The ADCB contact center provides financial advice, transferring funds, or inquiring about product information, its highly trained and committed Phone Banking Officers are available 24/7 to assist its customers with their query § In addition to routine queries, Its contact center executives also assist the customer with a range of ADCB Products and Services, such as: • All In One Accounts, Current and Saving Accounts, Loans- Smart Loan, Car Loan or Personal Loan, Credit Cards, Investment Services Fixed Deposits, Millionaire Destiny Savings Account, Mortgage services § ADCB’s Group Business Services (GBS) acts like the nervous system for ADCB’s customer service and business performance • GBS responsibilities include: managing ADCB’s ATM network; providing teller services; managing investments in and the implementation of new technology platforms; keeping technology systems operating and agile; helping to protect stakeholders from fraud; operational risk management; safeguarding physical security; providing facilities and workplace management solutions; payment processing; and providing comprehensive online and mobile services to ADCB’s customers • GBS consistently and effectively supports high operational volumes for one of the largest customer bases in the UAE banking sector • In 2014, GBS launched Itmam Services — ADCB’s new shared-services subsidiary, a number of mobile platform innovations, and a first-of-its-kind UAE national job-creation solution Source: Sutherland Insights Sutherland Global Services Proprietary & Confidential 24

Captive Engagements (2/2) ADCB Work From Home set up Vendor ADCB Work From Home set up Service Offered In-House Start Date 2014 Description § Abu Dhabi Commercial Bank launched new employment initiative for Emarati women. This platform, named ‘Tamooha’ provides job opportunities that suit women’s social norms and family responsibilities by enabling them to choose to work from, or near, their own home or in ADCB’s dedicated women-only operations center in Al Ain • The Tamooha Centre opened in Al Ain’s Remal mall in June 2014 with an initial staff of 100 women. It has since grown to 134 women – 40 of them work from home. There is also a micro-centre in Ruwais for 10 women workers • ‘Tamooha is the latest program from ADCB that aims to empower Emarati women in banking sector roles • The programme offers two kinds of job roles: voice-based customer interaction (e. g. outbound customer experience calling and cross-selling) and operations processing (e. g. application capture and clearing processing) § In 2008 the bank launched a call center in Al Ain, which is managed and staffed entirely by a well-trained women crew with all operations run entirely by female staff. The center has proven to be a great success and a shining example of how empowering women in the workforce has a positive impact on society § Additional centers are being developed in the Western Region and the Northern Emirates in order to accommodate a total of more than 300 female employees Source: Sutherland Insights Sutherland Global Services Proprietary & Confidential 25

Outsourcing Engagements Key Third Party Vendors Vendor Nuance Service Offered Voice Biometrics Start Date NA Description § Abu Dhabi Commercial Bank (ADCB) deployed Nuance voice biometrics as a means to authenticate customers and allow them to perform banking transactions via phone or mobile devices more easily and securely § ADCB is the first bank in the region to offer voice biometrics in three languages: Arabic, English and Hindi § Replacing a series of security questions at ADCB, Nuance’s voice biometrics now allows customers to simply speak and be taken at their word – no PINs, passwords or probing security question NCR Corporation ATM Network March 2007 § ADCB outsourced the management of its ATM network to NCR Corporation, a global IT services provider § NCR uses tools and processes from Gasper, a self-service management provider, to remotely monitor and secure ADCB's entire ATM network on a round-the-clock basis and proactively identify events that could affect system performance § As part of the agreement, ADCB also has access to NCR @ Your Service and NCR's incident management dashboard, two web-based portals that provide real time information on the performance and availability of its ATMs Injazat IT systems under Data Center Services July 2009 § Abu Dhabi Commercial Bank (ADCB) has signed a major Data Center Services deal with Injazat § Under the terms of the agreement, Injazat will provide a secure and reliable environment for ADCB’s missioncritical IT infrastructure and systems through its new Abu Dhabi-based Tier IV Data Center, the first certified commercially available facility of its kind in the region § ADCB infrastructure and services will benefit from the data center’s fully redundant facilities, up to 99. 995 per cent availability, and 24/7 onsite security and technical support Source: Sutherland Insights Sutherland Global Services Proprietary & Confidential 26

Annexure

ADCB Awards and Recognition 2015 Awards Source: Company Presentations Sutherland Global Services Proprietary & Confidential 28