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Emirates NBD Investor Presentation March 2017 2 Important Information Disclaimer The material in this presentation is general background information about the activities of Emirates NBD Bank PJSC (Emirates NBD), current at the date of this


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SLIDE 1

Emirates NBD Investor Presentation

March 2017

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SLIDE 2

Important Information

2

Disclaimer

The material in this presentation is general background information about the activities of Emirates NBD Bank PJSC (Emirates NBD), current at the date of this presentation, and believed by Emirates NBD to be accurate and true. It is information given in summary form and does not purport to be complete. Some of the information that is relied upon by Emirates NBD is obtained from sources believed to be reliable, but Emirates NBD (nor any of its directors, officers, employees, agents, affiliates or subsidiaries) does not guarantee the accuracy or completeness of such information, and disclaims all liability or responsibility for any loss or damage caused by any act taken as a result of the information. The information in this presentation is not intended to be relied upon as advice or a recommendation to investors or potential investors and does not take into account the investment objectives, financial situation or needs of any particular investor. An investor should seek independent professional advice when deciding if an investment is appropriate. Due to rounding, numbers and percentages presented throughout this presentation may not add up precisely to the totals provided.

Forward Looking Statements

Certain matters discussed in this presentation about the future performance of Emirates NBD or members of its group (the Group), including without limitation, future revenues, earnings, strategies, prospects and all other statements that are not purely historical, constitute “forward-looking statements”. Such forward-looking statements are based on current expectations or beliefs, as well as assumptions about future events, made from information currently available. Forward-looking statements often use words such as “anticipate”, “target”, “expect”, “estimate”, “intend”, “plan”, “goal”, “seek”, “believe”, “will”, “may”, “should”, “would”, “could” or other words of similar meaning. Undue reliance should not be placed on any such statements in making an investment decision, as forward-looking statements, by their nature, are subject to known and unknown risks and uncertainties that could cause actual results, as well as the Group’s plans and objectives, to differ materially from those expressed or implied in the forward-looking statements. There are several factors which could cause actual results to differ materially from those expressed or implied in forward-looking statements, such as changes in the global, political, economic, business, competitive, market and regulatory forces; future exchange and interest rates; changes in tax rates; and future business combinations or dispositions. Emirates NBD undertakes no obligation to revise or update any statement, including any forward-looking statement, contained within this presentation, regardless of whether those statements are affected as a result of new information, future events or otherwise.

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SLIDE 3

3

Highlights Oil Price and UAE oil production Real GDP growth forecasts UAE PMI – Non oil private sector activity

UAE Economic Update

  • We estimate economic growth slowed to 3.0% in 2016 from

3.8% in 2015. Higher oil output (2.7% y/y) would have contributed around 0.7 percentage points to overall GDP

  • growth. Non-oil growth

slowed as external demand softened and lower oil prices led to a slowdown in government spending.

  • The Emirates NBD Purchasing Managers’ Index (PMI) rose to

56.0 in February from 55.3 in January, a level last seen in September 2015. The main driver was output, which expanded at the fastest rate in eighteen months; new orders also rose at a faster pace in February, supported by improving external demand.

Source: Bloomberg, Emirates NBD Research Source: Markit / Emirates NBD Source: Bloomberg, Emirates NBD Research

Appendix Financial & Operating Performance Strategy Emirates NBD Profile Operating Environment 25 50 75 100 125 2.0 2.2 2.4 2.6 2.8 3.0 3.2 Jan-13 Apr-13 Jul-13 Oct-13 Jan-14 Apr-14 Jul-14 Oct-14 Jan-15 Apr-15 Jul-15 Oct-15 Jan-16 Apr-16 Jul-16 Oct-16 USD per barrel M bpd UAE Oil Production (lhs) ICE Brent (rhs) 2013 2014 2015 2016F 2017F

  • S. Arabia

2.7 3.4 3.4 1.4 1.8 UAE 4.6 3.1 3.8 3.0 3.4 Qatar 4.6 4.2 3.7 4.3 5.2 Kuwait 1.1 0.5 1.8 2.7 3.0 Oman 4.6 2.5 3.6 3.7 1.7 Bahrain 5.4 4.4 2.9 2.6 3.5 GCC (average) 3.4 3.3 3.4 2.4 2.8 Egypt 2.1 2.2 4.2 3.9 5.0 Jordan 2.8 3.1 2.5 3.0 3.5 Lebanon 3.0 1.8 2.0 2.2 2.5 Tunisia 2.9 2.7 0.6 2.5 3.0 Morocco 4.4 2.0 4.4 2.1 4.8 MENA (average) 2.8 2.2 3.7 3.2 4.5

50.0 52.0 54.0 56.0 58.0 60.0 62.0 Jan 15 Apr 15 Jul 15 Oct 15 Jan 16 Apr 16 Jul 16 Oct 16 Jan 17

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SLIDE 4

4

Highlights Emirates NBD Dubai Economy Tracker Index Composition of Dubai GDP Dubai: Key sector growth rates in Q1 2016

Dubai Economic Update (1/3)

  • The Emirates NBD Dubai Economy Tracker Index eased

slightly to 56.2 in February from the two-year high reached in January. The Tracker Index in February was higher than the average reading for 2016, signaling an acceleration in economic growth at the start of this year.

  • Dubai’s economy expanded 2.4% y/y in Q1-16. Hospitality

(restaurant and hotels) was the fastest growing sector in Dubai in Q1-16, at 8.0% y/y, followed by Real Estate at 5.3% y/y.

Source : Markit, Emirates NBD Research Source: Dubai Statistics Centre Source: Dubai Statistics Centre

Appendix Financial & Operating Performance Strategy Emirates NBD Profile Operating Environment

Trade 29%

  • Constr. & RE

22% Transport & Storage 15% Manuf. 11% Financial servcs. 12% Hosp. 6% Other 5%

Dubai GDP by Sector (%) – 2015 8.4 4.9 3.6 5.3 0.2 3.5 1.4 2 4 6 8 10 % y/y 48 50 52 54 56 58 60 62 64 Jan-15 Apr-15 Jul-15 Oct-15 Jan-16 Apr-16 Jul-16 Oct-16 Jan-17

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SLIDE 5

5

Highlights Hotel occupancy and RevPAR Dubai Airports passenger traffic Top 10 visitors by nationality in 2016

Dubai Economic Update (2/3)

  • Passenger traffic at the Dubai International Airport (DXB) rose to

83.7 million in 2016, up by 7.2% y/y.

  • Passenger traffic rose by 9.7% y/y to 8.0 million in January 2017

and is expected to exceed 89 million at DXB by the end of 2017 according to Dubai Airports.

  • Dubai’s hotel occupancy averaged 76.8% in Jan-Nov 2016 down

from 77.2% the same period a year ago.

  • The supply of hotel rooms in Dubai increased by 5.7% y/y in Jan-

Nov 2016 to 87,170 rooms. The Department of Tourism and Commerce Marketing is targeting 140,000 to 160,000 hotel rooms by 2020.

Source: STR Global, Emirates NBD Research Source: Department of Tourism and Commerce Marketing, Emirates NBD Research Source: Dubai Airports, Emirates NBD Research

Appendix Financial & Operating Performance Strategy Emirates NBD Profile Operating Environment

India 12.1% Saudi Arabia 11.0% UK 8.4% Oman 7.0% Pakistan 4.1% US 4.1% China 3.6% Iran 3.2% Germany 3.1% Other 43.6%

% of total 14.9mn visitors

51.0 57.7 66.4 70.5 78.0 83.7 1200 1400 1600 1800 2000 2200 2400 2600 2800 20 30 40 50 60 70 80 90 Jan-Dec 2011 Jan-Dec 2012 Jan-Dec 2013 Jan-Dec 2014 Jan-Dec 2015 Jan-Dec 2016 Passenger traffic (LHS) Freight volumes (RHS)

mn people thousand tons

  • 25
  • 20
  • 15
  • 10
  • 5

5 10 15 20 25 30 40 50 60 70 80 90 100 Oct-12 Apr-13 Oct-13 Apr-14 Oct-14 Apr-15 Oct-15 Apr-16 Oct-16 Average hotel occupancy rates, % (LHS) Average revenue per available room, y/y growth, 3M MA (RHS) % y/y growth

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SLIDE 6

6

Highlights Dubai residential property prices Business licenses issued* Dubai transaction volumes

Dubai Economic Update (3/3)

Source: Phidar Advisory, Emirates NBD Research Source: DSC, *Licenses issued by DED only (excludes Freezones)

Appendix Financial & Operating Performance Strategy Emirates NBD Profile Operating Environment

  • Dubai residential real estate prices have eased further in

December 2016, although the rate of decline has slowed since the beginning of 2016. Some segments of the market have seen prices rise y/y in Q4 2016

  • Average rents have declined y/y in December 2016, at a faster

rate than sales prices. Yields have eased since the start of 2016, but remain attractive, particularly on apartments.

  • Lower-priced segments of the market have fared better than

the luxury segment. Low and mid-range villas’ prices were up 15.0% and 2.8% y/y respectively, while standard apartments’ prices declined 1.3% y/y in Q4-16.

Source: Phidar Advisory, Emirates NBD Research

  • 18
  • 15
  • 12
  • 9
  • 6
  • 3

3 6 Jan-15 Apr-15 Jul-15 Oct-15 Jan-16 Apr-16 Jul-16 Oct-16 % y/y Apartments Villas

20 40 60 80 100 120 140 160 180 200 200 400 600 800 1000 1200 1400 1600 Jan-14 May-14 Sep-14 Jan-15 May-15 Sep-15 Jan-16 May-16 Sep-16 Apartments (LHS) Villas (RHS) 108.438 116.385 128.644 139.251 149.755 2 4 6 8 10 12 80 100 120 140 160 2011 2012 2013 2014 2015

Thousands

Total Licences (LHS) % y/y (RHS) % y/y

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SLIDE 7

7

Highlights UAE banking market (AED Bn) Bank deposit and loan growth GCC banking market

UAE Banking Market Update

Source: UAE Central Bank Statistics and ENBD as at December 2016.

Source: UAE Central Bank; loan growth gross of provisions

Appendix Financial & Operating Performance Strategy Emirates NBD Profile Operating Environment KSA UAE(1) Kuwait Qatar Bahrain(2) Oman

Banking Assets USD Bn Assets % GDP(3)

78 57 218 347 598 711 98 168 203 183 86 173

  • Money supply (M2) growth at 3.0% y/y in January 2017

compared to a low of 0.5% y/y in June 2016.

  • Total bank deposits rose 6.2% y/y in January, with residents’

deposits up 4.5% y/y and non-residents’ deposits up 19.1% y/y. The decline in GRE deposits was offset by higher government and individuals’ deposits.

  • Although the 3m EIBOR rate has increased in recent months,

this has been mostly due to higher USD rates, with the spread

  • ver 3m LIBOR narrowing

80% 85% 90% 95% 100% 105% 110%

  • 4%
  • 2%

0% 2% 4% 6% 8% 10% 12% 14% 16% 18% Dec-10 Mar-11 Jun-11 Sep-11 Dec-11 Mar-12 Jun-12 Sep-12 Dec-12 Mar-13 Jun-13 Sep-13 Dec-13 Mar-14 Jun-14 Sep-14 Dec-14 Mar-15 Jun-15 Sep-15 Dec-15 Mar-16 Jun-16 Sep-16 Dec-16 Bank Loans (% y/y) Bank deposits (% y/y) AD ratio (RHS) 448 311 315 2163 1251 1259 2611 1562 1574 Assets Deposits Gross Loans Emirates NBD Other Banks Total 1) Includes Foreign Banks; 2) Excludes Foreign Banks; 3) GDP data is for FY 2017 forecasted. UAE, Saudi as at January 2017; Qatar and Kuwait as at December 2016; Bahrain as at November 2016; Oman as at October 2016. Source: UAE Central Bank; National Central Banks and Emirates NBD forecasts.

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SLIDE 8

8

#1 bank in the UAE Credit ratings Largest branch network in the UAE International presence

Emirates NBD at a glance

Appendix Financial & Operating Performance Strategy Emirates NBD Profile Operating Environment

  • Market share in the UAE (as at 31 December 2016)
  • Assets 17.2%; Loans 20.0%; Deposits 19.9%
  • Leading retail banking franchise in the UAE with the largest

distribution network, complemented by a best-in-class mobile and online banking platform

  • Fully fledged financial services offerings across retail

banking, private banking, wholesale banking, global markets & trading, investment banking, brokerage, asset management, merchant acquiring and cards processing

Long Term / Short Term Most Recent Rating Action Branch Rep office Egypt (64 branches)

Ras al-Khaimah (5) Abu Dhabi (26) Dubai (100) Ajman (2) Umm al-Quwain (2) Fujairah (2) Sharjah (18)

Dubai 100 Abu Dhabi 26 Sharjah 18 Other Emirates 11 Total 155

Outlook A+ / F1 Ratings affirmed (22-Feb-2017) Stable Stable LT FCR and FSR upgraded (12-Oct-16) A+ / A1 A3 / P-2 Stable LT ratings upgraded and outlook ‘Stable’ (16-Jun-16)

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SLIDE 9

9 Appendix Financial & Operating Performance Strategy Emirates NBD Profile Operating Environment

Emirates NBD is the regional leader in digital innovation

2013

Introduced Shake n’ Save The First Mobile Savings product in the region Introduced Direct Remit to India Remit to India in just 60 secs Introduced mePay Introduced P2P money transfer service for Emirates NBD Customers Introduced IPO Subscription through ATM, Online and Mobile Introduced Direct Remit to Pakistan Remit to Pak in just 60 secs Introduced Get Queuing Ticket For the first time in the region Introduced Remote Cheque Deposit for the first time outside of US and Canada Introduced Direct Remit 2 Mobile Remit to India Mobile number in just 60 secs Introduced Social Banking Twitter inquiry service for the first time in MENA Introduced InstaLoan The first instant paperless loan disbursal in MENA Introduced ENBD Pay NFC based mobile contactless payment service Introduced The new ITM The First video based interactive teller machine in MENA

2014

Introduced 1st Generation of Mobile Banking App Introduced Western Union Transfers through mobile banking for the first time in the region Introduced Direct Remit to Philippines Remit to Phil in just 60 secs

2015 2016

Introduced Direct Remit to Sri Lanka Remit to SL in just 60 secs Introduced Direct Remit to Egypt Remit to Egypt in just 60 secs Investment Portfolio Widgets on Mobile Banking Introduced Direct Remit 2 Mobile Cash Remit cash to any Indian Mobile number mePay cardless cash withdrawal

2012

Started multichannel CRM foundation and Mobile Banking vision New Dynamic IVR IVR for SME Inaugurated FutureLab Pepper Robot Digital Bank for Millennials

2017

(Avg. Rating)

4.5/5

6

best app worldwide (as ranked by Forrester)

th Best Digital Bank in the Middle East

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SLIDE 10

10 Appendix Financial & Operating Performance Strategy Emirates NBD Profile Operating Environment

Emirates NBD is the largest bank in the UAE

6,761 6,169 10,808 14,748 8,495 9,582 7,239 3,597 6,026 5,296 4,149 1,954 78 115 157 158 201 290 99 122 149 155 253 311 DIB NBAD EMIRATES FGB ADIB ADCB

Operating Income AED Mn, 2016 Net Profit * AED Mn, 2016

(3%) 2% 2% 3% 4% 3% 0% 1% (16%) 2% 1% 1%

Loans AED Bn, 2016

7% (3%) 8% 5% 18% (0%) 8% 8% 8% 5% 11% 4%

Total Deposits AED Bn, 2016

x% 2016 vs. 2015 * Net Income to Equity Shareholders

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SLIDE 11

11 Appendix Financial & Operating Performance Strategy Emirates NBD Profile Operating Environment

Emirates NBD is among top 5 banks in the GCC by Operating Income, Net Profit, Loans and Deposits in 2016

Operating Income USD Bn, 2016 Net Profit * USD Bn, 2016 Loans USD Bn, 2016 Total Deposits USD Bn, 2016

x% 2016 vs. 2015

143 44 55 60 68 79 46 69 73 84 85 139 1.4 1.6 2.0 2.2 2.5 3.4 2.6 2.9 4.0 4.1 4.9 6.3 FGB ENBD NBAD ALRAJHI NCB QNB 45% 6% 11% (3%) 2% 2% 10% 3% 14% 2% 0% 1% 34% 7% 1% 7% (3%) (0%) 28% 8% (2%) 6% 8% 0%

* Net Income to Equity Shareholders

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SLIDE 12

12

Revenues and Costs (AED Bn) Assets and Loans (AED Bn) Profits (AED Bn) Deposits and Equity (AED Bn)

Profit and Balance Sheet Growth in Recent Years

Revenues Costs Pre-Provision Operating Profits Net Profits Equity is Tangible Shareholder’s Equity excluding Goodwill and Intangibles.; All P&L numbers are YTD, all Balance Sheet numbers are at end of period Source: Financial Statements Assets Loans 448 407 363 342 308 285

2012 2015 +9% 2011 FY 16 2013 +10% 2014

290 271 246 238 218 203

2013 +7% +7%

2012 2011

2015 FY 16 2014 Operating Environment Appendix Financial & Operating Performance Strategy Emirates NBD Profile

Deposits Equity 311 287 258 240 214 193

2014 +10% 2015

2011 2012

+8% 2013 FY 16

48 45 41 35 31 29

2012 2013 2014 2015 2011 FY 16 +11% +7% 14.7 15.2 14.4 11.9 10.2 9.9 +8% 2016 2015 2013 2014

  • 3%

2012 2011 4.9 4.7 4.4 4.2 3.8 3.6 2012 2015 2016 2011 2013 2014 +6% +4% 7.2 7.1 5.1 3.3 2.6 2.5 2015 2012 2014 2013 2016 2011 +24% +2% 9.9 10.5 10.1 6.5 6.3 7.7

  • 6%

+9% 2013 2016 2014 2015 2012 2011

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SLIDE 13

Emirates NBD delivered a solid set of results in 2016 amid a challenging environment

13

FY 2016 at a glance 2016 Macro themes

Operating Environment Appendix Financial & Operating Performance Strategy Emirates NBD Profile

Regional Global +

  • Resilience of UAE

economy due to non-oil sectors

  • UAE stock market

movements correlated to changes in oil price

  • Strong stock market

performance and Dollar strength following Brexit and US election results

  • Oil prices largely

range bound since recovering from early 2016 lows

  • Strong dollar

impact on Dubai tourism counterbalanced by growth in visitors from new routes

  • Tighter liquidity in

UAE banking system due to regional competition for deposits

  • Credit concerns on

SMEs and regional contracting sector

  • Slowdown in global

growth contributed to weaker business and investor sentiment

FY 2015 FY 2016

  • vs. 2016

Guidance Profitability Net profit AED 7.1 Bn AED 7.2 Bn +2% y-o-y Net interest margin 2.85% 2.51% 2.55 – 2.65% Cost-to-income ratio 31.0% 33.1% 33% Credit Quality NPL ratio 7.1% 6.4% Coverage ratio 111.5% 120.1% Capital & Liquidity Tier 1 ratio 18.0% 18.7% Capital adequacy ratio 20.7% 21.2% AD ratio 94.2% 93.4% 90-100% Assets Net Loan growth 10% 7% mid-to-high single digit

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SLIDE 14

FY 2016 Financial Results

14

Highlights Key Performance Indicators

  • Net profit of AED 7,239 million for FY-16 improved 2%

y-o-y

  • Net

interest income decreased 1% y-o-y as NIM contraction more than offset loan growth

  • Non-interest income decreased 7% y-o-y. Core gross fee

income remained flat despite one-off impact in Q4 from Egyptian Pound devaluation. Reduced income from sale

  • f properties and investments on lower disposals
  • Costs grew 4% y-o-y on the back of late 2015 growth in

anticipation of increased business volumes, which has since been contained in light of the new economic reality. Staff costs improved for 4 consecutive quarters as cost control measures take effect.

  • Provisions of AED 2,608 million improved 23% y-o-y as

net cost of risk improved on the back of further writebacks and recoveries.

  • NPL

ratio improved to 6.4% and coverage ratio strengthened to 120.1% during 2016

  • AD ratio of 93.4% within management range
  • FY-16 NIMs declined to 2.51% as loan spreads did not

keep pace with the higher cost of deposits and wholesale funding

Operating Environment Appendix Financial & Operating Performance Strategy Emirates NBD Profile

AED Mn FY-16 FY-15 Better / (Worse)

Net interest income 10,111 10,241 (1%) Non-interest income 4,637 4,987 (7%) Total income 14,748 15,228 (3%) Operating expenses (4,888) (4,719) (4%) Pre-impairment operating profit 9,860 10,509 (6%) Impairment allowances (2,608) (3,406) 23% Operating profit 7,252 7,102 2% Share of profits from associates 135 166 (19%) Taxation charge (148) (145) (2%) Net profit 7,239 7,124 2% Cost: income ratio (%) 33.1% 31.0% (2.1%) Net interest margin (%) 2.51% 2.85% (0.34%)

AED Bn 31-Dec-16 31-Dec-15 %

Total assets 448.0 406.6 10% Loans 290.4 270.6 7% Deposits 310.8 287.2 8% AD ratio (%) 93.4% 94.2% 0.8% NPL ratio (%) 6.4% 7.1% 0.7%

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SLIDE 15

Q4-16 Financial Results Highlights

15

  • Net profit of AED 1,857 million for Q4-16 declined 13%

y-o-y and increased 12% q-o-q

  • Net interest income declined 8% y-o-y and 4% q-o-q due

to higher cost of fixed deposits and wholesale funding

  • Non-interest income declined 29% y-o-y and declined 6%

q-o-q as one-time gains from investment related income in Q4-15 and sale of properties in Q3-16 were not repeated, whilst core fee income declined due to one-off impact from Egyptian Pound devaluation

  • Costs improved 12% y-o-y and 2% q-o-q as cost control

measures implemented during the year take effect

  • Provisions of AED 424 million improved 29% y-o-y as net

cost of risk improved on the back of further writebacks and recoveries

  • NPL

ratio improved to 6.4% and coverage ratio strengthened to 120.1% during 2016

  • AD ratio of 93.4% within management range
  • Q4-16 NIMs declined to 2.29% as loan spreads did not

keep pace with the higher cost of deposits, coupled with lower yields from investments

Highlights Key Performance Indicators

Operating Environment Appendix Financial & Operating Performance Strategy Emirates NBD Profile

AED Mn Q4-16 Q4-15 Better / (Worse) Q3-16 Better / (Worse)

Net interest income 2,460 2,669 (8%) 2,551 (4%) Non-interest income 1,003 1,404 (29%) 1,063 (6%) Total income 3,463 4,073 (15%) 3,614 (4%) Operating expenses (1,194) (1,357) 12% (1,218) 2% Pre-impairment

  • perating profit

2,269 2,716 (16%) 2,397 (5%) Impairment allowances (424) (599) 29% (729) 42% Operating profit 1,845 2,117 (13%) 1,668 11% Share of profits from associates 49 53 (7%) 25 98% Taxation charge (37) (36) (2%) (29) (29%) Net profit 1,857 2,134 (13%) 1,664 12% Cost: income ratio (%) 34.5% 33.3% (1.2%) 33.7% (0.8%) Net interest margin (%) 2.29% 2.82% (0.53%) 2.44% (0.15%)

AED Bn 31-Dec-16 31-Dec-15 % 30-Sep-16 %

Total assets 448.0 406.6 10% 446.0 0% Loans 290.4 270.6 7% 289.2 0% Deposits 310.8 287.2 8% 311.6 0% AD ratio (%) 93.4% 94.2% 0.8% 92.8% (0.6%) NPL ratio (%) 6.4% 7.1% 0.7% 6.4% 0.0%

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SLIDE 16

Net Interest Income

16

Highlights Net Interest Margin Drivers (%) Net Interest Margin (%)

  • NIMs declined to 2.51% in 2016 and to 2.29% in Q4-16
  • Loan yields declined 4 bps y-o-y and 8 bps q-o-q as margins

declined due to competitive pressures

  • Deposit costs reduced margins by 31 bps y-o-y due to

higher fixed deposit balances partially offset by further CASA growth; and held steady q-o-q as cost of new fixed deposits reduced on lower competition

  • Treasury & other spreads declined 7 bps q-o-q due to lower

yields from investments but improved 2 bps y-o-y due to cheaper term funding

  • We expect NIMs for 2017 to be in the 2.35-2.45% range

helped by rate rises and a more stable liquidity environment

Q4-16 vs. Q3-16 FY-16 vs. FY-15

Operating Environment Appendix Financial & Operating Performance Strategy Emirates NBD Profile

Q314 Q214 2.95 2.77 2.91 2.78 Q414 Q316 Q215 2.44 2.90 2.75 2.90 2.80 2.51 Q416 2.29 Q315 2.54 Q115 2.76 2.82 2.83 Q216 2.58 2.55 Q116 2.62 2.62 Q415 2.85 2.83 2.85 YTD NIM Qtrly NIM 2.44 Q3 16 (0.08) Loan Yield Q4 16 (0.07) Treasury & Other 2.29 Deposit Cost 0.00 FY-15 Deposit Cost (0.04) (0.31) Loan Yield 2.85 0.02 FY-16 2.51 Treasury & Other

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SLIDE 17

Non-Interest Income

17

  • Non-interest income declined 7% y-o-y
  • Core

gross fee income declined 11% q-o-q but remained flat y-o-y despite one-off impact in Q4 from Egyptian Pound devaluation

  • If these exceptional items are excluded then core gross

fee income would have registered an increase

  • Property income declined on lower demand for bulk and

individual property sales compared to 2015

  • Income from Investment Securities declined y-o-y due to

lower one-off gains in 2016

Highlights Composition of Non Interest Income (AED Mn) Trend in Core Gross Fee Income (AED Mn)

1

Operating Environment Appendix Financial & Operating Performance Strategy Emirates NBD Profile

AED Mn FY-16 FY-15 Better / (Worse)

Core gross fee income 4,889 4,897 (0%) Fees & commission expense (886) (740) (20%) Core fee income 4,003 4,157 (4%) Property income / (loss) 210 321 (35%) Investment securities & other income 424 510 (17%) Total Non Interest Income 4,637 4,987 (7%) 666 696 726 696 777 372 366 364 312 160 156 168 176 181 42

  • 11%
  • 15%

1,078 Q4 16 101 1,313 Q1 16 Q2 16 49 1,287 55 1,268 Q4 15 49 Q3 16 48 1,212 Fee Income Forex, Rates & Other Trade finance Brokerage & AM fees

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SLIDE 18

Operating Costs and Efficiency

18

  • In Q4-16, costs improved by 2% q-o-q, helped

by a further reduction in staff costs, following cost control measures implemented earlier in 2016

  • Costs increased by 4% y-o-y on the back of late

2015 growth in anticipation

  • f

increased business volumes, which has since been contained in light of the new economic reality

  • Cost-to-Income Ratio rose by 2.1% in 2016 to

33.1% % due to higher costs and lower one-off income during the year

  • Adjusted for one-offs, the Cost-to-Income Ratio

for FY-16 was 33.2%

  • Costs expected to fall within guidance range in

2017 as cost control measures continue to take effect

Highlights Cost to Income Ratio (%) Cost Composition (AED Mn)

Target

Operating Environment Appendix Financial & Operating Performance Strategy Emirates NBD Profile

859 848 819 817 737 269 206 212 215 286 1,226 100 Q3 16 Q4 16

  • 2%

1,194 1,218 107 89 97 Q2 16 89

  • 12%

Q4 15 88 98 99 Q1 16 1,250 1,357 116 97 Staff Cost Occupancy Cost Other Cost Depr & Amort 33.1 32.3 32.0 31.0 32.7 34.5 33.7 32.6 32.0 33.3 Q4 16 Q4 15 Q2 16 Q3 16 Q1 16 CI Ratio (YTD) CI Ratio

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SLIDE 19

Credit Quality

19

Impaired Loans Impairment Allowances

Highlights Impaired Loans and Impairment Allowances (AED Bn) Impaired Loan & Coverage Ratios (%)

Operating Environment Appendix Financial & Operating Performance Strategy Emirates NBD Profile

  • NPL ratio improved by 0.7% in 2016 to 6.4%
  • Impaired loans improved to AED 20.3 Bn during the year helped

by AED 3,071 Mn of write backs & recoveries in 2016

  • 2016 cost of risk at 83 bps continued to improve as net

impairment charge of AED 2,608 million improved 23% y-o-y

  • Coverage ratio strong at 120.1%
  • Total portfolio impairment allowances amount to AED 7.0 Bn or

3.11% of credit RWAs

13.6 9.2 13.8

Q2 16 20.4

0.1

5.5 0.6 14.1

Q1 16 21.0

0.1

5.9 0.7 14.3

Q4 15 20.8

0.1

5.8 0.6

0.1

Q4 14 21.1

0.1

5.3 0.4 15.3

Q4 13 36.1

0.2

6.5 3.7 16.2 9.4

Q4 12 33.6

0.4

4.9 3.8

20.3

9.4

  • 1%

Q4 16

0.1

5.5 0.7 14.0

Q3 16

14.4

20.1

5.6 0.7

Q4 11 29.7

0.3

2.9 3.6 15.1

DW Other Debt Securities Islamic Retail Core Corporate

4.6

23.2

18.0

23.9 Q1 16

18.5

+1%

4.8

Q4 16

0.1

24.3

3.8 2.1 0.1 17.8 4.2 16.2

21.0 Q4 14 Q4 13

0.7 0.8

24.3 Q3 16 24.1

0.5 0.1 0.1 4.8 0.8 5.0 18.5 18.7

Q2 16

9.9 0.6

Q4 11 12.9

0.2 1.4 3.6

Q4 15

0.6

20.8

3.4 0.2 12.8 0.5

16.6

7.0 3.8

Q4 12

0.8 0.1 0.8 5.0 0.1 0.2

6.4 6.4 6.6 6.9 7.1 7.9 10.3 10.3 9.5 3.6 4.0 4.3 76.1 66.2 59.8 120.1 120.8 118.5 113.5 111.5 99.6 Q4 13 Q4 14 Q4 12 49.4 Q1 16 43.4 Q4 15 Q4 11 57.5 13.9 Q4 16 Q2 16 Q3 16 Coverage ratio Coverage ratio, excl. DW % Impact of DW % NPL ratio

slide-20
SLIDE 20

Capital Adequacy

20

  • In Q4-16, Tier 1 ratio increased by 0.7% to 18.7% and CAR

increased by 0.7% to 21.2%

  • Increase in Tier 1 ratio on the back of higher Tier 1 capital from

retained earnings, coupled with modest decrease in risk weighted assets primarily due to Egyptian Pound devaluation

Highlights Capital Movements Capitalisation Risk Weighted Assets – Basel II (AED Bn)

Operating Environment Appendix Financial & Operating Performance Strategy Emirates NBD Profile

44.2 43.6 45.3 46.8 47.8 18.7 21.2 20.5 20.5 20.3 20.7 54.4 6.5 Q2 16 51.8 17.9 6.6 Q1 16 50.2 17.6 6.6 Q4 15 50.9 18.0 6.7 53.5 Q3 16 6.7 18.0 Q4 16 CAR % T1 % T1 T2 24.1 260.6 5.5 231.0 Q3 16 5.0 225.4 256.2 Q4 16 +4% 25.7 Q2 16 253.5 224.3 5.1 24.1 Q1 16 247.7 219.6 3.9 24.1 Q4 15 245.5 217.2 4.2 24.1 Market Risk Operational Risk Credit Risk AED Bn Tier 1 Tier 2 Total Capital as at 31-Dec-2015 44.2 6.7 50.9 Net profits generated 7.2

  • 7.2

FY 2015 dividend paid (2.2)

  • (2.2)

Tier 1 Issuance/Repayment

  • Tier 2 Issuance/Repayment
  • Amortisation of Tier 2
  • Interest on T1 securities

(0.6)

  • (0.6)

Goodwill 0.2

  • 0.2

Other (1.0) (0.1) (1.2) Capital as at 31-Dec-2016 47.8 6.5 54.4

slide-21
SLIDE 21

21

Highlights Composition of Liabilities/Debt Issued (%) Advances to Deposit (AD) Ratio (%) Maturity Profile of Debt Issued (AED Bn)

*Including cash and deposits with Central Banks but excluding interbank balances and liquid investment securities

Funding and Liquidity

Target range

Maturity Profile of Debt/Sukuk Issued 100% = AED 46.1 Bn

  • AD ratio of 93.4% within 90-100% management target range
  • Liquid assets* of AED 57.2 Bn as at end 2016 (14.5% of total

liabilities)

  • Debt & Sukuk term funding represent 12% of total liabilities
  • In 2016, AED 9.1 Bn term debt matured. This was replaced with

AED 20.3 Bn raised via AED 10.4 Bn of private placements issued in 6 currencies, a AED 3.7 Bn sukuk and tap issue and a AED 6.2 Bn club loan

  • Maturity profile affords Emirates NBD ability to consider public

and private debt issues opportunistically

Operating Environment Appendix Financial & Operating Performance Strategy Emirates NBD Profile 92.8 96.1 95.9 94.2 95.2 99.5 102.0 105.1 118.5 93.4 Q4 16 Q3 16 Q4 09 98.1 Q4 10 Q4 11 Q4 12 Q4 13 Q4 14 Q4 15 Q1 16 Q2 16 AD Ratio 0.1 0.1 1.1 3.6 4.0 5.1 4.8 12.7 3.7 11.0 2023 2026 2025 2024 2022 2021 2020 2019 2017 2018

Customer deposits 79% Banks 5% Others 5% EMTNs 8% Syn bank borrow. 1% Loan secur. 0% Sukuk 2% Debt/Sukuk 12%

Liabilities (AED 394.1 Bn) Debt/Sukuk (AED 46.1 Bn)

slide-22
SLIDE 22

Loan and Deposit Trends

22

Highlights Trend in Gross Loans by Type (AED Bn)

  • Gross loans grew 7% since end 2015

with good growth in Consumer and Islamic lending

  • Islamic financing grew 8% since end

2015 due to growth in retail, trade, construction and real estate sectors

  • Corporate lending grew 6% since end

2015 due to growth in real estate, construction and FI sectors

  • Consumer lending grew 14% since end

2015 across a range

  • f

products including mortgages, credit cards and personal loans

  • Deposits were flat q-o-q and up 8% y-o-y
  • CASA deposits grew 6% since end 2015

and represent 54% of total deposits, up from 43% at end 2012

Trend in Deposits by Type (AED Bn)

1 1

* Gross Islamic Financing Net of Deferred Income

Operating Environment Appendix Financial & Operating Performance Strategy Emirates NBD Profile 38 40 43 46 48 54 53 33 27 27 29 30 51 39 54 33 30 28 35 31 314 226 Q2 16 310 225 Q1 16 303 221 Q4 15 294 215 Q3 15 285 1 315 1 Q2 15 209 0% +7% Q4 16 279 227 Q3 16 Q3 14 272 207 1 201 1 Q4 14 271 1 200 267 202 Q1 15 Consumer Islamic* Treasury/Other Corporate 148 151 157 159 164 160 172 169 172 97 103 99 110 99 121 113 122 133 135 169 5 Q3 15 7 311 0% +8% Q4 16 7 Q3 16 312 7 Q2 16 298 7 Q1 16 291 6 274 Q2 15 260 5 Q4 14 258 5 Q3 14 250 6 Q4 15 287 269 Q1 15 6 Other Time CASA

slide-23
SLIDE 23

23

Total Gross Loans (AED 315 bn) Retail Loans (AED 35 bn) Corporate Loans (AED 97 bn) Islamic* Loans (AED 52 bn)

Loan Composition

Operating Environment Appendix Financial & Operating Performance Strategy Emirates NBD Profile

* Islamic loans net of deferred income; **Others include Agriculture & allied activities and Mining & quarrying

35 (11%) Sovereign 131 (42%) Islamic* 52 (17%) Corporate 97 (31%) Treasury/Other (0%) Retail

  • Per. - Corp.

4% Serv. 4% Fin Inst 23% RE 33% Cont. 8%

  • Trans. & com.

4% Trade 14%

  • Manuf. 8%

Others** 1% Car Loans 11% 13% Overdrafts 8% 15% Personal 34% Mortgages Others 15% Credit Cards 4% Time Loans Trade 4%

  • Trans. & com.

53% Personal Cont. 2%6% Manuf. 2% 7% 19% 5% RE Others** Fin Inst Serv. 4%

slide-24
SLIDE 24

Divisional Performance

24

Revenue Trends AED Mn Balance Sheet Trends AED Bn

Retail Banking & Wealth Management

  • RBWM revenues increased 8% y-o-y
  • In FY-16, fee income accounted for 39% of total RBWM

revenue, compared to 30% in 2013

  • Loans grew by 14% across a range of products

including mortgages and credit cards; and deposits by 25% from end 2015

  • The bank continues to optimize its distribution network

with 580 ATMs and 94 branches as at 31-Dec-16

  • RBWM enhanced its award winning digital banking

platform in 2016 with initiatives such as Emirates NBD Pay and Branch of the Future and continued to focus on

  • ffering innovative solutions such as variable rate

FlexiLoans and GlobalCash multi-currency card Islamic Banking

  • Islamic Banking revenues were steady y-o-y though net

profit declined on the back of higher provisions

  • Financing receivables grew 5% from end 2015 across a

range of products

  • Customer accounts increased by 5% from end 2015. EI

continued to improve its liabilities mix and grew CASA balances by 8% during the year. As at end 2016, CASA represented 67% of EI’s total customer accounts.

  • In Q3, EI successfully raised another $250m 5-year

sukuk through a tap on their $750m sukuk issued in Q2. The cost of the tap was 50 bps p.a. lower than the

  • riginal sukuk.
  • As at 31-Dec-16, EI had 61 branches and an ATM &

CDM network of 196

Balance Sheet Trends AED Bn Revenue Trends AED Mn

Operating Environment Appendix Financial & Operating Performance Strategy Emirates NBD Profile

141.6 +14% +25% 2016 2015 34.0 113.6 38.7 Loans Deposits 6,171 +8% 2,388 3,783 2015 2016 5,691 3,539 2,152 NII NFI 36.5 39.3 2015 34.9 2016 +5% +5% 41.1 Financing receivables Customer accounts 2,415 740 2,427 2015 0% 2016 690 1,675 1,737 NFI NII

slide-25
SLIDE 25

Divisional Performance (cont’d)

25

Revenue Trends AED Mn Balance Sheet Trends AED Bn

Wholesale Banking

  • Wholesale

Banking revenues declined 13% y-o-y primarily due to a realignment in internal transfer pricing

  • Loans grew 5% from end 2015
  • Deposits

declined 6% from end 2015, reflecting continued efforts to reduce the average cost of funding while maintaining liquidity at optimum levels

  • Fee income fell in 2016 on lower one-off investment

gains and a decline in lending-based fee income due to pricing pressures

  • Focus in 2016 was on enhancing customer service

quality in key sectors, share of wallet, increased cross- sell of Treasury and Investment Banking products and larger Cash Management and Trade Finance penetration Global Markets & Treasury

  • GM&T revenues increased 91% y-o-y
  • Sales revenues saw strong growth due to higher

volumes in Interest Rate hedging products, Foreign Exchange & Fixed Income sales

  • Trading and investment revenues improved as both

Credit Trading and FX Trading delivered a strong performance despite volatile market conditions

  • Global Funding raised AED 20.3 Bn of term debt via

AED 10.4 Bn of private placements, AED 3.7 Bn of sukuk issue and tap and a AED 6.2 Bn club deal

Revenue Trends AED Mn Balance Sheet Trends AED Bn Revenue Trends AED Mn

Operating Environment Appendix Financial & Operating Performance Strategy Emirates NBD Profile

2016 211.5 100.1 200.8 2015 106.7

  • 6%

+5% Loans Deposits 2015 1,206 1,317 3,611 3,092

  • 13%

2016 4,298 4,928 NII NFI 476 464

  • 83

2015

  • 276

2016 380 +91% 200 NII NFI

slide-26
SLIDE 26

26

Emirates NBD’s core strategy is focused on the following building blocks

Operating Environment Appendix Financial & Operating Performance Strategy Emirates NBD Profile

Drive core business

Deliver an excellent customer experience (with digital being the focus)

Build a high performing organization Run an efficient

  • rganization

Drive geographic expansion

Key Objective Strategic Levers Enablers

slide-27
SLIDE 27

27

Key Achievements 2016 Strategic Priorities

  • Extend servicing of products through online,

mobile, social channels

  • Reinforce ENBD’s position as a digital

innovator in the region via best-in-class

  • nline and mobile banking services
  • Keep investing in new digital channels,

products, and capabilities

  • Won Best Bank in the Middle East, Best Bank in the UAE and Best Digital

Bank in the Middle East at the Euromoney Awards for Excellence 2016 – first bank in UAE and Middle East to win in all three categories.

  • Awarded ‘Best Bank UAE - 2016’ by The Banker, second year in a row.
  • Emirates NBD’s mobile banking app crossed 400K active users and

Increased digital offerings like DirectRemit (to Sri Lanka and Egypt), Emirates NBD Pay, mePay and SmartPass.

Deliver an excellent customer experience

1

Highlights of strategic achievements in 2016

  • Drive asset growth and cross-sell in Retail

and Islamic

  • Diversify wholesale banking loans portfolio
  • Grow fee income via improved Transaction

Banking, Treasury and online offerings

  • Transformation on track with key investments in developing our non-

lending offering and services and Transaction Banking enhanced to include a host-to-host channel and a corporate cheque printing service.

  • Retail loans growth of 14%, asset growth of 10%, with consistent efforts in

launching best-in-class offerings. Islamic Financing Receivables growth of 8% (ENBD Group).

Drive core business

2

  • Optimize IT landscape to increase agility and

enable digital banking

  • Streamline key processes and enhance cross-

functional collaboration throughout Group

  • Enhance risk governance and compliance controls
  • Align risk appetite to strategy and use of capital
  • Healthy capital adequacy ratio at 21.2% and Tier 1 capital ratio at 18.7%
  • Advances to deposits ratio improved 0.8% to 93.4% amid tighter liquidity.
  • Drove profitable growth by controlling NPLs from 7.1% to 6.4%.
  • Successfully implemented new core banking system in Emirates Islamic.
  • As part of an AED 500 mn planned digital initiatives investment in the next

three years, the bank launched Emirates NBD Future Lab™.

Run an efficient

  • rganization

3

  • Sustain our growth path and deepen footprint

in Egypt and other offshore locations

  • Catalyze growth in current international

markets

  • Continue to evaluate potential organic and

inorganic opportunities in selected markets

  • Received a license to operate a full fledged branch in India and expect to

start operations on Q3 2017.

  • Approval to open three additional branches in KSA.

Drive geographic expansion

4

  • Continue to drive nationalisation efforts with

a focus on developing local leadership talent

  • Improve performance management with

greater recognition for high performers

  • Continue successful Employee Engagement

level programs

Build a high performing

  • rganization

5

  • National Leadership Program launched and implemented to identify and

develop National leaders for the future.

  • High Potential Talent and High Performers identified and efforts made to

maintain high levels of engagement and retention.

  • Emirates NBD engagement level in 2016 stood at 64% compared to 62%

for Global Commercial Banks and 53% for GCC Commercial Banks.

Operating Environment Appendix Financial & Operating Performance Strategy Emirates NBD Profile

slide-28
SLIDE 28

28

  • Continue to deliver superior customer experience via investing into new digital channels, products, and capabilities
  • Reinforce ENBD’s position as a digital innovator in the region via best-in-class online and mobile banking services
  • Launching digital platform in the corporate and transaction banking to provide seem lees service to corporate clients
  • Continue to drive nationalization efforts with a focus on developing local leadership talent
  • Improve performance management through people management capabilities and reward systems
  • Keep the momentum on employee engagement through leadership commitment and impactful action plans
  • Continue cross-sell efforts in the Retail business and focus on gaining market share in all products and segments
  • Rebalance the Islamic franchise with a focus on delivering profitable growth
  • Continue diversification of wholesale banking loans portfolio to include broader representation of sectors and segments
  • Increase fee and commission income via improved Transaction Banking, Treasury and online offerings
  • Transform the IT platform to increase agility and enable digital banking through an organization wide plan
  • Streamline and automate key processes while working on the end to end digitization program
  • Align risk appetite and portfolio management framework to optimize risk return matrix and focus on lowering cost of risk
  • Enhance cross-functional collaboration through alignment of KPIs and optimization of governance structures
  • Identify areas of further operational efficiencies (cost and process)
  • Sustain our growth path and deepen footprint in Egypt and develop other offshore locations
  • Drive new markets and catalyze growth in current international markets by focusing on cross border trade and other
  • pportunities
  • Continue to evaluate potential organic and inorganic opportunities in selected markets

Deliver an excellent customer experience (with digital being the focus) 1 Build a high performing

  • rganization

5

Drive core business

2

Run an efficient

  • rganization

3

Drive geographic expansion

4

Strategic priorities for 2017

Pillars of our strategy Key focus areas

Operating Environment Appendix Financial & Operating Performance Strategy Emirates NBD Profile

slide-29
SLIDE 29

29 Operating Environment Appendix Financial & Operating Performance Strategy Emirates NBD Profile

2016 Selected Awards

‘Banking and Finance Company of the Year 2016’ ‘Strongest Bank in the UAE in 2016’ ‘Smart Financial Services Excellence Award’ ‘Outstanding Private Bank Middle East’ ‘Outstanding NRI/Global Indians Offering’ Emirates NBD’s Fitness Account recognised for innovation in digital banking 'Fixed Income Manager of the Year' ‘Bank of the Year – UAE 2016’ Advertiser of the Year

‘Top 25 Global Banks on Social Media’

‘Best Bank in the Middle East’ ‘Best Digital Bank in the Middle East’ ‘Best Bank in the UAE’ ‘Best Prepaid Program – Emirates Islamic’ Advertiser of the Year

slide-30
SLIDE 30

30

Large Deals Concluded in 2016 (1/3)

As of end December 2016

Operating Environment Appendix Financial & Operating Performance Strategy Emirates NBD Profile

DUBAI SILICON OASIS AUTHORITY AED 1,000,000,000 IJARAH FACILITY JULY 2016 Mandated Lead Arranger and Joint-Coordinator ATLANTIS THE PALM 2 (DIFC) LTD USD 50,000,000 & AED 2,938,399,999 CONVENTIONAL CREDIT AND COMMODITY MURABAHA FACILITIES AUGUST 2016 INITIAL MANDATED LEAD ARRANGER AND BOOKRUNNER STANBIC BANK UGANDA LIMITED USD 55,000,000 TWO YEAR TERM LOAN FACILITY SEPTEMBER 2016 Initial Mandated Lead Arranger, Bookrunner, Coordinator, Documentation and Publicity Agent GOVERNMENT OF SRI LANKA USD 700,000,000 SYNDICATED TERM LOAN FACILITY SEPTEMBER 2016 Initial Mandated Lead Arranger and Bookrunner GLOBAL ENVIRONMENTAL MANAGEMENT SYSTEMS SAR 300,000,000 MURABAHA FINANCING FACILITIES OCTOBER 2016 Mandated Lead Arranger and Joint-Coordinator INTERNATIONAL BANK AZERBAIJAN USD 185,000,000 TERM LOAN FACILITY OCTOBER 2016 Mandated Lead Arranger and Bookrunner ITTIHAD PAPER MILL USD 195,000,000 SYNDICATED CONVENTIONAL AND ISLAMIC FACILITIES DECEMBER 2016 Advisor, Initial Mandated Lead Arranger and Bookrunner MERCURIA ENERGY TRADING PTE. LTD. AND MERCURIA ASIA GROUP HOLDINGS PTE. LTD. USD 195,000,000 USD 900,000,000 SYNDICATED REVOLVING CREDIT FACILITY November 2016 Bookrunning Mandated Lead Arranger YAPI VE KREDI BANKASI AS USD 233,500,000 AND EUR 817,250,000 DUAL CURRENCY TERM LOAN FACILITY OCTOBER 2016 Mandated Lead Arranger, Joint-Coordinator and Publicity Agent GEMS GLOBAL (CAYMAN) LIMITED USD 250,000,000 AND AED 918,250,000 CONVENTIONAL TERM AND COMMODITY MFACILITIES November 2016 URABAHA Mandated Lead Arranger, Bookrunner and Underwriter

slide-31
SLIDE 31

31

CFC STANBIC BANK LIMITED USD 135,000,000 SYNDICATED TERM LOAN FACILITY MARCH 2016 Initial Mandated Lead Arranger and Bookrunner TETRA HOSPITALITY INVESTMENTS LLC AED 2,482,000,000 SYNDICATED TERM LOAN FACILITY JANUARY 2016

Mandated Lead Arranger and Bookrunner

SHARJAH ISLAMIC BANK USD 265,000,000 SYNDICATED MURABAHA FINANCING FACILITY APRIL 2016 Initial Mandated Lead Arranger and Bookrunner THE STANDARD BANK OF SOUTH AFRICA LIMITED USD 1,000,000,000 SYNDICATED TERM LOAN FACILITY APRIL 2016 Mandated Lead Arranger and Bookrunner AFRICA FINANCE CORPORATION USD 190,000,000 TERM LOAN FACILITY MAY 2016 Joint-Coordinator, Initial Mandated Lead Arranger and Bookrunner ALLANA INTERNATIONAL LIMITED USD 500,000,000 SYNDICATED TERM LOAN TERM AND REVOLVING MURABAHA FACILITIES MAY 2016 Initial Mandated Lead Arranger & Bookrunner UNITED ARAB BANK PJSC USD 150,000,000 SYNDICATED TERM LOAN FACILITY JUNE 2016 Mandated Lead Arranger and Bookrunner ADEPTIO AD INVESTMENTS SPC LIMITED USD 1,650,000,000 TERM LOAN FACILITY JUNE 2016 Mandated Lead Arranger and Book EMIRATES NBD BANK USD 1,700,000,000 SYNDICATED TERM LOAN FACILITY JUNE 2016 Coordinator SEKERBANK USD 18,000,000 AND EUR 99,500,000 DUAL CURRENCY TERM LOAN FACILITY JULY 2016 Mandated Lead Arranger

Operating Environment Appendix Financial & Operating Performance Strategy Emirates NBD Profile

Large Deals Concluded in 2016 (2/3)

As of end December 2016

slide-32
SLIDE 32

32

T S GLOBAL HOLDINGS PTE LIMITED USD 1,500,000,000 TERM LOAN FACILITY DECEMBER 2015 Mandated Lead Arranger and Bookrunner

Operating Environment Appendix Financial & Operating Performance Strategy Emirates NBD Profile

Large Deals Concluded in 2016 (3/3)

As of end December 2016

slide-33
SLIDE 33

Investor Relations

PO Box 777 Emirates NBD Head Office, 4th Floor Dubai, UAE Tel: +971 4 201 2606 Email: IR@emiratesnbd.com