ADIB SustainabilityReport Jan en

1
SUSTAINABILITY
REPORT
2019
The ADIB Banking Academy
CONTENTS
ADIB’S STATEMENT 4 ETHICAL BANKING 29

Responsible Financing 29
ABOUT THIS REPORT 6
Supporting the Local Economy 32
BANK OVERVIEW 8
ENABLING OUR PEOPLE 34
About ADIB 8
Employee Empowerment 34
ADIB Ownership Structure 10
Key Highlights 10 DIVERSITY & INCLUSION 35
Awards & Recognition 11 Women Empowerment 35
Memberships & Associations 12
UAE NATIONAL TALENT EMPOWERMENT 37
Financial Performance 13
Credit Rating 13 LEARNING & DEVELOPMENT 42
The ADIB Banking Academy 42
GOVERNANCE & INTEGRITY 14
Governance 14 HAPPINESS 44
Compliance & Ethics 15 ADIB Club 44
Risk Management 17 Employee Engagement 45
Cyber Security 18 Rewards & Recognition 46
Performance Management 47
SUSTAINABLE BANKING 22
Revision Of Job Profiles 48
Sustainability Management 22
Employee Benefits 48
Sustainability Framework 27
Leave 48
Sustainability Governance Structure 28
Parental Leave 50
ABU DHABI ISLAMIC BANK 2019 SUSTAINABILITY REPORT
3
OCCUPATIONAL The Cultural Aspect 69

HEALTH & WELLNESS 51 Digital Curriculum 69
Sports Clubs 51 Difc Fintech Hive Accelerator Programme 70
A Safe Work Environment 52
RESPONSIBLE SUPPLY CHAIN 71
Volunteering 52
OUR ENVIRONMENTAL RESPONSIBILITY 73
CUSTOMER FOCUS 53
Energy Consumption 74
Listening To Our Customers 54
Greenhouse Gas (Ghg) Emissionss 75
Facilitated Payments 56
Water Consumption 75
World Class Delivery Channels 57
Waste Management 76
Engaging With Our Customers 58
COMMUNITY DEVELOPMENT 77
FINANCIAL LITERACY 59
Mass Weddings 78
INNOVATIVE PRODUCTS & SERVICES 63 Volunteer Programmes 79
Senior Citizens 81
ENGAGING CUSTOMERS WITH THE
COMMUNITY 65 ENVIRONMENTAL PROTECTION 82
SUSTAINABLE OPERATIONS 67 SPORTS 83

Sustainability Reporting 67
System Optimisation 68
OTHER SPONSORSHIPS 84
Digital Innovation - Adib Simple 68 GRI STANDARDS CONTEXT INDEX 87
Adib Simple Talks 68

ADIB’S
STATEMENT
(102-14), (102-15)
ADIB has always taken a proactive approach to conduct responsible

business, which is why to solidify our commitments, we invested
in a five-year sustainability strategy that will continue to generate
mutual benefits to all our stakeholders, especially in the social and
environmental field.
Dear Stakeholders,
We are pleased to present to you our third sustainability report.
This report showcases ADIB’s sustainability performance over 2019, highlighting the Bank’s economic,
social, governance and environmental practices. It shows how through numerous business practices
and with our community related work, we are helping address issues related to sustainability.
Since the publication of the first report in 2017, it has been ADIB’s mission to implement sustainability
across all departments. Under the guidance of ADIB sustainability Council, we are continuously working
with our stakeholders and communities to find creative solutions that address challenges faced by our
society.
ADIB has always taken a proactive approach to conduct responsible business, which is why to solidify
our commitments, we invested in a five-year sustainability strategy that will continue to generate
mutual benefits to all our stakeholders, especially in the social and environmental field.
At ADIB, we are aware that sustainability is a journey that requires every individual to play an active
role. We are committed to pushing our sustainability agenda forward every year and inspiring our
stakeholders to join us on this journey. Our purpose-driven sustainability strategy is aligned with the
UN’s Sustainable Development Goals (SDGs) and the UAE’s efforts towards sustainable development,
as highlighted in the UAE’s vision 2021.

5
In 2019, our sustainability strategy was in alignment with the UAE’s Year of Tolerance initiative. We
were engaged in several initiatives that helped us in promoting this value such as conducting financial
education programme for labourers while continuing to conduct our financial education programme
within different segments of the community by hosting seminars at schools and universities.
As an Islamic Bank inspired by the standards of Shari’a, ADIB has always been a big supporter of the
local community. We recognise the importance of creating meaningful and long-lasting impact and had
several initiatives in place that support and give back to the communities in which we operate. It is also
our aspiration to involve every stakeholder in our journey of sustainable operations, so we have added
Environmental, Social and Governance (ESG) criteria to the assessment of our suppliers and vendors.
In line with this, we also offered local entities opportunities to work with us with approximately 93%
of our 2019 budget spent in support of the local economy.
We have driven our sustainability journey forward even further this year with our efforts in digitisation.
2019 marked the opening of our innovative digital lab, “ADIB Simple Lab”, along with the introduction
of additional features on our mobile application, offering our customers more opportunities for
self-service. Our electricity consumption also decreased by 38% since 2018 as a result of our space
optimisation strategy and our paper consumption by 29%, thanks to our progress with digital initiatives.
Looking ahead to 2020, we are fully committed to supporting initiatives that reinforce the governments’
efforts to limit the impact of COVID-19 in all segments of the community.
ABOUT THIS
REPORT
(102-45), (102-46), (102-48), (102-49), (102-50), (102-51), (102-52), (102-53), (102-54), (102-56)
This report has been prepared in accordance with the GRI Standards: Core option. We have also referred
to other guidelines such as the United Nations Global Compact (UNGC) principles, which regulate
sustainable business practices globally.
Our sustainability reports from previous years are available online.

https://adib.ae/en/Pages/Home_About_ADIB.aspx

7
SCOPE
This report presents the material issues and impacts of our activities during the year
2019 in the United Arab Emirates only. For the Financial Performance and Economic
Impact figures, the reporting scope includes the entirety of the ADIB Group. All
monetary values in this report are expressed in Arab Emirates Dirhams (AED),
unless otherwise stated.
ASSURANCE
We have followed an internal assurance process for our non-financial data. Our
internal stakeholders were involved to revise and approve the content relating to
their department. However, our financial statements have been independently
audited by Deloitte.
CONTACT POINT
Should you like to receive more information on our sustainability practices, or if
you would like to provide feedback, please contact:
Estidama Council - CSR@adib.com

BANK
OVERVIEW
(102-1) (102-2), (102-3), (102-4), (102-6), (102-7), (102-10)
ABOUT ADIB
ADIB is a leading Islamic bank which was established in In 2019, ADIB was named as ‘Best Islamic Bank in the
1997, with headquarters in the United Arab Emirates. Middle-East’ by EMEA. We have a rich track record of
We hold more than AED 125 billion in assets, as of innovation based on a desire to always improve our
December 2019. The Bank provides world-class, customers’ banking experience. In 2019, we completed
Shari’a-compliant retail, corporate, business, private the first year of our digital transformation plan,
banking and wealth management solutions through marked by the launch of a number of new services and
award-winning digital channels and across an features, including upgrades to our mobile banking
extensive branch network. We have a presence in six experience which enables pre-approved customers
strategic markets, including Egypt, the Kingdom of to receive funds instantly, apply for a card or update
Saudi Arabia, the United Kingdom, Sudan and Iraq. The Know Your Customer (KYC) directly from the app.
Bank shares trade on the Abu Dhabi Stock Exchange
(ADX). We are committed to being responsible, corporate
citizens and managing our business in a way that
At ADIB, we remain one of the leading banks for the creates value for customers, shareholders, employees
recruitment, development, and promotion of local and all of the communities in which we operate.
talent across our region. We have one of the highest
Emiratisation ratios, with approximately 36% of our
workforce made up of UAE nationals.

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OUR
MISSION
Islamic financial solutions
for everyone.
OUR
VISION
OUR
To become a top tier
VALUES regional bank.
We keep it Simple and Sensible

We are Transparent
We work for Mutual Benefit
We nurture Hospitality & Tolerance
We are Shari’a inspired
ADIB OWNERSHIP STRUCTURE
(102-5)
Emirates International Investment Company LLC
39.40% Abu Dhabi Investment Council

52.98%
Other investors
7.62%
Note: No other investors hold more than (5%), apart from those named above.
*All of the shares in the company are nominal of which (60%) shall be fully owned by nationals of United Arab
Emirate, while non-nationals are permitted to own shares of the company to the extent, but not exceeding
(40%), and maximum limit per shareholder is (5%).
KEY HIGHLIGHTS
(102-15)
• 36% Emiratis make up our workforce

• More than 33,000kg of paper recycled
• Electricity consumption reduction of 38% between 2018 and 2019
• More than 80 branches in operation
• 840 Employees volunteered in 2019
• 2,900 school children participated in Future Champions League
• AED 5,915 million in total revenues
• AED 125.9 billion in total assets

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AWARDS AND RECOGNITIONS
BEST ISLAMIC BANK BEST ISLAMIC BANK BEST ISLAMIC BANK BEST ISLAMIC
IN THE MIDDLE-EAST IN UAE IN UAE DIGITAL BANK
EMEA EMEA Finance Banker FT Global Finance

Magazine
BEST OVERALL
BEST ISLAMIC BANK BEST ISLAMIC BANK BANK IN CUSTOMER BEST OVERALL CALL
IN EGYPT IN UAE EXPERIENCE CENTRE IN THE UAE
Global Finance Global Finance Ethos Ethos

Magazine Magazine Consultancy Consultancy
BEST PRIVATE
BANK IN THE HIGHEST OVERALL
BEST ISLAMIC BEST ISLAMIC
MIDDLE-EAST PORTFOLIO
PRIVATE BANK FINANCIER
FOR ISLAMIC FINANCE PERFORMANCE
Private Banker Visa Global Service The International

IFN
International Quality Award Trade Finance
Magazine Awards
BEST SPORTS CSR LABEL

BEST ISLAMIC
GITEX AWARD FOR CSR INITIATIVE OF
BANK
MOBILE TRADING APP THE YEAR
Dubai Chamber of
World Union of Commerce
Arab Bankers Dubai Financial SPIA
Market
BEST CSR AWARD
WIBC
MEMBERSHIPS & ASSOCIATIONS
(102-12), (102-13), (201-4)

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FINANCIAL PERFORMANCE
(102-7), (103-1), (103-2), (103-3), (201-1)
Below is an overview of our financial performance for the calendar year 2019. For more details, please refer to
our 2019 annual report.
https://www.adib.ae/en/SiteAssets/Annual%20Reports/Annual-Report_2019_EN.pdf
2018 2019 Change %
TOTAL ASSETS 125,194 125,987 0.6%
GROSS CUSTOMER FINANCING 81,559 84,121 3.1%
CUSTOMER DEPOSITS 100,404 101,404 1.0%
NET REVENUE 5,769 5,915 2.5%
NET PROFIT 2,501 2,601 4.0%
CREDIT RATING
(201-1)
CREDIT RATING LONG TERM SHORT TERM OUTLOOK
MOODY’S INVESTORS SERVICE A2 P1 STABLE
FITCH RATING A+ F1 STABLE
RAM RATING AAA P1 STABLE

GOVERNANCE
& INTEGRITY
GOVERNANCE
(102-18), (102-19), (102-20), (102-22), (102-23), (102-24), (102-25), (102-26), (102-27), (102-28), (102-29), (102-32)
ADIB’s Board of Directors are responsible for seeing that the Group’s vision and mission are
implemented throughout the organisation, achieved by overseeing the management of the Group’s
business affairs. The Board is ultimately responsible for the success of the Group and for delivering
sustainable shareholder value within a framework of effective controls.
Responsibilities include:
Supervising Providing Establishing

the management leadership and overseeing
of ADIB’s in the development ADIB’s risk
business affairs. and implementation management
of the Group’s vision framework, approving
and mission, both the Bank’s overall risk
within the UAE appetite and ensuring
and as the Group that business is
expands abroad. conducted within this
framework.
For more information, please refer to our 2019 annual report.


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COMPLIANCE & ETHICS

(102-16), (102-17), (102-30), (102-33)
FATWA AND SHARI’A SUPERVISORY BOARD
As an Islamic Bank, maintaining our compliance with Shari’a and Fatwa laws is mandatory.
In order to remain in compliance, ADIB has a Fatwa & Shari’a Supervisory Board. The members have
the mandate of:
Issuing Supervising Providing Reviewing

Fatwas and recommendations contracts
pertaining to controlling for any of ADIB’s activities and agreements
the Group’s the validity of which do not comply with relating to any of
activities. ADIB’s activities any of the principles and ADIB’s business
to ensure that rules of the Islamic Shari’a. and products
they comply with to ensure their
the principles and compliance.
rules of the Islamic
Shari’a.

ETHICS
(102-16), (102-17), (103-1), (103-2), (103-3), (205-1)
The Employees’ Code of Ethics and Standards of Professional Conduct ensure that an ethical, moral
and professional work environment is maintained throughout ADIB. Every employee contributes to
the development of an ethical culture by conducting themselves in alignment with the code and
remaining compliant with best international standards of Islamic financial institutions. The code aims
to establish best practice guidelines for employees to follow in order to maintain a professional and
ethical work environment.
In this code, processes are defined which are to be followed if any stakeholders are found to not be
respecting ADIB’s ethics:
Our Grievance committee listens to every complaint from employees

on work-related issues. We resolve each issue by following our policies.
Grievance Different steps are in place, depending on the severity of the issue:
Management 1. The employee first raises the issue with their line manager or with
the human resources department
2. The employee contacts the Grievance Committee Coordinator
3. The Coordinator will then hand the complaint to the Grievance
Committee if the problem is still not solved
A hotline number and email address are available for any individuals
Whistleblowing who want to report any suspicious activities. All calls are confidential
and recorded for the purpose of evidence and investigation.
We expect all of our employees to share our values of professionalism

and respect by not acting in any way that humiliates their colleagues.
Anti-
Harassment Any form of harassment or immorality is not tolerated and will be dealt
with accordingly. We also do not allow for any expression of favouritism
or discrimination within the workplace.

17
RISK MANAGEMENT
(102-11), (102-30), (102-33)
LINES OF DEFENCE
At ADIB, we operate using a ‘three lines of defence’ model, each ‘line’ indicates clear distinction of
responsibilities:
First Line of Defence - Deal with day-to-day business such as product programmes,
systems, processes, procedures and self-control testing.
Second Line of Defence - Compliance with all internal policies, information security
requirements, relevant regulatory requirements and Shari’a principles.
Third Line of Defence - Review of our internal control framework to ensure the robustness
of the first and second line of defence.
RISK MANAGEMENT FRAMEWORK

The Group’s Chief Risk Officer handles risk management at the Bank and has identified seven key types
of risk that are reviewed on an ongoing basis at both management and Board levels.
CREDIT OPERATIONAL MARKET FRANCHISING REPUTATION
CYBERSECURITY RISK REGULATORY DIGITAL RISK

BUSINESS CONTINUITY
Our business continuity plan outlines how the organisation can continue to operate during a significant
business disruption, or an orderly cessation of operations. Managing the plan properly is critical for any
business, as the security and stability of the organisation can be tested at any moment.
At ADIB, we are committed to protecting our employees and ensuring the continuity of critical
businesses and functions to protect the Bank and its stakeholders, mitigate risk, safeguard revenues and
sustain both a stable financial market and customer confidence. The development, implementation,
testing and maintenance of an effective Global Business Continuity and Disaster Recovery programme
are required to sustain these objectives.

CYBER SECURITY
(103-1), (103-2), (103-3)
Cyber security has become an increasingly

significant concern in recent years. Our dedicated
cyber security team are proactive in their approach
to mitigating cyber risks, such as data leaking, by
keeping on top of system updates and innovating
new programmes to enhance our applications.
We use cutting-edge technology to protect
customer information and constantly develop and
implement advanced banking security measures
to protect our customers from fraud.
Recognising the considerable focus ADIB places

on safeguarding customers’ personal data, ADIB
was named as the ‘Highest Overall Portfolio
Performance (Issuer)’ at the Global Service
Quality Awards 2019, organised by Visa.
ADIB uses the following measures to protect our

customers from debit and credit card fraud:
1 Chip and Pin 2 Free transaction alerts 3 3D secure 4 24x7 fraud monitoring

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In 2019, our cyber security team celebrated several achievements:
Information Security Transformation ADIB Reputation / Brand Protection

• InfoSec Governance and Strategy • ADIB Online Reputation Enhanced
• Implementation of 3 Year • Counter to corporate espionage
Transformation • Preventions from Fake Social
• Information Security Department Media Profiles/Online presence
Established • Ensure Customer Trust
• Successful completion of several
initiatives
• Development of Policy and Frameworks
Information Security
Information Security Awareness Achievements Business Alignment
• Instilling Information Security Culture • Align the Information Security
• Customer facing online campaign activities with business
• Continuous awareness to customers requirements and strategy
to reduce frauds • Enable the business securely
• Regular awareness sessions across ADIB,
Service providers and Int’l Banking
Groups (covering 1500+)
• Information Security Awareness
Campaigns (Roadshows)
• Email Phishing Assessment covering
4500+ Staff
Data Leakage Prevention Regulatory Compliance

• Refined DLP policies for monitoring Timely compliance to
and preventing card holder data, UAE Central Bank Regulations
customer data and other ADIB ADIB comply with
Confidential information. • UAE Information Assurance
• Extended the DLP control to network Standard (NESA) compliance
layer (web and email) • Payment Card Industry
• Bank-wide data classification exercise (PCI) Regulations
in progress • Worldwide Interbank Security
• Implemented Data discovery tool for Regulation (S.W.I.F.T)
identifying ADIB sensitive data
Cyber Threat Intelligence Info Security Risk Assessments
• Building In-house Cyber Threat • Risk Assessments on Business
Intelligence capability Services
• Defending ADIB systems from Cyber • Analysis of critical core and
Attacks by Proactive Monitoring support services
• Conversion of Threat Intelligence • Service Providers / Third
into Actionable Monitoring Party Risk Assessments
• Risk Reviews on Data Transfer
Information Security
Achievements
Cyber Security Defense Business Information Security

• Instilling Information Security Services
Culture • Dedicated team to handle
• 24/7 Security Monitoring all business requests in a
• Proactive Real Time Online timely manner
Monitoring of Threats
• Security incidents investigations
Embedding Security in ADIB Digital Security Engineering & Technology

Transformations • Establishing Robust Network &
• Security Controls Integrations in Security Architecture
Digital Projects • Enhancements to ATM Security
• Augment protection of critical Controls
data assets • Collection & Analysis of Threat
• Embed security without inhibiting Intel Inputs to Cutting-Edge
user experience Technology Improvements
• Seamless security into product
services

21
Our Information Security Awareness Month:
“Ask the Experts” booth

Attendees: 700+
• Open engagement with ADIB Staff
• Answering Information security
ADIB Cyber Security Conference 2020 queries
• Enhancing their knowledge through
Attendees: 292 cybersecurity games
• Cybersecurity conference focusing • Gift based quiz to encourage
on data leakage positive security behavior
• External and internal speaker
engagements
• Fire side chats
• Awareness quiz Phishing Simulation
Employees targeted: 3,368
• Critical departments targeted for
simulation
Multiple Awareness & • Customised phishing scenarios
Training activities for targeted departments
• Testing employee awareness &
• Animated Video On Data Leakage response towards phishing emails
• Bank-wide distribution of tent cards • Analysis of staff behavior
containing information security tips
• Awareness mailers
• Multiple rounds of online cyber quiz
• Next level experience of InfoSec
through virtual reality games
ANTI-FRAUD AWARENESS
This year, ADIB initiated a cyber security campaign

in partnership with Dubai and Abu Dhabi Police, to
educate our customers on ways in which they may
be targeted for fraud. In addition to this campaign,
we use our social media accounts as a platform to
raise awareness around how each individual can
be proactive in combatting fraud.
https://business.facebook.com/
watch/?v=211926336370871
For more information,

please refer to our 2019 annual report.
https://www.adib.ae/en/SiteAssets/Annual%20
Reports/Annual-Report_2019_EN.pdf
SUSTAINABLE BANKING
(102-21), (102-31)
As an Islamic Bank, being a responsible financial institution has always been a value upheld throughout
ADIB. Since 2018, we have developed a robust sustainability strategy and have a whole team dedicated
to implementing good sustainable practices in every department throughout the bank.
SUSTAINABILITY MANAGEMENT
LISTENING TO OUR STAKEHOLDERS
(102-21), (102-31), (102-40), (102-42), (102-43), (102-44)
There are many environmental, social and governance topics that demand our attention. We engage
frequently with our stakeholders using various channels to obtain their feedback, so we can address the
topics which they raise as a priority.
ENGAGEMENT METHOD REFLECTIONS & FEEDBACK FOR

STAKEHOLDER GROUP
& FREQUENCY 2018 STRATEGY
• Quarterly financial results • Stability of Financial Performance

• Annual analysts and investors meeting • Cost management measures
• Annual report • Strong capital positioning
• Press releases • Digital transformation
• The Annual General Meeting • Dividends distribution
INVESTORS
• The dedicated “Investor Relations” section on our website • Transparent communications
• Working culture
• Annual engagement survey “Soutak” • Training and development
• Monthly engagement polls targeted at 10% of employees • Talent attraction and development
• Periodic team meetings as needed • Compensation
• Employees’ performance assessments • Engagement strategy and knowledge sharing
EMPLOYEES • Internal communication programmes • Corporate volunteering

• Healthy and safe work environment

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ENGAGEMENT METHOD REFLECTIONS & FEEDBACK FOR

STAKEHOLDER GROUP
& FREQUENCY 2018 STRATEGY
• Daily face-to-face interactions when customers visit our
branches
• E-banking and digital services
• Call centers, emails
• Privacy & security
• Press releases
• Competitive products, services and rates
• Social media
• Customer experience
• Brand activations
• Responsiveness through all customer touch
• Account relationships management
points
• Customer satisfaction surveys
• Transparent and accurate communications
CUSTOMERS
• Other service channels (phone banking, internet banking,
SMS)
• Clarifications on the tendering process and

• Pre-tendering meetings lifecycle
• Quaterly town hall meetings for approved vendors • The automation process of our relationship with
suppliers
• Project-based satisfaction surveys
• The new ERP system
• Debriefing reports after each tendering stage
• Clear and fair terms and conditions
• Tailored communications plan for critical suppliers
SUPPLIERS • Cost negotiations and payment terms
• Compliance with the US Green Business Council to acquire

the Leadership in Energy and Environmental Design (LEED) • Monitoring our carbon footprint
certificate
• Paper recycling
• Press releases
• Waste management
• Project partnerships to benefit the local community
Environment
• Financial inclusion
• Partnerships with non-profit organisations and civil society
• Support in sports activities
groups
• Youth Empowerment
• Roll out of social investment programmes and initiatives
• Women Empowerment
• Cultural and social events
• Celebration of local culture
• Sponsorship and donations
The Local • Philanthropic and Humanitarian efforts
• Environmental stewardship
MATERIALITY MATRIX
(102-21), (102-31), (102-47)
Our materiality process follows the Global Reporting Initiative (GRI). We define materiality as the
environmental, social and governance topics that hold the greatest importance to our stakeholders.
We conducted a materiality analysis in 2018 for our 5-year sustainability strategy, an exercise which is
carried out every two years. We found that for our industry, the most relevant topics remain consistent
over this period of time. The results of the engagement were gathered and analysed and the following
matrix was prepared. It identifies the aspects that are highly material (to be considered by ADIB and
integrated into their strategy) and those that are less material and do not need immediate attention.
10
Risk
Management
9 Transparaency
Financial
Performance
Training &
Development Customer
Experience
Governance &
Facilitated Accountability
Satisfaction
8 Women Empowerment
Support Community
Career Responsible Financing
Development
Enterpreneurship Competitive Benefits
Responsible Literacy Privacy & Data Security
7
Segmented Products Wellbeing
Diversify & Equality
Support Socially Anti-corruption
Responsible
Suppliers Electricity Consumption
Water Consumption
H&S
6 Carbon Emissions
Appreciation
Recylcling Recognition Clear Purchase Policy
Awareness
Green Building
5 Customer Engagement
Socio-env Criteria
Vendors Assess
Youth Empowerment
E-Banking
4 Sports
Volunteering Education
Science &
Art & Culture Technology
3 Internship
Corporate Culture
Emergency Response Bank's Fleet

Increase
Vendor's
2 Awareness
0 1 2 3 4 5 6 7 8 9 10
IMPORTANCE TO ADIB

25
SUSTAINABILITY FRAMEWORK
As an Islamic Bank, ADIB has always been a proactive supporter of the local community. Creating job
opportunities, supporting local programmes and initiatives and volunteering are just a few examples
of our efforts to act as responsible citizens wherever we operate. We want to build on our efforts and
leave a greater impact by integrating the principles of sustainability across our core operations.
All of our sustainability programmes are divided into five main focus areas, which are aligned with our
business objectives and stakeholders’ needs.
OUR PURPOSE:
SUSTAINABLE BANKING AS IT SHOULD BE
Ethical Banking Enabling Our People Customer Focus Sustainable Community

Operations Development
Responsible Financing Occupational Health Listen to Our
Support Local Economy and Wellbeing Customers System Optimisation ADIB Ramadan
Volunteering Engage Customers in Responsible Supply Food Truck
Employee the Community Chain Khairkom Sabeq
Empowerment Financial Literacy Our Environmental (Senior Citizens)
Happiness Innovative Products Responsibility Sports
and Services Sustainability Reporting Environment
Mass Weddings
Other Sponsorship


27
MISSION
To provide sustainable and customer-
focused financial solutions by
integrating responsible social,
environmental and governance
commitments into our operations,
aiming to create value for our
stakeholders
VALUES VISION
Shari’a Inspired
To become a top tier Sustainable
Simplicity
Bank in the region
Sensibility
Transparency
Mutual Benefit
Hospitality
Tolerance
SUSTAINABILITY GOVERNANCE
STRUCTURE
(102-18)
ADIB established a sustainability council in 2018, which incorporated six committees. In order to
successfully implement our sustainability strategy, different departments joined hands to operate
under the guidelines of this one umbrella. Each committee is made up of members who were chosen
based on their experience, background and interests. Members work together to implement a vision
and mission relevant to each committee, continuously develop strategies and stay engaged with all
stakeholders.
CEO
Sustainability Council Chairman
Sustainability Manager (Council Secretary)
Council Member
Financial Literacy ADIB Club Health and

Committee Wellness Committee
Sustainablity Reporting
Environmental Committee
Committee
Employee Empowerment
CSR Committee
Committee

29
ETHICAL BANKING
RESPONSIBLE FINANCING
(103-1)(103-2)(103-3)
It is a crucial part of ADIB’s responsible banking mission to align our initiatives, programmes and
activities with the UN’s Sustainable Development Goals (SDGs) and the UAE Vision of 2021. We began
monitoring our environmental, social and governance performance in 2017, since this time we have
focused on aligning our initiatives with local and international recommendations and frameworks.
Alignment with the United Nations Sustainable Development

Goals (UN’s SDGs)
Sustainable Development Our 2019 Impact

Goals
Food box initiative
SDG 1: Zero Hunger
• Soutak satisfaction rate: 70%.

• ADIB Club Committee has focused on:
1. ADIB football tournament and cricket
tournament
2. Health awareness days for check ups
3. Special offers for our employees and
their families
SDG 2: Good Health & Wellbeing 4. 115 ADCD Fire Awareness Training
• Financial Literacy Programmes:

Moneysmart community
University & school students
Labourers
Newlyweds
• Average days of training per female
SDG 3: Quality Education employees: 4.9
• Average days of training per male
employees: 4.2
Alignment with the United Nations Sustainable Development
Goals (UN’s SDGs)
Sustainable Development Our 2019 Impact

Goals
Installation of a nursing room, a nursery

and female-only gym facilities at our HQ.
SDG 4: Gender Equality
• 36% of our employees are Emiratis

• AED 125.9 billion in assets
• Supporting 31 women entrepreneurs during
SDG 5: Decent Work &
Economic Growth
the Mother of the Nation Festival
Digitalisation journey through ADIB Simple

that implements new programmes and
SDG 6: Industry, Innovation & initiatives every year:
Infrastructure
Our CSR activities cover different segments

of the community:
• Senior Citizens
• People of Determination
SDG 7: Reduce Inequality • Kids
• Labourers

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Alignment with the UAE Vision 2021
UAE Vision Our 2019 Impact
Financial Literacy Programmes:

• Moneysmart community
• University students
UNITED IN PROSPERITY • Labourers
• Newlyweds
• 36% of our employees are Emiratis.

• Financial Literacy programmes for labourers.
• ADIB has been recognised for its contribution
UNITED IN KNOWLEDGE to the UAE economy.
• Mass Weddings.
• Celebration of national events.
• Several initiatives during the Holy month
of Ramadan were organised, such as the
UNITED IN RESPONSIBILITY
distribution of 48,000 food boxes.
SUPPORTING THE LOCAL ECONOMY
For the third consecutive year, ADIB was recognised by Mohammed bin Rashid Al Maktoum Business
Awards for outstanding efforts in our contribution to the UAE’s economy and in achieving corporate
excellence. The award is a testament to our continuous efforts to provide our customers with world-
class products and services. It was a proud moment for every one of us, marking our efforts to lead the
way and inspire others in the industry to give back to the local economy.
The awards are designed to recognise the success of organisations that have contributed to the economic
development of the UAE and GCC and demonstrated world-class standards in their procedures and
operations.
More information can be found in our Customers Chapter.

33
Mother of the Nation Festival
The Mother of the Nation Festival has been

celebrated in Abu Dhabi since 2014. The festival
pays tribute to the living legacy of the original
‘Mother of the Nation’, HH Sheikha Fatima bint
Mubarak, Supreme Chairwoman of the Family
Development Foundation, Chairwoman of the
General Women’s Union and President of the
Supreme Council of Motherhood and Childhood.
In 2019, we sponsored 31 female Emirati

entrepreneurs as part of this festival, providing
them with a dedicated area in the souk where
they could sell their products. This was part of
our efforts to support the local economy and
empower Emirati women.
ENABLING OUR PEOPLE
(103-1), (103-2), (103-3)
At ABID, we are committed to creating an organisational environment which enables our people to
reach their full potential. We recognise that our people are the most essential asset to our business
and have the power to transform various factors in the marketplace. Their personal and professional
development and wellbeing are essential in creating engaged and efficient teams, so we have formed an
Employee Empowerment Committee who are dedicated to ensuring that our people are consistently
engaged and empowered by their work.
EMPLOYEE EMPOWERMENT
Our Employee Empowerment Committee is in charge of four main programmes:
FINANCIAL SUPPORT EMPLOYEES OFFERS
WOMEN SUPPORT ENABLING OUR PEOPLE
Mission: Delegate and Empower Employees to enhance their productivity.

35
DIVERSITY &
INCLUSION
(102-8), (103-1), (103-2), (103-3), (401-1), (405-1)
Diversity is a key element in the development of any organisation, especially in the United Arab
Emirates, where diversity is ingrained in the very fabric of our culture. We train our employees in
diversity and ensure that differences are celebrated, maintaining a work environment that is safe and
empowering for every individual.
WOMEN EMPOWERMENT
Creating a work environment that represents gender equality is very important at ADIB. In 2019, our
Employee Empowerment Committee implemented a number of programmes aimed at increasing the
number of women in our workforce and top management. Our initiatives can be found in different
places throughout this chapter. Looking ahead, we are committed to working continuously to reduce
the gender gap and increase the number of programmes that are designed to address this issue.
Full-Time Employees - Broken Down by Gender (102-8), (405-1) (405-2)
2017 2018 2019
NUMBER OF FULL-TIME EMPLOYEES 2,039 2,021 2,070
FEMALES 33% 32% 32%
MALES 67% 68% 68%
Top Management - Broken Down by Gender
2017 2018 2019
FEMALES 8% 9% 9%
MALES 92% 91% 91%

Newly Hired Employees Annually - Broken Down by Gender (401-1)
2017 2018 2019
NEW HIRES 198 260 216
FEMALES 36% 42% 33%
MALES 64% 58% 67%
Turnover Rate of All Employees - Broken Down by Gender (401-1)
2017 2018 2019
NEW HIRES 13% 13% 7%
FEMALES 18% 18% 7%
MALES 10% 10% 8%

37
UAE NATIONAL TALENT

EMPOWERMENT
(405-1)
At ADIB, we have always valued the recruitment and development of local talent and aspire to
empower Emirati nations by offering them fulfilling careers and development opportunities. As one of
the leading organisations in Emiratisation, we place huge importance on investing in the development
of a new generation of Emirati professionals and contributing to the In-Country Value of the UAE.

Emiratisation Strategy
ADIB has created a 2020 Emiratisation strategy that not only strengthens our commitment to
attracting, retaining, and developing local talent, but also ensures that we are transparent and
accountable in our commitments.
In order to achieve this, a set of objectives have been established, including:

1. To be an industry leader in Emiratisation
2. To become an increasingly learning-oriented organisation
3. To be recognised as having the best work environment for UAE nationals
Vision
To be the UAE national’s employer of choice in the financial services sector by engaging, recruiting,
and retaining the best local talent, by offering world-class training and development opportunities
following their on-boarding. Through our forward-thinking approach, we are ready to take on the
ever-changing landscape of an increasingly digital banking industry.
The Central Bank Points Scheme

In response to the 2021 UAE vision and the UAE Government National Agenda, ADIB has adopted
the Central Bank’s points-based system to meet Emiratisation goals.
As you can see below, we are pleased to announce that we have exceeded the required targets.
2017 2018 2019
TARGET POINTS BY THE CENTRAL BANK 2,210 2,673 2,569
ACHIEVED POINTS 2,533 2,940 2,823
ACHIEVEMENT RATIO 115% 110% 110%

Full-Time Employees - Emiratis and Expatriates
2017 2018 2019
NUMBER OF FULL-TIME EMPLOYEES 2,039 2,021 2,070
EMIRATI EMPLOYEES 38% 36% 36%
EXPATRIATE EMPLOYEES 62% 64% 64%
Turnover Rate - Emiratis and Expatriates
2017 2018 2019
EMIRATIS 18% 17% 8%
EXPATRIATES 9% 10% 7%
Full-Time Employees - Broken Down by Nationality
2017 2018 2019
NUMBER OF COUNTRIES 51 51 53
UAE 38% 36% 36%
JORDANIAN 12% 12% 13%
INDIAN 11% 11% 13%
PAKISTANI 9% 9% 8%
EGYPTIAN 6% 7% 7%
OTHERS 24% 24% 24%

39
Emiratisation Programmes
As part of our Human Resources Department, we have a dedicated team focused on attracting and
developing UAE Nationals. The team focuses on recruiting fresh graduates and developing UAE Nationals
into middle and senior management roles, by offering them continuous support throughout their
career. Our Emiratisation goals are aligned with direct reports from the CEO on annual performance
scorecards, which are reviewed on a bi-annual basis.
Our goals for Emiratisation ensure that:

1. Each individual is able to reach his/her full potential through excellent training and
development programmes.
2. Efficient succession planning, with priority given to UAE nationals.
3. Retaining local talent by providing them with personal and professional development
opportunities, a great work-life balance and a rewarding career path.
To achieve these goals, ADIB has collaborated with prestigious educational institutions to develop a
suite of world-class training programmes aimed at building the skills and capabilities of UAE national
employees throughout the different levels and business units.
Recruitment Mechanisms
Attracting high calibre Emirati talent is a priority

at ADIB. To do this, we have created a set of tools
and fostered partnerships, in particular within
government and higher education institutes,
which enables us to engage with a broad spectrum
of local talent.
Participation in career
fairs and university
Referral system where open days in the UAE,
existing employees can the UK and the US - in
refer talent. coordination with UAE
Head-hunters and embassies.
placement agencies.
Partnerships with the
Ministry of Human
Resources and Emiratisation
(Tanmia), The Emirates
Institute for Banking and
Finance Studies, The Abu
Dhabi Tawteen Council and
the Ibshir Initiative.
Signing ‘memorandums
of understanding’
with key educational
institutions in the UAE in
order to sponsor students
and participate in the
development of academic Exhibiting opportunities
programmes. for Emirati graduates
using the Tawdheef
platform.

41
Programmes to Offer Support:
PROGRAMMES HIGH POTENTIALS (HIPO) TAMKEEN QIYADAT

PROGRAMMES
Description Identify Emiratis who Encourage more Offer world-

show promise as women to progress class learning
potential leaders and to senior leadership opportunities in
have the opportunity roles within the Bank, partnership with
to train and enrol by developing the Abu Dhabi
in various training skills they will need University.
programmes. to succeed.
No. of UAE nationals

enrolled in 2019 21 9 15
Programmes to Attract Talents:
PROGRAMMES ADIB LEADERSHIP PROGRAMMES (ALP) INTERNSHIPS
Description The programmes are designed to train Offer internships

and inspire young Emiratis, who will be to students from
the banking professionals of universities in the UAE.
the future.
No. of UAE nationals

enrolled in 2019 65 84
Our Benefits Programmes
ABSHER PROGRAMME FAZAA PROGRAMME
Developed by the UAE government, the The project aims to develop social
programme aims to support Emiratisation interdependence and bonds of solidarity
efforts by providing benefits on basic to its members. Since 2018, ADIB has
services for Emiratis. These offers can be been distributing cards to all of our
applied for example on housing, aviation employees, not just Emiratis, which
or insurance services. enables holders to take advantage of an
array of discounts and benefits.
LEARNING &
DEVELOPMENT
(103-1), (103-2), (103-3), (404-1), (404-2), (404-3)
At ADIB, the development of our employees is crucial. Every year, the HR department revises and
calibrates our programmes to adapt to new trends and align the courses with the career progression
of our employees. In 2019, we improved the quality of our training and managed to reduce the gap of
training days between male and female employees.
Average Training Days:
2017 2018 2019
FEMALE EMPLOYEES 5.9 6.9 4.9
MALE EMPLOYEES 6.4 5.4 4.2
THE ADIB BANKING ACADEMY

The ADIB Banking Academy was established in order to provide a defined path to success for all of
our employees. We provide professional training, from basic to advanced levels, through our in-house
courses, external leadership programmes and numerous educational opportunities that contribute to
the development of our employee’s skills and knowledge base.
Mandatory Training programmes - Compliance and Controls:

Course Name Target Audience
ADIB Orientation (E-Learning) Senior Manager and below (New Staff)

Financial Crime & Compliance Risk Awareness V2
All ADIB Employees
(E-Learning)
Corporate Governance and Ethics V2 (E-Learning) All ADIB Employees
Introduction to Islamic Banking (E-Learning) All ADIB Employees
Fraud and Risk Awareness (E-Learning & Workshop) Manager and below
ADIB Cyber Security Essentials V3 (E-Learning) All ADIB Employees

43
Our Learning Management System (LMS) Automation

In 2019, we automated our learning management system. This removed training registration forms
saving time, reducing paper consumption and lowering costs. The in-house training materials,
certificates and post training evaluations are also provided online to reduce use of printed materials.
Oracle Learn Fusin

Oracle Learn Fusin is our online system that enables our employees to take e-learning course.
Certifications
In 2019, we gave our employees the opportunity to take part in external courses and obtain international
certification. In 2019, 12% of our employees received internationally recognised certification. We are
working to increase this number every year.
HAPPINESS
ADIB CLUB
In a continuous quest to provide our employees with privileges to boost their happiness and wellbeing,
the ADIB Club has collaborated with top hotels and fitness centres across the UAE to be part of our
employee membership programme, which can be accessed with the ADIB Club Card. The objective of
the ADIB Club Card is to provide employees and their families with access to world-class gym facilities,
health clubs and sports centres.
This membership gives our employees access to excellent facilities across the UAE at competitive
prices, helping ADIB employees to engage in activities which promote a good work-life balance.
ADIB Club Committee is in charge of four main programmes:
Health & Wellness Sports Cups Happiness Safe Work Environment
OUR
MISSION
To enhance employee satisfaction
and wellbeing by promoting a
healthy, safe, responsible and
engaging work environment.

45
EMPLOYEE ENGAGEMENT
(402-1)
At ADIB, we work to improve the wellbeing of our employees through various means. One way is
through meaningful engagements, such as our Soutak survey, which means “your voice” in Arabic. This
survey is sent out to all of our employees and their feedback directly influences initiatives which are
aimed at improving employee wellbeing.
2017 2018 2019
PARTICIPATION RATE 65% 78% 86%
OVERALL SATISFACTION RATE 66% 65% 70%
In addition to Soutak, we engage with around 10% of our employees on a monthly basis through an
anonymous survey. This engagement enables us to assess our employees’ feedback more regularly and
take better informed action.
REWARDS & RECOGNITION
(103-1), (103-2), (103-3)
Grading System
Our grading system is based on a job evaluation methodology that takes into consideration:
Job Responsibility Job Weight Value Provided by the Function of the Role
Using this method, each level is differentiated by three factors:
Know-How Problem Solving Accountability
Each level of the organisation consists of roles that require a certain level of knowledge and professional
experience. Roles vary in accountability when working towards certain results, taking into consideration
individual contribution and impact. The combination of these factors provides the ‘weighting’ of
various roles and levels within the Bank.

47
PERFORMANCE MANAGEMENT
(404-2)
Performance assessment is an ongoing process as part of our Performance Management policy,

it involves:
Two Formal Meetings Discussion & Reflection on Employees’ Achievements
The appraisal discussions are a chance for employees to reflect on their achievements throughout the
year, set new goals with their line manager and create their own personal development plans.
REVISION OF JOB PROFILES
Our HR department reviews all our existing job profiles on a biannual basis, including compensation
and benefits, to ensure that our profiles are consistently competitive. We have successfully kept in
alignment with the industry’s best compensation and benefits packages, establishing ourselves as a
‘Preferred Employer of Choice’.
EMPLOYEE BENEFITS
(401-2)
Flexible Annual Revision of

Umrah Medical Job Profiles
Working
Programme Insurance bi-annually
Hours
Financial
Employee Support for Life
Financing Employees Insurance
in Need
LEAVE
Our employees are entitled to benefits from different types of leave depending on their demand.
Annual Leave Sick Leave Compassionate Hajj Leave Escort Leave

Leave
Special
Emergency Medical Leave Military Service Umra Iddah
Leave (Humanitarian Leave Leave Leave
Leave)

49
PARENTAL LEAVE
(401-3)
Regarding parental leave, we offer the following to our employees:
Maternity Leave Paternity Leave
After completing one year at ADIB,

our female employees are entitled to
maternity leave with full pay for a period
of 90 calendar days. Employees who have
not completed a full year are entitled to Our male employees are entitled
the same amount of days with half pay. to 5 calendar days of full-paid
paternity leave.
After returning to work, female employees
are eligible for an additional one-hour
break for 18 months.
In 2019, we built a nursing room and a nursery in our HQ for our female employees. In 2020, they
will be able to enjoy these two facilities, enabling them to manage their life-work balance more easily.
2017 2018 2019

Female Male Female Male Female Male
Employees Entitled to 307 1,219 325 1,230 343 1,257

Parental Leave
Employees who Took 56 110 58 128 53 70

Parental Leave
Employees who Came Back to 54 110 57 128 53 70
Work After Parental Leave
Employees who came back to work
after parental leave and were still 47 100 51 116 52 68
employed 12 months later
Retention Rate 84% 91% 88% 91% 98% 97%

51
OCCUPATIONAL
HEALTH & WELLNESS
(103-1), (103-2)
At ADIB, we are committed to continuously offering educational opportunities to our employees

regarding their health and wellbeing. In 2019, we dedicated two days to health awareness. On these
days, we hosted a variety of activities for ADIB employees which included seminars, wellness inspired
gift bags, informative flyers and opportunities for general check-ups.
SPORTS CLUBS
The ADIB Club organises sports tournaments for staff across the organisation, which includes the ADIB
football and cricket tournament. During tournament days, employees have the opportunity to partake
in a range of sports and competitions. Activities for the whole family are also arranged, making them
a great day out and a bonding opportunity for the whole family.
The Club also facilitated our participation in inter-bank football tournaments, organised by the UAE
Banks Federation. Our cricket team was also given the opportunity to participate in tournaments
organised by the UAE’s ICC academy.
We understand that some of our female employees don’t feel comfortable practicing sports in a mixed
gender environment. To give women the freedom they want and encourage them to stay active, we
have dedicated ladies-only time at our HQ’s gym facilities, and we encourage our female staff to
participate in women-only events occurring across the UAE, one of them being the Abu Dhabi Dash
which took place in October 2019.
A SAFE WORK ENVIRONMENT
(403-2)
Our headquarters in Abu Dhabi have been certified with ISO 45001, recognising our HQ as a safe place
to work that is designed in a way that minimises accident and injury. We have various other processes
and procedures to ensure the safety of our employees, including regular fire drills across all sites. These
drills ensure that all sites have the correct procedures in place, so they are prepared in case of a real
incident.
In addition, we provide the following health and safety training sessions to all of our employees
throughout the UAE:
2017 2018 2019
90 76 109
First Aid Training
Fire Warden Training 73 163 63
ADCD Fire Awareness Training N/A N/A 115
VOLUNTEERING
Each year, an increasing number of our employees sign up to participate in our social initiatives. Our
employee’s contributions are diverse, which this year included packing boxes during the holy month of
Ramadan and distributing them throughout the Emirates. On completion of any volunteering activity,
a certificate is issued to show appreciation of our employee’s time, effort and good intentions. Certain
approval processes and procedures are required to complete the registration process, with clear
instructions given on completion of registration.
Looking ahead, we will add volunteering Key Performance Indicators (KPI’s) and, as part of the
onboarding process, new employees will receive training on sustainability to familiarise them with our
sustainability strategy, vision and mission.
2018 2019
Number of Employees who Volunteered 460 840

53
CUSTOMER FOCUS
(103-1), (103-2), (103-3)
Each year, we continue to strive for customer excellence. We believe that our commitment to being
a responsible bank is only effective if we take into consideration all of our customer’s needs. We
endeavour to provide financial products and services that offer support at every stage of their life.
Our digitisation journey is one of our key areas of focus in our efforts to listen and respond to the
needs of our customers. We have implemented several initiatives which aim to be inclusive of all of
our customers needs.
LISTENING TO OUR CUSTOMERS
Listening to Our Female Customers - Dana
In Arabic, Dana means “the pearl of all pearls”, which represents how valuable our female customers
are to us. Dana is our women’s banking service, which has been carefully designed with the needs of
our female customers in mind. Dana offers special travel and lifestyle privileges, exclusive shopping
discounts and more. It also gives our customers access to female-only branches, where our professional
female members of staff offer their assistance and expertise, empowering our women by giving them
the knowledge and tools needed to manage and grow their finances.
14 Sections Specialised for Live Session Focusing on

2 Dana Branches Female Customers Women Empowerment
Listening to Our Youth

At ADIB, we are advocates of providing good financial education for young people. We have created
different accounts aimed at our young customers, and we endeavour to teach them how to be
financially independent and manage their own finances. We believe that by instilling good financial
practices from an early age, our youth will have a good start to life and contribute to the future
stability of the economy. Not only do we offer special accounts for young people, but we also conduct
a number of engaging financial literacy programmes designed with our young customers in mind.

55
ADIB Student Account

The ADIB Student Account provides our
customers with an ISIC card, the only international
student card which can be used both locally and
internationally. We give students customised
services and benefits tailored just for them,
including a range of discounts throughout the
UAE and abroad and access to the ADIB banking
app, enabling them to manage their finances
wherever they are.
Banoon: Children’ Savings Account

Our Banoon Children’s Savings Account not only
represents financial inclusion of the youth, but
also of our female customers. In accordance with
the principles of Shari’a, women are able to open
an account on behalf of their children so they can
start saving for their future.
FACILITATED PAYMENTS
Al Khair Debt Settlement
We know that in order to empower our customers financially, we need to help them to manage their
budget and reduce debt. ADIB Debt Settlement helps our customers take control of their finances,
reduce pressure on their households and enable them to shift their focus to more productive financial
tasks, such as saving for the future.
When customers find themselves in challenging times, our specialised rehab unit shares insights and
tips on money management, giving our customers the knowledge they need to maintain good financial
health going forward.
Postponing Instalments
Offering payment flexibility on finances during the Holy Month of Ramadan is an annual tradition
at ADIB. Every year, the bank postpones monthly instalments for its personal finance customers at
no extra charge. The postponement is to help ADIB’s customers manage their finances during the
Holy Month of Ramadan, a month where average spending is usually higher. Our customers can also
postpone one additional instalment every year for free, giving them more flexibility in managing their
budget and dealing better with unexpected expenses.
National Debt Scheme (NDS)

We are proud to be a participant in the National Debt Scheme (NDS), as announced by the Central
Bank of the UAE. Under this scheme, we have contacted UAE National customers who took finance(s)
before May 2011 and currently have tenors exceeding 48 months, from December 2nd 2018. A team
of advisors has been appointed to evaluate each client’s eligibility for the NDS.

57
WORLD CLASS DELIVERY CHANNELS

There has been a clear change in the way UAE customers manage their day-to-day banking over the
past few years. To cater to the growing preference for digital banking, we are investing heavily in our
technology infrastructure and in the development and integration of best-in-class technologies. We
endeavour to simplify our customers’ lives through our digital banking services, making their banking
experience as seamless and secure as possible.
Gold Centres
ADIB Gold is our exclusive banking proposition, where we offer expert financial advice along with a
host of lifestyle benefits.
ADIB Gold members have access to 14 specially designed branches called ADIB Gold Centres,
which include:
Live Screens Tracking the Dedicated Comfortable meeting rooms

Financial Markets Call Centres offering privacy for our
customers
ENGAGING WITH OUR CUSTOMERS
Customer Satisfaction
To encourage our customers to leave feedback during visits to our branches, we have installed feedback
machines at every employees’ desk, an initiative started in 2018.
Detractors Passives Promoters Net Promoter

(%) (%) (%) Score
2019 1 24 75 74
Engagement Through Social Media

Our social media platforms are an excellent way to stay in continuous engagement with our customers.
We utilise these platforms by keeping our customers updated on our products and services and staying
abreast of their changing needs and desires. Investing in our social media presence is a priority at ADIB,
and we are proud that our average response time to customers is 1 hour and 30 minutes. Ways in
which we use our social media platforms include:
Gather Celebrate Invite Promote CSR

customer customers customers to Promote activities
feedback who have won participate in financial and various
for future prizes through community education community
products saving events occasions
Followers in 2019:
LinkedIn Facebook Twitter Instagram
Followers 191,951 1,164,601 36,600 133,627

59
FINANCIAL LITERACY
At ADIB, we are committed to helping people make better choices with their money through our
financial education programmes. Our financial literacy committee is in charge of implementing the
following two programmes.
Moneysmart
Community
Community
Engagement
MISSION
Increase our stakeholders’ knowledge
and skills to enable them to make
informed, structured and effective
financial decisions.
Moneysmart Community
Since 2017, our financial literacy efforts have been taken to the next level with the creation of
our digital community, Moneysmart. This is designed to connect people with different financial
experiences so they can share their expertise. Through this platform, members can stay up-to-date
on financial news and trends, rate banking products, source professional advice and play a part in
co-creating their ideal bank.
92% of millennials believe that being educated on personal finances is important

61
Financial Education Programme

As part of our Moneysmart initiative, each year we visit universities to deliver financial literacy
programmes to students. Our objectives are to educate students on budgeting, saving and managing
their finances by providing them with quality information and resources to support them on their
financial journey.
2019 highlights:
33 27 1,868
Visits Universities Attendees
Awareness Campaign
At ADIB, we understand that the best way to educate our customers and the community on financial
literacy is by using real-life stories. As part of our social media strategy, we interview a variety of
people to highlight their own personal experiences and learn more about their financial choices at
particular moments in their lives.
Split Financially Financial

the Bill independent Mistakes
Financial Education for Labourers- Happy Summer Campaign

We believe that every segment of our community should be equipped with the knowledge needed to
lead a prosperous life. As part of the Year of Tolerance, in collaboration with the CSR committee, we
decided to implement ten financial literacy sessions for labourers in Abu Dhabi. We aim to reach as
many segments as possible over the coming years.
10 500
Sessions Beneficiaries
Khutatti – Savings Plan

One of our Moneysmart surveys on spending and saving showed that:
Just over half of UAE residents save most months,

with 5% stating that they never or rarely save
To address this issue, in 2019 we launched a savings plan called “Khuttati’’ to encourage medium-to
long-term investments. Khutatti, which means “my plan” in Arabic, is our customised savings and
investment plan which enables our customers to contribute fixed monthly amounts into a plan which
has exposure to a wide range of Shari’a compliant mutual funds, investing across different assets
and currencies. The maturity of the investments is aligned with client needs and risk appetites, and
withdrawing funds is easy.
63
INNOVATIVE
PRODUCTS & SERVICES
At ADIB, it is important to us to invest in new technologies and the digital transformation of the
Bank, as we embrace the constantly changing and evolving landscape of the digital revolution. Since
2017, we have been implementing a digital strategy that puts the focus on our customer’s needs
and developing products that address a wide range of their demands. We are constantly working to
offer innovative solutions and improve customer experience, while ensuring that all personal data and
transactions are subject to a high level of security.
ADIB Direct
ADIB Direct Business is a new, intuitive digital banking platform for businesses that integrates a suite
of banking solutions into a single, streamlined interface. Its main features are;
Aimed at businesses Automation of A wide range of new

of all sizes services banking features
ADIB Direct includes ADIB Office Banking, which provides a number of remote access solutions such as
cheque printing and scanning, along with other services which allow our customers to enjoy a fast and
secure banking experience that is available 24/7. This new, integrated platform also offers payment
solutions, liquidity, account services and collection solutions.
ADIB Mobile Banking App

In 2019, our mobile Banking application was refurbished and several new features were added.
Know Your
Onboarding Covered Card Express Finance
Customer (KYC)
Gather customer Enable customers All customer Pre-approved

feedback for future to apply for a new information can be customers can
products card with zero updated through apply from within
paper, with the the app, including the app and get
processing time Emirates ID and their finance
reduced from 14 passport credited to their
days to 2 days account in as little
as 30 minutes
Smartbanking App
ADIB has launched a new digital banking application targeting millennials called Smartbanking. This
intuitive online banking platform features digital onboarding and a range of innovative products.
Throughout the development of the app, we worked closely with a focused community of Gen Y
early adopters to design a banking product that fits their lifestyle and financial needs. Centred around
innovative digital platforms, Smartbanking provides a highly efficient, personalised banking experience
which is uniquely integrated with our online community, Moneysmart.
The delivery of the

Open an account welcome pack and debit All services can be
without having to visit card can be scheduled at done via the app
a branch the time and place of the
customer’s convenience

65
ENGAGING
CUSTOMERS WITH
THE COMMUNITY
(103-1), (103-2), (103-3)
As a leading Islamic bank, we are committed to acting in accordance with good ethics and social
consciousness. We work closely in local communities to address issues, utilising our resources and
expertise to create long-term social impact programmes. We actively encourage all of our stakeholders
to participate in our CSR initiatives.
Number of Non-ADIB Employees Volunteering:
138 724
2018 2019
Blood Donation
The bank’s annual blood donation campaign is a meaningful way to engage employees and clients to
give back to society and save lives. We have been organising this event every year since 2013.
Events Branches Customers Employees

participating participating
2019 26 13 513 564

Breast Cancer
We have been participating in Breast Cancer Awareness Month since 2015, which is held globally
every October. Each year, we hold our own campaign and events to raise awareness among our female
customers and employees on how to detect and treat this disease.
Our 2019 campaign included:
General Fat analysis Breast Self- Giveaways and 3D Mammogram

Screening with dietitian Assessment competitions or Mammogram
(Blood sugar, consultation lecture by vouchers
Cholesterol, Gynaecologist
Blood pressure,
BMI)
We held Breast Cancer Awareness events in several locations, including the General Women’s Union,
our HQ, Abu Dhabi Ladies Club and many of our branches.
Events Beneficiaries
2019 4 sessions & 1 campaign 208

67
SUSTAINABLE
OPERATIONS
Investing in sustainable operations is crucial at ADIB for several reasons. It helps us improve our
efficiency and conduct our operations in an environmentally and socially friendly manner. While
growth and customer satisfaction is important to us, we also understand our ethical responsibility
and are determined through our operations to tackle sector challenges and answer our stakeholders’
demands.
SUSTAINABILITY REPORTING
Our Sustainability Reporting Committee is in charge of one main programme:
Annual Sustainability Reporting
Every year we report on our environmental, social

and governance (ESG) performances; highlighting
our achievements, initiatives and any risks we
could potentially face. MISSION
To annually disclose our
environmental, social, and
governance (ESG) programmes and
promote transparency among all
stakeholders
SYSTEM OPTIMISATION
As part of our digital transformation programme, we have launched several initiatives which aim
to change the mind-set of customers and encourage the use of our digital services over traditional
banking means. Initiatives launched in 2019 include:
1. ADIB Express Finance, which allows customers to apply for personal finance quickly and
conveniently through the app, without the need to visit the branch.
2. Customer Update, which allows customers to update their personal details, including Emirates
ID, passport information, contact information and address comfortably and conveniently through
the app.
3. Covered Card application, which allows customers to apply for a covered card through the
application.
DIGITAL INNOVATION - ADIB SIMPLE

ADIB Simple is the brand and vison for our digital transformation programme. It underpins the core
objective of the programme, which is to design and build digital solutions which deliver banking as it
should be; simple, friendly and convenient.
To support our digital transformation programme, we have established a purpose-built physical
environment which is home to our digital transformation team. This physical space is called the ADIB
Simple Lab, adopting our ‘Simple’ brand. The Simple Lab follows design principles based on global best
practices in the digital sphere, moving away from a traditional corporate space. It is a flexible working
space, which enables our employees to work in a collaborative and forward thinking manner as we
embark on our digital journey.
The Simple Lab is divided into four distinct zones:
Mangrove Cloud Spark Prisma
The Simple Lab not only reflects our vision of future working spaces, it is a hub where we can connect
with colleague across the wider bank, through internal events such as Simple Talks. It is also a place
where the wider UAE Digital ecosystem, for example Fintech Hive and Universities for Hackathons,
can come together and connect.
ADIB SIMPLE TALKS

We launched ADIB Simple Talks in August 2019. Simple Talks is a series of events designed to engage
and inspire critical thinking and debate amongst our employees, we invite external keynote industry
speakers to these events to deliver talks and share their expertise on trending digital topics.
We had two sessions in 2019:
Artificial Intelligence Trends in the Banking Sector

Demystifying Blockchain

69
THE CULTURAL ASPECT

Since 2018, we have held a series of engagement sessions where employees from across various
departments of the Bank were invited to the ADIB Simple Lab. They received a deep-dive insight
on our digital transformation programme and an introduction to the way that our digital team
operates. In 2019, approximately 200 colleagues were invited from the Retail Operations and Branch
Network areas.
DIGITAL CURRICULUM
To help ADIB colleagues across the bank improve their understanding of Digital and associated
ways of working, we created a set of e-learning modules dedicated to digital which we launched in
March 2019.
There are three modules in total:
DTS and the Power of Digital Agile 101 Design Thinking 101
These modules were designed to introduce our employees to digital trends as well as ADIB’s digital
strategy and vision. By the end of 2019, a 49% completion rate of the digital curriculum was achieved.
DIFC FINTECH HIVE ACCELERATOR
PROGRAMME
At ADIB, we are proud to support the growth and development of the UAE’s Fintech sector, giving
particular support to Islamic Fintech. In the spirit of collaboration and innovation, we have partnered
with the DIFC FinTech Hive accelerator programme. This programme curates Fintech start-ups from
around the world based on the priorities defined by its corporate partners, it seeks to encourage
collaboration between the two in the form of mentoring, carrying out proofs of concept and providing
exposure to investors.
The programme is divided into three main phases:
1 2 3
Startups get the chance They get paired with They get the chance to
to pitch their solution to mentors to complete present their business to a
financial institutions and and refine their product large audience of investors,
insurance partners. proposition. industry leaders, media,
and other members of the
FinTech Community.

71
RESPONSIBLE
SUPPLY CHAIN
(102-21), (102-31), (103-1), (412-1), (102-9)
As a sustainable Islamic bank, we practice responsible procurement practices across our entire supply
chain. In response to ADIB’s sustainability strategy, our procurement division has adopted sustainable
procurement processes for all operations since 2018. In addition to the price, quality, functionality and
availability criteria that we follow, environmental, social and governance (ESG) criteria has been added
to ensure that our selection process is in alignment with our sustainability goals.
Our Environmental Committee is in charge of four main programmes:

Waste Employees
Environmental Renewable Responsible
Management and Customer
Awareness and Energy Solutions Procurement
and Energy Engagement
Training
Efficiency
MISSION
To achieve zero-net impact
operations by 2040 through
increasing environmental
awareness among our
stakeholders and promoting
responsible behaviours to
reduce negative impact.
Supplier Assessment and Engagement (414-1), (103-2), (103-3), (204-1)
ADIB provides an online self-service registration process for all vendors seeking to do business with us.
This year, we added more social criteria to our supplier assessment.
We decided to track SMEs In order to empower We have always supported

at the registration level to women, extra points are local businesses, as they are
support and engage with added if the owner of the critical drivers of the local
them. Each company with company is female. economy. In 2019, we spent
less than 50 employees approximately 93% of our
will have additional points budget on suppliers with
added to the final score. addresses registered in the
UAE.
In the coming years we will add more criteria, focusing first on our most critical suppliers and then
adapting the system to all suppliers. It is important to note that comprehensive training courses/
workshops for suppliers will be implemented to raise their awareness of responsible procurement and
encourage them to adopt new criteria.
Adopting all the new initiatives will results in:

• Responsive department change • Ensuring environmental sustainability
• Enhanced supply chain intelligence • Increasing suppliers’ awareness to adopt
responsible practices

73
OUR
ENVIRONMENTAL
RESPONSIBILITY
(103-1), (103-2), (103-3), (307-1)
Managing the risks and opportunities related to climate change is not only important for our supply
chain, customers and employees, but to our entire operations. We take into account the impact of
our operations through environmental performance indicators related to energy saving, waste and
Greenhouse Gas emissions.
Part of our environmental objective is to increase awareness among all ADIB employees, suppliers
and customers to reduce the impact of their footprint through initiatives such as waste recycling,
responsible purchasing and increasing digital operations to encourage paperless operations.
ENERGY CONSUMPTION
(103-1), (103-2), (103-3), (302-1), (302-3), (303-4)
Electricity Consumption
In 2019, we implemented a space optimisation strategy to ensure the efficient utilisation of our
spaces. In Abu Dhabi, three locations have been consolidated into one; Employees from Al Sultan GF,
Al Masoud Building and the Al Jazeera Building are now working at Al Bateen. The same strategy has
been executed in Dubai, with our employees working at Emaar Business Park and DIC being relocated
to vacant places within Emaar Square, Jafza and Business Point Deira.
This strategy helped us to reduce our electricity consumption by 38% between 2018 and 2019.
2017 (9 Main Branches) 2018 2019
2,575,157 15,832,304 9,783,331

Electricity Consumption (Kwh)
Electricity Consumption per 1,263 7,834 4,726

Employee (Kwh)
Fuel Consumption
This year, we installed electric chargers in our parking areas and began the switchover of our company
vehicles to electric cars in order to combat the rise in fuel consumption shown in 2019. These initiatives
will be effective in 2020.
2017 2018 2019
Fuel Consumption by vehicles owned or 85,284 81,195 87,044

leased by the Bank (Petrol, Litres)

75
GREENHOUSE GAS (GHG) EMISSIONSS

(103-3), (305-1), (305-2), (305-3), (305-4)
We are proud to say that our air travel emissions reduced by 43% from 2018 to 2019.
2017 2018 2019
Scope 1: Direct Emissions Fuel Consumption by 198 188 202

Vehicles Owned or Leased (tCO2)
Scope 2: Indirect Emissions Electricity Consumption (tC02) 1,656 10,180 6,291
Scope 3: Other Indirect Emissions Air Travel (tCO2) 234 231 131
Total Emissions (tCO2) 2,088 10,599 6,623
Average Emissions per Employees (tCO2) 1.02 5.24 3.25
WATER CONSUMPTION
(103-3), (303-1)
2017 2018 2019

(9 Main Branches)
Utility Water Consumption (Litres) 1,331,644 2,311,114 3,064,540
Drinking Water Consumption (Litres) 1,792,895 1,784,567 1,737,207
Total Water Consumption (Litres) 3,124,539 4,095,681 4,801,747
Average Water Consumption per Employee (Litres) 1,532 2,027 2,319

WASTE MANAGEMENT
(103-1), (103-2), (103-3), (306-2)
Paper Waste
At ADIB, we understand the role that we play in reducing our negative impact on the environment.
With paper being one of our biggest waste outputs, in 2019 we managed to reduce our consumption
by 29% as a result of digitisation initiatives.
2017 2018 2019
Paper Waste: 60,475 47,825 33,731

Weight of paper shredded (Kg)
* There was no report for shredded paper for the month of April, as we were in the process of changing our vendor.
In 2019, we installed recycling bins at our HQ and in selected branches:
General
2019 Waste Recyclable
(Tons)
(Tons)
August – December 90,99 3.1
To combat a lack of awareness among employees, in 2019 we selected a ‘champion’ from each
department who received training on recycling. After training, each champion is responsible for
spreading the message and sharing good recycling habits with the rest of the team. In 2019, 33
champions were selected. This course will be rolled out in 2020.

77
COMMUNITY
DEVELOPMENT
(103-1), (103-2), (413-1)
Our Estidama Council Committee is in charge of six main programmes:
Mass People of Labourers Sports Developing

Weddings Determination Local Economy
All our stakeholders are welcome to participate and volunteer in our CSR initiatives.
MISSION
To engage the community
by implementing effective
initiatives and programmes
that have a sustainable impact,
focusing on three main areas:
Sports, Environment and
Humanitarian Support.
MASS WEDDINGS
The UAE’s founding father, the late Sheikh Zayed
bin Sultan Al Nahyan was the organiser of the
first mass wedding in the UAE, recounting the
importance of mass weddings in Emirati culture.
Mass weddings are frequently held in the country Couples
to help Emirati couples cut down on costs. Since
2001, ADIB have assisted in the organisation of
mass weddings, lifting the burden of wedding
expenses for young Emirati couples.
Nationalities
In 2019, we participated in organising four mass
weddings, and to recognise the Year of Tolerance,
the Ministry of Community Development with 139
the support of the ADIB held a “Tolerance Mass
Wedding” for 48 UAE nationals and residents.
10
The Tolerance Mass Wedding included festive
performances that recounted popular folklore
tales as well as celebrating the various cultures
and traditions of participating countries. This was
a celebration of an open environment based on
2019
positive coexistence, coherence and mutual respect.

79
VOLUNTEER PROGRAMMES
Every year, our CSR committee focuses on
improving different segments of the communities
in which we operate. In 2019, in alignment with
the vision offered by the UAE’s Year of Tolerance,
the focus of our volunteer programmes went Boxes
towards labourers, children and people of Distributed
determination. At ADIB, we always strive to
emphasise tolerance as a universal concept by
supporting open dialogues, co-existence and
openness to difference.
Beneficiaries
Food Boxes
48,000
During the Holy month of Ramadan, in previous
years we had trucks throughout the UAE
distributing food to the community. In 2019,
in order to improve accessibility, we installed 48,000
tents in eight locations throughout the seven
Emirates and Al Ain. We increased our impact by
distributing 54% more boxes than in 2018. 2019
International Labourer Day
In 2019, during International Labourer Day, we
dedicated the distribution of our food boxes to
Boxes Beneficiaries
labourers working in Abu Dhabi. As well as food
distributed
boxes, we gave out solar caps and water thermos
flasks to provide the workers with protection
from the heat and sun.
500 500
2019
Winter Clothing Initiative

Our support for labourers in the community was
not limited to Ramadan only. In December 2019, Clothes Beneficiaries
we distributed 2,000 items of winter clothing to distributed
labourers working in cold conditions.
2019 2,000 2,000
Hadiyah Initiative
At ADIB, we always endeavour to extend our
impact to different segments of the community.
In 2019, we supported young people during Children
flag and national celebrations. With the help of
130 of our employees, we distributed “hadiyah”
which means “gifts” in Arabic, to 720 children in
hospital.
2019 720

81
SENIOR CITIZENS
One of ADIB’s community pillars is protecting and empowering senior Emiratis by providing services,
facilities and activities. In Dubai, in partnership with the Ministry of Community Development, we built
a centre for our senior citizens. The centre opened in 2020 and has contributed to fulfilling the pillars
and goals of the national policy for senior Emiratis by elevating the quality of their lives.
In parallel, the Bank arranged iftar nights with games for elderly citizens and people of determination.
We encouraged our employees, customers and the community to join us and spend a special moment
playing games together during the Holy month of Ramadan.
For the second consecutive year, ADIB sponsored

Summer Camps for people of determination in
Abu Dhabi, Al Ain and Madinat Zayed. In 2019, Senior People of
to align with the Year of Tolerance, we also Citizens Determination
sponsored the Festival of Tolerance. This included
activities for everybody, including; citizens and
residents, men and women, youth, the elderly
and people of determination.
143 442
2019
ENVIRONMENTAL
PROTECTION
(413-1)
In an effort to protect the environment where we live, this year we organised the following tree
planting drives across the Emirates:
Location Trees Planted Volunteers No.
Al Ain 100 33
Sharjah - Al Madam 300 26

83
SPORTS
(413-1)
FUTURE CHAMPIONS LEAGUE

Since 2012, ADIB has organised FCL - Future Champions League. This is a grassroot football tournament
for school children under 10,12 and 14 years old.
6 Tournaments 2,900 Participants 345 Matches Played
JIU-JITSU
We celebrated our 11th edition of Abu Dhabi World Professional Jiu-Jitsu in 2019.
12 Tournaments 7,574 Participants

OTHER SPONSORSHIPS
(413-1)
We celebrate numerous National and International events every year, including:
ZAYED HERITAGE AL DHAID HERITAGE INTERNATIONAL SENIOR INTERNATIONAL

FESTIVAL FESTIVAL CITIZEN DAY VOLUNTEER DAY
SULTAN BIN ZAYED INTERNATIONAL BREAST CANCER AWARENESS

HERITAGE FESTIVAL LABOURERS DAY CAMPAIGN
MOTHER OF COMMEMORATION FLAG DAY

THE NATION DAY
EMIRATI EMIRATI WOMEN’S UAE NATIONAL

CHILDREN’S DAY DAY DAY
Zakat Fund Support

ADIB, a strategic partnership of the Zakat Fund Support, sponsored in 2019 their 16th marketing
campaign. The primary purpose of this campaign is to remind the community of Zakat benefits and
ensure the importance of Zakat as a religious obligation.
Think Science
The Think Science programme aims to empower youth between 15 and 35 years old who are interested
in working in the digital sector. The programmes provides them with solid Science, Technology,
Engineering, and Mathematics (STEM) skills and encourages them to innovate and deploy technology
that addresses some of today’s broader socio-economic challenges.
The programmes core components:
Competition Connect Ambassadors
The competition explores The Connect platform links The Ambassadors

scientific talents in the youth with leading private programme is a platform
UAE with the ultimate sector companies and that inspires and empowers
goal of attracting more institutions specialised in outstanding youth who
young people to work in science and technology, to previously participated in the
various fields of science. learn about potential career Think Science Competition.
It encourages youth to opportunities and explore the It enhances their ability to
design science-based incubation opportunities of address technological issues
innovations that address projects. by providing them with
existing challenges in their opportunities to participate
communities. in local, regional and global
platforms and competitions.

85
Since its inception, the Think Science Programme has achieved remarkable UAE wide coverage and
acclaim and has since:
Engaged with Built a database of Empowered Supported

98,000 16,800 1,170 2,000
Youth Scientific Think Science Innovative
across UAE Talents Ambassadors Solutions
Visitors Connect Partners Scientific Projects

28,000+ 50+ 700+
2019 At a Glance
THINK SCIENCE
FAIR 2019
SEVEN EMIRATES, SEVEN SCIENCE FAIRS
Youth Scientific Talent School & Universities

1,800+ 300+
Tahbeer Award
The Award is under the patronage of Lt. General H.H Sheikh Saif Bin Zayed Al Nahyan Deputy Prime
Minister and Minister of Interior. It aims to encourage Muslims to compete in the field of the Holy
Quran, recitation “Tajweed”, and its sciences. Tahbeer award also direct young generation towards
understanding the spirit of Islam and its humane message for all mankind.
The award categories of the Tarteel of the Holy Quran are:
• All Nationalities
• Citizens of UAE
• People of Determination
Emirates Red Crescent Partnership

Emirates Red Crescent is a humanitarian organisation that supports official authorities in times of
peace and war. It started operations on the 31st of January 1983, and in 1986 was internationally
attested as a member of the International Federation of Red Cross and Red Crescent Societies. Every
year, ADIB partners with some of their events in order to support and promote their initiatives.
Ataya Event
Ataya, which means “giving” in Arabic, is an exhibition for a charity organised by Emirates Red Crescent
under the Patronage of HH Sheikha Shamsa Bint Hamdan Bin Mohammed Al Nahyan. ADIB helped by
sponsoring 85 exhibitors. This exhibition will support the construction of a hospital in Sharjah that will
provide the necessary healthcare to those in need and underprivileged families.
Adhahi Campaign
Every year, during the Eid Al Adha campaign, Emirates Red Crescent organises different initiatives that
aim to help needy families throughout the UAE and Muslim world.

87
GRI STANDARDS
CONTEXT INDEX
(102-55)
For the Materiality Disclosures Service, GRI Services reviewed that the GRI content index is clearly
presented and the references for Disclosures 102-40 to 102-49 aligns with appropriate sections in
the body of the report. The service was performed on the English version of the report.
GRI Content Index
Page
number(s),
Impact URL UNGC
GRI Standard Disclosure references Chapter Omission Information/ Comment
Boundary Principles
and direct
answers
GRI 101: Foundation 2016

General Disclosures
Organizational Profile
102-1 Name of the organization 8
102-2 Activities, brands, products, and

8
services
102-3 Location of headquarters 8

Bank
102-4 Location of operations 8 Overview
102-5 Ownership and legal form 10
102-6 Markets served 8
102-7 Scale of the organization 8

No Specific
Enabling COP
102-8 Information on employees and Requirements
35 Our
GRI 102: General Disclosures 2016
other workers People

Sustainable
102-9 Supply chain 71 Operations
102-10 Significant changes to the Bank

organization and its supply chain 8 Overview
102-11 Precautionary Principle or Governance

17 &
approach Intergrity
102-12 External initiatives 12

Bank
Overview
102-13 Membership of associations 12
Strategy
102-14 Statement from senior ASIB’s
decision-maker 4 Statement Statement of
Continuing
ADIB’s Support
102-15 Key impacts, risks, and Statament,
opportunities 4, 10 Bank
Overview
Ethics and Integrity
102-16 Values, principles, standards,

and norms of behavior 15, 16 Governance No Specific
& COP
Intergrity Requirements
102-17 Mechanisms for advice and 15, 16
concerns about ethics

89
GRI Content Index

Page
number(s),
Impact URL UNGC
Boundary Principles
and direct
answers
Governance
Governance
102-18 Governance structure & Integrity,
14, 28 Sustainable
Banking
102-19 Delegating authority 14

Governance
102-20 Executive-level responsibility & Integrity
for economic, environmental, and 14
social topics
102-21 Consulting stakeholders Sustainable

on economic, environmental, and 22,24,71 Operations,
Sustainable
social topics Banking
102-22 Composition of the highest

governance body and its committees
102-23 Chair of the highest governance

body
102-24 Nominating and selecting the

highest governance body Refer to the
ADIB
Principles
102-25 Conflicts of interest Annual
1-10
Report 2019
102-26 Role of highest governance body available

in setting purpose, values, and strategy on www.
adib.
102-27 Collective knowledge of highest ae
governance body
102-28 Evaluating the highest

governance body’s performance
102-29 Identifying and managing

economic, environmental, and social
impacts
102-30 Effectiveness of risk Governance

15, 17 & Integrity
management processes
Sustainable
102-31 Review of economic, Operations,
22,24,71 Sustainable
environmental, and social topics
Banking
102-32 Highest governance body’s role in

sustainability reporting 14
Governance
& Integrity
102-33 Communicating critical concerns 15, 17
Stakeholder Engagement
Sustainable
102-40 List of stakeholder groups 22 Banking
Collective
102-41 Collective bargaining bargaining is
not permitted
agreements within the
UAE
102-42 Identifying and selecting Principles
stakeholders 22 1-10
102-43 Approach to stakeholder Sustainable

22 Banking
engagement
102-44 Key topics and concerns raised 22

GRI Content Index
Page
number(s),
Impact URL UNGC
Boundary Principles
and direct
answers
Reporting Practice
102-45 Entities included in the 6

consolidated financial statements
About This
Report
102-46 Defining report content and topic
6
Boundaries
Sustainable
102-47 List of material topics 24 Banking
102-48 Restatements of information 6
102-49 Changes in reporting 6

No Specific
102-50 Reporting period 6 COP
Requirements
102-51 Date of most recent report 6 About This
Report
102-52 Reporting cycle 6
102-53 Contact point for questions

6
regarding the report
102-54 Claims of reporting in accordance

6
with the GRI Standards
GRI
102-55 GRI content index Standards
87 Context
Index
102-56 External assurance 6 About This
Report
GRI 200 Economic Standard Series

GRI 103: Management
103-1 Explanation of the material topic

Approach 2016 for:
13
• Economic Performance
• Procurement Practices
and its Boundary

• Anti-corruption
103-2 The management approach and its Bank

13 Overview
components
103-3 Evaluation of the management

approach 13
Economic Performance
201-1 Direct economic value generated No Specific
Performance
13 COP
Economic
GRI 201:
and distributed Requirements

2016
Bank
(W/O) Overview No Specific
201-4 Financial assistance received from COP
government 12 Requirements
Procurement Practices
Procurment
Practices
GRI 204:
204-1 Proportion of spending on local Sustainable Principles

2016
(O) 72 Operations
suppliers 1 - 10
Anti-corruption
Refer to the
Anti-corruption
205-1 Operations assessed for risks ADIB

GRI 205:
related to corruption Annual

2016
(W) Report 2019 Principles

205-2 Communication and training about available 1 - 10
anti-corruption policies and procedures on www.
adib.ae

91
GRI Content Index

Page
number(s),
Impact URL UNGC
Boundary Principles
and direct
answers
GRI 300 Environmental Standards Series
GRI 103: Management Approach

73, 74, 76
• Environmental Compliance
and its Boundary

• Effluents and Waste
• GHG Emissions
2016 for:
• Energy
103-2 The management approach and its

• Water
73, 74, 76 Sustainable

components
Operations

73, 74, 76
approach
Energy
302-1 Energy consumption within the
Energy 2016
organization 74
GRI 302:
(W) Sustainable
302-3 Energy intensity Operations Principles
74 7,8,9
302-4 Reduction of energy consumption 74
Water
GRI 303:
Water
Sustainable
2016
(W) 303-1 Water withdrawal by source 75 Operations Principles

7,8,9
Emissions
305-1 Direct (Scope 1) GHG emissions 75

Emissions 2016
305-2 Energy indirect (Scope 2) GHG

(W) 75
GRI 305:
emissions Sustainable
Operations Principles
7,8,9
305-3 Other indirect (Scope 3) GHG
75
emissions
305-4 GHG emissions intensity 75
Effluents and Waste

Effluents and
Waste 2016
GRI 306:
(W) 306-2 Waste by type and disposal Sustainable Principles

76 Operations
method 7,8,9
Environmental Compliance
Environmental
Compliance
GRI 307:
(W) 307-1 Non-compliance with Sustainable Principles

2016
environmental laws and regulations 73 Operations 7,8,9
GRI 400 Social Standards Series

GRI 103: Management Approach
• Diversity and Equal Opportunity

• Occupational Health and Safety
34, 35,
• Labor/Management Relations

42, 46,
• Training and Education
and its Boundary

51
• Employment
2016 for:
103-2 The management approach and its 34, 35, Enabling

42, 46, Our People
components
51
103-3 Evaluation of the management 34, 35,

approach 42, 46,
GRI Content Index
Page
number(s),
Impact URL UNGC
Boundary Principles
and direct
answers
Employment
401-1 New employee hires and employee 35, 36

Employment
turnover
GRI 401:
2016
401-2 Benefits provided to full-time Enabling Principle 6

(W) Our People
employees that are not provided to 48
temporary or part-time employees
401-3 Parental leave 50
Labor/Management Relations
Management
Relations
GRI 402:
402-1 Minimum notice periods regarding

Labor/
Principle 6
2016
(W) 45 Enabling
operational changes Our People
Occupational Health and Safety

Occupational
health and
403-2 Types of injury and rates of injury,

GRI 403:
(W) Enabling
safety
2016
occupational diseases, lost days, and Principle 6

52 Our People
absenteeism, and number of work-related
fatalities
Training and Education
404-1 Average hours of training per year 42

per employee
Education 2016
Training and
(W)
GRI 404:
404-2 Programs for upgrading employee Enabling Principle 6

skills and transition assistance programs 42, 47 Our People
404-3 Percentage of employees

receiving regular performance and career 42
development reviews
Diversity and Equal Opportunity

GRI 405: Diversity
(W/O)
Opportunity
and Equal
405-1 Diversity of governance bodies and Enabling

2016
employees 35, 37 Our People Principle 6

• Human Rights Assessment
GRI 103: Management
103-1 Explanation of the material topic 29

Approach 2016 for:
and its Boundary

• Chil Labor
103-2 The management approach and its Ethical

29 Banking
components

approach 29
Child Labor
Child Labor
None of our
GRI 408:
(O) 408-1 Operations and suppliers at suppliers Not

2016
Principle 5
significant risk for incidents of child labor are at risk of Applicable
child labor

93
GRI Content Index

Page
number(s),
Impact URL UNGC
Boundary Principles
and direct
answers
Human Rights Assessment
Human Rights
Assessment
412-1 Operations that have been subject

GRI 412:
(O) Sustainable
2016
to human rights reviews or impact 71 Operations Principle 2

assessments
Local Communities
103-1 Explanation of the material topic 65, 77 Community

and its Boundary
Management
Development,
Approach
GRI 103:
Customer
2016
103-2 The management approach and its Focus

65, 77
components
103-3 Evaluation of the management Customer

approach 65 Focus
Communities
GRI 413:
413-1 Operations with local community

2016
Local
(O) engagement, impact assessments, and 77, 82, Community

83, 84 Development Principle 1
development programs
Supplier Social Assessment

71
and its Boundary
Management
Approach
GRI 103:
2016
103-2 The management approach and its Sustainable

72 Operations
components

72
approach
Assessment
GRI 414:
Supplier
Social
2016
(O) 414-1 New suppliers that were screened Sustainable

72 Operations Principle 1
using social criteria
GRI Content Index
Page
number(s),
Impact URL UNGC
Boundary Principles
and direct
answers
GRI 103: Management

• Marketing and Labeling
53
Approach 2016 for::
• Customer Privacy
and its Boundary
103-2 The management approach and its Customer

53
components Focus

approach 53
Marketing and Labeling

Confidentiality
Constraints
417-2 Incidents of non-compliance - This
information
concerning product and service This is handled
information and labeling information by the legal
and Labeling
Marketing
is handled department
GRI 417:
by the legal No Specific

2016
and is
(W) department considered COP
and is confidential. Requirements
considered The Bank
confidential. is currently
417-3 Incidents of non-compliance revising it and
concerning marketing communications considering
reporting on
this disclosure
for next year
Customer Privacy
Confidentiality
This Constraints
Privacy 2016
information - This
Customer
GRI 418:
is handled information
418-1 Substantiated complaints by the legal is handled
(W) concerning breaches of customer privacy Principle 1
department by the legal
and losses of customer data and is department
considered and is
confidential. considered
confidential

95

ADIB SustainabilityReport Jan en

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ADIB SustainabilityReport Jan en

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1

ADIB’S STATEMENT 4 ETHICAL BANKING 29

OCCUPATIONAL The Cultural Aspect 69

SUSTAINABLE OPERATIONS 67 SPORTS 83

ADIB has always taken a proactive approach to conduct responsible

We are pleased to present to you our third sustainability report.

ABU DHABI ISLAMIC BANK 2019 SUSTAINABILITY REPORT

Our sustainability reports from previous years are available online.

ABU DHABI ISLAMIC BANK 2019 SUSTAINABILITY REPORT

Estidama Council - CSR@adib.com

ABU DHABI ISLAMIC BANK 2019 SUSTAINABILITY REPORT

We keep it Simple and Sensible

Emirates International Investment Company LLC

39.40% Abu Dhabi Investment Council

• 36% Emiratis make up our workforce

ABU DHABI ISLAMIC BANK 2019 SUSTAINABILITY REPORT

AWARDS AND RECOGNITIONS

EMEA EMEA Finance Banker FT Global Finance

Global Finance Global Finance Ethos Ethos

Private Banker Visa Global Service The International

BEST SPORTS CSR LABEL

BEST CSR AWARD

ABU DHABI ISLAMIC BANK 2019 SUSTAINABILITY REPORT

2018 2019 Change %

TOTAL ASSETS 125,194 125,987 0.6%

GROSS CUSTOMER FINANCING 81,559 84,121 3.1%

CUSTOMER DEPOSITS 100,404 101,404 1.0%

NET REVENUE 5,769 5,915 2.5%

NET PROFIT 2,501 2,601 4.0%

CREDIT RATING LONG TERM SHORT TERM OUTLOOK

MOODY’S INVESTORS SERVICE A2 P1 STABLE

FITCH RATING A+ F1 STABLE

RAM RATING AAA P1 STABLE

Supervising Providing Establishing

For more information, please refer to our 2019 annual report.

ABU DHABI ISLAMIC BANK 2019 SUSTAINABILITY REPORT

COMPLIANCE & ETHICS

FATWA AND SHARI’A SUPERVISORY BOARD

Issuing Supervising Providing Reviewing

For more information, please refer to our 2019 annual report.

Our Grievance committee listens to every complaint from employees

We expect all of our employees to share our values of professionalism

ABU DHABI ISLAMIC BANK 2019 SUSTAINABILITY REPORT

RISK MANAGEMENT FRAMEWORK

CREDIT OPERATIONAL MARKET FRANCHISING REPUTATION

CYBERSECURITY RISK REGULATORY DIGITAL RISK

For more information, please refer to our 2019 annual report.

For more information, please refer to our 2019 annual report.

Cyber security has become an increasingly

Recognising the considerable focus ADIB places

ADIB uses the following measures to protect our

ABU DHABI ISLAMIC BANK 2019 SUSTAINABILITY REPORT

In 2019, our cyber security team celebrated several achievements:

Information Security Transformation ADIB Reputation / Brand Protection

Data Leakage Prevention Regulatory Compliance

Cyber Security Defense Business Information Security

Embedding Security in ADIB Digital Security Engineering & Technology

ABU DHABI ISLAMIC BANK 2019 SUSTAINABILITY REPORT

Our Information Security Awareness Month: