Emirates Islamic Bank (P.J.S.C.) is licensed by 
the Central Bank of the UAE.
Looking to the Future with Conﬁdence 
Emirates Islamic Bank PJSC Environment, 
Social, and Governance Report 2022

Welcome
Contents
      Feedback
For any enquiries on this report, please contact:
Huda Sabil
Chief Financial Ofﬁcer
hudaab@emiratesislamic.ae
Welcome
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Contents
5
A Message from our CEO
6
Highlights of the Year
8
A Purpose-Driven Bank
14
Reporting Approach
16
Reporting Framework
16
Stakeholder-informed Materiality
17
Contributing to Society
18
Resonsible and Sustainable Invessting
20
A Great Place to Work
26
Community Investment
28
Protecting the Environment
30
Group-Wide Approach
32
Energy and GHG Emissions
33
Water and Waste
35
Ethical Governance
38
Accountability
40
Code of Conduct
41
Consumer Protection
42
Security in Digital Banking
44
Business Continuity
44
Whistleblowing
46
Sustainable Procurement
47
Data Disclosures
48
 
Find out more about    
                      Emirates Islamic Bank
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SALAH AMIN
Emirates Islamic, the Islamic banking arm of Emirates NBD Group, is pleased to 
present its Annual ESG Report of 2022, reﬂecting our Environmental, Social, 
and Governance performance. 
Our commitment to embed ESG in our core culture, operations and strategy 
can be seen, not only in the achievements outlined in this report, but also with 
the appointment of a Group Head of ESG, Vijaypal Singh Bains. As we advance 
on our sustainability journey, this dedicated function will align the Group’s 
adherence to ESG principles and practices and develop our ESG framework 
set to be published in 2023.
2022 saw progress being made in reducing our emissions at a Group level. 
We also continue to strive towards gender parity. New female hires have more 
than doubled between 2020 and 2022. A female leadership target has also 
been set, aiming at 25% of senior roles to be ﬁlled by women by 2027.
ESG awareness and education across the organisation, from Board of Directors 
and executive management to staff, is a key priority, as continuous learning 
ensures stakeholders are up to date on latest sustainability standards and 
regulations.
Finally, we take inspiration from the national vision of the UAE, and HH Sheikh 
Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the 
UAE and Ruler of Dubai’s priorities for the year 2023, which include advocating 
for the environment and sustainability, in solidifying our own commitment to 
a sustainable future.
A Message 
from our CEO

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In 2022, we continued to make solid progress against 
ﬁnancial and non-ﬁnancial targets. In turn, we 
further supported our corporate purpose to Create 
Opportunities to Prosper.
Highlights of 
the Year

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Emirates Islamic recent achievements linked to the SDGs, our sustainability agenda and business strategies
Relevance for Emirates Islamic business strategy and performance
Ensure healthy lives and 
promote well-being for all at 
all ages
Employee well-being and 
security and safety at work, 
avoidance of accidents and 
injury
 
 
Life and health 
insurance plans  
 
 
Comprehensive 
employee wellness 
programmes
 
 
Health and safety 
training courses for all 
staff
Promote sustained, inclusive 
and sustainable economic 
growth, full and productive 
employment and decent work 
for all
Contribute to staff motivation 
and retention and productivity
 
 
Provision of accessible 
banking services 
including Disability 
Friendly Branches, 
trained staff and Assistive 
Technologies 
 
 
Employment 
opportunities for Persons 
with Disabilities through 
Careers Network platform
Achieve gender equality and 
empower all women and girls
Beneﬁt from the skills female 
employees can bring to the 
organization and the positive 
image this creates for the 
company among all sections 
of society
 
 
‘See Her Empowered’ 
(SHE) programme and 
LetsLink Women’s Club 
 
 
Flexible working 
hours and increased 
maternity leave
 
 
First female board 
member elected in 
2022
 
 
11.3% increase in 
female full time 
employees
Ensure inclusive and equitable 
quality education and promote 
lifelong learning opportunities 
for all
Development of employee 
skills to better undertake their 
roles
 
 
ESG certiﬁcation for 
staff 
 
 
Disability Etiquette 
and sign language 
workshops 
 
 
Training and 
development of 
employees, dedicated 
programmes for 
Emiratis and internship 
opportunities 
 
 
Financial literacy and 
wellbeing initiatives 
and trainings for our 
customers, employees 
and students
 
 
34% increase in 
employee training hours 
compared to 2021
Contribution to Emirates Islamic sustainability agenda
Emirates Islamic recent achievements linked to the SDGs, our sustainability agenda and business strategies
Relevance for Emirates Islamic business strategy and performance
Reduced inequality within 
and among countries
Contribute to a prosperous 
society 
which 
helps 
ensure future commercial 
opportunities 
for 
the 
company and pool of 
potential employee talent and 
forward thinking customers
 
 
Committed to the 
Targeted Economic 
Support Scheme (TESS) 
by the Central Bank of 
the UAE 
 
 
Collaboration with 
UAE’s Nonperforming 
Debt Relief Fund  
 
 
Compliant with the 
Central Bank of the UAE 
Consumer Protection 
Regulation
 
 
AED 108.1 million 
community giving
Promote 
peaceful 
and 
inclusive 
societies 
for 
sustainable development, 
provide access to justice 
for all and build effective, 
accountable and inclusive 
institutions at all levels
Ensure that the company 
is always on the right path 
towards good governance 
and ethical behaviour
 
 
Emirates Islamic 
– Internal Shariah 
Supervisory committee 
 
 
Employee Code of 
Conduct 
 
 
Cyber security 
 
 
Fraud, Anti-Bribery 
and corruption, 
Whistleblower policy 
 
 
Business Continuity and 
Crisis Management
 
 
Zero corruption 
incidents reported
 
 
100% of operations 
assessed for corruption 
risk
Take urgent action to combat 
climate change and its 
impacts
Reduce associated climate 
risks for the company and 
the region
 
 
19% reduction, indirect 
energy consumption 
 
 
23% reduction, indirect 
greenhouse gas 
emissions
Ensure sustainable consumption 
and production patterns
Foster 
a 
culture 
of 
innovation, 
efﬁciencies 
linked to sustainability and 
the creation of reliable and 
trustworthy products and 
services
 
 
Efﬁcient resource use 
(Energy, fuel and water) 
 
 
Waste management 
and initiatives to 
Reduce, reuse and 
recycle 
 
 
Certiﬁed Environmental 
Management 
Systems standard ISO 
14001:2015.
 
 
Sustainable 
Procurement Policy
Contribution to Emirates Islamic sustainability agenda
We are committed not just to national and regional development goals, but also international targets such as the Sustainable Development 
Goals (SDGs). The SDGs signiﬁcantly inform our sustainable business strategy and management approach. Below we have highlighted 
how our initiatives align with speciﬁc SDGs, how they relate to our sustainability agenda and overall business and provide more detail on 
our recent achievements linked to the SDGs and the Emirates Islamic business goals associated with them.
Emirates NBD has been awarded the Dubai Chamber CSR Label for the second year in 
a row, which is designed to provide organizations with a diagnosis and a development 
tool that will help them reﬁne and improve their CSR strategy, policies and practices.
The Label considers a company’s approach to CSR and Sustainability across four impact 
areas: Workplace, Marketplace, Community and Environment.

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To better the lives of our 
customers, employees, and 
communities, 
we continuously innovate to understand their needs and 
challenges and go beyond the obvious to see what next 
helps us deﬁne our innovation strategy. Our focus is on 
advancement, but people are where our centre of gravity lies. 
We are motivated by the pursuit 
of new ideas 
in order to enhance our operations, our output, and - most 
crucially - our environment, workplace and community 
relations. These factors taken together, drive our actions 
beyond banking services and solutions to have a positive 
and lasting inﬂuence on all our stakeholders, as well as the 
communities in which we operate.
Our vision unites us
as a team to work together, accept responsibility, put 
energy and enthusiasm into our job every day and remain 
entrepreneurial, while continuing to learn new skills and 
pursue new possibilities to expand our business for the beneﬁt 
of all our stakeholders.
Our activities are always guided 
by our principles
from making strategic choices to interacting with clients and 
colleagues. The community is at the core of our values and 
principles, thanks to our corporate culture.
By adopting our new Vision, 
Purpose, and Values approach,
we bolster our position as an innovative ﬁnancial services 
provider that personiﬁes a brand new approach to banking 
and reﬂects the dynamism, aspiration, and entrepreneurial 
spirit of our wonderful country.
Our Strategic Approach 
The United Arab Emirates celebrated its 50th Golden Jubilee in 2021 and this 
milestone event also inspired us to refocus our goals, renew our mission as 
the impetus for all our actions, and redeﬁne our values, which set forth our 
guiding principles and expectations. We are highly in tune with the need for 
innovation in the modern world. To enhance our technology capabilities and 
thinking, we revamped our organisation. 
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A Purpose-
Driven Bank
Established in 2004 as Emirates Islamic Bank, today we are a 
major player in the highly competitive ﬁnancial services sector 
in the United Arab Emirates (UAE). We offer a comprehensive 
range of Shariah-compliant products and services across the 
Personal, Business and Corporate banking spectrum with a 
network of 42 branches throughout the UAE. 
As an Islamic bank, we strive to 
contribute to society in promoting 
equitable creation of wealth and a 
prosperous economy. Furthermore, 
our Charity Fund provides ﬁnancial 
aid to those in need, with a focus 
on food, shelter, health, education, 
and social welfare contributions. 
By embracing the Vision, Purpose 
and Values, we strengthen our 
position as an innovation-driven 
ﬁnancial services provider that 
epitomises a new way of banking, 
matching the energy, ambition, and 
the enterprising drive of our great 
nation.
Vision: Be the most 
innovative Shariah 
compliant bank for our 
customers, people, and 
communities.
We put people at the centre of our 
innovation by understanding their 
needs and challenges, looking beyond 
the surface to identify what’s next. 
We constantly iterate and invent to 
improve the lives of our customers, 
employees or communities. 
Purpose: Create 
opportunities to prosper. 
We are driven by ﬁnding new 
opportunities – all to improve our 
processes, our products, and most 
importantly, our place. Together, these 
inspire our actions beyond banking 
services and solutions, to create a 
positive and sustainable impact for 
each of our stakeholders and the 
communities in which we operate.
Values: Collaboration, 
Ownership, Drive, and 
Enterprise. 
Our values guide us in all our actions, 
from strategic decisions to interaction 
with our customers and each other. 
Our culture also ensures that the 
community is at the heart of our 
values and principles.

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Time Scope 
Business Scope 
Geographical Scope 
The report covers the calendar year 2022. 
Unless otherwise stated, all data and Key 
Performance Indicators (KPIs) are as of 
December 31, 2022, with historic trends 
shown wherever possible. 
We disclose information for Emirates 
Islamic (EI). The use of ‘Emirates Islamic’ 
(or “EI’) refers to Emirates Islamic and our 
own subsidiaries. The report also includes 
Group-wide collected performance 
indicators.
The report covers Emirates Islamic 
operations in the UAE unless stated 
otherwise.
This report is aligned with the UAE Vision, as well as the United Nations’ 
Sustainable Development Goals (UN SDGs). Global Reporting Initiative 
(GRI) standards inform our methodology. We are transparent about both 
achievements and areas for improvement..
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Reporting
Framework
Reporting Approach
Stakeholder-Informed 
Materiality
Emirates NBD Group regularly performs a Materiality Analysis to stay current 
on the opinions of our stakeholders regarding ESG issues that could have 
an effect on our operations. The analysis undertaken in 2022 resulted in an 
updated materiality matrix.
Stakeholder EI
Engagement Method
Key Topics of Engagement 
Employees
Intranet, in-person meetings, 
through ESG Report.
Latest news, appreciations, learning 
and development, internal vacancies, 
referrals, employee management, 
service charter, etc.
Board of Directors
Board of Directors meetings held 
bi-monthly.
Strategy planning and oversight.
Internal Shariah  
Supervisory Committee 
Meetings held quarterly and as 
needed.
Shariah application and governance 
in EI.
Investors
Group Investor Relations Team and 
Financial Information section on EI’s 
website.
Financial and non-ﬁnancial 
performance.
Customers
Voice of Customers’ satisfaction 
surveys, through ESG Report.
Exceptional customer experience, 
innovation, privacy.
Suppliers
Tenders and request for proposals, 
through ESG Report.
Fair supplier selection and 
partnership.
Local Community
Partnerships with community 
organisations, through ESG Report.
Empowering local communities.
Government
Compliance with the UAE Central 
Bank, Dubai Financial Services 
Authority and other regula-tors’ 
directives. Alignment with the 
government’s vision and strategic 
objectives, through ESG Report.
Creating long-term socio-economic 
impact.
Environmental  
Organisations
Local and international 
collaborations and dia-logue, 
through ESG Report.
Emissions, climate and environmental 
impact.
Media
Radio/TV interviews, daily market 
commentary, weekly and monthly 
newsletters and press re-leases, 
through ESG Report.
Products, services, cyber security.
For more information about the Group’s updated Materiality Analysis, please refer to the ENDB Group 2022 ESG Report. 
Alongside materiality analysis, we engage with diverse stakeholders on an ongoing basis, as summarised above.

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Contributing to 
Society
Our commitment to delivering responsible and innovative 
products and services to individuals and small and medium-
sized enterprises (SMEs) across the UAE, combined with our 
investment in regional talent and community development, 
is testimony to our social responsibility. This stems from our 
position as one of the UAE’s leading ﬁnancial institutions 
supporting socio-economic growth.

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ENBD Group Sustainable Investment Framework
The selection process for advised 
investments - bonds, stocks, and other 
products - includes sustainability 
considerations. Regarding the latter, the 
Group’s open architecture fund carefully 
tracks the sustainability strategy on two 
fronts: the asset management ﬁrm and 
the investing procedure for the particular 
products under consideration. All newly 
onboarded fund strategies are managed 
by signatories to the UN Principles for 
Responsible Investment. Approximately half 
of Group Focus list products are explicitly 
sustainable, with high ESG standards and 
thematic selections. Thematic and regional 
equities, global and regional ﬁxed income, 
and multi asset funds are just a few of the 
categories where products are either ESG 
enhanced or focused.
Find out more about the ENBD Group ESG 
Report.
As part of the ENBD Group, we recognise the inﬂuence we can have by offering sustainable products to our customers, as well as the part we 
play in developing processes to be more sustainable. The Group Wealth Management and Sustainable Investment Framework is created with 
this objective in mind. 
Our products and services, digitalisation, and sustainable ﬁnance offerings 
are aligned with global best practice. Product suites are designed based on 
SME client feedback and key business priorities, with propositions reviewed 
periodically through benchmarking and client surveys.
Phase 1 - Three ESG categories across instruments
This category includes all our 
recommended instruments which are 
not in the two others.
This category relies on speciﬁc criteria for 
each type of instruments (see below).
Investments in this category are 
explicitly selected by the underlying 
specialists with a judgemental opinion 
on top of factual criteria.
Average
The quality screening for selecting 
all our recommended instruments 
implies no outright contradiction 
with sustainability goals, however no 
factual elements supports an explicit 
sustainability qualiﬁcation.
Aware 
The investment includes sustainable 
attributes and elements of alignment 
with Sustainable Development Goals, 
proven by factual elements (ESG rating 
policy, commitments, initiatives...)
Engaged
The investment includes an explicit 
sustainability target which may be as 
important as the expected ﬁnancial 
return. This investment targets a 
“double return”: ﬁnancial and extra 
ﬁnancial.
Sustainable Innovation at Emirates Islamic
450,000
625,000
545,000
Online/mobile 
transactions
2020
2021
2022
In line with the Bank’s Vision to be the most innovative Shariah-compliant bank for our customers, people, and communities, in 2022 we 
further leveraged intellectual and technological assets to revolutionise the digitisation of banking services in the UAE. These innovations 
meet individual and SME customer demands for digital products, while also delivering positive environmental and social impacts. For example:
Key Performance Indicators (KPIs)
Double-digit growth 
in the adoption of business ONLINE platform with a 
subscription rate of 63% in 2022.
An enhanced version 
of the Bank’s Mobile App was launched to deliver a new 
standard of excellence to customers.
EI’s credit cards business has migrated to QR codes based 
digital welcome packs and SOCs for all cards,
saving paper by at least 50% in 
the process
Kunooz Savings Account, one of the most popular saving 
schemes in the UAE
rewards winners with Tesla 
vehicles,
thereby promoting sustainable products and services.
Promoting the purchase 
of electric vehicles with special pricing on ﬁnancing.
Paperless green savings 
with the “e-savings Account” which is available exclusively 
through online and mobile banking.
Promote the uptake 
of mobile wallets, including Apple Pay, Google Pay and 
Samsung Pay, for our cardholders with the aim of limiting the 
use of paper or plastic cards.
Responsible and 
Sustainable Investing
World Finance Islamic Finance Awards 2022
Best Islamic                         
Bank in UAE
Best Islamic Bank                    
in CX, UAE
Best Credit                               
Card in UAE

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Launching the 
Businesswomen Account 
In 2022, our Business Banking division launched a curated account 
package targeting women entrepreneurs in the UAE. The Businesswomen 
Account offers a low balance requirement, with no minimum for the ﬁrst 
year, as well as access to free workshops. Recognising the signiﬁcant 
contribution that women-led SMEs can make, this product aligns with 
the  UAE Vision and  UN SDG 5 for Gender Equality.
Helping SMEs across the UAE Prosper
We are committed to accelerating SME 
development and diversiﬁcation; in turn 
contributing to the UAE Vision to increase 
its ranking on the Global Entrepreneurship 
Indicator and to enhance SME contribution 
to non-oil gross domestic product. We 
encourage and facilitate a wide array of 
responsible ﬁnancing by incentivising 
business growth across renewable energy, 
low carbon, clean technology, waste 
management, community development, 
infrastructure and more. In 2022, our 
Business Banking division:
Enhanced 
its ESG product suite.
Launched 
Businesswomen and Emirati 
accounts for female and UAE 
national entrepreneurs (see 
below).
Provided 
training on topics such as 
creating opportunities, and 
effectively using online 
channels for business 
development.
Delivered 
on a Memorandum of 
Understanding with the 
Emirates Development 
Bank to develop the SME 
ecosystem and economic 
output in the UAE.
40,808,976 
48,368,978 
42,614,024 
Shariah-
compliant 
financing 
(AED ‘000)
Shariah Compliance
Shariah-compliant ﬁnancing solutions 
have been linked to ﬁnancial stability and 
provide mutuality and sustainability. ESG 
risks and opportunities are integrated into 
lending and investment screening practices 
through regular Shariah audits. Non-Shariah 
ﬁnancing also excludes companies in 
activities such as alcohol or gambling. We 
may not charge customers additional proﬁt 
in case of delays or where penal proﬁt is 
redistributed for charity causes. 
2020
2021
2022
For more details about EI’s ﬁnancial information, please refer to our 2022 Annual Report.
As a responsible business, we fully respect 
the rights of customers as deﬁned in 
Article (123) of the Financial Inclusion, 
Decretal Federal Law No. (14) of 2018. This 
is enshrined in our new Financial Inclusion 
policy, which was approved by the Board 
Risk Committee in 2022. The policy deﬁnes 
an annual review program, alongside ad 
hoc updates triggered by internal, legal 
or regulatory developments and a formal 
review at least every three years. 
In line with Federal Law 29 of 2006, we 
ensure all consumers, including vulnerable 
people, are treated fairly, equally and 
respectfully. For example, we offer products 
such as pay roll cards for low-income 
customers, as well as instalment deferral 
options for those facing ﬁnancial 
challenges related to COVID-19 via the 
Targeted Economic Support Scheme . 
In 2022, we waived debts amounting to 
approximately AED 1.1 million for 30 UAE 
national customers, as part of the UAE’s 
Non-performing Debt Relief Fund. 
Customer-facing employees undergo 
e-learning programmes on vulnerable 
groups, blue collar workers, older people 
and those who are illiterate. Meanwhile, our 
website includes affordability calculators, 
articles and ﬁnancial tips for customers.. 
In 2022, we welcomed 25 students to a 
workshop on the basics of Islamic banking 
and we posted ﬁnancial literacy tips on 
Facebook, Twitter & Instagram, achieving 
more than 9,000 likes, shares and 
comments.
Respecting the rights of People 
with Disabilities
In line with Federal Law No. (29) of 2006, 
we respect the rights of anyone with special 
needs, including those with disabilities. In 
2022, we enhanced our ﬁnancial inclusion 
policies to better reﬂect this, while delivering 
mandatory training for frontline employees, 
including American sign language and 
disability etiquette. We also updated our 
website to comply with Web Content 
Accessibility Guidelines. We have products 
and processes in place to meet the needs of 
customers who are unable to read or write.  
Under the Group’s #TogetherLimitless 
programme, 26 bank branches across 
Dubai, Sharjah and Ajman are disability-
friendly, with ramps with handrails, low 
height counters, tactile ﬂoor indicators and 
Braille signage. Our aim is to apply these 
features to all new, relocated or renovated 
branch across any Emirate in the UAE, 
wherever possible.
AED 1.1 million debt 
waiver for UAE national 
customers
9,000 likes, shares 
and comments on our 
ﬁnancial literacy tips
Financial Literacy and Inclusion
More than two-thirds of 
branches are disability-
friendly

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Excellence in Customer Experience 
Driven by the two core values of ‘customer focus’ and ‘service excellence’, our Customer Experience Unit is dedicated to innovations in 
our engagement methods. From helpful interactions in our branches or through our call centres and relationship managers, to rapid 
online and mobile support and engaging social or mainstream media campaigns – customers can connect with us anytime, anywhere. 
Enhanced training and 
engagement 
 
 
Customer Service Excellence 
Certiﬁcation for frontline 
employees
 
 
Roadshow for more than 1,200 
frontline employees (achieving a 
96% satisfaction rate)
 
 
Expanded ‘branch huddle’ 
documents (achieving more 
than 95% satisfaction rates 
among employees participating)
 
 
Customer experience app 
(Axonify) extended to Senior 
Leaders
 
 
Branch recognition system 
introduced Customer 
Experience Month included 
additional training
Governance and 
measurement
 
 
Customer Experience 
Committee formed to 
synchronise with our vision
 
 
Mystery shopping expanded 
from branches to call centres 
which enabled us to effectively 
locate areas of improvement
 
 
A Customer Happiness Score 
was added to our Customer 
Relationship Management Policy
Innovation
 
 
Automated surveys introduced 
in branches and call centres
 
 
WeConnect introduced to test 
products and services
 
 
CX Academy online training 
platform launched
To listen attentively and 
understand your query 
To take complete ownership of 
your query 
To clearly communicate the 
outcome of your query 
1
2
3
Treating Customers Fairly
The Group Code of Fair Treatment reﬂects our daily actions in accordance with our vision, purpose, and values. We promise to make sure the 
goods and services we offer live up to expectations. We also comply with Consumer Protection Regulation and standards of the Central Bank 
of the UAE.
Our Service Promise Charter
Introducing customer experience values in 2022
Drive championship
Enterprising championship
Our purpose is to create opportunities for our customers to prosper. This means listening to customer needs and feedback and responding 
with courtesy, ownership and clarity. We do this through a number of ways, as shown below.
Listening to our Customers
Episodic Satisfaction Surveys
Automated emails designed and 
managed by the Bank’s internal 
campaign management system that 
measures the customer satisfaction on 
the a service provided by the bank (ex: 
Service Request fulﬁlment survey, digital 
onboarding Survey).
Transactional Surveys
A monthly outbound calling exercise 
executed by IPSOS to measure the 
channel satisfaction based on the 
customer’s touchpoint with that 
channel.
Relationship Surveys
A quarterly outbound calling exercise 
executed by IPSOS to measure the 
overall customer satisfaction and Net 
Promoter Score (NPS).
Over the last two years, we have seen consistently high satisfaction net promoter (NPS) scores, as shown in the table. 
81%
33
80%
33
NPS score
Customer 
satisfaction 
score (%)
2021
2022
  |  2022 ESG Report
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Delivering on our Purpose requires us to create opportunities for our people, 
as well as customers and communities. It is why we invest in creating inclusive 
workplaces that enable employees to thrive. From excellent training and 
development opportunities, to fair reward, recognition and protecting health 
and wellbeing – we are committed to building the Emirates Islamic family in 
line with our values. 
Emiratisation
Our approach to recruiting and retaining 
Emirati talent involves collaborating with 
colleges and universities to hire local talent, 
creating bespoke training programmes and 
developing career progression mapping. 
Our National Leadership Programme 
continued to train Emirati employees to 
prepare them to take up Senior Management 
roles. This initiative is just one example of our 
commitment to the UAE Centennial 2071’s 
agenda to develop Emirati human resources. 
It also supports our Board aspirations 
to nationalise executive level jobs in the 
immediate term.
A Great Place to Work
Diversity and Inclusion 
We are proud of the different perspectives 
and innovative ideas that our growing 
team of nearly 1,700 people bring to EI. In 
return, we promise to engage, develop and 
reward diverse talent. We are dedicated to 
supporting women in the workforce in a 
holistic manner, through practices ranging 
from encouraging new mothers to re-join 
the workforce, training programmes for 
female employees, as well as speciﬁc 
clubs and activities designed to make the 
workplace diverse and welcoming. 
For more information regarding our 
workforce data, please refer to Data 
Disclosures page. 
Disability Inclusion
We embrace those with disabilities as valued members of our team. Our training includes workplace inclusion workshops based on rigorous 
research, as well as onboarding assistance and job coaching for selected candidates. 
Talent Management
From recruitment to retirement, we are 
committed to supporting our employees 
to fulﬁl their potential. This is reﬂected in 
our investments in training and leadership 
development within the Bank, as well as our 
programmes for high school students and 
graduates. In 2022, total training hours 
increased by 34%, as shown in the chart. 
Total training 
delivered (hours)
59,738
114,504
85,447
2020
2021
2022
Recognising Employees who 
Go the Extra Mile
Our Going the Extra Mile Recognition Programme is designed to inspire employees 
and teams to reinforce our Values. It includes Bravo, our online employee to 
employee appreciation portal that promotes our core value of ‘collaboration’, 
as well as Milestone Long Service Awards for those who have shown loyalty, 
commitment and contribution over many years. Finally, Souwti, Arabic for My Voice, 
embraces the views of our workforce on areas that have a substantial impact on 
them and that may require focused attention and action.
32 
employees received 
GEM awards
619 
Bravo peer recognitions
132 
received long-service 
awards
Health and Wellbeing 
Our ﬂexible work initiative means employees 
can work remotely from anywhere in the 
UAE, if the role allows it and the manager 
approves. Further employee beneﬁts 
include life and health insurance, wellness 
and health programmes, relocation support, 
parental and adoption leave, longer leave 
days for those with disabilities, paid leave for 
volunteering, exams, Haj or military service, 
retirement / pension plans and end-of-
service beneﬁts.
We offer online medical consultation 
services without co-insurance, lab tests and 
biometric screening at our wellness centre 
and consultation rooms, health kiosks and 
on-site free ﬂu shots, among many other 
beneﬁts. Wellness communications are 
shared across the Group on a regular basis 
to support the health and wellbeing of our 
employees. 
A dedicated free mental wellbeing hotline 
helps our employees to overcome stress, or 
any issues related to mental wellbeing and 
throughout the month of Ramadan, our 
social media platforms deliver wellbeing 
suggestions on issues including mental 
health, hydration, and spiritual productivity. 
All employees are invited to Health and 
Diabetes Sessions, where we covered 
preventative care and lifesaving advice. 
Find out more about our approach in the 
ENBD Group ESG Report. 
Taking Care of our People
Emirates Islamic’s Remuneration policy 
is aligned with the Group designed to 
ensure the implementation of appropriate 
remuneration policies and practices across 
the Group, with a focus on attracting and 
retaining the best talent, while ensuring 
sound and effective risk management. 
The Remuneration Policy incorporates key 
aspects which include, but are not limited 
to, the Group’s Compensation Philosophy, 
Remuneration Governance framework and 
Remuneration Structure. The Policy was 
updated in June 2022 to align with the UAE 
remuneration regulatory requirements. 
Finding our Future Leaders
With a long-term commercial plan to maximise inﬂuence in the UAE and beyond, we must nurture high-calibre individuals into leadership 
positions. An extraordinary performance record, combined with great leadership potential, is what we look for in our award-winning 
development opportunities that include online learning, mentorship, coaching and special projects. We offer online learning platforms that 
span skills-based programmes, to academic courses. 
UAE National Integrated Learning Journey (UNILJ) and Al Mustaqbal
The UNILJ is a personalised learning journey for new-to-role UAE Nationals. Each learning journey is approximately six weeks long, depending 
on the learning need. Al Mustaqbal is a cohort-based learning programme following the methodology of UNILJ but designed for speciﬁc roles 
such as Service Ambassadors. Participants are high-school graduates. In 2022, we welcomed 113 UAE nationals to the programmes.

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29
 
 
United Nations Sustainable Development Goals
 
 
UAE Sustainable Finance Framework 2021-2030
 
 
Emirates NBD Vision, Purpose, Values
 
 
Financial Wellness
 
 
Environmental
 
 
Diversity and Inclusion
 
 
Community Outreach
 
 
Volunteering
 
 
Programme Development
 
 
Partnerships and Collaboration
 
 
Communication and Engagement
 
 
Social Return on Investment (SROI)
 
 
Stakeholder Engagement
 
 
Monitoring and Evaluation
Key Drivers
Focus Areas
Impact 
Measurement
Implementation 
Mechanisms
Our Creating Shared Value framework to enrich the lives of our community 
neighbours, as shown below.
Community Investment
Community
Partnering with social 
development institutions and 
the public to create impact in 
the wider community
Human Assets
Utilising our human capital to 
tap into their expertise and 
enable them to give back to the 
community
Services
Identifying existing services 
and creating new services 
that can address challenges 
and create opportunities to 
empower the community
Products
Using the Bank’s expertise in 
product innovation to create 
products of beneﬁt to the 
community
In every focus area of the Social Engagement Framework, we activate the following four elements to create multi-dimensional impact:
Philanthropy
Philanthropy is a vital part of our purpose of 
creating opportunities to prosper and is our 
demonstration of sharing our good fortune 
with our fellow citizens and communities. 
Through our philanthropic spirit, we 
position ourselves as a socially responsible 
institution, validate our dedication to 
growing together with our surroundings, 
and fulﬁl our public duties.
The chart below showcases our social 
contributions in 2022 in each focus area. 
In total, we distributed almost AED 108 
million across a range of social causes, 
with the largest grants being allocated to 
Islamic contributions, followed by health 
and wellness. 
Financial 
Commitment to our 
Social Engagement 
Programmes       
(AED million)
41.03
10.19
79.89
28.19
2021
2022
Zakat Islamic Contributions
Charity

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Protecting the 
Environment
We are committed to reducing our environmental impact, in line 
with the UAE Net Zero 2050 strategy. With a solid foundation in 
environmental compliance, we adopt the Emirates NBD Group 
approach to responsible environmental stewardship through 
our ﬁnancing and our own operations.

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We have an excellent track record of adhering to environmental regulations, and the Bank has never faced ﬁnes or other non-ﬁnancial 
penalties for failing to do so. We hold an ISO 14001:2015 certiﬁcation for our environmental management systems, which cover 100% of our 
operations in the UAE. 
As Emirates Islamic, we are committed to running our operations in ways that 
are equitable, efﬁcient, and progressive in a time of accelerated resource 
depletion. This includes minimising any impacts that our operations have. 
We fully support the UAE’s Net Zero 2050 policy and 2030 target to reduce 
greenhouse gas (GHG) emissions to 31% of a business-as-usual scenario. 
Group-Wide Approach
Objective
Performance target
 
 
Year on year CO2 emission emissions reductions
 
 
Reduction of CO2 emissions by 3% 
 
 
Reduced water consumption per member of staff
 
 
Reduction of water consumption by 5% per staff member
 
 
Improved ratio of diverted waste to general waste
 
 
Ratio of diverted waste to general waste: 10%
 
 
To develop potential renewable energy strategies 
 
 
To implement across all aspects of the business and 
cover all members of staff
 
 
To develop an Emirates NBD International 
Sustainability Consultancy Solutions Committee 
 
 
To align all environmental goals to national net zero 
policies where relevant and applicable to our size of 
operations
Emirates NBD Environmental Goals and Targets 2023
Find out more about our approach in the ENBD Group ESG Report.
Annual Group 
investment in 
climate-related 
infrastructure, 
resilience, 
and product 
development      
(AED Million)
8.4
2.1
3.9
2020
2021
2022
In 2022, our indirect (electricity) energy consumption approximately declined by 19% compared to 2020. This is testament to the control 
and efﬁciency mechanisms we have in place, such as motion sensors, building management systems and energy-efﬁcient equipment such 
as chillers, chilled water pumps and air handling units.
6,918,921
5,626,955
5,800,985
Electricity 
consumption 
(kWh)
2020
2021
2022
Energy and GHG Emissions
The Group’s three main areas of impact and potential for improved 
efﬁciencies in relation to energy use are energy consumption, transport fuel 
and GHGs. Recognising that our assets and customers will be exposed to a 
changing climate, we continue to invest in resilient infrastructure and product 
development.
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We track carbon dioxide (CO2) emissions from our electricity consumption each year. As a Group, we have committed to reducing carbon 
emissions by 30% by 2030. In 2022, our own scope 2 emissions declined by 23% compared to 2020. 
2,975.9
2,273.8
2,344.2
Scope 2 GHG 
emissions  
(metric ton of 
CO2eq)
2020
2021
2022
Transport and Fuel 
Consumption 
We partner with the Emirates National Oil Company to manage and 
monitor ﬂeet fuel consumption. We encourage our staff to use company 
transport rather than their own vehicles. To meet staff commuting needs, 
the Group Transportation Unit frequently examines route optimisation. 
In addition to helping the environment, this offers a dependable and 
practical alternative to private commuting. 
For more detailed information, see ENBD Group ESG Report.
Installed water aerators
Water tank leakage sensors 
Reduced water pressure in water 
taps without negatively affecting 
end users, to improve overall water 
management across the Group 
1
2
3
4,451
2.5
5,658
2.6
5,999
2.9
2020
2021
2022
Total water 
consumption 
(In owned, 
leased, service 
premises                         
(m3)
Water 
consumption 
intensity (m3/
employee)
Water and Waste
We are conscious of the need to be efﬁcient and responsible in our water usage 
and are committed to adopting sustainable water management practices, 
while also tackling water insecurity through our business operations. This 
philosophy is fully in line with the UAE’s Water Security Strategy 2036 and 
Sustainable Development Goals. 
As a Group, we have: 
As shown on below, our water consumption (absolute and per capita) has slightly increased since 2020, while the intensity rate remained 
stable over the last three years. 
Resources and Waste
We understand that increasing staff 
awareness of the need for recycling and 
waste minimisation is necessary for the 
efﬁcient management of resources. We 
can track waste production, recycling, and 
energy use thanks to our operational control 
procedures. 
To encourage waste reduction, reuse, and 
recycling, we have conducted awareness-
raising campaigns. As a bank, our waste 
management approach relates primarily to 
ofﬁce related impacts with a focus on paper 
and plastics waste. 
Within Group procurement we have 
implemented various initiatives to reduce 
the printing of paper. These include our 
contracts and computer system generated 
ﬁles being available via DocuSign for all 
respective parties. This will eliminate the 
printing of contracts. Furthermore, as part 
of the Group’s Go Paperless programme, all 
service providers must send invoices as soft 
copies.

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To promote a culture free of single-use plastics, we supported 
the Group’s #saynottoplastic programme. This involved switching 
to reusable water bottles, ceasing ordering plastic water bottles 
through procurement and creating a logo for #saynottoplastic. We 
also collected plastic bottles in a recycling bin provided by DGrade. 
The recycled fabric created from the collected bottles will be used by 
DGrade to make reusable drawstring bags for our support workers. 
SayNoToPlastic Initiative
In the last three years, ENBD Group has achieved a cumulative 
reduction in plastic use/waste of 161 Kgs.
186,338 litres of water were 
consumed
A Government of Dubai initiative, Dubai Can, was launched in 
2022. Together with ENBD, we are supporting this initiative aimed 
at reducing single-use plastic water bottles.  Water stations were 
installed across various locations in the city, providing free water to 
communities, as well as encouraging the use of re-usable bottles. 
As of December 2022, at these two installed stations:
Dubai Can
Resulting in 372,676 x 
500ml plastic water bottles 
saved.

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Ethical 
Governance
Governance Values encourages accountability, transparency, 
efﬁciency and the rule of law at all levels. This enables effective 
management of human, environmental, economic and ﬁnancial 
resources for equitable and long-term development.

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Board Executive 
Committee
Board Credit 
and Investment 
Committee
Board Risk 
Committee
Board 
Nomination and 
Remuneration 
Committee
Board Audit 
Committee
Management 
Executive 
Committee 
(EXCO)
The Islamic Shariah Supervisory Committee (ISSC)
All transactions, including Zakat, and all 
products that we offer are strictly Shariah-
compliant and in line with the Accounting 
and Auditing Organization for Islamic 
Financial Institutions. Before either the 
execution of a transaction or the launch of 
a new product, the terms of the transaction 
or the product (as applicable) are presented 
to the ISSC for its approval. 
Allocation of proﬁt and charging of losses 
relating to investment accounts conform 
to the basis that had been approved by 
ISSC and in accordance with the Shariah 
Principles and Rulings. The Committee is 
an independent body of Shariah scholars 
that is appointed by the General Assembly. 
Its key task is to supervise the application 
of different aspects of Shariah within 
the company and to ensure (through the 
Internal Shariah Control department and 
Internal Shariah Audit department) that 
all transactions are undertaken in strict 
compliance with Shariah. This includes 
ensuring that all businesses, activities, 
products, services, contracts, documents 
and codes of conduct are in compliance. 
All resolutions and pronouncements are 
binding on the management and the 
directors of Emirates Islamic. It meets 
periodically, as and when required and 
issues an annual report. 
Our internal Shariah Control Division 
provides consultation to divisions and 
departments based on the ISSC’s fatwas 
and resolutions of aspects related to 
ﬁnancial products and services. Allocation 
of proﬁt and charging of losses relating to 
investment accounts conform to the basis 
that had been approved by ISSC and in 
accordance with the Shariah Principles and 
Rulings. 
All employees receive Shariah induction 
training session covering Shariah 
fundamentals and Islamic values, with 
mandatory e-Learning modules ongoing, as 
well as an on-demand training programme 
in Islamic ﬁnance principles. Beyond the 
company, we participate in wider Shariah 
awareness through public lecturers at 
universities and colleges.
For more detailed information, please refer to the Corporate Governance Report 2022.
The Emirates Islamic Governance Manual is supplemented by a Board Charter (“Emirates Islamic Board Charter”) which details the protocols 
and policies of the Board, and speciﬁc Board policies related to conﬂicts of interest, ﬁtness and propriety, remuneration and performance 
evaluation. 
The EI Board of Directors is responsible for the overall direction, supervision 
and control of the Bank. The Board’s mandate includes the overall strategy 
and oversight of the corporate structure, ﬁnancial reporting, internal controls 
and risk management policies. It also includes approval of the Annual Report 
as well as corporate dividends. 
Accountability
The Code of Conduct establishes the minimum acceptable standards of 
professionalism and personal conduct that the Bank expects from employees, 
both inside and outside our premises, to maintain the Bank’s reputation. All 
employees are obligated to preserve the Bank’s interests and reputation; 
thus, they must report any unusual incidents, suspicious occurrences, and/
or actual, planned, or potential illegal or unethical behaviour that may directly 
or indirectly impact the Bank. 
Code of Conduct 
Fraud, bribery, harassment, discrimination, 
intimidation, favouritism, violations of law 
and/or Group policies and misconduct and 
malpractice are examples of such instances. 
Employees must report all incidences to 
the concerned Unit Manager and the Fraud 
Prevention and Investigation unit. Every 
employee must read and accept the Code 
of Conduct at least once a year, or if it is 
updated or modiﬁed.
Percentage 
of operations 
assessed for 
risk related 
to corruption                 
(%)
100%
100%
100%
2020
2021
2022
See our detailed performance data on on the Data Disclosures page. For more detailed information, please refer to the Corporate 
Governance Report 2022.

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Consumer Protection
We comply with Consumer Protection Regulation and standards of the Central Bank of the UAE. As part of our commitment, in 2022 we:
Strengthened governance 
and oversight over the 
design, promotion and 
sale of ﬁnancial products
Delivered marketing 
emails on fraud 
awareness, reaching 
approximately 10 million
Promoted responsible 
ﬁnancing practices to 
protect consumers from 
becoming over-indebted
Ensured effective 
and timely disclosure 
practices, providing 
consumers with access 
to the right information 
at the right time to make 
informed decisions
Addressed 
unreasonable barriers 
to fair competition and 
consumer choice
Implemented clear 
mechanisms for redressal 
of consumer complaints 
(see Data Disclosures 
page)
Improved consumer 
knowledge and ability to 
assess ﬁnancial services
Promoted ﬁnancial 
inclusion
Currently, we are implementing a series of initiatives to ensure compliance with regulations for Licensed Financial Institutions. Key steps in 
2022 included:
Publishing a Key Facts 
Statements for all 
products and services, 
highlighting important 
features, beneﬁts, 
applicable fees and 
charges
Enhancing branch 
signages to incorporate 
required changes
Revising our schedule of 
fees to provide visibility 
on third-party charges
Adding cooling-off 
periods for products, 
where applicable and 
updated terms and 
conditions to reﬂect this
Ensuring customers will 
have the ability to easily 
opt out of marketing
Revising all customer-
facing documents with 
enhanced disclosure and 
availability in Arabic
Strengthening marketing 
and advertising 
guidelines in line with 
regulation
Adding more detail to 
account, card and new 
ﬁnance statements
Extending 60-day 
notice periods to inform 
customers if important 
terms or processes have 
changed
Revising debt collection 
protocols with more 
ﬂexibility and debt 
counselling
Reinforcing data privacy 
related controls covering 
collection, storing, 
usage and protection of 
personal data
Reviewing sales incentive 
programmes to promote 
responsible business 
and market conduct and 
prevent mis-selling
Training employees, 
including authorized 
agents, in enhanced sales 
and service processes 
and other aspects of 
the regulation, along 
with certiﬁcation, where 
applicable
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Complaints Procedures
When a customer raises a complaint, our 
dedicated team works closely with all 
relevant departments to resolve it within 
ﬁve working days. A reference number 
and expected resolution time is generated 
in order to assist customers in tracking 
progress If we are unable to provide a full 
and satisfactory resolution, the customer 
has the right to refer the complaint to the 
Central Bank of UAE. 
Customers can raise complaints in numerous 
ways: via branches, call centres, our online/
mobile banking platforms, relationship 
managers, social media, the Central Bank 
of UAE or the UAE media. During the year, 
we enhanced our complaints management 
processes with a dedicated customer 
enquiry line, faster response times, direct 
supervision and management of complains 
and Head Ofﬁce walk-ins. In 2022, we 
continued to see a signiﬁcant reduction in 
complaints made and 100% of those made 
were resolved. 
       45,019 
       45,019 
24,466
24,466
23,223
23,223
2020
2021
2022
Number of 
customer 
complaints 
resolved 
Number of 
customer 
complaints 
ﬁled 
Business Continuity
The Business Continuity Management 
(BCM) team within Group Operational 
Risk unit is responsible for managing 
and monitoring BCM process and 
programme across the Group. It oversees 
the development and implementation of 
the Group’s business continuity and crisis 
management framework, governance 
structure, and procedures in order to 
safeguard the Group’s people, processes, 
and infrastructure. It assists all business, 
support, and control units in developing, 
testing, and updating business continuity 
plans, reports risks and issues to all 
stakeholders, and manages the timely and 
effective delivery of BCM components 
across IT, Procurement, and other units.
Security in Digital Banking
Our dedicated Digital team oversees digital 
processes and policies, working closely with 
respective stakeholders and the Bank’s 
regulatory teams, such as Compliance, 
Shariah and Governance to ensure all 
processes are thoroughly reviewed. As part 
of 2023 strategy, a structured governance 
framework will be put in place to ensure all 
aspects are covered. 
We have dedicated a signiﬁcant amount 
of our AED 1 billion digital transformation 
investment toward strengthening the 
protective layers of our infrastructure, digital 
processes and analytics, while enhancing 
safety and security programmes, products, 
and solutions. Our Group Operational Risk 
Unit oversees alignment with cyber security 
and business continuity protocols. We follow 
the US National Institute of Standards 
and Technology Framework approach, 
wherein a series of security mechanisms 
and controls are layered throughout the 
network to protect conﬁdentiality, integrity 
and availability of the network and the 
data within. A layered defence helps us 
reduce vulnerabilities, contain threats, and 
mitigate risk. We have a layered information 
security structure, managed by security 
professionals within Group Information 
Security Ofﬁce, Group Cyber Risk and Group 
Internal Audit. 
All key security decisions affecting customer 
data privacy and security are taken jointly 
by a group of members belonging to these 
units. Additionally, while such security 
controls help prevent security incidents, 
attackers can manipulate customers; 
hence, we conduct a lot of Cyber Security 
awareness sessions, not just for our internal 
users, but also for our customers.

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A grievance document is 
available to all employees and is 
updated regularly
Intranet portal allows all 
employees to ﬁle grievances 
conﬁdentially and choose an 
escalation path until their issue 
is resolved
Our Whistleblower Policy permits employees 
to report actual or suspected fraud 
incidents, such as malpractice, misconduct, 
and corruption, without fear of retaliation or 
persecution, in good faith. Minor grievances 
should be resolved within one week; other 
grievances should be resolved within two 
weeks. A formal grievance is required to 
be submitted within one month from the 
date of occurrence. If a grievance remains 
unresolved or was not resolved to the 
employees’ satisfaction, the employee may 
choose to refer the matter to the next level 
of management stating the reasons for 
referral. During this reporting period, no 
grievances were ﬁled.
The Emirates Islamic Governance Manual is supplemented by a Board Charter (“Emirates Islamic Board Charter”) which details the protocols 
and policies of the Board, and speciﬁc Board policies related to conﬂicts of interest, ﬁtness and propriety, remuneration and performance 
evaluation. 
We have the following mechanisms in place to moderate unlawful acts or acts 
of discrimination:
Whistleblowing
We have established and maintained procedures to evaluate and select suppliers and contractors based on the below ﬁve areas and to 
monitor their processes and performance, where appropriate.
We consider sustainability 
aspects in procurement 
decisions along with 
commercial elements. The 
objective of our Sustainable 
Procurement Policy is to 
deﬁne the guidelines of 
the procurement practices 
with regards to Sustainable 
Procurement matters: 
Reduce our environmental impact 
by managing our procurement 
decisions
Wherever possible, minimise and 
conserve our natural resources
Reduce our carbon footprint 
to ensure our environmental 
sustainability
Demonstrate leadership in our sustainable practices to the 
community and other stakeholders
Encourage suppliers and contractors to use cleaner 
technology and create goods that are less harmful to the 
environment
Sustainable Procurement

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Data 
Disclosures
We are committed to report with transparency and rigour on 
our progress. In this chapter, we include detailed data covering 
our KPIs.

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Workforce Data
Workforce Proﬁle
Units
2020
2021
2022
Workforce size
Full time employees
Number
1,722
1,518
1,666
Part time employees
Number
0
0
0
Permanent employees
Number
1,404
1,514
1,660
Temporary employees
Number
318
4
6
Employees by Gender
Units
2020
2021
2022
Full-time employees by gender proﬁle
Number
1,722
1,518
1,666
Female full-time employees 
Number
499
563
623
Male full-time employees
Number
1,223
955
1,043
Employees by Gender
Units
2020
2021
2022
Part-time employees by gender proﬁle
Number
0
0
0
Female part-time employees 
Number
0
0               
0
Male part-time employees
Number
0
0
0
Permanent employees by gender proﬁle
Number
1,404
1,514
1,660
Female permanent employees 
Number
471
562
620
Male permanent employees
Number
933
952
1,040
Temporary employees by gender proﬁle
Number
318
4
6
Female temporary employees 
Number
28
1
3
Male temporary employees
Number
290
3
3
New Employee Hires and Turnover
Units
2020
2021
2022
New employee hires (by gender)
Number
158
282
312
Total Permanent New Hires
Number
89
224
307
Female permanent employees 
Number
47
120
124
Male permanent employees
Number
42
104
183
Total Temporary New Hires 
Number
69
58
5
Female Temporary employees 
Number
6
12
3
Male Temporary employees
Number
63
46
2
New employee hires by age
Number
158
282
312
New employee hires aged 18-30 
Number
72
157
124
New employee hires aged 31-50
Number
82
123
185
New employee hires aged 51+ 
Number
4
2
3
Employee turnover (employees that left 
the company) by gender
Number
374
164
184
Female 
Number
70
38
69
Male
Number
304
126
115
Employee turnover (employees that left 
the company) by age
Number
374
164
184
Employees that left the organization 
aged 18-30 
Number
45
29
51
Employees that left the organization 
aged 31-50
Number
293
128
120
Employees that left the organization 
aged 51+ 
Number
36
7
13
Full-time employees nationality - By 
Country/Region
Units
2020
2021
2022
Africa
Number
6
6
6
Arab
Number
217
187
197
Egypt
Number
170
109
128
GCC
Number
9
8
9
India
Number
454
317
348
Other Asia
Number
22
24
23
Other Sub Cont.
Number
50
47
56
Pakistan
Number
267
185
208
Philippines
Number
34
31
28
UAE
Number
459
572
642
Western
Number
34
32
23
Total
Number
1,722
1,518
1,666
Nationalisation
Units
2020
2021
2022
Nationalisation in workforce
Nationals among total full-time 
workforce
Number
421
540
610
National full-time employees in senior 
management
Number
13
12
13
Nationalisation (by gender) 
Female National full-time employees
Number
269
344
397
Male National full-time employees
Number
152
196
213

53
  CONTRIBUTING TO SOCIETY  |  PROTECTING THE ENVIRONMENT  |  ETHICAL GOVERNANCE  |  DATA DISCLOSURES
  |  2022 ESG Report
 2022 ESG Report  | 
52
53
Parental Leave
Units
2020
2021
2022
Total number of employees that took 
parental leave
Number
72
75
90
Female 
Number
28
32
37
Male
Number
44
43
53
Total number of employees who 
returned to work after parental leave 
ended (return to work)
Number
72
75
90
Female 
Number
28
32
37
Male
Number
44
43
53
Total number of employees returned 
from parental leave who were still 
employed twelve months after return to 
work (retention)
Number
64
72
82
Female 
Number
22
31
34
Male
Number
42
41
48
Return to work rate (%)
Percentage
100%
100%
100%
Female 
Percentage
100%
100%
100%
Male
Percentage
100%
100%
100%
Retention rate (%)
Percentage
89%
96%
91%
Female 
Percentage
79%
97%
92%
Male
Percentage
95%
95%
91%
Employees - by Age Category and 
Gender
Units
2020
2021
2022
Total employees aged 18-30 
Number
327 
353 
381 
Female 
Number
168 
222 
238 
Male
Number
159 
131 
143 
Total employees aged 31-50
Number
1,319 
1,088 
1,201 
Female 
Number
315 
322 
368 
Male
Number
1,004 
766 
833 
Total employees aged 51+ 
Number
76 
77 
84 
Female 
Number
16 
19 
17 
Male
Number
60 
58 
67 
Training
Average Hours of Employee Training - 
by Category
Unit
2020
2021
2022
Average training hours per employee
Hours/Total 
Employees
35
56
50
Senior management employees
Hours/Total Senior 
Management 
Employees
20
25
16
Middle management employees
Hours/
Total Middle 
Management 
Employees
16
44
33
Employee Training - by Category
Unit
2020
2021
2022
Total training delivered
Hours
59,739
85,447
114,504
Senior management employees
Hours
340
637
392
Middle management employees
Hours
6,048
16,251
14,032
Average Hours of Employee Training - 
by Gender
Unit
2020
2021
2022
Total training given to female employees
Hours
30,509
40,144
58,321
Average training hours per female 
employee
Hours/Total 
Female Employees
57
73
81
Total training given to male employees
Hours
29,230
45,303
56,183
Average training hours per male 
employees
Hours/Total Male 
Employees
25
46
36
Customer Experience
2020
2021
2022
Customer satisfaction score (%)
N/A
81%
80%
NPS score
N/A
33
33
Number of customer complaints filed
45,019
24,466
23,223
Number of customer complaints resolved
45,019
24,466
23,223
Online/mobile transactions
450,000
545,000
625,000
Contributing to Society Data
Anti-Corruption
2020
2021
2022
Target
Number of operations assessed for risk related to corruption 
18
8
16*
21
Percentage of operations assessed for risk related to 
corruption 
100%
100%
100%
100%
Number of corruption incidents 
2
1
1
0
Ethical Governance Data