Consolidating all the Bank’s development initiatives for UAE nationals and creating a compelling Emiratisation strategy was a major achievement in 2011 and is already positioning ADCB as a leader in this field. The Bank has now reached a 40.6 percent Emiratisation quota, up from 15.41 percent in only six years.

Under ADCB’s UAE National Student Sponsorship Programme, the Bank has recruited 100 second and third year students on a sponsorship basis that will commit them to a minimum of 24 months’ service after graduation. The top 25 students will complete the Graduate Management Programme to be launched in 2012, with the aim of accelerating the managerial careers of high-potential UAE nationals.

A special UAE National Committee has been established to advance the Emiratisation agenda and act as a catalyst for the development, growth, and retention of UAE national talent. Participation in UAE National Forums gives the Bank a platform for networking, relationship-building, and communication between the UAE national community and the Bank’s directors and senior management.

ADCB is one of the first private sector organisations to provide employment opportunities for UAE national talent in collaboration with Abu Dhabi Tawteen Council. The first batch of 30 nationals have been inducted and trained, filling the need for capable entry-level national staff.

Various initiatives related to UAE national development have been consolidated under the Mahara Academy, which helps to develop UAE national talent at all organisation levels, beginning with trainee programmes across all emirates for entry-level staff and continuing with development opportunities for supervisors, managers and executives. To reinforce the Bank’s learning proposition and ensure that the learning is shared and continues to add value across the organisation, an internal network of mentors and coaches provides individual advice and support to the Mahara students.

The Ambition University, ADCB’s new home for learning and development, complements the work of the Mahara Academy, providing contemporary e-learning solutions and blending it with face-to-face workshops.

Many learning programmes will be certificated and externally accredited. The aim is create a world-class facility, custom-designed for ADCB’s needs that will provide a competitive advantage by developing the Bank’s people in a business-driven way, as well as a means of attracting top talent.

During 2011, the Bank’s Towards Service Excellence (TSE) programme was developed and delivered through a team of 30 internal facilitators to more than 1,800 staff members. TSE was designed to create and embed a culture of service excellence across ADCB, which ensures complete customer satisfaction at every touch point and that all links in the Bank’s service value chain work flawlessly together at all times.

A newly introduced variable pay programme supplements the Bank’s existing compensation and benefits structure, with the intention of ensuring that pay and benefits remain performance-driven and market-competitive, taking into account the differing pay levels and practices for major business areas and reflecting external realities for hiring and retaining the best people.

The programme rewards the Bank’s highest contributors through a combination of fixed pay short-term and long-term performance-based variable pay.

Overall, the Bank’s management of HR policy and governance sharpened its focus on four areas:
• Education – explaining to staff and managers what the policies mean
• Application – ensuring that policies are applied according to the guidelines in a fair and consistent manner
• Governance – identifying where policy is ignored and ensuring that it is remediated
• Exceptions – managing policy exceptions in a transparent and equitable manner

ADCB at a Glance
Organisation
Vision, Mission and Strategy
Highlights of 2011
Chairman’s Letter
CEO’s Report

Board of Directors
Senior Management Profiles
CFO’s Report
Operational Review
Corporate Governance Report
Risk Management