Executive Management

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GROUP CHIEF EXECUTIVE OFFICER Ala'a Eraiqat

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Ala'a Eraiqat joined ADCB in January 2004 and held various senior posts before assuming the role of Chief Executive Officer in 2009, as well as becoming a member of ADCB's Board of Directors. He previously held senior positions at Citibank and Standard Chartered Bank, amongst others.

His responsibilities extend to being Chairman of Al Hilal Bank and chairing the following subsidiaries and committees of ADCB, amongst others; Abu Dhabi Commercial Properties, Abu Dhabi Commercial Engineering Services, the ADCB Management Executive Committee and the ADCB Management Risk & Credit Committee.

He also serves on the board of Abu Dhabi National Hotels PJSC.

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GROUP CHIEF FINANCIAL OFFICER Deepak Khullar

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Deepak Khullar was appointed Group Chief Financial Officer in 2008. In this role, Deepak oversees the Group Finance function (Financial Planning, Business Performance, Governance & Reporting), including Investor Relations, Taxation, Economics, Group Strategy, Strategic Sourcing and Procurement. He previously spent 15 years with Standard Chartered Bank in the Middle East and in Korea in a variety of senior positions. Before that, he worked for 12 years with Ernst & Young and Price Waterhouse & Co. (now PricewaterhouseCoopers) in their assurance, advisory and technical services and training practices in the Middle East and India. Deepak is an alum of the University of Delhi and an Associate of the Institute of Chartered Accountants of India and an Associate Member of the Association of Corporate Treasurers (UK).

Deepak was appointed as a Board Director at Al Hilal Bank in 2019.

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GROUP CHIEF INTERNAL AUDITOR Abdirizak Mohamed

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Abdirizak Mohamed has been the Group Chief Internal Auditor at ADCB since 2006, responsible for covering the Bank and all of its subsidiaries, having previously worked at the NASDAQ Stock Market, NASD (FINRA) and OFHEO (FHFA). He has more than 25 years of financial industry experience that spans capital markets management, accounting policy/applications, examinations and auditing, risk management, regulatory oversight, and corporate governance. He is the former Chairman and current member of the UAE Banking Federation Audit Committee, and over the years served/continues to serve as an independent Audit Committee member of various Abu Dhabi-based companies. Abdirizak is a Certified Public Accountant and holds a master's degree from The George Washington University in Washington, DC, and a bachelor's degree from the University of Washington in Seattle, WA.

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GROUP HEAD OF CONSUMER BANKING Arup Mukhopadhyay

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Arup Mukhopadhyay joined ADCB in 2005 and is Head of the Consumer Banking Group. He had previously spent seven years with Citibank, becoming Head of Wealth Management products and Marketing Director for its UAE Consumer Business. Before that, he worked with Unilever in India in several sales and marketing roles. Arup is a mechanical engineering graduate and holds an MBA from the Indian Institute of Management, Lucknow.

Arup was appointed as a Board Director at Al Hilal Bank in 2019.

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GROUP HEAD OF HUMAN RESOURCES Ali Darwish

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Ali Darwish joined ADCB in 2010 and leads the Human Resources Group. Ali has a wealth of experience in the banking industry that extends for more than 20 years working for leading financial institutions in the UAE. At ADCB, he ensures the Bank is building a competitive advantage through people by focusing on strategic talent management, Emiratisation and engagement. Furthermore, he is responsible for driving the Bank's high-performance culture, organisational design and strategic projects.

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GROUP TREASURER Kevin Taylor

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Kevin Taylor joined ADCB in 2009 as Head of the Treasury & Investments Group. He has held significant treasury and risk positions in global organisations such as ALICO, Citigroup, Westpac Bank and Merrill Lynch. At ADCB, he is responsible for FX trading and sales, derivative trading and sales, fixed income and investments personnel and the balance sheet analytics teams. Kevin has more than 30 years of global experience in banking and finance and is a member of the UAE Banks Federation Financial Markets Committee. He holds an MBA from Macquarie University in Australia and a Master of Science in Risk Management from the Stern School of Business, New York University.

Kevin was appointed as a Board Director at Al Hilal Bank in 2019.

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GROUP CHIEF RISK OFFICER Paul Keating

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Paul Keating was appointed as ADCB's Group Chief Risk Officer in 2018. He previously worked for the Australia and New Zealand Banking (ANZ) Group for over 30 years, where he served in various capacities across the world. Paul's previous role at ANZ was the Chief Risk Officer and Head of Credit for the Pacific division, which was responsible for 11 countries.

Paul is responsible for Compliance, Operational Risk, Market Risk, Fraud Risk, Data Management, Credit Policy, and Information Security.

He sits on various management and board sub committees to provide an enterprise-wide risk management perspective. Paul holds a Bachelor of Commerce and Administration from Victoria University in New Zealand and a Post Graduate Diploma in Banking Management from Massey University in New Zealand. Paul has also completed the Australian Institute of Company Directors course.

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GROUP CHIEF CREDIT OFFICER Tilak Silva

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Tilak Silva was appointed as the Group Chief Credit Officer in 2018, having been the Acting Group Chief Risk Officer since 2017. He has been with ADCB for 38 years, focusing on credit underwriting, remedial risk and restructuring. He has an in-depth understanding of the functionalities of all areas of the Bank.

Prior to joining ADCB, Tilak worked for Hatton National Bank in Sri Lanka, undertaking different roles within the Credit Group.

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GROUP HEAD OF WHOLESALE BANKING Ludovic Nobili

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Ludovic was appointed as the Group Head of Wholesale Banking at ADCB in December 2019. Prior to that, he managed the Investment Banking activity. He joined the bank in November 2008 from Citigroup in London. He is a senior investment banker with 20 years' experience. In 2000, Ludovic started his investment banking career in the securitization team of Credit Agricole Indosuez London after which he moved to Citigroup where he focused on Corporate Securitization. During his time in Europe, Ludovic' was instrumental in originating and structuring complex and high profile transactions. In his current role, Ludovic has responsibility for Cash Management, Trade Finance, Corporate Finance and Investment Banking across the Group. Ludovic also leads ADCB's principal finance initiatives. Ludovic is a French citizen and an alumni of Université Paris-Sorbonne.

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GROUP CHIEF OPERATIONS OFFICER Mohammed Al Jayyash

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Mohammed Al Jayyash was appointed ADCB's Group Chief Operations Officer in 2019. He has held senior operational management positions at ADCB including Group Chief Service Officer and Branch Operations Manager. He holds Board seats with several ADCB subsidiary companies and is the Chairman of ITMAM Services LLC, and Vice-Chairman of Abu Dhabi Commercial Engineering Services LLC and Abu Dhabi Commercial Properties LLC. He is also a Board Member of Al Hilal Bank PJSC. A leader with over 15 years' experience in improving customer experience, ensuring regulatory compliance and delivering capabilities for growth, he has deep experience in banking operations, the customer journey and experience, and digital channels. Mohammed holds a Bachelor's Degree in Business Administration from Al Ghurair University in the United Arab Emirates, a Post Graduate Certificate in Management at Ashridge Executive Education HULT in the United Kingdom and a Diploma in Banking from the Emirates Institute for Banking and Financial Studies.

Management Committees

Certain day-to-day activities of the Bank have been delegated by the Board to the Bank's Management Executive Committee (the "MEC"). The MEC meets weekly and reports to the Board.

The MEC is composed of key members of management, whose appointments to the MEC are approved by the Board's Nomination, Compensation, HR & Governance Committee. The responsibilities of the MEC include:

  • Establishing the organization structure for management and management committees;
  • Implementing strategy set by the Board and recommending strategy and policy decisions;
  • Recommending the Bank's annual budget and funding plan;
  • Approving key performance indicators for each business line;
  • Approving expenditures, up to certain delegated limits set by the Board;
  • Approving establishment of branches, agencies, joint ventures and subsidiaries and appointments of directors to subsidiaries;
  • Approving debt-funding issues, hedging and investments, up to certain delegated limits set by the Board;
  • Approving recovery settlements and write-offs, up to delegated limits set by the Board;Approving new products; and
  • Approving Bank policies, excluding those falling within the Board's responsibility.

The primary purpose of the Capital Expenditure Committee is to support the MEC in discharging its responsibilities with respect to management of capital expenditure. The Committee shall have such responsibilities and authorities as are granted or delegated by the MEC from time to time.

The primary purpose of the Assets & Liabilities Committee is to support the MEC in discharging its responsibilities with respect to monitoring and management of the Bank’s balance sheet.

The primary purpose of the Management Risk & Credit Committee is to support the MEC in discharging its responsibilities with respect to risk and credit matters, within limits as delegated by the Board or the MEC.

The primary purpose of the Senior Management Committee is to support the MEC in discharging its responsibilities with respect to administration, governance, change management, strategy, projects and project updates and dissemination of information.

The primary purpose of the Management Recoveries Committee is to support the MEC in discharging its responsibilities, as delegated by the MEC, with respect to restructuring, settlements and recovery-related write-offs.

The primary purpose of the Liabilities and Initiatives Committee is to support the MEC in discharging its responsibilities with respect to (within the bounds of the Bank’s strategy) approving and marketing the Bank’s products and services.

The primary purpose of the Management HR Committee is to support the MEC in discharging its responsibilities with respect to human resource matters (within the bounds of the Bank’s strategy).

The primary purpose of the Financial Performance Management Committee is to support the MEC in discharging its responsibility with respect to the Bank’s financial performance (within the bounds of the Bank’s budget and strategy).

Management Remuneration & Variable Pay

In line with ADCB's commitment to sound governance and promotion of long-term sustainable shareholder value, ADCB's objective is to provide transparency to shareholders and other stakeholders about its remuneration principles and incentives.

  • ADCB supports levels of remuneration necessary to attract, retain and motivate staff of the calibre necessary to lead, manage and serve in a competitive environment. However, ADCB seeks to avoid paying more than necessary for this purpose and has practices and policies in place which promote effective risk-management.
  • ADCB seeks to ensure that remuneration packages reflect duties and responsibilities, are fair and equitable and incorporate clear and measurable rewards linked to corporate and personal performance. Rewards will only be made based on the results of a rigorous appraisal process.

As far as possible bearing in mind market trends and constraints, remuneration shall align the interests of ADCB's staff with the interests of shareholders and other stakeholders, and shall blend short and long-term incentives. Performance related elements shall be designed to minimize staff turn-over and to give staff incentives to perform at the highest levels, whilst recognizing the need to promote effective risk management.

The Bank’s variable pay framework has been designed to align employees’ interests with the long-term interests of the Bank’s shareholders and to incentivise higher performance while avoiding excessive risk-taking. It also distinguishes amongst different functions of the Bank, to ensure alignment to the relevant market.

Employees may receive variable pay based on their performance over the year and that, since it is performance-based, variable pay is at risk, and the amount received, if any, may change each year.

Effectiveness of the variable pay framework is monitored on an annual basis through a set of KPIs, including:

  • correlation between total variable pay pool and the Bank’s net profits;
  • correlation between individual performance and variable pay award;
  • attrition rate for the employees awarded deferred variable pay, as compared to the overall attrition rate; and
  • leadership stability- attrition rate at Senior Management level (top 100 executives), as compared to the industry average for the same level.

In addition, in accordance with best practices and the requirements of the UAE Central Bank’s regulations on corporate governance, the Nominations, Compensation, HR & Governance Committee regularly seeks independent consultants’ views on (a) the quantum, (b) design, and (c) effectiveness of the Bank’s variable pay awards and framework.

Fixed Pay is based on the market rate for each different role. It is influenced by each individual's contribution over the year and any fixed pay reviews depend upon the achievement of objectives and overall performance level. Fixed Pay is made up of Basic Salary and General Allowances.

Overview

The Board's Nomination, Compensation, HR & Governance Committee considers the Bank's succession planning process for directors and senior management to ensure transparency and satisfactory alignment with Bank strategy.

The succession plan is reviewed annually through discussions between the Board, the GCEO and senior management to identify key jobs across the organization, which if not filled in a timely fashion would put the organization at risk, and to identify a caretaker and a minimum of one successor for each key job.

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