Abu Dhabi Islamic Bank
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Table of Contents
TOC o “1-3” h z u HYPERLINK l “_Toc408241464” Introduction PAGEREF _Toc408241464 h 1
HYPERLINK l “_Toc408241465” staff Profile PAGEREF _Toc408241465 h 1
HYPERLINK l “_Toc408241466” Emiratis Employment Strategy PAGEREF _Toc408241466 h 2
HYPERLINK l “_Toc408241467” Department PAGEREF _Toc408241467 h 2
HYPERLINK l “_Toc408241468” Functions and activities of ADIB PAGEREF _Toc408241468 h 3
HYPERLINK l “_Toc408241469” Project Counseling: PAGEREF _Toc408241469 h 3
HYPERLINK l “_Toc408241470” Management of debt and equity offerings PAGEREF _Toc408241470 h 3
HYPERLINK l “_Toc408241471” Issue Management PAGEREF _Toc408241471 h 3
HYPERLINK l “_Toc408241472” Managers, Consultants or Advisers to the Issue: PAGEREF _Toc408241472 h 3
HYPERLINK l “_Toc408241473” Conclusion PAGEREF _Toc408241473 h 3
HYPERLINK l “_Toc408241474” References PAGEREF _Toc408241474 h 4
IntroductionAbu Dhabi Islamic Bank was created in 1997 through Emiri Decree and started business operations in 1998. All agreement, operations and exchanges are done as per Islamic Shari’a standards. The Bank is a main territorial Islamic budgetary administrations bunch and has a wide circulation system, with 75 extensions in the UAE. ADIB will keep on focusing on its center client portions to develop its entrance by drawing in more clients and cross-offering more items while ADIB’s solid capital and liquidity positions extraordinarily position it as a top-level UAE bank that keeps on growing quicker than the business sector normal. Notwithstanding the testing conditions, ADIB kept on delivering sound budgetary results through the viable execution of its vital vision, with the concentrate on clients securing the Bank the top positioning in client administration for the second continuous year (Yudistira, 2004). This perfection in client administration kept on being upheld by best practice hazard administration, progressive credit strategy and recruitment of world class ability. A further essential center was on establishing the frameworks of the Bank’s next stage employment method with a critical piece of this being the amazingly fruitful USD 1 billion Hybrid Tier 1 Capital issue. Besides, ADIB Group, which incorporates both the budgetary administrations and land organizations, reported net benefit of AED 1.2 billion for 2012, an increment of 4% over the earlier year and Group net incomes for 2012 were AED 3.6 billion, while forceful expense administration implied that costs expanded by just 8.1% year on year, regardless of interests in 89 new ATMs and six new limbs in the UAE, and the extension of ADIB’s local and universal capacities.
Mission
The bank is there to offer Islamic financial solution to the local and international community
Vision
To be a leader in Islamic Financial services group around the world.
STAFF PROFILEIt is noted that the bank has more than 1000 staff members who are responsible to work and undertake the mandate or the functions of the organization. Currently the organizations also has more than 100 branches around the word with the latest being opened in Egypt. The organization is being run by 8 board of directors who hold the obligation of running the bank’s branches in the world. The next are the financial services group that is being managed by Tirad M. Mahmoud who is the CEO of the group. This means that he is the leader of the financial group of the organization. Under him are more than 100 managers who are responsible for each ADIB bank. In addition there are other 100s of employees working as bank attendants. In addition, the bank has three associates; the National Bank for Employment, Abu Dhabi national Takaful and Bosna Bank International (Ika & Abdullah, 2011). Down the business structure are other employees. The below organization structures indicates the group’s breakdown:
Emiratis Employment StrategyThe ADIB employment strategy looks to make more and better employments all through the Abu Dhabi. It takes its spark from the UAE 2020 employment strategy (Iqbal, 2001). The UAE business strategy gives a structure (the “open strategy for coordination”) for UAE Emirates to impart data, examine and coordinate their work strategies. It is situated in the yearly employment review (AGS), which sets out the EU’s needs for the nearing year to support employment and employment creation and opens the yearly UAE semester, which advances closer coordination by national legislatures of their monetary and financial arrangements. Because of the abnormal state of unemployment in UAE, the UAE Commission dispatched in April 2012 a set of measures to help employments, the purported “Livelihood package”. The UAE job strategy additionally expands on the UAE 2020’s Agenda for new aptitudes and employments and is underpinned by the UAE Employment Observatory (EEO) and the Mutual Learning Program (MLP).
DepartmentI was very concerned with the Human Resource department of ADIB Bank. The department is related to my area of expertise. The reason for choosing this organization are varied but the following are the main reasons: The organization is one of the biggest financial organization in Abu Dhabi hence I expected high experience returns. The other issue is that wanted a competitive department hence the bigger the ADIB department offered me a good practice that I wanted. In addition I wanted to become an international HR leader hence, the vision of the company of being an international recognized organization helped me with this haste. I plan to study Human Resource management and the reason for that is to offer credible information that brings the success of an HR leader. My skills that matches the needed ones is that I can be able to communicate effectively. In addition, I have past management experience that I attained after managing our family business.
Functions and activities of ADIBProject Counseling:Project counseling incorporates arrangement of undertaking reports, settling on the financing example to fund the expense of the task and evaluating the undertaking report with the monetary organizations or banks. It likewise incorporates topping off of use structures with pertinent data for getting stores from budgetary foundations and acquiring government endorsement.
Management of debt and equity offeringsThis forms the main capacity of the ADIB. He helps the organizations in raising trusts from the business sector. The principle ranges of work in this respect include: instrument planning, evaluating the issue, enrollment of the offer archive, guaranteeing help, and showcasing of the issue, designation and discount, posting on stock trades.
Issue ManagementManagement of issue involves promoting of corporate securities viz. value offers, inclination imparts and debentures or bonds by offering them to open. Dealer banks go about as a middle person whose principle occupation is to exchange capital from the individuals who own it to the individuals who need it. In the wake of making a move according to SEBI rules, the vendor investor organizes a gathering with organization delegates and publicizing specialists to finish game plans identifying with date of opening and shutting of issue, enlistment of outline, dispatching reputation crusade and altering date of executive gathering to favor and sign plan and pass the fundamental resolutions. Estimating of issues is carried out by the organizations in advisor with the shipper brokers.
Managers, Consultants or Advisers to the Issue:The managers to the issue support in the drafting of outline, application structures and consummation of conventions under the Companies Act, arrangement of Registrar for managing offer applications and exchange and posting of shares of the organization on the stock trade. Organizations can delegate one or more offices as administrators to the issue.
ConclusionI like to work with ADIB is that is offers me the chance to showcase my skills. The am honest and with excellent communication skills and ability needed in the bank. I one time would like to be the president of the bank or an international HR manager.
ReferencesAlkassim, F. A. (2005). The profitability of Islamic and conventional banking in the GCC countries: A comparative study. Journal of Review of Islamic Economics, 13, 5-30.
Ika, S. R., & Abdullah, N. (2011). A comparative study of financial performance of Islamic banks and conventional banks in Indonesia. International Journal of Business and Social Science, 2(15), 199-207.
Iqbal, M. (2001). Islamic and conventional banking in the nineties: a comparative study. Islamic Economic Studies, 8(2), 1-27.
Yudistira, D. (2004). Efficiency in Islamic banking: an empirical analysis of eighteen banks. Islamic Economic Studies, 12(1), 1-19.
