【正文】 Disclaimer: The information contained in this document is intended only for use during the presentation and should not be disseminated or distributed to parties outside the presentation. DBS Bank accepts no liability whatsoever with respect to the use of this document or its contents. 2022 – 2022 planning China : Be Top 5 Foreign Banks in the market Consumer Banking Group 31 July 2022 2 Contents ? Key initiatives ? Competitors ? Business strategy Appendices ? Financial dashboard as at Jun08 3 Brand Positioning To be one of the top 5 foreign banks in China Establish DBS Brand equity as “prestigious and exclusivie” Build and Grow Customers Base Focused/ Targeted Acquisition Product Offerings Differentiated Services Effective Sales Channels Build a solid customer base for further expansion into other major cities Pillars Enablers Business Objectives Maximize Revenue Potentials China Beijing Guangzhou/ Shenzhen Shanghai ? Focus on affluent individual and SME ? Target ASEAN Expatriates leveraging on DBS brand in SE Asia ? Leverage on corporate customer/ external base ? Leverage external alliances and business partners ? Deposit products (RMB amp。 FCY) ? DBS CUP debit cards ? Insurance (Life amp。 Nonlife) ? Mortgage Loan ? Investment (Unit Trust, SIP) ? Treasures ? Welltrained staff ? Transaction convenience via shared ATM and POS ? TPB Centers ? Onestop consolidated services ? Offpremise servicing ? Overseas banking services arrangement ? Branches ? Internal Referral Model – SGM, MGM, CrossBU Referral ? External alliances ? Direct Sales ? Tailored sales incentive scheme Key Strategic Focus 4 ? These 3 cities present the highest market potential ? Improve customer accessibility ? Build brand awareness ? Enhance coverage of target customers Why do we want to do this ? Key initiative 1 Focus on Building our Franchise in 3 key Cities: Shanghai, Guangzhou amp。 Beijing including key 2nd tier cities eg Hangzhou What is the expected oute ? ? All functional departments to sharpen local market understanding and develop localized business and headcount plan prior to opening of new subbranch ? Renting sky office under the same subbranch license to expand the business scale ? Centralized purchase and construction tendering process to reduce cost of outlet opening ? Further expansion into other fast growing cities, provided branch licenses are timely granted to us What Where When As is 1H 2022 To be /2022 Customer Base 6,312 Loans EOP (SGD) Deposits EOP (SGD) Investment turnover (SGD) 51M No of branch 4 ? Shanghai, Guangzhou, Beijing as important strategic locations for business expansion due to the highest deposit concentration in these cities ? Focus to build Shanghai, Guangzhou and Beijing work first to cumulate experience before branching out to other wealthy cities ? Gradual expansion of work to improve accessibility and entrench customer loyalty 2 Shenzhen (1) Shanghai (1) +2 Shanghai (1) Guangzhou (1) +4 Beijing (2) Suzhou (1) Tianjin (1) +4 Shanghai (1) Shenzhen (1) Guangzhou (1) Nanning (1) +10 (O/S: 12) Q4 08F 2022 Y/E Q1 08A Q2 08A Q3 08F 2022 Y/E 5 ? Diversify and balance source of ine (NII and Fee based ine) ? Build customer base ? Acquire highend affluent segment with product differentiation ? Improve product peration per customer and enhance customers’ stickiness Why do we want to do this ? Key initiative 2 Focus on deposit gathering through personalized and innovative wealth management and mortgage services to our target segments What is the expected oute ? What ? Full range of Wealth Management products should be made available at 3 key cities。 extending to fast growing cities on needed basis for better resources allocation Where ? Q3 2022 Launch: ? Investment – Premium Investment and FCY based QDII。 ? Deposit – RMB Current A/C。 Savings Plan and Annuity Plan When As is 1H 2022 To be /2022 Customer Base 6,312 Loans EOP (SGD) Deposits EOP (SGD) ? Deposit as “Hunter” – RMB Deposit as key pro