【正文】 RR denotes monthly runrate 16 0 . 0 60 . 0 80 . 1 10 . 1 40 . 1 70 . 1 80 . 2 40 . 2 80 . 3 00 . 3 10 . 3 20 . 3 30 . 0 00 . 0 10 . 0 8J u l 0 7 A u g 0 7 Se p 0 7 O c t0 7 N o v 0 7 D e c 0 7 J a n 0 8 F e b 0 8 M a r 0 8 A p r 0 8 M a y 0 8 J u n 0 8 2022A 2022A 2022AH o u s i n g L o a nCBG China : Loan Drivers by Product CHINA LOANS (S$B) CAGR 789% Footnote: 1) Volume refers to average volume 2) Mortgage Loan = Total Loan 0 . 7 2 %0 . 9 7 %0 . 8 6 %0 . 9 4 %1 . 7 4 %1 . 6 5 %H ous i ng Loa n ( N I M % ) , 0 . 8 5 %17 CBG China : Deposit Drivers by Product CHINA DEPOSITS (S$B) CAGR 247% Footnote: 1) Volume refers to average volume 2) Prior year data rebased to 08 budget rate 2 . 6 9 %S a v i ng s amp。 ABC USP Upon launch of initiative Upon pletion ? Best local retail bank in China ? Accessible ? Technology driven ? Fast credit approval ? 5M+ credit cards ? 30+ debit cards ? Wealth management ? Mortgage ? Remittance/ Cash management ? Innovative ? Premium brand ? Global work for offshore funds management ? Global bank with local expertise (140+ years) ? Strong brand ? International bank with prehensive products ? Premier Banking ? Home Loan ? Principle Protected FCY Investment ? Deposit ? Differentiated services ? Effective sales and service channels ? Bestofbreed WM amp。 wordofmouth and incentive program for referrals Customer Segments 8 Building a strong business foundations ? Adopt multibusiness concept in all subbranches to maximize coverage of prospective clients and crosssell opportunities (TPB + enterprise owner the most prospective business lead in emerging market) ? Exploit end to end financial services needs of clients across BUs . provide end user mortgage financing for construction projects under our SCIB/EB financing ? Explore alliance with property developers and agents to supplement our distribution scale and referral sources ? Strategic alliance to provide bestinclass third party products . local funds selling amp。 SG staff to work in PRC ? Develop clear career roadmap and individual development program to local staff. Build pipeline for business expansion ? Build staff petency amp。 extending to fast growing cities on needed basis for better resources allocation Where ? Q3 2022 Launch: ? Investment – Premium Investment and FCY based QDII。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。 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) Investmen