【正文】 L drivers Operating Ine, Expenses and Provisions (S$m) 15 S P / A N R , G P / A N R , 2 4 4 . 4 5 5 . 73 7 . 26 6 . 92 5 3 . 13 3 . 5TP / A N R , 2 4 4 . 4 2 5 3 . 16 6 . 93 7 . 23 3 . 55 5 . 7T o t a l 0 . 1 3 0 . 2 0 0 . 3 9 0 . 3 0 0 . 3 5 0 . 0 6 0 . 5 4 0 . 2 5 0 . 2 4 0 . 1 8 0 . 1 5 0 . 0 9 0 . 0 0 0 . 0 0 0 . 1 7 G e n e r a l 0 . 1 3 0 . 2 0 0 . 3 9 0 . 3 0 0 . 3 5 0 . 0 6 0 . 5 4 0 . 2 5 0 . 2 4 0 . 1 8 0 . 1 5 0 . 0 9 0 . 0 0 0 . 0 0 0 . 1 7 S p e ci f i c J u l 0 7 A u g 0 7 S e p 0 7 O ct 0 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 82 0 0 5 A RR2 0 0 6 A RR2 0 0 7 A RRCBG China : Pamp。 property agents。 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。 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。L drivers Total Provisions (S$m) and Provisions / Loan Volume (bps .) Footnote: SP = Specific Provisions, GP = General Provisions, TP = Total Provisions, ANR = Average Net Receivables RR denotes monthly runrate, Prior year data rebased on 08 budget rate CAGR 725% * 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