【正文】 A TS ( N I M % ) , 2 . 8 5 % 2 . 6 3 % 2 . 7 1 % 3 . 2 0 %1 0 . 1 2 %2 . 3 7 %0 . 1 1 %Fi x e d D e po s i t s ( N I M % ) , 0 . 9 5 % 0 . 9 6 % 0 . 8 5 % 1 . 1 0 % 1 . 2 3 % 2 . 5 2 %0 . 0 10 . 0 1 0 . 0 10 . 0 10 . 0 20 . 0 20 . 0 30 . 0 3 0 . 0 30 . 0 3 0 . 0 30 . 0 30 . 0 00 . 0 00 . 0 10 . 0 20 . 0 2 0 . 0 20 . 0 20 . 0 20 . 0 30 . 0 40 . 0 4 0 . 0 40 . 0 50 . 0 70 . 0 80 . 0 00 . 0 10 . 0 20 . 0 30 . 0 4 0 . 0 40 . 0 30 . 0 40 . 0 50 . 0 80 . 0 8 0 . 0 80 . 0 90 . 1 20 . 1 30 . 0 00 . 0 10 . 0 3J 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 2022ASa v i n g s amp。 mortgage products ? Treasures ? Wealth Management ? Deposit ? Mortgage ? Global Brand name ? Wealth Mgt Service ? Long presence in China ? Innovative ? Wealth Mgt ? Priority Banking ? Aggressive mortgage amp。 bancassurance ? Continuous negotiation with external partners for petitive pricing and quality services ? Increased shared services capabilities and infrastructure (Tamp。 leadership strength for managerial staff People Development Sales amp。 ? Deposit – RMB Current A/C。 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。 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 product hook for customer prospecting。 Service Quality ? Adopt integrated regional programme to deliver distinct customer experience and drive customer loyalty ? Empowering the local team to make speedy decision ? Professional training and certification process to be offered to each sales personnel to assure quality and pliance ? Institutionalize sales incentive system to drive sales momentum ? Leverage on growth of target markets by focusing on affluent and emerging affluent individuals in urban areas ? Differentiated service strategies: – Well Trained Staff: certification for WM and insurance Sales – Transaction convenience through Shared ATM and POS by DBS CUP cards – OneStop consolidated service – Providing Offpremise banking servicing – Overseas banking services arrangement ? Acquisition via partnering with intermediaries on business referral . developers amp。O, Credit, Product development) in China to gain cost synergy and improve efficiency ? Dedicated CB pliance resources for better control and monitoring ? Develop endtoend structured product manufacturing and distribution capabilities to strengthen petitiveness of investment products Strategic Alliance Cross BU customer synergy End to End Processes ? Set up amp。 SME 10 Contents ? Financial dashboard as at Jun08 11 Footnote: 1) 2022 to 2022 financials based on exchange rate RMB$1 = S$ 2) ROE figures are prior to rebasing to Basel II S $m F las h P r ior M o n t hB/( W )$B/( W )%Bu d g et B/( W )$B/( W )%P r ior Y ea rB/( W )$B/( W )%Net I nte r es t In c om e % 5 26 .5% %NonInte r es t In c om e ( 8) % 3 59 .1% %T o t al Inco me % 8 36 .0% %T o t al ex p enses % % 1 21 %O p er atin g P r o f it ( 2) ( 0) % 6 % 9 3 19 %S pe c i f i c P r ov i s i on s n/m % n/mG en eral P r ov i s i on s % % 2 18 .9%P r o v isi o n s % %