13
S b
S Current accounts 5.6
5.8 6.0
0.5 S Autosave deposits
5.5 5.4
5.7 0.2
S Savings deposits 30.5
31.0 31.1
0.6 S Fixed deposits
14.3 13.2
12.3 2.0
ACU Fixed deposits 9.4
11.1 12.0
2.6 DBS Kwong On
5.1 5.7
6.3 1.2
DBS Thai Danu 3.3
2.9 3.1
0.2 Others
6.7 5.6
13.7 7.0
Sub-total 80.4
80.7 90.3
9.9 Dao Heng
- -
24.6 24.6
Total 80.4
80.7 114.9
34.5
Market share of S deposits
31.8 32.3
32.8 Dec
2000 Jun
2000 Jun
2001 YoY
Difference
90.3 80.7
80.4 24.6
50 100
150
Jun 00 Dec 00
Jun 01
Customer Deposits
Include a once off short-term deposit of 5.0b Include a once off short-term deposit of 5.0b
114.9
14
Top line earnings impacted by weaker economic conditions and adverse competitive environment
Focus on other non-interest income bolsters results
Expenses peaked amidst repositioning activities
Improved asset quality and strong capital position
Completing the regional and wealth management platform
management platform
15
S million S million
Staff costs 281
332 389
38.5 17.2
Occupancy expenses
73 75
77 5.5
2.7
Technology-related expenses
63 69
87 38.1
26.1
Professional consultancy fees
38 35
33 13.2
5.7
Others 139
141 163
17.3 15.6
Total 594
652 749
26.1 14.9
1H00 2H00
1H01 1H01 1H00
1H01 2H00
16
594 749
+10 +13
+24 +108
S million
1H2000 1H2001
C o
m p
u te
ris at
io n
O th
er s
S ta
ff co
st s
A d
ve rti
sin g
+26.1
Cost-to-Income Ratio:
39.90 49.01
Cost-to-Asset Ratio
a
: 1.10
1.30
and products
a Annualized without Dao Heng Bank
17
Phone Banking
Technology Procurement
Most significant investments completed between January 1, 2000 and June 30, 2001 Consultants now limited to implementation of specific, technical projects
DBS Securities’ Projects
Customer Relationship Mgt
Treasury Mkts System
E-CommercePayments
Risk Mgt System
Datawarehouse
Call Centre Automation
1998 1999
2000 2001
1H99 9M00
1H01
Branch Reconfiguration
Customer Service
POSBank, DTDB DKOB
Integration Strategy Development
Retail Strategy
Improving Profitability DTDB NPL, Recapitalisation of DTDB, Sale of DBSL shares,
acquisition of BPI
Institutional Banking Group Reorganisation
Re-engineering Processing Services
Process Improvement
Procurement
E-banking initiative
Cost Profitability Mgt System
Measurement
18
Cost management
measures initiated to
contain increase to 2000 growth
rate
Improve processes for greater efficiency Improve processes for greater efficiency
Reduce focus on non-performing businesses
Reduce focus on non-performing businesses
Defer low revenue yielding projects Defer low revenue yielding projects
19
standards
6.7 58.4
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