ELEMENTS WHAT
WHY LINKAGES TO STRATEGY HOW
VARIABLE PAY
Cash Bonus
Long- Term
Incentive •
Provideaportionoftotal compensationthatisperformance-
linked •
Focusemployeesonthe achievementofobjectiveswhich
arealignedtovaluecreationfor ourshareholdersandmultiple
stakeholders
• Aligntotimehorizonofrisk
• BasedonoverallGroup,businessorsupportunitand
individualperformance •
Measuredagainstabalancedscorecardwhichis agreedtoatthestartoftheyear
• Awardsinexcessofacertainthresholdaresubjectto
atiereddeferralratethatrangesfrom20to60 •
Deferredremunerationispaidinrestrictedsharesand comprisestwoelements:themainawardandthe
retentionawardconstituting20ofthesharesgiven inthemainawardanddesignedtoretaintalentand
compensatestaffforthetimevalueofdeferral
• Deferredawardsvestoverfouryears
• Unvesteddeferredshareawardsaresubjecttoclawback
DETERMINING TOTAL VARIABLE POOL
ALLOCATING POOL TO BUSINESS UNITS
DETERMINING INDIVIDUAL AWARD
Afunctionofnetproitbefore taxbenchmarkedagainst
marketandcalibratedagainst thefollowingprisms:
• Riskadjustmentthroughreview
ofReturnsonRisk-Adjusted CapitalRoRAC
• Distributionofearnings
betweenemployees andshareholders
Modulatedbyourperformance againstbalancedscorecard
• Comprisesinancialand
non-inancialmetrics encompassingemployees,
customers,shareholders,risks andcomplianceobjectives
• EvaluatedbyCMDCand
endorsedbytheBoard Poolallocationtakesintoaccount
therelativeperformanceof eachunit
• Measuredthrougheachunit’s
balancedscorecardand evaluatedbytheCEO
Inputsfromcontrolfunctionssuch asAudit,ComplianceandRiskare
sought.Countryheadsarealso consultedintheallocationprocess
Unitheadscascadetheirallocated pooltotheirteamsandindividuals
• Performancemeasurement
throughbalancedscorecard
Individualvariablepaydetermined basedonindividualperformance
• Linkedtoachievement
ofquantitativeaswellas qualitativeobjectivesassetout
inindividual’skeyperformance indicatorsKPIs
3. Determination of Variable Pay Pool
Thevariablepaypoolisderivedfromacombinationofabottoms-upandtop-downapproach.Itisunderpinnedbyouraimtodrive apay-for-performanceculturewhichisalignedtoourriskframework.
ControlfunctionsRisk,Finance,Legal,ComplianceandAudit aremeasuredindependentlyfromthebusinessunitstheysupport
topreventanyconlictsofinterests.TheremunerationoftheChief RiskOficerCROandGroupHeadofAuditareendorsedbythe
ChairmanofBRMCandACrespectivelyandsubsequentlyendorsed bytheBoard.
Salesemployeesareincentivisedtopromotethedevelopmentof mutuallybeneiciallong-termrelationshipswiththeircustomers,
ratherthanasolefocusonshorttermgains.Non-inancialmetrics suchascustomersatisfactionandcompliancewithfairdealing
principlesareincorporatedintotheirKPIs.
G O
VER N
A N
C E
PLAN OBJECTIVES
VESTING SCHEDULE AWARD ELEMENTS
AWARD TYPES
CLAWBACK OF UNVESTED AWARDS •
Fosteraculturethatalignsemployees’interests withshareholders
• Enableemployeestoshareinthebank’sperformance
• Talentretention
Main Award
• 33vesttwoyearsaftergrantdate
• Another33vestthreeyearsaftergrantdate
• Remaining34vestfouryearsaftergrantdate
Retention Award
• 100vestfouryearsaftergrantdate
• AnnualDeferredRemuneration
DBSHSharePlan“SharePlan”forVice
Presidentabove
DBSHEmployeeSharePlan“ESP”for AssistantVicePresidentbelow
• Awardsaspartoftalentretention“SpecialAward”
Clawbackwillbetriggeredby •
Materialviolationofrisklimits •
Materiallossesduetonegligentrisk-takingorinappropriate individualbehaviour
• MaterialrestatementofDBS’inancialsduetoinaccurate
performancemeasures •
Misconductorfraud
RETENTION AWARD
+ =
MAIN AWARD LONG-TERM INCENTIVE
• Long-term share incentives are delivered in the form of restricted share awards “Share Awards” which comprise
two elements:
4. Long-term Share Incentives
Priorto2009,aDBSHShareOptionPlanSOPwasalsopartoflong-termshareincentives.TheSOPexpiredon19June2009andwasnot extendednorreplaced.Theterminationdoesnotaffecttherightsoftheholdersofoutstandingoptions.
DetailsoftheSOPandSharePlanappearonpages186to187oftheAnnualReport.
Constitutes 20 of Main Award under the Annual Deferred Remuneration
5. Summary of 2014 Remuneration Outcomes SENIOR MANAGEMENT AND MATERIAL RISK TAKERS