Our Board and senior leadership have overall responsibility for the Group’s stakeholder engagement. They set the tone of engagement across businesses, countries and functions. We engage in an open and transparent manner with our stakeholders and maintain an ongoing dialogue with them.

In doing so, we derive a deeper understanding of the issues that stakeholders are most concerned with. These issues are considered when we determine the material matters that go into the formulation of our balanced scorecard.


We communicate with our shareholders through quarterly disclosures and financial performance briefings as well as regular meetings with top management and senior business heads. We organise roadshows and participate in investor conferences. These avenues are used to provide investors with the requisite information to make informed investment decisions about DBS and to seek their perspectives on our financial performance and strategy.


We engage customers through our day-to-day interactions - at branches, through call centres and through our relationship managers. We are also active on social media platforms such as Twitter, Facebook and LinkedIn.

In addition, we seek feedback on our performance through customer surveys to see where we can improve our services. In some cases, we collaborate with our customers to develop new products.

These interactions allow us to better understand our customers’ needs, and help us design the right financial solutions for them.


Effective and open communication channels across all levels of DBS give us an updated sense of what is on our employees’ minds.

In addition, our senior leaders interact with staff at briefings and townhalls held across the Group on a regular basis. Our CEO hosts an online forum where employees share their ideas, views and questions.

Our employees are actively engaged in innovation programmes, for example, via our Dragons’ Den initiatives where cross-functional teams tackle real business challenges.

We conduct an annual Gallup survey to obtain feedback on our employee engagement levels. Our Gallup Q12 score forms part of the employee KPIs in our balanced scorecard.


Being actively engaged in the community is an effective way to hear from the people that we serve.

Under our "People of Purpose" staff volunteer movement, some 3,500 of our staff across Asia reached out to over 5,800 underprivileged individuals in 2014.

We engage young adults to understand how DBS can help them build their communities’ future. In Singapore, India, Indonesia and China, we work with universities and high schools by supporting their incubation programmes in social innovation and entrepreneurship. We also mentor young changemakers as they tackle difficult social issues.

Across our key markets, we work with social enterprises to help them be commercially viable as they pursue their social objectives. Such interactions help us better understand what role we can play to support them.

In Singapore, we have partnerships with Community Development Councils and People’s Associations which strengthen our outreach to the community.


Our engagement with the regulators in the markets we operate in is broad and deep, involving our Board of Directors as well as all business and control units. In addition to frequent meetings and consultations, we provide them with reports and data to help support their roles in ensuring financial system stability.

Engagement Highlights

Communicating with shareholders through:

  • Quarterly briefing sessions with media and analysts
  • Investor meetings
  • Local and foreign investor conferences
  • Non-deal roadshows

Actively seeking feedback from customers through:

  • Face-to-face customer interactions by our relationship managers
  • Direct feedback via branches, call centres and emails
  • Customer satisfaction surveys
  • Focus groups
  • Daily management and monitoring of social media sentiments

Reaching out to employees through:

  • Open culture where employees are encouraged to reach out to our senior leaders
  • Staff briefings and townhalls across business functions and countries
  • Blog posts and online forum hosted by CEO
  • Weekly news bulletin

Hearing from society through:

  • Active volunteerism
  • Supporting social enterprises
  • Research and educational programmes
  • Community partnerships

Interactions with regulators through:

  • Frequent meetings and consultations
  • Providing regular reports and data
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