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DBS Bank Annual Report 1998


Performance at a Glance

Financial Highlights

Letter to Shareholders

Corporate Governance

Operations Review

Financial Report

 

 

Corporate Governance

Organisation Structure

A new organisation structure was implemented on 11 February 1999. It recognises the need to focus externally through effective integration internally in an effort to better address DBS' target markets and the delivery of products and services to customers by segment. Organising product and support needs by market creates a clear model for defining responsibilities and accountabilities in every country where DBS does business.

A management structure alone will not ensure that all the resources and skills are focused on achieving objectives. The business environment is too complicated and dynamic for that. The forces of change require new ways of thinking and new ways of acting - processes and procedures that adapt to new forces and, hopefully, anticipate future developments.

To strengthen accountability and business leadership, we have put in place a new committee structure that accentuates communication, efficiency and responsiveness across functions and geography. The goal is to maximise the value of our people by emphasising openness, customer focus, and participative management at all levels and across boundaries. 

Highly focused 'discussion forums' open to a wide range of views and diverse functional talents enhance our ability to communicate and help us sustain high levels of growth without losing organisational cohesiveness.
Committee Structure Diagram

Organisation Structure
Y2K DBS Initiative
Best Practices Guide
Managing Specific Risks

The new committee structure is made up of five clusters:

Each committee is composed of senior managers from across the Bank's businesses and functions, drawn for their experience and expertise and day-to-day involvement in the business. The frequency of meetings ranges from weekly for those committees dealing with markets to quarterly for those dealing with broader issues. 

Together, these groups give us the means for managing our businesses strategically using the Bank's people, systems and capital. They provide integrity and direction to the business as a whole, fostering Bank-wide communications; promoting fact-based analysis and initiative, accountability and decision making; and limiting bureaucracy and delays that often result from rigid hierarchies. 

Specifically, the committees: 

  • Provide access to a wider range of views and talents; 
  • Strengthen the integration of our management team - at home and abroad - as we expand and employ individuals from different geographies with diverse backgrounds, experiences and skill sets;
  • Provide a channel for supporting line managers and for discussing opportunities and issues in real time; 
  • Disseminate decisions faster to proliferate best practices.