UNVEILING THE JOURNEY: EXAMINING THE TRAINING &

DEVELOPMENT PROCESS OF DBS - THE WORLD'S BEST BANK IN 2

TRANSFORMATIONAL TURNING PERIODS OF ITS DEVELOPMENT
STRATEGY
2.2. Training and development process in DBS
2.2.1. The period from 2014-2018
Step 1: Determine specific T&D needs
Organization Analysis:
 Firm’s strategic mission:
DBS Bank's renewed mission was to leverage technology to “Make
Banking Joyful.” “Live more, Bank less,” its latest manifesto.
 Goals and corporate plans
Goals:
CEO Piyush Gupta wants to “rewire” the entire enterprise for digital
innovation. DBS Bank has recognized a potential to harness emerging technology and
eradicate the inherent challenges of traditional banking, resulting in a transformative
experience for customers that is both seamless and captivating.
Corporate plans:
The bank identified and adopted five key initiatives:
 Shift from products to platform – substitute empowered teams with oversight of
their own products for long-term projects replete with steering committees and
bureaucracy
 Develop high-performing agile teams – in pre-transformation DBS, business
departments set the goals and technology played a supporting role. Now, both
sides come to the table as equal partners with shared goals and plans
 Automate everything – build, test and deploy systems faster
 Design for modern systems – engineer technologies and build systems that are
scalable, elastic and ready for experimentation by using the cloud
 Organize for success – provide employees with the right tools and support to
enable agility
Result of strategic human resource planning
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DBS Bank aims to build a future-ready core workforce, a team of talented and
resilient employees who will contribute to shaping the future of Singapore's financial
industry.
Task Analysis
In order to create a "pleasant" banking experience, employees are entrusted
with specific responsibilities:
 Not only must employees possess the competence to carry out credit
transactions and fund transfers, but they must also be capable of assisting
customers in fulfilling their heightened liquidity requirements.
 Employees are expected to demonstrate enthusiasm and derive long-term
satisfaction from providing customer support.
DBS places a strong emphasis on innovation, hence employees are individuals
who possess a mindset geared towards innovation. Innovation encompasses more than
just technological expertise or proficiency in social media; it entails the ability to adapt
to changes, seek intelligent approaches to enhance job performance, and offer
straightforward solutions for customers. Additionally, employees need to acquire
technical knowledge during the transition phase and develop soft skills across various
business domains, including corporate banking, consumer banking, funds and markets,
risk management, finance, technology and operations, asset management, and digital
banking.
Step 2: Establish specific T&D objectives
During the period of 2014-2018, DBS recognized the importance of digital
transformation in the banking industry and incorporated it into their training and
development (T&D) objectives. At DBS, their primary objective is “To be the
employer of choice” for talented individuals in the banking industry. They recognized
that the ability to continuously attract, retain, and develop top-tier talent is crucial for
achieving our business goals and maintaining a competitive edge. To accomplish this
objective, they have established a comprehensive training and development (T&D)
process with the following key objectives:
1. Attracting Talented Individuals: DBS aimed to continuously attract
talented individuals who were well-versed in digital technologies and had a passion for
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innovation. They understood that to drive digital transformation, it was essential to

have a workforce with the necessary skills and mindset. By offering compelling career
opportunities, competitive compensation packages, and a supportive work
environment, DBS aimed to attract top-caliber professionals who could contribute to
their digital transformation efforts.
2. Retaining Employees: DBS recognized that retaining skilled employees was
crucial for maintaining continuity in their digital transformation journey by "Making
DBS a great place to work at". They focused on creating an engaging and fulfilling
work environment where employees feel valued, supported, and motivated. DBS
provided various opportunities for career development, continuous learning, and
advancement within the organization. By offering a clear career progression path,
challenging assignments, and exposure to diverse digital projects, they aimed to foster
loyalty and commitment among their employees.
3. Developing the Workforce: DBS was committed to investing in the growth
and development of their employees to equip them with the necessary digital skills and
knowledge. They provided comprehensive training programs, mentoring and coaching
initiatives, and opportunities for professional certifications to enhance their employees'
digital capabilities. By fostering a culture of continuous learning and empowering
employees to acquire new digital skills, DBS aimed to develop a highly skilled and
adaptable workforce capable of driving their digital transformation initiatives.
4. Building a Values-led Culture: DBS believed that a strong organizational
culture, guided by core values such as integrity, teamwork, and customer centricity,
was essential for successful digital transformation. They encouraged their employees
to embrace these values in their daily work and interactions, creating a positive and
inclusive workplace environment. By establishing a strong values-led culture, DBS
aimed to instill a sense of purpose, belonging, and pride among their employees,
fostering collaboration and innovation in their digital transformation journey.
Step 3: Select T&D method(s) and delivery system(s)
Method:
Peer-Based Learning
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DBS implemented peer-based learning in its digital transformation efforts to

harness the collective knowledge and expertise of its employees. By encouraging
employees to learn from and teach each other, DBS aimed to foster a culture of
continuous learning, collaboration, and innovation.
Classroom Method
DBS Bank recognizes the significance of classroom-based learning as an
effective method for employee development. The bank has implemented a range of
classroom-based training programs to enhance the knowledge, skills, and capabilities
of its employees.
Training Game
DBS Bank inculcates an innovative mindset by embracing interactive games.
DBS Bank places employee engagement at the top of its priorities and collaborates
with 3radical to integrate game design and technology to enhance knowledge, skills,
and employee bonding to achieve high effectiveness.
Internal Mobility
Internal mobility in the context of training and development (T&D) refers to the
systematic approach used by organizations to support and facilitate the movement of
employees across different roles, departments, or locations within the company. The
internal mobility T&D method involves implementing specific strategies and
initiatives to enhance employees' skills, knowledge, and competencies to prepare them
for new opportunities and career advancement within the organization.
DBS empowers employees to broaden their horizons and take on different roles
through internal mobility, which serves as one of the experiential opportunities for
their growth within the company.
E-learning
DBS implemented an artificial intelligence-powered e-learning system in its
Training and Development (T&D) process to enhance the effectiveness and efficiency
of employee learning, especially during their digital transformation efforts.
Delivery
Corporate University (DBS Academy)
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A T&D delivery system provided under the umbrella of the organization is

referred to as a corporate university. The corporate T&D institution’s focus is on
creating organizational change that involves areas such as company training, employee
development, and adult learning. It aims to achieve its goals by conducting activities
that foster individual and organizational learning and knowledge. It is proactive and
strategic rather than reactive and tactical and can be closely aligned to corporate goals.
On December 10, 2015, DBS Bank inaugurated the DBS Academy, a cutting-
edge educational facility designed to cultivate a highly skilled workforce capable of
shaping the future of the finance industry.
Social networking
Some aspect social network of T&D delivery:
 Online Learning Communities: Social networking platforms, such as online
forums, discussion boards, or dedicated learning management systems, can be
utilized to create online learning communities.
 Informal Learning Opportunities: Social networking platforms facilitate
informal learning opportunities. Learners can engage in discussions, follow
thought leaders or subject matter experts, and discover relevant content through
curated feeds or recommendations.
Networking plays a crucial role in the training and development of employees
at DBS Bank. By leveraging networking opportunities, the bank can enhance
employee learning, collaboration, and career growth.
Step 4: Implement T&D program
METHODS:
DBS Bank's Games
DBS Bank has fostered an environment of innovation by embracing interactive
games as part of its employee development strategy. With a strong emphasis on
employee engagement, the bank has partnered with 3radical to seamlessly integrate
game design and technology into their training programs, aiming to enhance
knowledge, skills, and employee cohesion to achieve optimal results. This
gamification approach has yielded remarkable outcomes, as it not only enables the
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bank to attain exceptionally high levels of employee engagement and satisfaction but
also consistently drives annual growth in income and profits.
One notable initiative is the week-long digital event that incorporates game
design elements to educate, engage, incentivize, and motivate participants. Throughout
the event, new content is regularly introduced to sustain active participation.
Employees are immersed in an informative, engaging, entertaining, and relevant
learning experience, enabling them to gain insights into the bank's vision and strategic
priorities. By leveraging game-like features, such as challenges, rewards, and friendly
competition, DBS Bank ensures that employees are actively involved and motivated to
acquire the necessary knowledge and skills.
Overall, DBS Bank's strategic integration of game design and technology not
only enriches the learning experience for employees but also drives employee
engagement, unity, and performance. By leveraging interactive games, the bank
continues to reinforce its position as a leader in fostering innovation and achieving
sustainable growth in the banking industry.
Classroom Method
DBS Bank places significant emphasis on the training and development of its
employees, implementing a range of structured programs to ensure their readiness for
the future. Among these programs is the Skill Enhancement Education & Development
Programme (SEED), a comprehensive 24-month initiative designed to equip
individuals with the necessary skills and knowledge to thrive in an ever-evolving
technological landscape. The primary objective of SEED is to cultivate a future-ready
workforce that can confidently confront and overcome various technological
challenges. By undergoing this program, participants become well-versed in
specialized technological skills, positioning them as leaders and innovators within the
workforce of the future¹.
The integration of structured programs like SEED and DBS Academy into DBS
Bank's training framework demonstrates its commitment to fostering a highly skilled
and agile workforce. These initiatives equip employees with the necessary expertise to
navigate a rapidly evolving technological landscape and drive innovation within the
organization. By fostering a culture of continuous learning and development, DBS
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Bank ensures that its employees remain at the forefront of industry trends and possess
the capabilities to seize new opportunities. Through the implementation of these
structured programs, DBS Bank invests in the growth and success of its workforce,
ultimately strengthening its position as a leader in the banking industry.
Peer-based learning
DBS Bank has implemented several initiatives to foster curiosity and learning
among its employees. One successful program, known as GANDALF Scholars, allows
employees to apply for grants of $1,000 to receive work-related training. In return,
they are required to teach what they have learned to at least 10 other individuals.
DBS Bank has taken inspiration from Accenture's learning boards, which
demonstrate the effectiveness of learning from colleagues alongside professional
instructors. To further promote peer-based learning, DBS has introduced the "Back to
School" program. This initiative consists of employee-led training sessions conducted
in multiple classrooms worldwide. These sessions, which last for around 45 minutes
and can span up to a week, cover a range of subjects, including technical topics like
DevOps and machine learning, business-related subjects such as understanding the
credit-card industry's revenue generation, and softer skills such as personal branding
and business storytelling.
The distinguishing feature of these courses is that they are taught by internal
subject-matter experts, including managing directors, middle managers, and even new
associates. By involving individuals from various levels of seniority, DBS promotes a
culture that values expertise over rank, allowing employees to learn from colleagues
who possess specialized knowledge and experience.
Artificial intelligence-powered e-learning
DBS implemented an artificial intelligence-powered e-learning system as part
of its Training and Development (T&D) process. This system, known as DBS
Horizon, was built on the Saba platform, which is widely recognized as a leading
cloud-based learning management solution used by organizations worldwide.
DBS Horizon harnessed the power of artificial intelligence to deliver
personalized course recommendations to employees. By analyzing data such as
employees' learning preferences, career aspirations, and past course completion
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records, the system could suggest relevant courses tailored to each individual's needs.
This personalized approach ensured that employees received training that aligned with
their specific goals and helped them develop the skills necessary for their career
growth.
DBS Horizon also offered the flexibility of mobile education, enabling
employees to access learning materials anytime and anywhere across the bank. The
system was designed with a user-intuitive interface, making it easy for DBS staff to
search for courses that supported their career aspirations and passions. This user-
friendly interface enhanced the overall learning experience and encouraged employees
to actively engage with the available learning resources
Overall, DBS's implementation of artificial intelligence-powered e-learning
through DBS Horizon showcased the bank's commitment to continuous learning and
professional development. By harnessing the capabilities of artificial intelligence and
providing a robust digital learning platform, DBS employees can acquire relevant
skills, collaborate effectively, and stay ahead in an ever-evolving business landscape.
Internal mobility
DBS Bank recognizes the value of internal mobility in driving its digital
transformation efforts. The organization places great importance on supporting the
growth and development of its employees through various initiatives that promote
internal mobility.
One of the key ways DBS encourages internal mobility is through job rotations.
Employees are provided with opportunities to move across different roles and
functions within the organization. This allows them to gain diverse experiences and
acquire a broader skill set, which in turn prepares them for more significant
responsibilities as they progress in their careers.
Cross-functional projects are another avenue through which DBS promotes
internal mobility. Employees are encouraged to participate in projects that involve
collaboration across different teams and departments. These projects not only foster
knowledge sharing and cross-pollination of ideas but also provide employees with
exposure to different aspects of the business, enabling them to develop a holistic
understanding of the organization.
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DBS also offers experiential learning opportunities to its employees. These

opportunities may include secondments or temporary assignments in different business
units or geographies. By immersing themselves in new environments and challenges,
employees can enhance their skills and gain a deeper understanding of various aspects
of the organization.
The significance of internal mobility at DBS is evident from the fact that
approximately a quarter of the organization's positions were filled through internal
transfers in 2014. This highlights DBS's commitment to providing growth
opportunities for its employees and leveraging the talent and expertise present within
the organization.
By emphasizing internal mobility, DBS not only facilitates career advancement
for its employees but also supports its talent development initiatives.
DELIVERY:
DBS Academy
DBS has also invested in innovative learning spaces for its employees including
the DBS Academy. As the digital revolution redefines the banking industry, DBS
Academy equips employees with the right skills and mindset to help navigate a rapidly
changing landscape.
DBS Academy will focus on “future-proofing” employees and on equipping
them with digital skill sets, as well as encourage them to embrace a digital mindset
through experiential learning and hands-on experimentation. This immersive learning
experience enables individuals to acquire practical knowledge and skills relevant to the
digital era. With a comprehensive curriculum, the DBS Academy facilitates over
10,000 training sessions annually, ensuring employees have ample opportunities to
upskill and stay abreast of industry advancements.
The range of courses offered at the DBS Academy is extensive, catering to
various professional development needs. These offerings include scenario-based
leadership development programs that provide participants with practical, real-life
simulations to enhance their decision-making and problem-solving capabilities.
Furthermore, digital master classes are available to equip employees with the expertise
necessary to thrive in an increasingly digital-driven environment.
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Through the DBS Academy, DBS Bank demonstrates its commitment to

fostering continuous learning and development among its workforce. By empowering
employees with the requisite digital competencies and offering a multitude of training
opportunities, the bank is positioning itself as a leader in adapting to the changing
dynamics of the banking industry and ensuring its employees are well-prepared for
future challenges.
DBS has announced its plans to expand the scope of the Academy in the future
by welcoming ecosystem partners, including SMEs (Small and Medium Enterprises)
and Social Enterprises. This strategic move aims to provide a platform for
collaboration and knowledge exchange, enabling the local workforce to acquire the
skills necessary to navigate emerging business challenges and capitalize on new
opportunities. By fostering partnerships with external organizations, the DBS
Academy seeks to create a dynamic learning ecosystem that promotes continuous skill
development and adaptation to the evolving business landscape.
Coaching, Mentoring and Networking
To foster a culture of continuous learning and knowledge sharing, DBS Bank
has introduced blogs and facilitated online groups within the career portal. These
features serve as platforms for employees to engage in open discussions, share
experiences, and seek advice from their peers and mentors. By leveraging the power of
online collaboration, employees can tap into a wealth of collective knowledge, gaining
diverse perspectives and valuable insights to further develop their leadership skills.
The career portal also houses an extensive library of resources dedicated to
leadership and professional development. These resources are carefully curated to
address the evolving needs of employees, covering a wide range of topics such as
effective communication, strategic thinking, and innovative problem-solving. By
providing easy access to this wealth of knowledge, DBS Bank ensures that employees
have the necessary tools and guidance to enhance their leadership capabilities and
advance their careers.
Through the mentoring and coaching system, coupled with the interactive
features of the online career portal, DBS Bank fosters a culture of self-empowerment
and proactivity among its employees. By actively engaging with these resources,
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individuals can take charge of their own professional growth, actively seeking
guidance and support to navigate their career paths effectively.
In summary, DBS Bank's mentoring and coaching system, integrated within the
comprehensive online career portal, enables employees to receive guidance on
leadership and career management. With personalized profiling assessments,
customized training roadmaps, an extensive library of resources, and interactive
features such as blogs and online groups, employees are empowered to actively shape
their careers and cultivate their leadership skills. This holistic approach to employee
development ensures that DBS Bank maintains a motivated and capable workforce,
ready to adapt to the evolving demands of the industry.
Step 5: Evaluate T&D program
Employees Reaction
The program certainly seems to be working at DBS: As of end 2018, 120 grant
recipients had gone on to train more than 13,500 people—4,000 in person and the rest
through digital channels. According to Gledhill, many GANDALF Scholars report that
the teaching component of the program is their favorite part.
DBS Bank Results
During the period from 2014 to 2018, DBS Bank underwent a transformative
journey towards becoming an ambidextrous enterprise, which resulted in a range of
positive outcomes and enhanced performance across various areas. DBS Bank
exemplified a digital transformation that was widely seen as value-creating in the
industry.
DBS Bank witnessed a notable increase in its group income, with a rise from
$9.6 billion in 2014 to $11.6 billion in 2017. The bank's achievements in digital
banking were recognized by Euromoney, a reputable finance magazine, which
awarded DBS the prestigious title of World's Best Digital Bank in both 2016 and 2018.
Euromoney commended DBS as an institution where every aspect of the business is
being enhanced through a deliberate and innovative process of digital disruption.
In addition to Euromoney's recognition, DBS Bank was honored by Global
Finance as the Best Bank in the World in 2018. The magazine highlighted DBS as a
trailblazer in the financial industry, pointing to its digital transformation as a blueprint
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for the future of the entire sector. DBS Bank's efforts in embracing digitalization have
garnered numerous global accolades, solidifying its position as a leading force in the
banking industry.
DBS Bank has successfully aligned its performance management system, key
performance indicators (KPIs), and organizational culture with its ambitious digital
transformation agenda, as evident from its recent accolades. By integrating
digitalization into its performance management framework, the bank has effectively
driven the adoption of digital initiatives across the organization. Additionally, DBS
Bank's emphasis on fostering a culture that embraces digital innovation has played a
vital role in its achievements. By cultivating a mindset of continuous learning and
adaptation, the bank encourages employees to proactively seek out opportunities to
leverage technology and drive innovation. The recognition and accolades received by
DBS Bank serve as a testament to the effectiveness of its strategic alignment,
positioning the bank as a leading innovator in the financial industry. Through this
comprehensive approach, DBS Bank leverages its human capital effectively, stays
ahead of technological advancements, and consistently delivers exceptional value to its
customers.
2.2.2.The period from 2019 to present
Step 1: Determine specific T&D needs
Organization Analysis:
Firm's strategic mission: DBS Bank's strategic mission during this period is
focused on "New initiatives, New growth" and being "A different kind of bank."
Goals: The main goals for DBS Bank during this period are leveraging the
power of emerging technologies, including AI, machine learning, and blockchain, and
completing the business transformation towards becoming a financial technology
company.
Corporate plans:
 Deliver simple, fast and contextual banking solutions and differentiated
customer experiences by managing through journeys.
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 Deploy artificial intelligence/machine learning and experiment iteratively to

maximize end-to-end customer and business outcomes, including increasing
digital customer acquisition, transactions, and engagement.
 Aim to transform the future of payments through Partior, a blockchain-based
cross-border clearing and settlement provider, by enabling more efficient digital
clearing and settlement solutions across the banking industry. Partior went live
in October 2021.
 Redesigning the way employees work (Managing through Journeys: ). MtJs
enable the bank to function as a Horizontal Organisation, with cross-functional
teams across the bank collaborating to deliver value and enhanced customer
experiences.
 Cultivating a future- ready workforce through training and development
Task Analysis
Cultivating a future-ready workforce through training and development is a key
focus for DBS Bank. Recognizing that employees are the driving force behind DBS'
transformation, the bank emphasizes the importance of enhancing their skills and
capabilities. The Task Analysis involves identifying the specific tasks and
competencies required to achieve the organization's goals and objectives during this
period of leveraging emerging technologies and completing the business
transformation.
(1) Delivering simple, fast, and contextual banking solutions and differentiated
customer experiences by managing through journeys:
 Employees need to possess the skills to understand and analyze customer
journeys, identifying pain points and opportunities for improvement.
 Competencies in agile project management and collaboration are essential to
streamline processes and deliver efficient banking solutions.
(2) Deploying artificial intelligence/machine learning and experimenting iteratively to
maximize end-to-end customer and business outcomes:
 Employees should have a strong understanding of AI and machine learning
concepts and their application in the banking industry. Proficiency in data
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analysis and interpretation is crucial for leveraging AI and machine learning

algorithms effectively.
 The ability to experiment iteratively and continuously improve customer and
business outcomes through data-driven insights is essential.
(3) Transforming the future of payments through Partior, a blockchain-based cross-
border clearing and settlement provider:
 Employees need to acquire knowledge and skills related to blockchain
technology and its applications in the financial industry.
 Understanding the principles and mechanisms of cross-border clearing and
settlement processes is necessary.
 Proficiency in implementing and utilizing blockchain solutions, such as Partior,
to enhance efficiency and security in payment transactions is required.
(4) Redesigning the way employees work - Managing through Journeys (MTJs)
 Employees should be adaptable and open to new ways of working in a
horizontal organizational structure.
 Cross-functional collaboration and teamwork are essential for delivering value
and enhanced customer experiences.
 Competencies in change management, communication, and collaboration are
crucial for successful implementation of the new working approach.
Step2: Establish specific T&D objectives
The goal in this phase is to transform to a financial technology company
model, apply blockchain technology in DBS products (for example, Partior) and
complete the final step of the digital transformation process: fully digitalization. T&D
objective can be listed as follows:
(1) Develop proficiency in utilizing technology and data analytics for personalized
customer experiences.
 Training programs on using technology and data analytics tools for
personalized banking solutions.
 Skill development in leveraging customer data to create seamless experiences.
 Training on understanding and applying emerging technologies in the banking
industry.
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(2) Acquire knowledge and skills in blockchain technology and cross-border clearing
and settlement.
 Training programs on blockchain fundamentals and applications in finance.
 Skill development in implementing and utilizing blockchain solutions for
secure and efficient payment transactions.
 Training on cross-border clearing and settlement processes and regulations.
(3) Foster adaptability and proficiency in the new way of working in a horizontal
organizational structure.
 Training programs on change management and adapting to new work
approaches.
 Skill development in cross-functional collaboration and teamwork.
 Training on effective communication and collaboration in a horizontal
organizational structure.
Step3: Select T&D Method(s) and Delivery System(s):
In this step, both the method and delivery system of DBS are almost similar to
the previous stage (2014-2018), the author team will not repeat this step so as not to
waste the listener's time.
Step 4: Implement T&D program
METHODS:
1. Classroom-based training method:
In 2020, DBS Bank further expanded its training efforts by enhancing the
Responsible Finance e-learning course. This e-learning course incorporates the latest
ESG requirements, sector guides, and updates to the Group Responsible Financing
Standard. The course is delivered through online platforms, allowing employees to
access and complete the training at their own pace and convenience. This blended
approach combines the flexibility of e-learning with the added value of updated
content and resources
Furthermore, in 2022 the introduction of iGrow as a digital career coach
demonstrates DBS Bank's commitment to employee development and lifelong
learning. By leveraging AI/ML technology, iGrow assists employees in identifying
their career aspirations and recommends relevant training opportunities for upskilling
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and reskilling. This personalized approach supports employees in their professional

growth and aligns their skill sets with emerging industry trends and requirements.
Overall, DBS Bank recognizes the significance of training and implementing
ESG and IGrow practices throughout its organization, utilizing both e-learning and
classroom-based training methods to educate employees and strengthen its
commitment to sustainability and responsible banking practices.
2. E-learning:
DBS Bank recognizes the importance of staying up-to-date with evolving
Environmental, Social, and Governance (ESG) requirements and industry guidelines.
Therefore, the Responsible Financing E-Learning course is regularly enhanced to
reflect the latest changes in ESG requirements, sector guides, and the Group
Responsible Financing Standard. This ensures that employees are equipped with the
most current knowledge and skills to apply responsible financing principles in their
roles.
In 2019, a total of 1,850 RMs and CRMs completed the Responsible Financing
e-learning module, achieving an impressive completion rate of approximately 97%.
This indicates a high level of engagement and commitment from the employees to
enhance their knowledge and understanding of responsible lending practices.
In 2020, DBS Bank further enhanced the Responsible Finance e-learning course
to align with the latest Environmental, Social, and Governance (ESG) requirements,
sector guides, and changes in the Group Responsible Financing Standard. As a result,
approximately 83% of the RMs and CRMs within the Institutional Banking Group
(IBG) have undergone ESG training, reflecting the bank's commitment to responsible
banking practices.
By providing e-learning modules on responsible financing, DBS Bank ensures
that its employees are equipped with the necessary knowledge and skills to apply the
bank's policies and standards consistently. This training initiative reinforces the bank's
focus on sustainability, ethical considerations, and responsible business operations in
the financing decisions made by its relationship managers and customer relationship
managers.
3. Training Games:
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CybrFIT is a training game that is utilized as part of DBS Bank's Training and
Development (T&D) process. This game serves as a gamified security awareness
training program, aimed at enhancing employees' knowledge and understanding of
cybersecurity.
DBS Bank recognizes the critical importance of maintaining a strong security
culture and ensuring that employees are well-informed about the latest security
practices. To achieve this, the bank has integrated CybrFIT into its T&D initiatives.
In 2019, DBS Bank delivered a general security awareness program to over
24,000 employees through its Information Security e-learning platform. CybrFIT was
introduced as an augmentation to this program, providing employees with additional
training and awareness on cybersecurity.
In 2021, DBS Bank continued to augment its security awareness efforts with
CybrFIT. The gamified e-learning platform engaged over 7,000 staff members in
various challenges and activities, further reinforcing their cybersecurity knowledge
and skills.
4. Internal mobility:
Internal Mobility is a key component of DBS Bank's approach to employee
development and career progression. The Internal Mobility program provides
employees with the opportunity to explore different roles, departments, businesses,
and even geographies within the organization, allowing them to maximize career
opportunities and gain diverse experiences.
Employees who have completed at least two years of service in their current
role and are below the Vice President level are eligible to apply for internal mobility.
Upon successful application, the transfer to the new role takes place within two
months, enabling employees to make a smooth transition.
DBS Bank has implemented several initiatives and processes to support internal
mobility. These include the use of their in-house designed job matching algorithm,
DBS Match, which uses a data-driven approach to match employees with potential
roles. This algorithm has contributed to an improvement in the bank's internal mobility
rate.
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In 2022, DBS Bank continues to prioritize internal mobility, with 57% of

employees in the High Potential Programme having changed roles via internal
mobility or taken on enhanced roles. These opportunities allow employees to build a
breadth of experiences in an accelerated manner, contributing to their professional
growth and development within the organization.
5. On-the-job Training:
In 2021, more than 3,000 employees were upskilled and reskilled in response to
changing business needs. DBS offered a comprehensive range of over 290 programs
covering data and digital skills, functional expertise, and people and leadership skills
to equip employees with the necessary capabilities for the future.
In 2021, DBS launched the Opportunity Marketplace, a pilot program that
utilizes machine learning and AI to help individuals identify their career aspirations,
required skills, and suitable roles within the bank's internal mobility programs. This
initiative aims to enhance employees' career development and has already shown
positive results, with an increase in the internal mobility rate from 6.3% in 2020 to
7.6% in 2021.
In 2022, DBS continued its commitment to prepare employees for the future by
focusing on data, digital, functional, and leadership skills. With over 30 learning
roadmaps, DBS supports reskilling and upskilling efforts across the organization. The
DBS Tech Academy was established to equip technology employees with skills in
areas such as site reliability engineering, AI/ML, cybersecurity, cloud, blockchain, and
IoT.
6. Case study:
In DBS Bank, the case study method has been employed in various initiatives to
address specific challenges and drive learning and awareness among employees and
external stakeholders.
In 2020, DBS implemented a skills-based volunteering initiative called the
Cyber Wellness Programme. The goal was to provide training to charities and social
enterprises on cyber risks, threats, and security best practices. With the increased
reliance on technology and online services during the pandemic, the need for security
awareness training became even more critical. DBS reviewed its approach and
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extended its internal online gamified security awareness e-learning platform to the
beneficiaries. This allowed the team to reach out to a significantly larger number of
participants and deliver the security awareness message through an interactive medium
that included quizzes and games.
In 2021, DBS prioritized the mental well-being of its employees, recognizing
the challenges posed by the pandemic and the shift to remote work. The organization
introduced several initiatives under its together employee movement to support
employees in managing their physical, emotional, and mental well-being. As part of
these efforts, DBS implemented Focus Friday Afternoons, where Friday afternoons
were kept free from internal calls or meetings. This provided employees with protected
time for focused work, learning, or quiet reflection before transitioning to the
weekend. Additionally, DBS launched a bank-wide mental wellness campaign, which
included programs and sharing sessions aimed at equipping employees with practical
tools to combat burnout and protect their mental well-being. The campaign aimed to
normalize conversations around mental health and encourage employees to openly
discuss their well-being.
DELIVERY
1. Corporate University
DBS Bank has launched an in-house digital training program called the Future
Tech Academy to ensure that its technology workforce stays up-to-date with relevant
cutting-edge skills. The academy focuses on three technology disciplines: Site
Reliability Engineering (SRE), Data Processing and Analytics, and Application
Security. In the next twelve months, DBS plans to expand the program to include other
key technology domains.
The Future Tech Academy aims to provide DBS employees with the
opportunity to acquire the latest technology skill sets from external industry experts.
The acquired skills can then be immediately applied to relevant technology projects
within the bank. By offering this training, DBS aims to equip its technologists with the
knowledge and skills necessary to excel in their roles and drive innovation within the
organization.
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In addition to the Future Tech Academy, DBS provides complimentary access

to technology-focused digital learning libraries such as O'Reilly and Pluralsight. This
allows employees to access a wide range of resources and courses to enhance their
skills and knowledge in a timely manner.
Overall, the Future Tech Academy and the access to digital learning libraries
demonstrate DBS's commitment to continuous learning and development in the
technology field. By providing employees with opportunities to enhance their skills,
DBS ensures that its workforce remains competent and capable of driving
technological advancements within the bank.
2. Coaching, Mentoring and Networking
DBS Bank has implemented an advanced mentoring and coaching system to
provide valuable support to its employees regarding leadership and career
management. This system is a significant component of our comprehensive online
career portal, which offers a range of personalized features aimed at empowering
individuals to proactively navigate their professional journeys. Through the portal,
employees have access to individualized profiling assessments that help them gain
insights into their strengths and areas for growth. Additionally, customized training
roadmaps are provided to guide employees in identifying and pursuing relevant
learning opportunities.
Step 5: Evaluate T&D program
Organizational Results refers to the extent to which tangible outcomes that can
be attributed to training are realized by the organization. Organizational results refer to
such outcomes as enhanced productivity, lower costs, and higher product or service
quality. Results in the context of training indicate whether (and how well or poorly) an
organization has attained competitive advantage. Likewise, assessment of results over
time can inform whether (and how well or poorly) competitive advantage has been
sustained over time.
Organizational Results:
DBS has successfully digitized 100% of banking processes, launched the
world's first AI + Machine learning and Blockchain based financial platforms. The
results of DBS's products in the period of 2019-2022 can be summarized as the table
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below. The most characteristic can be mentioned 2 products (1) DBS NPV Planner:
DBS has successfully applied more than 100 AI models to personalize each customer,
opening a platform capable of optimal consumer personalization. most related to
personal financial management (2) Partior - the world's first real-time cross-border
payment platform based on blockchain technology. To briefly explain the
technological superiority of this application, you can transfer money from Vietnam to
the US in just a few seconds.

Year Products Application

The world's first online cash and

Treasure Prism
treasury management simulator,

Leverage the power of virtual reality,

2019 allowing homebuyers to keep abreast
DBS Home360 of changes in the industry and enjoy
the added convenience of accessing
pertinent information in one app

Track, protect and control client

funds with personalized and
DBS NAV Planner
actionable insights powered by 100+

2020 AI models.

Build a fundraising ecosystem

DBS Digital Exchange through asset tokenization and
secondary trading of digital assets

2021 Blockchain-based platform for real-

Partior time settlement of cross-border
interbank payments.

DBS Trustee Provides security and transparency

for crypto-assets with institutional-
grade safekeeping and custody
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services, as well as strong due

diligence on the on-chain source.

2022 was a breakout year for DBS, with ROE significantly surpassing previous
records. DBS delivered a record total income of SGD 16.5 billion. Net profit rose 20%
to an all-time high of SGD 8.19 billion. Return on equity (ROE), at 15%, was not just
a record, but also signicantly higher when compared to previous highs around the 12-
13% range.
Continuing to be the most successful digital transformation bank in the world.
This can be demonstrated through DBS's achievements over the years. Specifically,
2020-2022 saw DBS win a slew of prestigious accolades: “World’s Best Bank” from
Global Finance. DBS was also featured in the “100 Best Workplaces for Innovators”
ranking from Fast Company, 2022: “Digital Workplace of the Year: Cutting Edge
Award” from Digital Workplace Group

Since 2021, employees have completed 178,000 sessions across 82 modules.

The Distinguished Engineers (DE) Programme offers an alternative career path to the
management track, and sees conferred engineers sharing their deep tech expertise with
fellow colleagues. Separately, over 9,000 employees have taken data and AI upskilling
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courses, while 7,000 have attended SRE Training Programme. Operations team is
equally zealous in their efforts, with more than 4,400 of them learning to re-engineer
DBS operations.