dbs bank business plan

Driving transformation at DBS, the ‘world’s best bank’

Few banks globally can match the recent credentials of Singapore’s DBS Bank . Since 2018, the financial institution has been named Best Bank in the World 2022 (Global Finance), World’s Best Bank 2021 (Euromoney), and Global bank of the Year 2018 (The Banker) – seven times in just five years.

DBS was not just the first in Singapore but the first bank in Asia to receive such global recognition.

Founded in 1968, DBS now has more than 36,000 employees, a presence in 19 markets globally, and recently enjoyed its most profitable quarter, with net profits jumping a forecast-beating 48% to a new record high of SG$2.69 billion (US$1.99 billion). This came off the back of a breakout year (2022) for the bank, which delivered a record net profit of SG$8.19 billion. 

An early adopter of technology, DBS has also picked up numerous digital banking awards and now considers itself as a tech company offering financial services. 

As they say, ‘a different kind of world calls for a different kind of bank’.

Driving that change and digital transformation is Lim Him Chuan , Head of Group Strategy, Transformation, Analytics and Research, where he works closely with the Group CEO Piyush Gupta and the Group Management Committee.

Him Chuan most recently served as CEO of DBS Bank Taiwan, overseeing a successful period where it was named Best International Foreign Bank in Taiwan by Asiamoney .

In his new role, which he took up in April, the 22-year DBS banking veteran is now driving strategy and planning; and on top of this, his team has a mandate around transformation, data science and ecosystem partnerships. This includes end-to-end accountability, championing change and transformation and enabling excellence to achieve sustainable outcomes

Culture transformation at DBS

DBS has been on a transformation journey for more than a decade – transforming not only into a digital bank but changing the culture of the entire organisation.

While many companies swear by the oft-quoted management adage that ‘culture eats strategy’, DBS has stretched that notion in an ethos they call ‘culture by design.’

“What that means is having a very clear vision of the culture we want in the bank, then running programmes of change to shift mindsets and nudge behaviour towards that vision,” Him Chuan tells Business Chief. 

Culture does not happen by accident, it needs to be carefully shaped and nurtured, he says. 

“When we embarked on our digital transformation in 2014, we wanted to change the way we worked such that we became more nimble, more agile, more innovative – in other words, more like a startup, and less like a traditional bank.

“Our aim is to build a dynamic culture that embraces innovation, while future-proofing employees by equipping our people with digital skill-sets.”

To deliver customer service with a DBS touch and a unique brand of Asian service, the bank came up with its ‘RED’ ethos, which stands for Respectful, Easy to deal with, and Dependable.

“Our aim for RED was to have something that every employee at every level could understand and remember effortlessly, which in turn makes it easier to implement initiatives that bring this customer service ethos to life.

“Under RED, we created cross-functional teams called PIEs (process improvement events) to take the waste out of operating processes and improve customer service. We initially set out to achieve 10 million customer hours saved through PIEs, but eventually achieved about 250 million customer hours saved annually. We have since evolved this into ‘customer journey thinking’, which entails having a deep understanding of the end-to-end experience of various customer interactions with DBS and relentlessly eliminating pain points.”

Sustainability – embedded into the business

With more than two decades of banking experience across Asia, Him Chuan has certainly seen the landscape change – from the rise of Asia-focused banks as they capitalised on regional business growth, to rapid digitalisation driven in part by the rise of fintechs, to sustainability becoming top of mind.  

“We are mindful of a world emerging from the throes of Covid-19 that calls for a different kind of bank – one that is more technology and sustainability-focused,” says Him Chuan. “These are areas we know DBS can step up to the plate.”

“In recent years, sustainability has become a key theme for banks, and it has become increasingly important for the industry to work with clients to transition to net zero.”

Already, DBS has taken significant strides in sustainability, embedding environmental and social considerations into the fabric of the business.

In its Responsible Banking pillar, DBS seeks to empower its clients to be more sustainable; and in its latest sustainability report – Our Path to Net Zero: Supporting Asia’s Transition to a Low Carbon Economy – details the selection of science-informed decarbonisation pathways and further sets interim 2030 targets for a large number of sectors.

“As of today, this is one of the most comprehensive and ambitious sets of decarbonisation targets among banks globally,” he declares.

In its Responsible Business Practices pillar, which focuses on how the bank conducts itself as an organisation, DBS delivered on its commitment to be carbon neutral in its own operations by the end of 2022.

“We updated our carbon offset guide to further strengthen the governance and processes around the selection, purchase, and use of offsets as the final lever to our operational decarbonisation strategy,” says Him Chuan.

And last year, the bank opened DBS Newton Green marking Singapore’s first net-zero-energy office building by a bank.

Finally, in its Impact Beyond Banking pillar, which supports social enterprises and community causes as well as employee volunteerism, DBS launched a new Community Impact chapter under the DBS Foundation .

“This aims to equip the underserved with digital and financial literacy skills to face the future with confidence and enable communities to be more food secure and resilient.”

In August this year, DBS announced that it will commit up to SGD 1 billion over the next 10 years to improve lives and livelihoods of the low-income and underprivileged, and foster a more inclusive society. DBS will deploy SGD 100 million each year in Singapore and its other key markets with effect from 2024, augmenting existing community initiatives by the bank and DBS Foundation. The bank also committed its 36,000-strong workforce to contributing more than 1.5 million volunteer hours over the next decade to give back to society.

DBS is passionate too about helping kickstart the transformation journeys of other businesses, recently expanding its flagship Grant Programme to nurture SMEs, launching the Asia Impact First Fund with a US$10 million commitment. The fund focuses on scaling innovative and high-growth enterprises committed to tackling significant social and environmental challenges in Asia, 

Looking to the future

Moving forward, Him Chuan says DBS Bank is focused on embedding horizontal management and agile at scale to drive outcomes, taking employee experience and customer experience to the next level, and accelerating new business levers through AI and ecosystems.

In terms of long-term expansion, DBS is aiming to be more deeply embedded in one or more of its four key markets outside of Singapore and Hong Kong – namely, China, India, Indonesia and Taiwan.

“While we are relying on digital expansion in these markets, our experience has shown that a digital-only strategy has been difficult to monetise adequately, and a ‘phygital’ approach results in better customer selection and path to profitability.”

In the past three years, DBS amalgamated Lakshmi Vilas Bank in India, acquired Citigroup’s consumer banking business in Taiwan, and invested in Shenzhen Rural Commercial Bank – and all three transactions will “position DBS well for growth as we look out into the next decade”, says Him Chuen. 

“While the macroeconomic outlook is uncertain, we will remain watchful and nimble while staying ahead of the curve in harnessing emerging technologies and building a sustainable future.

“Our journey to redefine the future of banking and to deliver differentiated customer experiences continues, and our work is never done. We will remain focused on delivering strong earnings while being unwavering in our support for customers, employees and the community.”

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DBS: Transforming a banking leader into a technology leader

Jump to Section: Opportunity | Solution | Impact | Lessons learned

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Creating value beyond the hype

The solution.

To embody the vision of becoming a technology leader, the DBS team adopted the mnemonic GANDALF, representing the giants of the tech industry: "G" for Google, "A" for Amazon, "N" for Netflix, "A" for Apple, "L" for LinkedIn, and "F" for Facebook. The central "D" symbolizes DBS aspiration to join the league of iconic technology companies. Drawing inspiration from The Lord of the Rings , GANDALF became the powerful rallying cry for their ambitious digital transformation journey. Throughout these efforts, DBS kept the focus firmly on the customer.

To scale up capabilities, McKinsey aided DBS in building its new operating model around platforms. DBS created 33 platforms aligned to business segments and products. Each platform had a “2-in-a-box” leadership model, which meant each one was jointly led by a leader from the business and one from IT.

“Digital transformation has been instrumental in driving growth, delivering significant financial outcomes across all business segments and markets. By transforming rigid systems into nimble technology stacks, we have gained a sustainable advantage, enabling us to scale with agility.” – Jimmy Ng, Chief Information Officer and Group Head of Technology & Operations, DBS

Keeping solutions centered around customers, DBS introduced a program called Managing Through Journeys. It scaled to include over 60 impactful customer journeys, each led by a senior leader, addressing major pain points like account opening and ATM waiting times. Simultaneously, DBS scaled up cloud migration, invested in automation, and developed microservices to support modular architecture, allowing components to be swapped out upon aging.

Partnering with McKinsey, DBS transformed its data-driven operating model, aiming to leverage data for innovative outcomes and widespread AI adoption. With McKinsey AI experts' support, they established a program that reduced end-to-end AI deployment time from 18 months to less than 5 months. The goal is to reduce that even more, to just a few weeks, which the bank considers essential to fully scaling AI. Today, there is an industrialized platform that enables AI deployment called ALAN, which is instrumental to achieving this accelerated deployment.

“We need an innovation culture, which doesn’t create itself. You must deliberately drive that and put in the processes and frameworks to encourage innovation, risk-taking, and entrepreneurship—it’s about knowing it”s OK to try and fail.’ – Piyush Gupta, Chief Executive Officer, DBS

DBS’ ability to achieve all of this was made possible through fundamental shifts in its culture, operational and technical expertise, and a transformative operating model. To recruit and retain digital talent, they adopted innovative strategies like hackathons and established three technology hubs to foster collaboration. DBS used AI to predict potential employee exits, enabling timely HR intervention. Moreover, they invested in institutional learning through Digify a module-based learning pathway to train employees in concepts such as agile, big data, and journey thinking, and launched DBS Academy to train technologists in a DBS-specific curriculum. Making the transformation successful required a significant shift in leadership mindsets and behaviors. With support from McKinsey, DBS scaled T-Sprints (Transformation Sprints) to build top team alignment and new leadership skills across both the top of the house as well as different business, support, platform and geographic units within the bank.

The bank put in place systems to measure outcomes from the digital transformation. The digital value capture framework was co-developed with McKinsey to quantify benefits of acquiring, transacting, and engaging with digital customers. This allowed them to become one of the first banks in the world to showcase powerfully to investors the higher revenue, lower cost to serve and higher ROE from serving digital customers over traditional customers. The underlying methodology also allowed the bank to bake initiatives needed to drive value creation through digitization into the scorecards and performance management framework of the bank. This has translated into consistent shareholder gains, especially as innovation and data-driven transformation further accelerate both the growth trajectory and profitability (ROE) of the franchise.

Making GANDALF a reality at DBS has taken more than the wave of a magic wand. It required hard work, addressing culture changes, and consistent engagement at all levels, but it has transformed a top-tier bank into a top-tier tech company.

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DBS Bank India plans to double small business book in 3 years

MUMBAI : Having achieved its target of a billion-dollar book in the small business segment, DBS Bank India now plans to double its exposure in three years, a senior banker said, underscoring the lender’s optimism around a sector that contributes nearly 30% to the gross domestic product (GDP) and is a significant job creator.

“We are growing our SME (small and medium enterprise) book and we have added new products. Like startups, it is not only a lending business and there is a liability side of the business too," Rajat Verma, managing director and head of institutional banking at DBS Bank India said in an interview.

Its SME business revenue has increased to 20% of its institutional banking revenue in Q1 2024, from 19% in Q1 2023. These percentages, however, exclude the offshore institutional book.

Verma believes the current growth trajectory of its small business segment, which he says is “in the 30s", should continue at the current level. 

“I am a great fan of a consistent growth rate over a period of time. It is not good to do 40% one year and then 10% the other year but 20-25% consistently; the book could double in the next three years."

Read This: Startups, SMEs increasingly covet so-called fractional CXOs

Launched in 2019, DBS Bank India is a wholly-owned subsidiary of DBS Bank Ltd, Singapore. India allows foreign banks to operate either as a branch or a wholly-owned subsidiary of the parent. The other bank to set up a local subsidiary was SBM Bank India, while the rest operate as branches.

“We have touched the $1 billion (fund and non fund based SME exposures) mark in the SME business and we think it is one of the businesses which will drive our growth. This also includes loans given to startups," said Verma who joined the bank in 2023 from HSBC India.

Verma noted that the asset quality of its small business book is “very good, the default level is low despite growing quite rapidly." 

The bank’s overall gross NPA ratio stood at 5.61% as on 31 March 2023, down from 9.5% in the previous financial year, according to its FY23 annual report.

According to him, while a conglomerate might have 30-40 or even 50 banks in a consortium, depending on the type of conglomerate and how much debt they need, an SME would have two or three at most.

“So, the choice of banking partner is a critical one, and likewise for the bank too. We are focused on the SME space and it is a business that is growing fast while the quality of assets remains healthy," he said.

Data shows that the quality of small business loans has improved for the entire banking sector. 

The gross non-performing asset (NPA) ratio in micro, small and medium enterprises (MSME) loans for banks declined to 4.7% of outstanding loans as of 30 September, from 6.8% in March 2023 and 7.7% in September 2022, according to the latest Financial Stability Report released by the Reserve Bank of India (RBI) in December. 

Aggregate bank loans to MSMEs grew 29% to ₹ 10 trillion in 2023-24, according to a separate data set from RBI.

More Here: SME IPOs are shining, but experts advise caution

Verma said that one reason for the sector's strong asset quality metrics is the reduction in information asymmetry. “These include the data available from credit bureaus, data on the founders, GST (Goods and Services Tax) returns, besides others."

According to Verma, DBS Bank India’s strategy is to partner with these companies for the long term. “I am also interested in making sure that we onboard clients who will stay with us five or 10 years down the road," he said, adding that the bank is interested in SMEs, midcaps, and large caps.

“So SME is a feeder to the mid cap. The mid cap is the feed to the large cap."

Meanwhile, the bank’s environmental, social, and governance (ESG) financing book had crossed SGD 1 billion (about $740 million) in 2023. While it had planned to grow from that base by 60% by the end of calendar year 2024, it now expects to exceed this substantially.

Also Read: India's private capex not secular across industries, says HSBC's Malhotra

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635th Anti-Aircraft Missile Regiment

635-й зенитно-ракетный полк

Military Unit: 86646

Activated 1953 in Stepanshchino, Moscow Oblast - initially as the 1945th Anti-Aircraft Artillery Regiment for Special Use and from 1955 as the 635th Anti-Aircraft Missile Regiment for Special Use.

1953 to 1984 equipped with 60 S-25 (SA-1) launchers:

• Launch area: 55 15 43N, 38 32 13E (US designation: Moscow SAM site E14-1)
• Support area: 55 16 50N, 38 32 28E
• Guidance area: 55 16 31N, 38 30 38E

1984 converted to the S-300PT (SA-10) with three independent battalions:

• 1st independent Anti-Aircraft Missile Battalion (Bessonovo, Moscow Oblast) - 55 09 34N, 38 22 26E
• 2nd independent Anti-Aircraft Missile Battalion and HQ (Stepanshchino, Moscow Oblast) - 55 15 31N, 38 32 23E
• 3rd independent Anti-Aircraft Missile Battalion (Shcherbovo, Moscow Oblast) - 55 22 32N, 38 43 33E

Disbanded 1.5.98.

Subordination:

• 1st Special Air Defence Corps , 1953 - 1.6.88
• 86th Air Defence Division , 1.6.88 - 1.10.94
• 86th Air Defence Brigade , 1.10.94 - 1.10.95
• 86th Air Defence Division , 1.10.95 - 1.5.98

Citi executive in charge of implementing bank's restructuring departs

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ABB buys Siemens's wiring accessories business in China

ABB has agreed to buy the wiring accessories business of German rival Siemens in China, the Swiss engineering group said on Friday.

Looks like Masayoshi Son's plan to go all in on AI is starting to pay off for SoftBank

• SoftBank CEO Masayoshi Son's bet on AI seems to be paying off.
• The Japanese conglomerate posted a $1.5 billion profit in its latest quarter.
• The gains come off the back of its big bet on the chip firm Arm Holdings.

Masayoshi Son once branded those dismissive of artificial intelligence as a bunch of "goldfish." Stuck in a bowl, they'd watch as the world around them finds new freedoms thanks to the technology.

It's a bold view; but it's one that's starting to look like reality for the Japanese billionaire.

SoftBank , the Tokyo conglomerate Son founded during Japan's boom years in the early 1980s, signaled that its all-in bet on AI was starting to pay off after posting its latest earnings on Monday.

Despite an annual net loss of about $1.46 billion, the company posted a profit of about $1.48 billion for the first three months of 2024, capitalizing on profit momentum generated in the previous quarter.

A key driver of SoftBank's gains over successive quarters has come from its stake in Arm Holdings.

The UK chip firm, which SoftBank acquired in 2016 for $32 billion, has seen its stock price soar since its September IPO as investors buy in to its fresh focus on AI.

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Arm, whose chip design is used by companies such as Apple , is looking to deploy its tech with AI companies, particularly those that service the highly intensive computing needs of generative-AI operators.

SoftBank has benefited from this because it has a 90% stake in Arm, which has doubled in value to over $110 billion since the listing.

"Arm is central to our AI shift," Yoshimitsu Goto, SoftBank's executive corporate officer of finance, said on Monday. Soft Bank's net-asset value jumped 45% from its last quarter to $178.3 billion — driven by Arm's soaring share price.

For Son, the profits could offer reassurance that he's on the right track with AI after years of hit-and-miss investments in other technologies through startup betting.

Arguably the biggest investment flop for Son came from his backing of WeWork , the real-estate startup that filed for bankruptcy in November after once being valued at $47 billion.

SoftBank has also had mixed success with a duo of venture-capital funds run out of London called Vision Funds , which have sprayed cash at startups globally since 2017. Some of the funds' bets, such as those on pizza-robot and dog-walking startups, have since imploded.

Son's critics have questioned whether the billionaire could ever replicate the success he enjoyed from a $20 million investment in Alibaba in 1999 that's made him $72 billion .

But as the appetite for Arm's AI activities shows, SoftBank has room to grow in the face of this latest boom. Son seems aware of this, with the company selling down several Vision Fund investments in recent months to plow fresh cash into AI opportunities.

There are still risks, however, as AI euphoria since ChatGPT's introduction in November 2022 has sent the stocks of companies like Nvidia to dizzying heights, leaving investors to wonder if a downturn might be around the corner.

With about $40 billion in cash on hand at the end of March, Son should be ready to step up his search for AI's next big thing. If he's able to make the right bets, AI could pay off handsomely for him in the long term.

Watch: How Twitter panic took down Silicon Valley Bank

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• Kontinental Hockey League

Gagarin Cup Preview: Atlant vs. Salavat Yulaev

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Gagarin cup (khl) finals:  atlant moscow oblast vs. salavat yulaev ufa.

Much like the Elitserien Finals, we have a bit of an offense vs. defense match-up in this league Final.  While Ufa let their star top line of Alexander Radulov, Patrick Thoresen and Igor Grigorenko loose on the KHL's Western Conference, Mytischi played a more conservative style, relying on veterans such as former NHLers Jan Bulis, Oleg Petrov, and Jaroslav Obsut.  Just reaching the Finals is a testament to Atlant's disciplined style of play, as they had to knock off much more high profile teams from Yaroslavl and St. Petersburg to do so.  But while they did finish 8th in the league in points, they haven't seen the likes of Ufa, who finished 2nd. 

This series will be a challenge for the underdog, because unlike some of the other KHL teams, Ufa's top players are generally younger and in their prime.  Only Proshkin amongst regular blueliners is over 30, with the work being shared by Kirill Koltsov (28), Andrei Kuteikin (26), Miroslav Blatak (28), Maxim Kondratiev (28) and Dmitri Kalinin (30).  Oleg Tverdovsky hasn't played a lot in the playoffs to date.  Up front, while led by a fairly young top line (24-27), Ufa does have a lot of veterans in support roles:  Vyacheslav Kozlov , Viktor Kozlov , Vladimir Antipov, Sergei Zinovyev and Petr Schastlivy are all over 30.  In fact, the names of all their forwards are familiar to international and NHL fans:  Robert Nilsson , Alexander Svitov, Oleg Saprykin and Jakub Klepis round out the group, all former NHL players.

For Atlant, their veteran roster, with only one of their top six D under the age of 30 (and no top forwards under 30, either), this might be their one shot at a championship.  The team has never won either a Russian Superleague title or the Gagarin Cup, and for players like former NHLer Oleg Petrov, this is probably the last shot at the KHL's top prize.  The team got three extra days rest by winning their Conference Final in six games, and they probably needed to use it.  Atlant does have younger regulars on their roster, but they generally only play a few shifts per game, if that. 

The low event style of game for Atlant probably suits them well, but I don't know how they can manage to keep up against Ufa's speed, skill, and depth.  There is no advantage to be seen in goal, with Erik Ersberg and Konstantin Barulin posting almost identical numbers, and even in terms of recent playoff experience Ufa has them beat.  Luckily for Atlant, Ufa isn't that far away from the Moscow region, so travel shouldn't play a major role. 

I'm predicting that Ufa, winners of the last Superleague title back in 2008, will become the second team to win the Gagarin Cup, and will prevail in five games.  They have a seriously well built team that would honestly compete in the NHL.  They represent the potential of the league, while Atlant represents closer to the reality, as a team full of players who played themselves out of the NHL. 

• Atlant @ Ufa, Friday Apr 8 (3:00 PM CET/10:00 PM EST)
• Atlant @ Ufa, Sunday Apr 10 (1:00 PM CET/8:00 AM EST)
• Ufa @ Atlant, Tuesday Apr 12 (5:30 PM CET/12:30 PM EST)
• Ufa @ Atlant, Thursday Apr 14 (5:30 PM CET/12:30 PM EST)

Games 5-7 are as yet unscheduled, but every second day is the KHL standard, so expect Game 5 to be on Saturday, like an early start. 

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Fed Chair’s Confidence in Slowing Inflation Is ‘Not as High’ as Before

Jerome H. Powell, the Federal Reserve chair, said the central bank was poised to leave interest rates on hold after surprisingly stubborn inflation.

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By Jeanna Smialek

Jerome H. Powell, the Federal Reserve chair, reiterated Tuesday that policymakers were poised to hold interest rates steady at a high level as they waited for evidence that inflation is slowing further.

Fed officials entered 2024 expecting to make interest rate cuts, having lifted borrowing costs sharply to a more than two-decade high of 5.3 percent between 2022 and the middle of last year. But stubbornly rapid inflation in recent months has upended that plan.

Central bankers have been clear that rate cuts this year are still possible, but they have also signaled that they are planning to leave interest rates on hold for now as they wait to make sure that inflation is genuinely coming under control.

Speaking during a panel discussion in Amsterdam, Mr. Powell said officials had been surprised by recent inflation readings. The Consumer Price Index inflation measure , which is set for release on Wednesday, came down rapidly in 2023 but has gotten stuck above 3 percent this year. The Fed’s preferred measure, the Personal Consumption Expenditures index, is slightly cooler, but it, too, remains well above the Fed’s 2 percent inflation goal.

“We did not expect this to be a smooth road, but these were higher than I think anybody expected,” Mr. Powell said on Tuesday of recent inflation readings. “What that has told us is that we will need to be patient and let restrictive policy do its work.”

Mr. Powell said that he expected continued growth and a strong labor market in the months ahead, and that he believed inflation would begin to slow again.

But, he said, “my confidence in that is not as high as it was, having seen these readings in the first three months of the year.”

The Fed chair made clear that further interest rates increases are not expected, though not impossible. He said that there was a “very small probability” that the Fed would need to entertain lifting again , but that he did not think that was the most likely outcome.

“It is really a question of keeping policy at the current rate for a longer time than had been thought,” Mr. Powell said. “The question is: Is it sufficiently restrictive? And I think that’s going to be a question that time will have to tell.”

The Fed chair said he still expected rent, a major driver of the recent inflation, to eventually pull down price increases. But he acknowledged that the cool-down was taking longer than expected.

He also noted that it could be taking longer for policy to work this time around, in part because homeowners and businesses locked in very low interest rates when borrowing costs were at rock bottom in the 2010s and in 2020.

“The U.S. economy is different this time,” Mr. Powell said.

Still, he said repeatedly that he thought interest rates were high enough to gradually weigh on growth and eventually bring inflation down the rest of the way.

“At the beginning, we were very concerned that the very high inflation we saw might be quite difficult to bring down without a very significant decline in employment and weakening economic activity — that didn’t happen, that’s just a great result,” Mr. Powell said.

Even though inflation has come down substantially from its highs in 2022, Americans are unhappy with the state of the economy, a fact that is clear in low consumer confidence levels. Mr. Powell attributed that dissatisfaction to continued high price levels.

Because inflation measures changes in price, slower inflation just means that prices are no longer going up as quickly, not that they are coming down after their rapid 2021 and 2022 run-up.

“You tell people, ‘Inflation is coming down,’ and they think, ‘I don’t understand that,’” Mr. Powell said. “Particularly people at the lower end of the income spectrum are very hard hit by inflation, from the start, which is why we’re so committed to restoring price stability and keeping it in place.”

Jeanna Smialek covers the Federal Reserve and the economy for The Times from Washington. More about Jeanna Smialek

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DBS business plan: 2023-24

The Disclosure and Barring Service business plan 2023-24 focuses on our objectives for the next 12 months, in line with our five-year strategy.

DBS business plan 2023 -2024

Dbs business plan: 2023 - 2024 (welsh).

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