INVESTOR Q1 2021 PRESENTATION - dtbk.dtbafrica.com

INVESTOR

PRESENTATIONQ1 2021

➢ Who We Are

➢ Macro Economic Highlights

➢ DTB’s Response to COVID-19

➢ DTB’s Strategy- DTB Vision 2020

➢ DTB’s Strategy- DTB Strategy 2030 and Beyond

➢ DTB’s Recognition

➢ Managing Risks and Building Resilience

➢ Remodeling the Business Pivoting to Digital

➢ Financial Performance

➢ DTB 2020 Integrated Report & Financial Statements

➢ Outlook

WHO WE ARE

Macro EconomicHighlights

Who We AreDTB’s Response toCOVID-19

DTB’s Strategy Managing Risksand Building Resilience

Remodeling the BusinessPivoting to Digital

FinancialPerformance

Outlook

Integrity - Be Ethical and Fair• We honour our commitments and do what is right• We are fair, respectful and honest at all times• We are ethical in our decisions and interactions

• We take responsibility for our actions• We are prudent and responsible with the assets entrusted to DTB

Customer Centric - Deliver Great Experiences• We value our customers and develop products and services around their

needs• We provide exceptional service to all we serve

• We understand and respect our customers• We deliver solutions that add value to our customers’ lives• We consider the impact of our policies and decisions on our customers• We endeavor to be fully transparent with our customers

Value People - Respect, Empower, Appreciate• We treat our people equitably and make decisions on merit• We invest in people and provide opportunities for learning and growth• We empower people to do what is needed for success• We provide a positive and collaborative work environment• We celebrate our successes and recognise people for their contributions• We encourage and embrace diversity

Progressive - Innovate and Challenge• We challenge our thinking to raise the bar• We encourage our team members to question

the status quo• We innovate and adapt to change• We positively impact and serve the communities

in which we live

Excellence - Be Your Best• We take ownership of what we do• We relentlessly pursue quality without

compromise• We consistently adhere to measurable standards

and look for ways to exceed them• We benchmark against the best

Enabling people to advance with confidence and success

To make our customers prosper, our staff excel and create value for our stakeholders.

DTB GROUP STRUCTURE

4Macro EconomicHighlights

Who We Are Managing Risksand Building Resilience



Outlook

as at March 2021

DTB’s Response toCOVID-19

DTB’s Strategy

DTB’S FOOTPRINT

5

2,208Employees

: 1,023

: 536

650,623Customers : 260,536

: 219,722

as at March 2021





Outlook

: 167,493

: 2,872

8% year on year

growth

: 602

: 47

4%year on year

decline

134Branches

: 69

: 28

: 33

: 4

1%year on year

decline

160ATMs

: 67

: 37

: 56

-No change

year on year


DTB’s Strategy

6

WHAT DIFFERENTIATES US





Outlook

Diversified distribution channels and footprint.

Extensive product range, with growing emphasis on digital products, services and channels.

Robust ITPlatform.

Reputation for professionalism and integrity.

Strong corporate governance and compliance culture underpinned by effective internal control systems.

Established regional network and market knowledge covering the East African Community.

Strong capital base anchored on shareholders resources and standing.

Solid brand equity built over 75 years.

Commitment to a sustained organisation-wide culture of service excellence.

Diamond Trust Bank (DTB) is a leading, Tier I East African commercial bank headquartered in Nairobi, Kenya and listed on the Nairobi Securities Exchange (NSE) since 1972. As one of Eastern Africa’s leading and longest established banking groups, we understand the intricacies of the region’s markets and provide a wide range of services in business and retail banking. To continue staying at the forefront of the industry, we are re-imagining banking.

We use innovation and digital technology to extend our reach, provide convenience and a better customer experience, as well as become more agile in creating tomorrow’s solutions. The Group remains a purpose-driven institution with a tailored corporate culture to the local markets in which it operates in and is driven towards a more customer-centric and innovative business organisation.


DTB’s Strategy

7

MACRO- ECONOMICHIGHLIGHTS

8

MACRO- ECONOMICHIGHLIGHTS- EAST AFRICA

GDP Growth

Exchange Rate to USDSource: IMF World Economic Outlook April 2021





Outlook

109.4

1,947.4

2,319.0

3,665.0

104.3

1876.0

2296.5

3762.9

Kenya

Burundi

Tanzania

Uganda

Mar-20 Mar-21

1%

4%

5%

3%

-0.1%1.0%

-2.1%-1.3%

7.6%

2.7%

6.3%

2.8%

Kenya Tanzania Uganda Burundi

2020 Expected 2021

Source: Respective Central Banks


DTB’s Strategy

MACRO- ECONOMICHIGHLIGHTS- KENYA





Outlook

Source: CBK March 2021

▪ CBR is only applicable to 30% of the Banks’ legacy Kenya Shilling denominated loans still under Rate Cap Law (now repealed).

▪ T-bills rate has remained stable-Government is converting short term debt to long term bonds to ease repayment burden

▪ Inflation is stable anchored by stable monetary policies put in place

Inflation, CBR and 91-Day T-Bills rate (%)

Apr-20 May-20 Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21

CBR Inflation 91 day T-Bills


DTB’s Strategy

10

DTB’s RESPONSE TO COVID-19

CitizenshipRelief to

Borrowers

Committed the equivalent of over KShs 100 million

to COVID-19 support in East

Africa. Supported over 30,000 economically vulnerable

households across East Africa.

Repayment holidays granted

for stressed facilities. As at

Q1 2021 valued at KShs 72 Billion (33% of loan

book) across the Group.

MSME Credit Access

Pivoting to Digital

Capital Buffers

Partnered with the National Treasury

of Kenya to provide access to credit amounting

to KShs 1.6 billion to MSMEs, under

the Credit Guarantee Scheme.

Liquidity Buffers

Boosted DTB’s liquidity through

USD 100 million in new funding

from Development Finance

Institutions.

Given the global and regional

uncertain operating

environments, we have enhanced

our capital buffers.

Waived fees on mobile banking transactions to

discourage the use of cash.

Transaction fees foregone

amounted to KShs 140 million since March 2020.

11

DTB’s APPROACH TO SUSTAINABILITY

DTB’s approach to sustainability involves connecting directly with people and making a lasting impact on theirlives. DTB gives careful consideration to the impact of our business activities on the interests of ourstakeholders— customers, employees, the larger community and shareholders. We strive to create sustainablesocial and economic value by delivering delightful and lasting experiences to all those we interact with.

The Bank continues to track progress in 10 of the 17 UN SDGs. More details of the same can be found on theBank’s website by visiting: https://dtbk.dtbafrica.com/sites/default/files/downloads/2020_Integrated_report.pdf





OutlookDTB’s Response toCOVID-19

DTB’s Strategy

https://dtbk.dtbafrica.com/sites/default/files/downloads/2020_Integrated_report.pdf

12

DTB’s STRATEGY-DTB VISION 2020





Outlook

DTB Vision 2020 envisioned DTB as a leading commercial bank and a significant participant in the economies where it operates:

➢ Rank among the top tier banks by liabilities

➢ Be a sustainable deposit led bank (CASA)

➢ Play a leading role in transitioning economies to support economic development

➢ as a ‘one- bank, one customer’ omnichannel regional bank.

➢ by providing seamless and consistent customer experience, across borders, through amultiplicity of channels:

- traditional (branches, ATMs, cards etc.)- digital channels (enriched mobile banking and enhanced on-line banking

platforms, digital branches, social media channels, etc.)

DTB Vision 2020


DTB’s Strategy

13

DTB’s STRATEGY-DTB STRATEGY 2030 AND BEYOND





Outlook

DTB Strategy 2030 and Beyond: under review andmodification:

➢ will take into account the changing environment andcustomer behaviour, including the ongoing effects of theunexpected COVID-19 pandemic and the post-pandemic business landscape.

➢ will be anchored on the improvement in the quality oflives of customers – those that DTB is currently serving,as well as those that are under-served.

➢ will be digital at the core through continued investmentin its people, new skills and technologies (Big Dataanalytics, Artificial Intelligence (AI), robotics, cloudcomputing, etc) and innovation.

In Progress


DTB’s Strategy

14

DTB’SRECOGNITION

➢ Best Bank in Customer Satisfaction- Tier I (of 9 participants)

➢ Best Bank in SME Banking (of 11 participants)

WINNERS

➢Best Bank in Mobile Banking (of 4 participants).

➢Best Bank in Asset Finance(of 3 participants).

➢Best Bank in Product Innovation(of 6 participants).

RUNNERS UP

15

MANAGING RISKS AND BUILDING RESILIENCE

26%

29%14%

7%

8%

8%

2% 6%

0%

SECTOR-WISE RESTRUCTURES-GROUP

16

Facilities Restructured Relating to COVID-19 (Q1 2021)

• Moratorium of up to 12 months.• Extension of tenor.• Cost of restructuring absorbed by

the Bank.

33% of the loan book onrestructured terms as at March 2021.

Overall Loan Book

KShs 219 Bn

Facilities RestructuredKShs 72 Bn





Outlook

23%

19%

16%

14%

8%

7%

5%

4%3%

1% 0%


DTB’s Strategy

SECTOR-WISE RESTRUCTURES-KENYA

17

Overall Loan Book

KShs 166 Bn





Outlook

Facilities RestructuredKShs 62 Bn

30%

29%

13%

8%

8%

8%

2%

2% 0%22%

21%

16%

13%

8%

8%

5%

3%2%

2% 0%

Facilities Restructured Relating to COVID-19 (Q1 2021)

• Moratorium of up to 12 months.• Extension of tenor.• Cost of restructuring absorbed by

the Bank.

37% of the loan book onrestructured terms in Kenya as at March 2021.


DTB’s Strategy

18

SECTOR-WISE ANALYSIS OF LOAN BOOK AND NPAs-GROUP

Q1 2021 (%)

Q1 2020 (%)





Outlook

23.3

18.5 16.1 14.2

7.7 7.0 4.8 3.8 3.2

1.2

47.5

27.3

10.6

1.5 5.0 0.1

1.8 5.3 0.2 0.0

Trade Real Estate Manufacturing Tourism Transport and

communication

Agriculture Building &

Construction

Personal

Household

Financial

services

Energy &

Water

Mining

Loans Sector-wise NPA

% of total NPA

25.3

17.3 16.9

13.2 7.4

6.3 5.0 4.0

3.3 1.1

0.2

46.8

16.4 17.3

2.6 8.3

1.8 0.5 5.2

0.0 -

Trade Real Estate Manufacturing Tourism Transport and

communication

Agriculture Building &

Construction

Personal

Household

Financial

services

Energy & Water Mining

Loans Sector-wise NPA

% of total NPA

0.0

0.20.7

1.1


DTB’s Strategy

19

Provision Movement (KShs Mn)

Provision Split(KShs Mn)

BALANCE SHEET HIGHLIGHTS-GROUP





Outlook

1,329 1,174

1,609 1,763

4,510

10,118

Q1 2020 Q1 2021

Stage 1 Stage 2 Stage 3


DTB’s Strategy

20

NON PERFORMING LOANS & COVERAGE RATIOS- GROUP

NPA Ratio Evolution (%)

Specific Provision/ NPA Coverage Ratio (%)

NPL ratio stable and below industry average.

Increase in coverage anchored on prudence and conservatism.





Outlook

12.5

14.1 14.1

7.9

10.3 10.2

0.8

3.4

1.3

8.3

11.9 11.9

Q1 2020 FY 2020 Q1 2021

Industry Gross NPA Ratio (Kenya) Group Gross NPA Ratio

Group COR Kenya Gross NPA Ratio

32.0

43.3 45.2

Q1 2020 FY 2020 Q1 2021

(April 2021)


DTB’s Strategy

13.3 13.9

14.6

19.7 19.8

16.6 17.5

18.0

22.8 22.9

Mar-20 Jun-20 Sep-20 Dec-20 Mar-21

Gross

NPA Bank

Gross NPA

Group

21

EVOLUTION OF NON PERFORMING ACCOUNTS (NPA)

Evolution of NPAs (Gross of Interest in Suspense) + Coverage Ratio (Specific Provision/ NPAs Coverage Ratio) (%)





Outlook

NPA Ratio

8.3%

7.9%

8.6%

8.2%

8.8%

8.3%11.9%

10.3%

11.9%

10.2%

45.2%

42.4% 53.8%

51.2%57.2%

54.7%

44.6%

44.6%45.9%

46.5%

KShs

Bn

CoverageRatio


DTB’s Strategy

22

LOAN BOOK PERFORMANCE-NON PERFORMING ACCOUNTS (NPA)

Top 10 NPAs as a % of Total NPAs





Outlook

72%

72%

70%

83%

81%

64%

62%

58%

75%

72%

Mar-20

Jun-20

Sep-20

Dec-20

Mar-21

Group Bank


DTB’s Strategy

STRONG CAPITAL BUFFERS

23

Core Capital to RWA (%)

Group

Total Capital to RWA (%)

Kenya

Group

Adequate capital ratios above statutory requirement





Outlook

Kenya

10.5 10.5 10.5

19.3 20.7 20.8

Q1 2020 FY 2020 Q1 2021

Min Core Capital/RWA Core Capital /RWA

14.5 14.5 14.5

21.0 22.5 22.4

Q1 2020 FY 2020 Q1 2021

Min Total Capital/RWA Total Capital /RWA

10.5 10.5 10.5

18.4 18.0 19.7

Q1 2020 FY 2020 Q1 2021

Min Core Capital/RWA Core Capital /RWA

14.5 14.5 14.5

20.2 19.7 21.1

Q1 2020 FY 2020 Q1 2021

Min Total Capital/RWA Total Capital /RWA


DTB’s Strategy

LIQUIDITY

24

Liquidity (%)

Kenya

Group

Stable liquidity levels across the Group





Outlook

Draw down of USD 100 million from Development Financial Institutions:IFC- USD 50 million,AfDB- USD 40 million &DEG- USD 10 million.

20.0 20.0 20.0

54.7 56.0 58.7

Q1 2020 FY 2020 Q1 2021

Min. Liquidity (Statutory) DTB Kenya

20.0 20.0 20.0

56.3 56.3 59.5

Q1 2020 FY 2020 Q1 2021

Min. Liquidity (Statutory) Group


DTB’s Strategy

25

REMODELING THE BUSINESS PIVOTING TO DIGITAL

26

CHANNEL PERFORMANCE-Q1 2021

Group

of transactions done outside

branches

Branches

84% of DTB’s retailcustomers subscribe tomobile banking.

88% of mobile bankingsubscribers use thechannel regularly, upfrom 76% in Mar 2020.

85%

15%

of transactions done outside

branches

91%

Kenya

Branches

9%





Outlook

Over KShs 140 million foregone in mobile banking commissions.


DTB’s Strategy

27

MERGING BRANCHES





Outlook

➢ In line with DTB’s digital strategy, the

Bank has responded to the shift to

digital channels by merging some of its

branches, which are in close proximity

to each other.

Branch to be Merged Receiving Branch Last Date of Operation

Jamhuri Street Branch Malindi Branch 30 June 2021

The Oval Digital Lobby Westgate Branch 30 June 2021

9 West Branch Westgate Branch 30 June 2021

Kago Street Branch Eldoret Branch 30 June 2021

Garden City Branch Thika Road Mall Branch 30 September 2021

Eastleigh Branch Madina Mall Branch 30 October 2021

➢ Below is a list of the branches that will be merged:


DTB’s Strategy

28

DTB MOBILE

BANKING- m24/7

Using m24/7 mobile banking platform our customers can:

➢ open a Bank 24/7 digital account in under 5 minutes.

➢ make seamless payments to settle their credit card balances.

➢ worry less about security by authenticating transactions usingleading biometrics such as facial recognition.

➢ conveniently be informed of recent and upcoming transactionsthrough in-app notifications.

➢ confirm their beneficiary’s name before sending money toanother DTB customer.

➢ effortlessly book fixed deposits directly from their phonepromoting a convenient savings culture.

➢ easily conduct foreign currency internal transfers denominatedin USD, GBP and EUR.

➢ comfortably send/ receive Western Union transfers directly ontheir phones.

➢ send money to and from their DTB account effortlessly to thirdparty.





OutlookDTB’s Response toCOVID-19

DTB’s Strategy

No. of Mobile Banking (m24/7)

Transactions (Mn)

Value of m24/7 Transactions (KShs Bn)

m24/7 transaction count up by

74%

29

CHANNEL PERFORMANCE-KENYA MOBILE BANKING

114%

m24/7

transaction values up by





Outlook

5.4

9.4

Q1 2020 Q1 2021

16.2

34.7

Q1 2020 Q1 2021


DTB’s Strategy

Mobile Banking Transaction type (% value)

30

Over KShs 60 bn transferred through

the m24/7 channel from

Jan 2021 to Mar 2021.

CHANNEL PERFORMANCE-KENYA

Customers deposits using mobile platforms

up by 3X




OutlookRemodeling the BusinessPivoting to Digital

59.5%

20.0%

6.7%

13.4%

0.4%

44.5%

22.7%

16.9%15.5%

0.4%

B2B B2C C2B FUNDS TRANSFER BILL PAYMENTS

Q1 2020 Q1 2021


DTB’s Strategy

31

DTB INTERNET

BANKING- i24/7Using i24/7 our internet banking platform, is a ‘walk in the

park’ experience for our customers as they can:

➢ pay their taxes real time on KRA’s iTax portal.

➢ no longer queue in long lines to pay bills to Kenya Power andNairobi Water.

➢ easily transfer foreign currency denominated in USD, GBP andEUR.

➢ transact securely with a one-time pin sent on email every timethey log in to the i24/7 portal.

➢ view accounts of related companies effortlessly on a singlescreen.

➢ get a 360 view of all the products they subscribe to, without ahitch.






DTB’s Strategy

No. of Internet Banking (i24/7)

Transactions (Thousands)

Value of i24/7 Transactions (KShs Bn)

32

i24/7 transactions up by

86%

CHANNEL PERFORMANCE-KENYA INTERNET BANKING

Average of 3,480transactions done per

business day on i24/7





120

223

Q1 2020 Q1 2021

27

47

Q1 2020 Q1 2021

i24/7 transaction

values up by

74%


DTB’s Strategy

No. of POS Acquiring Transactions(Thousands)

Value of POS Acquiring Transactions (KShs Bn)

33

POStransaction count up by

35%


POStransaction value up by

11%





120

162

Q1 2020 Q1 2021

814

900

Q1 2020 Q1 2021


DTB’s Strategy

No. of ATM Transactions(Thousands)

Value of ATM Transactions (KShs Bn)

34

Decline in number of ATM transactions by

22%


Increased shift to cashless

transactions

ATMtransaction value down by

18%





299

234

Q1 2020 Q1 2021

2.8

2.3

Q1 2020 Q1 2021


DTB’s Strategy

35

FINANCIAL PERFORMANCE

BALANCE SHEET HIGHLIGHTS-GROUP




FinancialPerformance Outlook

Q1 2020 Q1 2021

KShs 201 Bn KShs 206 Bn

ASSETS

LIABILITIES

Net Loans &

Advances

2%

20%

8%

11%

KShs 127 Bn KShs 152 BnGov-Securities

KShs 385 Bn KShs 417 BnTotal Assets

KShs 273 Bn KShs 302 BnCustomer Deposits


DTB’s Strategy

BALANCE SHEET HIGHLIGHTS-FUNDING, LIQUIDITY AND CAPITALGROUP

37

Funding Capital (%)Liquidity (%)




OutlookFinancialPerformance

72% 71%

4% 6%2% 2%

17% 17%

5% 4%

Q1 2021` Q1 2020

Customer Deposits Deposits from Banks

Other Liabilities Equity

Borrowings

18.4 18.0

19.7 20.2

19.7

21.1

10.5 10.5 10.5

14.5 14.5 14.5

Q1 2020 FY 2020 Q1 2021

Core Capital /RWA

Total Capital /RWA

Min Core Capital/RWA

Min Total Capital/RWA


DTB’s Strategy

20.0 20.0

56.3 59.5

Q1 2020 Q1 2021

Min. Liquidity (Statutory) Group

BALANCE SHEET HIGHLIGHTS-KENYA





Q1 2020 Q1 2021

KShs 152 Bn KShs 155 Bn

ASSETS

LIABILITIES

Net Loans &

Advances

2%

7%

KShs 94 Bn KShs 114 BnGov-Securities

KShs 286 Bn KShs 305 BnTotal Assets

KShs 191 Bn KShs 212 BnCustomer Deposits

21%

11%


DTB’s Strategy

72%

15%

12%

1%

0%

DTB Kenya DTB Tanzania DTB Uganda DTB Burundi DTBI

TOTAL ASSETS-SUBSIDIARIES CONTRIBUTION (%)Q1 2021

39

0.9%

0.1%






DTB’s Strategy

40

NET LOAN BOOK-CONTRIBUTION BY SUBSIDIARIES





76%

16%

7%

1%

75%

16%

8%

1%

DTB Kenya DTB Tanzania DTB Uganda DTB Burundi

Q1 2020 Q1 2021


DTB’s Strategy

CUSTOMER DEPOSITS-CONTRIBUTION BY SUBSIDIARIESQ1 2021





70%

17%

12%

1%

DTB Kenya DTB Tanzania DTB Uganda DTB Burundi


DTB’s Strategy

DEPOSIT MIXGROUPQ1 2021

42

Kenya

Group





60%

61%

1%

9%

29%

Fixed Call Savings Current

54%

1%

13%

32%


DTB’s Strategy

P&L HIGHLIGHTS

43





Net Interest Income

Kenya Group

Total Non-Interest Income1.1%

Operating Expenses

Loan Loss provision 68%48%

Profit before Tax (PBT)

Gross Operating Income

Operating Profit Before

Provisions

1%

Profit after Tax (PAT)

3.3 Bn 3.2 Bn

0.9 Bn 0.9 Bn

4.2 Bn 4.1 Bn

1.5Bn 1.5 Bn

2.8 Bn 2.5Bn

0.3 Bn 0.2 Bn

2.5 Bn 2.4 Bn

1.7 Bn 1.6 Bn

5.0 Bn 4.7 Bn

1.6 Bn 1.6 Bn

6.5 Bn 6.3 Bn

2.8 Bn 2.9Bn

4.2 Bn 3.7 Bn

0.7 Bn 0.4 Bn

3.0 Bn 3.0 Bn

2.1 Bn 2.0 Bn

Q1 2021 Q1 2020

5%

7%

5%

10%

6%

-2%

4%

13%

1%

0.5%

-2% -3%

NIM

4.9% 5.0%

12.3% 12.2%

ROE

CTI

COR

NPL

35.2% 37.4%

0.7% 0.5%

11.7% 6.9%

NIM

5.2% 5.4%

12.3% 12.8%

ROE

CTI

COR

NPL

43.5% 46.4%

1.3% 0.8%

10.2% 6.7%


DTB’s Strategy

P&LHIGHLIGHTSGROUP

44

Operating Expenses Credit Impairment (KShs Mn)





46.4%

43.5%

41.5%

42.0%

42.5%

43.0%

43.5%

44.0%

44.5%

45.0%

45.5%

46.0%

46.5%

47.0%

0

500

1,000

1,500

2,000

2,500

3,000

3,500

Q1 2020 Q1 2021

Staff Costs Other Operating Expenses Cost to Income Ratio

13,055

2,937

10,118

7,448

2,938

4,510

Credit Impairment General Provision Specific Provision

Q1 2021 Q1 2020


DTB’s Strategy

P&LHIGHLIGHTS

45

Subsidiary PBT Contribution (KShs Mn)

16% of Group

PBT contributed by subsidiaries





Better top line performance by Uganda has caused the subsidiary contribution to improve in 2021.

86%

6%

5%

2%

1%

84%

5%

8%

2%

1%

KE

TZ

UG

DTBI

BR

Actual Mar 21 Actual Mar 20

4234

5053

228

153

155

354

2,516

2,360


DTB’s Strategy

KEY FINANCIAL RATIOS





Return on Equity

Kenya Group

NPL Ratio

NPL CoverageRatio

Cost to Income

Return on Asset

Fee Income Ratio

Cost of Risk

Loan to Deposit

12.3%

2.2%

11.7%

44.5%

0.7%

21.8%

35.3% 37.4%

73.1% 76.7%

Actual March 2021

12.3% 12.8%

2.0% 2.1%

10.2% 6.7%

45.2% 32.0%

1.3% 0.8%

23.9% 25.4%

43.5% 46.4%

72.5% 76.5%

Net Interest Margin 4.6% 5.0% 5.2% 5.4%

Actual March 2021

Actual March 2020

12.2%

2.2%

6.9%

33.5%

0.5%

22.6%

Actual March 2020


DTB’s Strategy

47

OUTLOOK

➢ Cautious optimism on economic rebound.

➢ Accelerated rate in balance sheet growth in 2021.

➢ NIMS broadly similar to 2020.

➢ Continued efforts to reduce DTB’s cost of funds.

➢ Lower interest yield.

➢ Continued focus on fee income driven by digital products and

services offerings.

➢ Overheads to be tightly controlled with gradual decline in cost to

income ratio.

➢ Cost of risk to remain at elevated levels.





Outlook

Forward-looking statements are not statements of fact, but statements made by the Group based on our current estimates, projections, expectations, beliefs and assumptions regarding the Group’s future performance. No assurance can be given that forward-looking statements will be correct and undue reliance should not be placed on such statements. These statements, by their nature, involve risk and uncertainty, as they relate to events and depend upon circumstances that may or may not occur in the future. Factors that could cause actual future results to differ materially from those in the forward-looking statements include, but are not limited to, changes in (a) global and national economic conditions, (b) our trading environment, (c) future strategies as contained in our strategic priorities and plans included in the strategic trends, (d) interest rates, (e) credit conditions and the associated risks of lending, (f) actual cash collections, (g) gross and operating margins, (h) capital management and (i) competitive and regulatory factors. The Group does not undertake to update or revise any of these forward-looking statements publicly, whether to reflect new information or future events or otherwise. The Group does not assume responsibility for any loss or damage arising as a result of the reliance by any party thereon, including, but not limited to, loss of earnings, profits, or consequential loss or damage.


DTB’s Strategy

48





Outlook

DTB 2020 INTEGRATED REPORT & FINANCIAL STATEMENTS

Scan here to view the Bank’s 2020 Integrated Report on our website for financial performance

and other qualitative information.


DTB’s Strategy

We welcome all feedback via email on [email protected]

mailto:[email protected]

Documents

INVESTOR Q1 2021 PRESENTATION - dtbk.dtbafrica.com