Corporate Social Responsibility Report 2009 More

132 mm 212 mm 11,5 mm 212 mm 132 mm

Deutsche Bank

Global Social Responsibility Investments Building social capital

With a total investment of €81.1 million in 2009, Deutsche Bank regards corporate social responsibility (CSR) Deutsche Bank and its foundations were again among as an investment in society and in its own future. Our goal as the world’s most active corporate citizens. a responsible corporate citizen is to create social capital. Corporate Social Responsibility We leverage our core competencies in five areas of activity.

Report 2009 Sustainability An integral part of all Deutsche Bank activities – in our core Share of total investments per area of activity More than money business and beyond – is being responsible to our shareholders, clients, employees, society, and the environment.

Social Investments Corporate Volunteering A growing number of our employees are committed to civic leadership and responsibility – with the support and Corporate Volunteering Our identity Corporate Social Responsibility – Report 2009 encouragement of Deutsche Bank. Art & Music Social Investments 5 Our mission We create opportunities for people and communities. We compete to be the leading global provider of financial We help them overcome unemployment and poverty, solutions, creating lasting value for our clients, our shareholders, and shape their own futures. 27 39 our people, and the communities in which we operate. Art & Music % Our brand We believe that creativity and inspiration open minds to Deutsche Bank is clear: we are here to perform – in business and innovative solutions. That is why we support art, music, and beyond. We do this with a unique mix of passion and precision. young aspiring artists. This measured approach gives us the confidence to enable 29 agile minds to look beyond the obvious, gaining advantage for Education everyone we work with. We enable talent across all disciplines as one of the most important sources of growth and progress. Education Our values Performance. Trust. Teamwork. Innovation. Client Focus. This CSR Report documents our activities as a good corporate citizen with a presence in 72 countries. We have reported Our promise annually on our social responsibility since 2002. Excellence. Relevant Client Solutions. Responsibility.

Regional split of total CSR investments

Sustainability Ensuring viabil Germany ity

rporate Voluntee Co ring Europe/Middle East/Africa mmitting ourse Co lves

U.K.

ity E 8 iv d at E u e n c ic r a a c b t s l i u i o g n n 12 M in g r t & e a t t l s e r

o n

A F Social capital built t 45 by Deutsche Bank 12 %

S oc nts C ial Investme Asia Pacific 23 rea ity ting opportun (incl. Japan)

Americas

003 8330425 09 Bank Deutsche

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Deutsche Bank

Global Social Responsibility Investments Building social capital

Regional split of total CSR investments

Sustainability Ensuring viabil Germany ity

rporate Voluntee Co ring Europe/Middle East/Africa mmitting ourse Co lves

U.K.

ity E 8 iv d at E u e n c ic r a a c b t s l i u i o g n n 12 M in g r t & e a t t l s e r

o n

A F Social capital built t 45 by Deutsche Bank 12 %

S oc nts C ial Investme Asia Pacific 23 rea ity ting opportun (incl. Japan)

Americas

003 8330425 09 Bank Deutsche

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Highlights 2009 Deutsche Bank Corporate Social Responsibility Group at a glance Key figures

2008 2009 2007 2008 2009 01 Mano Amiga School The Management Basic earnings per share € ( 7.61) € 7.92 Sustainability (see p. 16 et seqq.) 01 03 05 06 07 in Chalco, Mexico Board and Group 74 employees helped Executive Committee Diluted earnings per share € ( 7.61) € 7.59 Assets under management in sustainability-oriented renovate a school for (GEC) have collective funds (in € bn.) 2.7 2.8 3.1 poor children in the ownership for the Average shares outstanding, in m., basic 504 628 Mexican city. implementation and page 70 success of the initiative. Average shares outstanding, in m., diluted 504 655 Environmental data (see p. 29 et seqq. for further page 24 data, incl. foreign branches and German subsidiaries) 2007 2008 2009 02 Memory, New York Return on average shareholders’ equity ( post tax )(11.1 %)14.6 % “Memory,” a work 08 Little Artists, Global carbon footprint1 522,789 415,269 313,5002 Pre-tax return on average shareholders’ equity (16.5 %) 15.3 % 02 08 09 by Anish Kapoor South Africa Global electricity purchases: share of renewable commissioned for In 2009, we were awarded Pre-tax return on average active equity1 (17.7 %) 15.1 % Deutsche Guggenheim the “Business and Arts sources (in %) 7 48 692 in Berlin, kicked off the South Africa Award” Book value per basic share outstanding2 € 52.59 € 57.81 CO emissions resulting from business flights (in t) 95,144 87,441 85,222 10 “Deutsche Bank Series for our long-standing 2 at the Guggenheim” commitment to an art Cost / income ratio3 134.3 % 72.0 %

04 in New York City. program assisting 3 Compensation ratio4 70.6 % 40.5 % Employees (see p. 38 et seqq.) 2007 2008 2009 page 86 disadvantaged young people in South Africa. Noncompensation ratio5 63.7 % 31.5 % Employee Commitment Index (see p. 38) 71 74 77 03 Solar Impulse page 76 In December, the Solar Perception of Deutsche Bank as a responsible Impulse prototype 09 Urban Age, Istanbul in € m. 2008 2009 corporate citizen (Top 2/5) HB-SIA took off for the Researchers, mayors, 11 12 first time – a decisive and architects from Total net revenues 13,613 27,952 Global 76 % 79 % 81 % milestone on the journey 15 nations met in Germany 77 % 79 % 82 % towards a clean future. Istanbul at the Urban Provision for credit losses 1,076 2,630 page 28 Age Conference of Total noninterest expenses 18,278 20,120 the Alfred Herrhausen Corporate Volunteering (see p. 62 et seqq.) 2007 2008 2009 04 Deutsche Bank Society to develop Income ( loss ) before income taxes ( 5,741) 5,202 Towers, Frankfurt joint solutions to meet Volunteer activities of employees in the context The modernization the growing challenges Net income ( loss )( 3,896) 4,958 of the bank’s volunteering programs 02 of Deutsche Bank’s facing the world’s 06 headquarters in fast-growing megacities. In days 19,440 35,738 34,240 04 Frankfurt am Main – page 12 in € bn. Dec 31, 2008 Dec 31, 2009 07 12 the largest project of Global participation rate3 9 % 12 % 14 % 05 its kind in Europe – 10 Digital Concert Hall Total assets 2,202 1,501 will result in one of the A new era of 03 Shareholders’ equity 30.7 36.6 09 most environmentally broad casting began in Social Investments (see p. 72 et seqq.) 2007 2008 2009 friendly skyscrapers January with the unique 6 Tier 1 capital ratio 10.1 % 12.6 % Microfinance: estimated cumulative in the world. Digital Concert Hall. loans (in US $ bn.)4 1. 0 1. 01 1.2 page 29 Concerts of the Berliner Philharmoniker can now Number Dec 31, 2008 Dec 31, 2009 Microfinance: number of borrowers (in m.)4 2.1 2.2 2.6 05 People with be experienced live and 01 Responsibility, Germany in the highest resolution Branches 1,950 1,964 Two-thirds of the and sound quality via Art & Music (see p. 82 et seqq.) 2007 2008 2009 employees in the Private the Internet. thereof in Germany 961 961 Wealth Management page 87 Readers of the online magazine “db ArtMag” 280,550 328,244 329,214 11 Employees ( full-time equivalent ) 80,456 77,053 business unit have Participants in Zukunft@BPhil projects 2,200 2,500 3,703 helped turn this initiative 11 My School thereof in Germany 27,942 27,321 into a huge success. Project, Thailand page 69 Deutsche Bank and its Education (see p. 92 et seqq.) 2007 2008 2009 10 employees supported Long-term rating Dec 31, 2008 Dec 31, 2009 06 Views, Poland the construction of three Participants in training and integration projects 33,896 108,898 274,251 In October, for the fourth schools in rural areas on Moody’s Investors Service Aa1 Aa1 time, the “Views” art the occasion of the 30th Participants in cultural educational projects 80,090 156,703 126,095 prize was awarded to a anniversary of Deutsche Standard & Poor’s A+ A+ young Polish artist. Bank in Thailand. Fitch Ratings AA − AA − And, for the first time, a page 76 CSR Investments 2007 2008 2009

three-month scholarship 1 We calculate this adjusted measure of our return on average shareholders’ equity to make it easier to compare us Total investments (in € m.) 92.8 82.3 81.1 in the Villa Romana in 12 V-Net, Japan to our competitors. We refer to this adjusted measure as our “Pre-tax return on average active equity.” However, Florence was presented. Employees in Japan this is not a measure of performance under IFRS and you should not compare our ratio to other companies’ ratios Investment per employee (in €) 1,121 1,011 1,0 52 page 86 launched a volunteering without considering the difference in calculation of the ratios. The item for which we adjust the average shareholders’ equity of € 34,016 million for 2009 and € 34,442 million for 2008 are the average unrealized net gains ( losses ) on network to create a 1 assets available for sale / average fair value adjustment on cash flow hedges, net of applicable tax of € ( 884 ) million In tons including CO2 equivalents and renewables. 07 ATLAS greater awareness for for 2009 and € 619 million for 2008 and the average dividend accruals of € 287 million for 2009 and € 1,743 million 2 Estimate. The “Accomplished Top corporate volunteering for 2008. The dividend payment is paid once a year following its approval by the general shareholders’ meeting. 3 Representative internal online survey. Leaders Advancement in the region. 2 Book value per basic share outstanding is defined as shareholders’ equity divided by the number of basic shares 4 Since 1997. 08 Strategy” initiative is page 66 outstanding ( both at period end ). 3 supported by Dr. Josef Total noninterest expenses as a percentage of total net interest income before provision for credit losses plus noninterest income. Ackermann and aims 4 Compensation and benefits as a percentage of total net interest income before provision for credit losses plus to increase the pool noninterest income. of women eligible 5 Noncompensation noninterest expenses which is defined as total noninterest expenses less compensation and for the most senior benefits, as a percentage of total net interest income before provision for credit losses plus noninterest income. 6 The Tier 1 capital ratio excludes transitional items pursuant to Section 64 h ( 3 ) German Banking Act. positions in the firm.

DDBA1004_CS3_39L_00_Umschlag_GB.inddBA1004_CS3_39L_00_Umschlag_GB.indd 2 005.05.20105.05.2010 22:04:35:04:35 UhrUhr “It is in our own interest to invest in the stability and prosperity of the societies in which we operate.”

Dr. Josef Ackermann 01 Dialog Building social capital 4 03 Corporate Volunteering Committing ourselves 62

Dr. Josef Ackermann on corporate social Key projects 66 responsibility at Deutsche Bank 6 2009 in review 69 Interview with U.S. economist Robert J. Shiller on the role of banks in society going forward 8 Selected projects 70 Alfred Herrhausen Society: A music project in Istanbul wins the Urban Age Award 2009 12 04 Social Investments Creating opportunity 72

Key projects 76 02 Sustainability Ensuring viability 16 2009 in review 79 Ensuring viability: Acting responsibly 18 Selected projects 80 Our sustainability management system 21 2009 in review 24 05 Art & Music Fostering creativity 82

I. Environmental aspects: Viability and innovation 25 Key projects 85 Our climate strategy 26 2009 in review 89 Sustainable ecological operations 29 Selected projects 90 Comparison of environmental data 34 External statement 35 06 Education Enabling talent 92

Sustainable sourcing 36 Key projects 95 Safety@work 36 2009 in review 99 II. Social aspects: Employability and responsibility 37 Selected projects 100 Deutsche Bank as an employer 38 Human and labor rights 44 07 Supplementary Information 102

Our dialog with stakeholders 45 Awards (selection) 103 III. Governance aspects: Transparency and accountability 46 Company profile and CSR organizational structure 104 Corporate governance 47 Deutsche Bank‘s CSR units and foundations 106 Communication with national and international institutions 48 GRI index 106 Regulatory affairs at Deutsche Bank 49 About this report 111 Compliance and anti-money-laundering program 50 Imprint/publications 112 Risk management 51 Asset management 54 Corporate security and business continuity 55 Data protection 55 Consumer protection and product responsibility Your opinion is important to us. for Private & Business Clients 56 Please participate in our survey Client loyalty and complaint management 57 on the CSR Report 2009 at: www.db.com/csr-survey Sustainability: Products and services (selection) 58

Cover photo: Sustainability ratings and indices 59 “Mith Samlanh” project, Phnom Penh, Cambodia Memberships 60 01

Dialog Building social capital

Investments in our own future Dr. Josef Ackermann, Chairman of Deutsche Bank’s Management Board, on corporate social responsibility at Deutsche Bank. page 6

A force of good for the community Robert J. Shiller, Professor of Economics at Yale University and recipient of the Deutsche Bank Prize in Financial Economics 2009, on the role of banks in society going forward. page 8

The accordion’s message A project for marginalized children in Istanbul wins the Urban Age Award of the Alfred Herrhausen Society, the international forum of Deutsche Bank. page 12 Editorial Investments in our own future

We consider our topmost social responsibility to be internationally society. Equal educational opportunities for everyone are competitive, to earn commensurate profits, and to grow as a indispensible to keep society together. Through numerous company. Only if we are strong can we be a good partner for our initiatives, particularly the “FairTalent” program, we help business and private clients, retain jobs, and/or create new ones. talented young people achieve goals otherwise unattainable Only if we are strong can we create long-term value – for our for them, due to their social backgrounds. shareholders and all other stakeholders: as a provider of attractive financial products and services, as a good employer and a To give people in developing countries and emerging markets taxpayer, and as a sponsor of projects for the common good. a chance to live a better life, we have been active in the area of microfinance for more than a decade. Through our loans and Our second priority as a good corporate citizen is to earn close cooperation with more than 100 microfinance institutions, money in a manner that is both socially and ecologically we help build self-supporting structures. So far we have enabled responsible. The social impact of our activities is of paramount around 2.6 million people to become financially self-sustaining. concern. Enterprises and managers, especially in the financial sector, cannot operate without trust, nor is sustainable economic As a socially responsible corporate citizen, we are also helping success conceivable without it. Trust is based, above all, on to fight climate change. A prime example is the modernization credibility. No amount of profit can serve as an excuse to risk of our corporate headquarters in Frankfurt am Main into one of The corporate social responsibility of banks has become the credibility and reputation of the bank. Therefore, corporate the most environmentally friendly high-rises in the world. a central issue in the public debate around the financial and social responsibility must be an integral part of the way we do economic crisis. All over the world, people criticize the lack business. It must be integrated into our strategy and processes, These are just three concrete examples of the various activities of ethics in business, among enterprises and managers, and and duly considered in all decisions. It must be part of our DNA. in our CSR program, which we present in this report. I invite you especially among banks and bankers. As a result, their standing to read the full report. It impressively shows that Deutsche Bank and the standing of free markets has further diminished. In addition, year for year we dedicate more than €80 million to is aware of the social and ethical dimension of its actions and education, sustainability, and social investments as well as to art takes them very seriously – in its own interest. This is an alarming development. Enterprises do not operate and music – even in times of crisis. This is the third and most in a vacuum; they are part of society. They cannot flourish in a visible part of CSR. Here we make important investments in our parallel world. Banks, in particular, require people’s trust and own future. acceptance. That means they need to serve these people, not only the so-called real economy. With these investments, however, we give more than just money. Supported by the bank, thousands of employees commit Yours sincerely, Deutsche Bank’s motto is “Passion to Perform.” Performance, time, energy, and know-how to numerous non-profit activities. for us, includes the willingness to accept social responsibility. In 2009 alone, they devoted 34,240 days, contributing in their We are aware that, as one of the world’s leading banks, we carry own personal way to our core CSR principle of “building social a special responsibility, and it is in our own personal interest to capital.” live up to this responsibility. After all, the more stable the society in which we operate, the better our chances of success. Thus, We are particularly proud of our CSR investments in education Dr. Josef Ackermann we view corporate social responsibility as an integral part of our and equality of opportunity. Education is crucial to enabling Chairman of the Management Board work – of mutual benefit to us and society as a whole. prosperity and growth and thus to ensuring the viability of our and the Group Executive Committee

6 Deutsche Bank Corporate Social Responsibility – Report 2009 7 01 both short-term and long-term solutions. Health insurance, unemployment Dialog The short-term solutions are the stimulus insurance, retirement insurance … packages and the bailouts. And that is … all these were government programs what we’ve been doing but that’s only that were systematic and they were the beginning. The long-term solution I’d replacing charitable organizations with put under the rubric of “democratizing insurance institutions. This was part finance”. That means making our financial of the development of the modern state. institutions serve the people more I think that this kind of progress is an Interview with Professor Robert J. Shiller completely by broadening the scope of example of applying risk management risks managed and broadening the and being systematic about our “A force of good for the community” coverage in the general population. There responsibilities to each other. That is is a lot of anger at financial institutions what I mean by democratizing finance. but we have to channel that productively. We have to improve the information In your latest book Animal Spirits you The Deutsche Bank Prize in Financial Economics is one of infrastructure, the markets, and finally describe the approach of combining we need better retail products that are economics and psychology. Does this the most prestigious awards of its kind. It honors economists designed for the 21st century. have any implications for how a bank whose work has influenced research in financial economics, should or could be managed now “Democratizing finance” – what and in the future? leading to fundamental advances in theory and practice. The does that mean? I think that psychology is fundamental to award has been presented biennially by the Center of Financial For me this means advancing the capitalist economics and that every financial product system. Financial theory should be the has to be human-factor engineered. The Studies in partnership with the Goethe University Frankfurt, since core of our thinking in how to improve the term human-factor engineering is used 2005. In 2009, Robert J. Shiller, Arthur M. Okun Professor of situation. There is a long tradition going in engineering schools to refer to how back thousands of years that a good person one designs basically anything to be used Economics at the Cowles Foundation for Research in Economics is charitable and donates some of his or by real people. When people started to at Yale University and Professor of Finance at the International her money to the poor or the suffering. build cars they designed them in such a And it is good that we have these moral way that when you let go of the steering Center for Finance of the Yale School of Management, received feelings. But business doesn’t run that way. wheel, the car would just straighten out the award. In the following interview Shiller shares his views on The charitable impulse is inadequate to and continue on a straight path rather the risk management problems we face. than do something erratic. That’s because the role of banks in society going forward. So I want to have a system that is based sometimes people would let go of the on insurance and risk management. One steering wheel. The same thing has to be of the greatest achievements in Europe done in finance. Financial products have during the 19th century was the progress to be designed for human inattention, in social welfare, when the principles of human error, and human impulses – like insurance were brought in on a systematic bubbles that occur from time to time. scale.

Professor Shiller, the banking industry is importance of the systemic effects that You also predicted that it will take between entering a new era. After the G20 meeting caused this crisis and they promised to five and ten years to implement everything in Pittsburgh last year it became clear that continue the stimulus packages as long that needs to be changed. That is quite a the regulatory environment would change as necessary. That was more than you stretch given the fact that between the last significantly. What was your initial reaction might expect from a meeting involving two serious crises – the dotcom bubble at that moment? all these nations. and the housing bubble – there were only The level of agreement throughout so six years. many different nations was an inspiration. In a recent interview you predicted Getting things changed in the financial Now we seem to have a functioning a stronger and better economy through world is so hard to do. There are so many community of nations that includes the innovation within the regulatory laws and regulations and existing developing world. And a major part of environment. What gives you that institutions. We don’t have a roadmap for their recommendations was to expand confidence? this. It is going to be something that we the authority of the developing world in I think the financial crisis ought to be discover as we go along. I’m looking back the IMF and the World Bank. The G20 is considered an opportunity. The idea is at the Great Depression and I’m thinking emerging as a leading world organization not how to get changes made when particularly of the U.S.: some of the most for economic cooperation. business seems fine but when it’s in crisis. important changes came not until five I was hoping that we will see a pick-up years after it started – the SEC for example Is there a historic chance now to make a in measures that advance our financial was created in 1934. It took 11 years “New Deal” on an international level? system. It is a little disappointing so until in 1940 the Investment Company Well, you could be cynical about it and far because bailouts are not advances. Act came in. say this was just talk. But it seemed to That’s just trying to prevent the ship from have an enlightened tone to it which sinking. I’d like to see the shipbuilding What would a roadmap look like? was not anti-business. What came across technology improved. It has not happened I described that in my book The Subprime to me was that the G20 recognized the so much yet. Solution. In that I said that we have to have

8 Deutsche Bank Corporate Social Responsibility – Report 2009 9 Robert J. Shiller’s empirical 01 work on asset pricing and related Dialog macroeconomic risks is of great academic and practical value. As far back as 2000, at the height of new economy euphoria, he foresaw the market collapse. He also issued an early warning about the pending bursting of the property bubble in the U.S. and the severe financial crisis arising from this development. Shiller also played a major role in developing one of the most important property price indexes in the U.S., the “Standard & Poor’s/Case-Shiller Home Price Index.”

Deutsche Bank Chairman Dr. Josef Ackermann and Prof. Jan Pieter Krahnen from the Goethe University in Frankfurt am Main present the award to Prof. Robert J. Shiller

In modern banking computers do a Economic Forum was signed by 36 How has the role of bank’s corporate social Is CSR reflected enough in the way banks shareholders will also reasonably expect The Deutsche Bank Prize in Financial lot of the work. Is that a way to factor companies, including Deutsche Bank. responsibility changed during the crisis? do business today, especially when it that the firm will treat other parties fairly Economics which you were awarded in out the human factor? That report offered a corporate And how must this responsibility change comes to issues like sustainability in a bank’s and sympathetically, and behave as an late September 2009 is a very prominent No. Computers are ultimately there to citizenship plan of action. further and look like after the crisis? environmental, social, and governance integral part of a community. initiative in Deutsche Bank’s CSR program. serve people. So they have to be human- The crisis has particularly hurt the more behavior? What are you going to do with it? And factor-engineered as well. The idea that Deutsche Bank invests €80 million vulnerable people in our society, who may I can’t account for all that goes on in the The motto of Deutsche Bank’s CSR we are not talking about the money but the we are moving into an information age yearly on sustainability, corporate be unemployed and have lost their homes banking world. My impression is that there program is “building social capital.” reputation that follows. with a lot of computational possibilities volunteering, social activities, art and as well. I think that the public now expects is a lot of variability in social purpose By that we intend to contribute to our I guess I take it as an encouragement could make us forget that ultimately it’s music, as well as educational more consideration of their needs. across banks. There are a lot of different own business success in the long run. to continue the things that I have been people who drive the economy. Part of programs. Is that a way to help rebuild corporate cultures, and the issues you Is that wishful thinking or an integral doing. I am a professor, I am preparing the problem that we are facing is that the trust in the financial system? Which are the expectations of the public, mention are sincerely embraced only by part of the core competency in modern young people for a career in finance or economics profession has started to think To me it is encouraging that there is this including professional economists, towards some, who have the right leadership. banking? banking or insurance. I am trying to of people as if they were computers. They seriousness about social responsibility an international bank’s CSR strategy/ I do not think that this is wishful thinking. develop a concept for their careers in these have lost track of the fact that we also at Deutsche Bank. There are economic program today – taking into consideration Is the idea of shareholder value dead? The success of any business requires that industries that makes them part of a have a human side that is not predictable theorists who find that there should be no what triggered the crisis and what is still And is it a realistic option to replace it with the employees identify with that business better society. What I am trying to teach and not completely rational. charity offered by corporations because happening? the idea of stakeholder value? and believe in it and in its moral purpose. them about finance is that this is an that is the province of shareholders. They Many people have come to expect great Directors do have a duty of loyalty to George Akerlof and Rachel Kranton evolving technology which is central to The public image of the financial industry get the dividends so they should support things from our banks, and service to their shareholders. People who subscribe in their 2010 book Identity Economics: our civilization. That’s my longer-term suffered like never before in our lifetime – charity. But in reality it is not possible to all people. Think of the microfinance capital to a firm do so with certain How Our Identities Shape Our Work, mission. And if this prize helps me to bring and on a global scale. How can global make an entirely clear distinction between revolution, and the Grameen Bank. Mu- expectations, and want to see that the Wages, and Well-Being, define insiders that across more effectively – all the better. banks rebuild trust? what is appropriate for the shareholders hammad Yunus, a banker, won the Nobel money is used for the intended purpose. and outsiders of a firm in a revealing way. banks have to serve the people better, as opposed to the bank. I think CSR has to Peace Prize in 2006. That may be even They have the right to expect that the An insider is someone who thinks he or that means better attention to everyone, be part of a bank’s principles. And the better than the Nobel Prize in economics directors make profits for them, as is their she should work for the firm. An outsider not just major interests. I believe that leadership that people who run banks in terms of the idealism it represents. usual expectation, and they have the is someone who thinks only about him banks have actually been in many senses show in that dimension has profound Unfortunately, many banks were very far right to decide if and when some of their or herself. To be successful, a firm must moving that way, even long before the effects. Some may feed back into from that ideal in the years that led up to share in the profits is given to charity. transform outsiders into insiders, and financial crisis. A 2002 Report on Global Deutsche Bank’s profits and some into the crisis, and still are. Shareholders can do that themselves with doing that requires that they show that Corporate Citizenship from the World our society. their dividends received. But these same they are a force of good for the community.

10 Deutsche Bank Corporate Social Responsibility – Report 2009 11 01 Dialog

Urban Age The accordion’s message

A music project for marginalized children in Istanbul wins the Urban Age Award 2009 of Alfred Herrhausen Society, Deutsche Bank’s international forum.

Grandmother Hatice Günaydın in the front yard of her house in Edirnekapı, Istanbul; music student Yunus practicing (left): ”I want to get into a national orchestra” Hatice Günaydın stands in her front yard What’s brought about this change is a peers, and has helped build a sense and explains how things used to be for community initiative, ”Baris¸ Íçin Müzik” of community among the district’s her and her granddaughter Rabia. Her (BIM – “Music For Peace”), which on inhabitants. And the primary weapon house is in Edirnekapi, a poor district of November 4, 2009, was declared winner in this context? The accordion. dilapidated buildings slumped against of the year’s US $100,000 Deutsche Bank the ruined Byzantine walls and around Urban Age Award on the eve of the Urban Baki’s idea was for as many children as the ancient churches and mosques at the Age Conference in the city. The project possible to get a free musical education, western edge of the Old City in Istanbul. was founded four years ago by Turkish regardless of potential. He was put in Unemployment is crushingly high, as are architect Mehmet Selim Baki, who gave touch with the director of a primary school crime levels. “I couldn’t let Rabia out of up his practice and a substantial part of in Edirnekapi who was very supportive. my sight,” says Hatice Günaydın. “Small his personal wealth to oversee and Baki employed a teacher to run lessons kids like her on the streets around here develop it. BIM has since given children on the accordion, which is provided got recruited to sell drugs, then started of seven to ten in the area an incentive to for free and an ideal first instrument for taking them, some were even abducted. carry on their education, provided them teaching basic Western musical notation Now it is so much safer around here with a safe haven from the streets, where and theory, yet capable of being taken and my mind is much more at ease.” they are fed and can socialize with their home by a small child to practice.

12 Deutsche Bank Corporate Social Responsibility – Report 2009 13 Expressing Deutsche Bank’s international partners across a range 2005, is just one of the society’s areas launched the new conference “I Think 01 worldwide commitment of fields, including policy, academia, of activity. Other key projects include About Germany” (“Denk ich an Dialog The Alfred Herrhausen Society and business, organizing forums for Foresight, which, in the light of the last Deutschland”). The conference focuses (AHS) takes its name from the former discussion worldwide. It forges decade’s major shift in power from the on Germany’s strengths, weaknesses, Spokesman of the Management Board, networks and creates temporary West to other regions, aims to foster and problems. Its goal is to present an and was established by Deutsche Bank institutions to help find global better multilateral understanding, to objective but passionate assessment of after his assassination by terrorists solutions and targets future decision promote a fairer and more functional German politics, business, and culture – 20 years ago. Dr. Herrhausen was a makers while also seeking to make its international order that recognizes and from a German and international staunch advocate of corporate social work accessible to the wider public. accommodates the values and perspective and free from any “ban on responsibility. The non-profit AHS Its Board of Trustees is chaired by preferences of the different global thinking” by political parties. functions as Deutsche Bank’s Dr. Josef Ackermann, the Chairman players in a “multi-polar world.” More details on the society’s work international forum on new forms of of Deutsche Bank’s Management Foresight pursues this aim through and forthcoming events can be governance in response to the Board, and composed of high-ranking a program of events, research, and found at: www.alfred-herrhausen- challenges civil society faces in the personalities with cultural, business, publications. gesellschaft.de/en 21st century by tracking emerging scientific, and media background. In 2009 the Alfred Herrhausen Society, trends and identifying themes for Urban Age, run in conjunction with together with the German newspaper analysis and debate. It works with the London School of Economics since Frankfurter Allgemeine Zeitung,

Meanwhile, he refurbished the school’s at outdoor concerts in the streets, their trends in South-East Europe, the Eastern successes. Hence the presence of mayors basement to contain a performance families and the wider community have Mediterranean, and the Middle East. from previous conference cities at this studio, tutorial rooms, a kitchen, and an been drawn into what BIM is seeking As in previous conferences in cities such one to share what they have achieved. instrument repair workshop. to achieve. A new building is going up to as New York, Shanghai, Mexico City, provide a hub for BIM’s activities and Johannesburg, and Mumbai, an extensive Back in Edirnekapi, BIM is developing its The project has gained a self-perpetuating the foundation Baki is setting up to take range of Turkish and international experts own local network in the neighborhood. life. BIM now operates in three schools in them over on a more formal footing. gathered there on November 5 and 6, “This award will enable us to expand our the district. Of the 250 children who have 2009, to wrap up a year’s research and horizons even more,” says Baki. “We will passed through the classes so far, some The problems for Edirnekapi’s inhabitants analysis of the key issues arising from further grow our activities here. But have gone on to schools specializing in stem principally from falling between Istanbul’s recent growth. They included above all, we want others to come and music and a number come back to help Istanbul’s rapid economic development economists, sociologists, urban and use our knowledge and experience in in the lessons and are being supported and its drive to preserve its historical transport planners, and architects. They their own communities.” BIM is already to train as assistants or pursue a career and cultural heritage. Consequently it has explored among other areas its transport helping a group in Tunceli, a small as certified teachers. Collaborations missed out on the benefits of urban Mehmet Selim Baki, infrastructure investment, commercial city in the remote mountainous Eastern have been formed with, among others, the renewal that might be associated with founder of the awarded and residential developments in outlying Anatolya region, to start something nationally renowned Akbank Chamber either. It is typical of the challenges facing „Music For Peace“ project; enclaves, and social inclusion for its similar. Baki is convinced that the Urban Orchestra. all fast-growing major cities in the 21st view over Istanbul with culturally diverse population. Age Award of Deutsche Bank’s Alfred New Mosque (Yeni Cami) century. Istanbul as a whole provided a and Galata bridge (top left) Herrhausen Society will promote his idea “Yet the music is still just a tool for logical location and focus for Urban Age Deutsche Bank’s involvement in Urban even further: “We’d like to see our model creating social engagement, social justice, in 2009, the worldwide project including Age stems from the fact that successful replicated across the country, and the and consequently peace,” says Baki. annual conferences investigating the banks need successful cities as much as recognition that will come from winning Take Yunus, a lively nine-year-old. He had future of cities, run under the joint auspices nations and economies do. The Urban Age the award will give it the added credibility dropped out of school soon after starting. of Deutsche Bank’s Alfred Herrhausen conferences and the Urban Age Award to achieve that.” Then he heard about the music classes and Society, which also administers the award, are helping create a grammar for success was desperate to join but there was a deal: and the London School of Economics. for those governing them and managing he had to go back to school first. Now he’s the contradictions raised as they all strive thriving at both and has big ambitions: Istanbul, London, and Paris are the only to preserve the past, seize the present, and “I want to learn the cello then get into a three European megacities. Istanbul’s build for the future. And central to that national orchestra.” Meanwhile, whether strategic location also makes it a vital is promoting a network between them from hearing the children practice or reference for understanding urban so they can share their experiences and

14 Deutsche Bank Corporate Social Responsibility – Report 2009 15 02

Sustainability: Ensuring viability

World-renowned architect and designer Mario Bellini from Milan always makes sure in his projects to create space for the hopes and possibilities of the future. To him, renovating existing buildings is a way to preserve the integrity of urban structures and realize the highest possible environmental standards in construction at the same time. He managed the refurbishment of the Deutsche Bank headquarters in Frankfurt – a lighthouse project of sustainable architecture. 02 69 percent 77 points 2nd place Deutsche Bank has several key goals Our direct and indirect impact Sustainability of all energy bought in the Commitment Index. Sustainalytics, one of in the area of sustainability. They include We view sustainability as an entrepreneurial by Deutsche Bank The index measures the the internationally leading comes from renewable degree of loyalty our rating agencies in the a transparent and open dialog with the activity that ensures our business success sources. employees feel towards field of sustainability, public, a representative and appealing in the long term and in a responsible Deutsche Bank. In 2009, rates Deutsche Bank working environment for employees, manner. To achieve this, each employee it reached its highest as the second-best and high standards for energy efficiency must have the opportunity to shape his level so far, in spite of company among 93 the challenges related to financial services and environmental design. These or her daily work in an environmentally the financial crisis. providers that were objectives are also reflected in the work and socially acceptable manner and to Ensuring viability: surveyed. of the team of architects responsible make business decisions under sustainable for modernizing Deutsche Bank’s perspectives. Acting responsibly headquarters. The same sustainability criteria that we have applied to our In many areas, we can make a direct buildings are firmly anchored in our impact. One of them is operational corporate strategy, structures, and ecological protection. We have set processes; they are, so to speak, part ambitious goals to enhance our of our DNA. employees’ awareness of the fundamental importance of sustainable operations For us, acting sustainably also means and to make all our business operations change. It is a process that, once in motion, climate neutral by 2013 (see pp. 31/32). never ends and becomes an active part of life and work. Only in this way can we We are aware that our business responsibly make decisions that create operations contain ecological, social, a balance between economic interests, and governance aspects that can sustainability, and social responsibility. indirectly affect our employees, clients, It was in Mario Bellini’s Milan office that the plan for the Architect and designer Mario Bellini: He developed refurbishment of Deutsche Bank’s towers was developed. “The the plan for transforming Deutsche Bank’s headquarters entire project challenged us to modify our thinking in many into one of the most respects,” says the Italian star architect and designer. The two environmentally friendly high-rise buildings in the world skyscrapers should not just reflect the bank’s strong corporate identity and be preserved as iconic buildings of the Frankfurt skyline; the refurbished buildings should also underline the bank’s commitment to sustainability. That alone, however, would not have been enough for Bellini. The comprehensive and radical renovation of the towers was meant not only to fulfill new functions, but also to embody their dynamic attitude toward the future. In short, it should give them a new life. And it will. Take the redesign of the ground floor, for example: Two floating bridges cross a steel sphere and connect the towers, thus creating a spectacular foyer. At the same time, the building opens toward the adjacent public area. “For me,” says Bellini, “this is just as much part of an innovative approach as the exemplary environmental design of the building.”

18 Deutsche Bank Corporate Social Responsibility – Report 2009 19 Mission statement on sustainability aspects in our everyday business. sustainability implies a clear 02 We believe sustainability means future We review and continually improve commitment to developing Sustainability viability – with the aim of ensuring that our everyday work procedures sustainable concepts. future generations enjoy a healthy according to sustainability-related Our proactive cooperation and environment as well as stable economic criteria. We are committed to solution-oriented dialog with and social conditions. We are committed ensuring our staff members enjoy international partners reflect our to this guiding principle. a healthy work environment, with sense of global responsibility. Taking sustainability into account serves legal requirements as the absolute to secure our long-term corporate minimum in this respect. As far as value and reputation. Sustainability possible we use the most eco-friendly is an integral component of our technology with the aim of preserving business decisions. We go beyond natural resources. legal requirements in taking into We regularly monitor our operations account social, ethical, and ecological and goals. We also believe that

Deutsche Bank’s sustainability approach

Sustainability = ensuring viability Our sustainability management system

Environmental aspects = Social aspects = Governance aspects = Clearly defined structures, processes, Our sustainability management system viability & innovation employability & responsibility transparency & accountability and responsibilities are necessary according to ISO 14001 to anchor sustainability in a company. For this reason, Deutsche Bank has established a comprehensive sustainability Commitment to uality manag al q em management system in all its business ot e Financial human & labor Sustainability T nt Intermediary rights management system units worldwide. The system ensures that all our employees make their decisions Eco Efficiency Employer Corporate Manager responsibility governance in compliance with our sustainability Plan Do strategy standards and recognize these goals & imple- Climate Sustainability Compliance & measures mentation Ambassador training & dialog risk management as an integral part of our business strategy. Moreover, our management system guarantees that our strategy is Assess Check implemented as effectively and efficiently management internal & as possible and that our performance is reviews external audits constantly improved – whether it is the management of our company, the IS consideration of social issues, product O 1 nts 400 eme shareholders, and society as a whole. sustainability. The financial industry, as The sustainability strategy of Deutsche development, risk management, or 1 requir In order to operate responsibly, we have a provider of capital for investments and Bank is based on the ten principles of the operational environmental protection. developed methods for operating in an projects in the field of climate change, “Global Compact,” the UN initiative for ecologically and socially responsible way plays a key role in efforts to create a low- social commitment in the global economy. The beginning of our commitment for whenever possible. emissions society. As one of the founding members, we are sustainability aspects date back to the committed to respecting and implementing 1980s. In 1999, Deutsche Bank was the Active in environmental, When it comes to social commitment, these principles in the areas of human first major German bank to establish a social and governance areas the focus is on people – employees, rights, suitable working conditions, management system that was certified We aim to entrust not only a healthy clients, shareholders, and society as a environmental protection, and fighting according to the ISO 14001 standard environment but also stable economic whole. We need to deal with everyone corruption. and that also included the topics “social” and social conditions to following in a responsible manner and work and “governance.” generations. We are fully committed to together to achieve a stable economy For that, we have introduced in all More about our sustainability history at this guiding principle (see p. 21). In with a social foundation. business units across the Group a www.banking-on-green.com/sustainability our daily operations, we are guided by comprehensive management system the so-called ESG (environmental, In the area of governance, our goals to minimize risks in ESG areas, assess Our mission statement on sustainability social, governance) principles. are transparency, accountability, and risk success, and continuously improve our forms the basis of our management management. We are in full compliance strategy. Acting sustainably is never system. It provides the framework for the Environmental and climate protection are with all requirements and continuously static but always in motion. identification of relevant topics in the so- among the most pressing global challenges develop structures to ensure that we called ESG areas, from which the medium- of our time. We want to contribute to operate in a reliable and responsible and long-term goals and measures of solutions with a focus on innovation and manner. our sustainability program are derived.

20 Deutsche Bank Corporate Social Responsibility – Report 2009 21 ISO 14001 certificate 02 Every year, we have our Sustainability sustainability management system and the implementation of our program reviewed by internal auditors from the area of Group Sustainability as well as by an independent certifier. The certifier not only examines conformity with ISO 14001 standards but also checks the extent to which we have achieved the goals set in all ESG areas and made improvements. Goals 2008–2011 (selection) In addition, the audits point to areas for potential optimization. Again in 2009, the periodic audit Sector Status in 2009 Goals until 2011 verified our compliance with all mandatory standards DWS/ With a total of €3.1 bn. as of December 31, 2009, we were once more – Further increase of the sustainably managed funds volume until 2011. DB Advisors able to increase the managed assets in our sustainable funds/thematic depending on market development funds, and to increase the managed sustainable assets in the domain of – Integration of the UN Principles for Responsible Investment (PRI) Corporate Bonds (fixed income). We enhanced our investment process into the investment process

for sustainable funds through the inclusion of CO2 analysis, and – Future expansion of our range by building Multi Asset Products expanded our global research database, G-Cube, by implementing a and ESG Advisory (service)

CO2 rating. This helps fund managers to assess companies with regard to their competence when handling climate-change-related issues.

Global Banking/ By implementing a total of 28 wind power projects, supporting a number – Introduction of further sustainable products /projects for Asset Finance & of solar projects (producing up to 70 megawatts) in Spain and Italy, and the utilization of regenerative energy and energy efficiency We implement our strategy systematically, Sustainability Officer is responsible Leasing (AFL) developing a wind farm in Canada, we have been able to confirm our – Expansion of operations and know-how transfer in growth position as one of the leading financial services providers in the field of regions for instance by anchoring sustainability for implementation within the bank. The renewable energy. criteria and our self-commitment to goals of our program and the measures comply with internationally recognized for implementing it are agreed between Global Banking/ In 2009, we trained our relation managers on the issue of sustainability. – Further intensification of our cooperation with other business Public Sector Moreover, we systematically offer our products and services from the divisions with the aim of developing sustainable products standards in our internal guidelines. the responsible manager and the Group field of sustainable investments, building efficiency, and renewable – Hosting client events in order to present our sustainability-related www.banking-on-green.com/governance Sustainability Officer and are fixed in energies to our clients from the public sector as well as from the church products writing for a three-year period (see figure). and social sector. Controls and functions of our Global Markets By managing over 50 projects with more than 200 million Certified – Maintaining and further expanding our leading position in the sustainability management system Today, our management system spans Emissions Reductions (CER) and Emission Reduction Units (ERU), we have field of global emissions trading Since Deutsche Bank attaches great the infrastructure and divisional functions been able to confirm our leading position in the field of emissions trading. importance to sustainable operations, of Deutsche Bank worldwide. For the Global Transaction In the context of numerous transactions covered by export credit – Keeping and further expanding the STEF position in the financing the main responsibility for it lies with current recertification cycle 2008 to 2011, Banking/ agencies, we offered financial solutions to clients primarily in developing of health, infrastructure, and environment-related projects, therein the Management Board. The Group we aim to integrate the system more Structured Trade and emerging market countries with the aim of building new equipment focusing on the field of renewable energies effectively at the regional level. For example, and Export Finance or replacing outdated equipment with new, environmentally friendly – Intensification of the joint venture/cooperation with AFL in the our Italian locations will be certified in (STEF) technology in accordance with the World Bank and OECD guidelines. renewables energy sector, and with Global Markets in the global STEF financed several projects in the renewable energies domain as emissions trade domain 2010. Additional regions such as Spain, well as in the health and infrastructure sector. Japan, and South Africa will follow in the same year. We achieved a major goal Private & When providing financing and offering investment advice, we – Further integration of sustainability criteria into our product portfolio last year: with a new online-based Business Clients increasingly incorporate sustainability-relevant aspects, for instance – Augmenting sales of sustainability-oriented products when giving advice to our clients about public funding programs, – Assessing the practicability of climate-friendly projects learning system, we were able to make and procuring them. our employees more aware of sustainability and to inform and train Private Wealth On the basis of the sustainability audit carried out by oekom research AG – In addition to the continuous improvement of sustainability Management (extensive cooperation since June 2009), we launched the safety-oriented research for clients, targeted expansion of the wealth management them accordingly. The program, sustainability fund “WvF Rendite & Nachhaltigkeit” in September 2009, division with sustainable investments, and of the fund investments which has been available since 2009 in order to even better meet the needs of the investor groups from the division Sustainability management system: control and functions on our internal platform “db Learn,” foundation sector, but also of business and private clients. – Offering more “green” shares and investments not only shares a wealth of knowledge We expanded our commitment concerning the choice and offering of – Intensive raising of awareness among our clients around the issues closed investments in sustainable photovoltaic facilities and forestry of sustainability and ethical investments but also illustrates how important as well as in investments aiming at climate protection and sustainable Management Board sustainable action is for the success and building efficiency. future of the bank. In this way, it helps to Human Resources In the field of talent management, we expanded our focus from senior – Global implementation and intensification of a consistent talent ensure that ESG aspects are considered executives to specialized personnel and middle management. Moreover, management approach across all the bank’s divisions in all our activities – across all hierarchical we took measures in order to enhance the quality of the process and of Environmental Group Sustainability Group levels, business units, and markets. the development schemes. Steering Group Sustainability Officer Reputational Committee Risk Risk Management The strategic linkage of the sustainability management to the Group-wide – Continuous assessment of all relevant guidelines regarding (ESC) Committee “Group Reputational Risk Committee” established another basis to sustainability criteria (GRRC) incorporate ESG requirements into our business activities even more. – Regular reporting about sustainability risks as well as about the Unit Sustainability Officers Thanks to the reworking and expansion of our credit directives, we were corresponding decisions to the Group Reputational Risk also able to integrate sustainability aspects to a larger extent into our Committee and the Group Credit Policy Committee Infra- Business Regional credit assessment processes. structure Units Units Units Sustainability By optimizing our structures and processes, we were able to identify – Further anchoring of sustainability within decision-making management ESG risks even more timely and to take countermeasures. committees – Intensification of the dialog with stakeholder groups (see pp. 22, 24) reporting lines; flow of information

22 Deutsche Bank Corporate Social Responsibility – Report 2009 23 In focus: “Carbon Counter” Institute of Technology, the “Carbon 02 Out of sight, out of mind: greenhouse Counter” displays the real-time Sustainability gases are invisible. However, the running total of long-lasting GHG increase in emissions is changing our concentrations in the Earth’s climate – with serious consequences atmosphere. Public support for a for mankind and the environment. shift toward a low-carbon economy In order to raise public awareness of will encourage governments and this challenge, we have mounted companies to take active measures 02 a 21-meter-high billboard close to to curb emissions. Madison Square Garden in New York www.know-the-number.com as part of our “Know the Number – Slow the Number” initiative. Launched in June 2009 in collaboration with scientists at the Massachusetts

Sustainability: 2009 in review

Banks faced challenging market conditions and climate ambassador, and the end, we launched the “Accomplished Top again in 2009, the third year of the global importance we attach to sustainability Leaders Advancement Strategy” (ATLAS) financial crisis. Nevertheless, we continued and innovation. program in 2009. Its goal is to groom to pursue our goals – and with considerable female candidates for executive positions success: in the ratings of the leading sus- With DWS Investments and DB Advisors, within the bank. tainability agencies SAM, Sustainalytics, we are among the world’s leading asset and oekom research, we were able to managers, handling assets in sustainable Furthermore, we intend to expand strengthen our position. And even with funds and thematic funds worth our product range increasingly around stricter regulations in areas such as risk €3.1 bn. (as of December 2009). The sustainable investments and services management, corporate governance, realization of 28 wind energy projects and give greater focus to potential and compensation systems, we further and the support of numerous solar energy business in these areas among our private advanced our standing as a leading player projects confirm our strong position in and business clients. in the international financial industry. the area of renewable energy. Our goals for the future Again in 2009, we actively participated in Despite the special challenges that have Our current sustainability program runs the climate debate and in efforts to create confronted the financial industry, our from 2008 to 2011. For 2010, our concrete the necessary requirements for a low- employee commitment index achieved its goals include the following: carbon world. Our Vice Chairman and highest level ever in 2009, with 77 points head of the Environmental Steering (out of 100). Moreover, we increased our We aim to achieve certification of our Committee represented our interests at attractiveness as an employer, contrary sustainability management system in the Copenhagen climate summit. to the industry trend. According to an Japan and South Africa. Additional industry ranking by Fortune Magazine, locations in Europe, South America, and To give greater consideration to the we rose from 16th place to seventh place Asia are planned by the end of 2011. growing relevance of climate risks in our among the “most admired banks.” review of risks, we created the “Green We intend to further reduce our carbon Filter” in 2009. As part of our corporate What we will improve footprint by 20 percent compared with guidelines for managing reputational We will remain focused on implementing the 2007 reference year. I. Environmental aspects risk, the filter helps us determine to what and continuously enhancing our extent certain transactions contribute sustainability strategy. We also aim to We seek to improve the quality of our To be prepared for the future, to improving CO 2 efficiency. bring our sustainability management development programs for employees system into greater regional alignment and consistently implement and Deutsche Bank is setting an Together with 11 other companies and with the ISO 14001 standard. Moreover, improve our talent management strategy important course in the field the Desertec Foundation, we launched we will invest further in reducing our across the bank. of ecology. With our climate Dii GmbH in 2009. The highly promising carbon footprint, with the goal of making strategy, we strive to be a role energy project aims to provide a secure, our operational business activities We will continuously monitor and model in our daily activities as sustainable, and environmentally, friendly climate-neutral from 2013 onwards. expand our relevant guidelines according well as in our core business source of energy from the deserts of to sustainability criteria. and in our communication northern Africa and the Middle East. As With targeted initiatives, we aim to processes. a Dii GmbH shareholder, we underscore give women greater access to middle and our competence as a financial intermediary upper management positions. To this

24 02 Sustainability

I. Environmental aspects: Viability & innovation

Fields of activity within our climate strategy

Deutsche Bank recognizes its responsibility to act in the field of climate change and supports its stakeholders in taking the respective steps – by the integration of this approach into all business processes. Our climate strategy is an essential element of our future-oriented, sustainable business strategy.

infrastructure and are increasing our comes to strategic climate-related issues. – In June 2009, we hosted the first use of renewable energies. We are relying The CCAB consists of ten experts from Deutsche Bank Leadership Forum. on resource-efficient solutions that also the business world, from the political and Approximately 100 top executives and Financial Intermediary Eco Efficiency Manager Climate Ambassador pay off from an economic point of view. from the academic sphere, as well as from renowned climate experts debated – Green technology/renewables – Energy efficiency in buildings – Informing clients and the general public (website After its reconstruction, Deutsche Bank’s industrial nations and emerging markets the issue of “Growth in a low-carbon “Banking on Green,” DB Research, mandates) Group headquarters in Frankfurt am such as Brazil and China. economy.” – Energy efficiency in buildings – Eco-efficient IT Main will provide our employees with a More about the CCAB: – We participated extensively in the – Proactive dialog with decision makers and working environment where little energy www.banking-on-green.com/ccab discussion on regulations in the domain – Emissions trading – Use of renewable energies regulators is consumed and where each individual of climate protection and strengthened – Infrastructure for natural resources – Neutralization of inevitable emissions – Raising awareness among our employees person has the opportunity to minimize Activities in the context our pioneering position. through strictly regulated certificates (e. g. Intranet platform “A Passion for the Planet”) his or her “carbon footprint.” of our climate strategy – The Vice Chairman and Head of – Support of innovative projects In 2009, we continued to expand the Deutsche Bank’s Environmental (e. g. “Power from the desert”) – Climate neutrality of our global business – Communicating with shareholders and investors operations from 2013 onwards Climate Ambassador: As a knowledge- activities for the implementation of our Steering Committee participated – Principal investments (e.g. private equity, – Supporting innovative projects (e. g. Solar Impulse) based business with top-level research climate strategy: in the UN climate summit in Copenhagen. asset management activities, corporate departments, we consider it our duty to – Our commitment to financing renewable Moreover, he was appointed to investments, M&A deals) pass the “climate message” on to all of energies was intensified thanks to be a member of the UN’s so-called our stakeholders. On this note, we are the acquisition of several considerable “High Level Advisory Group.” This trying to establish an active dialog with mandates in Europe and the U.S. With committee’s task consists in initiating our clients, employees, shareholders, Deutsche Bank’s help, several renewable and implementing the financing of and the general public. We achieve this, energy power plants are planned to climate-change-related measures that for instance, through the mounting of be built. were agreed upon in Copenhagen. the “Carbon Counter” – a real-time counter – A newly established “Clean Tech Our climate strategy of greenhouse gas emissions – right Team” coordinates and oversees our Climate change: in the middle of New York. It depicts the Group-wide activities in the field an issue fundamental to the future current global concentration of long-lasting of “green technologies.” Our globally We are convinced that climate protection In 2009, all eyes were on the UN climate strategy follows a three-fold approach greenhouse gases in the atmosphere on operating and interconnected team is will continue to be a growth market, summit in Copenhagen. Afterwards, many to meet the requirements of the various a billboard and in this way raises public striving to win further market share and regardless of the strained situation of the observers were disappointed that no complex issues linked to climate change. awareness about climate change (see p. 24). to support clients in accessing our global economy. Moreover, in the course binding program could be implemented “Renewables Platform” when they of the next two or three years, the activities to replace the Kyoto Protocol, which Financial Intermediary: Developing Structures for implementing and decide to face the challenges that linked to stemming global warming could is ending in 2012, and that no global “green technologies” and locations for strengthening our climate strategy are coming with climate change. turn into the driving force of global econo- greenhouse gas emissions reduction the use of renewable energies is costly. With regard to our commitment to – In the domain of emissions trading, mic recovery. These are further reasons target could be agreed upon. However, We provide capital for financing projects climate protection, we established the we were able to continue to secure our for us to pursue our goal of becoming one some positive aspects should be as well as the liquidity necessary in the Group-wide and cross-divisional top position (measured by CER, of the leading financial services providers mentioned: Copenhagen was the first emissions certificates market, and “Environmental Steering Committee” Certified Emissions Reductions). In the in the area of climate protection and opportunity where China, Brazil, India, promote investments in low-emissions (ESC) already in 2007. The steering EUA (EU Emissions Allowance) market, supporting low-carbon growth. and South Africa joined the coalition of companies. In our core business, we committee, headed by Deutsche Bank’s we still hold second place. We have those countries that are determined to aim to provide sustainable business Vice Chairman, consists of executives come considerably closer to our goal In late 2010, heads of states, government avoid emissions, and confront one of the opportunities, and contribute to climate from all of the Group’s divisions. Its task is of being operationally climate neutral advisors, and climate experts will meet biggest challenges of our time: climate protection with our banking products to coordinate Deutsche Bank’s activities from 2013 onwards. Compared to our once more at the UN Climate Conference protection. and services. in the field of environmental protection and 2007 baseline figures, we were able in Cancún, Mexico. A number of top level to benefit from synergies. to reduce our carbon emissions by Deutsche Bank representatives will Deutsche Bank as well has taken on Eco Efficiency Manager: Regarding More about the ESC: approximately 40 percent (see p. 31/32). be among the meeting’s participants to the obligation of making a contribution operational environmental protection, www.banking-on-green.com/esc – We expanded our Group guidelines for debate, take part in shaping processes, to environmental and climate protection, we are striving to be one of the leading the management of reputational risk by and advance climate protection. and developed a Group-wide strategy companies in the financial sector. The “Climate Change Advisory Board” adding risks connected to transactions More about our climate-change-related research with this intent as early as 2005. This We are investing in an eco-efficient (CCAB) advises our management when it in high-carbon industries (see pp. 52/53). activities: www.banking-on-green.com/research

26 Deutsche Bank Corporate Social Responsibility – Report 2009 27 Deutsche Bank towers 89 percent. Moreover, water the reconstruction of a high-rise 02 With their height of 155 meters, consumption can be decreased by building and the golden DGNB Sustainability Deutsche Bank’s towers are the almost three-quarters – that is (Deutsches Gütesiegel Nachhaltiges company’s landmark in Frankfurt am equivalent to the content of 22 Olympic Bauen; German Quality Seal for Main. In the course of Europe’s swimming pools each year. Sustainable Construction) certificate most comprehensive reconstruction The reconstruction process follows for the new “Greentowers.” In this project, due to be completed by an integrated approach, combining way, we want to set new standards late 2010, they are being turned into the optimization of energy efficiency for future projects. one of the most environmentally and life cycle costs with the shaping www.banking-on-green.com/ friendly high-rise buildings in the world. of an ideal working environment greentowers They will require considerably less for our employees. It is our goal to energy than before, and once the win the worldwide first platinum reconstruction is completed, carbon LEED (Leadership in Energy and emissions will be reduced by almost Environmental Design) certificate for

One of the most promising energy projects of the future: Desertec industrial initiative Sustainable ecological operations

Industry initiative for the implementation Deutsche Bank and Solar Impulse: first time. The first 36-hour flight Sustainable ecological operations mean Organizational responsibilities Besides the other bodies, our Eco of the Desertec concept strong partners for innovation is planned to take place by mid 2010. doing more. They mean using fewer In order for our environmental Project Management Office (EPMO) As one of 13 partners, Deutsche Bank Solar Impulse is the first manned Being a main partner of Solar Impulse, natural resources and creating as little management system to succeed, there plays a principal role in networking is involved in Dii GmbH. This unique solar aircraft to fly non-stop for several Deutsche Bank is proud to support this emissions as possible in our operational must be a global organizational structure and in the company-wide communication industry initiative is working on the days and nights without using any fuel pioneering project within the context processes. They mean raising awareness that establishes responsibilities from top of knowledge via Web-based tools. implementation of the Desertec concept, or emitting any pollutants. The goal is to of our commitment to sustainability. of climate change issues – among management to all operational levels. The role of the office is to continuously promoted by the Desertec Foundation. draw attention to the huge potential Solar Impulse is much more than a employees, clients, business partners, and It is striving to secure a safe, sustainable, of renewable energy sources and to the technological masterpiece: it is a symbol shareholders. They also mean setting and climate-friendly energy supply from importance of sustainability for the that demonstrates what people imbued minimum standards and requirements for the North African and Middle Eastern economy. While working towards the with the spirit of enterprise and innovation suppliers. But most importantly, they mean deserts (MENA). After an in-depth round-the-world flight that the two can achieve together. Last but not least, providing a credible basis for our aspiration analysis, Dii GmbH is expected to develop pioneers Dr. Bertrand Piccard and André Solar Impulse points towards a clean to provide innovative bank products and the appropriate framework conditions Borschberg have scheduled for 2012, future in which sustainability can – and service solutions to fight environmental for investments that are necessary for a meaningful milestone was reached in will – be profitable. degradation and to create added value Eco efficiency organization providing the MENA region and Europe December 2009: the aircraft, completed www.db.com/solarimpulse for our clients and communities. with solar and wind energy. In the long in June, took off from the runway for the run, this project is expected to cover a Our Group-wide sustainability considerable share of the MENA region’s management strategy is taking effect Environmental Steering Committee (ESC) electricity usage and 15 percent of the and has helped us achieve many of Vision, strategy European electricity consumption. our intermediate goals on the way into a Control, corporate priorities, top carbon-efficient economy. We are management anchoring, budgeting, The board of the currently 13 shareholders on schedule to make our operations external advisory board will be expanded and internationalized carbon neutral from 2013 onwards over the course of the next months. This by redesigning our occupied buildings Eco Operations Committee (EOC) will guarantee an even stronger support and our IT infrastructure according Specialist vision, strategy for the initiative in Europe and the MENA to sustainability criteria and using more Definition of specialist strategies and priorities region. electricity generated from renewable for real estate, IT, procurement, internal sources. communications, and social impact; monitoring As a globally operating investment bank, of business success Deutsche Bank is a leading advisor Sustainable ecological operations in large-scale, complex infrastructure have become increasingly relevant for Eco teams projects. As a partner of Dii GmbH and financial services providers. There From strategy to implementation in its role as a financial intermediary and are ever more fields of action and Implementation of vision and strategy in the fields of climate ambassador, Deutsche Bank stakeholders’ expectations are on the real estate, procurement mobility, IT, and the working once more emphasizes how important rise. Deutsche Bank’s measures and environment; appointment of regional managers supported by networks of experts sustainability and innovation are to our initiatives for better climate and resource company. protection are part of a comprehensive www.banking-on-green.com/ Solar Impulse: sustainability strategy under which Eco Project Management Office (EPMO) Center of competence & knowledge exchange power-from-the-desert Dr. Bertrand Piccard responsibilities are distributed from and André Borschberg senior management to operational Network for knowledge transfer, monitoring, together with test pilot levels. We have set the right course and and optimization of resource consumption at Markus Scherdel after Deutsche Bank sites, exchange of best the HB-SIA prototype’s stay on track. practices including provision of tools to help first successful take-off More about this at www.banking-on-green.com implementing resource efficiency measures

28 Deutsche Bank Corporate Social Responsibility – Report 2009 29 Solar energy in New Jersey “Green Bank Buildings” in Asia on common environmental goals The environmentally sound 02 Since December 2009, a photovoltaic A deciding factor in the reduction of and the investments needed to achieve reconstruction of the Goregaon Sustainability system on the roof of our office building our daily energy needs and our carbon them. In the case of the ICC, we Center in Mumbai started in in Piscataway, New Jersey has been emissions lies in our buildings’ have acquired office space for more June 2009 and was completed in tapping into the sun’s energy. The infrastructures. We have incorporated than 2,300 employees and, at the November 2009. Deutsche Bank installation consists of more than two important buildings into our same time, we can significantly reduce made a point of using local 1,000 solar modules, which produce “Green Building” program in Asia: the our consumption relevant to construction materials. With about 270,000 kWh of electricity per modern Goregaon Center, located in the environment. We are expecting innovative and energy saving lighting, year. That is sufficient to cover around the middle of the Nirlon Knowledge Park a 40 percent reduction in water efficient air-conditioning conversion, 12 percent of the yearly electricity in Mumbai in India; and part of the consumption per person as well as and water supply systems, we expect needs for the 77,100-square-meter ICC (International Commerce Center) ten percent less building-related very low consumption of resources. building. Thus, 143 tons of carbon in Hong Kong. We are aiming for both energy consumption per person; The building has a capacity for can be saved per year. At peak periods projects to receive LEED gold ratings. 75 percent of the waste produced 1,400 employees and 1,200 people of solar irradiation, the system With this goal in mind, we have made during construction will be recycled. already started working in this can cover almost 100 percent of the use of innovative “Green Leases” where In Q4 2010, the building will be facility in December 2009. building’s energy needs. both the owner and the lessee agree ready for occupancy.

monitor and optimize resource efficiency audits and, for the first time, The overall strategic goals and measures Our carbon calculations do not include Our strategy for reaching consumption at our branches and to set global consumption reduction follow the ISO 14001 framework and non-core investments1. Based on initial climate neutrality demonstrate efficiency savings for targets: this is how we saved 50 million are discussed and agreed between our estimations for 2009 (final data available We have defined the following four all major buildings. In 2009, a total of kWh of energy. For 2009/2010 we facility management organization in in the 3rd quarter of 2010), we are again strategies in order to reduce our carbon 375 projects were completed by the plan to reduce water use by a total of cooperation with Group Sustainability, on target to achieve 40 percent of carbon emissions: EPMO. Moreover, in 2009 we continued 100 million liters. which is ultimately responsible for our reduction emissions when compared to refine our worldwide resource sustainability management system. The to 2007 and without the necessity of 1. Energy efficiency and reducing operational implementation is handled purchasing any offset certificates. For consumption by the regional Eco Teams with the support 2010, however, we expect to compensate 2. Redesigning buildings and IT

of the EPMO. The Eco Teams take care for residual CO2 emissions through infrastructure in accordance with of the on-site fulfillment of the ISO 14001 high-grade offset certificates in order to carbon avoidance Facility management in line with ISO 14001 requirements for sites that are included achieve our 20 percent reduction goal. 3. Expanding use of renewable in the external certification audit. It is our energy 1 We have defined the operational boundaries for our carbon aim to use the ISO 14001 framework to calculations to include business entities where Deutsche Bank 4. Purchasing top-grade certificates Sustainability management Facility management harmonize our global facility management staff hold executive positions and our operational procedures (CER) to neutralize the remaining are implemented. processes and to extend the ISO scope carbon emissions to all major regions. Group Sustainability Corporate Real Estate & Corporate compliance Agreement on Services (CRES) responsibility for goals & measures Strategic facility Carbon footprint and carbon reporting ISO 14001 management In 2009, Deutsche Bank refined its Audit of strategy, Operational/regional global inventory of greenhouse gases external site audits in accordance with the internationally acknowledged Greenhouse Gas (GHG) Protocol and began systematically Reporting integrating the cost of carbon into the financial decisions for the deployment of capital within our company and the selection of service providers.

uality manag t al q em t ot e T nt While reviewing the data for 2008, Global carbon footprint for 2007 and 2008 emen (in tons incl. CO 2 equivalents)

emen we recalculated our carbon base year by

agre using updated GHG conversion factors r r

agre Plan Do Initial New New calculation Calculation Calculation

n n goals & imple- and including emissions from heating and calculation calculation 2007; 2008 2008; cooling provided by landlords. The total 2007 2007 grid emissions grid emissions

atio measures mentation provide excluding excluding

e e for 2007 is now 522,789 tons of carbon ific ic rt compared to the original calculation of Emission source renewables renewables rv

Ce Assess Check Fossil fuels (Scope 1) 24,725 33,222 33,222 31,151 31,151 management internal & Se 460,496 tons. In 2008, we reached our reviews external goal of reducing global carbon emissions Refrigerant agents (from 13,650 13,650 13,650 5,004 5,004 audits every year by 20 percent relative to our cooling devices; Scope 1) 2007 base year; specifically to 415,269 Electricity, district heating/ 321,654 375,450 382,752 286,350 430,469 I SO ts tons of carbon (–20.6 percent compared 14 en cooling steam (Scope 2) 001 requirem to 2007). This was included in the scope of our assurance provider, ERM Certification Air travel (Scope 3) 95,144 95,144 95,144 87,441 87,441 and Verification Services (ERM CVS) in Other travel 5,323 5,323 5,323 5,323 5,323 London. (train, rented cars; Scope 3) External audit: External service provider For further information see acknowledged ISO certifier subcontractors Total 460,496 522,789 530,091 415,269 559,388 www.ghgprotocol.org/calculation-tools

30 Deutsche Bank Corporate Social Responsibility – Report 2009 31 02 Sustainability Environmental data from our ISO 14001 scope of application in 2009

Goal 2009 Results 2009 (%) Goal 2010 Global electricity purchases 2007–2009 As far as “green energy” is concerned, concentrates on our locations in Germany, Per at the end of 2009 69 percent of our the U.K., and New York, where the Energy1 employee Total Energy consumption Base: number of employees (full-time) change Base: number of employees 7 48 69 global electricity needs were supplied by ISO 14001 system has been well- renewable sources; that is 21 percentage established and the consumption figures 93 Germany Electricity: 2% reduction compared with 2008 −10.61 −12.60 Electricity: 2% reduction compared with 2009 points more than in the previous year. concerning energy, water, waste, paper, Heating: stabilization at 2008 level −2.80 − 4.96 Heating: stabilization at 2009 level and transportation are collected for the New York, 60 Wall Street 2 5% reduction compared with 2008 −13.37 −16.29 5% reduction of electricity and steam Deutsche Bank is continuing to expand reporting year. The consumption of compared with 2009 its renewable power purchasing program facilities representing over 50 percent of while centralizing its energy suppliers’ our staff is included within this scope. U.K. Electricity: 8% reduction compared with 2008 − 5.26 −10.25 Electricity: 2% reduction compared with 2009 (without new data centers) contract management. Renewable energy 52 contracts exist, were executed or renewed At all our locations in Germany with more Carbon dioxide emissions from energy generation in Germany, Italy, Switzerland, the United than 4,000 sq m of floorspace and at Germany Stabilization of CO2 emissions compared − 2.67 − 4.84 Stabilization of CO2 emissions compared with 2009 Kingdom, Belgium, Austria, Spain, and our locations in the United Kingdom and with 2008 (heating energy, diesel) (heating energy, diesel) the United States. For our achievements, 60 Wall Street in New York, where 2 31 Deutsche Bank was recognized by the we have direct control, we review our New York, 60 Wall Street No goal specified −13.20 −16.13 5% reduction of heating energy compared with 2009

U.S. Environmental Protection Agency consumption data on a monthly or U.K. 2% reduction compared with 2008 − 13.20 −16.15 Stabilization of CO2 emissions compared with 2009 Renewable (EPA) as one of three companies to be yearly basis. For the sake of uniformity, (without new data centers) (heating energy, diesel) Grid named a “Green Power Partner of the Year.” we extrapolate – as we do in the U.K. – Purchase of power coming from renewable resources Figures in percent electricity and water consumption based Global Further increased in share worldwide 69% Further increased in share worldwide is targeted 2007 2008 2009* *Estimate. Environmental data collection not on the number of employees but on Recording environmental data regularly floorspace in Germany as well (since 2009). is targeted helps us to be able to measure the success Since the new calculation method does Water consumption of our environmental performance as not allow an annual comparison, we well as to make any necessary corrections. recalculated the data for 2007 and 2008. Germany Stabilization compared with 2008 − 2.19 − 4.36 Stabilization compared with 2009 We are confident that at least half of Furthermore, these figures act as In Germany, we continue to extrapolate New York, 60 Wall Street 2 10% reduction compared with 2008 − 35.71 − 37.87 10% reduction compared with 2009 our reduction in carbon emissions will be a quality control to better detect any waste based on the number of employees. U.K. 5% reduction compared with 2008 − 9.51 −14.27 Stabilization compared with 2009 reached by changing our procedures, irregularities or potential for improvement We generally allow daily usage to flow behavior, infrastructure and the usage of in the way we use buildings. Currently, continuously into the extrapolations. Due Waste more environmentally friendly energy. the methodologies used in our CO 2 to the growing stability of the results, Total waste (non-hazardous) and ISO reporting boundaries are not changes are possible in the consumption Today, the banking business could completely aligned due to diverging data, compared with the prior extrapolations Germany Stabilization compared with 2008 0.1 − 2.13 Stabilization compared with 2009 not function in the same way without reporting conditions and standards in for the same time period (see p. 34). The New York, 60 Wall Street 2 No goal specified −11.98 −14.95 Reduce total waste tonnage by 5% information technology (IT), and this the different regions. approach for modification of our data London 2% reduction compared with 2008 − 4.83 −12.29 Stabilization compared with 2009 technology uses a large percentage of collation process was addressed in the Share of recycled waste our total energy. The use of technology To harmonize the CO 2 and ISO 14001 scope of the assurance statement of also represents an opportunity to avoid data, we are creating a global database ERM CVS. Germany 5% increase to 90% 95% Stabilization of 95% recycling ratio carbon emissions, for instance using that will include all environmental data A comparison of data according to our previous (for hazardous waste) compared with 2009 video conferencing to replace air travel. from all locations. The database uses calculation method as well as information about New York, 60 Wall Street 3 Stabilization of the recycling rate (at least 90%) 88% Stabilization of a diversion ratio of 88% or higher a new bespoke data management our data collation process is available at: In 2009, we adopted an 8-point program methodology introduced in 2009 that www.banking-on-green.com/environmental_data London Increasing the recycling rate to 50% 55% Stabilization compared with 2009 to accelerate the implementation of an allows for the systematic reporting environmentally friendly IT infrastructure. and evaluation of consumption. Invoice Paper This is an important contribution to our information can also be retroactively Paper consumption objective of achieving carbon-neutrality implemented to include historic data. Germany No country-specific goals specified − 3.09 − 5.24 Reducing the printing and photocopy paper from 2013 onwards. The eight-point Since the beginning of 2009, we have consumption through the implementation of new New York, 60 Wall Street No country-specific goals specified −77.51 −78.58 IT applications and infrastructure on the way to program will ensure that our use of IT been processing approximately 55,000 halving the respective consumption Group-wide by applications and infrastructure will invoices per year and are providing U.K. No country-specific goals specified − 34.94 − 38.63 the end of 2012. conserve the environment and natural monthly analyses of energy usage and resources during their whole life cycle; carbon emissions in our buildings. In Travel we actively seek opportunities to use the the future, we will have a standardized Air travel latest technology in order to reduce audit and performance reporting Germany No country-specific goals specified − 3.65 − 5.79 Further commitment to minimizing the environmental impact CO emissions and paper consumption, platform for approximately 90 percent of air travel by promoting staff awareness with the goal to 2 New York, 60 Wall Street No country-specific goals specified 0.81 − 3.99 change travel behavior, increase use of video conferencing, and to improve significantly our IT energy of our total energy and carbon footprint. stimulate lower carbon emission travel modes, and efficiency. Among other goals, we want U.K. No country-specific goals specified 0.05 − 5.21 encourage travel suppliers to green their business. to quadruple the energy efficiency in our Due to the variety of regionally specific 1 Energy consumption includes electricity, heating fuel and diesel for emergency power generators. large data centers and to halve the energy conditions, types of contracts, and legal 2 Based on the average number of employees (including temporary/external staff). 2008: 5,427; 2009: 5,244. consumed by IT activities in our offices guidelines, the detailed recording and 3 The waste data had been restated because the recycling ratio was 86 percent and not 90 percent in 2008. by the end of 2012. publishing of our environmental data More information on our implemented measures on: www.banking-on-green.com/environmental_data

32 Deutsche Bank Corporate Social Responsibility – Report 2009 33 02 Sustainability

Comparison of environmental data 2007–2009

2007 2008 2009 Germany: All data applies to Deutsche Bank Relative consumption per employee Group. Some of the data for 2007 and 2008 (FTE=full-time equivalent) Employees Germany 27,779 27,942 27,321 has been changed as a result of a new (full-time New York, 60 Wall Street 5,419 5,106 4,863 calculation method (see. p. 32), updated equivalent) 2007 2008 2009 statistics and different conversion/emissions United Kingdom 8,221 8,480 8,034 factors (extrapolated on the basis of the Energy consumption (GJ/FTE) Space Germany 1,396,923 1,339,527 1,253,031 collated data for at least 42 percent of space). (sq m)1 New York, 60 Wall Street 151,007 151,007 151,007 Germany 60.19 55.02 51.04 New York: The data applies to Deutsche United Kingdom 157,807 163,510 167,321 Bank Group. Some of the data for 2007 New York, 60 Wall Street 60.19 63.91 56.18 Energy Germany 1,671,952 1,537,429 1,394,554 and 2008 has been changed as a result of consumption (GJ)2 updated statistics and different conversion/ United Kingdom 73.86 91.59 92.13 incl. electricity from renewable sources 189,436 876,633 766,211 emissions factors, for 2009 electricity New York, 60 Wall Street 326,159 326,346 273,186 consumption estimated for one month. CO emissions from energy generation (t/FTE) incl. electricity from renewable sources 187,659 United Kingdom: The data applies to 2 United Kingdom 607,189 776,681 740,146 Deutsche Bank Group; extrapolated on Germany 5.31 4.86 4.45 the basis of the collated data for at least incl. electricity from renewable sources 475,820 567,247 85 percent of the space; the waste data New York, 60 Wall Street 5.65 5.98 5.27 Direct energy Germany 391,697 348,155 286,759 applies to London only; some of the data consumption for 2007 and 2008 has been changed as a New York, 60 Wall Street 5,202 4,134 4,149 United Kingdom 9.57 11.75 12.03 (GJ)3 result of updated statistics and different United Kingdom 77,370 109,981 85,137 conversion/emissions factors. CO emissions Germany (for electricity: 100% national power mix) 147,432 135,678 121,490 Water consumption (cbm/FTE) 2 1 Space data does not include any sublet from energy Germany (for electricity: allowing for electricity from renewable sources) 5 126,193 37,391 35,583 space; the waste and consumption data generation (t)4 Germany 23.37 20.08 19.65 applies to this space New York, 60 Wall Street (for electricity: 100 % national power mix) 30,635 30,557 25,627 2 Electric power, heating energy, gas New York, 60 Wall Street 43.06 52.36 34.16 New York, 60 Wall Street (for electricity: allowing for electricity from 30,635 30,557 6,347 for cooking, power for emergency renewable sources)6 power generators 3 United Kingdom 25.27 31.29 28.31 United Kingdom (for electricity: 100% national power mix) 78,636 99,674 96,653 Direct energy consumption: gas for heating and cooking, energy for United Kingdom (for electricity: allowing for electricity from renewable sources)7 78,636 39,606 27,983 emergency power generators 4 Total waste (t/FTE) Partly changed CO 2 emissions factors: CO2 emissions Germany 22,010 19,570 16,112 from direct power (kg/kWh) D power mix: 0.404 (GHG New York, 60 Wall Street 336 263 266 Germany 0.47 0.40 0.40 energy Protocol); power (kg/kWh) D from hydro consumption (t)3 United Kingdom 4,353 6,200 6,249 power: 0.0; power (kg/kWh) 2007 U.K.: New York, 60 Wall Street 0.35 0.38 0.33 0.505 (GHG Protocol); power (kg/kWh) Water Germany 649,218 561,215 536,726 2008/2009 U.K. mix of renewable sources: consumption (cbm) London 0.30 0.32 0.30 New York, 60 Wall Street 233,355 267,372 166,109 0.05/0.074 (Probas database/German Federal Environmental Agency); power United Kingdom 207,722 265,329 227,459 (kg/kWh) New York: 0.369 (GHG Protocol); Waste Germany 8/9 12,826 11,08816 10,85216 power (kg/kWh) U.S. from biomass/wood Non-hazardous 0.0; gas (kg/kWh): 0.202 (GHG Protocol); New York, 60 Wall Street 1,863 1,852 1,575 waste (t) heating oil/ diesel (kg / kWh): 0.267/ (kg/l): London 2,434 2,736 2,400 2.676 (GHG Protocol); district heating (kg/ kWh) D: 0.205 (Probas database/German Recycling Germany 81 82 81 Federal Environmental Agency); district ratio (%) New York, 60 Wall Street 89 86 88 heating (kg/kWh) US: 0.269 (GHG Protocol); London 28 45 54 short-haul flights (kg/passenger km): 0.15 (GHG Protocol); medium-haul flights Hazardous Germany 8/9 192 10817 9017 (kg/passenger km): 0.12 (GHG); long-haul waste (t) New York, 60 Wall Street 27 82 42 flights (kg/passenger km): 0.11 (GHG Protocol) London 33 13 34 5 2007: 80 percent German power mix and Recycling Germany 93 85 95 20 percent electricity from hydro power; ratio (%) 2008/2009: 100 percent electricity from New York, 60 Wall Street 100 100 100 hydro power London 100 100 97 6 2009 100 percent mix of renewable energy sources Traveling Worldwide 836.40 770.13 752.38 7 2008/2009 100 percent mix of renewable by plane Germany 80.29 68.60 64.63 energy sources (in million km) 8 Changed density factors New York, 60 Wall Street 134.92 120.02 115.23 9 Extrapolated on basis of employees United Kingdom 194.01 173.10 164.08 1 0 Sourced centrally 1 1 From sustainable forestry (FSC-certified) CO emissions Worldwide 95,144 87,441 85,222 2 1 2 Consists of 100 percent recycled paper resulting from Germany 9,781 8,361 7,847 1 3 Consists of 30 percent recycled paper business flights (t) 1 4 New York, 60 Wall Street 15,171 13,501 12,944 Extrapolated on the basis of collated data for at least 88 percent of employees United Kingdom 21,950 19,583 18,555 1 5 Consists of 80 percent recycled paper 1 6 Photocopy paper Germany11 1943 2077 1968 Does not include the waste from the 10 reconstruction of our Frankfurt headquarters consumption (t) 12 Ratio of recycled paper (%) 1.7 1.7 1.9 (2008: 16,366 t, 2009: 12,144 t), which was New York, 60 Wall Street 1,070 1,161 249 100 percent recyclable/reusable 1 7 Does not include the waste from the 13 Ratio of recycled paper (%) 43 32 59 reconstruction of our Frankfurt headquarters United Kingdom14 585 608 375 (2008: 490.3 t, 2009: 259.5 t), of which 86.2 percent/84.9 percent was recycled/ Ratio of recycled paper (%)15 100 100 99 reused and the remainder disposed of

34 Deutsche Bank Corporate Social Responsibility – Report 2009 35 02 Sustainability 02 Sustainable sourcing

In 2009, Deutsche Bank spent around What we achieved in 2009: safety. Its goal is to identify and analyze €8 bn. on goods and services. – Expansion of our global renewable possible dangers and to evaluate their risk This amount is a clear representation of energy purchase program; 69 percent factors. Up to now, we have conducted how important the relationship to the of the electricity bought by Deutsche OHSAS audits in eight countries; 32 more supplier is for our company to maintain a Bank came from renewable sources countries will follow in the course of the consistent focus on sustainability. We – Increased usage of sustainability project. The focus was on implementing actively seek commercially viable methods criteria for suppliers, especially for local standards as well as Deutsche Bank’s to encourage our business partners to supporting LEED building certification worldwide health and safety standards. act sustainably as well. For this reason, we – Revision and enhancement of our include minimum social and ecological company purchasing guidelines The example of Germany standards, based on the principles of – Expansion of our evaluation Alongside the OHSAS audit process, the International Standard “SA 8000” and process for suppliers with the goal ten companies within Deutsche Bank the UN Global Compact, within our of systematically taking into Group received certificates from the product descriptions and have stated account sustainability criteria and German state accident insurance firm these requirements to our suppliers. the integration into our electronic VBG for their occupational protection supply system management system. This is a Code of conduct for suppliers management standard that is tailored – Adherence to all existing local, Goals for 2010: to German legal specifications. regional, and state laws – Continuing improvement of our – Compliance with the principle of suppliers portfolio as part of our current In 2009, we trained 31,629 employees in equal opportunities as an employer quality campaign in supply management occupational, fire, and health protection and the recognition of the right to – Expansion of our sustainability criteria topics in Germany. collective bargaining catalog and its increased usage in our – Guarantee of a healthy and safe sourcing processes The objectives for site inspections working environment – Inclusion of indirect carbon emissions were again completely fulfilled in 2009; – No toleration of forced or child labor, coming from the supply chain into 151 apprentices were trained in harassment, and abuse at the workplace our calculations of the carbon footprint occupational safety and accident – Required to do business in a sustainable (focus on contracts with energy prevention regulations in the course way and to protect the environment, providers and paper suppliers) of five introductory seminars. especially concerning the careful use of resources and the impact on production The low accident rate at work was and the reduction of products as well maintained. In 2009, the focus was again as the reduction in the use of hazardous to reduce accidents in stairwells or on materials Safety@work steps. The amount of working days lost has developed in the following way: II. Social aspects Adherence to sustainability principles Occupational safety guidelines are deeply and responsibility for the environment linked to country-specific legal regulations. Numbers of workdays lost are decisive criteria when choosing a To guarantee and continuously improve Deutsche Bank takes its particular product or supplier. the most consistent and highest standard 2007 2008 2009 responsibility as an employer possible for the health and safety of On-site 501 349 576 and global citizen very Recognized rating systems such as our employees, clients, and visitors at seriously. In this respect, “Renewable Power Certificates,” “Forest Deutsche Bank, we began a three-year Travel/work 2,082 2,212 2,306 commute lifelong learning, diversity, Stewardship Council” (FSC), “Basel project for the adoption of the occupational and fair compensation are Action Network,” “Green Guard,” or safety management system, the OHSAS Sports 282 318 302 important elements of our “Energy Star” help us guarantee the 18001 (Occupational Health and Safety Bank robbery 28 66 50 social network. We strengthen actual achievements in sustainability Assessment Series). the individual capacities within our supply chain. We are currently expanding the systematic With a presence in more than 80 countries Although the total number of occupational of our employees in order to consideration of sustainability criteria around the world, the OHSAS is counted injuries in 2009 decreased as compared preserve and develop their for our own review of our suppliers. among the best known and most important to the year before, the number of lost employability. Within and standards in the field of occupational days increased due to more severe injuries. beyond the Group, we are vigilant about the protection of human rights, and lead a committed dialog with our stakeholders.

36 02 Sustainability

II. Social aspects: Employability & responsibility

Deutsche Bank as an employer

We know the performance of our as best as possible with appropriate Regional employee deployment 2009* employees is integral to the success of measures, such as workshops to help The high approval ratings of Deutsche Promoting abilities, developing careers Promoting a culture of lifelong learning our business. For this reason, we are them find new employment. Bank as an employer are also demonstrated Individual career development is an Today more than ever, people need to be committed to motivating, supporting, by the rankings of independent research important component of our Human willing to learn new skills and be open to and encouraging our employees – from The age distribution among our institutes. Contrary to the general industry Resources work. Our development change. For this reason, we launched their very first day at the bank. We reward employees has remained almost the trend, the bank not only remained an programs are open to all employees and our program “Staying Fit for the Job” performance and challenge them to same compared to the previous year 35 % attractive employer, but also improved are geared to building on personal (“In eigener Sache – fit in die berufliche turn their ideas into practice, assume (see chart on p. 41), as has the average 29 % its attractiveness in certain respects strengths and compensating for possible Zukunft”) in 2006. The program responsibility and join in shaping our corporate tenure, which was 10.1 years in 2009. We gained considerable ground, weaknesses. We attach importance to promotes a culture of lifelong learning success. We strive to hire the best talent in 2009. Our international focus has also 21 % for example in the prestigious study management being actively engaged in and helps our employees strengthen and help these individuals develop in a remained unchanged: we have locations 15 % “The World’s Most Admired Companies” this process. Managers are required to their skills and capabilities to maintain sustainable way throughout their working in 72 countries and our employees come published by the Hay Group in cooperation conduct structured performance reviews and enhance their employability. We lives with the aim of strengthening their from 139 nations. with Fortune Magazine. Furthermore with employees every year during which offer instruments for analyzing their own loyalty to our bank. in the “Most Admired Banks” study, we individual objectives are established in skills and experience profiles, and Currently, 1,429 young people participate Germany advanced from 16th to seventh place accordance with the goals of the divisions support them in determining their own Despite the current challenging market in our apprenticeship program in Germany. Europe (excl. Germany), Middle East, and Africa within one year – a year overshadowed and the bank. In addition, individual individual objectives. Since its launch environment and the financial industry’s We have employed 771 university Asia and the Pacific/APAC by the financial crisis. training programs are discussed. in 2006, a website set up specifically for North and South America suffering reputation, we still aim to remain graduates worldwide. Deutsche Bank in employer rankings: this program has been visited a total the “employer of choice” for current and More information on employee adjustments in * Full-time equivalent. more information see p. 103 Talent management also serves to match of 50,000 times, with more than 10,000 potential employees. In our 2009 Human individual business units and regions is available the strengths and capabilities of individuals registered users taking advantage of Resources strategy, two areas of focus in our Annual Review 2009, see p. 43 Embodying values: employer of choice with the strategic needs of the bank the innovative offers. Direct contact is were further development of our talent In the competition for the best young and to choose the best position for every also possible. management, which strives to deploy Highest employee commitment Number of employees 2009* talent, employee recruitment plays a key employee. This is of strategic significance employees according to their special in ten years in thousands role. Our goal is to become the employer especially for succession planning. In 2009, for the second time, we were strengths and capabilities (see p. 39), For the past ten years, we have conducted of choice in the financial services sector In these performance and potential awarded a prize for our lifelong learning and the expansion of our diversity an annual employee survey. All employees 80.5 worldwide. To help achieve this goal, evaluations, managers meet to discuss program, which also contributes to the 78.3 77.1 management (see p. 40). worldwide are invited to take part. One we developed a new “Employer Value the performance level and their nationwide German program “Initiative of the goals of this survey is to determine 68.8 Proposition” (EVP) in 2009. At the core employees’ commitment, who are then for Employment!” (“Initiative für In addition, we focused on two the employees’ satisfaction with the 63.4 of this employer value proposition given feedback on the report. In this Beschäftigung!”). In addition, we received human resources-related topics in the bank’s business strategy and governance are the company values that distinguish way, our employees better understand the Employability Award 2009, which reported year. Firstly, the revising of concept, and with their own work situation. Deutsche Bank as an employer and how their performance is evaluated. is presented by the HR Alliance, an our compensation system to meet the An important component of the survey convince talented people to join and association of leading innovative HR demands of a corporate policy that is is the so-called Commitment Index, which remain in our company. Through our electronic training initiatives. more closely oriented toward the idea of measures the extent to which employees Our new careers website: www.db.com/careers platform “db Learn,” we offered more More on our participation in the sustainability (see p. 41). Secondly, Human identify with their company. We are than 3,000 different seminars in 2009. “Initiative for Employment!”: Resources concentrated on making proud to report that Deutsche Bank’s We maintain strong relationships with These ranged from specialist courses and www.initiative-fuer-beschaeftigung.de strategic adjustments to our workforce Commitment Index achieved its best marks leading universities and business schools leadership and management trainings as a result of the financial crisis. ever with 77 points (out of 100) in 2009, around the world, targeting selected to seminars on personality and team a year that was especially challenging for 2005 2006 2007 2008 2009 students for our training programs and development. Since 2009, the first module In 2009, Deutsche Bank employed a the financial industry (see table, p. 40). internships. We hold orientation and of our new online-based learning program total of 77,053 people (full-time employees) The survey also clearly showed that * Full-time equivalent. introduction events in London and New on sustainability is also available on the worldwide; 3,403 fewer than in the the employees supported the bank’s York in an effort to carefully structure “db Learn” training platform (see p. 22). previous year. This reduction, which is strategy in this difficult year and continue and plan their transition into their new comparatively low for the industry, to identify with the industry. Another jobs. Regular participation in non-profit In addition, we offer newly promoted stems from capacity adjustments in our indication of this was the high participation; projects is also a part of the programs. In colleagues world wide the opportunity product and infrastructure areas. more employees took part in the survey 2009, our graduate trainees collectively to participate in networking events Deutsche Bank is, and always has been, than ever before. The survey is followed contributed 1,125 days. (“induction events”). committed to ensuring that staff up by a structured process in which reductions occur in a socially responsible measures for improvement are defined way and to supporting affected employees and implemented.

38 Deutsche Bank Corporate Social Responsibility – Report 2009 39 02 Sustainability

Supporting work-life balance: In numerous countries, our employees Diversity: seizing opportunities, Employee age distribution in 2009 Part-time employees in Germany in 2009 strengthening compatibility have the opportunity to participate in promoting potential (in parentheses: 2008) Deutsche Bank employees may preventive healthcare programs. These Recognizing and encouraging a culture Private Clients & Asset Management (PCAM) 21 % organize their working time flexibly to a programs range from ensuring good of diversity is both an ethical goal and a Up to 24 years old certain degree. In addition to flexitime primary healthcare (India), regular corporate objective for us: a wide range Corporate and Investment Banking (CIB) 12 % arrangements and a variety of part-time check-ups (Germany) and cancer of ideas and perspectives represents a Over 54 years old Infrastructure 16 % models, we make it possible for employees screening (U.S.) to information and significant competitive advantage in to work from home. Our goal is to counseling regarding health risks the global market. Successful diversity Total 19 % develop solutions that reconcile the and a healthy lifestyle (Hongkong). management, therefore, aims at cultural 45–54 years old requirements of the individual’s own transformation that offers all employees 5.4 8.5 (5.0) position in the company with private and, Our time-value account system – irrespective of age, gender, religion, (9.9) 18.9 especially, family needs in the best way “db zeitinvest” in Germany is geared ethnic origin, sexual identity or disability – (17.9) Employee qualification possible. to flexibly managing personal lifetime an unprejudiced and motivating working hours. In this program, our working environment. An unwavering 2007 2008 2009 Other measures also contribute to employees can put cash compensation commitment to equal opportunity % 35 (35.5) achieving this goal, such as childcare components into two different types of is one of our fundamental principles. University degree 64.4 % 64.0 % 63.5 % assistance. Worldwide in several accounts. The type of investment depends We actively promote productive High school degree 17.4 % 17.3 % 19.1% locations daycare spaces are available on the intended type of leave, such as a collaboration in heterogeneous teams. 32.2 Other education 18.2 % 18.7 % 17.4% in the immediate vicinity of employees’ sabbatical or early retirement. Since its (31.7) degrees workplaces. During maternity or launch in 2001, more than 5,000 employees At all locations, we have set up contact paternity leave, mothers and fathers are have participated in this innovative time- points for those affected by discrimination, 35–44 years old able to stay in contact and their return to value account system and have opened a sexual harassment or bullying. As a matter work is facilitated by regular newsletters, “db zeitinvest” benefits account. of principle, we comply with local legislation 25–34 years old re-entry workshops, and counseling. in the prevention of discrimination. We also offer our employees in the U.S. In 2009, we also established an agreement and in Germany counseling and support Moreover, at many locations around the with our employees in Germany on leaves in personal crisis and conflict situations. world, we have created so-called Diversity of absence to care for close relatives in This program is free of charge and Councils headed by top management. need of nursing care. This agreement goes absolutely confidential. The councils put our Group diversity well beyond the requirements set by For more information on our commitment strategy into practice and also set up Supporting a sound retirement plan law. For example, upon approval our to work-life balance, see p. 42/43 specific regional areas of focus. We gave combining strong client relationships, guideline. We have already signed a Part of our responsibility as an employer employees can take a leave of absence special attention in 2009 to “gender management expertise and seniority voluntary agreement for 2009 committing is to help ensure that our employees have of up to two years; the law only provides diversity” as we are convinced that only with talented young people’s fresh ideas. ourselves to these FSB principles. In sufficient financial means available even for six months. leadership that brings together the best addition, we supplemented and improved after they have ended their active careers. talents of both genders can have lasting Made for sustainable success: the surveillance and monitoring structures To this end, we offer our employees in success. To increase the share of women our compensation policy that were already in place. Furthermore, Germany a sound plan to supplement their in middle and top management – above Our employees are exceptionally motivated we re-aligned individual elements of the retirement needs. The plan has three and beyond our well-established and and dedicated. We acknowledge this compensation system that cover the elements: direct benefits financed by highly regarded women’s conferences dedication, financially, by combining a relationship of individual compensation the employer (“contribution plan”); and networks – we have launched further competitive, attractive base salary with elements to each other (fixed/variable; insurance with the Insurance Association Performance figures initiatives, including the ATLAS program an individual, performance-related salary short-term/long-term), the performance of the German Banking Industry (the BVV (“Accomplished Top Leaders Advance- component. The latter is comprised indicator logic in terms of potential Versorgungskasse des Bankgewerbes e. V.) 2007 2008 2009 ment Strategy”). The program, which was of three components: the Group results, risk, and the possibility of requesting with a portion of the contributions paid Employee Commitment Index 71 74 77 launched in July 2009 under the honorary the success of the specific corporate the return of some compensation by the employer; and the option of deferred chairmanship of our Chairman, Josef division, and the employee’s own individual components due to failure (“malus”). compensation into a company pension; Employees leaving the bank for a new job 8.4 % 7.3 % 4.8 % Ackermann, will select 20 women every contribution. up to the amount allowed by law. We Training (expenses in € million) 115* 114* 86** year from all the bank’s business units Our “Global Share 2008” employee strive worldwide to completely finance and regions to groom suitable candidates We take the criticism of compensation share program distributed ten free bonus our pension obligations and to pursue Vocational training (expenses in € million) 41 41 41 for the bank’s top management. systems and practices triggered by the shares to our employees in Germany, conservative investment strategies. Total percentage of women 44.7 % 44.5 % 44.3 % banking crisis very seriously. For this reason, most recently in November 2009. More information on our retirement plans is Another element of our focus on diversity we have introduced new compensation A new global share purchasing plan, available in our Financial Report 2009, pp. 174, Percentage of women in management positions 14.8 % 15.6 % 16.1 % (Managing Director, Director) is promoting generational diversity. structures oriented toward the principles in effect as of April 1, 2010, does greater 269 et seqq. Demographic change presents an for risk-oriented compensation proposed justice to the concept of employee * Changed the calculation basis (GER). ** Number of trainings per employee unchanged in 2009; decrease in expenses due to more opportunity to take advantage of the by the Financial Stability Board (FSB) and participation. effective training methods with shorter training time. wealth of experience of all generations by recognized by the G20 countries as a

40 Deutsche Bank Corporate Social Responsibility – Report 2009 41 1 Induction Event, 02 Frankfurt Sustainability 2 Women in European Business (WEB)®, Frankfurt

3 Women on Wall Street (WOWS)™, Deutsche Bank as an employer: New York Selected projects

1 2 3

Our commitment to secondary and higher education (selection)

“I have a Dream” (U.K., U.S.) Internships in the financial services sector investment banking for students from ethnic minority backgrounds Support prior to and during parental leave (Germany, Discussions, information events and offerings, regular meetings/networks, part-time work, U.K., U.S., Japan; introduction in APAC in 2009) workshops/individual coaching for returning staff ComSoc Female Mentoring Program (Australia) Mentoring of 70 female students; Deutsche Bank nominates five mentors each year Childcare services Over 250 places (Germany), Broadgate Nursery (U.K.), Childcare Assistance Program (Australia), subsidies for childcare (Japan, Australia, Korea), Child and Dependant Care helpline (U.K.) Healthcare and preventive care (selection) Placement assistance for childcare and emergency Free “pme Family Service” (used approx. 800 times in 2009) Betriebskrankenkasse Deutsche Bank AG (Germany) 56,900 members and 25,000 co-insured family members care (Germany, U.K., U.S.) Part-time employment for employees older than 55 Employees work part-time up to 8 years prior to retirement and receive an increased part-time salary Arbeitskreis Gesundheit (Germany) Forum for the promotion of health in the company and primary prevention

Company medical service (Germany) Medical services provided in 10,700 instances in 2009 Global diversity – our initiatives (selection) Forums and networks across sectors Preventive checkup examinations Preventive examinations, e.g., coronary care; free preventive checkups in Germany for employees over (management and 40+) (Germany) age 40; number of 40+ checkups and management checkups: 5,400 Diversity Councils (U.S., U.K., Committees for the strategic and regional promotion of the idea of diversity. Divisional diversity councils Germany, India, Japan) (Legal Risk & Capital, Finance, and HR) focusing on specific topics like equal opportunities, demographic Work Life Balance Day (APAC) An annual event in Hong Kong with various activities such as yoga, flu shots, nutrition counseling for developments and their impact on Deutsche Bank employees. Goal: raising awareness among the staff around the issue of work-life balance ATLAS program (global) “Accomplished Top Leaders Advancement Strategy” Psychological support (worldwide), counseling Courses and psychological support; availability of individual counseling (health at the workplace, The program aims to increase the amount of female executives in the bank. The initiative is overseen by on dealing with stress (Germany) nutrition counseling) Dr. Josef Ackermann, and is promoted by the Management Board and the Group Executive Committee Company sport associations (Germany) Over 17,400 Deutsche Bank employees participate in sport activities in 80 different places Women on Wall Street™, WOWS™ (U.S.) Deutsche Bank’s internal women’s networks that organize the WOWS and WEB conferences as well as and Women in European Business®, WEB career-oriented events and programs. These networks aim to promote a dialog between businesswomen Nationwide Flu Clinic Program & Offered free flu shots throughout the U.S. (3,900 shots), communication and support for employees via (Frankfurt, London) from inside and outside Deutsche Bank H1N1 Pandemic Support (U.S.) lectures, on-site help desks, preventive education, respiratory/H1N1 examinations Organizations for the promotion of equal Women’s Bond Club, Women in network (U.S.); Europäische Akademie für Frauen in Politik und Wirtschaft Health Education Programs & Offered a series of health-related lectures and programs for Lasik screening, podiatry, back pain, and skin opportunities and diversity [European Academy for Women in Politics and Business], EAF (Germany); Women Networking Events and On-Site Health Center (U.S., APAC) cancer screening throughout the year; over 13,000 participants Women in Finance (APAC); Capital W – Women’s Network at the University of New South Wales (Australia); Stonewall’s Diversity Champions (U.K.); Race for Opportunity (U.K.); Opportunity Now (U.K.); Employee Assistant Program, EPA (U.S., Germany) Offered a comprehensive service in order to help employees and their families dealing with personal problems. City Women’s Club (U.K.); Competitors Diversity Forum (U.K.); Multicultural Network (U.K., U.S.) Goal: solution of personal difficulties before they have an impact on health, professional life and relationships Rainbow Network (Germany, U.K., U.S., APAC) Network for the professional and personal support of lesbian, gay, bisexual and transgender (LGBT) Deutsche Bank Hongkong’s Health Program Education and benefits program targeting the improvement of health, well-being and safety employees. Goal: strengthen their commitment to Deutsche Bank, overcome prejudices, and promote acceptance among staff

Our commitment to people with disabilities (selection) In-house offerings Collaboration In the Working Group for the Disabled, BAG; in the Association of (Severely Disabled) Representatives Network for female top managers Networking and exchange of experiences of Major Companies, IBW (Germany), and in the Employers Forum on Disability (U.K.) (Germany, U.K., U.S.) Cooperation With the Association of Sheltered Workshops (GDW), the Vocational Training Center for People with Mentoring program for women in middle Pilot version of a mentoring program in London that has already been established in Germany Disabilities, and the Workshops for People with Disabilities – “Contribute – Help – Gain Initiative” (Germany) management (Germany, U.K.) for several years Inter-Bank Accessibility Group, IBAG (U.K.) A collaborative group of investment banking “disability champions” Diversity and Inclusion Asia Network (DIAN) Membership in DIAN, which consists of 13 regional companies, as well as in independent networks of and Diversity Networking Groups (APAC) leading employers seeking to promote workplace diversity and integrity throughout the region

Work-life balance – our initiatives (selection) SeniorExperts@db (Germany) Cross-generational network focusing on the issue of demographic change

Smart Living (U.S.) Offers programs to help employees deal with everyday personal challenges, such as Making Your Money Work Redeployment (U.S.) A program designed to assist in the redeployment of employees within the bank when their positions have for You in Today’s Economy (investment advice), Getting and Keeping Good Credit (credit advice), Bouncing Back: been restructured How to Stay Resilient During Life’s Changes (advice during stressful periods) and stress management HR Green Challenge (APAC) An annual event for all HR team members. In 2009, the event had the theme “HR going Green” db zeitinvest (Germany) Exchanging parts of the salary for paid time off (careful consumption of water, recycling, energy and resource saving, long-term behavioral changes Number of accounts opened as of December 2009: 5,000 in all team members at 17 locations)

Leave of absence during exceptional Up to 2 years, or flexible working arrangements, for instance to enable employees to take care of Tranquility Room (U.K., U.S.) Non-denominational prayer and meditation room for employees situations in family life care-dependent family members Initiatives and research studies Maternity and parental leave benefits Extension of parental leave in Germany, extension of employee leave benefits in the U.S. from 12 to 16 weeks (Germany, APAC, U.S.) Increased maternity leave from 3 to 4 months, with a step-by-step return to work over the course of 2 months Diversity as Opportunity – The Charter As one of the initiators, Deutsche Bank encourages other companies to sign the charter in India (APAC) for Diversity in Companies in Germany (more than 700 companies and institutions have signed the initiative as of December 2009) Maternity Coaching Program (U.S., APAC) The “Managing Your Career Through Parenthood” program is designed to support employees with regard to Participation in studies “Off-Ramps On-Ramps” study (Germany) in cooperation with the Center for Work-Life Policy; the changes in their lives after maternity/adoption and around their work-life balance (three-monthly seminars Reframing Diversity 2007 (U.K.); Catalyst; Securities Industry and Financial Management Association, and one-to-one coaching) Diversity Committee and Diversity Survey, SIFMA (U.S.)

42 Deutsche Bank Corporate Social Responsibility – Report 2009 43 02 Sustainability

Human and labor rights Our dialog with stakeholders

Observing human rights Labor rights The dialog with our stakeholders other concepts and best practices. And, In 2009, we further intensified our dialog Part of our value system is the observation The relevant national laws govern is a key element of our sustainability above all, it helps us clearly communicate with stakeholders. We focused on topics of human rights, which is an integral Deutsche Bank’s structuring of employees’ management. Only if we understand our views on current issues and increase such as climate change, energy efficiency, component of Deutsche Bank’s self- rights. Moreover, we strictly follow the the expectations and aspirations of our public acceptance of our activities. and human rights as well as business CEO statement conception. In our sustainability guidelines UN Global Compact principles as well as Dr. Josef Ackermann confirmed clients, shareholders, employees, ethics – against the backdrop of the global for example, we pledge to match the international Labor Organization’s our commitment to the observation and suppliers and the requirements of In addition to the traditional forms of financial crisis. international standards that both explicitly (ILO) standards. of human rights with his signature on non-governmental organizations dialog with our shareholders such as our and implicitly include the observation of the declaration made by international (NGOs), state institutions, trade unions, investor relations activities and Annual Our plans for 2010 include even human rights. Therefore, guidelines such We respect the right of freedom of corporate managers on the 60th General Meetings, our communication more events to which we will invite anniversary of the “Universal Declaration and other social groups are we able as the World Bank Standards, the OECD association and collective bargaining. of Human Rights.” to identify trends and key issues. And with stakeholders follows a strategy representatives from politics, Principles for Multinational Enterprises, We maintain a close and trusting only if we bear in mind the needs of that comprises three elements: First, we business, society, and NGOs to discuss the International Labor Standards, and collaboration with labor representatives these stakeholders are we in a position to plan and hold events focused on key issues such as climate change, the UN Global Compact Principles apply on the regional level, business, and harmonize the interests of people, issues. Second, we regularly participate renewables, and sustainability ratings. across the Group. Group level as well as on the European the environment and the economy in our in sustainability-oriented forums with level and with unions. Half of the decision-making. Therefore, we strive NGOs and trade associations, among By expanding our activities, we aim to We are actively engaged in networks members on Deutsche Bank AG’s for an open and fair dialog with all our other groups. And, third, we respond further improve the way we communicate such as the Global Compact Network Supervisory Board are employee stakeholders. At the same time, this to urgent issues with flexible ad-hoc with our stakeholders in the future. Germany (DGCN) and participate in representatives, following the legal dialog enables us to become familiar with measures, such as discussion rounds. More information in our Annual Review 2009, p. 19 workshops concerning the economy and requirement of workers’ participation human rights. in management.

We include human rights issues in our We created a personnel handbook business activities. Our credit guidelines for all of our locations across the globe. therefore explicitly address, for example, Country-specific internal principles, Sustainability stakeholder dialog strategy the dangers of human trafficking and give standard processes, and requirements the highest priority to the interests concerning working conditions and Organization Participation Case related of the local population concerning the employee conduct are formulated in this environment. Our Code of Conduct for document. – Invitation to our – Ongoing dialog – Case related dialog, stakeholder dialogs with NGOs and e.g. following protests suppliers demands equal opportunities, (organized by Group other public-private against certain freedom of negotiation, and a ban on We advocate the observation of Sustainability) organizations (potential) financings both child and forced labor. human rights outside of our company. For example, our globally enforced Series for 2010 – – Participation in – Support of business planned topics: forums: e.g. “Bank units on demand, i.e. Our Code of Conduct requires us and purchasing guidelines stipulate that our climate change, Dialog,” econsense, ESG risk assessments all of our employees around the world to suppliers must recognize our “Vendor’s ratings VfU, UNEP FI, maintain equal opportunities by not Code of Conduct” principles. Along with German Global discriminating based on age, disability, strict compliance to whatever nationally – Brown bag lunches Compact Network ethnic background, skin color, gender, enforced legislation is in place, the code for employees pregnancy, sexual orientation and identity, of conduct includes the recognition nationality, religion, civil status, or any of equal opportunities and the right to other characteristics. collective bargaining and adequate minimum wage and benefits. If any of In 2010, we will launch a human rights our business partners fundamentally program, which will, above all, focus violate one of these principles, we end on raising consciousness. Through this the business relationship with them. program, we aim to gain as many employees as key communicators Group- Sixty percent of our employees wide and across divisions as we can. in Germany and 50 percent of our employees worldwide are employed with wage agreements or similar arrangements.

44 Deutsche Bank Corporate Social Responsibility – Report 2009 45 02 02 Sustainability III. Governance aspects: Transparency & accountability

III. Governance aspects Corporate governance

For Deutsche Bank, Deutsche Bank places enormous value new shares, and significant structural development, risk assessment, risk responsible corporate on effective corporate governance, which changes. Moreover, shareholders are able management, and compliance. governance means is an important part of our identity. The to vote on a non-binding basis on the ensuring that management essential framework for this is provided remuneration system for the Management The Supervisory Board supervises and monitoring processes by, first and foremost, the German Stock Board. To make it easier for our shareholders and advises the Management Board promote a sustainable Corporation Act and the German Corporate to exercise their voting rights, we support on the management of the company. creation of value. We strive Governance Code. Since our share is also the use of electronic media for the Annual Decisions of fundamental importance for transparency and listed on the New York Stock Exchange, General Meeting. For example, shareholders affecting the bank require its agreement. will be able to issue their voting instructions In accordance with the German Federal accountability. As such, we are subject to U.S. capital market legislation as well as to the rules of the to Deutsche Bank proxies via the internet. Co-Determination Act, the Supervisory compliance is an essential Securities and Exchange Commission Board is equally represented by element of our corporate (SEC) and the New York Stock Exchange. 2. Effective cooperation between shareholders and employees with no culture. the Management Board and the overlapping in the Management Board. Through our corporate governance, we Supervisory Board ensure responsible management and The Management Board and Supervisory Recommendations for electing control of the bank in a way geared toward Board work together closely for the good Supervisory Board members take into creating value. Our corporate governance of the company within the framework of account that the Supervisory Board is is founded on four key elements: the dual management system mandated always made up of members who have by law for German stock corporations the required knowledge, skills, and 1. Good relations with our shareholders (see chart). Members of the Management professional experience. The Supervisory Our shareholders have the legal right to Board are appointed by the Supervisory Board regularly reviews the efficiency vote on all important company decisions, Board. The Management Board reports of its work. We act in accordance with the for example on amendments to the regularly to the Supervisory Board German Corporate Governance Code with articles of association, the distribution and its committees on all relevant matters regard to the avoidance and disclosure of net profits, the authorization to issue relating to business planning and of conflicts of interest.

Function of the Supervisory Board and Management Board Last updated: March 2010 Supervisory Board (20 members): Chairman’s Committee, Mediation Committee, Risk Committee, Audit Committee, Nomination Committee

– Appoints, supervises, and advises the Management Board – Is directly involved in decisions of fundamental importance

Control and advice

Information Group Executive Committee (12 members): Management Board members, Management Board (8 members) Heads of the Core Businesses, Head of Americas Region – Is responsible for managing the company – Analyzes the development of the – Ensures that the provisions of law and business divisions company-internal policies are abided by – Discusses matters of Group strategy – Develops recommendations that are presented to the Management Board for decisions

Deutsche Bank Corporate Social Responsibility – Report 2009 47 02 Sustainability

Regulatory affairs at Deutsche Bank

3. Performance-related compensation deputy chair of the Supervisory Board We expect high standards of behavior As a result of the global financial crisis, We offer our staff success- and as well as the chairs and members of the on the part of our employees as defined regulators and industry alike acknowledge performance-related compensation. Supervisory Board’s committees receive in the Code of Conduct and the Global the need to rebuild the financial system. The compensation of the Management additional compensation. Compliance Core Principles. Each Under the political leadership of the Group Board members is aligned, primarily, to employee is to act professionally, fairly, of Twenty (G20), proposals for regulatory the bank’s actual financial performance, The compensation of each member of the and respectfully to uphold Deutsche changes were developed that address the ratio between our total shareholder Management Board and the Supervisory Bank values. Our Code of Ethics requires nearly every aspect of the current regulatory return and the corresponding average Board, as well as the structure of our our senior financial officers to adhere to regime and its institutional architecture. figure for a selected group of peer remuneration system, are published in the principles of integrity, accountability, companies on a two-year comparison, the Compensation Report. responsibility, fairness, and respect for Given this environment, Deutsche Bank’s and the Board Member’s individual More information in our Financial Report 2009, others. Regulatory Affairs Department (RAD), performance. The variable components p. 116 et seqq., that can be downloaded at which was established in 2008, has been of Board compensation are determined www.deutsche-bank.com/ir We continually review our Corporate further strengthened to be able to to a reasonable extent by the sustained Governance in accordance with new continue making a substantial contribution performance of Deutsche Bank and take 4. Transparent, timely reporting experiences, legal obligations, and to the ongoing regulatory debate on the account of both negative and positive Shareholders and the interested public further developments in national and global financial system. developments. are regularly kept up to date through the international standards, and amend Annual Review including the Consolidated where necessary. A Regulatory Affairs Steering Committee Regulatory Affairs Department (RAD) – Tasks Members of the Supervisory Board Financial Statements as well as the Interim Our comprehensive Report on Corporate (RAC), chaired by the Chief Risk Officer, receive compensation that comprises Reports. Deutsche Bank’s reporting Governance and additional relevant governs the Group-wide involvement in A risk management function helps manage both a fixed and a variable component. is in accordance with the International documents are available for download at: the regulatory debate on the future of the regulatory (policy) risk, i.e. the risk that: n A The latter is linked to the achievement Financial Reporting Standards (IFRS). www.deutsche-bank.com/ir global financial system. tio ss – laws, regulations or regulatory policies, or their ca es fi s of specific targets and related to the This provides for a high degree of ti m implementation and application, adversely affect n e e n Deutsche Bank, and dividend and earnings per share (based transparency and facilitates comparability A central Regulatory Policy Team globally d t on a three-year average). The chair and with our international peers. coordinates and manages work on a large I – failure to understand or properly implement laws, regulations, or regulatory policies creates legal or number of current regulatory issues Risks regulatory exposure and provides assistance in compiling

M n up-to-date statements. The team is a o io n n t in direct contact with regulators and d it a r o ig e rin it legislators and is supported by the three po g M rt governmental affairs offices in Berlin, ing Communication with national and international institutions Brussels, and Washington. In addition to Deutsche Bank statements issued on regulatory initiatives, the bank via Deutsche Bank actively participates infrastructure improvements, and to strengthening financial markets in international and national banking Regulatory Affairs Department (RAD) – Mission Statement in political-opinion forming. We view payment structures. The bank is the long term. This commitment includes associations is involved in all relevant this participation as part of our social also committed to sustainable risk promoting the German financial center, statements published by the financial responsibility and as a contribution to the management and improved corporate integrating European financial markets, sector, representing about three Influencing RAD helps shape Deutsche Bank’s voice on all democratic legislative process. In governance. Moreover, we implement and enhancing transatlantic economic regulatory initiatives per month. C regulatory matters and facilitate Deutsche Bank’s g o this area, we support several initiatives and support measures designed to relations. n n communication with regulators and policymakers i n c e on regulatory change proposals. It assists and that seek to enhance the framework increase the resilience of financial markets Risk management function n c e t u i coordinates the bank’s interaction with home and l n conditions for capital markets. Moreover, and institutions in crisis situations. The importance of the European Formulating the bank’s positions on f g

n host supervisors. we back the work of expert committees legislative processes for the finance regulatory initiatives is a key component I Mission Statement in professional associations, legislative We are in a continuous dialog with industry continues to grow. To deal of RAD’s mandate. The Regulatory Connecting institutions, and regulatory bodies by legislators, regulatory authorities, and effectively with this development, the Contact Office (RCO) supports professional RAD connects Deutsche Bank’s businesses and providing expertise and staff support. other stakeholders. We back demands EU Representation of Deutsche Bank and consistent communication with control functions, to draw on their expertise for the formulation of its positions on regulatory change for greater transparency and more in Brussels serves as a link between home and key host regulators abroad. proposals, and for our interaction with home and Informing With our political work in Berlin, Brussels, responsibility on the financial markets. the Group and EU institutions. The Furthermore, the Audit Coordination key host supervisors. London, and Washington, D.C., we take In our opinion, a global regulatory dialog EU Representation contributes our and Oversight (ACO) unit of RAD part in efforts to strengthen the regulatory and internationally coordinated regulation market experience to the political coordinates and monitors regulatory Informing framework in the banking sector. are essential to ensure a level playing and regulatory decision-making and mandatory external audits. RAD provides information across the bank on regulatory change proposals and regulatory issues Our primary focus is on new capital and field among the various financial processes at the European level. arising in its interaction with home and host liquidity requirements, market centers. Furthermore, we are committed supervisors.

48 Deutsche Bank Corporate Social Responsibility – Report 2009 49 02 Sustainability

Compliance and anti-money-laundering program Risk management

Compliance risk arises when insufficient that give reason to suspect money We continually review our anti-money- The risks that banks have to deal with Deutsche Bank is aware that risks to its compliance with laws, rules, and regulations laundering or the financing of terrorism laundering strategies and objectives are becoming increasingly complex and, own reputation may arise from business triggers legal or regulatory sanctions are brought to light and, as required by and maintain an effective anti-money- as the global financial crisis has clearly activities that have a negative impact against the bank or results in financial or law, reported to the law enforcement laundering program for our operations. and painfully shown, these risks can on the environment and society. We have reputational damage. The compliance authorities Deutsche Bank is committed to high occasionally have far-reaching effects. therefore clearly set out our expectations and anti-money-laundering program helps – Providing employees with regular anti-money-laundering standards and Deutsche Bank has always paid particular for the internal management of such Deutsche Bank minimize and manage training and education on the applicable expects its managers and employees attention to effective risk management. reputational risks in our Group-wide its compliance risk. rules and regulations to comply with these standards to prevent In view of the turbulence on the capital Reputational Risk Management Policy. – Presenting a coordinated response any abuse of the bank or its products markets, we have been reassessing and For the purpose of this policy, the Our Global Compliance Core Principles, to proposed legislation and services for the purposes of money redefining our guidelines and procedures primary responsibility for the identification, in which we have set down requirements laundering and financing terrorism. in this area over the course of the last escalation, and resolution of reputational for employee behavior, provide the basis To be able to perform these tasks years. risk issues resides with our local business for this program. effectively, the Compliance Department As part of our global program to prevent units. The role of our internal Control is independent from the bank’s operative corruption, we regularly monitor the Our Group-wide risk management Groups (such as Compliance, Legal, or The core responsibilities of the departments. Worldwide, close to risk of corruption and internal control is one of the key responsibilities of the Credit Risk Management) is to assist and compliance department include: 680 employees work for this department, mechanisms aligned to the provisions in Management Board. It covers all advise the business units in ascertaining – Providing advice to the individual with 135 of them responsible for the international treaties and local legislation. relevant aspects concerning our business that such issues have been appropriately business units on applicable laws, anti-money-laundering program. Highly A key element of the program is a clearly activities, and incorporates ecological, identified, escalated, and addressed to directives, and regulations, and sophisticated filter and monitoring defined set of rules and regulations, one social, and governance aspects. Our risk satisfactory conclusion. supporting the departments in the systems are used to scrutinize new clients, of these being the Global Anti-Corruption principles and guidelines are tailored implementation of these rules existing accounts, and current transactions. Statement in the Global Compliance to the individual business divisions, and If no mutual agreement on the mitigation – Developing and communicating Each day about 18,000 new accounts are Core Principles. The Group Gifts and together with our systematic methods of reputational risk regarding a transaction global and local internal compliance opened with Deutsche Bank. We have Entertainment Policy has been revised. for measuring, monitoring and steering can be reached, the escalation is managed principles, standards, and procedures more than 14 million clients worldwide In addition, we have a computer-based risks, they support decision-making by one of our regional or divisional – Monitoring and verifying conformity and conduct more than ten million system for recording and monitoring processes at all levels within the bank. Reputational Risk Committees or by with compliance standards transactions with an aggregated volume gifts and invitations and have meanwhile – Advising on the lawfulness of of about €1 trillion every day. introduced a global, professionally transactions, products, and services run telephone hotline in all regions. This Escalation of reputational risks that the bank offers With its anti-money-laundering telephone hotline provides another – Supervising reputational risk program, the bank lends strong support way of addressing issues in good faith, management on behalf of the to international efforts to combat money confidentially and without fear of Management Board laundering, the financing of terrorism, and negative repercussions. To accompany Group reputational risk committee – Coordinating risk control with other other criminal acts. Deutsche Bank these measures, a Web-based, – Regular meetings functions complies with, among other things, the mandatory training “Preventing – Discussion of escalated reputational risk issues – Managing daily communications recommendations of the Financial Action Corruption & Fraud” has been – Final decision of transaction with regulatory agencies around the Task Force on Money Laundering (FATF) rolled out to the entire staff globally. world and the recommendations and standards Regional/divisional review – Supporting compliance with the of the Basel Committee on Banking Compliance is part of our corporate Supervision. We are a member of the structure and all employees share – Discussion of escalated reputational risk issue bank’s internal confidentiality barriers – Regular meetings (“Chinese walls”) Wolfsberg Group, in which leading responsibility for it. In order to stress this – Initiating and implementing measures internationally operating banks have joined and provide our employees with within the scope of the anti-money- forces to map out principles for combating appropriate leadership on this matter, Escalation, laundering program to ensure money laundering and the financing we issued, for example, a detailed if reputational Business review supported by control groups compliance with embargo provisions of terrorism. The Money Laundering guideline on the performance of risk issue – Identification of reputational risk issue is not resolved of client transactions that apply in the EU and in other Act has been amended to bring it in supervisory duties to the heads of Global (otherwise normal countries in which the bank maintains line with the Third EU Money Laundering Markets and Global Banking in 2009. – Informal discussion approval process – Formal review incl. Senior Management subsidiaries and branches Directive. These amendments Business units within Asset Management of transaction) – Control groups (Compliance, Legal, Credit Risk Management) – Implementing advisory and monitoring are being implemented by a global, will also adopt these guidelines. Deutsche Bank New client New product Credit – In case of ESG-issues: Group Sustainability measures to ensure that occurrences cross-departmental workgroup. standards adoption approval directives

50 Deutsche Bank Corporate Social Responsibility – Report 2009 51 02 Sustainability

the Group Reputational Risk Committee Risk Management process as well. will be of particular relevance in high the Group Credit Policy Committee are (see table, p. 51). The latter has been In 2009, 89 transactions were reported, of carbon sectors such as mining and coal responsible for these assessments. established as a sub-committee of the which seven percent affected ecological, mining, forestry and agriculture, cement Risk Executive Committee and is chaired social, and governance aspects. production, and the chemical industry. Finally, our risk management naturally by Deutsche Bank’s Chief Risk Officer. includes compliance with basic legal Further members of this committee are In order to better incorporate the growing Added together, all of our staff are held and regulatory requirements and with the heads of the various risk management relevance of climate risks in our risk accountable for the proper management internationally accepted standards and functions of the bank and, since 2009, assessments, we created the “Green of reputational risks pertaining to the voluntary obligations. This includes, also the Global Head of Communications Filter” in 2009. In January 2010, we bank. Failure to comply with this obligation for example, embargoes, the directives and Corporate Social Responsibility. included the filter in our Group-wide may have, among others, a negative impact by the Financial Action Task Force on Reputational Risk Management Policy. on the individual discretionary pay level. Money Laundering (FATF), the World Besides the Group Reputational This means that our future decisions Bank Standards, the OECD Guidelines Risk Committee, the Risk Executive will be influenced by the question if an In addition, our global Credit Directives for Multinational Enterprises, and the Committee receives a monthly report individual transaction helps enhance incorporate guidelines for weapons UN Global Compact Principles as well on the escalations in the Reputational carbon efficiency. This kind of decision Credit Directives – handling, outlawed products, or dangers as the principles of the United Nations Core principles for to the climate and the environment Environment Programme (UNEP). our banking business (see figure). Transactions within these Further information on our risk domains require special assessment management can be found in the detailed Defense equipment by our Senior Management. The Group Risk Report in our Financial Report 2009: Selected key components “We will not consider any involvement Reputational Risk Committee and www.deutsche-bank.com/09 in transactions connected with specific types of weapons, in particular Bodies Tasks antipersonnel landmines, cluster bombs, or ABC weapons.”… Chief Risk Officer – Overall responsibilities for risk management – Chairperson of the Risk Executive Committee, which manages risk for the entire Group Pornography/“red light area” Group Credit Policy Committee – Subcommittee of the Risk Executive Committee that defines, among other tasks, “Deutsche Bank will not enter Group-wide lending principles into business relationships with – Biannual information on so-called policy decisions, which are taken in addition to material lending decisions counterparts belonging or being – Review of the relevant policies at least once a year close to the pornographic sector or adjacent areas (red light area).”… Group Reputational Risk Committee – Subcommittee of the Risk Executive Committee that examines reputational risks across the business units – Decision on reputational issues after an escalation by senior management or regional management, Betting & gambling industry or as required by Group policies and procedures “ We specifically do not want to be connected to counterparts within this industry which show signs of proximity Policies and procedures Content to problematic areas (e.g. red light sphere) or which are prone to serve a Credit Directives – Deutsche Bank’s global Group lending policies basis for illegal activities, as for – Taking account of sustainability aspects, such as ecological and social factors, embargoes and similar example the handling of cash entails restrictions, betting and gambling, military supplies, pornography the possibility of money laundering.” … Group Reputational Risk Management – Group policy aimed at creating uniform standards for identifying, escalating, and resolving reputational Environmental issues Program Policy risks, which may arise from transactions with clients “ Deutsche Bank regards the Reputational Risk Management Desk Guide – Group policy to assist in assessing the reputational risk of all proposed transactions, including the business responsible treatment of the or economic substance of a transaction, social responsibility, environmental or governance issues environment as an integral part of its corporate identity. […] In Industry Batch – Comprehensive analyses of the opportunities and risks associated with individual industries addition to complying with the legal and lending portfolios provisions relating to environmental – Integration of ecological and social aspects protection, we undertake to protect natural resources such as air, water, New Client Adoption Process – Protection against abuse, such as money laundering, the financing of terrorism, or other illegal activities and soil. […] We will not finance (Know your Client) certain globally banned products, e.g. CFC, asbestos.”… New Product Approval Process – Control mechanism for ensuring quality of existing and new business activities Embargos & related restrictions “All European embargos apply to the entire Deutsche Bank Group. In addition, local regulations that go beyond the restrictions introduced by the EC have to be followed by those directly affected thereby.“ …

52 Deutsche Bank Corporate Social Responsibility – Report 2009 53 The six UN Principles for 02 Responsible Investment (PRI) Sustainability 1. We will incorporate ESG issues 4. We will promote acceptance and into investment analysis and implementation of the Principles decision-making processes. within the investment industry. 2. We will be active owners 5. We will work together to enhance and incorporate ESG issues into our effectiveness in implementing our ownership policies and the Principles. practices. 6. We will report on our activities and 3. We will seek appropriate progress towards implementing disclosure on ESG issues by the Principles. the entities in which we invest.

Asset management Corporate security and crisis management Data protection

Today, more and more investors place To this end, we have established a Our Corporate Security and Business In 2009, for example, the Computer Data protection at Deutsche Bank is a value on “Socially Responsible Investing” committee of independent academic Continuity Management (BCM)/Crisis Emergency Response Team (dbCERT) globally organized task. Our data protection (SRI). They prefer to invest in companies and business experts who supervise Management (CM) programs set standards undertook a number of technology experts collaborate closely across all that comply with these standards. At the processes in the area of sustainable for the banking community as a whole. analyses and risk assessments aimed regions. They ensure compliance with data same time, compliance with SRI criteria investment and advise our investment at warding off Trojans, viruses, and protection regulations, which vary from has become increasingly important for teams. Moreover, we involve an The programs provide strategic guidelines phishing attacks as well as other forms country to country. They also serve as companies with regard to their own independent research company in for a number of areas ranging from the of unauthorized access. Deutsche Bank contact persons for all data-protection- business success. the analysis process for selecting prevention of fraudulent activities to the was again able to protect itself from such relevant inquiries, advise the business companies that comply with ESG. The protection of employees and buildings. attacks in 2009. units and manage data-protection- In response to these trends, Deutsche research company Sustainalytics These are implemented across the bank relevant global projects. In addition, they Bank integrates sustainability criteria into specializes in the analysis and evaluation on a global basis and cover all measures In addition, strategic plans that could be provide training and are responsible for its asset management activities. We of the sustainability performance including precautions against and implemented in the event of an H1N1 flu meeting all regulatory reporting provisions. signed the United Nations “Principles of companies and countries and is management of potential crises and pandemic were a core focus of our BCM for Responsible Investment” (UN PRI) considered the global leader in this field. incidents, the protection of employees, measures in 2009. Moreover, one of our main tasks in 2009 already in 2008. In so doing, we committed infrastructure, processes and information, was to find practical solutions for adapting ourselves to recognizing these principles We consider climate change and carbon and the maintenance and/or recovery of In recognition of our work, we won the the amended federal data protection law and implementing them in as far as our risks to be a key component of our ESG business operations. award for “Most Effective Recovery of to our daily operations. We managed this fiduciary responsibilities allow. Since analysis concept, and we will offer this the Year” at the CIR Business Continuity successfully. For instance, we revised then, they have become an integral service to all of our managers and analysts Also included are strategic plans that can Awards in May 2009. the internal notification scheme for data- element of our investment decisions. in asset management during 2010. be implemented in the event of possible Further information on measures in 2009 protection-relevant incidents. A potential Furthermore, we evaluate climate change terrorist attacks or natural disasters, and and established goals is available at: loss of personal data must now be reported In the area of asset management for risks and opportunities to equity and fixed a central service for the analysis and www.banking-on-green.com/governance immediately. We amended our data- institutional clients – DB Advisors – we income portfolios using the Carbon Beta investigation of IT security incidents. protection-related model agreements for have made our expertise in the area of platform offered by RiskMetrics (formerly data processing. sustainable investment an integral part Innovest Strategic Value Advisors). of our business strategy and have We introduced measures to improve developed our own ESG analysis concept. As with our asset management services, our global processes and standards; for This provides the basis for developing we apply sustainability criteria to our instance, review and approval of data a portfolio and enables ESG criteria to be investment decisions for the pension plans privacy compliance in case of personal part of the investment process from the of our employees as well. Deutsche Bank data processing by service providers. very start. Through our investment portal pension funds have a volume of €5.5 bn, Moreover, we have promoted awareness “G-Cube,” which acts as a global of which €100 million are already for data protection through, among other communications platform and database invested solely according to ESG criteria. measures, a revision of our data protection for research, our investment specialists Our long-term goal is to expand this homepage. The data protection regulations have access at any time to the latest type of investment. of all countries in which Deutsche Bank results of the ESG ratings that we use Further information on our activities operates are available on this site. and can include them in their decision- and solutions in the area of ESG and making process. sustainable investments is available at: www.banking-on-green.com/investments SRI research draws on our global pool of experienced specialists, which includes its own portfolio management team. We expanded this team in 2009 and, since then, offer not only equity but also fixed income products. In portfolio management and in the development of investment guidelines, we also work with external ESG experts and interest groups.

54 Deutsche Bank Corporate Social Responsibility – Report 2009 55 02 Sustainability

Consumer protection and product responsibility for Private and Business Clients Client loyalty and complaint management

The financial crisis produced a great In order to offer our clients even better Client loyalty management of 2009, clients loyalty rose again Complaint Management Group deal of uncertainty among bank clients. protection against the misuse of their for Private and Business Clients sharply through to the end of the year, “Corporate Quality Service” as a We want to reinforce their trust and ATM card data, we are in the process of At regular intervals, we ask our clients showing us that we are regaining the sub-section of Group Operational Risk solidify our reputation as a reliable and installing new ATMs in Germany by the about their satisfaction and systematically trust of our clients. Management is responsible for: competent partner of our private end of 2010. They are equipped with the assess these findings. In this way, we – Developing and implementing Group and business clients. For this reason, we most up-to-date security technology. gain valuable insights into how we can Complaint management standards for complaint management consider the crisis to be an opportunity improve our business processes and for Private and Business Clients – Developing forward-looking methods to become better and to develop our Taking the different needs of optimize the quality of our service and Our consultants are independently for analyzing the risk potential of strength: our high-quality consulting. different clients into account consulting. At the beginning of 2009, responsible for recommending suitable complaints Our clients’ specific needs and life we also launched our “Client Loyalty solutions to clients. Complaints – Reporting to the Management Board With our initiative promoting more situations are decisive criteria when Index.” The index uses data acquired submitted in writing are processed and about complaints that have been made transparent investment consulting, we consulting our clients and when creating from our established client satisfaction responded to promptly on a centralized – Coordinating research into and are making an active contribution to our products. We work along the frame- survey, in which we invite clients to basis. The complaints management tool responses to complaints directed at consumer protection and therefore go work provided by the legal regulations in participate once a year via online banking makes it easier for our employees to the Management and Supervisory beyond legal requirements. As the the field of consumer protection. or at ATMs. Nearly 800,000 clients register and follow up clients feedback in Boards first bank in Germany, we introduced a participated in 2009. The findings of the a flexible manner. Recurring complaints product labeling system for investment It is important for us to design our con- Client Loyalty Index help us, for instance, and faults in product and service processes products (see chart). Easy-to-grasp tracts in a client-friendly, comprehensible to identify dissatisfied clients and pursue are thus identified at an early stage. A symbols provide a guide to private way. Thanks to well-engineered assess- The new product labeling a dialog with them. The index also serves Group-wide quality committee addresses investors at first glance and allow for a ment processes, we can make our credit for investment products as a basis for the target agreements of our any potential for improvement and develops quick comparison of the products’ features. decisions promptly. Our earlywarning sales executives. We have formulated possible solutions. The committee consists The product labeling can be found on system gives us an opportunity to talk to Return of capital our understanding of tangible client of representatives from our services the new product information sheet that clients at an early stage and therefore to Indicates if and at which point capital orientation in our “Client Charter,” which and sales units as well as from quality includes detailed information about the prevent them from accruing too much protection exists, and the conditions serves as a guideline for our quality and management, target group management, structure, the opportunities, the risks, and debt. The opening and maintaining of an for return. service standards. and IT management. the costs of an investment product. The account by a minor is subject to specific Conditions information sheet successively completes regulations that can be found in the legal Indicates the product type – a share in Like the entire financial sector, Deutsche In a Group-wide guideline, we have the documents for all new investment regulations concerning the protection an investment fund, a certificate, or a Bank experienced a downward trend in formulated minimum standards for products. of this category of individuals. direct investment, i.e. individual shares client loyalty at the end of 2008 due documenting and handling complaints. or securities. You will find more information on the to the banking crisis. Following a brief The basic principle is to process labeling of our investment products at Personal closeness is our goal Due date period of stable figures in the first quarter complaints fairly and effectively and www.deutsche-bank.de/transparenz In the process of designing our offices, Indicates the end of the runtime, or without delay. we adhere to accessibility criteria. Up to if the investment is returned ahead Internet safety and handling now, 64 percent of our Investment and of time, and when and under which conditions this occurs. sensitive data Finance Centers and 52 percent of our We impose high standards in order self-service locations are already offering Investment instrument to guarantee the safety of online barrierfree access. Moreover, we aim Indicates the type of product, for Client loyalty – Deutsche Bank Private and Business Clients transactions and to prevent the misuse to equip all ATMs at our self-service example mutual fund shares, certificates or direct investments in of data. We regularly check databases locations with headphone ports and a individual stocks or bonds. PBC client for any suspicious features, and conduct spoken-language menu guide suitable for loyalty index research and implement defense the visually handicapped by late 2010.* Investment category (TRI*M index*) measures against attacks on online Indicates which markets (such as * Germany only. shares, securities, or real estate) banking. We inform our clients primarily determine the product’s about possible online-banking-related value development. safety risks on a regular basis. Additionally, we provide a free-of-charge Investment region around-the-clock safety hotline. Indicates where the paper can invest; for instance, Germany, Europe, or Asia.

Risk category Indicates the paper’s risk category assigned by the bank. There are 5 risk categories, with category 1 indicating the lowest risk, and category 5 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 the highest risk. If the product is 2006 2007 2008 2009 substantially shaped by derivative components, this will be indicated. * Source: Findings of the Private and Business Clients (PBC) survey carried out by TNS Infratest’s Finance Market Research.

56 Deutsche Bank Corporate Social Responsibility – Report 2009 57 * Status: Status: end of December 2009 Products and services (selection)

CER: Certified Emissions Reduction; ERU: Emissions Reduction Units; CDM: Clean Development Mechanism; JI: Joint Implementation. Joint JI: Mechanism; Development Clean CDM: Units; Reduction Emissions ERU: Reduction; Emissions Certified CER: Emissions trading dbStudentenKredit protection in environmental and climate Promotion of investments Development bank measures Sustainable closed investment funds investment the within of field fund sustainable offers Third-party Discretionary portfolio management with sustainable investments Project development Project financing Corporate financing (solar, in wind, biomass) renewables Investments Management) foundations (Private Wealth Trust office for incorporated Philanthropical Philanthropical wealth management Sustainable funds/thematic funds from DWS Investments/DB Advisors Product line Sustainability 02 58 (DSTT) GmbH Trust Stiftungs Deutsche

More More information about our sustainable products and www.banking-on-green.com/investments services:

– – – – – – – – – – – – – – – – – – – –

Results Results 2009 12 projects 12(out of 50) projects have 61 issued m. CERs & ERUs rate to of issued date 102success with an issuance 28 projects (out registered/determined of 50) in Involvement more than 50 >200 CDM* m. & generating CERs, JI* and ERUs projects to end 2012 bn. €3.1 about of total a of Management Approval of 11,600around Approval with a 2005 in of volume October its since €180loans inception about m. in treasury Approval of around 3,000 new loans in 2009 programs and over industrial the loan approvals for year 2009 residential für Wiederaufbau”) (“Kreditanstalt KfW 9,200 for energy, water, and materials) efficiency resource with higher (-buildings Buildings” “Green as well as in shares technologies so-called environmental certain domains within the lumber industry, investments in listed companies with and a in in forestry focus investments on climate portfolios, protection and investment forest distributed globally in regions, Europe’s sunniest facilities in as photovoltaic for factors, investments example: sustainability that consider of A and investments offering choice AG) with oekom research in analysis cooperation sustainability Bank, of Deutsche von AG; Finck (Wilhelm subsidiary fully owned und Rendite Nachhaltigkeit” fund “WvF of the Issuance sustainability Integration of and sustainability individual ethical aspects in investment guidelines AG) with oekom research (in cooperation criteria of sustainability catalog of a Definition comprehensive Individual mandated management portfolio solution by incorporating investment sustainability aspects of up to capacity with an 70 installed MW projects of solar in diverse and Spain Management Italy in the field wind projects energy 28 completed structured Further solar parks with an installed of capacity approx. 50 MWp in Germany, Spain, and Italy are in the course of installed ofbeing capacity 105 MWp in Germany and Spain of of 316 21Financing capacity wind with an parks MW installed in as Germany well as 10 with an parks solar wind and €1.3 park financing) solar Around in (including domain for volume bn. the MidCap companies German credit 2009 Report Elite by Elite” Commendation as “completely recommendable” by Fuchs Report Foundation Assets 2009 and foundations “Foundation Expert incorporated of over 130Management tax-sheltered of 140 about Management foundations

Sustainability ratings and indices Sustainability Source: Sustainalytics, Source: Rating Sustainalytics, 2009/2010 Total score: Sustainalytics arising risks and opportunities the we how identify improve us help ratings The Sustainalytics, RiskMetrics, and vigeo. research, Sustainable Asset Management, by leading assessed is performance Our corporate management. as for parameters future-oriented managers fund and investors number of growing a by used are and ratings, therefore, ensure transparency factors such stewardship as well as social success the ratings addition, In change. climate of companies contribute toward countering the effects how as such challenges but also take into account environmental ratings not only financial reflect indicators, of companies on financial markets. The increasingly important for the evaluation ratings Sustainability are becoming agencies agencies corpo and social responsibility. Sustainability and social responsibility. Sustainability 64 34 45 Overall 76 performance rate governance and product represent an analysis of aspects of of aspects of analysis an represent international sustainability ratings international sustainability such as EIRIS-imug, oekom 64 49 33 82 57

as treatment of employees employees of treatment as Governance Ranking: 45 62 29 76 2

Social out of out 73 40 73 21

93 Environment

Source: SAM Research Inc., Sep. 2009 score Sep. minimum Inc., No Research SAM Source: Bank is among the Deutsche worldwide bank’s 109 of Rating SAM (Sustainable Asset Management) indices: ASPI (Advanced Sustainable for basis listing the the bank’s stock again in the was following 2009 in Bank The positive assessment of Deutsche of our guidelines and publication internal the processes. and services sustai can we where improve still show further, such as the clearly ratings The ranked us seventh out of 65 companies. example, For the international oekom Corporate even Rating position. or our maintain improve to able were and financial the in sector top the to close ranked in agencies confirmed 2009 that we data. Again, the ratings established systems remuneration and economic risk on management, corporate governance, emphasis increased an about The global financial crisis has brought of our business processes. as a basis for the continuous optimization social, governance) and requirements act ESG from (environmental, so-called 84 96 Economic 63

dimension nability of our and products 77 87 Environmental 37 dimension 46 87 Social 70 dimension top

10 90 77 51

Total % Deutsche Deutsche Bank

Index ma

Minimum Deutsche Ma Av Sustainable Indices: DJSI STOXX and Performance Indices); Dow Jones STOXX Global, ECPI Ethical Index Euro, ECPI of of climate change. deals with most the effectively challenges companies in the financial sector that Bank Deutsche is one of the three taken”). In a business sector comparison, (“effectiveness category of measures a achieved very good result company in the Our new performance transparency. climate of risks change and and demonstrate full reporting opportunities the to (CDP) lists companies that respond well investor group Carbon Disclosure Project The index developed by the international renowned the in Carbon Disclosure Leadership Index (CDLI). companies of percent 15 Deutsche Bank is listed among the top 50 Sustainability Index. Global CRD OMX NASDAQ Index, Ethical Euro Tradable, and ECPI Ethical FTSE4GOOD and ECPI World); Ethical Indices: ECPI Ethical Index (DJSI Indices World DJSI EURO Dow STOXX, Jones Sustainable Corporate Social Responsibility – Report 2009 erag xi mu xi e mu m

Ba m: nk 10 0

Deutsche Bank memberships and participations in the sustainability sector

Active memberships/ participations Profile Since

Bundesdeutscher Environmental initiative of the German business sector; 1988 Arbeitskreis für Umwelt Deutsche Bank received the B.A.U.M. environment award in 2003 bewusstes Management

dena – Deutsche An institution of the German federal government and a leading financial services 2001 Energie-Agentur provider for the promotion of energy efficiency and renewable energies

Deutsche Gesellschaft für nach- Established in 2007 to promote sustainable construction, it comprises over 2007 haltiges Bauen e. V. 750 organizations in the construction and real estate sectors

Deutscher Industrie- und Lobby of the German business sector operating among decision makers in local, 1997 Handelskammertag state, and federal politics, and in European institutions

Die Umwelt-Akademie e. V. Dialog platform for science, industry, politics, and society aimed at promoting 2006 sustainable ecological and economic development

econsense – Forum Initiative of leading German companies and organizations to pursue a 2000 Nachhaltige Entwicklung der sustainability‑oriented corporate strategy Deutschen Wirtschaft e. V.

Forum für Forum promoting safe, cost-effective, and resource-friendly energy supplies 2000 Zukunftsenergien e. V.

Global Reporting Initiative Initiative promoting the transparent reporting of economic, ecological, and social 2002 performance of an organization

Institutional Investors Group Forum for pension funds and other institutional investors on matters relating 2008 on Climate Change (IIGCC) to climate change

Investor Network on Network of investors and credit institutions aimed at promoting an understanding of 2008 Climate Risk (INCR) loan risks and investment opportunities against the background of climate change

Klima-Partner Initiative promoting the development and implementation of climate-neutral 2006 products and services

Principles for Responsible Initiative of investors in collaboration with UNEP FI and UN Global Compact with 2008 Investment the aim of anchoring ecological and social principles of responsible corporate management in the investment process

Sustainable Business Non-profit organization with ties to universities, with the aim of spreading the 2003 Institute Platform concept of sustainability in business and public life nachhaltiges-investment.org

UNEP Finance Initiative Partnership between UNEP (UN Environment Programme) and the finance sector; 1992 specialist working groups on asset management, climate change, environmental management, and reporting

UN Global Compact The UN Global Compact is a strategic policy initiative for businesses that are 2000 committed to aligning their operations and strategies with ten universally accepted principles in the areas of human rights, labor, environment and anti-corruption

Verein für Umweltmanagement Forum in which financial industry specialists share opinions and experience in 2004 in Banken, Sparkassen und connection with ecological and sustainability issues Versicherungen e. V.

World Business Council for A CEO-led group of over 200 companies committed to sustainable development 2000 The Deutsche Bank Sustainable Development and corporate management towers in Frankfurt am Main are being turned World Economic Forum 1995 into one of the most International platform for a dialog between business and political leaders with the environmentally friendly aim of resolving global problems high-rise buildings in the world

Deutsche Bank Corporate Social Responsibility – Report 2009 61 03

Corporate Volunteering: Committing ourselves

Together with three employees, David Koh, Managing Director of Deutsche Bank China, launched a corporate volunteering network in Shanghai in 2008. His goal: to integrate physically and mentally challenged young people into society. Meanwhile, 88 colleagues have joined the award- winning initiative, with new members signing up each month. 03 34,240 days 14 percent 1,200 employees Corporate Volunteering of volunteer work of the bank’s employees signed up as new were performed by participated in the volunteer consultants Deutsche Bank corporate volunteering for the ”Financial employees in 2009. program in 2009, a Literacy” initiative two percentage points in 2009. increase over 2008. Tier 2: Impart knowledge and experience Examples include mentoring students and schoolchildren and our “Financial Committing ourselves: Literacy” initiative (see p. 67) as well as job coaching and peer consulting, i.e. Achieving new goals together Deutsche Bank colleagues advising managers in the non-profit sector.

Tier 3: Apply management and leadership skills as in our “Partners in Leadership” program (see p. 68) or offer project-related consulting. The flagship program of Deutsche Bank in this area is the “Corporate Community Partnership” (CCP), where colleagues take paid leave to support microfinance institutions in emerging markets (see p. 68). Day trip with residents of Weifang Sunshine House in Pudong, Shanghai, a home From the experience we have for people with mental and gained from our diversified corporate On some days, the banker David Koh changes hats and becomes physical handicaps The achievement of David Koh and volunteering activities, we know that his colleagues in Pudong exemplifies the projects requiring hands-on support the instructor David Koh. He teaches at the “Weifang Sunshine corporate volunteering commitment achieve tangible, short-term results and House“ in Pudong, a diverse and dynamic district of the Chinese of Deutsche Bank employees worldwide. effectively mobilize employees. Through the commitment of each and Initiatives in which our colleagues offer metropolis Shanghai. The “Sunshine House” is a daycare center every one, social responsibility becomes their knowledge and experience are for physically and mentally challenged young people who know part and parcel of the way we do business more complex and require more time as a company. That is our goal and it is but they are also more sustainable. little or nothing about Koh’s normal work, which is transaction particularly important for us to achieve Our efforts are most effective when our the highest possible social benefit from employees are able to support non-profit banking. Working on computers, drawing pictures, cooking every individual effort. organizations and their managers with food and learning English are among his chief activities in the their professional skills. Our expert Our corporate volunteering (CV) strategy knowledge is especially welcome in the center. Meanwhile, 88 Deutsche Bank bankers have joined Koh, takes a three-tier approach: areas of finance, quality and project taking turns offering lessons or organizing trips and education management as well as marketing. As Tier 1: Offer practical, hands-on support a general rule, we seek to engage in days. The bank’s corporate volunteers have even opened a library, Examples include short-term projects long-term relationships with our currently with 400 books. “Education,” emphasizes David Koh, in non-profit organizations and social corporate volunteering partners (see “is what counts for these young people because it is the only way institutions. diagram below). for them to really integrate into society.” For his initiative, Koh was honored in 2009 with the “Top 10 Individual Award for Supporting the Disabled” by the Disabled Committee of Pudong Deutsche Bank’s corporate volunteering programs Maximizing social returns by leveraging New Area Shanghai. professional skills in long-term projects

Professional skills Management & > n Leadership io ct dire c Knowledge & Experience Strategi

Practical & “Hands-on” Volunteering

Social skills Short-term Long-term

64 Deutsche Bank Corporate Social Responsibility – Report 2009 65 03 Corporate Volunteering

Our volunteers view themselves as and volunteer events in support of “Kinka 3,000 communities. Deutsche Bank has ambassadors of the bank. With their Gakuin,“ a social welfare corporation supported “Habitat for Humanity” since personal commitment they signal in the Nerima district of Tokyo. The 2002. In 2009, our employees raised their willingness to assume responsibility organization operates a home for children money for building projects in and contribute to our core objective and young people who either have no Cambodia and personally helped build of building social capital. parents or, due to hardship, have been numerous homes in India, South Africa, separated from their families. We have and the United States. The successful Key projects in 2009 worked together with “Kinka Gakuin” cooperation continued in 2010, following since 2007 and significantly intensified the Haiti earthquake. Similar to the “Weifang Sunshine House” our commitment last year, largely initiative in Shanghai, Deutsche Bank because these types of organizations In the U.S., we have been a partner of employees increasingly organize have become increasingly dependent the “Off The Street Club” in Chicago for themselves in local CV networks. The on volunteer involvement and donations more than 15 years. The organization, goal of this grassroots involvement is as a result of the global financial crisis. launched in 1900, is the oldest youth club to be socially involved and committed in the city, which like many large cities not only in individual projects but on Our support of the organization “Habitat struggles with drugs, violence, poverty, an ongoing basis. for Humanity” is aimed at what we view and a lack of positive role models. as a fundamental human right – the right For these young people – many of them ”Financial Literacy“ initiative: Deutsche Bank Take Japan, for example. In 2008, to dignified living space. Launched in 1976 from Chicago’s West Side – “Off The staff make an active our employees there launched “V-Net,” and supported by former U.S. President Street Club” is a safe place to spend contribution to the general which promotes the spirit of corporate Jimmy Carter, “Habitat for Humanity” their free time and learn. More than financial education of volunteering and welcomes all employees builds homes for the homeless and poor 60 Deutsche Bank employees rotate at young people to participate. Since its launch, “V-Net” families in nearly 100 countries. More helping nearly 3,000 girls and boys has organized more than a dozen events, than 35,000 homes have been built to achieve a successful start in life. They including charity runs, an ongoing date, putting a safe roof over the heads of help, for instance, by tutoring the collection to recycle plastic bottle caps, more than 1.75 million people in youth, organizing events, and going on trips as well as simply playing with people. Our employees visit schools the young people and doing sports. and give students economics training, For Deutsche Bank, corporate social thus filling a gap in current school responsibility means more than money – curricula. Not only teachers and it is about committing oneself. schoolchildren benefit from the special economics courses but also That is exactly what our ”Financial Deutsche Bank instructors who are Literacy” initiative in Germany is all motivated and inspired by the courses about. It aims to show young people and discussions with the students. how to manage money responsibly. We also have “Financial Literacy” And for that, they need to acquire a initiatives in Asia and the Americas basic understanding of economics. to enable young people to deal with money responsibly. “Financial Literacy” is an excellent example of how we are able to share In our German home market, too, we our expertise with others within our have successfully continued the “Help corporate volunteering program. With for Helpers” program, which we began the “Financial Literacy” initiative, we in 2007. With “Help for Helpers,” we combine two significant aspects of our have taken a new approach to corporate corporate social responsibility: we volunteering: we support charitable make an important contribution to the projects of our clients (and non-clients). ”Habitat for Humanity”: financial knowledge of young people Each year, in 20 locations around now present in and, at the same time, offer our employees Germany, we provide €10,000, which a 90 countries around a volunteering platform. Launched jury consisting of local officials, citizens the world, the jointly in 2005 by Deutsche Bank and and the bank allocates to people or clubs organization is driving Deutsche Bank Foundation, the project that are socially active in the community. the construction of apartments and houses focuses on improving the business and Their social involvement ranges from for the homeless financial skills of children and young working with children and young people,

66 Deutsche Bank Corporate Social Responsibility – Report 2009 67 In focus: “People with Responsibility” Under the Initiative plus and Social 03 This is the name of a new initiative Days programs, Deutsche Bank Corporate Volunteering of Deutsche Bank’s Private Wealth encourages the commitment of its Management (PWM) business unit employees through paid leave or in Germany and the motto that united donations to non-profit organizations nearly 500 PWM employees in and supported the “People with serving as corporate volunteers in Responsibility” initiative with €80,000. 2009. Across the country, more Many of Deutsche’s PWM teams have than 50 teams participated in about kept in touch with “their” local social 50 projects to support schools, organization in the various regions kindergartens, counseling centers, since and will continue to engage in and other non-profit institutions. more “People with Responsibility“ Many of these projects were initiated volunteering projects in 2010. by our colleagues themselves; others were launched by the bank.

Microcredits help young women to become self-sufficient with their own businesses (picture: seamstresses in India). Within the framework of our Corporate Community Partnership, we advise microfinance institutions Corporate Volunteering: 2009 in review teaching and integrating immigrants, to Within our CCP program we have sent In the past year, 14 percent of Ashoka, Women’s World Banking In 2009, we strengthened governance supporting emergency programs and experts from our various business lines Deutsche Bank employees participated (WWB), and Financial Services Volunteer of our corporate volunteering activities. In assisting neighborhood initiatives. By the and infrastructure divisions (with as corporate volunteers, an increase Corps (FSVC) in a total of 13 projects. 2010, we aim to unify the nomenclature end of 2009, Deutsche Bank has provided continuing pay) to non-profit organizations of 2 percentage points over the previous and approach of our activities worldwide aid worth €430,000 to social institutions in emerging markets. Typical tasks year. Altogether, they contributed What we will improve to ensure comparability across regions. and projects in all participating regions in include advising local management, 34,240 days of volunteer work worldwide. With our “Initiative plus” program, Germany. In so doing, we have contributed optimizing credit risk management, we support projects recommended by In 2010, in a move to further increase to improving social structures and thus improving IT systems, and developing Under our “Matched Giving” program, employees in a total of 14 countries either the number of volunteers, we will inform the quality of life. or assisting with the development of employees and the bank jointly donated by making a donation or by offering paid employees of interesting corporate marketing strategies. CCP is our flagship nearly €7 million in 2009 (2008: €8 million) leave. In 2009, nearly 3,600 employees volunteering projects with the help of a In line with our strategy to contribute program for a number of reasons: First, to non-profit organizations. participated in “Initiative plus” worldwide. newly developed online platform. In our management and leadership know- as a global financial service provider, addition, we aim to use this new tool how, we have participated in the we can share our expertise with our The positive response to the “Financial To encourage even more colleagues to regularly monitor participation in U.K.-initiated “Partners in Leadership” partners, for example in managing Literacy” project by all participants to commit themselves as corporate volunteering projects and gain quick program in Frankfurt since 2006. microfinance facilities or micro-health- has encouraged us to further develop volunteers and to better align their access to key management parameters. Our involvement extended to Berlin insurance programs in emerging the initiative. If in the past around 100 projects with our CSR agenda, we have in 2008 and to Hamburg and Munich markets like Mexico, India, and Uganda. Deutsche Bank employees participated reviewed the funding parameters of We plan to expand our participation in last year. Under this program, managers Second, we are able to help our in the project as instructors, last year’s “Initiative plus” in the German home the “Partners in Leadership” program for from Deutsche Bank and other partners far more effectively with appeal attracted 1,200 volunteers. market. In line with our “more than money” schoolteachers to other cities and to companies team up with schoolteachers this program than with all others to Moreover, the bank has anchored its principle, financial support will depend on further strengthen our partnership with for approximately one year. The “Partners develop sustainable economic and commitment to financial literacy the specific impact a project can make. “Big Brothers Big Sisters” who offer in Leadership” mutually benefit from each social structures. And lastly, in the course through permanent school sponsorships mentoring to children and young people. other’s knowledge. Teachers receive a of their participation over several weeks, at its 770 Investment & Finance Centers We will further expand our corporate deeper look inside business processes our employees gain valuable experience sites in German. volunteering activities as an integral part In 2010, under the “Corporate and can decide if and how business tools that feeds back into their daily work of our introduction program for new Community Partnership” program, can be effectively used in their institutions. routines. They learn another way of life, We have nearly achieved our goal employees, trainees, and apprentices. we intend to evaluate existing and At the same time, business managers become familiar with different mentalities of expanding the CCP program to potential future partnerships with become aware of necessary change and cultures, and must often overcome 30 placements in microfinance institutions Our goals for the future microfinance organizations. Moreover, processes that confront schools today. unexpected challenges. or with social entrepreneurs in emerging Regular monitoring of achieved goals we aim to enable more placements Last year, 20 Deutsche Bank employees markets. In 2009, we completed based on established standards plays an for senior managers. participated in the program, which 25 projects but had to postpone a few important role. Our topmost goal is to was also honored as one of the planned initiatives to the beginning of professionalize our corporate volunteering “365 Landmarks in the Land of Ideas” 2010. In November 2009, we began commitment by putting a still greater (see p. 78). a cooperation with the organizations focus on high-impact project partners.

68 Deutsche Bank Corporate Social Responsibility – Report 2009 69 1 Big Brothers Big Sisters, 03 Germany Corporate Volunteering 2 Whitechapel Mission, United Kingdom

3 M.A.D. Program, Hongkong

4 Special Olympics Nippon Tokyo (SON-T), Japan

1 2 3 4

Selected projects

Project/Objectives Results 2009 Project/Objectives Results 2009

LISC Advisors – Since October 2009 employees have counseled Whitechapel Mission – 86 employees volunteered in the mission USA, since 2009 7 organizations London, since 2007 supporting more than 100 homeless people www.lisc.org www.whitechapel.org.uk a day – They spent 242 hours serving breakfasts and Consulting with community development Care and advice for homeless people assisting in the Lifeskills Centre organizations in New York who help neighborhoods affected by the financial crisis; in cooperation with Local Initiatives Support Special Olympics Nippon (SON) – 33 colleagues helped at 3 SON-T sports events Corporation (LISC) Special Olympics Nippon Tokyo (SON-T) – Since 2005, more than 250 employees have Japan, since 2005 supported SON and SON-T competitions www.son.or.jp Berami: Step in, switch gears, step up – 5 employees committed themselves as mentors Germany, since 2005 – 50 % of the mentees were successfully placed Aims to empower people with intellectual www.berami.de (German only) disabilities to realize their full potential and develop their skills through year-round Career advice for women with a migrant sports training and competition background to find placements according to their skills Fundación Junior Achievement España – Start of 9 new programs that involved Spain, since 2006 19 colleagues as mentors Big Brothers Big Sisters (BBBS) – 20 employees served as mentors in tandems www.fundacionjaes.org – One-day workshop at Deutsche Bank’s Germany, since 2008 – Awarded as ”Landmark in the Land of Ideas” branch office www.bbbsd.org (German only) – Roll-out in Essen, Hamburg and Stuttgart Mentoring to promote educational and personal – 2010: Expansion to other regions in Germany development of young people Mentoring of children and young people aged 6 to 16 Emergency Relief – 25 employees supported refugees in Pakistan, since 2009 Mardan and Islamabad and distributed M.A.D. (Music, Art, Drama) Program – Deutsche Bank’s employees codeveloped www.ugood.org emergency relief goods to the amount Hong Kong, since 2009 the initiative of €40,000 to 1,200 families www.hkceces.org – 50 employees volunteered Support for IDPs (internally displaced persons) – 60 schoolchildren benefitted from their work suffering from armed conflicts; in cooperation Enhancing schoolchildren’s English skills and – 2010: Continuation after first successful year with United Global Organisation of Development interest in culture; in cooperation with the Council (UGOOD) of Early Childhood Education

Community Awards – Donations to 64 community projects Fundación Altius – 74 bank employees and their families renovated UK, since 2009 – Annual total investment of £62,900 Mexico, since 2009 the school www.db.com/uk/csr www.altius.org Financial support for charitable organizations in Renovation of the Mano Amiga School in Chalco which employees volunteer outside work hours for disadvantaged children

Matched Giving Programs – Employees donated €3.5 m. to charitable U.S. A., U.K., South Africa, Australia, and organizations New Zealand, first established more than – Deutsche Bank doubled the amount 20 years ago – Community Care launch campaign in Australia and New Zealand raised AUS $88,000 The Bank matches employee donations up to a maximum of US $5,000, £3,000, Rand 10,000 or AUS $200

70 Deutsche Bank Corporate Social Responsibility – Report 2009 71 04

Social Investments: Creating opportunity

Sébastien Marot is the founder and managing director of “Friends International,” a children’s aid organization that assists more than 1.2 million vulnerable young people in Asia, Latin America, and the Middle East. The nucleus of this international network was “Mith Samlanh,” a program for street children in the Cambodian capital, Phnom Penh. Deutsche Bank Asia Foundation has supported “Mith Samlanh” for more than five years. 04 2.6 million US $1.2 billion 30,000 orphans Social Investments small businesses were is the total volume of and disadvantaged provided with access all microfinance children receive to microloans – with funds made possible assistance from NOAH, Deutsche Bank’s through the support an organization whose support. of Deutsche Bank major sponsors include since 1997. the Deutsche Bank Africa Foundation.

Creating opportunity: Mobilizing strengths

The idea of helping people build self- markets. Capital has flowed in the form supporting structures is the driving force of microloans to nearly 2.6 million small behind our social commitment across entrepreneurs, helping them to grow regions. Since each and every one of us their business activities and improve their is a member of society, it is in our own standard of living: this is social capital best interest to invest in the stability and in its purest form. Moreover, we launch prosperity of the societies in which we initiatives with partners for socially operate. As part of our efforts to alleviate relevant projects with limited prospects poverty, we support projects such of being realized from a purely commercial as “Mith Samlanh” and “Friends perspective, if immediate financial returns International,” which serve children and are expected. youth and are therefore well suited to strengthen local social structures. Lastly, with ad-hoc donations from the We focus our efforts on communities bank, our employees and, in some cases, As the French tourist Sébastien Marot left a restaurant in that are well aware of their problems and our clients, we provide unbureaucratic are willing and capable of developing and fast relief in case of natural disasters. Phnom Penh on a late evening on April 1, 1994, he experienced viable solutions with our support. Some examples are the devastating fires something that would change his life forever: he saw more in Australia in 2009 and the Haiti and Chile Above all, our acknowledged expertise earthquakes in early 2010. Wherever than two dozen children sleeping on the street, covered in old as a global financial institution enables us possible, we live up to our claim of giving cartons. A moment later, a black luxury limousine drove by. to create opportunities for many people. more than money by complementing As a lender, we have provided access to our financial support with the personal This was the founding moment of “Mith Samlanh” – Khmer for capital to 110 microfinance institutions commitment of our employees as “Friends” – and the “Friends International” network, which in developing countries and emerging corporate volunteers. also operates today in Laos, Thailand, Indonesia, and Honduras, as well as Mexico, Myanmar, and Egypt. Meanwhile, “Mith Samlanh” has more than 215 employees, including social workers, teachers, and doctors. It assists thousands of street

children in the large Cambodian cities of Phnom Penh and ”Mith Samlanh” project (”Friends”) in Phnom Kampong Cham to become functional and productive citizens Penh, Cambodia: young men learn the basics of of their country, through access to health, safety, education, electronics; the training program also covers the and vocational training, using various business models. Together tailor’s trade (picture with “Mith Samlanh,” Deutsche Bank Asia Foundation offers above) targeted support for children affected by or living with HIV or Aids. In 2009, Sébastien Marot received the East Asian “Social Entrepreneur of the Year” award from the Schwab Foundation. And he hopes to achieve far more: “In ten years, no child should have to live on the street.”

74 Deutsche Bank Corporate Social Responsibility – Report 2009 75 04 Social Investments

PACES (“Palestine Association for Children’s Encouragement of Sports”): promoting sports for children in Palestinian refugee camps and poor neighborhoods

Key projects in 2009 which aims to introduce talented beginning in 2008. About 60 children artists to a large audience. If the model receive an education in each school. In Children and young people are the focus succeeds, we will extend our current addition, the school’s premises are of our social commitment. They are the one-year commitment. also used to train around 100 adults on weakest members of society everywhere vocational skills. Approximately 40 of “ Half the Sky Foundation,” China: caring for children in the world and often the neediest. As The rapidly growing non-profit our colleagues in Thailand volunteer in with mental or physical such, they deserve our special attention. organization “Nurturing Orphans of the schools every year under the “My disabilities AIDS for Humanity” (NOAH) has a School” project. South Africa: Since 2004, Deutsche Bank completely different focus. NOAH gives Africa Foundation has been the main approximately 30,000 orphans and In China, we have supported the “Half sponsor of the “Little Artists” program, vulnerable children a new life perspective; the Sky Foundation” for more than five which targets socially disadvantaged it offers them everyday essentials such years. The organization operates two young people in South Africa. In this as food, clothing, and personal care items, orphanages in Qingdao and Beijing. It also program, they are able to discover their as well as an opportunity to receive an manages numerous family villages for creative potential through drawing and education and a home. As a main sponsor, children who are mentally or physically painting and, at the same time, learn values Deutsche Bank Africa Foundation has challenged and thus have little hope of in the war-torn West Bank. It puts them Since 2003, Deutsche Bank Group such as discipline and responsibility. In invested nearly €1.6 million in NOAH over being adopted. Since its launch in 2000, into groups in which they can learn to companies have sponsored the “Future 2009, Deutsche Bank Africa Foundation the past eight years. the foundation has assisted nearly play in teams and, especially for talented for Children” (“Zukunft für Kinder”) was presented the “Business and Arts 15,000 babies and young children. soccer and basketball players, opens program together with SOS Children’s South Africa Award” (BASA-Award) for Asia: To commemorate 30 years of doors to professional careers. In 2009, Villages. The previous startup capital, its years of support for the project. We Deutsche Bank in Thailand, we undertook Middle East: Established in 2006, the program assisted 5,775 children in provided by a building loan, has been provide similar support together with the the building of three schools in rural areas the “Palestine Association for Children’s 57 locations, which were largely poor continuously supplemented by donations “Watercolour Society of South Africa” with severely underdeveloped education Encouragement of Sports” (PACES) parts of cities, refugee camps, and remote from the bank, its clients, and employees. to the annual “Black Like Us” exhibition, infrastructure over a period of three years, focuses on children and young people villages. Moreover, it helped create With this project, Deutsche Bank offers 459 jobs. underprivileged children opportunities for a better future. Enabled in part through Germany: Turkish pupils in lower the volunteering efforts of our colleagues, secondary schools and their families are 14 regional SOS Children’s Villages the focus of the “aktiF” initiative, which held their traditional vacation activities is supported by the Alfred Herrhausen last year. Fund of Deutsche Bank Foundation. The students are prepared for their later Another focus of our global social schooling and vocations through a commitment are structurally weak NOAH (“Nurturing Orphans of AIDS for targeted training program and consulting communities Humanity”): new by German-Turkish volunteers of perspectives on life Deutsche Bank. These measures are an U.K.: One of our more prominent for orphans and important – if not the most important – programs is “Project Shoreditch,” named disadvantaged children in South Africa step toward their successful integration after one of the most deprived areas into German society. In 2009, “aktiF” in London. Together with the non-profit assisted young people in a total of 19 “Shoreditch Trust” and other business Munich schools with a proportionally partners, we have sought to socially high number of students with a migrant regenerate this local community. Last background. The project is to be extended year, 86 employees assisted “Project to other German cities in the future. Shoreditch” as corporate volunteers. We

76 Deutsche Bank Corporate Social Responsibility – Report 2009 77 In focus: so they can create jobs, build assets, With local operations across 04 FINCA Microfinance Fund and improve their standard of living. 21 countries, serving more than Social Investments Deutsche Bank has successfully The fund will provide FINCA affiliates 730,000 clients, Washington, D.C.- structured, placed, and managed a in the Democratic Republic of Congo, based FINCA’s outreach is among US $21.2 million subordinated debt Mexico, Armenia, Azerbaijan, the broadest and most comprehensive fund on behalf of FINCA International, Kyrgyzstan, Georgia, and Tajikistan of today’s microfinance networks. a leading microfinance organization. the financial flexibility to on-lend an Through the fund, and based on London’s Shoreditch FINCA Microfinance Fund B.V. is the estimated US $100 million in additional its average network-wide loan size area: 86 volunteers first microfinance fund of its kind loan capital, as well as make the of US $503, the seven FINCA contributed to “Project to close since the onset of the global investments in staff, branches, and affiliates will be positioned to provide Shoreditch” in 2009; financial crisis. FINCA is committed other infrastructure to support its an estimated 150,000 additional the follow-up project to breaking the cycle of poverty by expanding microfinance lending and microloans per year. “Spitalfields Together” providing community-based credit deposit-taking programs. Investors has already been and savings opportunities to the include mainstream pension funds and launched world’s lowest-income entrepreneurs, socially responsible private investors.

Social Investments: 2009 in review

were honored with the „Business in the between 1,500 and 2,500 older buildings Despite the challenging global economy developing countries. And we have serve to strengthen people, communities, Community Power in Partnership – in New York City and make them energy last year, Deutsche Bank played a catalytic further strengthened our cooperation and local infrastructures. And across Example of Excellence 2009“-award (BITC) efficient by 2014. The project expects role in the social investments sector. with SOS Children’s Villages in our divisions and business units, we will further

for our commitment, which has had a to reduce CO2 emissions by 2,300 tons German home market. optimize our internal collaboration – with sustainable impact. “Project Shoreditch” per year. In 2009, the Community Development the goal of extending investment ends in March 2010. Its successor is Finance Group of Deutsche Bank provided What we will improve opportunities in social projects to our “Spitalfields Together,” launched in 2009. Germany – Land of Ideas capital in the form of loans, investments, We will continue to pursue our strategy clients as well. After “Banking on Shadwell” and In our home market Germany, we organize and grants that help expand opportunities of further developing and implementing “Project Shoreditch,” this is the third the competition “365 Landmarks in the for individuals in disadvantaged public-private partnership instruments. project we have supported in London Land of Ideas,” held under the patronage of communities in the U.S. and throughout Only through these instruments can the to help improve the infrastructure of German Federal President Dr. Horst Köhler. the developing world. growing needs of society be met at a deprived communities. In 2009, the competition, the largest of time of shrinking public budgets. its kind in the world, attracted a record Microfinance has become one of Sri Lanka: Through Deutsche Bank Asia 2,000 applications in its fourth year of the most promising ways to help the Moreover, we aim to optimize our internal Foundation, we financed the construction existence. On each day of the year, poor lift themselves out of poverty. processes by systematically strengthening of a medical unit for treating mentally an innovation or an excellent project in Deutsche Bank has supported the growth the cooperation of corporate headquarters ill or suicidal people within the largest Germany receives the “Selected of the microfinance industry for over with specialist teams in the individual special clinic in Sri Lanka, the National Landmark in the Land of Ideas” award. a decade and has lent to 110 institutions business lines. Institute of Mental Health in Angoda. Our The winners from all areas of business, in 47 countries since 1997. During 2009, involvement serves to promote an science, and culture have formed a Deutsche Bank had loans outstanding to Our goals for 2010 understanding for and social acceptance unique network for courage, curiosity, 83 institutions in 45 countries (2008: In the future, we will continue to support of mentally ill people. Around and innovation since the start of the 81 institutions). The total volume of socially viable projects locally through 20 Deutsche Bank volunteers assist this initiative in 2006. all microfinance funds enabled by financial grants. At the same time, we will program and the clinic, which is located Deutsche Bank rose to US $1.2 billion adhere to our fundamental strategy near the capital city, Colombo. Again in 2010 the award winners, in 2009 from US $1.01 billion in 2008. of relying on market forces and on the including 12 winners of the special award Deutsche Bank’s leadership in the power of personal initiative – especially for U.S.: The “Neighborhood Energy Loan “Living Unity” (“Gelebte Einheit”), are microfinance industry continued in 2009 improving the lives of people in Program” is another investment at the featured in the innovation guide “365 when it launched the FINCA Microfinance underdeveloped regions. community level but one that has a com- Landmarks – Where the Future is Made Fund (see “In focus” above). pletely different focus: the environment. in Germany” (“365 Orte – Eine Reise zu Along these lines, we will further develop With a US $150 million loan facility – Deutschlands Zukunftsmachern”). We were able to broaden our commit- our global portfolio of social activities. of which Deutsche Bank provides one- www.db.com/ldi ment to underprivileged children and In all regions in which we operate, we will tenth – the program aims to modernize www.land-of-ideas.org orphans in emerging markets and identify new project opportunities that

78 Deutsche Bank Corporate Social Responsibility – Report 2009 79 1 Refilwe God Parents Programme, 04 South Africa Social Investments 2 Street Smart, United Kingdom

3 NYC Green Carts, USA

4 Impetus Trust – Street League, United Kingdom

1 2 3 4

Selected projects

Project/Objectives Results 2009 Project/Objectives Results 2009

Alfred Herrhausen Fund – 9 initiatives supported with €670,000 Daktari Bush School – 75 students participated in one-week Deutsche Bank Foundation – Since 2005: support of 112 projects with South Africa, since 2009 workshops Germany, since 2005 €2.6 m. www.daktaribushschool.org – Support with ZAR 90,000 www.deutsche-bank-stiftung.de (German only) Program for students to learn about the Improving the prospects of disadvantaged youth; importance of preserving natural assets support for people in challenging circumstances and heritage

StreetSmart – Support of 90 homeless charities New York City Green Carts Intermediary Program – Increased access for the needy to healthy food to U.K., since 2006 – Fund-raising campaign in restaurants adding USA, New York, since 2009 prevent obesity and diabetes www.streetsmart.org.uk £1 onto diner’s bills for homeless charities www.nyc.gov/greencarts – Support with US $115,000 to provide technical – 2008/2009 campaign raised over £435,000 assistance and business support to fruit and veg Fund-raising campaigns for the homeless Supplying low-income communities with stall micro entrepreneurs fresh fruits and vegetables to contract diet-related diseases Impetus Trust – Support of three charities: Blue Sky, Children: U.K., since 2008 Our Investment, and Street League www.impetus.org.uk – More than 1,500 beneficiaries, e.g. homeless, Flacq Disabled Center – Support of €9,500 to build new teaching unemployed, and ex-offenders Mauritius facilities, thus 10–15 additional students can Backing charities and social enterprises in – Investment of more than £280,000 participate London that make a significant and sustainable Center for disabled students, aged 3–35, to difference to the lives of disadvantaged people improve their prospects by educational and vocational activities Refilwe God Parents Programme – 30 children were matched with godparents South Africa, since 2008 – Total support of ZAR 380,000, thereof Disaster Relief – February 2009: 3-phase response to provide aid www.refilwe.org ZAR 80,000 employees’ donations Asia-Pacific and support to the people of Victoria, devastated by the worst bushfires in Australia’s history; Placing orphans in foster families Reconstruction aid following natural disasters Donation of AUS $250,000 with financial and hands-on support – Fall 2009: Natural disasters in Taiwan, Philippines, Indonesia, India, Vietnam, and Cambodia; donation of €230,000 and employee volunteering support for social infrastructure reconstruction projects

80 Deutsche Bank Corporate Social Responsibility – Report 2009 81 05

Art & Music: Fostering creativity

Some of her pictures shock, some radiate, some caress. And every time they touch. With her hyper-aesthetic collages, which are both beautiful and horrifying, Wangechi Mutu has emerged as one of today’s most prominent African artists and one of the most interesting representatives of the up-and- coming U.S. art scene. A native of Kenya who now lives in New York, Wangechi Mutu is our “Artist of the Year” in 2010. Her first solo exhibition is at Deutsche Guggenheim in Berlin in the spring of 2010. 05 130,000 visitors 4,000 listeners 80 years Art & Music came to Deutsche tuned into the live since Deutsche Bank’s Guggenheim in broadcast of the Berliner initiation in 1929 Berlin last year. The Philharmoniker of the Villa Romana highlight was the opening concert on fellowship – by far “Grey Area” exhibition the Deutsche Bank our longest-standing by Ethiopian-born website. commitment to art. artist Julie Mehretu. Wangechi Mutu in her New York studio Fostering creativity: Inspiring people

Grotesquely altered pinups, roses and pearls growing over women’s heads, body parts that coalesce into plant-like fantasy figures, and fountains that squirt blood out of backs, feet, and bellies – with these disturbing pictures, Wangechi Mutu, who was born in Nairobi in 1972 and lives in New York today, Questioning customs, seeking new through long-standing partnerships captures controversial social and political topics on canvas. perspectives, taking shocking views, with groups such as the Solomon R. And these are many: Africa’s colonial past and its many and starting afresh are qualities of Guggenheim Foundation in New York, Wangechi Mutu: Her inspiration and Deutsche Guggenheim in Berlin, and the political and humanitarian problems today; the huge divides that of all outstanding artists is Berliner Philharmoniker, one of the most between rich and poor; the competing interests of black Africa’s fueled by enormous creative energy. highly acclaimed orchestras in the world. identity and Western-style consumption; and, in particular, the This is why we actively promote the visual arts and music. And for a good Key projects 2009 – Art media coverage and social perception of women. “It reflects not reason: we are convinced that creativity is the source of innovation, growth, and Turkey and Latin America: One of our key only how people feel about women, but also how society feels added value not only in art and music projects in 2009 was the “Beuys and His about itself,” the artist says. With her collages, Wangechi Mutu but also in business life. Artistic creativity Students” exhibition in the Sakip Sabanci can help us find novel solutions by Museum in Istanbul. The exhibition goes beyond all conventions and categories, giving her motifs leading us down new paths. For this featured nearly 350 works on paper by fully new meanings. She is our “Artist of the Year,” an award that reason, Deutsche Bank has supported the German artist Joseph Beuys and his promising young artists for decades students. Nearly 12,000 people saw the we conceived in 2009 and awarded for the first time in 2010. and, at the same time, given the general exhibition and gained fascinating insight The bank underscores its commitment to art by promoting young public access to art and music. In this way, into one of the most interesting chapters we encourage people to try something of contemporary German art. Building artists from around the world. In addition to the exhibition at new and broaden their horizons. upon the success of this show, a new exhibition of works entitled “Beuys and Deutsche Guggenheim, the “Artist of the Year” program includes An integral part of our art commitment Beyond – Teaching as Art” will travel to the purchase of works on paper for the corporate collection. is the Deutsche Bank Collection. Through seven museum venues in Latin America acquisitions over the past 30 years, it has in 2010–2012. This show further explores evolved into one of the most important the concept of teaching as an extension of and biggest corporate art collections art practice, and embodies two important in the world. We show our commitment CSR initiatives, art and education. This to art and music not only through uniquely collaborative exhibition features continuous development of the collection a diversity of works by important artists through purchases and sales but also from Germany and Latin America.

84 Deutsche Bank Corporate Social Responsibility – Report 2009 85 05 Art & Music Deutsche Bank Awards, U.K.: Through these awards, we help young arts “Mentoring Program for Immigrant Artists.” transmission of the season-opening graduates in London and Scotland launch The program promotes mentoring in concert on Deutsche Bank’s homepage their careers during their crucial first order to help immigrant artists navigate we provided access to an exceptional year after graduating. In 2009, the the NY art world. The 60 Wall Gallery musical experience for more than 4,000 ten winners received £8,000 each, as at Deutsche Bank hosted an exhibition, people all over the world. The Digital well as mentoring by a Deutsche Bank “Making it,” featuring 20 artists from Hall Concert caught the attention of the employee and a four-day business 11 countries who participated in the 2008 Financial Times, which called it “Classical training course. One of the partners program. music’s most advanced response to the we work with is the Royal Academy digital revolution.” Zukunft@BPhil: Schools, part of the Royal Academy of Key projects 2009 – Music using music to Arts in London. Our relationship extends Technically also challenging and effective open up new to a corporate membership and we also The key project in our music promotion is the live broadcast of the Metropolitan experiences to children and support them by offering art tours of our program in 2009 was the world premiere Opera Opening Night Gala at New York’s young people Deutsche Bank Collection in Winchester of the Digital Concert Hall of the Berliner Times Square and the Josie Robertson House, London, to Friends of the Royal Philharmoniker. With the help of highly Plaza. We have supported this event Academy. These make up just a few sensitive microphones and remote since 2002. of the 60 tours we organize annually for cameras, their concerts can now be clients, staff, and other cultural partners. heard and seen over the Internet in Promoting young talent: Because Among the many works of art visitors excellent sound and high-resolution excellent music can only be created by can view is a spectacular and monumental image quality – enabled and actively brilliant musicians, we are particularly wall painting from the U.S. artist James supported by Deutsche Bank. For music interested in supporting talented young Italy: Again last year, Deutsche Bank and the Hammer Museum in Los Angeles. Rosenquist. lovers around the globe, this innovative musicians. participated in the Venice Biennale, one The goal of the program, supported project “Made in Germany” opens the of the most important art exhibitions of by Deutsche Bank, is to encourage the New York Foundation for the Arts doors to the Berliner Philharmoniker Orchestra Academy, Berlin: The Orchestra the world. A highlight of the 53rd show creation of new ideas and the visibility (NYFA) Fellowship, U.S.: Since 1999, orchestra hall. The Digital Concert Hall is Academy of the Berliner Philharmoniker, was the “Marking Worlds” exhibition of new artistic talents. Subsequently, at Deutsche Bank has partnered with unique in the world of classical music; established by Herbert von Karajan in 1972, arranged by Biennale director Daniel the beginning of 2010, Mathias Poledna, the NYFA to award a fellowship each year it transcends national borders, social gives exceptionally talented young Birnbaum. The exhibition included a participant of the 3M project, was to an outstanding artist living in New classes, and age groups. Above all, instrumentalists the opportunity to perfect “Visualization of an Idea” by the visionary chosen for a solo exhibition in Frankfurt’s York. Works by each fellow are also the Digital Concert Hall means a new their skills in the company of acclaimed architect Yona Friedman, a project Portikus. purchased for the Bank’s collection. In approach to the culture of classical musicians. Supported by orchestra supported by Deutsche Bank. Birnbaum, 2007, Deutsche Bank expanded this music, and it also provides the opportunity instructors and integrated into rehearsals who is the principal of the Städel School We support artistic talent not only with support to include funding for the to reach young people. With the live and concerts, the young musicians gain of Fine Arts and director of the Portikus exhibitions but also with awards and hall of contemporary art in Frankfurt am scholarships. Main, is considered to be one of the most influential people on the international art Views Art Prize, Poland: Every other year scene. Our collaboration with him has since 2003, the Deutsche Bank Foundation since become a tradition: in 2008, together and Deutsche Bank Polska have awarded with Yona Friedman and students from the Views Art Prize to young Polish artists, the Städel School of Fine Arts, Birnbaum contributing to the development of the arranged an exhibition in Portikus, which art scene in the country. The prize, worth was sponsored by Deutsche Bank €15,000, is awarded by a jury consisting Frieze Art Fair, London: Deutsche Bank as the Foundation. Since 1999, the Foundation of Polish and international art experts. It main sponsor for the has been one of the most important was presented to Wojciech Ba¸kowski sixth consecutive year patrons of the Frankfurt exhibition hall. in 2009. For the first time, a second prize was awarded: a study visit in the Villa U.S.: Anish Kapoor’s monumental Romana in Florence was given to Anna sculpture “Memory” launched the newly Molska. branded “Deutsche Bank Series at the Guggenheim” in New York. Commissioned Villa Romana Fellowship Award, jointly by the bank and the Guggenheim Italy: The Villa Romana award enables Foundation and exhibited first at the particularly talented and predominately Deutsche Guggenheim in Berlin, this young artists from Germany to live impressive work showcased the inter and study for ten months at the prestigious national scope of our art commitment. Villa Romana in Florence, Italy. The World premiere of the A further example was “The 3M Project,” prize, the history of which dates back Digital Concert Hall: an innovative exhibition concept giving to 1905, is the oldest in Germany. Berliner Philharmoniker young artists the opportunity to present Deutsche Bank and later on its concerts (pictured: their works consecutively in museums Foundation have been sponsoring principal conductor in three major cities across the U.S.: the award since 1929, making it our Sir Simon Rattle) in excellent sound and the New Museum in New York, the longest-standing art commitment. high-resolution image Museum of Contem porary Art Chicago, quality in the Internet

86 Deutsche Bank Corporate Social Responsibility – Report 2009 87 In focus: of the Deutsche Bank Collection. a broad audience, we will not only 05 Art in the new Deutsche Bank towers As part of a unique floor concept, continue to offer our tours, lunch Art & Music At the end of 2010, Deutsche Bank works of art will be arranged in a lectures, and meetings with artists employees will move back into the systematic and clearly structured way but also create new innovative and refurbished headquarters in Frankfurt on all 60 floors and in 120 conference public communication rooms. The am Main. The Deutsche Bank Collection rooms. From the upper floor of the new “Art Café” in the main lobby of will play a key role in the modernized A-tower to the ground floor of the the twin towers will be accessible complex, featuring art works from B-tower, six regions will follow one not only to employees and clients. over 100 artists from all continents. after the other: Germany, Europe, The permanent exhibition will consist Asia-Pacific, America, the Middle East, mostly of contemporary works on and Africa. In the executive suites, paper and photographs; many of them we will show works from the Classical valuable experience for their careers during Opera Studio, Frankfurt: will be from talented young artists, Modern period prior to 1945 their two-year training and acquire the the Deutsche Bank the youngest born in the mid-1980s. together with works from established professional discipline of a world-class Foundation promotes Between 30 and 40 percent of the contemporary artists. To open this talented young opera exhibited works will be new acquisitions illustrious permanent exhibition to orchestra and concert routine. singers on their way to a professional career Oper Frankfurt, Academy Opera Today: By supporting the Opera Studio of the Oper Frankfurt, Deutsche Bank Foundation helps talented young opera singers gain their first experience on a professional opera stage, providing a huge opportunity to advance their careers after their studies. With this commitment, the foundation expands the tradition of its support for music theaters, which started with the “Academy Opera Today” (“Akademie Musiktheater heute”), a worldwide unique scholarship program for opera professionals, including directors, dramatic advisors, and conductors as well as stage designers, culture managers, and composers. Together with Academy Art & Music: scholars, members of the Opera Studio 2009 In review will perform the premier “InnenLeben” at a ceremony in Frankfurt in 2010. With Ambassador” for the orchestra, the Frieze Art Fair for the sixth time as a Last year, we aimed to give greater Together with the Berliner Philharmoniker, doing we give clients and employees, this production, the Academy places an music prize 2008 of Don Juan de Borbón, main sponsor last year. The art fair has focus to successful programs, make the we have created the innovative Digital and visitors of our website access to emphasis on the current opera scene and and the media award digita 2009. become one of the most exciting events Deutsche Bank Collection accessible Concert Hall. This globally unique Internet extraordinary concerts and contribute helps advance the contemporary music of its kind in the world, attracting more to a larger audience, and intensify our portal provides access to classical music to the further spread of the Digital theater as a form of art. A further important strategic goal of our than 60,000 visitors consisting not only communication activities to reach a to people who would otherwise have no Concert Hall. global commitment, over and above the of curators, artists, collectors, critics, new target group. We achieved these opportunity to experience an orchestra. Zukunft@BPhil: Our long-standing part- promotion of talented young artists, is and gallery owners but also of a broadly goals. In 2009, we gave a broad Our goals for the future nership with the Berliner Philharmoniker to encourage children and young people interested public at large. audience greater access to contemporary What we will improve We will further refresh the Deutsche Bank led to the launch of a project in 2002 as well as students to become interested art and enabled excellent music In 2010, Asia will have a greater focus in Collection with international works aimed at introducing children and young in art and music as early as possible. To Deutsche Guggenheim, Berlin: As part experiences. our art promotional activities. Beginning of art. For the first time, a broader people to classical music – and thus achieve this goal, we have introduced of the four exhibitions, including “Grey in May, we will support the “Art HK 10” audience will be able to view the collection to a new path of personal discovery: several educational programs. Area” by Julie Mehretu, teachers from In our ongoing efforts to internationalize international art fair in Hong Kong as a after our move into the newly renovated Zukunft@BPhil is a groundbreaking elementary schools and high schools the Deutsche Bank Collection, we continue main sponsor. At the same time, we will headquarters in Frankfurt am Main. At that initiative of the Berliner Philharmoniker Frieze Educational Programme, U.K.: A received special training for their to make progress. Through targeted display contemporary art from Asia and time, we will present the new art concept that is supported by Deutsche Bank. key focus of the Deutsche Bank Education art instruction in schools. Events and purchases of works by young artists from from around the world at our new offices of the towers to the public and media. The initiative gives young people from Space at the London Frieze Art Fair in programs such as our “I like Mondays,” developing countries and emerging in the city; the opening is planned for different social and cultural backgrounds 2009 was “sculpture” as a form of artistic which offers free Monday visits markets, we have become increasingly August 2010. We also aim to expand the We aim to refinance the purchase of and with different talents the opportunity expression and the meaning of selected to Deutsche Guggenheim, attracted successful in reflecting the globalization Deutsche Bank Collection with works new works of art largely through the sale to actively and creatively explore the works of art at the art fair. We held 130,000 visitors again in 2009. Because of the bank in the collection. of art from artists in the dynamic Asian of older works in an effort to ensure world of music. Zukunft@BPhil stimulates workshops for children and young people admission is free then and the museum region. the depth and strategic direction of the the creativity of these young people, as well as public events during the stays open in the evenings, the program We have redesigned and modernized our collection. fosters independent thinking and encou weekend. We also published our own has been especially popular with school online art magazine (www.dbartmag.com) Moreover, we intend to optimize rages critical judgment. Every year, flyer and website, which offers a classes and people who otherwise have and promoted the relaunch with an online our collaboration with the Solomon R. In addition, we aim to use art and music thousands of children and young people playful approach to art through a mix of little time to enjoy art. It includes lunch campaign. As a result, the online magazine Guggenheim Foundation in both Berlin as a forum for dialog with our clients and are able to discover their own individual entertainment and information for lectures, workshops and free tours. The has become more popular and attracted and New York. And we also plan to use stakeholders more than we have in the talents in various workshops. In 2009, interested young people and adults. combination of inspiring works of art more than 1,000 new subscribers. the new location in Abu Dhabi for our past. Art and music should become an nearly 22,000 adults and school students With the presentation of artworks and interesting presentations helped art promotional activities. integral part of the client experience. visited the more than 23 Zukunft@BPhil from Thomas Struth in the Deutsche Deutsche Guggenheim increase its With “Artist of the Year,” we have projects. The extraordinary program has Bank lounge and at an information booth number of visitors by 20,000 (18 percent) introduced an award that we intend to We want to promote and broadcast been awarded with the Goldene Kamera, of the online art magazine ArtMag, the in 2009, while other Berlin museums present every year to promote talented selected concerts of the Berliner the Urania-Medaille, the Deutsche bank drew attention to its commitment experienced a drop in attendance. young artists. Philharmoniker regularly live on the Kinderpreis, the title “UNICEF Goodwill to art. Deutsche Bank supported the website of Deutsche Bank. In so

88 Deutsche Bank Corporate Social Responsibility – Report 2009 89 1 “Primavera” exhibition at the 05 Museum for Contemporary Art, Art & Music Sydney, Australia

2 Städel Museum, Frankfurt, Germany: computer simulation of the planned extension

3 “The Magic Flute” in Vladivostok, Russia

4 Beijing Music Festival, China

1 2 3 4

Selected projects

Project/Objectives Results 2009 Project/Objectives Results 2009

Museum of Contemporary Art: “Primavera” – Main sponsor of the annual “Primavera” Beijing Music Festival – 30,000 people visited concerts of 11 orchestras Australia, Sydney, since 2004 exhibition, which has established itself as the China, Beijing, since 2007 from 8 countries www.mca.com.au most important showcase for aspiring young www.bimfa.org – 700 employees and clients experienced the Australian artists concert of Sarah Chang and the Academy of Renowned museum for contemporary – 20 artists exhibited their works Encounter of contemporary Western and St. Martins in the Fields Australian art Chinese music – Free concerts for children and students in cooperation with the Education Department of the Central Conservatory of Music Portikus – Promotion by the Deutsche Bank Foundation Germany, Frankfurt am Main, since 1999 of the “MainWerk” series, that yearly shows www.deutsche-bank-stiftung.de a commissioned work from former students of “The Magic Flute” in Vladivostok – 3 performances, 150 participants, 1,950 guests www.portikus.de the Städel School of Fine Arts in Frankfurt Russia, since 2009 – Promoted project of the Deutsche Bank – Numerous tours for employees www.vladopera.de Foundation to successfully revive the opera Exhibition hall for international – 10-year anniversary of the partnership culture in Vladivostok and enhance an contemporary art Musical bridge between East and West, promotion intensive intercultural exchange between East of young musical talent and West – 7 projects planned in the next 5 years; Os Gêmeos: Vertigo – 73,743 visitors on 44 exhibition days 2011 “Le nozze di Figaro” Brazil, São Paulo, 2009 – Deutsche Bank reception with more than 2,000 www.db-artmag.com guests, including numerous Brazilian artists www.faap.br – Presentation of a broad spectrum of street art, Prestigious International Symphony Orchestras – 2,000 music lovers experienced the London including sound works and moving sculptures for Deutsche Bank in Italy Symphony Orchestra in concert at the Teatro Exhibition of the graffiti artists Os Gêmeos in – Awarded with the prize of the Associação Italy, since 2009 alla Scala in Milan, conducted by Daniel the Museu de Arte Brasileira (MAB) Paulista de Críticos de Arte for São Paulo’s www.fondoambiente.it/en Harding best visual arts exhibition in 2009 Concerts with international orchestras in partnership with Fondo per l’Ambiente Partnership with the Städel Museum – Providing 600 works of art on permanent loan Italiano (FAI) Germany, Frankfurt am Main, since 2008 for the new addition; groundbreaking ceremony www.staedelmuseum.de in September 2009, opening in 2011 Deutsche Bank Invites – Concert cycle with internationally renowned Poland, since 2008 jazz musicians and young talent in the region

Support of jazz concerts and music festivals

90 Deutsche Bank Corporate Social Responsibility – Report 2009 91 06

Education: Enabling talent

Anthony Heyward is from the Bronx, for years one of the poorest and academi cally most underserved communities in New York City and the United States. Now he is a student at the City University of New York where he hopes to become a teacher – and a role model for his future students. Heyward participates in the “Teachers as Leaders” program, which was founded by the Deutsche Bank Americas Foundation. Its goal is to increase the number of African-American male teachers in New York City public schools. 06 €23.5 million 275,000 people 3,000 teachers Education were invested by benefitted from our have, for the first time, Deutsche Bank last education projects taken part in training year in education- worldwide. workshops in the U.S. as based projects around part of our “Transatlantic the world. Outreach Program.”

Enabling talent: Overcoming challenges

Our “Teachers as Leaders” program in New York aims to substantially increase the share of African- American teachers in the metropolis as role models to young adults with a similar ethnic and social background

Evander Childs High School was one of the most challenged The principle behind the “Teachers as Key projects in 2009 Leaders” program applies to many of our schools in the Bronx, with daunting social and academic problems. educational programs. We encourage Equality of opportunity The high school struggled with violence, truancy, and high young people with talent to give their best In many countries, young people from because we are convinced that education immigrant families have significantly dropout rates and has since shut down and been replaced with a is absolutely essential for a healthy society. fewer educational opportunities number of smaller schools. One of the students who graduated Providing youths with a solid education is than young natives. There are several crucial to securing their ability to thrive in reasons for this development but a from Evander Childs was Anthony Heyward. Today, he is a the future. We help these young people lack of interest and insufficient talent participant in the “Teachers as Leaders” program sponsored by achieve goals that would otherwise remain are not among them. Our goal is unattainable because of their socio- to discover talent in young people, the Deutsche Bank Americas Foundation. The program aims economic background. strengthen their confidence, and help to increase the number of African-American male teachers – them build their own social networks. Just as we do in New York, we support Moreover, we advise and assist them of whom New York has precious few. Currently they account numerous projects around the globe in on their way toward acquiring a high for 4.4 percent of the teaching workforce, a percentage that which students become teachers and school diploma and later a university later role models. One example is the degree or toward beginning their represents a steady decline over the years. In addition, the “Teach South Africa” program in which professional training and entering the high school graduation rate for African-American males hovers we motivate young university graduates employment market. to work as teachers for at least two around 30 percent in New York City. We believe it is critical for years. Another is the “Enseña Chile” “Young people should be able to develop these students to have role models with similar social and ethnic program in which we encourage their talent, and excel regardless of their young college students with excellent ethnic origin, social status, and personal backgrounds with whom they can identify. “Becoming a teacher qualifications to teach in public schools. environment – all for the betterment of is much more than just a career choice,” says Heyward of his In all these programs, the aim is to society.” Such is the guiding principle of increase both the quantity and quality the START scholarship program. START, interest in helping shape the future of his community. “The of teachers and to improve the level of launched by the Hertie Foundation, has education step by step. In this way, we been supported by the Deutsche Bank investment in me as a teacher will live on in the many generations contribute to the long-term development Foundation since 2004. At the moment, of young people I hope to inspire through my own success.” of stable and sustainable structures in the program supports nearly 600 school these communities. children from more than 60 countries with both materials and ideas. The long- Our programs have three areas of focus: term goals of START are: to encourage equality of opportunity; cultural education; school children to pursue a higher level and promotion of academic research and of education, and also to assist them international dialog. with the transition to the senior years of

94 Deutsche Bank Corporate Social Responsibility – Report 2009 95 06 Education

German Federal President Dr. Horst Köhler congratulating a student of “School at its best” (“Starke Schule”). In 2008/2009, 600 schools participated in the competition

The principle behind all our education-based initiatives across the globe: education is the key to prosperity and growth – a basic prerequisite for building social capital high school; to improve their opportunities In our Middle East and North Africa and financially weak parts of New York, London, we have launched the “Playing different instruments as either a soloist for an academic degree and to tap (MENA) business region, we have gone it combines community development Shakespeare with Deutsche Bank” or a member in an orchestra. “Melodi the potential of immigrant children to one step further. Today, nearly 300 measures and educational reform efforts, project, which opens the world of theater Music” has opened new perspectives strengthen society. million people live in the Arab world, half and strengthens the cooperation between to school students. Classic performances for children, giving them confidence and of them under the age of 25. As a result, communities and local schools. The such as “Romeo and Juliet” and “Much joy in life. Meanwhile, the program Young talent is also the focus of “School the country will have a huge demand for ultimate goal is to get students growing Ado About Nothing” are tailored to meet encompasses 11 elementary schools in at its best” (“Starke Schule”). This jobs, which only entrepreneurs, managers, up in these areas excited about the the needs of teenagers, many of whom Soweto with more than 1,500 school- competition showcases schools that university graduates, and others with possibility of going to college and have never been inside a theater and children. Deutsche Bank Foundation prepare their students individually for skills and foresight will be able to create. acquiring a degree. The “College Ready most of whom are studying the play at enabled 25 committed participants their vocational training, continuously From Dubai, Deutsche Bank MENA Communities” initiative is a two-year school. 59 percent of London secondary of the South African “Melodi Music” develop their curricula, and intensively Foundation supports the “Young Arab pilot program led by the Deutsche Bank schools have participated in the program project to attend a three-week tour of network with partners. In 2008 and Leaders” scholarship program, launched Americas Foundation with support from since it began four years ago and learned Europe. Between their own concerts in 2009, nearly 600 schools participated in 2004 by the prime minister of the the Bill & Melinda Gates Foundation. more about the plays and how to interpret London and Amsterdam, the young in the competition and presented their United Arab Emirates, the king of Jordan them. The program includes a website musicians visited the Berliner successful concepts, from lower and the crown prince of Bahrain as a Cultural education and a series of podcasts and workshops Philharmoniker and listened to concerts secondary schools to integrated school non-profit organization. In the future, By helping children and young people in selected schools. So far, about of the Berliner Barock Solisten. Johann forms. For the “School at its best” we aim to continue enabling scholarships create an interest in culture, art, and 16,000 students and hundreds of our Sebastian Bach’s Brandenburg Concertos network, Deutsche Bank Foundation for young, talented students from the music, we enable them to discover their employees, clients, and the general were featured. collaborated with the “institut für Middle East who pursue a Master of potential and broaden their horizons. public have attended performances at the finanzdienstleistungen e. V.” in developing Business Administration (MBA) at the For us, cultural education is more than Globe. Through additional performances, In numerous regions around the world, a study program that gives young American University of Beirut. Within this a mere sharing of knowledge and we intend to increase this number to we bring children “close” to culture – in people a basic understanding of finance. program, Deutsche Bank volunteers serve skills; it trains people to think in complex nearly 20,000 in 2010. the truest sense of the word – by bus. In The program “It pays to know more” as mentors, assisting Arabian scholars ways, gives them a deeper sense of Singapore, the “Deutsche Bank Art Bus” (“Wissen rechnet sich”) targets secondary- during their studies in the Lebanese perception, and thus helps them to better In South Africa’s Soweto, by comparison, regularly takes visitors to the Singapore school children in classes seven through capital city. use their intellectual capabilities. As the focus is on music. For decades, Art Museum (SAM), while the “Wallraf nine. It aims to prevent excessive youth such, cultural education drives social and children there struggled for survival. Museum Bus” commutes to the Wallraf- debt, a problem that now affects every A new initiative we launched in 2009 economic progress. Cultural education had no role in their Richartz-Museum in Cologne. With fifth young person in Germany. This is in is “College Ready Communities” in New lives, nor did anyone think about educational tours and workshops, school line with our goal to increasingly focus York City. The initiative aims to improve In the U.K., we have turned to making it play a role. Seven years ago, the classes from Cologne and the surrounding on projects that leverage the bank’s core college access for children in New York’s Shakespeare for inspiration. Together “Melodi Music” initiative was launched. area are introduced to art. Under the competencies. highest-risk communities. In structurally with Shakespeare’s Globe Theatre in It gives children the opportunity to learn Ruhr.2010 European Capital of Culture

96 Deutsche Bank Corporate Social Responsibility – Report 2009 97 In focus: “FairTalent“ Deutsche Bank, targets talented 150 participants has access to a 06 Not talent but family background children and young people from socially qualified mentor some of whom are Education often determines how far young people disadvantaged families. Unlike many Deutsche Bank employees. The advance academically. In Germany, other scholarship programs, “FairTalent“ program, which was developed in 71 percent of children whose parents can begin as early as the first year of 2009, will start with approximately have a degree go on to university, elementary school – with the goal of 150 children and young people from while only one in four children from supporting children and students the German federal states Hesse, families without a tradition of through to university. The comprehensive Saxony, and Thuringia in 2010. higher education do the same. The support program includes one-on-one “FairTalent” program of the Roland tutoring, seminars on specific subjects, Berger Foundation aims to change vacation academies, and creative this development through greater workshops as well as internships with fairness and equality of opportunity. non-governmental organizations and The program, which is enabled by companies. In addition, each of the

Melodi Music initiative in Soweto, South Africa: new prospects for children, improved self-confidence, and a greater enjoyment of life Education: 2009 in review

program, Deutsche Bank enables researchers in the area of financial Educational programs tailored to We generated an intense, high-level advantage of the core competencies of the “Collection Tours.” From March to economics for their fundamental work, meet individual needs are well suited academic debate within the financial the bank and its employees. December 2010, children, young people, which contributes extraordinarily to the to promote equality of opportunity and community by awarding the “Deutsche and adults can use free tour buses international discourse. In September to successfully and, above all, sustainably Bank Prize in Financial Economics” As part of our involvement in the “Sports to visit contemporary art exhibitions 2009, Dr. Josef Ackermann, Chairman improve the intercultural competence to Robert J. Shiller. Aid Foundation” (“Stiftung Deutsche in 20 museums affiliated with the local of the Management Board, and Prof. of the participants. Sporthilfe”), we aim to motivate more association of museums in the Ruhr Krahnen, director of the Center for In 2009, Deutsche Bank invested nearly people to accept performance as a Valley region, the RuhrArtMuseums. Financial Studies, awarded the prize This is why we expanded programs for €23.5 million in educational projects social value and to win the support of to the renowned U.S. economist Robert fostering the skills of people with minimal around the world. private sponsors for highly talented Academic research J. Shiller of Yale University (see interview access to education and for supporting amateur athletes. and international dialog on p. 8). the general financial education of youth. What we will improve The global economic and financial crisis We intend to intensify our cooperation Moreover, we aim to further intensify our has shown how important it is to promote With the “Transatlantic Outreach We strengthened our initiatives for with strong partners and organizations partnerships that promote the networking research into core issues confronting the Program” (TOP), we support a network creating more equality of opportunity. that offer high-proliferation effects. of science and the cross-fertilization of business and banking sectors worldwide that aims to strengthen German- For instance, we were able to encourage theory and practice. and to intensify the exchange of know American relations and project a modern 650 scholars of our German foundation Against the background of the financial ledge between science and business, view of Germany. In 2009, TOP updated project “Compass of Studies” (“Studien crisis, we will strive to further advance the theory and practice. We have encouraged instructional materials and provided more kompass”) to pursue a university degree. exchange of knowledge between business this exchange for years and continue to than 15,000 copies. Once again, it and science in order to successfully do so today. For instance, Deutsche Bank’s invited more than 100 North American In 2009, as in the previous year, overcome challenges in the future. Donation Fund supports scientists in their social studies teachers to Germany and, Deutsche Bank continued to support research and training with considerable for the first time, held training workshops integration and to focus on specific Our goals for the future sums, again in 2009 with around in the U.S. in which nearly 3,000 teachers projects in which the core competencies In the coming year, we aim to expand €5 million. We have a partnership with the participated. of the bank and its employees are our programs for creating more equality Johann-Wolfgang Goethe University in particularly useful. of opportunity and, in particular, to Frankfurt am Main, where we established a strengthen the integration and dialog new chair. We also maintain partnerships Due to strong demand, we are convinced programs that champion cooperation with the Bucerius Law School in of the importance of our educational offers and mutual understanding of different Hamburg, Herzliya University in Israel, with economic content for schools, cultures. and the Career Academy Foundation teachers, and participants. in the U.K. Every other year, we award In addition, Deutsche Bank will link its the “Deutsche Bank Prize in Financial We were able to transfer successful educational projects more tightly to other Economics.” The prize, launched in 2005, concepts in one region to other countries; aid programs, from both an organizational honors internationally renowned the art bus is one example. and expertise perspective, to take better

98 Deutsche Bank Corporate Social Responsibility – Report 2009 99 1 “ Compass of Studies“, 06 Germany Education 2 Royal Academy of Arts Outreach Programme, United Kingdom

3 Sparrow Combined Schools, Johannesburg, South Africa

4 CHILDREN TO OLYMPUS!, Germany

1 2 3 4

Selected projects

Project/Objectives Results 2009 Project/Objectives Results 2009

Educational Assistance Program – Support of 300 students Sparrow Combined Schools – Support of 450 students Philippines, since 2009 – Funds cover school fees, transportation, school South Africa, Johannesburg, since 2001 – 80 % of the graduates are able to find www.childhope.org.ph supplies, food, and medical assistance www.sparrowschools.co.za formal work

Allows children of poor urban families Provides practical skills training that allows to attend school children with learning disabilities to find gainful employment KINDER ZUM OLYMP! – 800 entries with 31,000 participants (CHILDREN TO OLYMPUS!) – 30 projects recognized with an award Royal Academy of Arts Outreach Programme – 100 workshops with 3,000 children attending Germany, since 2005 – Additional awards for continuing U.K., since 2006 – Since our support began in 2006 approximately www.kinderzumolymp.de (German only) cultural education www.royalacademy.org.uk/education/outreach 12,000 participants

Competition for schools in the area of cultural Life-drawing workshops for young people to education to develop cooperative projects with develop creativity, unlock individual potential, cultural institutions and artists and foster self-confidence

Pratham Foundation – More than 113,000 children involved Compass of Studies – Largest private education initiative in Germany India, Mumbai, since 2007 – Support of 6 programs, e.g. “Read India,” Germany, since 2007 – 650 participants in 12 regions www.pratham.org for children aged 6–14 to improve their www.deutsche-bank-stiftung.de – 275 new scholarship holders in 2009 reading, writing, and basic arithmetic skills, www.studienkompass.de (German only) – Introductory workshops with Deutsche Bank Educational program for socially disadvantaged and the “Skills Training Programme,” training employees and trainees children from slums and rural areas without an in market-relevant competencies such as Encourages young people from non-academic education infrastructure banking, agriculture, and hospitality for youth environments to pursue a university degree in the 18–30 age group Adopt a Teacher – 300 teachers and principals from 32 schools Reach Higher – 307 students successfully completed Indonesia, since 2009 benefit from the initiative in cooperation with Outward Bound Trust and the course www.sampoernafoundation.org – Training in new pedagogical methods and Battersea Park School – A further 338 students will participate in 2010 interactive teaching skills London, since 2007 15-month teacher development program www.theoutwardboundtrust.org.uk

Aims to raise the confidence of young Sports Aid Foundation – Dual career: program to improve compatibility people and to reengage them in education (“Stiftung Deutsche Sporthilfe”) of professional and sports career. Compensation through adventure-based outdoor learning Germany, since 2001 for small and medium-sized companies and development courses www.sporthilfe.de (German only) for the loss of working hours due to training and competitions; since 2001 support of Support for aspiring and top-level athletes 500 athletes in Germany – Support of the fundraising campaign “Your name for Germany” (“Dein Name für Deutschland”) since 2010

100 Deutsche Bank Corporate Social Responsibility – Report 2009 101 07

1 Supplementary Information Deutsche Bank awards (selection arranged by section)

Good Company Ranking 2009, Germany Ranked 39th in the 2009 ranking of Germany’s manager magazin: up 21 places since 2007

Financial Times Sustainable Banking Awards Shortlisted in the category “Sustainable Bank of the Year 2009”

Energy Risk Awards 2009 Deutsche Bank was awarded in various categories; the bank secured the second place among commodity traders (fifth place last year) in a global survey of “Risk” and “Energy Risk”

German Gold Certification For Sustainable For the modernization of the corporate headquarters in Frankfurt, Construction of the Deutsche Gesellschaft für serving as an outstanding example of sustainable and environmentally Nachhaltiges Bauen (DGNB) friendly reconstruction of existing buildings and as a project of huge interest to the construction and real estate sectors

Work Protection Management Ten subsidiaries of the Deutsche Bank Group received certificates System Certification for their work protection management systems by the state accident insurance VBG

Work-Life Balance Certificate of the 2007–2009 certification for initiatives that balance family and career Hertie Foundation

Human Rights Campaign – Deutsche Bank received a perfect score rating for the seventh time in 2009 Corporate Equality Index a row on the “Human Rights Campaign’s Corporate Equality Index” (CEI), which rates major corporations on their records toward lesbian, gay, bisexual, and transgender employees, clients, and investors

Germany’s TOP Employers: “Junge Karriere” Certificate for exemplary modern personnel management Magazine, the Market Researcher CRF and Switzerland’s TOP Employers 2009

Top 100 Companies for Working Mothers 2009 Award for being one of the 100 top companies for working mothers in an annual ranking by the “Working Mother” magazine

Dave Thomas Foundation for Adoption Award 2009 Recognized as an employer offering special services for adoption, such as financial reimbursement or paid leave

Universum Worldwide: 19th place in the university ranking of the 50 most attractive Most Attractive Employers 2009 employers in the world. Deutsche Bank was ranked number one among investment banks headquartered outside of the U.S.

Active Citizens in Europe Award Third award in the “Corporate Organizations” category for corporate volunteering commitment

Business and Arts South Africa Award Award in the “Long-standing Art Promotion” category for support of the “Little Artists” project in South Africa (see p. 76)

Business in the Community Power in Partnership – Another award in the “Power in Partnership” category for the Example of Excellence 2009 (BITC) Shoreditch neighborhood renewal project in London (see p. 77)

Visionary Partner of the Solomon R. Distinction for the visionary partnership with the Solomon R. Guggenheim Foundation Guggenheim Foundation and the extraordinary services that have emerged from this cooperation

Diploma of a Friend of Kremlin Award from the Association of Friends of the Moscow Kremlin Museum for the exhibition “Free Imperial City of Augsburg: Centuries of Grandeur”

Georg-August-Zinn-Medaille Award to Deutsche Bank Foundation for its “services on behalf of the State of Hesse” and, in particular, for its long-term regional commitment to art and cultural education

Econ Award 2009 2009 yearbook for corporate communication: Special award for the “Digital Concert Hall” web special; shortlisted were the “Corporate Social Responsibility Report 2008,” the “Greentowers” website and the films “The way we do business” and “The right way”

1 For the results of the sustainability ratings, see p. 59.

Deutsche Bank Corporate Social Responsibility – Report 2009 103 07 Supplementary Information

Company profile and CSR organizational structure

Deutsche Bank is a leading global and by functional bodies which are chaired corporate advisory, corporate lending, Business Divisions: Asset Management Corporate Investments CSR organizational structure investment bank with a strong and by Management Board members. and transaction banking businesses. Our (AM) and Private Wealth Management The Corporate Investments Group The global corporate social responsibility profitable private clients franchise. clients are institutions – both public sector (PWM). AM provides retail clients across Division (CI) manages Deutsche Bank’s activities of Deutsche Bank are controlled Its businesses are mutually reinforcing. Group divisions entities, including sovereign states and the globe with mutual fund products global principal investment activities. by the Communications & CSR function, Deutsche Bank has its headquarters Deutsche Bank’s Group divisions are supranational bodies, and private sector through our DWS franchise. PWM serves These include our remaining industrial which in turn reports to the Chairman of in Frankfurt am Main. comprised of the following: Corporate entities, from medium-sized businesses high net worth individuals and families shareholdings, other equity investments, the Management Board. and Investment Bank (CIB), Private Clients to large multinational corporations. CIB is worldwide. and other non-core assets, which include Management structure and Asset Management (PCAM) and subdivided into two Corporate Divisions: certain real estate and credit exposures. The CSR team at the bank’s headquarters The Management Board of Deutsche Corporate Investments (CI). Corporate Banking & Securities (CB & S) Private & Business Clients (PBC) provides coordinates these worldwide operations, Bank AG has, as its prime responsibility, and Global Transaction Banking (GTB). a full range of traditional banking products, At the end of the period under review which focus on five main areas of activity. the Group’s strategic management, Corporate and Investment Bank including current accounts, deposits Deutsche Bank had 77,053 employees The programs are then implemented resource allocation, financial accounting CIB is responsible for Deutsche Bank’s Private Clients and Asset Management and loans, and investment management from 139 nations in about 2,000 branches locally by Deutsche Bank’s regional teams and reporting, risk management, capital markets business, comprising the PCAM comprises two Corporate Divisions: products mainly to private individuals in 72 countries. (see diagram below). and corporate control. It is supported in origination, sales, and trading of capital Asset and Wealth Management (AWM) and small to medium-sized businesses. the performance of its leadership and markets products including debt, equity, and Private & Business Clients (PBC). Asset This enables us to ensure that the bank oversight duties by the Corporate Center and other securities, together with our and Wealth Management comprises two acts as a responsible corporate citizen in the countries in which it is represented.

Global presence

Organizational structure of Corporate Social Responsibility

Chairman of the Management Board & the Group Executive Committee

Alfred Herrhausen Society The International Forum of Deutsche Bank

Global Head of Communications & Corporate Social Responsibility (CSR)

Sustainability Corporate Citizenship (CC) Central team managing Central team managing – environmental programs in the area of: – social – Corporate Volunteering – g o v e r n a n c e – Social Investments initiatives & processes – Art & Music – Education

in close cooperation with business lines & infrastructure functions

Branch business with private & business clients Regional CC units implement programs on a local scale, supported by activities of endowed foundations Branch and/or subsidiary

Representative offices (only) Deutsche Bank Corporate Citizenship Deutsche Bank Deutsche Bank Deutsche Bank Deutsche Bank Regional major hubs New York London Frankfurt am Main Dubai Singapore Tokyo Foundation (Germany) United Kingdom Americas Foundation Asia Foundation Africa Foundation MENA Foundation

104 Deutsche Bank Corporate Social Responsibility – Report 2009 105 07 Supplementary Information

Deutsche Bank’s CSR units and foundations

The global direction of Deutsche Bank’s with the bank’s CSR strategy in the areas Deutsche Bank Africa Foundation Transatlantic Outreach Program (TOP) corporate social responsibility is of sustainability, corporate volunteering, Founded 2001 Founded 2001 represented in its regional CSR units and social investments, art & music and endowed foundations. Their initiatives education. Furthermore, Deutsche Bank Endowment funds €16.4 m. Endowment funds €2.75 m. ensure that social capital is created works actively to promote the dialog with Commitments 2009 €0.9 m. Commitments 2009 €0.15 m. in all regions in which the bank operates. academia, politics, and business. The major areas of focus are in line The main objective of the Deutsche Bank Africa The Transatlantic Outreach Program, which is a joint Foundation is to support educational initiatives in initiative of Germany’s Department of Foreign Affairs, economically underdeveloped communities. In Deutsche Bank, the Robert Bosch Foundation, and addition, the Foundation finances capacity building the Goethe Institute, issues invitations to American for teachers, youth leadership, and school adoption social studies teachers to travel to the Federal programs. The Foundation also funds multiple tertiary Republic for the purpose of making contacts and bursaries, while its Student Sponsorship Program gathering information. The aim of TOP is to provide awards scholarships to students who receive these teachers with a balanced picture of modern-day mentoring from Deutsche Bank staff. Since 2002, Germany. In addition, TOP supports the teaching the Africa Foundation has been equipping of social studies in the U.S. by supplying Internet- communities to provide care and support for based instruction material and practical training Deutsche Bank Donation Fund Deutsche Bank Foundation orphans and vulnerable children through and educational programs. NOAH (Nurturing Orphans of AIDS for Humanity). Founded 1970 Founded 1987 www.db.com/csr, www.auswaertiges-amt.de, www.db.com/csr www.goethe.de/top, www.bosch-stiftung.de Endowment funds €13.2 m. Endowment funds €135.5 m.

Commitments 2009 €5.0 m. Commitments 2009 €4.9 m.

The Deutsche Bank Donation Fund is a fiduciary Most of the funding supplied by the Deutsche Bank foundation operating in the Donors’ Association for Foundation goes to education, integration, and Deutsche Bank Asia Foundation Deutsche Bank MENA Foundation German Science (Stifterverband fur die Deutsche social projects. The Foundation focuses chiefly on Founded 2003 Founded 2008 Wissenschaft e.V.). The Fund provides financial projects that ideally bring together these three resources to promote scientific research and aspects and encourage young people to realize and Commitments 2009 €3.7 m. Start of activities 2009 teaching at both national and international level. develop their full potential. Art, music, and culture The primary focus is on expanding strategically the also benefit from the Foundation’s sponsorship The Deutsche Bank Asia Foundation directs Commitments 2009 €0.5 m. collaboration between scientific organizations activities, while the Foundation’s Alfred Herrhausen Deutsche Bank’s corporate social responsibility and intensifying the dialog between the worlds Fund supports initiatives aimed at improving the programs in Asia. The Foundation is committed The MENA Foundation is Deutsche Bank’s most of science and business. 50% of its funds were career prospects of disadvantaged young persons. to improving and sustaining the livelihoods of recently established foundation. It focuses primarily assigned at the discretion of Deutsche Bank, 50% vulnerable communities. Working in partnership on the regions Middle East and North Africa. The by the Stifterverband for its projects and initiatives. with non-government organisations, foundations, MENA Foundation has been heavily involved in and in concert with community leaders, project the arts in the region, in addition to sustainability, www.stiftungsfonds-deutsche-bank.de www.deutsche-bank-stiftung.de facilitators, and staff volunteers a variety of social investments, and education. The Middle East educational and innovative outreach programs have Foundation Committee coordinates activities been successfully implemented across the region. at a regional level and verifies the efficiency and sustainability of the projects which are undertaken.

Corporate Citizenship U.K. Deutsche Bank Americas Foundation www.db.com/csr www.db.com/csr

Founded 1989 Founded 1999 Successor to the charity program of Morgan Grenfell, Successor to the Bankers Trust Foundation after Ltd., which was acquired by Deutsche Bank in 1989 Bankers Trust was acquired by Deutsche Bank Historical Association of Deutsche Bank Alfred Herrhausen Society Commitments 2009 €4.7 m. Commitments 2009 €9.5 m. Founded 1991 Founded 1992 Corporate Citizenship U.K. is a business unit of The principal focus of the Foundation’s work is Deutsche Bank. Working closely with non-profit community development, poverty alleviation, public Number of members (end of 2009) 1,806 Budget 2009 €3.2 m. partner bodies and organizing numerous education initiatives, and arts programs. Philanthropic volunteering programs, it lends its support primarily activities support the entire Americas region with The Historical Association of Deutsche Bank The non-profit Alfred Herrhausen Society is the to social and educational projects. Over the past funding of programs in the United States, Canada, and was founded as a non-profit organization dedicated international forum of Deutsche Bank. Its work few years, Corporate Citizenship U.K. has received Latin America. The Foundation’s resources are to familiarizing the public with the history of focuses on new forms of governance as a response numerous awards for its exemplary commitment complemented by the activities of the Community Deutsche Bank and of banking in general. The to the challenges of the 21st century. The Alfred to society. Development Finance Group (CDFG) which makes Historical Association addresses its publications, Herrhausen Society seeks traces of the future in loans and investments within low and moderate lecture series, and excursions on bank history to the present, and conceptualizes relevant themes income communities. It is the center of competence staff members and the interested public. for analysis and debate. It works with international for Deutsche Bank’s global microfinance work. partners across a range of fields – including Since 1992, the Federal Reserve Bank has rated politics, academia, and business – to organize Deutsche Bank “outstanding” for this work. forums for discussion worldwide.

www.db.com/uk/csr www.db.com/usa/csr www.banking-history.com www.alfred-herrhausen-society.org/en

106 Deutsche Bank Corporate Social Responsibility – Report 2009 107 07 Supplementary Information

GRI index (see also p. 111)

Strategy and analysis Human rights Financial services sector indicators 1.1 Editorial by Chairman of the Management Board pp. 6–7, 23; AR: pp. 2–7 EC4 Financial assistance received from government Not reported to ensure protection Management approach disclosure pp. 36, 44, 57 FS1 Policies with specific environmental and social components applied pp. 21–22, 26–27, 36, 44, of proprietary information to business lines 50–54, 56 1.2 Sustainability: effects, risks, and opportunities pp. 19–24 HR1 Investment agreements that include human rights pp. 36, 44, 51–53 EC6 Local hiring of suppliers pp. 36, 44 clauses or that have undergone human rights screening FS2 Procedures for assessing and screening environmental and social pp. 21–22, 24, 26–27, Organizational profile risks in business lines 29–32, 36, 49, 50–54 EC7 Local hiring of staff pp. 38, 40–41, 44; AR: pp. 22, 45 HR2 Suppliers and contractors who have undergone pp. 36, 44 2.1 Name of the organization cover page screening on human rights FS3 Processes for monitoring clients’ implementation of and compliance pp. 50–53 EC8 Development and impact of infrastructure investments rear flap, pp. 106–107 with environmental and social requirements included in agreements 2.2 Primary brands, products, and services pp. 58, 104–105; AR: pp. 14–16 and services provided primarily for public benefit HR4 Total number of incidents of discrimination Several instruments to prevent or transactions 2.3 Operational structure of the organization pp. 104–105; AR: pp. 13–16 and actions taken discrimination and to support Ecological performance indicators affected employees (pp. 40, 43, 44; FS4 Process(es) for improving staff competency to implement the pp. 22, 44, 50, 53 2.4 Location of organization’s headquarters p. 104 Management approach disclosure pp. 21–22, 26–27, 29–32 Deutsche Bank Code of Conduct environmental and social policies and procedures as applied to 2.5 Number of countries where the organization operates pp. 104–105 for Staff at www.db.com/ir/en); not business lines EN1 Materials used by weight or volume pp. 33–34 reported to ensure protection of FS5 Interactions with clients / investees / business partners regarding pp. 26–27, 45, 54, 57, 59, 61 2.6 Nature of ownership and legal form pp. 104–105; AR: pp. 12, 17, 20 employees EN2 Percentage of materials used that are recycled pp. 33–34 environmental and social risks and opportunities 2.7 Markets served pp. 104–105; AR: pp. 13–16, 20–21 input materials HR5 Freedom of association/collective bargaining pp. 36, 44, 51–53 FS6 Percentage of the portfolio for business lines by specific region, AR: pp. 2–7, 31 et seqq. 2.8 Scale of the reporting organization inside of back cover; AR: pp. 51–53 EN3–4 Direct and indirect energy consumption pp. 33–35 H R 6 – 7 Prevention of child/compulsory labor: principles pp. 36, 44 size (e.g., micro /SME / large), and by sector and measures taken 2.9 Significant changes during the reporting period AR: pp. 15–16, 27–30, 41; FR: pp. 279–288 EN5 Energy saved as a result of conservation and pp. 30–35 FS7 Monetary value of products and services designed to deliver a specific inside of back cover, regarding size, structure, or ownership efficiency improvements social benefit for each business line broken down by purpose pp. 54, 58, 106–107 Society 2.10 Awards received p. 103; www.db.com/en/content/ EN6 Initiatives for the creation of products and pp. 23–24, 26–28 FS8 Monetary value of products and services designed to deliver a specific pp. 23, 27–28, 54, 58 Management approach disclosure front /rear flap, pp. 6–7, 19–21, 23 company/awards.htm services with increased energy efficiency environmental benefit for each business line broken down by purpose SO1 Programs /procedures which assess and regulate the pp. 45, 50, 51–53 EN7 Initiatives to reduce indirect energy consumption and pp. 29–32 FS9 Coverage and frequency of audits to assess implementation of pp. 21–22, 27, 29–30, 36 Report parameters effects of business operations on the public good reductions achieved environmental and social policies and risk assessment procedures 3.1 Reporting period cover page, p. 111 S O 2 – 4 Measures and initiatives aimed at combating corruption pp. 44, 50 EN8 Total water withdrawals p. 34 FS10 Percentage and number of companies held in the institution’s p. 54 3.2 Date of most recent previous report p. 111 EN11 Location and size of land in or adjacent to protected areas Not relevant, because no land owned in SO5 Public policy positions and participation in public policy pp. 45, 48–49 portfolio with which the reporting organization has interacted on 3.3 Reporting cycle p. 111 protected areas development and lobbying environmental or social issues 3.4 Contact points p. 112 EN12 Impacts of activities, products, and services on p. 58; integration of environmental issues SO8 Fines for failure to comply with laws and regulations Not reported due to bank-specific FS11 Percentage of assets subject to positive and negative environmental pp. 51–53, 54 regulatory limitations and internal or social screening 3.5 Process for defining report content pp. 45, 111 biodiversity in protected areas in our risk management; see pp. 51–53 guidelines FS12 Voting polic(ies) applied to environmental or social issues for shares p. 54 3.6 Boundary of the report p. 111 EN16 Direct and indirect greenhouse gas emissions pp. 31, 33–35 over which the reporting organization holds the right to vote shares 3.7 Specific limitations on the scope or boundary of the report pp. 32, 111 EN17 Other greenhouse gas emissions p. 34 FR = see Financial Report 2009, AR = see Annual Review 2009, Form 20-F 2009 or advises on voting 3.8 Basis for reporting on joint ventures, etc. AR: pp. 13–16; FR: p. 279 et seqq. EN18 Initiatives aimed at reducing greenhouse gas emissions pp. 26–28, 29–33 FS13 Access points in low-populated or economically disadvantaged pp. 56, 75, 79 3.9 Data collection and calculation methods pp. 32, 111 EN19 – 21, Emissions, waste, and waste water Not reported because the amount of areas by type 23, 27 data is insignificant (EN 19 –21), there is 3.10 Restatements /changes in the presentation of information None FS14 Initiatives to improve access to financial services for disadvantaged pp. 56, 75, 79 no uncontrolled release of substances people 3.11 Significant changes from previous reporting periods None (EN 23), and no packaging material is in the scope, boundary, or measurement methods required (EN 27) FS15 Policies for the fair design and sale of financial products and services pp. 21–23, 56 applied in the report EN22 Total weight of waste by type and disposal method pp. 34–35 FS16 Initiatives to enhance financial literacy by type of beneficiary pp. 66–68, 99 3.12 GRI Content Index pp. 108–109 EN26 Initiatives to mitigate environmental impacts of pp. 26–28, 29–32 3.13 Verification of external third parties pp. 35, 111 products and services EN28 Sanctions for noncompliance with legal requirements None Governance, commitments, and engagement in the environmental sector 4.1 Governance structure, including responsibility pp. 22, 47–48; AR: pp. 17–18, 64–65 for sustainability Product responsibility Global Compact – Communication on Progress 4.2 Independence of the Chair of the highest governance body pp. 47–48 Management approach disclosure pp. 55–57; AR: p. 31 et seqq. 4.3 For organizations without a highest governance body: Not relevant, because Deutsche Bank PR1 Life cycle stages in which health and safety impacts pp. 51–53, 54, 56 independent and /or non-executive members has a supervisory board of products and services are assessed Examples 4.4 Mechanisms for shareholders and employees to pp. 22, 44, 47–48; AR: p. 17 PR3 Basics/techniques of product labeling pp. 54, 56 The ten principles set out in the UN The ten UN Global Compact principles of implementation provide recommendations or direction to the highest PR5 Practices related to client satisfaction p. 57 governance body Global Compact form the foundation PR6 Programs for adherence to laws, standards, and p. 56 Human rights 4.5 Linkage between compensation for members of the high- pp. 47–48; AR: p. 18 voluntary codes related to advertising on which we base our sustainability est governance body, senior managers, and executives and the organization’s performance PR9 Monetary value of significant fines for noncompliance Not reported for legal reasons and due to efforts. By participating in the UN Global Principle 1: Businesses should support and respect the protection of pp. 20–21, 36, 44, 40–43 with laws and regulations concerning the provision and bank-specific regulatory limitations and 4.6 Processes in place to ensure conflicts of pp. 47–48; AR: pp. 17–18 use of products and services internal guidelines Compact we have committed ourselves internationally proclaimed human rights; and interest are avoided to preserving internationally recognized Principle 2: ensure that they are not complicit in human rights abuses. pp. 20–21, 36, 44, 51–53 4.7 Process for determining the qualifications and pp. 21–22, 26–27, 47–48 Labor practices and acceptable working conditions expertise of the members of the highest governance Management approach disclosure pp. 23, 36, 38–44, 55 human rights, creating socially acceptable body in the field of sustainability Labor standards LA1 Data on total workforce pp. 38, 40, 41 working conditions, protecting the 4.8 Statements of mission or values, codes of conduct, back cover page, front flap, and principles pp. 20–21, 27, 40, 44, 50–53 LA2 Data on rate of employee turnover p. 40; AR: p. 43 environment, and fighting corruption. Principle 3: Businesses should uphold the freedom of association and the pp. 20–21, 36, 44 4.9 Procedures of the highest governance body for pp. 21–22, 26, 47, 105 LA4 Percentage of employees covered by collective bargaining p. 44; Form 20-F: p. 115 effective recognition of the right to collective bargaining; overseeing the organization’s identification and agreements Principle 4: the elimination of all forms of forced and compulsory labor; pp. 20–21, 36, 44 management of economic, environmental, LA5 Minimum notice period(s) regarding operational changes According to par. 111, 112 of the German Principle 5: the effective abolition of child labor; and pp. 20–21, 36, 44 and social opportunities and risks Labor Management Relations Act, the works council must be thoroughly and Principle 6: the elimination of discrimination in respect of employment pp. 38–43, 44 4.10 Processes for evaluating the highest governance pp. 47–48; AR: pp. 17–18 promptly informed of any company body’s sustainability performance and occupation. changes. The notice period is three 4.11 Implementation of the precautionary approach or principle pp. 50, 51–53, 54, 56 months in normal practice. Environment 4.12 Participation in /support for external initiatives pp. 20, 44, 61 LA7 Rates of injury, occupational diseases, lost days, etc. p. 36 4.13 Memberships pp. 20, 44, 61 LA8 Counseling offered in connection with serious ailments pp. 40, 42 Principle 7: Businesses should support a precautionary approach to pp. 19–24, 26–28, 29–33 4.14 Stakeholder engagement p. 45 LA10 Average hours of training and education per pp. 39, 40; AR: p. 45 employee per year environmental challenges; 4.15 Basis for the selection of stakeholders pp. 45; AR: p. 19 Principle 8: undertake initiatives to promote greater environmental responsibility; pp. 20–24, 26–29, 54, 61 L A11 Programs for skills management and lifelong learning pp. 23, 39 4.16 Stakeholder dialog pp. 45; AR: p. 19 and LA12 Percentage of employees receiving regular performance pp. 39; AR: p. 45 4.17 Statement on the main wishes of stakeholders pp. 23–24, 45 and career development reviews Principle 9: encourage the development and diffusion of environmentally pp. 23–24, 26–29, 58 Economic performance indicators LA13 Composition of governance bodies and breakdown pp. 40, 41; AR: pp. 22, 64–65 friendly technologies. Management approach disclosure pp. 6–7, 19–24; AR: pp. 2–7 of employees (age, gender, etc.) EC1 Economic value generated and distributed inside of back cover, rear flap LA14 Ratio of basic salary of men to women by Not reported due to bank-specific Anti-corruption employee category regulatory limitations and internal EC2 Financial implications of climate change pp. 26–28 guidelines Principle 10: Businesses should work against corruption in all its forms, including pp. 50–53 EC3 Coverage of the organization’s defined pp. 40, 41; AR: pp. 44, 51; FR: pp. 126–127 benefit plan obligations extortion and bribery.

108 Deutsche Bank Corporate Social Responsibility – Report 2009 109 07 Supplementary Information

Websites Chapter Page Link About this report Arranged by section Dialog 15 www.alfred-herrhausen-society.org/en

Sustainability 21 www.banking-on-green.com/sustainability Reporting period membership in Global Compact (see p. 20). 24 www.know-the-number.com This report covers the period between As a member, we regularly report on our 22 www.banking-on-green.com/sustainability January and December 2009. Deutsche involvement and how we put the Global www.banking-on-green.com/governance Bank’s Corporate Social Responsibility Compact principles into practice. Report has been released every year A tabular overview is presented on page 109. 27 www.banking-on-green.com/esc www.banking-on-green.com/ccab since 2002. The next CSR Report will www.banking-on-green.com appear in May 2011. Our CSR websites Acting sustainably is important in all and CSR reports of our regional units and areas of the bank and is a leitmotif of 28 www.banking-on-green.com/power-from-the-desert www.db.com/solarimpulse foundations offer further information our daily work and decision-making and regular updates. processes. Our sustainability management Our sustainability management system 29 www.banking-on-green.com/greentowers Downloads at www.db.com/csr and system provides the framework for has received an external certification 39 www.db.com/careers www.banking-on-green.com a uniform and systematic approach to under DIN EN ISO 14001 and has been www.initiative-fuer-beschaeftigung.de sustainability challenges. In the various recertified up until and including 2011. 48 www.db.com/ir Content and objectives sections of this report, we provide an The content of the report and the weight overview of our worldwide activities, and Feedback and suggestions 53 www.deutsche-bank.com/09 given to the individual issues are based thus meet information requirements of We view the CSR Report as an invitation 54 www.banking-on-green.com/investments on the guidelines of the Global Reporting our shareholders. In addition, the report to an open and constructive dialog. Initiative (GRI). This widely recognized deals with topical issues and challenges Feedback from our stakeholders is 55 www.banking-on-green.com/governance organization helps standardize sustainability for our bank and our stakeholders. especially important in helping us further 56 www.deutsche-bank.de/transparenz reporting to make it transparent and Detailed information on Deutsche Bank’s enhance our reporting. We welcome Corporate Volunteering 70 www.lisc.org comparable. approaches, strategies, and guidelines to your suggestions and opinions, which www.berami.de www.globalreporting.org deal with these challenges can be found help us evaluate our activities and www.bbbsd.org in the report. In addition, the texts continue them successfully. Please use www.hkceces.org www.altius.org Deutsche Bank, together with industry present our goals and achievements or the contact details provided in the representatives, NGOs, and analysts, has our performance. Due to the sheer imprint or take part in the reader survey 71 www.whitechapel.org.uk been working as an “organizational number of our activities, we can present for our Corporate Social Responsibility www.son.or.jp www.fundacionjaes.org stakeholder” in the GRI feedback rounds only a selection of our initiatives and Report 2009. www.ugood.org to further develop the guidelines since projects. We have chosen the examples Participate online at www.db.com/csr-survey 2002. Throughout the report, we have used in such a way that they give a representative Social 80 www.deutsche-bank-stiftung.de www.streetsmart.org.uk the third-generation (G3) guidelines of view of our global commitment. www.impetus.org.uk the Global Reporting Initiative. On a scale For further information on Deutsche Bank – www.refilwe.org from A+ to C, the GRI again assigned an among other things, concerning the “Economic 81 www.daktaribushschool.org A for this year’s report. The scale forms Indicators,” the “Organization Profile,” and www.nyc.gov/greencarts the assessment framework for the GRI, “Governance” – please see the publications with A+ representing the best grade. listed on page 112. Art & Music 90 www.digital-concert-hall.com www.mca.com.au This grade is assigned only if there is an www.deutsche-bank-stiftung.de additional audit by external third parties. Quality and transparency www.portikus.de Our business lines and Corporate Center www.db-artmag.com We view this report as an extension to the units have collected the relevant data 91 www.faap.br Annual Review and financial statements published in the report. The Corporate www.staedelmuseum.de/sm of Deutsche Bank AG. If this report Social Responsibility team consolidated www.bimfa.org repeats information already given in the the data and integrated it into the www.musikgymnasium-belvedere.de www.fondoambiente.it/en Annual Review or financial statements, publication. The charts and tables released the information may be more detailed or in this report give detailed and accurate Education 100 www.childhope.org.ph reported differently in line with the GRI information about our activities. www.deutsche-bank-stiftung.de www.pratham.org guidelines. The index on pages 108 and www.theoutwardboundtrust.org.uk 109 shows how we have fulfilled the “ERM Certification and Verification requirements. Wherever information is Services” in London was commissioned 101 www.sparrowschools.co.za www.royalacademy.org.uk/education/outreach unavailable, we provide a brief clarification. by Deutsche Bank AG to review and Your opinion is important to us. www.deutsche-bank-stiftung.de certify the methodology for environmental Please participate in our survey www.studienkompass.de The CSR Report also serves as a progress data generation and aggregation in the on the CSR Report 2009 at: www.sampoernafoundation.org report (“Communication on Progress”) 2009 report. www.db.com/csr-survey www.sporthilfe.de within the scope of Deutsche Bank’s

110 Deutsche Bank Corporate Social Responsibility – Report 2009 111 07 Supplementary Information

Imprint/publications

Deutsche Bank AG Contact Photo Credits Theodor-Heuss-Allee 70 Deutsche Bank AG Cover photo, pp. 16–17, 19, 25, 29, 60262 Frankfurt am Main Corporate Social Responsibility 37, 46, 62–63, 65, 72–73, 75 (t. & b.), Ph.: +49 69 91 00 0 [email protected] 82–83, 85, 92–93, 95: Matthias [email protected] www.db.com/csr Ziegler / inner cover: Nr. 2: Mathias Schormann / Nr. 3: Andreas Corporate Citizenship Publications relating to Gemperle / Nr. 4: Frank Marburger / Management/responsible for content the financial statements Nr. 5: agency orange / Nr. 7, pp. 76 (r.), Christofer Habig Annual Review 2009 98, 101 (m.): Colin Brown / Nr. 8: Alfred (German/English) Herrhausen Society / Nr. 9, p. 86 (t.), Group Sustainability Financial Report 2009 p. 87: Monika Rittershaus / Nr. 10: Management/responsible for content (German/English) Deutsche Bank Thailand office, Vanee Hanns Michael Hölz Annual Report 2009 on Form 20-F Lohanimit / Nr. 11: David John / (English) Nr. 12: Eric, Audras, PhotoAlto, Corbis / Project coordination Annual Financial Statements and pp. 5, 9, 11: Martin Joppen / p. 5 Uli Pecher, Edith Pürschel, Management Report of gettyimages / pp. 5, 12, 13, 15: Süreya Antje Kopyciok, Heike Hilbig, Deutsche Bank AG 2009 Dernek / p. 6: Gabi Gerster / pp. 11, 14: Nadine Abu-Ghoush (German/English) Atlantide Phototravel, Corbis / p. 22: List of Mandates Jonathan Gayman / p. 27 (t.): Francis Artwork (German/English) Demange / p. 43 (l.): Rafael Herlich / studio2br, Scholz & Friends Berlin, List of Shareholdings 2009 p. 43 (m.): Julia Schwager / p. 43 (r.): Michael Kornmann (German/English) Jeffrey Yarias / p. 54: iStockphoto.com – List of Advisory Council Members Calin Ilea / p. 60: Frank Marburger / Editorial (German) p. 67: Tim Wegener / p. 69: Nicola Uli Pecher, SLau Konzepte & Zanger / p. 71 (l.): Anthony Epes / Kommunikation, Judith Csaba How to order p. 71 (m. & r.): Paul Lopez / p. 76 (l.): Contributions: Stefan Wichmann by e-mail: [email protected] Hani Qattan / p. 77: John Yuen / by internet: www.deutsche-bank.com/09 pp. 78, 81 (l.): Scott Williams / p. 79: Editorial comment by fax: +49 18 05 07 08 08 Gulera Tagiyeua / p. 80: Annatjie All the information in this report has by mail: arvato logistics services Cilliers / p. 81 (m.): Karp Resources been compiled in good faith and with the Bestellservice Deutsche Bank 2009 / p. 86 (b.): Joanna Plumbe greatest care from various sources. To Gottlieb-Daimler-Strasse 1 Photography / p. 88: Wolfgang Runkel / the best of our knowledge, the information 33428 Harsewinkel p. 90: Christine Eid / p. 91 (l.): schneider+ and data contained in this report reflect Germany schumacher Architekturgesellschaft the truth. Nevertheless, we cannot mbH, Frankfurt am Main / p. 91 (m.): assume liability for the correctness or This report is climate-neutral. The Maik Reichert / p. 91 (r.): Beijing Music completeness of the information greenhouse gas emissions of 103 tons of Festival Organizing Committee / p. 97: provided herein. CO2 equivalents caused by production John Yuen / p. 99: Steffen Leiprecht / and distribution of this publication have p. 100: Stiftung der deutschen Insofar as the masculine form is used been offset by investing in the CER Wirtschaft / p. 101 (l.): Steve Hooper / in the contents of this report, it is project “BK Energia Itacoatiara” for p. 101 (r.): Kulturstiftung der Länder assumed that this refers to both genders sustainable electricity in Amazonia on equal terms. in Brazil.

We would like to thank all colleagues and © 2010 Deutsche Bank AG external partners for their friendly support Reproduction in full or in in making this report possible. part only with the publisher’s prior written approval and This CSR Report is also available photos and copy credited to in German. Deutsche Bank AG.

112 132 mm 212 mm 11,5 mm 212 mm 132 mm

Highlights 2009 Deutsche Bank Corporate Social Responsibility Group at a glance Key figures

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Deutsche Bank

Global Social Responsibility Investments Building social capital

Regional split of total CSR investments

Sustainability Ensuring viabil Germany ity

rporate Voluntee Co ring Europe/Middle East/Africa mmitting ourse Co lves

U.K.

ity E 8 iv d at E u e n c ic r a a c b t s l i u i o g n n 12 M in g r t & e a t t l s e r

o n

A F Social capital built t 45 by Deutsche Bank 12 %

S oc nts C ial Investme Asia Pacific 23 rea ity ting opportun (incl. Japan)

Americas

003 8330425 09 Bank Deutsche

DDBA1004_CS3_39L_00_Umschlag_GB.inddBA1004_CS3_39L_00_Umschlag_GB.indd 1 004.05.20104.05.2010 116:36:126:36:12 UhrUhr 132 mm 212 mm 11,5 mm 212 mm 132 mm

Deutsche Bank

Global Social Responsibility Investments Building social capital

Regional split of total CSR investments

Sustainability Ensuring viabil Germany ity

rporate Voluntee Co ring Europe/Middle East/Africa mmitting ourse Co lves

U.K.

ity E 8 iv d at E u e n c ic r a a c b t s l i u i o g n n 12 M in g r t & e a t t l s e r

o n

A F Social capital built t 45 by Deutsche Bank 12 %

S oc nts C ial Investme Asia Pacific 23 rea ity ting opportun (incl. Japan)

Americas

003 8330425 09 Bank Deutsche

DDBA1004_CS3_39L_00_Umschlag_GB.inddBA1004_CS3_39L_00_Umschlag_GB.indd 1 004.05.20104.05.2010 116:36:126:36:12 UhrUhr