Careers

What is the environment like at Deutsche Bank ?

Please visit the 'About Deutsche Bank' and 'Meet our People' sections of this site for more information. Meet our People contains over 100 profiles, many of which comment upon the work environment at Deutsche Bank across the globe.

[About Deutsche Bank]

[Meet our People]

What are the qualities necessary for success at Deutsche Bank and how do you screen for these qualities in your candidates?

We value leadership potential, teamwork, integrity and professionalism. Generally, we look for strong quantitative and analytical skills as well as good communications and selling abilities. The ability to think globally is also important to us. We have over 65,000 employees in 76 countries. We operate in every major financial market in the world. An understanding and appreciation of the diversity in our marketplace is imperative.

[more about diversity]

What is Deutsche Bank's dress code?

Currently, Deutsche Bank has a business casual dress code. Professional business attire must be worn when meeting clients, unless otherwise specified. Business casual attire must be neat and professional in appearance. This includes neat pants or slacks, casual skirts or dresses and collared shirts. Jeans, t-shirts, and sneakers are inappropriate for the workplace.

Does your firm sponsor community service activities?

Deutsche Bank is an active corporate citizen worldwide and focuses its support on projects in the areas of education, community development, art and music. Whilst most of our initiatives aim to address local needs where we do business, we are also active on a global scale when it comes to issues like poverty alleviation though innovative microfinance funds, or our involvement in the United Nations Environment Programme Finance Initiative and UN Global Compact. Whenever possible, Deutsche Bank gives "more than money". This means that employees invest their know-how or even act as volunteers in community projects. Deutsche Bank offers various opportunities for volunteering as well as programs like matched-giving or employee grants.

Are languages essential?

While highly desirable, languages are not essential for all positions. For front office positions in London and Frankfurt however, English is essential and a second or third European language is a distinct asset. It is essential to have an excellent command of the language of the region you are applying to. Please refer to the program you are interested in applying to learn more about the specific requirements for that region and division.

Do you offer a competitive compensation package?

Yes. Both Analyst and Associate salaries are highly competitive within the industry.

Coming soon

What is Diversity at Deutsche Bank?

By diversity, we refer to the business attitude that encompasses respect, open-mindedness and a commitment to individual professional and personal growth. Deutsche Bank expects every employee to share this attitude. Encouraging our employees to celebrate their own diversity and that of their colleagues is fundamental to our corporate values and critical to our business success.

[more about Diversity]

Why is diversity important for Deutsche Bank?

Diversity manages differences in a respectful and valuing way and turns difference into competitive advantage for the business. This could mean to tap successfully into new markets and client groups because the organization understands how to deal with cultural, societal and historical differences through an empathetic, open-minded and understanding behaviour.

What evidence is there to demonstrate that the organization values diversity?

Deutsche Bank has an extensive range of initiatives that demonstrates the value placed upon diversity within the Bank. Initiatives are focussed upon achieving our strategic goals outlined above, for which a diverse working environment is essential. These are supported by diversity training, a code of conduct and commitment from the Board to the "One Bank" culture.

What is the culture at Deutsche Bank?

"Diversity is key to our business growth. Our success is driven by our ability to leverage and manage our Diversity in order to create outstanding solutions for our clients." (Dr. Josef Ackermann, Chief Executive Officer)The values inherent in Deutsche Bank's culture are:

• performance
• trust
• teamwork
• innovation
• customer focus

These values stem into the "One Bank" concept which highlights our meritocracy based "One Team" philosophy.

What are the goals of Deutsche Bank's diversity strategy?

Diverse Workforce: To have diverse representation of employees at all levels of the organization.

Inclusive Work Environment: To have an inclusive work environment where individual and team effectiveness is maximized.

Diversity Leader: To be seen as a Diversity leader in the financial industry and beyond by all Deutsche Bank stakeholders.

Leadership: To have all managers lead and become accountable for driving Diversity as an integrated part of the business performance.

What diversity awards has Deutsche Bank won?

In 2005 Deutsche won the Total E-Quality award for the 3rd time in succession. In 2003 Deutsche won the "Race for Opportunity Award" as one of the "10 Most Improved Companies" within the Private Sector and was listed in the "100 Best Companies for Working Mothers" in the Working Mother Magazine. Deutsche Bank has also won awards in the US for its diversity programs e.g. listed in the "Top 10 Gay Friendly US Companies" in The Advocate.

Are the Bank's diversity policies only for internal employees?

No, our diversity policies are intended to have a far reaching effect. They should impact upon our employees, clients, suppliers, shareholders, stakeholders and on the communities in which Deutsche Bank operates.

How was the idea for the Women in European Business conference conceived? Where was the idea conceived?

The idea was conceived during a "Women at Deutsche Bank" workshop. That was in June 1997. The reports on the Diversity activities of Bankers Trust in the US, including the "Women on Wall Street" conference inspired the women at Deutsche Bank in Frankfurt to organise a similar event on a European level in Frankfurt.

Is the American "Women on Wall Street" conference successful? How often has this event taken place? Since when does it exist?

The "Women on Wall Street" conference takes place once a year. It took place for the tenth time in October 2004. Is it successful? About 2,200 women visited the event in October. "Women on Wall Street" has become a fixed event.

What are your objectives for this conference?

The conference is designed to be a platform, a network, for highly-qualified women in European management. On the one hand, direct objectives include exchanging experiences within the context of this forum, and - on the other hand - the discussion of business topics on a professional basis. Indirectly, the conference ensures that women in management within European business become "visible". This can have a role model function, but can also create a stronger focus on the general topic of "few women in management positions".

Why so many objective topics and so few women-specific topics?

Women are - just like men - interested in current business, political and social problems, issues and developments. However, we do not marginalize women-specific topics. After all, the conference was organised, and initiated by women for women. Experience shows us that the so-called women-specific topic is a component of the talks and discussions among the participants.

There are many conferences for women. What makes your conference so special?

It is the story behind the creation of the conference from the bank's internal network. The event was developed and further pursued by successful women at Deutsche Bank, who have - outside their work and on an interdepartmental level - been the driving force behind this idea.

Are these kinds of conferences still in keeping with our current zeitgeist. Are they still necessary?

These conferences will be necessary as long as women continue to be a small minority within the German/European management echelons. This is underlined by the vast number of registrations from the most varied sectors of business.

Who have you invited to this conference?

Professional business contacts as well as personal contacts. In general, these are predominantly women in management positions within Germany and Europe.

Who is organising this conference?

The conference is hosted by women in management at Deutsche Bank, who have joined forces to create a network. These women organise the entire "Women in European Business" conference - from the overall design, focus topics and the podium discussion through to the marketing and logistics.
The women come from the most varied divisions and departments of the bank and have - outside of their working time - additionally taken on this task with the utmost of motivation as they are convinced of the conference´s ideas.

 

Since when does the "Women in European Business" network exist?

A "Women at Deutsche Bank" workshop was first held in May 1997. The event was targeted at women in management positions and management trainees. The concept of the workshop was to get already successful women involved in the HR policy. The "Women in European Business" network developed from this workshop.

Who belongs to "Women in European Business"? How many members are there?

The team comprises between 50 and 70 highly-qualified, motivated women in management at the bank.
There is no "proper membership" as such, as "Women in European Business" is not a registered association or group.

What is the objective of the network?

See "Conference objectives"

Do we need a women's network?

Networks are incredibly important. Because only networks are able to make relationships with other sectors of business. Existing networks (such as student associations, Rotary Clubs, Lions, etc.) are - both consciously or subconsciously - the preserve of men and contribute towards the success of men.
In particular, women´s networks are used for exchanging experiences and as a platform for joint initiatives. It helps bond the members together and allows "juniors" to draw on the knowledge and know-how of "seniors". The discussions among the members generate not only ideas for the individual, they also help to build self-confidence and the necessary courage.
It is important to institutionalise these networks, as the few women present on the management level would otherwise be unable to meet.

 

Is there just the one women's network at Deutsche Bank, or are there several ones?

Since 1999 eight regional networks were founded by members throughout Germany. The focus lies on career advancements for highly capable women, on producing and introducing new ideas and suggestions for improvements into Deutsche Bank´s processes - as well as on networking.

 

What else do the women do in the networks when they are not preparing a conference?

In addition to exchanging experiences, the most varied of joint initiatives are important.
Example: in November 2002, the WIP "Women in Progress" women´s network of Deutsche Bank, Northern Region, hosted the "Mixed Leadership - Successful Together" congress. Around 400 customers and employees took part in the event, which was staged in Hamburg, to discuss equality in the workplace and the necessary general conditions. The women´s network in Frankfurt constantly offers information and communications events as well as seminars not only on bank-related topics, but also on subjects such as art and health.
In addition to the annual conferences, the "Women in European Business" network also organises internal events on current topics.

 

How can I contact the "Women in European Business" network?

Interested women in management should contact us by e-mail at: Sekretariat.Web-Konferenz@db.com .

 

Is this your way of supporting women, or is there more? And since when have you been doing this?

15 years ago (March 1990), Deutsche Bank introduced a concept for reconciling work and family. With this company agreement governing equal opportunities, profession and family, Deutsche Bank was the first German company to introduce the unconditional part-time work regulation.
In October 1998, we introduced - in cooperation with Commerzbank, Lufthansa and Deutsche Telekom - a cross-mentoring system which was since joined by Flughafen Frankfurt am Main, Merck, Procter & Gamble and Robert Bosch. A sixth program is currently being conducted with 50 tandems. Since 2000, there are various mentoring programmes within the corporate divisions.
Furthermore, we are currently working on a comprehensive study within the bank, which - in many individual discussions - is designed to ascertain why women are underrepresented at a management level. The objective of the study is to reveal approaches for increased support for women.
One of the focal points set by the Board of Directors in April 2001 within the context of Global Diversity is to achieve a more mixed management in terms of sex, age and ethnic origins. Against this backdrop, this focuses primarily on measures to support women who have great potential, and make them more visible.

 

 

Why is the proportion of women in management so low?

There are various factors contributing towards few women in management to date:

1. Work and family still remains more difficult for women to reconcile than most men, as women still hold the main responsibility for the family. Particularly in Germany, family and children remain very difficult to reconcile with work and career.

2. Career consciousness in women tends to be less marked than with men. We are living in a male corporate environment and work time culture.

3. "Men support men". This means that managers often support employees who are similar to them in the way they work and behave. We generally speak of supporting "one´s mirror image". In a male management structure, this has the consequence that women find it more difficult get into management positions.

4. As a result of their "minority status", women have access to fewer good networks within the company.

 

Why are there no women on the Deutsche Bank Board of Directors?

Only very few of many men are appointed to the Board of Directors.
However, Deutsche Bank was the first and only major bank in Germany to appoint a woman to its Board of Directors: Ellen-Ruth Schneider-Lenné.

Why is it even necessary to support women?

There are three core arguments, which nobody can deny.

1. The resource argument. No company can afford to do without excellently educated, trained and inducted female employees. Or even not to exploit their potential. We need the knowledge and experience of our highly-qualified female employees.

2. The diversity argument. Deutsche Bank is a global company. We have customers from all cultures and sectors of society. Therefore, we also need the most diverse employees in our team. These include not only employees of the various nationalities and faiths, but also a well-balanced ratio of men and women. Teams of this kind are more creative and are able - as a result of discussions among each other - to create the more comprehensive and more interesting solutions for our customers.

3. The customer argument. We assume that women control more than half of the money in the world. On this theory alone, we must see in women an important, growing customer potential, whom we must also provide with customised solutions.

 

How do colleagues and the bank's management react? Who supports the work of "Women in European Business"?

Dr. Josef Ackermann spoke once more, on behalf of the bank´s Board of Directors, at the conference in 2005. Hermann-J. Lamberti, Dr. Börsig, Dr. von Heydebreck and Dr. Rolf-E. Breuer have been involved over the last few years. Numerous Members of the Board and Heads of Divisions provide financial support for the event. Our initiative has found broad support at management level.

 

What is your opinion of women's quotas?

It is important to us that we do not wish to have a women´s quota. This is not -with all the support - the way we wish our venture to be understood. We wish to encourage and support highly-qualified women to be able to embark on a career on their own merits.
There is no "women´s officer" at Deutsche Bank, as the "subject of women" is included in the Diversity department. Diversity is an institutionalised department with 12 team members throughout the world (New York, London, Frankfurt). Global responsibility lies with Dr. Martin Möhrle.