|Goals 2012 - 2015||Status 2012|
|Asset Management||Establish ESG steering committee in Europe with working groups to
||ESG steering committee established, with regular meetings of committee and working groups; focus on proxy voting and engagement policy.|
|Private Wealth Management||Extension of assets under management with responsible investments up to € 650 million by 2015 (base € 400 million as per Sep 30, 2011) within PWM business Germany.||Over € 500 million achieved by 2012; additional private placement of Africa Agriculture Trade and Investment Fund of € 20 million.|
|Private & Business Clients||Stepping up the work of the Private & Business Clients Sustainability Board with representatives from all relevant areas: products, marketing, communication, and customer service.||Sustainability Board established end of 2011, with regular meetings every quarterly year. Additional Responsible Banking Committee created in 2012, with checks of all PBC products under responsibility aspects.|
|Medium-sized Enterprises||Establish sustainability governance structures within the business unit.||Top management commitment and involvement assured; integration of sustainability topics in credit seminars; survey with 400 companies in the context of energy transition and public funds.|
|Human Resources||Increase the commitment towards sustainability; integrate aspects of sustainability into the performance management process.
Continued commitment for DAX 30 declaration (more women in senior management positions; to be achieved by 2018).
|New remuneration policy for Senior Management Group with emphasis on long-term incentives. Introduction of Performance Standards as extension of the High Performance Principles and two components of performance: "What" was achieved and "how".
Percentage females: Managing Directors/Directors 18%
(plan 2018: 25%),
non-tariff: 31% (plan 2018: 35%).
|ES Risk Management||Strengthen management of ESG risks by intensifying engagement on ESG issues with clients, Proactive shaping of relationships with critical stakeholders with reference to controversal topics. Optimization of ESG-risk coverage in MIS and external reporting.||Regional and divisional extension of Deutsche Bank's Environmental and Social Risk Framework; implementation of Cluster Munitions Policy.|
|Sustainable Operations||Continuation of low carbon strategy; continue integration of sustainability into standard operating procedures.||Achievement of carbon-neutral business operations:
|Corporate Citizenship||Increased focus on high-impact flagship programs.
Strategic bundling of youth engagement programs.
Better stakeholder access to offers of community partners.
Integration of expertise-based Corporate Volunteering in talent development programs.
|Global and regional governance framework further strengthened.
Global Impact Tracking of Deutsche Bank's CR investments rolled out across regions.
Stakeholder engagement enhanced via use of mobile channels, apps, social media, and interactive formats.
Visibility of Corporate Volunteers improved.