Deutsche Bank – Responsibility

Compensation

The economic and financial crisis put the spotlight on the role of financial institutions and led to a rift between banks and their stakeholders. We are well aware that a priority is to regain trust through sustainable and responsible action. This is reflected in our compensation systems.

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What do we want to achieve?

Since 2012 our compensation approach has included a strong behavioral focus at all levels of the organization. It rewards a long-term and sustainable focus of our business activity, customer orientation and team work. We want to ensure that employees think in a farsighted manner and consider all the possible effects of their actions. Thinking and acting with a view to long term success are rewarded.

How are we achieving our goals?

We aim for transparency and a long-term view, and have presented a separate remuneration report annually since 2010. Our remuneration practices are in line with and partially go beyond the principles of German Federal Financial Supervisory Authority (BaFin) and the EU.

In revising the compensation system, the proportion of variable compensation has been reduced, bonus payments are now geared to the sustainability of success and are made over several years in the form of deferred compensation, which is only disbursed after 5 years to some extent. The scheme also foresees claw backs.

An independent, external compensation review panel made up of international economic experts, which we set up in 2012, reviewed the restructuring of our compensation approach.

What have we achieved up to now?

We have introduced a sustainable, responsible compensation system and reinforced our internal control mechanisms. The bonus pool was reduced in 2012, and the proportion of variable compensation dropped to the lowest level in many years.

Our specific measures

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