Succession management and suitability
We continue to place leadership and culture at the core of our transformation and change efforts. This includes intense support for most senior employees who drive performance, innovation and the bank’s overall culture.
Strategic succession management forms the foundation of our senior leadership development efforts. Succession management starts with position-based succession planning and is implemented alongside our performance management process (Total Performance) to enable integrated people decisions and follow-up. Succession planning ensures a sustainable pipeline of internal talent for our most senior and critical positions, and that these individuals are intentionally developed for enhanced leadership responsibility.
There is a critical focus on strengthening talent in the succession pipeline, with a focus on individuals who have the required leadership, functional and technical expertise as well as a broad understanding of the bank.
2021 enhancements to our reporting analytics suite include additional reporting fields, allowing for improved succession reporting deeper into the organization.
HR suitability assessment frameworks apply to over 160 of our main subsidiaries and branches. Appointees and incumbents are assessed in line with the ESMA and EBA Guidelines on the assessment of the suitability of members of the management body and key function holders with 'fit and proper' suitability reviewed at an individual and collective basis. Where indicated, training and development is provided to ensure board readiness and ongoing suitability. Continuity of decision making through appropriate succession planning is also reviewed at a Main Entity level.
In addition, we continue to apply strong governance to the assessment and appointment of our Deutsche Bank AG Key Function Holders with annual suitability reviews and bespoke readiness support provided if indicated.