Deutsche Bank Ag · XETR:DBK
Deutsche Bank — Goldman Sachs European Financials Conference 2018
16 slides from Deutsche Bank's conference presentation, Jun 6, 2018
Slide 1: Goldman Sachs European Financials Conference
Deutsche Bank Goldman Sachs European Financials Conference James von Moltke – Chief Financial Officer Frankfurt, 6 June 2018
Slide 2: DB Group: A materially safer and more secure institution
DB Group: A materially safer and more secure institution In EUR bn, unless stated otherwise 2007 1Q 2018 Tier 1 capital 28 56 CET 1 capital ratio 8.6%(1) 13.4% Total assets (IFRS) 2,020 1,478 Most stable funding 30% 73% (% of funded balance sheet) Liquidity reserves 65 279 Level 3 assets 88 22 (1) 2
Slide 3: DB Group: Shifting towards a more stable revenue base
DB Group: Shifting towards a more stable revenue base Our strategic priorities 1 Delivering on PCB and DWS to execute on communicated strategies PCB and DWS 2 Reshaping Corporate & Investment Bank to focus on core strengths CIB 3 Reducing cost Cut costs through a series of tactical and strategic mea
Slide 4: PCB: Delivering in the Private & Commercial Bank
1 PCB: Delivering in the Private & Commercial Bank Targeted Key achievements Ongoing initiatives synergies Aspiration Private — Sales channel optimisation Clients and product consolidation — Increase cross-sell and — Legal entity merger and regulatory grow volumes in core 2022 synergy Commercial wai
Slide 5: Asset Management: Delivering in Asset Management
Asset Management: Delivering in Asset Management In EUR bn, unless otherwise stated Well diversified assets Strong investment performance DWS medium-term financial targets(3) 2017 AuM: € 700 bn % of DWS funds outperforming 2017 Medium-term targets benchmarks(2) 3% to 5% Cash 8% 78% 2.3% Active multi
Slide 6: CIB: Shifting the Corporate & Investment Bank to its strengths
3 CIB: Shifting the Corporate & Investment Bank to its strengths Strategic intent … … in line with core strengths Be a leading institution in Europe while Scaled global #1 global payments leveraging our product strengths infrastructure Euro clearer(1) globally Leading FX Top 3 in global FX(2) capabi
Slide 7: CIB: Specific actions to reshape the Corporate & Investment Bank
3 CIB: Specific actions to reshape the Corporate & Investment Bank Optimize — Remain a relevant strategic advisor, but with focus on global industries closely aligned Origination & with the strengths of the German and European economy Advisory — Reduce commitment to sectors in the US & Asia with lim
Slide 8: CIB: A resilient franchise
3 CIB: A resilient franchise In EUR bn, unless stated otherwise Global Transaction Banking FIC Sales & Trading 7.7 4.4 6.6 Rev. Share 3.9 Rev. Share Trend Trend Rev pool Rev pool Trend Trend 2014-2016 Avg. 2017 DB 2019 rev. 2014-2016 Avg. 2017 DB 2019 rev. expect vs 2017 expect vs 2017 — Build on st
Slide 9: CIB: Reallocating leverage to higher return areas
3 CIB: Reallocating leverage to higher return areas In EUR bn, as of 31 March 2018, unless otherwise stated Corporate & Investment Bank CRD4 leverage exposure 1,049 Pending settlements 52 Revenue/ Business Resource Liquidity Reserve 243 Leverage allocation (2017 in bps) intent Businesses — GTB: Cash
Slide 10: DB Group: Reducing costs
4 DB Group: Reducing costs In EUR bn, unless stated otherwise Adjusted costs(1) ~(0.8) 24.7 ~(0.9) 23.9 ~(1.0) 23.0 22.0 2016 2017 2018 target 2019 target (1) Adjusted costs are calculated by deducting from noninterest expenses under IFRS (i) impairment of goodwill and other intangible assets, (ii)
Slide 11: DB Group: Cost reduction driven by tactical and strategic actions
4 DB Group: Cost reduction driven by a tactical and strategic actions Adjusted costs(1) improvement from 2017, in EUR bn ~(1.9) — Addressing structural costs: compensation, functions, internal services, external spend, processes and geographic support model — For 2019 in addition: process optimizati
Slide 12: DB Group: Cost reduction supported by FTE adjustments
4 DB Group: Cost reduction supported by FTE adjustments Full-time equivalent (FTE) in thousands 97.1 Disposals CIB ~1k reductions PCB already completed Infra- <93 structure Disposals CIB PCB Infra- <90 structure 31 Mar 2018 April-Dec 2018 2018 plan 2019 reductions 2019 plan Deutsche Bank Goldman Sac
Slide 13: DB Group: Shifting towards a more stable revenue profile
4 DB Group: Shifting towards a more stable revenue profile In EUR bn Net revenues Stable businesses as a 41% 56% ~65% % of group revenues: Corporate & 35% Investment Bank 44% (ex. GTB) 59% 15% 13% Global Transaction Banking (GTB) 8% 50% Private & 43% Commercial Bank 33% and DWS 2007 Ø2008-2017 Targe
Slide 14: DB Group: Return on Tangible Equity trajectory
DB Group: Return on Tangible Equity trajectory Post-tax RoTE, in % Cost/ income 93% <70% ratio: ~10% >4% 2.9%(1) 2017 adj. Costs Revenues Other(2) 2019 target Costs Revenues Other(2) 2021 RoTE aspiration Note: Totals may not sum due to rounding (1) Reported ROTE of (1.4)% adjusted to exclude EUR (51
Slide 15: DB Group: Conclusions
DB Group: Conclusions Key highlights Solid balance High capital and liquidity and low risk levels provide a solid platform to sheet execute on our restructuring plans Clear strategy in Both the Private and Commercial Bank and DWS operate in attractive growth markets. PCB & DWS Focus is on executing
Slide 16: Cautionary statements
Cautionary statements This presentation contains forward-looking statements. Forward-looking statements are statements that are not historical facts; they include statements about our beliefs and expectations and the assumptions underlying them. These statements are based on plans, estimates and pro
Deutsche Bank — Goldman Sachs European Financials Conference 2018 on 6ix