Deutsche Bank Ag · XETR:DBK
Deutsche Bank — Shareholder Meeting (May 2015)
29 slides from Deutsche Bank's shareholder meeting presentation, May 21, 2015
Slide 1: Deutsche Bank AG Annual General Meeting 2015
Deutsche Bank Deutsche Bank AG Annual General Meeting 2015 Jürgen Fitschen and Anshu Jain Co-Chief Executive Officers Frankfurt, 21 May 2015 Deutsche Bank Annual General Meeting 2015
Slide 2: Strategy 2015+: Our promises
Strategy 2015+: Our promises Strengthen capital Improve core business performance and balance Initiate cultural change Re-inforce infrastructure Resolve legacy matters Improve cost efficiency Deutsche Bank Annual General Meeting 2015 1
Slide 3: We strengthened capital
We strengthened capital CRD4, fully loaded, in % Common Equity Tier 1 ratio Leverage ratio 11.1 3.4 <2.0 <6.0 Jun 2012(1) Mar 2015 Jun 2012(1) Mar 2015 (1) Estimates based on June 2012 Basel 3 / CRD4 rule interpretation Deutsche Bank Annual General Meeting 2015 2
Slide 4: We improved core business performance and balance
We improved core business performance and balance Pre-tax profit, full year(1), in EUR bn 1.0 Deutsche AWM 0.2 1.2 GTB 0.7 1.3 PBC 1.5 CB&S 2.9 3.3 2012 2014 (1) 2014 does not reflect C&A clear-out adjustments as per 1Q2015 disclosure Note: Figures may not add up due to rounding differences Deutsche
Slide 5: We initiated deep-rooted cultural change
We initiated deep-rooted cultural change Controls +700 people added in businesses Governance 180 transactions escalated Diversity 25% of all newly appointed leaders female Compensation 5 years max. deferral Behaviour +34% risk culture / compliance trainings Deutsche Bank Annual General Meeting 2015
Slide 6: We invested to re-inforce our infrastructure
We invested to re-inforce our infrastructure Investments(1), in EUR bn ~5.8 2.3 1.9 1.6 2012 2013 2014 (1) Investments into Operational Excellence (Cost-to-Achieve) and technology-related regulatory, control and stability spend (IT Change-the-Bank) Deutsche Bank Annual General Meeting 2015 5
Slide 7: Strategy 2015+: Our delivery
Strategy 2015+: Our delivery Strengthen capital Improve core business performance and balance Initiate cultural change Re-inforce infrastructure Resolve legacy matters Improve cost efficiency Deutsche Bank Annual General Meeting 2015 6
Slide 8: We are still resolving legacy matters
We are still resolving legacy matters Banking industry litigation costs(1) post-crisis, in EUR bn Peers . Total > EUR 100bn ~41 ~25 ~15 ~10 ~11 ~2 2009 2010 2011 2012 2013 2014 (1) Barclays, Bank of America, Credit Suisse, UBS, HSBC, Goldman Sachs, JP Morgan, Morgan Stanley, BNP Paripas, Société Gén
Slide 9: We have not made sufficient progress on cost efficiency
We have not made sufficient progress on cost efficiency Cost-income ratio, in % 92.5 86.7 Target ~65 Strategy 2015+ 2012 2014 Deutsche Bank Annual General Meeting 2015 8
Slide 10: We aim to improve return to our shareholders
We aim to improve return to our shareholders Total shareholder return(1), 1 June 2012 – today, in % 60 50 40 30 20 10 0 (10) (20) Jun-2012 Jun-2013 Jun-2014 May-2015 (1) Total shareholder return includes share price appreciation, dividends and other effects from capital measures Deutsche Bank Annual
Slide 11: Strategy 2020: Serving our stakeholders
Strategy 2020: Serving our stakeholders Clients Policy makers Shareholders Employees Deutsche Bank Annual General Meeting 2015 10
Slide 12: Strategy 2020: The bank we want to be
Strategy 2020: The bank we want to be A leading global bank based in Germany What’s constant What changes Client-centric Prioritize mutually beneficial partnerships Global A more focused network Universal Not all things to all people Deutsche Bank Annual General Meeting 2015 11
Slide 13: We took six key decisions
We took six key decisions 1 Reposition CB&S 2 Re-shape retail 3 Transform our operating model 4 Digitalize DB 5 Grow GTB and Deutsche AWM 6 Rationalize our footprint Deutsche Bank Annual General Meeting 2015 12
Slide 14: 1 Repositioning CB&S
1 Repositioning CB&S Balance sheet(1), in EUR bn Net reduction of ~EUR 130-150bn >900 ~(200) 50-70 ~700 1Q 2015 De-leveraging Gross 2018 Focused Net 2018 target growth target (1) CRD4 leverage exposure, fully-loaded Deutsche Bank Annual General Meeting 2015 13
Slide 15: 2 Re-shaping our retail business
2 Re-shaping our retail business Deconsolidate a stronger bank Optimize our leading advisory bank Balance EUR (60)bn Advisory focus sheet (28)%(1) Omni-channel, digitalized distribution +EUR 1bn Shareholder equity +18%(1) World-class product offering Return on From 15bps assets to 29bps(1) Efficient
Slide 16: 3 Transforming our operating model
3 Transforming our operating model Gross cost savings, in EUR bn 3.5 Simpler More focused 1.2 More efficient Remaining Additional Strategy Better controls Operational 2020 Excellence 2015 Deutsche Bank Annual General Meeting 2015 15
Slide 17: A leading global bank based in Germany
Strategy 2020: Focusing Deutsche Bank to deliver value A leading global bank based in Germany Deutsche Bank Annual General Meeting 2015 16
Slide 18: 4 Digitalizing DB: Becoming a more Digital Bank
4 Digitalizing DB: Becoming a more Digital Bank EUR 1bn of additional investment through 2020 Deutsche Bank Annual General Meeting 2015 17
Slide 19: 5 Investing to scale up GTB
5 Investing to scale up GTB A strong base Business expansion until 2020 EUR Leader in high-quality business Balance sheet(1) expansion 50bn+ World-class cost efficiency Business investment EUR >1bn High returns Germany, Europe Contribution to Group funding Asia, US (1) CRD4 leverage exposure
Slide 20: 5 Building on success of Deutsche AWM
5 Building on success of Deutsche AWM A strong base Business expansion until 2020 Customer need for solutions Balance sheet expansion 5-10% Attractive growth prospects Business investment EUR >0.5bn High returns People, products and solutions Capital markets expertise Further improve efficie
Slide 21: Rationalizing our global network
6 Rationalizing our global network - Reduce our country network… + …and grow in key markets (examples) # of countries/presences 7-10 70 Repre- China sentative 15 60-63 offices Operating 55 locations India Today Aspiration Deutsche Bank Annual General Meeting 2015 20
Slide 22: Strategy 2020: Medium-term ambitions
Strategy 2020: Medium-term ambitions Return Leverage ≥5% on tangible >10% ratio Equity(1) Core Tier 1 Cost- ~11% ~65% ratio income-ratio Aspiration: 50%+ payout ratio Note: Gross cost savings are countered by increasing cost from inflation, FX changes, cost of growth, cost of regulatory compliance a
Slide 23: 2014: Profit growth
2014: Profit growth Full year, in EUR bn Income before income taxes Net income 3.1 1.7 1.5 0.8 0.7 0.3 2012 2013 2014 2012 2013 2014 Deutsche Bank Annual General Meeting 2015 22
Slide 24: 2014: Performance across all core businesses
2014: Performance across all core businesses Pre-tax profit, full year, in EUR bn CB&S PBC GTB Deutsche AWM Loan processing fees(1) 3.3 3.2 2.9 1.5 1.6 0.4 1.2 1.1 1.0 0.8 0.7 1.3 0.2 2012 2013 2014 2012 2013 2014 2012 2013 2014 2012 2013 2014 (1) Payments and provisions for legally required reimbur
Slide 25: 2014: Capital strengthening
2014: Capital strengthening CRD4, fully loaded, in % Common Equity Tier 1 ratio Leverage ratio 11.7 9.7 3.5 <6.0 3.1 <2.0 Jun 2012(1) 2013 2014 Jun 2012(1) 2013(2) 2014 (1) Estimates based on June 2012 Basel 3 / CRD4 rule interpretation (2) Estimates based on June 2012 Basel 3 / CRD4 rule interpreta
Slide 26: 2014: Further progress on embedding cultural change
2014: Further progress on embedding cultural change Living the values and beliefs Strengthening controls Deutsche Bank Annual General Meeting 2015 25
Slide 27: 1Q 2015: Performance impacted by litigation
1Q 2015: Performance impacted by litigation Pre-tax profit, in EUR bn Litigation 1.5 expenses 1.7 1.5 1Q 2014 1Q 2015 Deutsche Bank Annual General Meeting 2015 26
Slide 28: A leading global bank based in Germany
Strategy 2020: Focusing Deutsche Bank to deliver value A leading global bank based in Germany Deutsche Bank Annual General Meeting 2015 27
Slide 29: 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