INVESTMENT BANKING - Group 3

APRIL 2020 | OVERVIEW REPORT
HISTORY AND 2019 PERFORMANCE

DEUTSCHE
BANK

PREPARED BY
THE MARKETING AND ADVERTISING DEPARTMENT

CONTENTS

STAGES OF DEVELOPMENT OF DEUTSCHE BANK

02 1870–1919
02 1919–1933
04 1933–1945
04 Post-WWII
05 Recent years

DEUTSCHE BANK’S AWARDS

07 Cash management
07 Foreign Exchange
07 Securities service
08 Trade finance
08 Trust and agency services

ORGANITIONAL STRUCTURE OF DEUTSCHE BANK

09 Organitional structure diagram
09 The function of each part
15 List of members
17 Branches of Deutsche Bank

BANKING OPERATIONS

18 Corporate Bank
19 Investment Bank
20 Private Bank
21 Asset manager

SUCCESS AND FAILURE OF DEUTSCHE BANK IN 2019

22 Deutsche Bank wins RMB House of the Year and Deal of the Year

at Asia Risk Awards 2019

23 Deutsche Bank Reports Huge Loss for 2019

COMPANY OVERVIEW

DEUTSCHE BANK AG

COMPANY
OVERVIEW

Deutsche Bank AG has weathered two world wars,

three depressions, and a divided Germany to become
one of the world's leading financial institutions, intering
the 21st century as the second largest bank in the world.
Its operations are divided into two customer-oriented
business groups:
- The Corporate and Investment Bank Group serves
corporate and institutional clients, offering investment
banking and corporate financing services on a
worldwide basis.
- The Private Clients and Asset Management Group
focuses on retail banking, mostly in Germany, and the
worldwide provision of asset management services for
both individuals and institutions.

OVERVIEW REPORT April 2020 01

STAGES OF DEVELOPMENT OF DEUTSCHE BANK

I STAGES OF DEVELOPMENT OF
DEUTSCHE BANK

1. 1870–1919 During the financial crisis of
1873-75 it appeared that the entire
“The object of the company is economic system was on the verge
to transact banking business of all of collapse. But Deutsche Bank,
kinds, in particular to promote and because of its concentration on
facilitate trade relations between foreign operations, was largely
Germany, other European countries unscathed by the financial panic.
and overseas markets.” With its assets intact, the young bank
began to make significant
Deutsche Bank was founded in acquisitions, including Deutsche
Berlin on March 10, 1870, Prussian Union Bank and the Berliner
Government granted the banking Bankverein, both completed in 1876.
license. The initial directors were These purchases transformed
Wilhelm Platenius, Georg Siemens Deutsche Bank into one of
and Hermann Wallich with five mil- Germany's largest and most
lion thalers in capital. prestigious banks.

Throughout the 188 and 1890s
Deutsche Bank was a leader in
electrical development. It helped to
form finance and holding
companies and issued bonded
loans and shares for the construction
of dynamos, power plants,...

Deutsche Bank’s head office in Berlin, First premises at Franzasische
around 1910 StraBe Berlin

The bank had established
domestic branches in Bremen and
Hamburg in 1871&1872. Its first
oversea offices opened in Shanghai
in 1872 and London in 1873 followed
by South American offices between
1874 and 1886.

02 OVERVIEW REPORT April 2020

STAGES OF DEVELOPMENT OF DEUTSCHE BANK

Major projects in the early years of Deutsch-Asiatische Bank three years
the bank included the Northern later, but the success of those
Pacific Railroad in the US and the companies in that their existence
Baghdad Railway (1888). In Germany, made sound commercial sense.
the bank was instrumental in the
financing of bond offerings of steel In 1914 the acquisition of
company Krupp (1879) and Elberfeld-based Bergische-Märkische
introduced the chemical company Bank and its branches in the
Bayer to the Berlin stock market. Rhineland - Westphalia region
increased Deutsche Bank's branch
For Deutsche Bank, domestic network from 8 outlets to 46. The
branches of its own they’re still rarity bank's capital was now more than six
at the time; the Frankfurt branch times the amount it was founded
dated from 1886 and the Munich with.
branch from 1892, while further
branches they’re established in
Dresden and Leipzig in 1901.

In addition, Gentle pressure from
the Foreign Ministry played a part in
the establishment of Deutsche
Ueberseeische Bank in 1886 and the
stake taken in the newly established

Share of the Deutsche Bank, issued 2. November 1881

OVERVIEW REPORT April 2020 03

STAGES OF DEVELOPMENT OF DEUTSCHE BANK

2. 1919–1933 3. 1933–1945
The immediate post-war period
was a time of liquidations and In 1933 and 1934, three Jewish
acquisitions. The bank had lost most members of the board of managing
of its foreign investments and directors - Oscar Wassermann,
branches. In Germany, by contrast, Theodor Frank, and Georg forced to
the branch network was expanded resign. In subsequent years,
considerably, mainly via mergers Deutsche Bank was involved in 363
with partner regional banks. such confiscations by November
1938.
Merger of Deutsche Bank and
Disconto Gesellschaft in 1929 During World War II, Deutsche
Bank became responsible for
The bank merged with its most managing the Bohemian Union Bank
powerful rival DiscontoGesellschaft in Prague, with branches in the
in 1929 to create Deutsche Bank Protectorate and in Slovakia, the
and DiscontoGesellschaft, at that Bankverein in Yugoslavia (which has
point the biggest ever merger in now been divided into two financial
German banking history. The merger corporations, one in Serbia and one
came at just the right time to help in Croatia), the Albert de Barry Bank
counteract the emerging world in Amsterdam, the National Bank of
economic and banking crisis. In Greece in Athens, the Creditanstalt -
1937, the company name changed Bankverein in Austria and Hungary,
back to Deutsche Bank. For German the Deutsch - Bulgarische Kreditbank
banks, the crisis in the industry was a in Bulgaria, and Banca Comercială
watershed. At the end of the Română (The Romanian Commer-
conflict, the bank had offices at 182 cial Bank) in Bucharest. It also
locations throughout Germany, and maintained a branch in Istanbul,
a staff of nearly 14,000. Turkey.

In 1999, Deutsche Bank
confirmed officially that it had been
involved in Auschwitz.

Deutsche Bank's symbol and logo

04 OVERVIEW REPORT April 2020

STAGES OF DEVELOPMENT OF DEUTSCHE BANK

4. Post - WWII Starting with the acquisition of
the UK merchant bank Morgan
Following Germany's defeat in Grenfell in 1989 global expansion
World War II, the Allied authorities, culminated in the acquisition of the
in 1948, ordered Deutsche Bank's New York investment bank Bankers
break-up into ten regional banks. Trust, which opened the American
These 10 regional banks they’re later market up to Deutsche Bank. Bankers
consolidated into three major banks Trust suffered major losses in the
in 1952: Norddeutsche Bank AG; summer of 1998 and being acquired
Süddeutsche Bank AG; and by Deutsche Bank for $10 billion in
Rheinisch-Westfälische Bank AG. November 1998. This made Deutsche
In 1957, these three banks merged to Bank the fourth-largest money
form Deutsche Bank AG with its management firm in the world after
headquarters in Frankfurt. UBS, Fidelity Investments, and the
Japanese post office's life insurance
In 1959, the bank entered retail fund.
banking by introducing small
personal loans. In the 1970s, the bank Deutsche continued to build up
pushed ahead with international its presence in Italy with the
expansion, opening new offices in acquisition in 1993 of Banca Popolare
new locations, such as Milan (1977), di Lecco from Banca Popolare di
Moscow, London, Paris and Tokyo. Novara. In 1999, it acquired a minority
In the 1980s, this continued when the interest in Cassa di Risparmio di Asti.
bank paid U$603 million in 1986 to
acquire Banca d'America e d'Italia. 5. Recent years

In October 2001, Deutsche Bank

was listed on the New York Stock

Exchange. The following year, Josef

Ackermann became CEO of

Deutsche Bank and served as CEO

until 2012. Then, beginning in 2002,

Deutsche Bank strengthened its U.S.

presence when it purchased Scudder

Investments. Meanwhile, in Europe,

Deutsche Bank increased its

private-banking business by

acquiring Rued Blass & Cie (2002) and

the Russian investment bank United

Financial Group (2005).

Deutsche Bank's head office in Frankfurt

OVERVIEW REPORT April 2020 05

STAGES OF DEVELOPMENT OF DEUTSCHE BANK

In Germany, further acquisi- The repercussions make it
tions of Norisbank, Berliner Bank and absolutely essential to implement
Deutsche Postbank strengthened changes over the long-term. The
Deutsche Bank's retail offering in its aim is to make the bank a pillar of
home market. This series of acquisi- society once again.
tions was closely aligned with the
bank's strategy of bolt-on acquisi- Deutsche Bank opened the
tions in preference to so-called casino in 2010 and ran it at a loss
"transformational" mergers. until its sale in May 2014.

In 2008 Deutsche Bank had to Deutsche Bank was founded
overcome the most severe global almost 150 years ago as a partner to
financial crisis since the Second German companies wealth for their
World War. In subsequent years global banking needs. Today it is a
several cases of rule breaches and leading European bank with global
misconduct they’re discovered that reach. Deutsche Bank provides
damaged the company’s reputa- commercial and investment
tion. In early 2017 the Management banking, retail banking, transaction
Board issued a public apology for banking and asset and manage-
serious errors, for example in its US ment products and services.
mortgage business activities
between 2005 and 2007.

DUETSCHE BANK

06 OVERVIEW REPORT April 2020

DEUTSCHE BANK’S AWARDS

II DEUTSCHE BANK’S AWARDS

1. Cash management

• Euromoney cash management
survey 2019, Sept 2019 : Market leader
for corporates – No.1 in Germany;
Market Leader for Financial
Institutions – No.1 globally, Leading
EUR provider for Financial Institutions –
Western Europe: No.1 for EUR and
USD.

2. Foreign Exchange

• EMEA finance Treasury Services
Awards 2019, Sept 2019: Best FX
Services in Europe ( Two consecutive
years)

• Euromoney FX Survey 2019,
June 2019 – No.2 Globally Euromoney
FX Survey 2019, June 2019 – No.1
Western Europe.

3. Securities service

• The Asset Triple A Awards, June
2019: 13 No.1 awards.

• Global custodian Emerging
Markets Global Excellence Awards
2019: Continued Excellence: Asia.

• Relationship Management and
Client Service Asia Pacific – Malaysia:
MENA – UAE.

OVERVIEW REPORT April 2020 07

DEUTSCHE BANK’S AWARDS

4. Trade finance
• Euromoney Trade Finance
Survey 2020, Jan 2020: Best Trade
Finance Provider – No.1 Western
Europe; - No.1 in Germany.
• The Asian Banker Transaction
Banking Awards, May 2019: Best
International Trade Finance Bank in
Asia Pacific.
5. Trust and agency services
• Infrastructure Investor, Sept
2019: Global Corporate Trust Service
Provider of the Decade.
• The Asset Triple A Awards, Jun
2019 : Corporate Trust mandate of
the year – Bayfront.
• Global Finance, Best Deposi-
tary Receipts Banks 2019, May 2019:
Best ADR Bank.

08 OVERVIEW REPORT April 2020

ORGANITIONAL STRUCTURE OF DEUTSCHE BANK

III ORGANITIONAL STRUCTURE
OF DEUTSCHE BANK

1. Organitional structure diagram

Supervisory
Board

Committees Management
of Supervisory Board

Board

Chairman's Nomination Audit Risk Compensation Integrity Strategy Technology, Data Mediation
Committee Committee Committee Committee Control Committee Committee and Innovation Committee
Committee
Committee

2. The function of each part

a. Supervisory Board b. Chairman's Committee

The Supervisory Board of It is responsible for, in particular:
preparing the meetings of the
Deutsche Bank AG appoints, Supervisory Board and handling
current business between meetings
supervises and advises the of the Supervisory Board; preparing
for decisions by the Supervisory
Management Board and is directly Board on the appointment and
dismissal of members of the
involved in decisions of fundamental Management Board, including
long-term succession planning for
importance to the bank. It works the Management Board, while
taking into account the recommen-
together closely with the dations of the Nomination
Committee; concluding, amending
Management Board in a coopera- and terminating employment and
pension contracts in consideration
tive relationship of trust and for the of the plenary Supervisory Board’s
sole authority to decide on the
benefit of the company. The compensation of the members of
the Management Board.
Supervisory Board decides on the

appointment and dismissal of

members of the Management

Board including long-term

succession planning for the

Management Board based on

proposals of the Chairman’s

Committee while taking into

account recommendations of the

Nomination Committee.

OVERVIEW REPORT April 2020 09

ORGANITIONAL STRUCTURE OF DEUTSCHE BANK

c. Nomination Committee e. Risk Committee

It is responsible for, in particular, It advises the Supervisory Board
supporting the Supervisory Board in on overall risk appetite and risk
identifying candidates to fill a position strategy, and monitors the
on the bank's Management Board. In implementation of the stated risk
doing so, the Nomination Committee appetite and risk strategy by the
takes into account the balance and senior management level.
diversity of the knowledge, skills and
experience of all members of the f. Compensation Control Committee
Management Board, prepares a
position description with a candidate It supports the Supervisory Board
profile, and states the time in the appropriate structuring of the
commitment. compensation systems for the
members of the Management Board.
d. Audit Committee It also monitors the appropriate
structure of the compensation
It supports the Supervisory Board systems for the Management Board
members and employees.
in particular in monitoring the

financial reporting process, and it g. Integrity Committee

can submit recommendations or It continually advises and

suggestions to the Supervisory Board monitors the Management Board

on ensuring the integrity of the with regard to whether management

financial reporting process. ensures the economically sound,

Furthermore, the Audit Committee sustainable development of the

supports the Supervisory Board in company while observing the

monitoring the effectiveness of the principles of sound, responsible

risk management system. management, fulfilling the

company’s social responsibilities and

protecting the natural resources of

the environment (environmental,

social and governance (ESG) issues),

and to whether the business

management is aligned to these

values with the objective of a holistic

corporate culture.

h. Strategy Committee

It supports the Supervisory Board
in fulfilling its oversight responsibilities

10 OVERVIEW REPORT April 2020

ORGANITIONAL STRUCTURE OF DEUTSCHE BANK

In responsibilities relating to the j. Mediation Committee
bank’s strategy. It advises and
monitors the Management Board In addition to these eight
with regard to the definition of standing committees, the Mediation
business strategies geared to the Committee, which is required by
sustainable development of the German law, makes proposals to the
bank and the establishment of Supervisory Board on the
processes for planning, implement- appointment or dismissal of
ing, assessing and adjusting the members of the Management
business strategy. Board in cases where the
Supervisory Board is unable to reach
i. Technology, Data and a two-thirds majority decision with
Innovation Committee respect to the appointment or
dismissal. The Mediation Committee
It supports the Supervisory only meets if necessary.
Board in fulfilling its oversight
responsibilities relating to the bank’s k. Management Board
innovation, data and technology
environment. It continually advises The Management Board is
and monitors the Management responsible for managing the
Board with regard to the adequate company. Its members are jointly
technical and organizational accountable for the management
resources and the definition of an of the company. The Management
adequate plan for IT systems, Board has, as its prime responsibility,
including their application with the Group's strategic management,
generally established standards to resource allocation, financial
the arrangement of the IT systems accounting and reporting, risk
and the related IT processes. management, and corporate
control.

OVERVIEW REPORT April 2020 11



LONDON
DEUTSCHE BANK’S
HEADQUARTERS

ORGANITIONAL STRUCTURE OF DEUTSCHE BANK

3. List of members

Dr. Paul Achleitner Detlef Polasche Christian Sewing

Supervisory Board Committees

Dr.Paul Achleitner Chairman's Committee
Position: Chairman of Supervisory Members:
Board of Deutsche Bank Dr. Paul Achleitner, Chairman
Frank Bsirske
Detlef Polaschek Nomination Committee
Position: Deputy Chairman of the Members:
Supervisory Board of Deutsche Bank Dr. Paul Achleitner, Chairman
AG; Member of the General Staff Frank Bsirske
Council of Deutsche Bank AG and
DB Private fund Firmenkundenbank Audit Committee
AG Members:
Mayree Carroll Clark Professor Dr. Norbert Winkeljohann,
Position: Founder and Managing Chairman
Partner of Eachwin Capital Dr. Paul Achleitner
Risk Committee
Sigmar Gabriel Members:
Position: Former German Federal Mayree Carroll Clark, Chairperson
Government Minister Dr. Paul Achleitner

Martina Klee Compensation Control Committee
Position: Deputy Chairperson of the Members:
Staff Council PWCC Center Dr. Paul Achleitner, Chairman
Frankfurt of Deutsche Bank Frank Bsirske

15 OVERVIEW REPORT April 2020

DEUTSCHE BANK’S AWARDS

Bernd Rose Integrity Committee
Position: Chairman of the General Members:
Staff Council of Postbank Dr. Dagmar Valcárcel, Chairperson
Filialvertrieb AG, member of the Dr. Paul Achleitner
Group Staff Council of Deutsche Ludwig Blomeyer-Bartenstein
Bank.
John Alexander Thain Strategy Committee
Memberships in comparable Members:
boards John Thain, Chairman
Member of the Board of Directors, Dr. Paul Achleitner
Aperture Investors LLC, New York,
USA Technology, Data and Innovation
Prof. Dr. Norbert Winkeljohann Committee
Position: Self-employed corporate Members:
consultant, Norbert Winkeljohann Michele Trogni, Chairperson
Advisory & Investments. Dr. Paul Achleitner
Mediation Committee
Ludwig Blomeyer-Bartenstein Members:
Position: Spokesperson of the Dr. Paul Achleitner, Chairman
Management and Head of the Frank Bsirske
Market Region Bremen Detlef Polaschek
Michelle Trogni
Frank Bsirske Dr. Dagmar Valcarel
Jan Duscheck
Position: Head of national working Jurg Zeltner
group banking, trade union… Position: group CEO and Chairman
Gerhard Eschelbeck of the group executive committee,
member of the board of directors, KBL
Katherine Garrett-Cox European private bankers,
Position: Managing Director and Luxembourg
Chief Executive Officer, Gulf Gabriele Platscher
International (UK) Position: Chairperson of the Staff
Council Niedersachsen Ost of
Deutsche Bank

OVERVIEW REPORT April 2020 16

DEUTSCHE BANK’S AWARDS

Timo Heider Gerd Alexander Schutz
Position: Deputy Chairman of the Position: Founder and Member of the
Group Staff Council of Deutsche Management Board, C-QUADRAT
Bank AG
Henriette Mark Stephen Szukalski
Position: Chairperson of the Position: Federal Chairman of the
Combined Staff Council Southern German Association of Bank
Bavaria of Deutsche Bank Employees
Management Board

Members:

Christian Sewing: Chief Executive Officer

Werner Steinmuller: Chief Operating Officer Asia Pacific

Karl Von Rohr: Deputy Chairman (President)

Fabrizio Campelli: Chief Transformation Officer

Frank Kuhnke: Chief Operating Officer

Stuart Lewis: Chief Risk Officer

4. Branches of Deutsche Bank and therefore have good prospects
for business growth in fast – growing
Unparalleled financial services economies, including the Asia
worldwide with 1,931 branches in Pacific region, Central and Eastern
total (as of December 31, 2019 ). Europe, and Latin America.

Against a backdrop of In Europe, they are they’ll
increasing globalization in the world placed to benefit from the
economy, Deutsche Bank is very aforementioned resilient conditions
theyll-positioned, with significant in their home market, Germany, and
regional diversification and from continued strong levels of
substantial revenue streams from all corporate activity in the euro zone.
the major regions of the world.

They have established strong
bases in all major emerging markets,

17 OVERVIEW REPORT April 2020

BANKING OPERATIONS

IV BANKING OPERATIONS

1. Corporate Bank b. Trade finance

The Corporate Bank (CB) Trade Finance offers compre-
comprises Global Transaction hensive solutions along the client’s
Banking as they’ll as Commercial trade value chain by combining
Banking in Germany. Focusing on the international trade risk mitigation
treasurers and finance departments products and services with
of corporate and commercial clients custom-made solutions for structured
and financial institutions across the trade and export finance.
globe.
c. Trust & agency services
The division is primarily focused
on serving corporate clients, To meet the complex needs of
including the German “Mittelstand”, issuers, the bank provides corporates,
larger and smaller sized commercial financial institutions, hedge funds and
clients in Germany as they’ll as supranational agencies around the
multinational companies. It is also a world with trustee, agency, escrow
partner to financial institutions with and related services as they’ll as
regards to certain Transaction depositary receipts. They offer a very
Banking services. broad range of services for diverse
products, from complex securitiza-
tions and project finance to
syndicated loans, debt exchanges
and restructurings – as they’ll as more
vanilla products such as
medium-term notes and commercial
paper.

a. Cash management
The company's cash manage-
ment service uses the Global
Navigator application.

OVERVIEW REPORT April 2020 18

BANKING OPERATIONS

d. Securities services FIC Sales & Trading business is
They provide custody, clearing positioned strategically to respond
and settlement, agency securities to increasing automation, regulatory
lending and fund services in more expectations and client demand for
than 30 markets around the world. standardization and transparency in
execution across credit, fixed
2. Investment Bank income, and currency products in
The Investment Bank (IB) industrialized countries and emerg-
combines Deutsche Bank’s Fixed ing markets.
Income, Currency Sales & Trading
and Origination & Advisory, as they’ll b. Foreign Exchange
as Deutsche Bank Research. It
focuses on its traditional strengths in Providing basic liquidity in the
financing, advisory, fixed income spot market to innovative derivative
and currencies, bringing together solutions for both asset and liability
wholesale banking expertise across managers.
coverage, risk management, sales
and trading, investment banking c. Rates
and infrastructure.
Providing a comprehensive
This enables IB to align range of fixed income securities and
resourcing and capital across their OTC derivatives and give clients
client and product perimeter to access to the Bank’s liquidity and
effectively serve the bank’s clients. product expertise through their
Products and Services: global sales, trading and structuring
teams, as they’ll as their electronic
a. FIC Sales & Trading trading channels and clearing
Brings together an institutional offering. Their product range
sales force and research with includes Government, Agency and
trading and structuring expertise Mortgage-Backed Securities (MBS)
across Foreign Exchange, Rates, as they’ll as a suite of interest rates
Credit and Emerging Markets. The and inflation derivative products.

d. Credit

Offer clients a wide range of
products across Flow Credit,
Distressed Products and Structured
Finance Trading. Products traded
include bonds, loans and claims,
ranging from the strongest
investment-grade issuers through
high yield to distressed assets.

19 OVERVIEW REPORT April 2020

BANKING OPERATIONS

promotes public debate on
economic, fiscal, labor market and
social policy issues.

e. Emerging Markets 3. Private Bank
In Private Bank (PB), they serve
Deutsche Bank’s emerging personal and private clients,
markets business offers a fully-inte- individuals, entrepreneurs and
grated and global product platform. families. In international businesses,
they also focus on business and
f. Origination and Advisory commercial clients. They are
organized along three core business
Responsible for their debt divisions: Private Bank Germany,
origination business, mergers and Private & Commercial Business
acquisitions (M&A), and a focused International. Their product range
equity advisory and origination includes payment and account
platform. It is comprised of regional services, credit and deposit products
and industry-focused coverage as they’ll as investment advice and
teams, co-led from the bank’s hubs in selected digital offerings.
Europe, the U.S. and Asia Pacific,
which facilitate the delivery of a a. Private Bank Germany
range of financial products and They pursue a differentiated,
services to the bank’s corporate customer-focused approach with
clients. two strong and complementary
brands – “Deutsche Bank” and “Post-
g. Deutsche Bank Research bank”. With their “Deutsche Bank”
brand they focus on providing their
Responsible for macro and private customers with banking and
microanalysis within Deutsche Bank financial products and services that
Group and acts as a consultant for include sophisticated and individual
the bank, its clients and stakeholders.
They analyze relevant trends for the The ten largest banks in Germany as of
bank in financial markets, the December 31, 2018 (by total assets in EUR billion)
economy and society and highlight
risks and opportunities. Deutsche
Bank Research delivers high-quality,
independent analysis and actively

OVERVIEW REPORT April 2020 20

BANKING OPERATIONS

real estate, infrastructure, private with a strong presence in their home
equity, liquid real assets and market in Germany. These clients
sustainable investments. They also include large institutions, govern-
offer a range of passive investments. ments, corporations and founda-
Besides, AM’s solution strategies are tions as they’ll as individual investors.
targeted to client needs that cannot
be addressed by traditional asset
classes alone. Such services include
insurance and pension solutions,
asset-liability management, portfolio
management solutions, asset
allocation advisory, structuring and
overlay.

b. Wealth Management AM’s investment offerings span
To serve wealthy individuals all major asset classes including
and families as they’ll as entrepre- equity, fixed income, cash and
neurs and foundations. They support multi-asset as they’ll as alternative
their clients in planning, managing investments. Their alternative
and investing their wealth, financing investments include real estate,
their personal and business interests infrastructure, private equity, liquid
and servicing their institutional and real assets and sustainable invest-
corporate needs. ments. They also offer a range of
passive investments. Besides, AM’s
Best Private Bank For Diversity solution strategies are targeted to
Deutsche Bank Is Hands Down client needs that cannot be
addressed by traditional asset
4. Asset management classes alone. Such services include
Asset Management (AM) is insurance and pension solutions,
one of the world’s leading asset asset-liability management, portfolio
management organizations. AM management solutions, asset
serves a diverse client base of retail allocation advisory, structuring and
and institutional investors worldwide, overlay.

21 OVERVIEW REPORT April 2020

ORGANITIONAL STRUCTURE OF DEUTSCHE BANK

V SUCCESS AND FAILURE OF
DEUTSCHE BANK IN 2019

1. Deutsche Bank wins RMB and complexity, particularly against
House of the Year and Deal of the a challenging backdrop of market
Year at Asia Risk Awards 2019. volatility impacting the Taiwan
Dollar.

“It was the largest swap trade
of its kind in Asia; it was assembled,
executed, hedged in a tight
timeframe and in a market where
liquidity is notoriously patchy,” Asia
Risk said.

a. Supporting German b. Deutsche Bank is the leading
investment into Taiwan wind energy green consumer finance operator in
Italy.
The Deutsche Bank’s landmark
transaction in June, 2019 to support Deutsche Bank’s consumer
the development of an offshore loan business in Italy, Deutsche Bank
wind farm was the first of its kind in Easy, provided loans to more than
Taiwan and one of the largest ever 16,000 individuals and companies in
Deal Contingent (DC), Interest Rate 2019 – a total of over 100 million
Swap (IRS) solutions offered by a euros, which constitutes a 20
bank globally. percent market share for “green
loans” aimed at making homes and
Deustche Bank acted as offices more energy efficient. This is
underwriter, mandated lead what data collected by the Italian
arranger, book runner and sole consumer credit and real estate
hedge arranger for the financing of
the wind farm developed by a OVERVIEW REPORT April 2020 22
German renewables developer with
co-investment from an Asian
consortium. Supporting German
investment in Taiwan’s nascent
renewable energy sector, the deal
was praised by Asia Risk for its scale

BANKING OPERATIONS

association Assofin shows. The asso- once Europe’s largest by assets, is in
ciation measured the value of Italy’s the midst of a desperate attempt to
green consumer finance market for recover from years of scandal and
the first time in 2019. Data from the mismanagement that have caused
first nine months show that the its share price to plummet more than
market is worth 500 million euros. 90 percent since 2007.

2. Deutsche Bank Reports Deutsche Bank portrayed its
Huge Loss for 2019 loss as a resolute attempt to deal
with mistakes of the past. Among
The bank said it lost 1.5 billion other things, the bank absorbed
euros, or $1.6 billion, in the last three severance payments as it eliminat-
months of 2019, bringing the total ed more than 4,000 jobs, bringing
loss for the year to €5.3 billion. In the total number of employees to
2018, the bank effectively broke 88,000. The bank also recorded
even for the year. losses as it acknowledged that some
assets had lost value.
The Frankfurt-based bank,

Revenue and net income of Deutsche Bank from 2007 to 2019

23 OVERVIEW REPORT April 2020

ORGANITIONAL STRUCTURE OF DEUTSCHE BANK

Reference

1. https://www.db.com/ir/en/supervisory-board.htm

2. https://en.wikipedia.org/wiki/Deutsche_Bank#Corpo-
rate_Governance

3. https://www.db.com/company/en/eu_disclosures.htm

4. https://www.db.com/company/en/media/
Deut
sche-Bank-Branches-and-Selected-Subsidiaries-cov-
ered-by-the-Patriot-Act-Certification-of-Deutsche-AG.pdf

5. https://www.db.com/ir/en/download/-
Deutsche_Bank_Annual_Report_2019.pdf

6. https://www.db.com/careers/en/grad/about/
divisions.html

7. https://www.db.com/news-room_news/2019/
-en-11579.htm

8. https://twitter.com/deutschebank/status/
1172421407059267586

9. https://www.valuespectrum.com/news/296497-ana-
lysts-ex- pect-over-2019-decreasing-revenue-deut-
sche-bank

Editorial board

Contributor

Đặng Thị Hằng Trần Thị Kim Thoa
K174040328 K174040401
Trần Đức Lương
K174040356 Trần Thị Mỹ Trinh
Võ Thanh Tân K174040422
K174040394
Bùi Trọng Tuệ
K174040426

Editor

Trần Thị Kim Nguyên
K174040372

Graphic Designer

Nguyễn Xuân Huy
K174040338

OVERVIEW REPORT April 2020 24