Deutsche Bank

Human Resources
Report 2016

Workforce management solutions

In line with its business, financial and strategic goals, Deutsche Bank implemented a new holistic workforce management concept in November 2016 in order to respond to the changing needs of clients, achieve cost savings, manage organizational change and strengthen its corporate culture as well as facilitate cross-divisional collaboration.

As part of this concept, a new global position management system defines positions within Deutsche Bank’s organizational structure and links them to a defined professions and roles framework. The definition of roles and professions is based on the requirements of the relevant business division or infrastructure function. The framework represents a consistent, global classification of roles and professions across all divisions and regions, providing transparency of the type of work across the bank.

Global position management maps the bank’s reporting and management structure, reflecting responsibilities and decision-making processes. The new system also computes the number and type of positions required throughout the organization, providing a rolling forecast – based on historic data – of movements in the future: by location, by division and by type of activity.

Deutsche Bank’s workforce structure

Staff structure by major job categories

Workforce by contract

In FTE

2016

2015

2014

2013

2012

1

Excluding Postbank

%-share of permanent work contracts

98.7%

98.1%

98.1%

98.6%

98.7%

Germany

97.9%

97.0%

96.9%

98.0%

98.5%

Outside Germany

99.4%

99.0%

99.1%

99.2%

98.9%

%-share of temporary work contracts

1.3%

1.9%

1.9%

1.4%

1.3%

%-share of permanent work contracts for hires1

93.8%

92.4%

91.9%

93.9%

89.7%

%-share of temporary work contracts for hires1

6.2%

7.6%

8.1%

6.1%

10.3%

Workforce costs and revenues

 

2016

2015

2014

2013

2012

1

Compensation ratio: compensation and benefits as a percentage of total net revenues

2

Total noninterest expenses

3

Supplementary information to the Consolidated Financial Statement according to section 315a HGB

Compensation and benefits (in € milion)

11,874

13,293

12,512

12,329

13,490

Compensation ratio1

39.6%

39.7%

39.2%

38.6%

40.0%

Ø Compensation and benefits per Ø FTE in period (in € thousand)

117.4

133.7

128.1

125.8

134.4

Share of compensation and benefits in % of total expenses2

40.3%

34.4%

45.2%

43.4%

43.2%

Wages and salaries3

9,819

11,163

10,466

10,406

11,398

Social security costs3

2,055

2,130

2,046

1,923

2,092

thereof: those relating to pensions3

671

724

659

615

642

Total net revenues (in € milion)

30,014

33,525

31,949

31,915

33,736

Ø Revenues per Ø FTE in period (in € thousand)

296.6

337.2

327.0

325.7

336.1

Compensation and benefits by division

In € million

2016

2015

2014

Global Markets

1,787

2,320

2,286

Corporate & Investment Banking

1,711

2,115

2,067

Private, Wealth & Commercial Clients

2,438

2,517

2,568

Deutsche Asset Management

611

778

631

Postbank

1,397

1,425

1,344

Non-Core Operations Unit

68

86

94

Consolidation & Adjustments

3,861

4,052

3,522

Total

11,874

13,293

12,512

Compensation and benefits declined in 2016 due to a reduction in variable compensation for Managing Directors, Directors and Vice Presidents. Further information: Compensation Report 2016

Civil servants of Postbank in Germany

In FTE, Postbank acquired in 2010

2016

2015

2014

2013

2012

*

Civil servants whose status as such is currently suspended. They have temporarily switched to an employment relationship not covered by collective agreements

Active civil servants

4,495

4,786

4,972

5,389

5,734

Civil servants on temporary leave from civil servant status*

453

453

490

434

512

Civil servants at affiliated companies

830

932

928

1,038

1,047

Total

5,778

6,171

6,390

6,861

7,293

Share of civil servants in Postbank Germany in %

32.1%

33.3%

34.4%

38.1%

39.9%

Share of civil servants in Germany in %

13.0%

13.5%

14.1%

14.8%

15.7%

The number of civil servants at Postbank continued to decline in 2016.

Voluntary staff turnover rate
Voluntary staff turnover rate by region