Deutsche Bank

Human Resources
Report 2017

Letter from Karl von Rohr and Pippa Lambert

Ladies and Gentlemen,

We are pleased to present the fifth edition of Deutsche Bank’s Human Resources Report. In 2013, we started out with the goal of creating more transparency for key HR metrics and our people-related activities to complement the Annual Report. Year after year, we have continued to develop this report, enhance the quality and quantity of personnel data and describe our work with increasing precision. We are therefore all the more pleased that we earned the top spot among the DAX30 companies in Professor Christian Scholz’s renowned Human Capital Report (HCR10) ranking with last year’s report in the HR report category. This is a tremendous compliment to our Human Resources team. The award has also motivated us to continue to promote transparency and once again incorporate additional metrics into this year’s report. These efforts include presenting our in-house health management system and training opportunities in even greater detail. In this way, our Human Resources Report evolves year after year, and we will continue to strive for further improvements.

Employee satisfaction is essential to us. Therefore, placing a strong focus on our employees is in the best interest of our clients and shareholders. Especially in the face of ongoing digitalization in the workplace, a company’s efforts and strategy in the field of human resources take on a new and crucial importance. We need a fresh perspective on the challenges that lie ahead. Even today, some 50% of global technological knowledge is already outdated after 18 months. Whole business models will transform at the same rapid pace, and human resources departments are required to help with this transformation. We hope to drive a change in perspective by increasingly setting our sights on digital training and internal career mobility.

The digitalization of banking is not only having a strong impact on our products and client relationships, but has triggered changes in labor organization and processes. In the future, work will look very different from what we experience today. We are introducing new job profiles and social media is increasingly used in day-to-day HR activities. People have grown accustomed to accessing information with the swipe of a finger across a screen, and they expect an equally modern work environment from their employer. This forms part of what we call the employee experience. As part of our HR strategy, we have decided to focus on enhancing the employee experience through small, pragmatic changes and through larger investments, such as the future launch of our new HR management system, planned for 2019.

The HR strategy follows our business strategy, which is also shaped by change. In just a few years, digital natives – namely those who grew up using the latest means and methods of digital communication – will comprise the majority of the workforce. This requires us to develop a new approach to collaboration across generations. However, focusing narrowly on hypermodern concerns would limit us just as much as ignoring the latest trends.

Based on research forecasts, two-thirds of apprentices and university students today will end up working in jobs other than those for which they originally were trained, as the labor market and job profiles will see more dynamic change than before. In the future, networks and increasingly agile working arrangements will supersede strict hierarchies. Even now, exclusivity of knowledge is being replaced by growing transparency as a result of broader accessibility of learning and education. Our bank is preparing for this transformation − a fact that is reflected in our report describing HR’s digital initiatives.

The report also clearly outlines what we have achieved in 2017 with regard to our corporate culture, diversity and inclusion, career and development opportunities, change management and collaboration with our social partners and employee representatives based on trust and fairness.

We would like to say a special thank you to the bank’s employees for their engagement and commitment – even in challenging times. It is only through their efforts and hard work that we have been able to make good progress on our way to becoming a better bank.



Karl von Rohr
Member of the Management Board

Pippa Lambert
Global Head of Human Resources