Annual Report 2009 on Form 20-F (PDF) - Deutsche Bank Annual ...

In Private Wealth Management, we aim to strengthen our position in our home market by capitalizing on opportunities
such as those offered by our acquisition of the Sal. Oppenheim Group. In addition, we seek to
strengthen our onshore position in the U.S. market via organic growth opportunities; expedite additional
growth in emerging markets with a focus on Asia Pacific; develop our integrated Ultra High Net Worth
(UHNW) platform; and drive profitability through key cost initiatives.
In Private & Business Clients (PBC), we seek to continue to strengthen our leading position in our home mar-
ket, which has already been advanced by our acquisitions of Berliner Bank and Norisbank in 2007 and 2006
respectively. In addition, we aim to further strengthen our advisory banking in mature markets in Europe. In
Asia, we increased our stake in Hua Xia Bank to generate further profits from our Asian franchise, and we will
also focus on branch expansion in India.
The recent strategic efficiency investments in our platform are designed to result in cost savings. In addition
we have entered into an agreement for cooperation with Deutsche Postbank, and one with SAP to develop
and implement a new core banking platform. This new core banking platform aims to achieve a high degree of
process standardization, resulting in sustainable efficiency gains.
We recognize that Asia has become a key driver of revenue growth in our industry. We already have a substantial
presence in Asia, and in the next two years we plan to invest in the region in order to strengthen our
growth potential and propel us into even better competitive positions in CIB and GTB. At the same time, we
seek to double the size of our Private Wealth Management business within the region.
Overall, we aim to reinvigorate our performance culture, recommitting to efficiency across our businesses with
an intense focus on costs and infrastructure optimization. As part of this, and to ensure clear accountability,
we plan to implement new performance metrics and a value-based management system aimed at delivering
higher returns to shareholders. We will continue to invest in our corporate culture. Diversity will be integral
from recruitment through to leadership. Talent management will be further embedded into our culture from
career planning to compensation models.
Capital management strategy. Focused management of capital has been a critical part of all phases of our
management agenda. In <strong>2009</strong>, we increased our Tier 1 capital over the course of the year from € 31.1 billion
to € 34.4 billion. At the end of <strong>2009</strong>, our Tier 1 capital ratio, as measured under Basel II, stood at 12.6 % as
compared to 10.1 % at the end of 2008.
Our Group Divisions
Corporate and Investment Bank Group Division
The Corporate and Investment Bank Group Division primarily serves large and medium-sized corporations,
financial institutions and sovereign, public sector and multinational organizations. This group division generated
67 % of our net revenues in <strong>2009</strong>, 24 % of our net revenues in 2008 and 62 % of our net revenues in
2007 (on the basis of our management reporting systems).
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