SEC Form 20-F - Deutsche Bank Annual Report 2012

Deutsche Bank
Annual Report 2010 on Form 20-F
Item 4: Information on the Company 21
The Group Executive Committee was established in 2002. It comprises the members of the Management Board
and senior representatives from the business divisions within our client-facing group divisions and from the
management of our regions appointed by the Management Board. The Group Executive Committee is a body
that is not required by the Stock Corporation Act. It serves as a tool to coordinate our businesses and regions.
We believe this underscores our commitment to a virtual holding company structure.
Within each group division and region, coordination and management functions are handled by Operating
Committees and Executive Committees, which helps ensure that the implementation of the strategy of individual
businesses and the plans for the development of infrastructure areas are integrated with global business objectives.
Our Business Strategy
Our identity and mission. We are a leading global investment bank with a strong and growing private clients
franchise. We consider these to be mutually reinforcing businesses, and taking full advantage of the synergy
potential between these businesses is a strategic priority for us. We are a leader in Europe, with strong positions
in North America, Asia, and key emerging markets.
We take it as our mission to be the leading global provider of financial solutions, creating lasting value for our
clients, our shareholders, our people and the communities in which we operate.
Our management agenda. Beginning in 2002, we initiated a multi-year and multi-phased agenda. The first phase
of this agenda focused on management’s priorities to transform the bank. The second phase focused on a
strategy of achieving sustainable profitable growth. The third phase focused on leveraging opportunities for our
repositioned franchise to achieve accelerated growth.
With the onset of the financial crisis in 2008, the banking landscape changed, new long-term challenges have
emerged and we recognized the underlying need to adapt our strategy and business model in order to capture
the opportunities of a new era. Hence, we added a new, fourth chapter to our management agenda, as a continuation
of the transformation we first launched in 2002. This new phase comprises the following key pillars:
— Increasing profitability in Corporate & Investment Bank (CIB) with renewed risk and balance sheet discipline
— Focusing on core Private Clients and Asset Management businesses and home market leadership
— Focusing on Asia as a key driver of revenue growth
— Renewing emphasis on our performance culture
Strategies in our CIB Businesses
Corporate & Investment Bank (CIB) comprises our Corporate Banking & Securities (CB&S) and Global
Transaction Banking businesses. Furthermore, our Corporate Banking & Securities business comprises our
Markets and Corporate Finance businesses.
Within CIB, we are focused on efficiently delivering a full suite of products to our clients across all regions. The
integration of CIB announced in mid-2010 is intended to deliver cost and revenue synergies including more
coordinated corporate client coverage, maximizing cross selling opportunities and bringing together best practices
from across our organization.