Deutsche Bank Employees and corporate social responsibility Non-Financial Report 2022 Employment and employability Average time to fill vacant positions 1,2 In days 2022 2021 2020 Thereof: Thereof: Thereof: Deutsche Bank Deutsche Bank Deutsche Bank Deutsche Bank Deutsche Bank Deutsche Bank Group AG Group AG Group AG Average length to fill vacant positions 86 81 81 74 74 69 1 Days elapsed between the creation of a job opening and the date a job offer was made 2 Excluding Postbank Graduates and vocational trainees Deutsche Bank remains committed to its strategic priority of hiring university graduates, as they help propel the bank’s change agenda. In 2022, the bank conducted a fully virtual orientation and training program for the bank’s global, cross-divisional graduates. The focus on hiring graduates was in the Investment Bank, Corporate Bank, International Private Bank, and the Technology, Data & Innovation, as part of the bank’s efforts to reinforce its capability and engineering culture. Vocational training and work-study programs are essential components of the bank’s junior employee strategy. Particularly in Germany they offer an additional opportunity to attract junior talent. Hired global graduates and vocational trainees In headcount 2022 2021 2020 Thereof: Thereof: Thereof: Deutsche Bank Deutsche Bank Deutsche Bank Deutsche Bank Deutsche Bank Deutsche Bank Group AG Group AG Group AG Recruitment and talent management Hired global graduates 793 312 890 300 717 309 Hired vocational trainees 485 253 530 292 570 336 Learning & Development Building the bank’s learning culture and providing quality and inclusive solutions for all employees is a critical pillar of the bank’s ongoing HR strategy. In addition to its rigorous calendar of regulatory and mandatory training the bank has developed its learning offering significantly. Besides the bank’s learning management system, Deutsche Bank launched the LearningHub in March 2022. This state-of- the-art system uses Machine Learning to feed personalized learning recommendations to employees across the globe. Teams of experts across the bank can create and curate learning paths specific to their divisional needs - therefore enabling faster and more relevant skill development. In 2022, around 621 thousand hours regarding mandatory governance, primarily risk management and compliance trainings have been conducted. The bank believes learning is everywhere - not only in formal courses and events. Experience based learning continues with evolving the mystery coffee tool to connect employees virtually or face - aligning with the bank’s future of work strategy. This tool enabled over 40,000 matches and thereby triggered conversations between colleagues who otherwise would not have met. Internal career mobility Internal mobility plays a vital role in developing and retaining qualified, talented employees and ensuring that the bank continues to benefit from their expertise and experience. The bank fosters mobility between divisions, which enables employees to broaden their skills and experience. Moreover, internal mobility helps reduce the bank’s redundancy and recruitment costs. In 2022, Deutsche Bank continued to implement its internal mobility strategy and live up to its commitment to filling one-third of all vacant positions with suitable candidates from within the organization. Vacant positions (except for Managing Directors) are typically first advertised inside the group for at least two weeks. Prioritizing internal candidates helps employees affected by restructuring find new roles in the bank. Internal fill rates and saving from redeployment 2022 2021 2020 Thereof: Thereof: Thereof: Deutsche Bank Deutsche Bank Deutsche Bank Deutsche Bank Deutsche Bank Deutsche Bank Group AG Group AG Group AG 1 Internal job vacancy fill rate (in %) 27.3 46.1 31.0 50.2 35.9 47.4 thereof Managing Directors and Directors 42.7 53.1 38.7 46.6 52.7 53.1 thereof Vice Presidents 47.3 55.7 43.3 52.6 52.0 48.4 thereof Critical business positions2 71.0 72.0 57.1 53.3 96.4 96.0 1,3 Savings from redeployment (in € m) 12 10 32 28 24 20 1 Excluding Postbank 2 Definition in line with ISO 30414 – Human Capital Reporting 3 Sum of avoided severance/restructuring costs and saved hiring costs 113