Deutsche Bank Employees and corporate social responsibility Non-Financial Report 2022 Employment and employability Employment and employability – Employee feedback culture index increased to 73% – Increasing gender diversity targets for senior corporate titles to 35% by 2025 GRI 2-25, 3-3 Deutsche Bank’s success depends largely on its employees - their ideas, skills, commitment, and health. The bank’s Human Capital agenda seeks to create an environment where employees unleash their full potential and are empowered to work together to continually enhance the bank’s sustainable performance culture. Transforming the way Deutsche Bank works is an essential part of the bank’s strategy 2025+ as announced in the Investor Deep Dive in March 2022. By focusing on the bank’s Human Capital cornerstones, the bank enables the strategic transformation and reflects latest workforce trends as well as Management Board objectives, agreed on with the Supervisory Board. – Enable all leaders to lead the future: In a co-creational approach the bank agreed a new leadership DNA, fostering equity, innovation, inspiration, client-centricity and purpose-led leadership – the bank’s ‘Leadership Kompass’; this leadership aspiration is in line with the bank’s Code of Conduct, its Values and Beliefs and gets embedded into the bank’s people processes; diversity, equity, and inclusion remains a priority and to be successful at embedding diversity, equity and inclusion in the bank’s culture, behaviors and processes, the bank relies on its leaders to understand how to manage diverse teams, be inclusive, and take responsibility for guiding and empowering its employees – Unleash potential of all employees: In order to retain and attract talents, up- and reskilling opportunities as well as the launch of a new state-of-the-art learning platform enables the bank’s employees to foster their skills development at scale and to have a personalized learning experience – Align workforce to future business needs: The bank is in the process of strengthening the link between skills and roles in its frameworks to enable more consistent and transparent career paths across functions; the bank emphasizes agile work practices and strengthens forms of collaboration by, for example, continuously working on its meeting culture with fewer, smaller and shorter meetings – giving time back to its employees, to use more productively; by strengthening flexible work arrangements that promote a healthy work-life balance, the bank continues to provide an attractive and inclusive work environment for different generations – Keep the bank safe: The bank’s compensation framework promotes and rewards outperformance that is achieved in line with its values and beliefs; speaking up, providing and receiving feedback, as well as aligning employee’s priorities to the bank’s strategy, remain vital parts of the bank’s corporate culture Information on additional employee-related aspects, such as employee engagement, performance management, and health management, is published separately in the bank’s Human Capital Report (*). Governance GRI 2-12/13/23/24/25, 3-3, FS1 The mandate of the bank’s Global HR Executive Committee is to oversee and to take responsibility for the definition and execution of the HR strategy and priorities. The committee consists of the bank’s Global Head of HR, divisional, functional, and regional HR heads, as well as the HR heads responsible for processes and products in the countries where the bank operates. The bank’s HR governance is guided by its Code of Conduct and international frameworks, standards, and principles. These include the Guidelines for Internal and External Human Capital Reporting issued by the International Organization for Standardization (ISO 30414) in December 2018. The bank’s group-wide policies cover a wide range of HR topics, such as hiring, performance and career management and development, the assessment of managers and key function holders, international assignments, diversity and inclusion, compensation, offboarding, termination, and employee-related incident management. The bank also has guidelines and policies for performance management procedures, disciplinary action and dismissal, grievances, harassment and bullying, and other issues. HR KPIs, such as the number of Full Time Equivalent (FTE), workforce movements, and employee turnover rates are presented to the Management Board, Supervisory Board, and senior management on a regular basis. Deutsche Bank’s Code of Conduct (*) defines the standards of behavior and conduct to which the bank expects all of its employees and the bank as an organization to adhere to. The purpose of the Code of Conduct is to ensure that the bank conducts itself ethically, with integrity, and in accordance with the bank’s policies and procedures as well as applicable laws and regulations. Beyond mere compliance, however, the bank is committed to always doing what is right and proper. 109