Deutsche Bank Employees and corporate social responsibility Non-Financial Report 2022 Employment and employability Employee turnover by gender In %1 Dec 31, 2022 Dec 31, 2021 Dec 31, 2020 Thereof: Thereof: Thereof: Deutsche Bank Deutsche Bank Deutsche Bank Deutsche Bank Deutsche Bank Deutsche Bank Group AG Group AG Group AG Women 42.2 40.2 40.0 38.4 41.6 36.0 Men 57.8 59.8 60.0 61.5 58.4 64.0 1 Numbers may not add up due to rounding Deutsche Bank is committed to collective bargaining, concluding collective bargaining agreements, and amending or refining existing agreements. Deutsche Bank’s close and constructive cooperation with employee representatives and social partners is characterized by mutual trust. Deutsche Bank remains committed to carrying out employee reductions in a transparent and socially responsible manner. Restructuring measures generally provide an appropriate notice period for employees. Termination periods (as well as consultation or negotiation requirements, if such apply) reflect the legal norm in each country, such as laws, collective bargaining agreements, employee handbooks, and/or individual employment contracts. In Germany, for example, tariff employees are subject to the termination periods laid down in the respective collective bargaining agreements. In contrast, non-tariff employees are subject to contractual or statutory termination periods. The bank cooperates with employee representatives and their councils based on applicable laws. In Germany, for example, where the majority of the bank’s employees are based, the Works Constitution Act (Betriebsverfassungsgesetz, BetrVG) governs the involvement of works councils by stipulating their rights and duties and by prescribing the cases and form in which employers are required to involve a works council. Workers councils, whose members are elected every four years, represent employees’ interests through discussions and negotiations with Deutsche Bank. The bank’s executive employees have their own representative committee, which is likewise governed by German law (Sprecherausschussgesetz). Based on the agreement on cross-border information and consultation of Deutsche Bank employees in the EU, concluded on September 10, 1996, the European Works Council represents all employees working in the EU. This amounts to about half of the bank’s workforce. As German law prohibits the bank from asking employees whether they belong to a labor union, there is no record of how many of the bank’s employees are union members. The bank’s approach to organizational change is holistic and embedded in its social plan. Its purpose is to support employees affected by restructuring measures by enhancing their employability and offering them individually tailored coaching in change scenarios. Employees, managers, members of the works council, and Human Resource advisors involved in change processes have access to a comprehensive set of measures. In addition, the approach supports the bank’s strategy to fill open jobs with suitable candidates from inside the organization and to utilize a network of specialist firms to identify job opportunities outside the organization. Deutsche Bank tries to comply with all applicable laws, rules and regulations of the countries in which it operates. This includes sovereign state legislation on collective agreements, bargaining and freedom of association. Together with employee representatives, the bank seeks solutions that best align the interests of the employees possibly affected by labor-law measures and of Deutsche Bank. This includes adhering to all local statutory and regulatory requirements. The bank maintains a constructive dialogue with all its employee representatives and trade unions and interact in partnership and in a spirit of trust. In Germany (45% of the Group’s Headcount) about 60% of all employees are covered by collective bargaining agreements; about 96% of all employees in Germany are covered by works councils/works council agreements. Recruiting and talent development GRI 2-25, 3-3, 401-1/2, 404-2 In 2022, recruiting talent remained a key priority for the bank. Hiring focused on filling front office roles in growth areas (such as at International Private Bank and Asset Management), strengthening the IT function, replacing operation-center employees who left voluntarily and onboarding talents to meet the growing demand for regulatory roles (such as Client Lifecycle Management and Anti-Financial Crime). The bank also insourced 1,806 external roles (2021: 1,697), particularly in IT. Average time to fill vacant positions increased in 2022 post COVID-19 pandemic. 112