Deutsche Bank
Corporate Responsibility Report 2015

Deutsche Bank

Corporate Responsibility Report 2015

Sustainability management

close window

Sustainability management system

Since 1999, we have had a group-wide management system based on the ISO 14001 standard. Due to the nature of our business, we apply the methodology of the standard to go beyond its environmental focus, by covering social and governance issues as well. This includes structures, processes, and responsibilities for effective implementation. This approach supports our aim to continually improve our sustainability performance in our core business, our operational environmental protection measures, human resources management, and corporate management. It enables us to recognize and rectify undesirable developments at an early stage. The latest re-certification cycle of the environmental aspects of our sustainability management system was completed in March 2015. It was externally audited and remains valid for the next recertification period of 2015 to 2018.

Progress towards our goals

Overall developments are outlined in the individual chapters of this report. Achievements directly linked to goals and measures of the re-certification cycle 2012–2015 are summarized here.

The goals within our sustainability management system continue to guide our approach. While we cannot claim to have realized every goal, we made solid progress:

  • ES risk management – over the years we have strengthened how we manage ES risks, for example by engaging more closely with clients and other stakeholders on sensitive topics. We also optimized ES risk coverage in our overall Management Information Systems and external reporting.
  • Private and corporate clients – governance structures in this division were strengthened throughout the re-certification cycle. We will continue to do this in 2016 and beyond.
  • Asset and wealth management – a dedicated business unit was established to address sustainability goals at a global level. This includes strengthening knowledge of clients on ESG topics; further integrating ESG factors into the investment process; establishing framework conditions through policies, anticipatory examination, and realization of relevant directives; and communicating our ESG activities. Find out more in the ESG products section.
  • Human resources – we increased employee awareness and commitment towards sustainability by integrating aspects of sustainability into the performance management process. We also continued our commitment to the DAX 30 voluntary declaration to increase the proportion of female senior managers to 25% (Managing Director and Director levels) and for all officer titles to 35% by the end of 2018.
  • Sustainable operations – our carbon mitigation strategy continued to be rolled out, and we maintained our carbon neutral status.
  • Corporate citizenship – we made good progress with our strategic review to further strengthen the impact and efficiency of our initiatives. Having increased the reach of our Born to Be youth engagement programmes to 1.3 million beneficiaries in 2015, we are on track with our goal to engage five million people by 2020. We will roll out the new enterprise, community and corporate volunteering initiatives globally, and continue to foster employee engagement and public advocacy (initiatives) to effectively engage our stakeholders.

Our aim going forward is to continuously improve our processes, and identify new measures that will help to transform the way we do business. To align to major organizational and personnel changes in Deutsche Bank, we will undertake a fundamental review of our sustainability management. This process had not been completed by the end of the reporting year and will be accomplished in 2016.