Ex-CBS Studios Exec licencié pour avoir fait des commentaires inappropriés Accusations “ injustes '' Rapport CNN – top rank Blackhat SEO

Cbs Tv Vinnie Favale.jpg

Vinnie Favale, l'ancien directeur de CBS Studios qui a été licencié pour des commentaires inappropriés l'année dernière, est apparu sur "The Adam Carolla Show" cette semaine pour partager son côté de ce qu'il a décrit comme une "situation vraiment laide".

Favale – qui a été mis en congé et a finalement quitté CBS après que plusieurs employés l'ont accusé de commentaires inappropriés dans un rapport CNN d'octobre 2018 – a retracé la façon dont il a été décrit dans l'histoire et le rapport subséquent de son départ.

“ Tout a été foiré '', a déclaré Favale à Carolla, affirmant en outre qu'il avait été confondu par erreur avec les autres objectifs du mouvement # MeToo pour ce qu'il a décrit comme des blagues hors contexte. Il a également visé la journaliste de CNN qui a rédigé le premier rapport, affirmant qu'elle n'avait pas révélé son lien avec certaines des personnes impliquées dans l'histoire.

“ C'était comme un baril de poudre '', a-t-il expliqué. “ C'était tellement irresponsable que les gens ont parlé au journaliste et le journaliste n'a pas révélé qu'elle connaissait intimement toutes ces personnes … C'était tellement injuste. ''

Le rapport a identifié neuf employés actuels et anciens de CBS qui ont décrit plusieurs exemples de langage inapproprié dans le lieu de travail de Favale lors de réunions et de répétitions “ Late Show '', puis vice-président senior du développement des talents aux studios CBS. Selon des sources de CNN, Favale a utilisé des allusions sexuelles, fait des commentaires homophobes et aurait dit des commentaires désobligeants à propos de l'apparition de femmes invitées.

Mercredi, Favale a écarté ces commentaires comme des blagues lors de réunions qui «riaient» à l'époque. Il a dit qu'ils avaient déjà été "traités" après qu'un employé eut déposé une plainte concernant les ressources humaines.

"Je suis allé à H.R., j'ai donné un contexte à tout et cela a été résolu et ça allait", a-t-il déclaré. «Deux ans ont passé et quelque chose appelé #MeToo s'est produit. La personne qui est allée aux RH n'était plus sur la série, mais était très proche du journaliste de CNN – parce que le journaliste était stagiaire pour cette personne sur “ The Colbert Report ''. … [Cette personne] lui a essentiellement donné toutes les ressources humaines hors contexte et a dit: & quot; Vous devriez écrire sur cet homme & quot ;. & # 39;

"Sur le papier, j'étais une excellente cible", a-t-il déclaré.

Favale a également affirmé que la journaliste de CNN, Chloe Melas, avait refusé de mentionner son côté de l'histoire pour avoir refusé d'être interviewé dans le dossier. Cependant, sa réponse aux accusations a en fait été publiée dans l'histoire originale – y compris à la fois son démenti et l'affirmation selon laquelle ses paroles ont été prises hors contexte.

Lorsqu'un représentant de CNN l'a contacté, il a déclaré que la société était à l'origine du rapport.

Parmi ceux qui ont fait l'éloge de la couverture de CNN dans les jours qui ont suivi le départ de Favale, il y avait le présentateur de “ The Late Show '' Stephen Colbert, qui a déclaré à ses téléspectateurs que “ Les employés de Late Show s'étaient plaints deux fois auparavant du comportement des cadres.

"Je suis reconnaissant à CNN d'avoir écrit cet article car la presse n'est pas l'ennemi du peuple. C'est pourquoi vous voulez une presse libre", avait-il déclaré à l'époque.

Dans son interview de mercredi, Favale a poursuivi en accusant les dommages que l'incident avait causés à sa réputation, ce qui, selon lui, équivalait à un “ vol d'identité ''.

"En un jour f-king, c'était comme si quelqu'un avait volé toutes mes cartes de crédit", a-t-il déclaré, ajoutant qu'il avait depuis embauché un responsable des relations publiques et un consultant SEO. "Vous Google mon nom et c'est un désastre. C'est horrible."

Dans ses consignes, Google déconseille de mettre en place “des systèmes de attache qui avoir un impact négatif sur le classement d’un exposition dans les résultats de recherche”. Parmi ces “systèmes de liens”, Google s’en prend particulièrement à l”utilisation de software et pourquoi pas services automatisés pour réaliser des liens vers votre site”. Il existe en effet de nombreux engin utilisés chez des Black Hat SEO permettant de générer automatiquement, et massivement, de précieux backlinks

Consultez ce guide d'utilisation du rapport TVA Shopify – Dropshipping formation

Shopify Receipt.jpg

Shopify rapporte que les revenus du commerce électronique en Amérique augmenteront de 46% jusqu'en 2023. Vous devez payer des taxes dans ces magasins. <! – ->

Voici comment créer un rapport de taxe de vente Shopify. Shopify ne paie pas vos taxes pour vous. Il est important d'enregistrer votre entreprise auprès de l'agence gouvernementale appropriée. Incluez ces rapports lorsque vous produisez vos déclarations de revenus.

Vous devez vous asseoir et suivre quelques étapes pour bien faire les choses. Il existe des réglementations en tant que commerçant, dont les déclarations de revenus. Ce sont uniques pour différents pays.



En Amérique

<! – -> Voici l'essentiel. Vous devez remplir des formulaires pour l'IRS si vous avez plus de 20 000 $ de ventes avec plus de 200 transactions. Les magasins de commerce électronique doivent également payer. L'année dernière, la Cour suprême a exigé que les vendeurs en ligne perçoivent la taxe de vente. Le Nexus est la connexion qui le rend nécessaire.

Définir les taux pour un rapport de taxe de vente Shopify

Manuellement

Il existe un paramètre de taxe manuel et automatique pour les États-Unis. Assurez-vous d'avoir une adresse de magasin américain dans une zone d'expédition américaine pour le manuel. Suivez ensuite votre administrateur Shopify vers Paramètres et taxes. Décochez la case Calculer automatiquement les taxes.

Il y a une section Taxe de base où vous pouvez choisir les taux pour chaque état auquel vous vendez.

Automatiquement

La taxation d'un rapport de taxe de vente Shopify peut être compliquée en Amérique. Des tarifs peuvent s'appliquer aux niveaux des États, des municipalités et des provinces. Les vendeurs dans cette position peuvent opter pour les paramètres automatiques de Shopify.

Suivez simplement le même processus que pour la version manuelle. Au lieu de cela, calculez automatiquement les taxes. <! – ->

Un autre facteur pour ce rapport de taxe de vente Shopify

Si vous vendez à des acheteurs américains, il y a un autre facteur à considérer. Il s'agit de la base de destination et de la base d'origine. La phrase peut sembler un peu terrifiante, mais ce n'est pas le cas.

Voici un aperçu de ce que vous devez savoir.

<! – ->La base de destination est simple. Vous utilisez le taux de TVA dans l'État où le produit ou le service est livré. L'autre facteur détermine la taxe de vente dans quelle partie du pays le vendeur est situé.

Il est important d'obtenir ce taux pour vos calculs fiscaux. Si vous êtes coincé, vous pouvez utiliser le code postal pour l'adresse de livraison de vos clients ou l'emplacement de votre magasin.

Les vendeurs canadiens ont une version mise à jour de cette fonctionnalité.

À l'extérieur de l'Amérique du Nord?

Ces taux d'imposition doivent également être correctement fixés pour les vendeurs à l'extérieur de l'Amérique du Nord. Par exemple, si vous avez des clients européens, vous devrez peut-être facturer la TVA. Commencez par accéder à la page d'expédition et ajoutez des zones d'expédition.

Accéder à A Rapport de taxe de vente Shopify

Tout est réuni dans le rapport sur le financement des ventes. Vous pouvez y accéder en vous connectant ici.

Il existe également un rapport sur le financement fiscal. Celles-ci donnent à votre comptable un bon aperçu des taxes que vous avez perçues et de vos ventes. Vous pouvez sélectionner des délais dans le rapport de taxe pour afficher les taxes appliquées.

Autres astuces

Vous devez garder vos informations fiscales à jour. Lorsque vous lancez des paiements Shopify, vous pouvez insérer vos informations, y compris votre numéro de taxe. Si vous utilisez un périphérique de point de vente, vous devez lui attribuer un emplacement de magasin.

Image: Depositphotos.com




Vous avez entendu discuter du dropshipping et vous avez envie de vous lancer dans ces aventure qui vous donner le pouvoir d’arrondir vos épilogue de paye et/ou de créer votre pur activité (vous serez alors votre seul patron !) ? Avant de vous lancer, vous désirez tout connaître sur ce couture de commerce sur internet ? Ses avantages ? Ses inconvénients ? Vous souhaitez également peut être avoir des neuve plus concrètes: comment fabriquer du dropshipping ? Comment composer un web site dropshipping pas cher ? Comment trouver des fournisseurs dropshipping en France ainsi qu’à à l’étranger ? Vous recherchez aussi un exemple de disposition dropshipping qui agit réellement ? Vous vous posez la question de savoir qui paie la TVA en dropshipping ? etc…

(2020-2025) Marché des modèles de profit du commerce électronique – Tendances et principaux acteurs Rapport de recherche sur la taille, la croissance, les segments, les ventes, les fabricants et les prévisions de la société – Cole Reports – Dropshipping comment ça marche

3b65d66970ea2965966f6ae0a9fb60cb.gif

2020 Dernier rapport sur Marché des modèles de profit pour le commerce électronique

Le rapport intitulé Global E-Commerce Profit Model Market est l'un des ajouts les plus complets et les plus importants aux archives Alexareports d'études de marché. Il fournit une recherche détaillée et une analyse des principaux aspects du marché mondial du modèle de profit du commerce électronique. Les analystes de marché qui ont rédigé ce rapport ont fourni des informations détaillées sur les principaux moteurs de croissance, les contraintes, les défis, les tendances et les opportunités pour fournir une analyse complète du marché mondial du modèle de profit du commerce électronique. Les participants au marché peuvent utiliser l'analyse de la dynamique du marché pour planifier des stratégies de croissance efficaces et se préparer à l'avance aux défis futurs. Chaque tendance du marché mondial du modèle de profit du commerce électronique est soigneusement analysée et étudiée par les analystes du marché.

Modèle de profit du commerce électronique Concurrence sur le marché des principaux fabricants / acteur majeur Profilé: Alibaba, Amazon, B2w, Ebay, Ec21, Flipkart, Indiamart, Magento, Mercateo, Pt Bhinneka Mentari Dimensi, Thomasnet

Téléchargez un exemple de copie PDF du rapport pour comprendre la structure du rapport complet: (y compris la table des matières complète, la liste des tableaux et des figures, le graphique): https://www.alexareports.com/report-sample/781961

Le marché mondial des modèles de profit du commerce électronique est estimé à xxx millions USD en 2020 et devrait croître au TCAC de xx% en 2020-2024. Selon le dernier rapport ajouté au référentiel en ligne d'Alexareports, le marché du modèle de profit du commerce électronique a connu une croissance sans précédent jusqu'en 2020. La croissance future extrapolée devrait se poursuivre à des taux plus élevés d'ici 2024.

Modèle de profit du commerce électronique Le segment de marché par type comprend: (Dropshipping, vente en gros et stockage, marque blanche, fabrication, sur abonnement)

Modèle de profit du commerce électronique Le segment de marché par application comprend: (B2B, B2C, C2C, C2B,)

Après avoir lu le rapport sur le marché du modèle de profit du commerce électronique, les lecteurs comprennent:

* Moteurs et atténuateurs clés, opportunités et défis, et paysage concurrentiel
* Nouvelles routes prometteuses dans les régions clés
* Nouvelles sources de revenus pour tous les acteurs des marchés émergents
* Concentrer et changer le rôle des différents régulateurs dans le renforcement de nouvelles opportunités dans différentes régions
* Modèles de demande et de retrait dans les principales industries du marché du modèle de profit du commerce électronique
* Nouveaux projets de recherche et développement sur les nouvelles technologies dans les principaux marchés régionaux
* Modification de la part des ventes et de la taille des segments de produits clés au cours de la période de prévision
* Technologies et modèles économiques à potentiel perturbateur

Au niveau régional, le marché mondial du modèle de profit du commerce électronique est segmenté en Amérique (Amérique du Nord ((États-Unis et Canada)) et Amérique latine), Europe (Europe occidentale (Allemagne, France, Italie, Espagne, Royaume-Uni) et le reste de l'Europe) et l'Europe de l'Est), l'Asie-Pacifique (Japon, Inde, Chine, Australie et Corée du Sud et le reste de l'Asie-Pacifique) et le Moyen-Orient et l'Afrique (Arabie saoudite, Émirats arabes unis, Koweït, Qatar, Afrique du Sud et le reste du Moyen-Orient et de l'Afrique).

Réponses aux questions clés du rapport:

Quel est le taux de croissance du marché des modèles de profit du commerce électronique?
Quels sont les principaux facteurs qui déterminent la taille du marché mondial du modèle de profit du commerce électronique?
Quels sont les principaux fabricants sur le marché du modèle de profit du commerce électronique?
Quelles sont les opportunités de marché, le risque de marché et l'aperçu du marché du modèle de profit du commerce électronique?
Quelles sont les ventes, les ventes et l'analyse des prix des meilleurs fabricants du marché du modèle de profit du commerce électronique?
Qui sont les distributeurs, commerçants et revendeurs du marché du modèle de profit du commerce électronique?
Quelles sont les opportunités et menaces du marché des modèles de profit du commerce électronique auxquels les fournisseurs sont confrontés dans les modèles de profit du commerce électronique mondial?
Que sont les ventes, l'analyse des ventes et des prix par type et application du marché pour les modèles de profit du commerce électronique?
Que sont les ventes, les revenus et l'analyse des prix par région des modèles de profit du commerce électronique?

Obtenez une remise exclusive sur ce rapport maintenant à https://www.alexareports.com/check-discount/781961

Certains des principaux faits saillants de Le COT comprend:

Modèle de profit du commerce électronique Analyse du marché régional

La production du modèle de profit du commerce électronique se poursuit Régions
Fabrication de modèle de profit de commerce électronique mondial par région
Modèle mondial de revenus du commerce électronique par région
Modèle de profit du commerce électronique Consommation par région
Analyse du marché du segment de modèle de profit du commerce électronique (par type)

Production du modèle de profit du commerce électronique mondial par Tapez
Chiffre d'affaires du modèle de profit du commerce électronique mondial par type
Modèle de tarification du modèle de profit du commerce électronique par type
Analyse du marché du segment de modèle de profit du commerce électronique (par application)

Consommation mondiale du modèle de profit du commerce électronique par Candidature
Modèle de profit mondial pour la part de marché de la consommation de commerce électronique par application (2014-2020)
Modèle de profit pour le commerce électronique, analyse de grands fabricants

Modèle de profit pour le commerce électronique Lieux de production et zone desservie
Introduction, application et spécification du produit
Production, modèle de profit, prix départ usine et marge brute (2014-2020), modèle de profit e-commerce
Principales activités et marchés desservis

Demandez le rapport ici: https://www.alexareports.com/send-an-enquiry/781961

À propos de nous:
Alexa Reports est un fournisseur de services d'études de marché de renommée mondiale, avec un solide héritage de soutien aux entreprises ayant des années d'expérience. Nous aidons nos clients en mettant en œuvre un système d'aide à la décision grâce à des enquêtes statistiques progressives, une analyse approfondie du marché et des données de prévision fiables.

Contactez-nous:
Rapports Alexa
Tél: + 1-408-844-4624
Courriel: (protégé par courriel)
Site Web: https://www.alexareports.com

Vous avez entendu discuter du dropshipping et vous avez envie de vous jeter dans cet aventure qui peut vous permettre d’arrondir vos mort de paye et/ou de composer votre propre activité (vous serez alors votre seul patron !) ? Avant de vous lancer, vous désirez tout connaître là-dessus féminin de marchéage sur la toile ? Ses avantages ? Ses inconvénients ? Vous souhaitez également être avoir des fraîche plus concrètes: comment effectuer du dropshipping ? Comment confectionner un situation web dropshipping pas cher ? Comment trouver des fournisseurs dropshipping en France ainsi qu’à à l’étranger ? Vous recherchez également un exemple de circonstances dropshipping qui fonctionne réellement ? Vous vous posez la question de savoir qui paie la TVA en dropshipping ? etc…

Les partenaires du marché de Zalando hésitent à fournir le service, selon le rapport UBS – Dropshipping tutoriel

Zalando Hq.jpg

Le passage de Zalando du commerce de gros au marché peut être freiné par la réticence des marques à utiliser le service de traitement des commandes, a déclaré une grande société d'investissement.

UBS a abaissé la note d'investissement du détaillant sur la base d'entretiens avec certains des plus grands partenaires de Zalando Fulfillment Solutions (ZFS), arguant que ces partenaires étaient plus réticents à utiliser le service que Zalando ne s'y attendait.

La vente en gros représente actuellement 90% de la valeur des produits vendus sur le site, mais le détaillant souhaite étendre son programme d'affiliation, où les marques gèrent et vendent leurs propres marchandises sur le site, permettant à l'entreprise d'élargir sa gamme sans frais supplémentaires. prendre. Sur ce marché de Zalando, le dropshipping représente 70% des articles, le stock de la marque restant dans son propre entrepôt et exécutant la commande.

Zalando Fulfillment Solutions (ZFS) est responsable des 30% restants, un service lancé en 2017 où Zalando stocke le stock de la marque dans son entrepôt et expédie au client moyennant des frais. Le détaillant allemand avait prédit que ZFS empêcherait ses marges d'être érodées par des coûts de manutention plus élevés par panier en lui permettant d'expédier des articles en gros en plus des articles des programmes partenaires.

Cependant, UBS a déclaré que les partenaires étaient préoccupés par le fractionnement de leurs pools d'inventaire pour ZFS. En envoyant des stocks aux entrepôts Zalando et en payant le coût par article, la répartition des stocks serait moins flexible, ce qui rendrait les marques vulnérables à des pertes potentielles de ventes et à voir leurs produits à prix réduit sur Zalando.

Une personne interrogée a déclaré: "Nous ne pouvons pas entrer facilement et ne les récupérons pas à la fin de la saison. Nous pouvons vendre le programme via le Zalando Lounge – en particulier les articles de mode rapide qu'ils ne veulent pas récupérer. (ZFS est) pour les articles avec une valeur très faible, pour les articles que vous souhaitez vendre vous-même, le PP est toujours le plus préféré. "

Les partenaires ont également déclaré à UBS que les économies de coûts de ZFS étaient plus importantes pour les petites marques avec des capacités logistiques moins développées et dans les pays où les paniers sont plus petits ou où les marques avaient des capacités logistiques moins développées.

Un porte-parole de Zalando a déclaré à eDelivery dans un e-mail que la société avait reçu des «commentaires positifs» de la part de partenaires sur ZFS.

«Grâce à ZFS, nous pouvons rendre les livraisons plus efficaces. ZFS offre des avantages au client, car les articles Zalando et partenaires peuvent être expédiés dans un seul colis. En tirant parti de notre réseau logistique international, nos partenaires peuvent se concentrer sur leurs propres compétences de base.

«Nous développons en permanence nos services avec nos partenaires. Cela comprend la gestion efficace des volumes d'inventaire, pour lesquels nous considérons les solutions multicanaux à titre d'exemple. "

Zalando met fin à la livraison gratuite au Royaume-Uni, en Irlande et en Espagne

Comment agit le dropshipping ? Avec le dropshipping, les articles vont directement du fournisseur à vos clients. Vous ne gérez ni le stock, ni l’envoi des commandes.

Marché du modèle de profit du commerce électronique – Tendances et principaux acteurs Rapport de recherche sur la taille, la croissance, les segments, les ventes, les fabricants et les prévisions de la société – Cole Reports – Dropshipping formation

Molded Fiber Container Market 1.jpg

Marché des conteneurs en fibre moulée

Dernier rapport sur Marché des modèles de profit pour le commerce électronique

Le rapport intitulé Global E-Commerce Profit Model Market est l'un des ajouts les plus complets et les plus importants aux archives Alexareports d'études de marché. Il fournit une recherche détaillée et une analyse des principaux aspects du marché mondial du modèle de profit du commerce électronique. Les analystes de marché qui ont rédigé ce rapport ont fourni des informations détaillées sur les principaux moteurs de croissance, les contraintes, les défis, les tendances et les opportunités pour fournir une analyse complète du marché mondial du modèle de profit du commerce électronique. Les participants au marché peuvent utiliser l'analyse de la dynamique du marché pour planifier des stratégies de croissance efficaces et se préparer à l'avance aux défis futurs. Chaque tendance du marché mondial du modèle de profit du commerce électronique est soigneusement analysée et étudiée par les analystes du marché.

Modèle de profit du commerce électronique Concurrence sur le marché des principaux fabricants / acteur majeur Profilé: Alibaba, Amazon, B2w, Ebay, Ec21, Flipkart, Indiamart, Magento, Mercateo, Pt Bhinneka Mentari Dimensi, Thomasnet

Demander un exemple de copie du rapport avec la table des matières détaillée et la liste des chiffres @ https://www.alexareports.com/report-sample/703045

Le marché mondial des modèles de profit du commerce électronique est estimé à xxx millions de dollars en 2020 et devrait croître dans le TCAC de xx% en 2020-2024. Selon le dernier rapport ajouté au référentiel en ligne d'Alexareports, le marché du modèle de profit du commerce électronique a connu une croissance sans précédent jusqu'en 2020. La croissance future extrapolée devrait se poursuivre à des taux plus élevés d'ici 2024.

Modèle de profit du commerce électronique Le segment de marché par type comprend: Dropshipping, vente en gros et stockage, étiquetage blanc, production, sur abonnement

Modèle de profit du commerce électronique Le segment de marché par application comprend: B2B, B2C, C2C, C2B

Après avoir lu le rapport sur le marché du modèle de profit du commerce électronique, les lecteurs comprennent:

* Moteurs et atténuateurs clés, opportunités et défis, et paysage concurrentiel
* Nouvelles routes prometteuses dans les régions clés
* Nouvelles sources de revenus pour tous les acteurs des marchés émergents
* Concentrer et changer le rôle des différents régulateurs dans le renforcement de nouvelles opportunités dans différentes régions
* Modèles de demande et de retrait dans les principales industries du marché du modèle de profit du commerce électronique
* Nouveaux projets de recherche et développement sur les nouvelles technologies dans les principaux marchés régionaux
* Modification de la part des ventes et de la taille des segments de produits clés au cours de la période de prévision
* Technologies et modèles économiques à potentiel perturbateur

Au niveau régional, le marché mondial du modèle de profit du commerce électronique est segmenté en Amérique (Amérique du Nord ((États-Unis et Canada)) et Amérique latine), Europe (Europe occidentale (Allemagne, France, Italie, Espagne, Royaume-Uni) et le reste de l'Europe) et l'Europe de l'Est), l'Asie-Pacifique (Japon, Inde, Chine, Australie et Corée du Sud et le reste de l'Asie-Pacifique) et le Moyen-Orient et l'Afrique (Arabie saoudite, Émirats arabes unis, Koweït, Qatar, Afrique du Sud et le reste du Moyen-Orient et de l'Afrique).

Réponses aux questions clés du rapport:

Quel est le taux de croissance du marché des modèles de profit du commerce électronique?
Quels sont les principaux facteurs qui déterminent la taille du marché mondial du modèle de profit du commerce électronique?
Quels sont les principaux fabricants sur le marché du modèle de profit du commerce électronique?
Quelles sont les opportunités de marché, le risque de marché et l'aperçu du marché du modèle de profit du commerce électronique?
Quelles sont les ventes, les ventes et l'analyse des prix des meilleurs fabricants du marché du modèle de profit du commerce électronique?
Qui sont les distributeurs, commerçants et revendeurs du marché du modèle de profit du commerce électronique?
Quelles sont les opportunités et menaces du marché des modèles de profit du commerce électronique auxquels les fournisseurs sont confrontés dans les modèles de profit du commerce électronique mondial?
Que sont les ventes, l'analyse des ventes et des prix par type et application du marché pour les modèles de profit du commerce électronique?
Que sont les ventes, les revenus et l'analyse des prix par région des modèles de profit du commerce électronique?

Obtenez une remise exclusive sur ce rapport maintenant à https://www.alexareports.com/check-discount/703045

Certains des principaux faits saillants de Le COT comprend:

Modèle de profit du commerce électronique Analyse du marché régional

La production du modèle de profit du commerce électronique se poursuit Régions
Fabrication de modèle de profit de commerce électronique mondial par région
Modèle mondial de revenus du commerce électronique par région
Modèle de profit du commerce électronique Consommation par région
Analyse du marché du segment de modèle de profit du commerce électronique (par type)

Production du modèle de profit du commerce électronique mondial par Tapez
Chiffre d'affaires du modèle de profit du commerce électronique mondial par type
Modèle de tarification du modèle de profit du commerce électronique par type
Analyse du marché du segment de modèle de profit du commerce électronique (par application)

Consommation mondiale du modèle de profit du commerce électronique par Candidature
Modèle de profit mondial pour la part de marché de la consommation de commerce électronique par application (2014-2020)
Modèle de profit pour le commerce électronique, analyse de grands fabricants

Modèle de profit pour le commerce électronique Lieux de production et zone desservie
Introduction, application et spécification du produit
Production, modèle de profit, prix départ usine et marge brute (2014-2020), modèle de profit e-commerce
Principales activités et marchés desservis

Demandez le rapport ici: https://www.alexareports.com/send-an-enquiry/703045

À propos de nous:
Alexa Reports est un fournisseur de services d'études de marché de renommée mondiale, avec un solide héritage de soutien aux entreprises ayant des années d'expérience. Nous aidons nos clients en mettant en œuvre un système d'aide à la décision grâce à des enquêtes statistiques progressives, une analyse approfondie du marché et des données de prévision fiables.

Contactez-nous:
Rapports Alexa
Tél: + 1-408-844-4624
Courriel: (protégé par courriel)
Site Web: https://www.alexareports.com

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Rapport complet sur le marché, la taille, la part, le statut et les prévisions de la plateforme de trading Forex 2020-2026 – astuces Copytrading

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Prévisions du marché mondial de la plateforme de trading Forex 2020-2026

Le mondial Plateforme de trading Forex Le rapport de recherche Market 2020 est une étude professionnelle et approfondie sur l'état actuel du marché des plateformes de trading Forex.

Ce rapport traitait de l'impact de COVID-19 sur l'industrie.

Le rapport fournit un aperçu de base de l'industrie, y compris des définitions et des classifications. L'analyse de la plateforme de trading Forex vise les marchés internationaux, y compris les tendances de développement, l'analyse du paysage concurrentiel et l'état de développement des régions clés.

Les politiques et plans de développement sont discutés, ainsi que les processus de production et les structures de coûts sont également analysés. Ce rapport contient également la consommation d'import / export, l'offre et la demande. Chiffres, coûts, prix, chiffre d'affaires et marges brutes.

Obtenez un exemplaire de ce (email sécurisé) Global Forex Trading Platform Taille, statut et prévisions du marché 2020-2026

Les principaux acteurs présentés dans ce rapport sont: Millennium Alpha, Reviews.com, LLC, cTrader, eToro Social Trading, AvaTrade et MetaQuotes Software Corp.

Les objectifs d'apprentissage sont les suivants:

  1. Analyser et enquêter sur les Plateforme de trading Forex état et prévisions futures aux États-Unis, dans l'Union européenne et en Chine, en ce qui concerne les ventes, la valeur (ventes), le taux de croissance (TCAC), la part de marché, historique et prévisionnelle.
  2. Les principaux fabricants de plateformes de trading Forex présentent, avec les ventes, les ventes, la part de marché et le développement récent des principaux acteurs.
  3. Pour ventiler les données de répartition par région, type, sociétés et applications
  4. Analyser le potentiel et les avantages du marché, les opportunités et les défis, les contraintes et les risques des régions mondiales et principales.
  5. Identifier les tendances, les moteurs et les facteurs d'influence significatifs dans le monde et les régions
  6. Analyser les développements concurrentiels tels que les extensions, les accords, les lancements de nouveaux produits et les acquisitions de marchés
  7. Pour vérifier les opportunités de marché pour les nouveaux joueurs
  8. Fournir toutes les données statistiques avec des graphiques et des diagrammes faciles à comprendre

Raisons d'acheter

– Obtenez des informations importantes sur l'entreprise à des fins de recherche universitaire ou commerciale. Des éléments clés tels que l'analyse SWOT et la stratégie commerciale sont inclus dans le profil pour répondre à vos besoins de recherche académique ou commerciale.

– Identifier les clients et fournisseurs potentiels grâce à l'analyse de ce rapport de la structure d'entreprise, des activités, des produits et services clés et de la stratégie commerciale de l'entreprise.

– Comprendre et répondre à la structure et aux stratégies commerciales de vos concurrents grâce à une analyse SWOT détaillée. Les principales forces, faiblesses, opportunités et menaces de l'entreprise sont analysées, vous donnant une image objective et à jour de l'entreprise.

– Enquêter sur les objectifs potentiels d'investissement et d'acquisition avec cette compréhension détaillée des performances stratégiques, commerciales et opérationnelles de l'entreprise.

Soyez complet (email sécurisé) Global Forex Trading Platform Taille, statut et prévisions du marché 2020-2026

Table des matières

Global Plateforme de trading Forex Rapport d'étude de marché 2020-2026, par fabricants, régions, types et applications

Chapitre un aperçu du marché mondial de la plateforme de trading Forex

Chapitre deux Analyse des données de marché de la plateforme de trading Forex

Chapitre trois Analyse des données techniques de la plateforme de trading Forex

Chapitre quatre Forex Trading Platform Gouvernement Politique et Nouvelles

Chapitre cinq Plateforme mondiale de trading Forex Processus de production du marché et structure des coûts

Chapitre six Productions de la plateforme de trading Forex 2015-2019 Offre Ventes Ventes Demande Statut du marché et prévisions

Chapitre Sept Fabricants clés de la plateforme de trading Forex

Chapitre huit Analyse de l'industrie en amont et en aval

Chapitre neuf: Stratégie marketing – Analyse de la plateforme de trading Forex

Chapitre dix Développement de la plateforme de trading Forex 2020-2026 Analyse des tendances

Chapitre 11 Marché mondial de la plateforme de trading Forex Analyse de faisabilité d'un nouveau projet

Liste avec tableau et figures

À propos de nous:

L'étude de marché est le nouveau mot à la mode sur le marché, aidant à comprendre le potentiel de marché de chaque produit sur le marché. Rapports et marchés n'est pas n'importe quelle entreprise dans ce domaine, mais fait partie d'un groupe de vétérans appelé Algoro Research Consultants Pvt. Ltd. Il fournit des enquêtes statistiques progressives haut de gamme, des rapports d'études de marché, des analyses et des données de prévision pour un large éventail de secteurs, tant gouvernementaux que privés, dans le monde entier.

Contactez-nous:

Sanjay Jain

Manager – Relations partenaires et marketing international

www.reportsandmarkets.com

Tél: + 1-352-353-0818 (US)

Derniers messages de (e-mail sécurisé) (voir tout)

  • Recherche sur les fenêtres et les pare-brise des avions commerciaux (impact de COVID-19) avec les principaux acteurs: Gentex, Lee Aerospace, GKN Aerospace, PPG Industries, AIP Aerospace, Kopp Glass, Tiumph – 24 avril 2020
  • Enquête sur le marché commercial des camions à ordures à chargement frontal (impact de COVID-19) avec les principaux acteurs: Kirchhoff Group, McNeilus, New Way, Heil, Labrie, EZ Pack, Bridgeport Truck Manufacturing – 24 avril 2020
  • Recherche sur le marché des biocarburants pour véhicules automobiles (impact de COVID-19) avec les principaux acteurs: ADM, INEOS Enterprises, Neste, Renewable Energy, Aemetis, AJ Oleo Industries, Algenol, Bangchak Petroleum – 24 avril 2020

Dans classement des plus puissants réseaux de trading social, vous avez la possibilité trouver excellentes entreprises de ces catégorie principale, bien qu’elles puissent différer beaucoup entre elles pour les types de prestations de service offerts. Considérez-le tel que une sorte de classification générale. Dans ce classement, en or lieu de cela, vous ne découvrirez que les plus admirables intermédiaire qui offrent des services de trading de copie éthéré , avec lesquels vous pouvez copier automatiquement signaux de trading d’autres investisseurs et composer un portefeuille de traders.

Marché de négociation algorithmique discuté dans un nouveau rapport d'étude de marché – formations Copytrading

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Marché de négociation algorithmique 2020 Part mondiale, croissance, taille, opportunités, tendances, aperçu régional, analyse commerciale de premier plan et principales prévisions nationales jusqu'en 2026

Le rapport Algorithmic Trading Market met en évidence les caractéristiques de l'industrie, les progrès et la taille, les ventilations par pays et géographiques, les parts de marché, la segmentation du marché, les stratégies et les tendances, ainsi que le contexte concurrentiel de l'industrie mondiale du commerce algorithmique. Le rapport d'étude décrit également les facteurs moteurs et inhibiteurs qui ajoutent et entravent le développement du marché de trading algorithmique en conséquence.

Demandez un exemple de copie de ce rapport à: www.adroitmarketresearch.com/contact … sample / 1049

Le rapport fournit en outre une analyse approfondie de l'impact des cinq forces principales du porteur pour comprendre l'attrait global de l'industrie. Le rapport se concentre également sur les principaux développements et investissements réalisés par les acteurs, les organismes de recherche et les agences gouvernementales sur le marché mondial du trading algorithmique.

Le rapport fournit également une analyse exhaustive de la répartition régionale en Amérique du Nord, en Europe, en Asie-Pacifique et dans le reste du monde. Chaque région représente les forces de poussée et de traction individuelles, en plus des acteurs clés de cette région.

Certains des principaux acteurs du marché mondial du trading algorithmique sont Thomson Reuters, 63 moons (Inde), Virtu Financial, Software AG (Allemagne), MetaQuotes Software (Chypre), Symphony Fintech (Inde), InfoReach, Argo SE, Kuberre Systems , Tata Consulting Services (Inde), QuantCore Capital Management (Chine), iRageCapital (Inde), Automated Trading SoftTech (Inde), Tethys, Trading Technologies, uTrade (Inde), Vela et AlgoTrader (Suisse).

Lire plus de détails @ www.adroitmarketresearch.com/industr … ing-market

En fonction des types de trading, le marché de trading algorithmique est divisé en segments suivants:

  • Devises étrangères (FOREX)
  • Marché des actions
  • Fonds négocié en bourse (ETF)
  • Obligations
  • Crypto-monnaies
  • Autres (matières premières, actifs, swaps sur défaillance, (CDS), swaps de taux d'intérêt (IRS) et hypothèque d'entreprise)

En fonction des composants, le marché est divisé selon les segments suivants:

  • Des solutions
  • Les services
    • Services professionnels
    • Services gérés

Sur la base des modes de mise en œuvre, le marché de trading algorithmique est divisé en segments suivants:

En fonction de la taille de l'entreprise, le marché est divisé en segments suivants:

  • Petites et moyennes entreprises (PME)
  • Grandes entreprises

Le rapport répond aux questions suivantes sur le marché du trading algorithmique:

  • Quelle est la taille algorithmique du marché commercial en termes de bénéfices 2019-2025 et quel est le taux de croissance attendu sur la période de prévision 2019-2025?
  • Quelles sont les principales tendances et opportunités du marché concernant le marché mondial du trading algorithmique?
  • Quelles sont les principales solutions sur le marché du trading algorithmique?
  • Dans quelle mesure le marché est-il attractif pour les différents acteurs de l'industrie sur la base de l'analyse du scénario futuriste du marché du trading algorithmique mondial?
  • Quels sont les principaux moteurs qui devraient augmenter la demande pour le marché mondial de négociation algorithmique au cours de la période de prévision?
  • Quels sont les principaux défis entravant la croissance du marché mondial du trading algorithmique?
  • Quelles nouvelles stratégies sont utilisées par les acteurs du marché existants pour étendre leur position sur le marché dans l'industrie?
  • Quelle est la force concurrentielle des principaux acteurs du marché mondial du trading algorithmique en fonction de l'analyse de leur stabilité financière, de leur offre de produits et de leur présence régionale?

Nouvelles de

Étude de marché à AdroitÉtude de marché à Adroit
Catégorie: Éditeurs et études de marché de détailÀ propos de: Adroit Market Research (https://www.adroitmarketresearch.com/&nbsp;) est une société d'analyse commerciale et de conseil basée en Inde fondée en 2018. Notre public cible est un large éventail d'entreprises, de sociétés de fabrication, de développement de produits / technologies les institutions et associations professionnelles qui ont besoin de connaître la taille d'un marché, les principales tendances, les participants et les perspectives d'avenir d'une industrie.
Nous voulons devenir le partenaire de connaissance de nos clients et leur offrir un marché précieux

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L’ascension du trading de copie – aussi connu par-dessous le nom de trading social, de trading liégeois ou de trading automatique – se poursuit plus d’une décennie. Grâce aux médias sociaux et à un Web de plus en plus rapide, actualités financières et les analyses de marché se propagent à une vitesse fulgurante. L’idée de la copie de trading est simple: exploitez la technologie pour copier les trades forex en temps réel (signaux forex) d’autres investisseurs en direct (fournisseurs de systèmes de trading forex) que vous désirez suivre. De ces façon, chaque fois qu’ils négocient, vous pouvez dire (copier) automatiquement protocole dans votre compte de courtage.

Pourquoi Avis Budget (CAR) a-t-il chuté de 80,8% depuis le dernier rapport sur les résultats? – 20 mars 2020 – formations Copytrading

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Un mois s'est écoulé depuis le dernier rapport sur les résultats d'Avis Budget Group (VOITURE Rapport gratuit). Les actions ont perdu environ 80,8% au cours de cette période, surpassant le S&P 500.

La récente tendance négative se poursuivra-t-elle avant la prochaine publication des résultats, ou bien Avis Budget devrait-il éclater? Avant de découvrir comment les investisseurs et les analystes ont réagi récemment, examinons le dernier rapport sur les résultats pour avoir une meilleure idée des principaux catalyseurs.

Les revenus d'Avis Budget Q4 dépassent les estimations

Avis Budget Group a publié de solides résultats au quatrième trimestre 2019, dans lesquels les revenus et les revenus ont dépassé l'estimation consensuelle de Zacks.

Le bénéfice par action ajusté de 73 cents a dépassé l'estimation consensuelle de Zacks de 52% et a augmenté de 38% d'une année sur l'autre. Les revenus totaux de 2,16 milliards de dollars ont dépassé l'estimation du consensus de 3% et se sont améliorés de 5,5% d'une année sur l'autre, reflétant une augmentation de 5% des jours de location et une augmentation de 1% des revenus par jour. Les coûts unitaires de la flotte ont augmenté de 3% d'une année sur l'autre et l'utilisation des capacités s'est améliorée de 100 points de base.

Résultat par segment

Les revenus du segment Amériques de 1,53 milliard de dollars ont augmenté de 9% d'une année sur l'autre. Le segment a représenté 71% des ventes totales. Les revenus du segment international de 632 millions de dollars ont diminué de 2% d'une année sur l'autre. Le segment a contribué à hauteur de 29% aux ventes totales.

Rentabilité

Le BAIIA ajusté de 143 millions de dollars s'est amélioré de 1% d'une année sur l'autre. La marge d'EBITDA ajusté était de 6,6%, contre 6,9% au trimestre de l'année précédente. Le BAIIA ajusté pour les Amériques s'est élevé à 144 millions de dollars (+ 17% sur un an), stimulé par une croissance de 8% par jour de location et une amélioration des coûts des voitures. À l'échelle internationale, le BAIIA ajusté s'est établi à 16 millions de dollars, en baisse de 54% par rapport au trimestre de l'exercice précédent.

Solde et flux de trésorerie

Avis Budget a quitté le quatrième trimestre 2019 avec une trésorerie et des équivalents de trésorerie de 686 millions de dollars, contre 615 millions de dollars à la fin du trimestre précédent. La dette des entreprises était de 3,44 milliards de dollars, contre 3,48 milliards de dollars à la fin du trimestre précédent. La société a généré 655 millions de dollars de trésorerie provenant des activités d'exploitation au cours du trimestre présenté. Les flux de trésorerie disponibles ajustés ont totalisé 161 millions de dollars et les dépenses en immobilisations, 72 millions de dollars. La société a acheté environ 2,2 millions d'actions en 2019 pour un total de 62 millions de dollars.

Orientation 2020

Les revenus devraient se situer entre 9,4 et 9,6 milliards de dollars, et le bénéfice par action ajusté devrait se situer entre 3,75 et 4,75 dollars. De plus, un résultat net ajusté est estimé à 250-350 millions de dollars. Le bénéfice avant impôts ajusté devrait se situer entre 375 millions de dollars et 475 millions de dollars. Le BAIIA ajusté devrait se situer entre 750 et 850 millions de dollars. Les flux de trésorerie disponibles ajustés devraient se situer entre 275 millions et 325 millions de dollars.

Comment les estimations ont-elles changé depuis lors?

Les analystes ont gardé le silence au cours des deux derniers mois, car aucun d'entre eux n'a révisé ses prévisions de bénéfices.

Scores HSE

Actuellement, Avis Budget a un bon score de croissance de B, mais le score Momentum fait légèrement mieux avec un A. Après le même prix exact, l'action a obtenu une note de A du côté de la valeur, ce qui la place dans le quintile supérieur de cette stratégie d'investissement.

En général, le titre a un score SHE global de A. Si vous n'êtes pas concentré sur une stratégie, ce score est celui qui devrait vous intéresser.

Perspectives

Avis Budget a un rang Zacks # 3 (Hold). Nous prévoyons un retour en ligne du stock dans les prochains mois.



Quels sont risques du trading de copie? Le maximum risque auquel un trader existera confronté lorsque le trading de copie est le risque de marché. Si la stratégie qu’un commerçant copie échoue, il peut perdre de l’argent. Les traders courent aussi un va liquidité dans l’hypothèse ou machine qu’ils négocient connaissent des conditions non liquides lorsque les marchés sont volatils. Enfin, commerçants peuvent accomplir devant des risques systématiques si le produit qu’ils négocient connaît de vigoureuse baisses ou rallyes. Risque du marché Le va vraiment marché campé le risque de perte lié aux renouvellement du estimation d’un titre. L’objectif est de fabriquer des profit à partir d’une augmentation de les chiffres de l’actif négocié. De complet évidence, il existe un risque que l’actif perde de la valeur.

Qu'est-ce que le Black Hat SEO par rapport à une mauvaise optimisation? – formations Blackhat SEO

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Croyez-le ou non, ces deux façons de penser le référencement ne sont pas interchangeables. S'il est vrai que le mauvais référencement peut être un terme générique avec les tactiques de référencement de Black Hat couvertes par quelque chose, regarder différemment les pratiques de référencement de Black Hat et les mauvaises pratiques de référencement peuvent vous aider à vous assurer que vous suivez les règles complètement et ne manquez pas un battement.

En d'autres termes, de nombreuses entreprises ont tendance à se concentrer sur l'une et à glisser l'autre, pensant qu'elles sont couvertes et finissent par avoir des problèmes. Il est important que vous évitiez d'abord les méthodes de référencement Black Hat et deuxièmement, assurez-vous de ne pas suivre de mauvaises pratiques de référencement si vous voulez une stratégie globale réussie.



Qu'est-ce que le Black Hat SEO?

Les tactiques SEO Black Hat ne sont que cela – des tactiques. Cela signifie prendre des mesures délibérées conçues pour inciter les robots des moteurs de recherche à penser quelque chose qui n'est pas vrai, afin que votre site Web puisse obtenir un meilleur classement.

Par exemple, un site Web peut créer une page Web pour un terme pour lequel il sait qu'il peut obtenir de bons résultats, puis il optimisera cette page pour ce terme. En réalité, ils ne créent cette page que pour essayer d'envoyer des visiteurs vers une autre page Web ou un autre domaine. Et cette page Web ou ce domaine peut ne pas être pertinent et ne dit pas aux lecteurs ce qu'ils voulaient savoir lorsqu'ils ont cliqué sur le lien.

Ce sont des pages de porte. Et en utilisant ces méthodes, les lecteurs sont induits en erreur.

Pratiques SEO Black Hat

Vous trouverez ci-dessous quelques-unes des tactiques de référencement les plus populaires et les plus anciennes.

  • Texte masqué
  • Pages de porte
  • Le camouflage
  • Link Farms
  • Acheter et / ou vendre des liens
  • Échanges de liens
  • Dupliquer et faire pivoter le contenu
  • Remplissage par mot-clé
  • Commentaires indésirables

Bien sûr, toutes les tactiques de référencement Black Hat ci-dessus ont été utilisées pendant un certain temps. Donc, même si vous essayez de réussir, cela ne fonctionnera probablement pas longtemps. Google travaille sur plusieurs de ces pratiques, et ils ont des algorithmes et des blocages pour s'assurer que les sites Web ne sont pas classés incorrectement.

Cependant, comme les spammeurs et les webmasters sont toujours à la recherche de raccourcis et de moyens de battre le système, de nouvelles tactiques de référencement chapeau noir apparaissent constamment. Il est important de comprendre ces tactiques afin de ne pas les utiliser accidentellement.

Découvrez certains des horaires les plus récents ci-dessous:

  • Changer de page
  • Hébergement parasite
  • Crack typosquatting / domaine
  • Le Web concerne
  • Mauvais pieds de page
  • Remplissage des cookies
  • Mots-clés indépendants

Si vous ne savez pas exactement ce que signifient tous les termes ci-dessus, recherchez ici une explication de certaines des nouvelles tactiques.

Mauvais exemples et explications SEO

Le mauvais référencement est certainement une combinaison de nombreuses mauvaises tactiques, y compris les tactiques de référencement chapeau noir. Mais cela peut être plus que cela. Vous pouvez être complètement libre de ce que l'on appelle la "tactique SEO chapeau noir" et avoir toujours un mauvais référencement. C'est pourquoi il est si important de comprendre certaines des différences.

Pour la plupart, un mauvais référencement ne fait pas une mauvaise chose spécifique – ce sont plutôt les actions que vous prenez dans son ensemble.

Voici quelques scénarios dans lesquels un site Web peut appliquer un mauvais référencement:

Optimiser pour les robots de recherche et non pour les lecteurs

Cela signifie que vous pouvez créer un élément de contenu exempt de toutes les tactiques de chapeau noir ci-dessus, mais s'il n'est pas engageant, mal écrit et / ou ne couvre pas un sujet pertinent pour les lecteurs, votre référencement finira par souffrir parce que vous avez gagné pas beaucoup de liens naturels.

Publiez tout obsolète

Vous pouvez le faire, mais encore une fois, cela ne vous aidera pas à gagner des liens naturels et cela pourrait vous faire perdre une certaine crédibilité auprès des lecteurs. Passez toujours du temps à vérifier vos faits.

Être paresseux sur la conception de sites Web

N'oubliez pas que la navigation et l'architecture du site Web sont importantes.

Se référer aux liens de spam

Encore une fois, le site Web peut ne pas vendre les liens, aucun achat n'a été impliqué, vous n'avez peut-être pas reçu de lien, c'est juste un site Web avec du spam. Habituellement, les webmasters peuvent voir si un site Web est du spam, mais parfois aussi des sites Web devenir spam, vous devez donc être prudent lorsque vous vous connectez à quelque chose la première fois. Cela peut revenir pour vous mordre.

Inférence

En fin de compte, si vous voulez voir tout ce qui est mentionné ci-dessus comme un référencement noir ou simplement un mauvais référencement, vous pouvez le faire. La chose la plus importante à prendre en compte est que vous comprenez tous les différents problèmes qui peuvent survenir. Et pas seulement une catégorie ou l'autre.

Quelle est, selon vous, la différence entre un mauvais référencement et un SEO chapeau noir?

Image du chapeau via Shutterstock
Plus dans: Contenu de la chaîne Publisher, What Is




La tentation de céder aux sirènes du Black Hat SEO est de temps en temps grande pour des cybermarchands et des référenceurs qui poursuivent des buts ambitieux. Si les résultats peuvent être d’or rendez-vous – tout d’or réduction des manière ponctuelle – adopter ce type de stratégie n’est pas sans risque. Découvrez ce concept, ses méthodes, ses avantages mais aussi péril qu’il implique.

Quels véhicules aspiraient par rapport à la génération précédente? – meilleurs Copytrading

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http://momentcar.com/images/chrysler-fifth-avenue-1989-5.jpg

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Lundi, je vous ai demandé de me parler des véhicules qui se sont beaucoup améliorés par rapport à la génération précédente; de nouveaux modèles immédiatement et largement supérieurs à leur prédécesseur.

Aujourd'hui, nous allons inverser la tendance et parler des erreurs de génération. Quels véhicules étaient rétrogradations par rapport à la génération précédente?

L'erreur peut avoir été dans les tableaux des ventes, où une nouvelle génération est entrée sur un marché qui était passé à d'autres concurrents, ou à un type de véhicule complètement différent. Peut-être que la qualité des falaises a chuté ou que les options de transmission n'étaient pas aussi robustes ou abondantes. Ou peut-être que le style était si mauvais qu'il était désagréable pour le consommateur.

J'ai beaucoup réfléchi à l'exemple que je vais vous donner. Voici le dernier des beau Chrysler Fifth Avenues.

<img data-attachment-id = "1545161" data-permalink = "https://www.thetruthaboutcars.com/2017/04/qotd-which-vehicles-suck-generation/s-l1600-25/" data-orig -file = "https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/s-l1600-24.jpg" data-orig-size = "1280 720" data-comments-opens = " 1 "data-image-meta =" "aperture": "0", "credit": "", "camera": "", "caption": "", "created_timestamp": "0", "copyright" : "", "focal_length": "0", "iso": "0", "shutter_speed": "0", "title": "", "orientation": "0" "data-image-title = "1987 Chrysler Fifth Avenue" data-image-description = "

Via Ebay

"data-medium-file =" https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/s-l1600-24-450×253.jpg "data-large-file =" https: // www .thetruthaboutcars.com / wp-content / uploads / 2017/04 / s-l1600-24-610×343.jpg "class =" aligncenter size-large wp-image-1545161 "src =" https://www.thetruthaboutcars.com /wp-content/uploads/2017/04/s-l1600-24-610×343.jpg "alt =" 1987 Chrysler Fifth Avenue "width =" 610 "height =" 343 "srcset =" https: //www.thetruthaboutcars. com / wp-content / uploads / 2017/04 / s-l1600-24-610×343.jpg 610w, https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/s-l1600-24-75×42 .jpg 75w, https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/s-l1600-24-450×253.jpg 450w, https://www.thetruthaboutcars.com/wp-content/uploads /2017/04/s-l1600-24-768×432.jpg 768w, https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/s-l1600-24-120×68.jpg 120w, https: / /www.thetruthaboutcars.com/wp-content/uploads/2017/04/s-l1600-24.jpg 1280w "tailles =" (largeur max: 610px) 100vw, 610px "/>

En 1989, vous pouviez acheter la dernière année de modèle de la version à propulsion arrière M de la Cinquième Avenue / Diplomat / Gran Fury. La beauté brune représentée ici est un '87, car je ne trouve pas de superbes photos d'un modèle de 89. Tout aussi bon, car le sommet du landau a augmenté pour 1988-1989 et avait l'air mauvais. Regardez l'intérieur.

<img data-attachment-id = "1545177" data-permalink = "https://www.thetruthaboutcars.com/2017/04/qotd-which-vehicles-suck-generation/s-l1600-3-2/" data -orig-file = "https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/s-l1600-3-1.jpg" data-orig-size = "1280,720" commentaires de données -opened = "1" data-image-meta = "" aperture ":" 0 "," credit ":" "," camera ":" "," caption ":" "," created_timestamp ":" 0 " , "copyright": "", "focal_length": "0", "iso": "0", "shutter_speed": "0", "title": "", "orientation": "0" "data- image-title = "Chrysler Fifth Avenue 1987" data-image-description = "

Via Ebay

"data-medium-file =" https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/s-l1600-3-1-450×253.jpg "data-large-file =" https: / /www.thetruthaboutcars.com/wp-content/uploads/2017/04/s-l1600-3-1-610×343.jpg "class =" aligncenter size-large wp-image-1545177 "src =" https: // www .thetruthaboutcars.com / wp-content / uploads / 2017/04 / s-l1600-3-1-610×343.jpg "alt =" 1987 Chrysler Fifth Avenue "width =" 610 "height =" 343 "srcset =" https: //www.thetruthaboutcars.com/wp-content/uploads/2017/04/s-l1600-3-1-610×343.jpg 610w, https://www.thetruthaboutcars.com/wp-content/uploads/2017/04 /s-l1600-3-1-75×42.jpg 75w, https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/s-l1600-3-1-450×253.jpg 450w, https: / /www.thetruthaboutcars.com/wp-content/uploads/2017/04/s-l1600-3-1-768×432.jpg 768w, https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/ s-l1600-3-1-120×68.jpg 120w, https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/s-l1600-3-1.jpg 1280w "tailles =" (max. bre edte: 610px) 100vw, 610px "/>

Le luxe, la robustesse et le confort sont nombreux, et la vieille machine Torqueflite vous emmènera d'avant en arrière. Le Slant Six fiable (jusqu'en 1983) ou le V8 de 5,9 litres qui propulse ces grosses bêtes peuvent aspirer du carburant via un carburateur (seulement en 1989!), Mais ne vous inquiétez pas. Vous vous sentez à l'aise dans un environnement riche et doux. Un environnement qui était en effet encore disponible en Boudoir Rouge Velvet ou vache corinthienne ou autre chose. Il avait même un airbag (1989 seulement, non illustré)!

<img data-attachment-id = "1545185" data-permalink = "https://www.thetruthaboutcars.com/2017/04/qotd-which-vehicles-suck-generation/s-l1600-5-2/" data -orig-file = "https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/s-l1600-5-1.jpg" data-orig-size = "1280,720" commentaires de données -opened = "1" data-image-meta = "" aperture ":" 0 "," credit ":" "," camera ":" "," caption ":" "," created_timestamp ":" 0 " , "copyright": "", "focal_length": "0", "iso": "0", "shutter_speed": "0", "title": "", "orientation": "0" "data- image-title = "Chrysler Fifth Avenue 1987" data-image-description = "

Via Ebay

"data-medium-file =" https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/s-l1600-5-1-450×253.jpg "data-large-file =" https: / /www.thetruthaboutcars.com/wp-content/uploads/2017/04/s-l1600-5-1-610×343.jpg "class =" aligncenter size-large wp-image-1545185 "src =" https: // www .thetruthaboutcars.com / wp-content / uploads / 2017/04 / s-l1600-5-1-610×343.jpg "alt =" 1987 Chrysler Fifth Avenue "width =" 610 "height =" 343 "srcset =" https: //www.thetruthaboutcars.com/wp-content/uploads/2017/04/s-l1600-5-1-610×343.jpg 610w, https://www.thetruthaboutcars.com/wp-content/uploads/2017/04 /s-l1600-5-1-75×42.jpg 75w, https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/s-l1600-5-1-450×253.jpg 450w, https: / /www.thetruthaboutcars.com/wp-content/uploads/2017/04/s-l1600-5-1-768×432.jpg 768w, https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/ s-l1600-5-1-120×68.jpg 120w, https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/s-l1600-5-1.jpg 1280w "tailles =" (max. bre edte: 610px) 100vw, 610px "/>

Ensuite, le calendrier est passé à 1990 et la carrosserie M avait dépassé sa date de péremption car ce n'était pas une variante de la K-Car. Voici ce que vous vous êtes retrouvé cette année-là:

<img data-attachment-id = "1545201" data-permalink = "https://www.thetruthaboutcars.com/2017/04/qotd-which-vehicles-suck-generation/1990-chrysler-new-yorker-fifth- avenue-1 / "data-orig-file =" https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/1990-chrysler-new-yorker-fifth-avenue-1.jpg "data- orig-size = "640,426" data-comments-open = "1" data-image-meta = "" aperture ":" 0 "," credit ":" "," camera ":" "," caption ": "", "created_timestamp": "0", "copyright": "", "focal_length": "0", "iso": "0", "shutter_speed": "0", "title": "", " orientation ":" 0 "" data-image-title = "1990-chrysler-new-yorker-5th-avenue-1" data-image-description = "

http://classiccarsmark.com/chrysler/21658-1990-chrysler-new-yorker-fifth-avenue.html

"data-medium-file =" https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/1990-chrysler-new-yorker-fifth-avenue-1-450×300.jpg "data-large- file = "https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/1990-chrysler-new-yorker-fifth-avenue-1-610×406.jpg" class = "aligncenter size-large wp- image-1545201 "src =" https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/1990-chrysler-new-yorker-fifth-avenue-1-610×406.jpg "alt =" 1990- chrysler-new-yorker-cinquième-avenue-1 "width =" 610 "height =" 406 "srcset =" https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/1990-chrysler-new -yorker-cinquième-avenue-1-610×406.jpg 610w, https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/1990-chrysler-new-yorker-fifth-avenue-1-75×50. jpg 75w, https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/1990-chrysler-new-yorker-fifth-avenue-1-450×300.jpg 450w, https: //www.thetruthaboutcars. com / wp-content / uploads / 2017/04/1990-chrysler-new-yorker-cinquième-avenue-1-120×80.jpg 120w, https: //www.thetr uthaboutcars.com/wp-content/uploads/2017/ 04/1990-chrysler-new-yorker-cinquième-avenue-1.jpg 640w "tailles =" (largeur max: 610px) 100vw, 610px "/>

Regardez-le – c'est affreux. La garniture semblait tomber directement de l'usine. Cette Fifth Avenue n'était accompagnée que de la berline Chrysler Imperial sur la grande plateforme Y (l'Imperial est morte en coupé en 1983). Le Y était bien sûr une K-Car très allongée sous tous les panneaux de bois et landau. Jetons un coup d'œil à ce que vous avez perdu entre 1989 et 1990.

  • Une longueur totale de huit pouces
  • Traction arrière
  • Torqueflight fiable
  • Construire la qualité
  • Option V8
  • Dignité

<img data-attachment-id = "1545209" data-permalink = "https://www.thetruthaboutcars.com/2017/04/qotd-which-vehicles-suck-generation/1990-chrysler-new-yorker-fifth- avenue-13 / "data-orig-file =" https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/1990-chrysler-new-yorker-fifth-avenue-13.jpg "data- orig-size = "640,426" data-comments-open = "1" data-image-meta = "" aperture ":" 0 "," credit ":" "," camera ":" "," caption ": "", "created_timestamp": "0", "copyright": "", "focal_length": "0", "iso": "0", "shutter_speed": "0", "title": "", " orientation ":" 0 "" data-image-title = "1990-chrysler-new-yorker-5th-avenue-13" data-image-description = "

http://classiccarsmark.com/chrysler/21658-1990-chrysler-new-yorker-fifth-avenue.html

"data-medium-file =" https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/1990-chrysler-new-yorker-fifth-avenue-13-450×300.jpg "data-large- file = "https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/1990-chrysler-new-yorker-fifth-avenue-13-610×406.jpg" class = "aligncenter size-large wp- image-1545209 "src =" https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/1990-chrysler-new-yorker-fifth-avenue-13-610×406.jpg "alt =" 1990- chrysler-new-yorker-cinquième-avenue-13 "width =" 610 "height =" 406 "srcset =" https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/1990-chrysler-new -yorker-cinquième-avenue-13-610×406.jpg 610w, https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/1990-chrysler-new-yorker-fifth-avenue-13-75×50. jpg 75w, https://www.thetruthaboutcars.com/wp-content/uploads/2017/04/1990-chrysler-new-yorker-fifth-avenue-13-450×300.jpg 450w, https: //www.thetruthaboutcars. com / wp-content / uploads / 2017/04/1990-chrysler-new-yorker-cinquième-avenue-13-120×80.jpg 120w, https: // w ww.thetruthaboutcars.com/wp-content/uploads/2017/ 04/1990-chrysler-new-yorker-cinquième-avenue-13.jpg 640w "size =" (largeur max: 610px) 100vw, 610px "/>

Et, pour aggraver encore la pauvreté, le prix a augmenté de plus de 2 000 $. En tout cas, il y avait encore un intérieur en velours rouge (moindre) disponible. Heureusement, les véhicules de luxe de la plate-forme Y sont morts après 1993, lorsqu'ils ont été remplacés par la plate-forme LH New Yorker et LHS.

Je m'arrête maintenant pour que vous puissiez donner vos propres exemples de véhicules qui ont échoué de génération en génération.

(Images: eBay; Marque de voitures classiques)



Copier l'historique des transactions Sans technologie de trading social, l'acte de trading de copie serait considéré comme un compte géré et nécessiterait une procuration. Ou, dans d'autres cas, un opérateur devra veiller en énergie son compte pour détecter signaux à copier manuellement. Cependant, grâce à des termes juridiques précis et à une technologie en constante évolution, de nombreux régulateurs considèrent le commerce social comme autogéré. Dans presque toutes juridictions, le trading de copie est autogéré car le client doit décider qui copier, même si la copie se fait (pour chacun signal). Il est important de inscrire que toutes plateformes de trading avec des fonctionnalités sociales ne proposent pas le trading de copie. Bon nombre des premiers pionniers de la technologie de trading social ont commencé en tant que développeurs de plateformes tiers, tels que Tradency, ZuluTrade et eToro. Alors que certaines de ces entreprises sont encore des prestataires de prestation indépendants (FAI), eToro est devenu un courtier, par exemple.

Le rapport de recherche sur le marché professionnel des bitcoins et des crypto-commerçants couvre l'analyse approfondie des principaux acteurs – Cryptohopper, 3Commas, HaasOnline, LiveTrader, GunBot, CryptoTrader – astuces Copytrading

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Le rapport d'étude de marché Bitcoin & Crypto Trading Bots fournit une analyse complète des principaux moteurs, des principaux acteurs du marché, des segments clés et des régions. En outre, les experts ont étudié en profondeur différentes zones géographiques et présenté un scénario concurrentiel pour aider les nouveaux entrants, les principaux acteurs du marché et les investisseurs à identifier les économies émergentes. Ces informations fournies dans le rapport pourraient aider les acteurs du marché à formuler des stratégies pour l'avenir et à acquérir une position forte sur le marché mondial.

Demande Pour Exemple de copie de Bitcoin & Crypto Trading Bots Rapport d'étude de marché @ https://www.reportsandmarkets.com/sample-request/global-bitcoin-crypto-trading-bots-market-research-report-2019-2026

** Les exemples de pages de ce rapport sont directement accessibles sur demande. **

Notre exemple de rapport couvre-

Le rapport couvre l'état actuel et les perspectives d'avenir.

Le rapport analyse les tendances, la taille et les prévisions du marché dans différentes zones géographiques.

Le rapport donne un aperçu de la concurrence sur le marché parmi les meilleures entreprises.

Le rapport fournit une analyse complète des tendances et opportunités actuelles et émergentes du marché.

Les principaux acteurs du marché sont présentés dans cette enquête: Cryptohopper, 3Commas, HaasOnline, LiveTrader, GunBot, CryptoTrader, Margin.de, Kryll et Zignaly & More

En outre, le rapport classe également le marché des Bitcoin & Crypto Trading Bots en fonction des types de produits ou services, des segments d'application, de l'utilisateur final, des régions et autres. La croissance de chaque segment est évaluée avec leur croissance estimée sur la période de prévision. En outre, le marché Bitcoin & Crypto Trading Bots fournit une étude minutieuse du volume des ventes, de la taille de l'industrie, des stocks, de l'analyse de l'offre et de la demande et de l'analyse de la valeur de diverses entreprises ainsi qu'une analyse des segments, couvrant des zones géographiques clés.

Le rapport commence par une brève introduction et un aperçu du marché de l'industrie des bots de trading Bitcoin et Crypto, suivis de la taille et de la taille du marché. Le rapport donne ensuite un aperçu de la segmentation du marché, comme le type, l'application et la région. Les moteurs du marché, les contraintes et les opportunités sont également répertoriés, ainsi que les tendances et politiques actuelles de l'industrie.

Le rapport fournit une étude détaillée du taux de croissance de chaque segment à l'aide de graphiques et de tableaux. En outre, le rapport analyse diverses régions liées à la croissance du marché. Ces régions comprennent les États-Unis, l'Europe, le Japon, la Chine, l'Inde, l'Asie du Sud-Est, l'Amérique centrale et du Sud, le Moyen-Orient et l'Afrique, d'autres régions. De plus, la recherche montre les tendances de croissance et les opportunités émergentes dans chaque région.

Les analystes ont révélé que le marché des Bitcoin & Crypto Trading Bots a montré plusieurs développements importants ces dernières années. Le rapport fournit de bonnes prévisions de la valeur et du volume du marché qui pourraient être bénéfiques pour les acteurs du marché, les investisseurs, les parties prenantes et les nouveaux entrants pour obtenir des informations détaillées et acquérir une position de leader sur le marché. En outre, le rapport fournit une analyse approfondie des principaux acteurs du marché dans l'industrie mondiale des Bitcoins et Crypto Trading Bots.

Faites des recherches sur ce rapport @ https://www.reportsandmarkets.com/enquiry/global-bitcoin-crypto-trading-bots-market-research-report-2019-2026

** Vous pouvez demander un devis signalé OU des offres de remise disponibles à notre équipe de vente avant l'achat. **

La recherche présente les réalisations de chaque joueur actif dans les Bitcoin & Crypto Trading Bots. Il fournit également un résumé et met en évidence les progrès actuels de chaque acteur sur le marché. Cette donnée est une excellente source de matériel d'étude pour les investisseurs et les parties prenantes intéressées par le marché. En outre, le rapport donne un aperçu des fournisseurs, acheteurs et commerçants sur le marché. De plus, une analyse complète de la consommation, de la part de marché et du taux de croissance de chaque application est proposée pour la période historique.

Le rapport montre clairement que l'industrie des bots de trading Bitcoin et Crypto a fait des progrès remarquables depuis 2026 avec de nombreux développements clés qui ont alimenté la croissance du marché. Ce rapport est basé sur une évaluation détaillée de l'industrie par des experts. En conclusion, les parties prenantes, les investisseurs, les chefs de produit, les responsables marketing et autres experts à la recherche de données factuelles sur l'offre, la demande et les prévisions futures trouveraient le rapport utile.

Quelques facteurs clés importants dans le rapport:

Résumé des principaux acteurs du marché Bitcoin & Crypto Trading Bots avec un grand nombre en termes d'exigences de l'utilisateur final, de contraintes, de ventes, de ventes, de part et de taille.

Caractéristiques du marché Bitcoin & Crypto Trading Bots, y compris les contraintes de croissance et de l'industrie, les progrès technologiques, les nouvelles opportunités de croissance à venir et les segments émergents du marché Bitcoin & Crypto Trading Bots.

D'autres facteurs tels que Bitcoin & Crypto Trading Bots Le prix du marché, l'offre, la demande, le profit / perte et le facteur de croissance sont largement discutés dans le rapport sur le marché.

Bitcoin & Crypto Trading Bots Taille du marché, part, analyse des facteurs de croissance sur les segments au niveau régional et national.

Tendances du marché, moteurs, contraintes, opportunités de croissance, menaces, défis, opportunités d'investissement et recommandations.

Les questions auxquelles répond Pagers Market Report:

Quels sont les principaux fabricants, fournisseurs de matières premières, équipementiers, utilisateurs finaux, commerçants et distributeurs sur le marché des téléavertisseurs?

Quels sont les facteurs de croissance qui influencent la croissance du marché des Pagers?

Quels sont les processus de production, les problèmes majeurs et les solutions pour limiter le risque de développement?

Quelle est la contribution des industriels régionaux?

Quels sont le principal segment de marché, le potentiel du marché, les tendances influentes et les défis auxquels le marché est confronté?

Explorez la table des matières complète / personnalisez la demande @ https://www.reportsandmarkets.com/check-discount/global-bitcoin-crypto-trading-bots-market-research-report-2019-2026

** Ce rapport peut être adapté aux besoins des clients. Contactez notre équipe commerciale pour adapter votre rapport aux besoins de recherche. **

Quelques points de Table des matières:

1 Couverture de l'étude

2 résumés exécutifs

3 Données de ventilation par fabricant

4 Données de répartition par type

5 Données de répartition par application

6 Amérique du Nord

7 Europe

8 Asie-Pacifique

9 Amérique centrale et Amérique du Sud

Les applications

10 Moyen-Orient et Afrique

11 Profils d'entreprises

12 Prévisions futures

13 Opportunités de marché, défis, risques et influences Analyse des facteurs

14 Analyse de la chaîne de valeur et des canaux de vente

15 Résultats de recherche et conclusion

16 Annexe

À propos de nous

L'étude de marché est le nouveau mot à la mode sur le marché, aidant à comprendre le potentiel de marché de chaque produit sur le marché. Cela permet de comprendre les acteurs du marché et les prévisions de croissance des produits et donc de l'entreprise. C'est là que les sociétés d'études de marché entrent en scène. Reports And Markets n'est pas n'importe quelle entreprise dans ce domaine, mais fait partie d'un groupe de vétérans appelé Algoro Research Consultants Pvt. Ltd. Il fournit des enquêtes statistiques progressives haut de gamme, des rapports d'études de marché, des analyses et des données de prévision pour un large éventail de secteurs, tant gouvernementaux que privés, dans le monde entier.

Personne de contact

Sanjay Jain

Manager – Relations partenaires et marketing international

www.reportsandmarkets.com

Tél: + 1-352-353-0818 (US)

Les software Forex White Label sont au-delà de la popularité de à nous jours. Comme le nombre de traders sur la terre continue de croître de plus en plus, le nombre de médian forex se renforce également. Ce marché est encore tant s’en faut son point de saturation, cependant la concurrence est féroce et gagner la confiance des opérateur forex est un complexe. Si vous voulez démarrer une entreprise Forex en marque blanche et en tirer de l’argent, vous devez agir plus judicieusement que vos concurrents. Offrir plus d’avantages et de valeur à vos clients ainsi que des missions promotionnels plus efficientes fiables vous mettront sur la voie du succès.

Rapport d'étude de marché des navires autonomes 2020 – formations Copytrading

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La pénurie d'ingrédients chinois, de matières premières et de produits semi-finis est le dernier exemple de la dépendance de l'économie mondiale à l'égard des produits fabriqués en Chine, des iPhones aux pièces automobiles en passant par les produits pharmaceutiques. Une grande partie de l'impact peut encore être cachée et susceptible de se développer au fil des mois. Même avant l'épidémie de coronavirus, les investissements des entreprises aux États-Unis étaient déjà en mauvaise santé. Il a baissé au cours des trois derniers trimestres de 2019. Certains analystes s'attendent à ce que davantage d'entreprises annoncent prochainement une réduction de leurs dépenses en capital.

Trusted Business Insights répond aux scénarios de croissance et de reprise et s'il y aura un impact structurel durable de la crise en cours pour le marché des navires autonomes.

Trusted Business Insights présente une étude mise à jour et la plus récente sur le marché des navires autonomes 2019-2030. Le rapport contient des prévisions du marché concernant la taille du marché, les revenus, la production, le TCAC, la consommation, la marge brute, le prix et d'autres facteurs importants. Le rapport met en évidence les principaux moteurs et inhibiteurs de ce marché et fournit également une étude complète des tendances et développements futurs du marché. Le rapport examine de plus près les aspects micro et macroéconomiques, y compris le paysage socio-politique qui devrait façonner la demande du marché pour les navires autonomes au cours de la période de prévision (2019-2029).
Il examine également le rôle des principaux acteurs du marché impliqués dans l'industrie, y compris leur aperçu de l'entreprise, un résumé financier et une analyse SWOT.

Obtenez un exemple de copie de ce rapport @ Autonomous Ships Market Research Report 2020 | Rapport sur l'industrie, analyse de l'industrie, acteurs clés, tendances, revenus, segmenté régional, perspectives jusqu'en 2030

Aperçu de l'industrie, taille du marché, TCAC, analyse de haut niveau: marché des navires autonomes

Le marché mondial des navires autonomes était évalué à 6,03 milliards de dollars en 2018 et devrait enregistrer un TCAC de 13,5% au cours de la période de prévision. La croissance du commerce extérieur dans le monde, combinée à l'augmentation du tourisme maritime, devrait stimuler la croissance. En outre, le manque de marins devrait encourager l'adoption de systèmes automatisés. Ces systèmes sont installés dans les navires pour automatiser divers processus, tels que la navigation et la propulsion des navires, à l'aide de composants et de systèmes tels que les systèmes de navigation automatisés, les systèmes de contrôle de la propulsion, les capteurs. La plupart de ces systèmes sont déjà utilisés dans diverses industries et applications, telles que l'aérospatiale et l'automobile. Les acteurs de l'industrie maritime font d'énormes investissements financiers pour trouver le moyen optimal de combiner ces systèmes et technologies pour une exploitation fiable et rentable des navires sans pilote.
Le fret a explosé au fil des ans, créant une dynamique pour les navires commerciaux. Ces navires sont utilisés pour le transport de diverses marchandises vers des lieux géographiques éloignés, ainsi que diverses marchandises cruciales, telles que le pétrole et le pétrole. En outre, l'augmentation du nombre de victimes en mer résultant d'une erreur humaine entraîne des pertes financières et des dommages à l'écosystème marin. Par exemple, selon l'International Tanker Owners Pollution Federation, il y a eu trois déversements majeurs de plus de 700 tonnes de pétrole et trois déversements moyens allant de 7 à 700 tonnes en 2018, c'est pourquoi les gouvernements du monde entier ont établi des réglementations strictes concernant la pollution causée par de telles accidents. Les navires autonomes devraient offrir des avantages, y compris moins d'accidents dus à la moindre ou aucune implication humaine dans la flotte, qui devraient avoir un impact positif sur la croissance du marché.

En outre, le commerce maritime gagne en popularité dans le monde entier, ce qui nécessite à son tour un plus grand nombre de navires pour transporter la cargaison. Ces navires nécessiteraient un grand nombre de marins pour le transport. Les professions en mer, cependant, ont connu une chute en raison de la nature peu attrayante de l'emploi. De plus, un degré élevé d'isolement limite les milléniaux à choisir de telles professions.
En conséquence, l'industrie maritime voit un plus petit nombre de marins, encourageant le développement de navires sans pilote. Les navires sans équipage, d'une part, réduisent l'intensité de main-d'œuvre des opérations de navigation et réduisent ainsi la pression sur le marché du travail des gens de mer. D'autre part, comme la plupart des tâches à bord seraient automatisées, seules les tâches de navigation et d'ingénierie resteraient pour les opérations manuelles transférées du navire au rivage. Par conséquent, les emplois maritimes deviennent plus favorables à la famille et attractifs qu'aujourd'hui.
Avec le nombre d'applications de robotique et d'intelligence artificielle (IA) qui ne cessent de croître, l'Internet des objets (IoT) ne sera pas loin d'être parfaitement intégré dans chaque industrie et secteur. Pour promouvoir les véhicules autonomes à travers le monde, le One Sea Ecosystem a été fondé en 2016 par les principaux acteurs de l'industrie maritime et informatique, dont ABB, Rolls-Royce, WArtsilA et Tieto. Le One Sea -Autonomous Marine Ecosystem élabore une feuille de route pour un avenir maritime autonome, y compris les niveaux d'autonomie et un calendrier d'ici 2025. Il se concentre principalement sur les efforts pour minimiser les accidents, réduire l'empreinte environnementale du trafic maritime et l'efficacité des compagnies maritimes autonomes. Des efforts accrus pour développer un écosystème maritime autonome devraient accélérer la croissance de la demande de navires sans pilote dans un avenir proche.
Aperçu du niveau d'autonomie
Sur la base du niveau d'autonomie, le marché des navires autonomes est segmenté en semi et entièrement autonome. Étant donné que les navires entièrement autonomes devraient être lancés sur le marché d'ici 2020, les ventes sur le marché sont principalement tirées par les navires semi-autonomes. Ces navires ont des composants et des systèmes préinstallés tels que des capteurs et des systèmes de navigation. De plus, ces systèmes peuvent également être installés sur de vieux navires avec un contrôle manuel complet.
Le segment des navires entièrement autonomes devrait représenter une part de marché importante d'ici 2025 en raison des avantages inégalés que ces navires offriront par rapport aux navires semi-autonomes. Ces avantages comprennent la réduction des risques dans le transport, la réduction des erreurs humaines et l'utilisation efficace de l'espace du navire. Des systèmes avancés de manœuvre et de navigation utilisant le GPS et des capteurs permettraient un transport efficace des navires sans intervention humaine. De plus, la baisse des coûts d'exploitation et la rapidité des opérations qu'offriront les navires entièrement autonomes devraient stimuler la croissance du segment au cours de la période de prévision.
Aperçu des solutions
Le segment des solutions est divisé en systèmes, logiciels et structures. Le segment des systèmes et des logiciels détenait la part de marché dominante en 2018 en raison de la mise en œuvre croissante de systèmes automatisés sur des navires déjà fabriqués. De plus, certains des systèmes, y compris des capteurs, un système de navigation autonome tel que le système anticollision (CA), le système de positionnement dynamique (DP), la planification d'itinéraire (RP) et le système de connaissance de la situation (SA), seront installés dans les navires de nouvelle construction pour automatiser un ou plusieurs processus de navire. Ce facteur devrait bien se révéler pour la croissance du segment.
Les structures de navires entièrement automatisées sont encore en phase de R&D avant la mise en service commerciale proprement dite, qui devrait commencer d'ici 2020. Les structures de navires autonomes devraient toutefois connaître la croissance la plus rapide au cours de la période de prévision. Ces structures devraient avoir des systèmes autonomes intégrés installés pendant la construction navale. Les structures de navire entièrement autonomes obtiennent plus d'espace de chargement car elles n'ont pas besoin d'espace pour les marins. Plus d'espace de chargement combiné à l'élimination de l'équipage, qui à son tour réduira le personnel et les coûts supplémentaires pour les équipements à bord, devrait stimuler la croissance du segment dans les prochaines années.
Informations sur l'utilisation finale
Le segment commercial a dominé le marché en 2018. L'augmentation des expéditions de fret augmente le besoin de navires et de marins, augmentant les coûts d'exploitation, ce qui devrait entraîner l'adoption de systèmes automatisés dans les navires commerciaux. Ces systèmes réduisent les coûts d'exploitation et offrent plus d'espace pour le fret, ce qui devrait stimuler la croissance du segment dans les années à venir.

Alors que les navires sans pilote sont planifiés et conçus pour fonctionner sans ou avec la moindre intervention humaine, les dommages potentiels causés par ces navires peuvent être inimaginables. Dans les applications de défense, ces systèmes créent un risque d'exploitation par des pirates, des criminels, des terroristes et d'autres opposants. Étant donné que ces navires dépendent du spectre électromagnétique et de l'infrastructure du cyberespace, le manque de personnel de sauvetage humain à bord pourrait être l'occasion pour les opposants d'interférer avec ces navires et de les utiliser comme armes. Par conséquent, le déploiement de navires entièrement autonomes dans le secteur de la défense devrait connaître une croissance lente au cours de la période de prévision.

Aperçu régional sur le marché des navires autonomes

En termes de ventes, l'Asie-Pacifique a dominé le marché en 2018 et devrait continuer de dominer au cours de la période de prévision. Une plus grande partie de cette région peut être attribuée à des pays tels que la Chine, qui figurent parmi les principaux pays d'expédition au monde. La Chine a une position de marché très forte avec les plus grands ports de vrac et de conteneurs. Le commerce maritime représente plus de 60% du commerce total en Chine, ce qui devrait accroître la demande de navires commerciaux dans le pays, contribuant ainsi à la croissance du marché régional.
L'Europe devrait connaître le TCAC le plus rapide de la période de prévision en raison de la demande croissante de navires de croisière et de navires autonomes dans la région. De plus, l'Europe compte le plus grand nombre d'armateurs au monde. L'acceptation croissante des systèmes autonomes et des composants à intégrer dans les navires existants par ces armateurs contribue à la croissance régionale. En outre, un progrès technologique rapide combiné à une tendance croissante à l'introduction de systèmes automatisés devrait stimuler la croissance du marché régional au cours de la période de prévision.

Aperçu des parts de marché du marché des navires autonomes

Les principaux acteurs du marché sont ABB, Rolls-Royce, Wartsila, Kongsberg Gruppen, Rh Marine, L3 ASV et Siemens. Ces acteurs du marché se concentrent sur différentes stratégies commerciales pour gagner une plus grande part de marché. Ces acteurs concluent des partenariats, des fusions et acquisitions et des accords contractuels pour gagner une plus grande part de marché. En outre, plusieurs acteurs majeurs testent des navires entièrement autonomes, qui devraient transformer l'ensemble du secteur du transport maritime. Par exemple, Rolls-Royce et Mitsui O.S.K. Lines a annoncé qu'elle concluait un accord pour enquêter conjointement sur un système de sensibilisation intelligent (IAS) de type consultatif qui détecterait les obstacles à proximité des navires avec des capteurs avancés et fournirait immédiatement des informations de soutien opérationnel au personnel à bord.

Segments, sous-segments, TCAC et analyse de haut niveau du rapport d'étude de marché des navires autonomes
Ce rapport prédit la croissance des revenus aux niveaux mondial, régional et national et fournit une analyse des dernières tendances de l'industrie dans chacun des sous-segments de 2015 à 2025. Pour cette étude, ce rapport d'étude de marché a segmenté le secteur autonome mondial en envoyant un rapport de marché basé sur le niveau d'autonomie, des solutions , utilisation finale et région:

Perspectives au niveau de l'autonomie (chiffre d'affaires, millions USD, 2019-2030)

Semi-autonome

Entièrement autonome

Perspectives des solutions (chiffre d'affaires, millions USD, 2019-2030)

Systèmes et logiciels

La structure

Perspectives d'utilisation finale (chiffre d'affaires, millions USD, 2019-2030)

La publicité

Croisière passagers

Vraquiers et porte-conteneurs

Tankers

Autres

Défense

Sous-marins

Porte-avions

Destroyers

Frégates

Lecture rapide Contenu de ce rapport @ Autonomous Ships Market Research Report 2020 | Rapport sur l'industrie, analyse de l'industrie, acteurs clés, tendances, revenus, segmenté régional, perspectives jusqu'en 2030

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Dans notre classement des plus puissants réseaux de trading social, vous pouvez trouver les très bonnes entreprises de ce catégorie principale, bien qu’elles puissent différer beaucoup entre elles pour les types d’offres offerts. Considérez-le tel que une sorte de classification générale. Dans ce classement, au lieu de cela, vous ne découvrirez que les plus puissants intermédiaire qui offrent des services de trading de copie simple , avec quoi vous avez la possibilité copier signaux de trading d’autres investisseurs et créer un véritable portefeuille de traders.

Meilleur rapport statistique du marché du dropshipping pour une expansion rapide pendant (2020-2029) par les acteurs émergents: AliDropship, Doba Inc – Dropshipping formation

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Marché Dropshipping mondial 2019 Tendances de l'industrie avec qualité, fiabilité et innovations technologiques

Exploitez des recherches détaillées avec une analyse complète des progrès, des moteurs, des perspectives de croissance et des acteurs clés du marché Dropshipping dans le dernier rapport de recherche ajouté par Marketresearch.biz. Le récent rapport de recherche sur la marché mondial du Dropshipping présente les dernières données de l'industrie et les tendances futures afin que vous puissiez identifier les produits et les utilisateurs finaux qui stimulent la croissance et la productivité du marché.

Profil de la société dans ce rapport basé sur la vue d'ensemble de la société, les données financières, le paysage des produits, les perspectives stratégiques et l'analyse SWOT
AliDropship, Doba Inc., SaleHoo Group Limited, Oberlo

Le principal objectif de ce rapport sur l'industrie Dropshipping est de mettre à jour des informations et des mises à jour sur le marché, en plus d'un aperçu de toutes les opportunités d'expansion du marché. Le rapport de recherche comprend une vue générale du marché ainsi que sa définition et son résumé. Le résumé comprend la dynamique du marché liée aux routes, les tendances du marché, les moteurs et les contraintes, en plus de l'analyse de la chaîne de valeur et des prix.

Téléchargez la brochure illustrative PDF gratuite (contient les acteurs clés, la valeur de croissance, les segments, etc.) @ https://marketresearch.biz/report/dropshipping-market/request-sample

(Remarque: notre exemple d'échantillon gratuit de rapport fournit une brève introduction au synopsis, au COT, à la liste des tableaux et des figures, au paysage concurrentiel et à la segmentation géographique, à l'innovation et aux développements futurs de la méthodologie de recherche).

Après avoir lu le rapport sur le marché Dropshipping, les lecteurs peuvent:

* Comprendre les moteurs, les contraintes, les opportunités et les tendances affectant la croissance globale du marché Dropshipping.

* Saisissez les perspectives du marché en termes de valeur et de volume.

* Étudiez les forces, les faiblesses, les opportunités et les menaces de chaque partie prenante active sur le marché du Dropshipping.

* En savoir plus sur les techniques de fabrication Dropshipping.

* Découvrez quels facteurs positifs et négatifs influencent les ventes de produits.

Perspectives analytiques incluses dans le rapport

• Croissance estimée des ventes du marché du Dropshipping au cours de la période de prévision

• Facteurs censés soutenir la croissance du marché du Dropshipping

• Le potentiel de croissance du marché du Dropshipping dans différentes régions

• Consommation, structure des prix et modèle d'acceptation du dropshipping

• Profils d'entreprises des principaux acteurs du marché du Dropshipping

Pour en savoir plus sur la façon dont le rapport fournit des informations exhaustives

Les chercheurs ont étudié le marché en profondeur et développé des segments clés tels que le type de produit, l'application clé et la région topographique. Chaque segment et ses sous-segments sont analysés en fonction de leur part de marché, du TCAC et des perspectives de croissance. Chaque segment de marché fournit des données détaillées, qualitatives et quantitatives sur les perspectives du marché.

Segmentation du marché mondial par produit:
Jouets, passe-temps et bricolage (bricolage)
Meubles et électroménagers
Nourriture et soins personnels
Electronique et médias
La mode

Analyse régionale: marché du dropshipping

Marché Dropshipping 2020

Marché mondial du dropshipping Détails suivants Segment par table des matières:

1 Aperçu des marchés dropshipping

2 Profils de fabricants

3 Concurrence sur le marché du dropshipping, par les joueurs

4 Dropshipping Taille du marché par région

5 Revenus Dropshipping en Amérique du Nord par pays

6 Europe Dropshipping des revenus par pays

7 Revenus de dropshipping en Asie-Pacifique par pays

8 Revenus dropshipping sud-américains par pays

9 Moyen-Orient et Afrique Dropshipping des revenus par pays

10 Segment de marché Dropshipping par type

11 Segment de marché Dropshipping par application

12 Dropshipping Market Size Forecast jusqu'en 2029

13 Canal de vente, distributeurs, commerçants et revendeurs

14 Résultats de recherche et conclusion

15 Annexe

(CLIQUEZ ICI pour parcourir la table des matières complète du marché Dropshipping)

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Vous souhaitez vous lancer a l’intérieur du dropshipping pour gagner de l’argent, travailler de n’importe où, avoir votre franc entreprise et devenir un véritable e-commerçant ? Ce affaires en ligne est de plus en plus populaire et peut vous rapporter de gros bénéfices ! Que vous soyez un particulier ou bien une entreprise, vous avez la possibilité ouvrir une vitrine online de dropshipping et rapidement. Pour en savoir plus là-dessus firme modèle et cet tendance, nous-mêmes vais vous expliquer plus en détails ce qu’est le dropshipping, vous démontrer pourquoi c’est une bonne idée de devenir dropshippeur et vous aider à trouver qu’est-ce que produit vendre.

L'IA ne peut pas nous protéger des contrefaçons, selon un nouveau rapport – formations Blackhat SEO

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Un nouveau rapport de Data and Society jette le doute sur les solutions automatisées pour les vidéos modifiées de manière trompeuse, y compris les vidéos modifiées d'apprentissage automatique appelées deepfakes. Les auteurs Britt Paris et Joan Donovan soutiennent que les deepfakes, bien que nouveaux, font partie d'une longue histoire de manipulation des médias – qui nécessite à la fois une solution sociale et technique. S'appuyer sur l'IA peut aggraver les choses en concentrant davantage de données et de pouvoir entre les mains d'entreprises privées.

«La panique entourant les deepfakes justifie des solutions techniques rapides qui ne corrigent pas les inégalités structurelles», explique Paris. "C'est un énorme projet, mais nous devons trouver des solutions à la fois sociales et politiques afin que les personnes sans pouvoir ne soient pas laissées pour compte".

Comme le voient Paris et Donovan, il est peu probable que les deepfakes soient résolus uniquement par la technologie. & Quot; La relation entre les médias et la vérité n'a jamais été stable & quot; dit le rapport. Dans les années 1850, lorsque les juges ont commencé à autoriser la preuve photographique devant les tribunaux, les gens se méfiaient de la nouvelle technologie et préféraient les déclarations des témoins et les documents écrits. Dans les années 1990, les sociétés de médias étaient complices de dénaturation des événements en éditant de manière sélective des images diffusées en soirée. Dans la guerre du Golfe, les journalistes ont créé un conflit entre des adversaires partageant les mêmes idées en ne montrant pas le nombre de morts sinistrement inégal entre les forces américaines et irakiennes. “ Ces images étaient de vraies images '', indique le rapport. "Ce qui a été manipulateur, c'est la manière dont ils ont été contextualisés, interprétés et diffusés 24h / 24 sur la télévision par câble."

Aujourd'hui, les deepfakes ont poussé la manipulation encore plus loin en permettant aux gens de manipuler des vidéos et des images avec l'apprentissage automatique, avec des résultats presque impossibles à détecter avec l'œil humain. Maintenant, le rapport dit: "Quiconque a un profil public de médias sociaux est un jeu équitable à truquer." Une fois que les contrefaçons existent, elles peuvent devenir virales sur les réseaux sociaux en quelques secondes.

Pour lutter contre ce problème, Facebook a récemment annoncé la publication d'un ensemble de données qui permettra aux utilisateurs de tester de nouveaux modèles visant à détecter les deepfakes. Des startups comme TruePic, qui utilisent l'IA et la technologie blockchain pour détecter les photos manipulées, ont également pris de l'ampleur. Plus récemment, la Defense Defense Advanced Research Agency (DARPA) des États-Unis a investi dans Medifor, qui examine les différences de pixels vidéo pour déterminer quand quelque chose a été manipulé. Mais presque toutes ces solutions visent à lutter contre la manipulation au moment de la capture (c'est-à-dire lorsqu'une photo ou une vidéo est prise) ou au niveau de la détection (pour faciliter la distinction entre le contenu préparé et non testé).

Les experts juridiques considèrent cette approche comme positive, soulignant que les contrefaçons ne peuvent être résolues uniquement par le biais des tribunaux. David Greene, directeur des libertés civiles à l'Electronic Frontier Foundation, affirme que les fausses vidéos peuvent également avoir des applications importantes dans les commentaires politiques, la parodie et l'anonymisation des personnes ayant besoin d'une protection d'identité.

"S'il existe une loi sur les deepfakes, la liberté d'expression doit être prise en compte", a-t-il ajouté, notant que si les gens utilisent des deepfakes pour faire quelque chose d'illégal, comme le chantage ou l'extorsion, ils peuvent être poursuivis en vertu de législation existante.

Mais Paris est préoccupé par les filtres de contenu basés sur l'IA et d'autres solutions technologiques peuvent vraiment causer des dommages. "Ils améliorent les choses pour certains, mais pour d'autres", dit-elle. "La conception de nouveaux modèles techniques ouvre aux entreprises la possibilité de capturer toutes sortes d'images et de créer un référentiel de la vie en ligne."

Bobby Chesney, co-auteur de l'article “ Deep Fakes: A Looming Challenge for Privacy, Democracy, and National Security '', ne considère pas la collecte de données comme un problème. "Je vois l'intérêt que les entités privées, si elles ne sont pas réglementées, aient accès à plus d'informations", a-t-il déclaré. "Mais l'idée que c'est intrinsèquement mauvais ne me semble pas convaincante."

Chesney et Paris conviennent qu'une sorte de solution technique est nécessaire et qu'elle doit travailler aux côtés du système juridique pour poursuivre les mauvais acteurs et arrêter la prolifération des fausses vidéos. "Nous devons parler d'atténuation et de limitation des dommages, pas pour résoudre ce problème", a ajouté Chesney. Les Deepfakes ne disparaîtront pas.

COMMENT LES MOTEURS DE RECHERCHE LUTTENT CONTRE UN BLACK HAT SEO ? Les Black Hats SEO sont à l’origine d’un appauvrissement de l’internet. Ils vont manipuler les résultats des robots de recherche : les plus admirables plateformes web internet ou bien websites plus pertinents ne sont plus dans premières positions. Cela est un impact négatif sur l’expérience utilisateur. Les moteurs de recherche luttent près les Black Hats SEO : grâce à des algorithmes comme Google Penguin et Google Panda. Ils sont de plus en plus malins et de plus en plus regardants. Le but de l’équipe dédiée de Google, Google Search Quality Team, est de lutter contre le spamming et les autres secret de Black Hat SEO. Les algorithmes sont corrigés : plus performants, ils contrôlent plus de critères qu’avant.

[2020] Croissance étonnante: rapport complet exclusif et rentable exclusif pour les marchés de dropshipping Grands géants (AliDropship, Doba Inc) – Dropshipping comment ça marche

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Un rapport de prévision contemporain intitulé & # 39;Rapport d'étude de marché mondial Dropshipping (prévisions 2020-2029)»Fournit une analyse complète du marché mondial qui souligne l'ambulation du marché, les caractéristiques de probabilité et les caractéristiques des produits, ainsi que les développements technologiques affectant le développement mondial du marché du dropshipping. Pour commencer, le marché constitue la base des marchés: définitions, catégorisations et dégradation du marché, données sur les produits, procédures de production, structures de coûts et matières premières. Le Industrie du dropshipping Le rapport examine la taille du marché et les prévisions par produit, zone et demande et l'état du marché entre les commerçants et le portrait de l'entreprise, en dehors de l'analyse des prix du marché et de la chaîne de valeur.

Principaux prétendants au rapport sur le marché du dropshipping
AliDropship, Doba Inc., SaleHoo Group Limited, Oberlo

Marché Dropshipping 2020

(Notre exemple de copie du rapport comprend: rapport de recherche sur les perspectives, acteurs clés, valeur de croissance, segments, etc.)

Méthodologies utilisées pour évaluer le marché du Dropshipping:

Les analystes et experts en recherche ont utilisé d'excellents outils d'étude de marché tels que l'analyse SWOT, l'analyse PESTLE, l'analyse de la chaîne de valeur, l'analyse Five Forces de Porter et l'analyse de recherche primaire et secondaire pour définir, décrire et évaluer le paysage concurrentiel du marché du dropshipping.

Veuillez demander / parler à un expert pour des informations plus détaillées sur le rapport de dropshipping: https://marketresearch.biz/report/dropshipping-market/#inquiry

Revenus et estimation des ventes – Les ventes historiques et le volume des ventes sont présentés et les informations avancées sont triangulées avec des approches descendantes et ascendantes pour prédire la taille complète du marché et estimer les principales régions géométriques couvertes dans Dropshipping rapport, ainsi que les types classifiés et largement reconnus et l'industrie d'utilisation finale. De plus, des facteurs macroéconomiques et des politiques réglementaires sont identifiés dans les progrès et l'analyse prédictive de l'industrie du dropshipping.

Analyse industrielle – Le rapport de l'industrie du dropshipping est en cours d'analyse en ce qui concerne les différents types de produits et applications. Le marché du Dropshipping propose un chapitre mettant en évidence l'analyse du processus de fabrication validée grâce aux informations primaires collectées auprès des experts de l'industrie et des principaux responsables des entreprises profilées.

Concours – Les principaux acteurs ont été interrogés en fonction de leur profil d'entreprise, du prix du produit / service, des ventes, du portefeuille de produits, de la capacité et du coût / bénéfice.

Offre et demande et efficacité – Le rapport de dropshipping fournit également la distribution, la production, la consommation et EXIM ** (exportation et importation). ** le cas échéant

Données de marché pour le dropshipping, ventilées par produit et par régions et pays, présentées ci-dessous:

Segmentation du marché mondial par produit:
Jouets, passe-temps et bricolage (bricolage)
Meubles et électroménagers
Nourriture et soins personnels
Electronique et médias
La mode

Marché Dropshipping 2020

En outre, la demande accrue de facteurs influençant la croissance du marché est également l'un des aspects les plus importants susceptibles d'être traités en profondeur dans le rapport Dropshipping. Une étude de marché détermine l'augmentation des changements et les aspects susceptibles d'affecter la croissance du marché mondial du Dropshipping. En outre, la demande accrue de technologies est également l'un des facteurs susceptibles de stimuler la croissance de l'industrie des études de marché.

L'étude de marché de Dropshipping répond aux questions suivantes:

– Pourquoi l'utilisation finale reste-t-elle le principal consommateur de dropshipping dans la région?

– Quel segment le consommateur préfère-t-il?

– À quoi ressemble le marché mondial du Dropshipping à la fin de la période de prévision?

– Quelles technologies innovantes les joueurs de Dropshipping utilisent-ils pour prendre l'avantage sur leurs rivaux?

– Quelles sont les restrictions affectant la croissance du marché mondial du Dropshipping?

Table des matières:

1 Présentation du rapport

1.1 Zone d'étude

1.2 Principaux segments de marché

1.3 Joueurs couverts

1.4 Analyse de marché par type

1.5 Marché sur demande

1.6 Objectifs de l'étude

1,7 ans considérés

2 Tendances de croissance mondiale

2.1 dropshipping de taille du marché

2.2 Tendances de croissance dropshipping par région

2.3 Tendances de l'industrie

3 Part de marché des principaux acteurs

3.1 Taille du marché du dropshipping par les fabricants

3.2 Siège de Leaders de Dropshipping et zone desservie

3.3 Acteurs principaux Dropshipping Produit / solution / service

3.4 Date d'entrée sur le marché du Dropshipping

3.5 Fusions et acquisitions, plans d'expansion

4 Données de répartition par produit

4.1 Ventes dropshipping dans le monde par produit

4.2 Recettes mondiales de dropshipping par produit

4.3 Prix de livraison directe par produit

5 Données de répartition par utilisateur final

5.1 Présentation

5.2 Données globales de répartition du dropshipping par utilisateur final

Continuez pour TOC ………

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Merci beaucoup d'avoir lu! Vous pouvez également demander des informations personnalisées, telles que chapitre par chapitre ou des recherches régionales spécifiques, selon votre intérêt.

Lancez votre boutique en rempli simplicité Démarrez votre entreprise de dropshipping avec des coûts minimes. En utilisant un fournisseur de dropshipping, vous économisez de l’espace convenance et vous avez pas à payer les articles tant que vous ne les avez pas vendus.

Un nouveau rapport de l'ARM montre que les spécialistes du marketing réinvestissent dans leurs marques – formations Blackhat SEO

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Le retour à la marque est le thème principal de la Chapitre Économie de Toolkit 2020 de WARC Marketer, un rapport annuel évaluant les influences sur les stratégies marketing pour l'année à venir.

Une enquête auprès des responsables marketing réalisée dans le cadre du Boîte à outils marketing 2020 ont découvert que la réflexion à court terme est la question sectorielle la plus importante. 70% des répondants ont convenu que les marques ont trop investi dans le marketing de performance. De plus, 40% prévoient plus d'investissements de marque en 2020, contre 32% qui voient des budgets de performance plus élevés.

David Tiltman, vice-président du contenu chez WARC, a déclaré: "La création de marque est de retour et devient une grande tendance pour 2020. Après des années de concentration sur le travail de performance numérique possible, un nombre croissant de marques révisent leur approche de la création de marque à long terme au milieu des affirmations selon lesquelles l'industrie s'est trop focalisé sur le court terme. "

"Bien que nous ayons trouvé des preuves suffisantes que ce sera l'année où les spécialistes du marketing réinvestiront dans leurs marques, nous avons également identifié des obstacles importants, y compris la culture interne, les compétences en marketing et le besoin de meilleures mesures de marque", a ajouté Tiltman.

Le chapitre Économie de la trousse à outils 2020 de WARC Marketer considérer les problèmes suivants:

Les spécialistes du marketing priorisent & # 39; à long terme & # 39; construction de marque dans une crise de pensée à court terme

Selon l'étude, les efforts de chercheurs comme Les Binet et Peter Field pour réorienter les marques sur le long terme portent leurs fruits. Binet & Field a affirmé que la répartition des investissements 60/40 entre l'activation de la marque et l'activation des ventes est la "règle d'or". était.

L'étude indique que de nombreux directeurs marketing reconnaissent qu'ils sont loin de ces chiffres et reconnaissent de plus en plus qu'ils ont trop investi dans des tactiques de marketing à court terme (ou “ marketing de performance '') au détriment de leurs marques.

Dans le même temps, de nouvelles recherches soulignent la crise qui provoque le court-termisme. Field a débuté de nouvelles recherches (avec l'Institut des praticiens de la publicité) lors d'une session de l'ARM sur Cannes lions l'année dernière, faisant valoir que la réflexion à court terme avait sapé le lien entre créativité et efficacité.

Orlando Wood, directeur de l'innovation du groupe System1, déclare: "Il existe cinq façons pratiques pour les annonceurs de rendre leur travail plus efficace:

  1. Divertissez-vous pour un gain commercial,
  2. Pensez à des drames, pas à une conférence,
  3. Jouez avec la culture, ne la reflétez pas,
  4. Les gens sont des personnages, pas des "accessoires", et
  5. La richesse locale bat la folie mondiale. "

Les marques axées sur le numérique visent avant tout à développer leur marque pour développer leur activité

Selon l'étude, beaucoup a été dit sur la nécessité pour les opérateurs historiques d'apprendre de la nouvelle vague de «numérique d'abord» – ou « les entreprises de vente directe aux consommateurs perturbent leurs catégories.

Mais les marques axées sur le numérique, au-delà de leur audience d'adoption précoce, découvrent maintenant que les mêmes règles de croissance durable à long terme s'appliquent à elles comme aux modèles commerciaux traditionnels. Aux États-Unis, le Video Advertising Bureau a noté une augmentation de 60% des dépenses télévisées des marques directes aux consommateurs.

Au Royaume-Uni, le marché du commerce électronique eBay – qui avait consacré 90% de son budget au marketing de la performance pendant plus d'une décennie – avait fait passer l'investissement de la marque de 10% à 35% en quatre ans et avait vu une amélioration "spectaculaire" de la considération de la marque et la croissance du trafic organique.

Il y a une tension entre ce que disent les marques et où elles vont dépenser

Alors que les répondants sont préoccupés par l'impact des stratégies à court terme sur leurs marques, l'étude montre l'écart entre l'intention et l'action. L'argent continue d'affluer dans les canaux marketing les mieux adaptés au marketing de performance ou à l'impact à court terme.

Il existe des perspectives positives pour la recherche et l'affichage en ligne dans le sondage, tandis que le & # 39; classique & # 39; les chaînes de création de marque, telles que la télévision et les activités en plein air, semblent plus négatives. Les marques semblent voir la vidéo en ligne comme la clé du développement de la marque d'ici 2020, avec plus de 80% s'attendant à dépenser plus sur cette chaîne.

Gill Zhou, vice-président du marketing, des communications et de la citoyenneté chez IBM Chine, a déclaré: "Souvent, le département marketing est considéré comme une dépense, donc les directeurs marketing économisent de l'argent pour augmenter la production, mais ce n'est pas suffisant."

La culture, les compétences et les normes sont des obstacles à la création d'une marque

Les répondants au sondage ont identifié la culture d'entreprise générale de la pensée à court terme et des pressions budgétaires comme étant des défis majeurs pour la création d'une marque. Un autre problème est la perte de confiance des spécialistes du marketing modernes dans leur capacité à construire des marques.

Une IPA / Financial Times Une étude publiée à la mi-2019 a révélé que près d'un responsable marketing sur trois a évalué leur capacité à créer des marques de moyenne à faible.

Les répondants soulignent également des statistiques. En particulier, la nécessité pour eux d'avoir de meilleurs signaux que le travail axé sur la marque a un impact. Les statistiques doivent également être présentées dans un langage commercial que les autres membres de la suite C peuvent comprendre.

Cinquante pour cent des personnes interrogées ont déclaré que l'expérience client (CX) continuera d'être une priorité pour les marques en 2020, mais 71% disent que c'est plus difficile à mesurer que la publicité. Simon Cook, directeur général de Cannes lions, déclare: "Faire preuve de créativité tout en préservant la cohérence de la marque est essentiel pour libérer les avantages de la construction de la marque, de la création de liens émotionnels à la création de valeur de marque et à l'impact sur les ventes à long terme."

Tester et apprendre peut être la clé pour les entreprises qui cherchent à réinvestir dans la marque. L'étude montre que les spécialistes du marketing devraient prendre note d'une expérience du géant australien de l'assurance IAG. Pour tester le dossier d'investissement de marque à long terme, elle consacrera 80% de son budget au cours des deux prochaines années à des activités de création de marque dans une partie ciblée de l'Australie.

Toolkit 2020 de WARC & Marketer est un guide définitif, factuel et pratique que les spécialistes du marketing doivent planifier pour 2020. L'enquête comprend les résultats de près de 800 clients et agences praticiens dans le monde.

En outre, l'enquête est combinée avec des informations tirées d'une série d'entretiens avec des responsables du marketing, étayés par des preuves tirées de données de l'ARM, d'études de cas et d'opinions d'experts.

L'étude couvre cinq moteurs de changement: la société, la technologie, l'économie, l'industrie et la politique, qui sont examinés en profondeur. L'ARM a travaillé avec la sœur Ascential Cannes lions. Le rapport peut être téléchargé ici.

L'ARM a également mené une entrevue avec Les Binet, chef de groupe de l'efficacité à adamandeveDDB et chercheur de premier plan sur l'efficacité du marketing. L'entrevue se concentre sur les aspects pratiques de la création de marque à long terme, comment convaincre le directeur financier et les moyens intelligents de mesurer l'impact marketing en 2020. L'interview peut être lue ici.

Pour plus d'informations, visitez www.warc.com. Vous pouvez également suivre WARC sur Facebook, Twitter ou sur Instagram.

Rapport WARC 2020 Investissement de marque 2020 Rapports marketing 2020 Rapport de marketing de l'ARM 2020 Rapport d'investissement marque 2020 Rapports marketing africains 2020



La tentation de céder aux sirènes du Black Hat SEO est rarement grande pour des cybermarchands et des référenceurs qui poursuivent des buts ambitieux. Si les bénéfices peuvent être en or rendez-vous – tout au un soulagement de la manière ponctuelle – adopter ce type de stratégie n’est pas dépourvu risque. Découvrez ce concept, ses méthodes, ses avantages mais aussi péril qu’il implique.

Rapport informatif sur Dropshipping Market 2020: analyse – Dropshipping tutoriel

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Marché de dropshipping

Marché de dropshipping

Ce rapport fournit une étude approfondie du «marché du dropshipping» à l'aide d'une analyse SWOT, c'est-à-dire la force, la faiblesse, les opportunités et les menaces pour l'organisation. Le rapport Dropshipping Market fournit également un aperçu détaillé des principaux acteurs de l'organisation du marché.

Aperçu du marché mondial du dropshipping:

BusinessIndustryReports a distribué un nouveau rapport sur 96 pages, un aperçu du rapport Global Dropshipping Market Report 2020. Le marché mondial Dropshipping devrait croître de 2020 à 2024 avec un taux de croissance sain, selon une nouvelle enquête. L'étude se concentre sur les tendances du marché, les principaux acteurs, les tendances de la chaîne d'approvisionnement, les innovations technologiques, les développements importants et les stratégies futures.

Exemplaire exclusif disponible de ce rapport @ https://www.businessindustryreports.com/sample-request/248958

Le marché devrait croître de manière significative en raison d'une préférence croissante pour les achats en ligne, combinée à la tendance croissante du commerce électronique transfrontalier. Par conséquent, l'augmentation de la demande de services de dropshipping est principalement influencée par la croissance de l'industrie du commerce électronique. Le dropshipping implique la vente de produits dans des magasins en ligne où les détaillants ne détiennent pas de stock de marchandises.

Basé sur le type de produit, ce rapport montre la production, les ventes, le prix, la part de marché et le taux de croissance de chaque type, principalement ventilés en

1 Jouets, passe-temps et bricolage

2 Meubles et appareils électroménagers

3 Alimentation et soins personnels

4 Électronique et médias

5 Mode

Ce rapport est basé sur les utilisateurs / applications finaux et se concentre sur le statut et les perspectives des applications / utilisateurs finaux clés, la consommation (ventes), la part de marché et le taux de croissance de chaque application, y compris

1 Grandes entreprises

2 PME

Le marché devrait croître de manière significative en raison d'une préférence croissante pour les achats en ligne, combinée à la tendance croissante du commerce électronique transfrontalier. Par conséquent, l'augmentation de la demande de services de dropshipping est principalement influencée par la croissance de l'industrie du commerce électronique. Le dropshipping implique la vente de produits dans des magasins en ligne où les détaillants ne détiennent pas de stock de marchandises.

L'Asie-Pacifique était un marché important pour les dropshippings en 2016. Parmi les pays d'Asie-Pacifique, la demande était substantiellement élevée dans les pays en développement comme la Chine et l'Inde. Ces pays ont connu une croissance démographique rapide, ainsi que l'expansion de leur économie globale, ce qui a entraîné une augmentation du revenu disponible. L'augmentation des dépenses pour l'intérieur des maisons alimente le marché de la livraison directe en Asie-Pacifique.

Il existe plusieurs fabricants de drop shipping en Europe et en Amérique du Nord. En Amérique du Nord, la demande de Dropshippings est principalement tirée par le secteur résidentiel. L'amélioration du niveau de vie et l'utilisation accrue des dropshippings au sol devraient stimuler le marché en Amérique du Nord.

En Europe, la demande de dropshipping devrait provenir principalement du secteur commercial. Les dropshippings sont largement utilisés pour les sols dans les complexes commerciaux, ce qui est estimé être un facteur clé susceptible de stimuler l'expansion constante du marché des dropshipping dans la région.

Certains des principaux acteurs opérant sur le marché mondial du dropshipping sont AliDropship, SaleHoo Group Limited, Doba, Inc, Shopify Inc, Dropified. Orderhive, Aveeto, Cymbio, Doba, DropShip

Dernières mises à jour de l'industrie:

Dropified: – qui vous permet d'importer et de gérer facilement des produits dropshipped dans votre plate-forme de commerce électronique préférée (comme WooCommerce, Shopify et autres), puis d'expédier les produits que vous avez vendus directement à vos clients où qu'ils vivent sur cette planète – en quelques clics … sans jamais toucher physiquement le produit.

Vous pouvez également facilement importer et vendre des produits provenant de dizaines de grands fournisseurs soigneusement sélectionnés. Oh et pour certaines des principales plateformes de fournisseurs comme Ebay et AliExpress (AliBaba Group), vous avez même une automatisation complète. Selon l'endroit où vous en êtes dans votre parcours de commerce électronique, il existe d'excellents cours qui peuvent vous transformer d'un débutant complet à un utilisateur très avancé. OU si vous êtes déjà avancé, vous pouvez apprendre des tactiques ou des stratégies incroyables qui peuvent vous aider à atteindre vos objectifs pour cette année civile (et au-delà).

Achetez Dropshipping Market Analysis & Forecast 2020-2024 Report with full TOC @ https://www.businessindustryreports.com/buy-now/248958/single

Le rapport est une compilation d'informations de première main, d'évaluations qualitatives et quantitatives par des analystes du secteur, des contributions d'experts du secteur et de participants de toute la chaîne de valeur. Le rapport fournit une analyse approfondie des tendances du marché parent, des indicateurs macroéconomiques et des facteurs affectant le marché, ainsi que de l'attractivité du marché par segment. Le rapport cartographie également l'impact qualitatif de différents facteurs du marché sur les segments de marché et les régions.

Segment de région: ce rapport est divisé en plusieurs régions clés, avec des ventes, des revenus, des parts de marché (%) et un taux de croissance (%) HD Map dans ces régions, de 2013 à 2024 (prévisions), couvrant à: Amérique du Nord, Europe, Asie-Pacifique, Moyen-Orient et Afrique et Amérique du Sud

Obtenez une remise attrayante @ https://www.businessindustryreports.com/check-discount/248958

Table des matières:

Section 1 Définition du produit du dropshipping

Section 2 Part de marché mondial des fabricants de dropshipping et aperçu du marché

2.1 Expéditions mondiales de dropshipping des fabricants

2.2 Revenus commerciaux mondiaux provenant du dropshipping des fabricants

2.3 Aperçu du marché mondial du dropshipping

Section 3 Introduction du fabricant Dropshipping Business

3.1 Introduction à AliDropship Dropshipping

3.1.1 AliDropship Expéditions Dropshipping, prix, ventes et bénéfice brut 2014-2019

3.1.2 Répartition des activités Dropshipping d'AliDropship par région

3.1.3 Dossier d'entrevue AliDropship

3.1.4 Profil de l'entreprise Dropshipping AliDropship

3.1.5 Spécifications du produit AliDropship Dropshipping

3.2 SaleHoo Group Limited Introduction des activités de dropshipping

3.2.1 SaleHoo Group Limited Expéditions Dropshipping, prix, chiffre d'affaires et bénéfice brut 2014-2019

3.2.2 Distribution des ventes de Dropshipping par SaleHoo Group Limited par région

3.2.3 Rapport d'entretien

3.2.4 Présentation de SaleHoo Group Limited Dropshipping Company

3.2.5 Spécifications du produit SaleHoo Group Limited pour le dropshipping

TOC plus loin ………………………..

À propos de nous

BusinessindustryReports.com est une base de données numérique avec des rapports de marché complets pour les industries mondiales. En tant que société d'études de marché, nous sommes fiers de fournir à nos clients des informations et des données qui ont le pouvoir de faire une réelle différence pour leur entreprise. Notre mission est unique et bien définie – nous voulons aider nos clients à visualiser leur environnement commercial afin qu'ils puissent prendre des décisions éclairées, stratégiques et donc réussies.

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Cette version est publiée sur openPR.

Vous souhaitez vous lancer a l’intérieur du dropshipping pour gagner de l’argent, travailler de n’importe où, avoir votre régulier entreprise et devenir un e-commerçant ? Ce usine sur la toile est de plus en plus populaire et vous rapporter de gros bénéfices ! Que vous soyez un particulier ou une entreprise, vous pouvez ouvrir une vitrine sur le web de dropshipping facilement et rapidement. Pour en savoir plus sur ce business modèle et cette tendance, nous-mêmes vais vous expliquer plus en renseignements ce qu’est le dropshipping, vous démontrer pourquoi c’est une bonne idée d’être dropshippeur et vous aider à trouver ce que produit vendre.

Deutsche Bank: rapport non financier 2019 – meilleurs Copytrading

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20-03-2020 | 3:13 EDT

Banque allemande

Rapport extra-financier 2019

3 Lettre du président du conseil d'administration

  1. Présentation
  2. À propos de la Deutsche Bank
  3. À propos de ce rapport
  4. Implication des parties prenantes
  5. Notes et indices de durabilité
  6. Combiné séparémentrapport non financier
  7. Base légale
  1. Culture et intégrité
  1. Client liéimporte
  2. Responsabilité du produit
  1. Satisfaction client
  1. Financement durable
  1. Questions d'organisation
  2. Anti-financiercrime
  1. Protection des données
  2. Sécurité de l'information
  1. Ordre public et réglementation
  1. Liés aux employésimporte
  2. Emploi et employabilité
  1. Chiffres clés des collaborateurs
  2. Transformation numérique
  3. Numérisation et innovation
  1. Supplément GRI
  2. Approche de la durabilité
  1. Risque de réputation
  1. Droits de l'homme
  1. Risque climatique
  1. Accès et enregistrement
  2. Taxe
  3. À la maisonécologie
  1. Responsabilité sociale des entreprises
  1. Art, culture et sports
  1. Appendice
  2. Rapports du comptable indépendant
  1. GRI et UN Global Compact
  1. Abréviations
  1. Colophon / publications

Lettre du président du conseil d'administration

Chers lecteurs,

La durabilité obtient enfin le statut qu'elle mérite dans la vie économique. Nous en faisons l'expérience dans nos contacts quotidiens avec nos clients et nous le ressentons dans notre dialogue avec nos investisseurs: une banque comme la nôtre devrait connaître un succès commercial, mais cela ne suffit pas. Nos parties prenantes – ainsi que le grand public – prêtent de plus en plus attention aux objectifs non financiers – et à juste titre. La bonne gouvernance et notre responsabilité envers l'environnement et la société dans son ensemble sont essentielles au succès d'une banque mondiale. Nous ne voyons aucune contradiction entre durabilité et rentabilité. La poursuite du succès commercial n'est possible que si nous faisons des affaires de manière responsable. Ce n'est qu'à cette condition que nous garantirons l'acceptation nécessaire des sociétés dans lesquelles nous opérons. C'est pourquoi nous sommes attachés aux dix principes du Pacte mondial des Nations Unies depuis de nombreuses années. En septembre, nous avons également rejoint les Principes des Nations Unies pour une banque responsable.

Ce rapport extra-financier est un élément important de notre évaluation de notre performance en 2019. Il fournit des informations supplémentaires, précieuses et surtout comparables pour le dialogue et les discussions sur les questions sociales, couvrant un éventail de sujets encore plus large que les années précédentes. Étant donné que la communication transparente sur les questions non financières gagne rapidement en importance, nous nous félicitons que les exigences en matière de communication d'informations pour les entreprises dans leur ensemble deviennent plus strictes.

2019 a été marquée par notre décision de faire la transformation la plus fondamentale de notre banque depuis 20 ans. Nous nous concentrons rigoureusement sur nos forces, restructurons nos activités et fixons des objectifs financiers ambitieux pour la période allant jusqu'en 2022.

Nous avons très bien entamé cette transformation, comme nous le décrivons dans notre rapport annuel, mais notre transformation ne concerne pas uniquement les objectifs de revenus, de coûts et de bénéfices. C'est aussi une façon fondamentalement nouvelle de travailler. Nous nous sommes donc fixés quatre objectifs non financiers: nous voulons que nos clients soient toujours au centre de nos activités; nous voulons développer une nouvelle forme de leadership et devenir plus entrepreneuriaux; nous voulons mieux utiliser les nouvelles technologies et viser des opérations commerciales plus durables dans toute notre entreprise. Je suis convaincu que des progrès décisifs dans ces domaines sont le seul moyen d'obtenir un succès financier à long terme.

Si nous voulons travailler différemment qu'auparavant, nous devons nous concentrer sur nos employés. Ce n'est qu'en offrant des opportunités attractives et intéressantes que nous pourrons continuer à gagner la bataille pour recruter et retenir les personnes les plus talentueuses. Bien que la réduction de nos effectifs soit une partie déplorable mais inévitable de notre transformation, nous exécutons ce processus de manière responsable. Dans le même temps, nous investissons dans nos collaborateurs à travers le monde, y compris dans leur formation et leur développement professionnel continu.

Nous traduisons notre soutien à la diversité en action. Nous nous engageons à placer davantage de femmes à des postes de direction. Bien que la proportion de femmes occupant des postes de direction ait augmenté chaque année depuis 2010 et qu'il existe de nombreux programmes de soutien, nous ne sommes pas satisfaits de nos progrès dans ce domaine.

Avec notre engagement envers l'égalité et l'inclusion des lesbiennes, gays, bisexuels, transgenres, gays et intersexués (LGBTQI), nous croyons que nous sommes de fervents défenseurs d'une plus grande ouverture. Notre rapport sur les ressources humaines fournit plus de détails sur la diversité à la Deutsche Bank.

Nous continuons également à investir dans le renforcement de notre environnement de contrôle, notamment dans le domaine de la criminalité anti-financière. Nous avons déjà fait des progrès importants et nous continuerons résolument sur cette voie. En 2019, nous avons dépensé environ 600 millions d'euros pour protéger la Deutsche Bank contre les risques non financiers, soit trois fois plus qu'en 2013. Nous commençons à voir les avantages de combiner avec succès nos fonctions de lutte contre la criminalité financière, la conformité et les risques sous une même direction équipe que nous avons annoncée en juillet – par exemple, grâce à une meilleure automatisation des effectifs et à des cadres de risques plus standardisés.

Nous progressons également dans nos initiatives de numérisation. Pour nous assurer de mettre en œuvre la technologie et les solutions numériques de manière beaucoup plus étendue au sein de la banque, nous avons créé une fonction technologie, données et innovation représentée au sein du conseil d'administration. Avec notre nouvelle stratégie technologique, nous changeons fondamentalement la façon dont nous développons des solutions technologiques: nous réunissons les entreprises et les experts technologiques en équipes flexibles. Nous ne dépendons plus autant de prestataires externes, mais nous encourageons les recrutements internes pour nous assurer d'avoir notre expertise en interne. Nous continuons de simplifier et de rendre nos processus plus flexibles en modernisant notre infrastructure informatique et en privilégiant les solutions cloud lorsque cela est possible et significatif. Nous ne faisons aucun compromis sur les données ou la sécurité informatique.

Nos efforts des dernières années portent leurs fruits: nous regagnons la confiance de nos principaux intervenants externes, à savoir nos clients, les régulateurs, les investisseurs et les médias.

Les résultats de l'enquête interne sur les personnes de cette année ont également montré une amélioration du sentiment interne. Nos employés se sentent plus impliqués et valorisent leur environnement de travail de manière plus positive, tandis que trois sur quatre soutiennent notre nouvelle stratégie.

Un autre sujet qui est absolument central pour instaurer la confiance dans notre banque est la durabilité. Nous voulons toujours prendre en compte l'impact environnemental et social de nos actions. Il ne s'agit pas seulement de protection de l'environnement et du climat mondial, bien qu'ils soient bien sûr inclus. Notre stratégie de développement durable façonne de plus en plus nos processus – que ce soit la gestion des risques, nos propres processus de refinancement ou simplement pour fournir les bonnes incitations à nos unités commerciales.

Que signifie concrètement la durabilité pour la Deutsche Bank?

La durabilité a quatre dimensions que nous promouvons par le biais de notre Conseil de durabilité que je préside: nous réduisons l'empreinte carbone de nos propres activités commerciales; nous élargissons notre politique d'entreprise afin que les questions de développement durable reçoivent plus d'attention; et nous voulons être un leader d'opinion dans la politique et la société. Et plus important encore, nous aidons nos clients à opérer leur propre transformation vers des modèles commerciaux plus durables – qu'il s'agisse d'entreprises ou d'investisseurs. Cette société financière durable est exactement là où notre objectif est actuellement formé.

Nous considérons que la Deutsche Bank est stratégiquement bien positionnée. Notre portefeuille de prêts d'environ 430 milliards d'euros en est un élément important. Dans les années à venir, nous augmenterons la part que nous réservons à la finance durable et l'utiliserons pour structurer les obligations vertes et autres produits d'investissement. En 2019, nous avons participé à l'émission et au placement d'obligations ESG (Environnement, Social et Gouvernance) pour des clients d'une valeur de plus de 22 milliards d'euros, deux fois et demie de plus qu'en 2018. Et cette année, nous prévoyons de lancer notre première obligation verte de la Deutsche Bank et annoncent des objectifs de développement durable spécifiques.

Dans toutes ces activités, nous nous engageons à fournir des détails très précis et clairs. Nous sommes convaincus qu'avec une stratégie de développement durable bien préparée et réalisable, nous pouvons apporter la contribution la plus efficace à la transformation nécessaire de notre banque et de l'économie.

Traditionnellement, nos activités de responsabilité sociale d'entreprise ont eu un fort impact positif. Nous sommes fiers d'annoncer qu'environ 1,6 million de personnes ont bénéficié de nos initiatives en 2019. Et l'année dernière, près de 19 000 collègues dans le monde ont participé à nos projets sociaux, en tant que mentors pour les jeunes ou conseillers pour les entreprises sociales. Au cours de l'année qui marque notre 150e anniversaire, nous demandons aux employés de se porter volontaires pour au moins 150 minutes de leur temps de travail – idéalement plus longtemps – pour une initiative sociale spécifique.

Nous avons bien démarré cette année anniversaire et nous avons une idée claire de notre direction. Notre mission est d'être une banque à laquelle nos clients et investisseurs peuvent faire confiance, une banque sur laquelle s'appuyer. Et nous voulons être une banque où nos employés sont fiers et enthousiastes de travailler.

Sincères salutations,

Couture chrétienne

Réalisateur

  1. À propos de la Deutsche Bank
  2. À propos de ce rapport
  3. Implication des parties prenantes
  4. Notes et indices de durabilité

Banque allemande

Rapport non financier séparé combiné

Rapport extra-financier 2019

À propos de la Deutsche Bank

À propos de la Deutsche Bank

Fondée en 1870, la Deutsche Bank est la première banque allemande, avec une position forte en Europe et une présence significative dans les Amériques et en Asie-Pacifique. Depuis 150 ans, la Deutsche Bank relie les mondes pour aider les particuliers et les entreprises à se rendre où ils veulent.

Notre objectif

Ce qui a inspiré les fondateurs de cette banque nous anime toujours: nous sommes là pour favoriser la croissance économique et le progrès social en générant un impact positif pour nos clients, nos collaborateurs, nos investisseurs et nos communautés.

Nos valeurs

Nous attendons de tous nos employés qu'ils appliquent nos valeurs d'entreprise: intégrité, performance durable, orientation client, innovation, discipline et partenariat. Notre code de conduite reflète ce que notre banque représente et ce que nous voulons que notre culture globale soit. Nous voulons créer un environnement ouvert et diversifié, où l'opinion du personnel et le «parler» sont valorisés et le succès de nos employés et de la banque est basé sur le respect, la coopération et le travail d'équipe.

Notre métier

La Deutsche Bank propose des services et des produits de banque commerciale et d'investissement, de banque de détail, de banque de transactions et de gestion d'actifs et de patrimoine aux entreprises, aux gouvernements, aux investisseurs institutionnels, aux petites et moyennes entreprises et aux particuliers.

Notre stratégie

En juillet 2019, Deutsche Bank a annoncé une transformation fondamentale et une restructuration en profondeur de ses activités. La banque se compose désormais de quatre sociétés solides et axées sur le client. Outre notre banque d'investissement, notre banque privée (y compris la gestion de patrimoine) et notre gestion d'actifs, nous avons créé une quatrième division, la Corporate Bank, qui comprend l'ancienne banque de transactions et les activités de banque commerciale en Allemagne. Dans le cadre du processus de restructuration, nous nous retirons des entreprises dans des domaines où nous n'avons pas de position de leader et allouons du capital à des entreprises avec des bénéfices et une croissance plus élevés. À cette fin, nous avons réorganisé les actifs des sociétés non stratégiques en une unité distincte, la Capital Release Unit. Nous ne ferons référence à cette unité que s'il existe un lien direct vers le sujet approprié dans ce rapport.

Les changements affectent non seulement notre modèle commercial; nous nous efforcerons également de changer la façon dont nos employés travaillent. Notre objectif déclaré est de transformer la Deutsche Bank en une organisation inspirée par nos clients et constamment conçue par nos employés. Nous nous concentrons donc sur quatre leviers qui nous aident à réaliser nos ambitions: l'orientation client, l'esprit d'entreprise, la technologie et la durabilité.

6

Banque allemande

Rapport non financier séparé combiné

Rapport extra-financier 2019

À propos de ce rapport

À propos de ce rapport

GRI 102-49 / 52

Ce rapport non financier 2019, couvrant les développements du 1er janvier 2019 au 31 décembre 2019, communique les approches de gestion à l'échelle du groupe de la Deutsche Bank à un ensemble particulier de sujets non financiers, les activités clés et les progrès réalisés en 2019, ainsi que décrit notre gouvernance, nos politiques et les structures.

Le contenu du rapport est conforme à l'article 315c, paragraphe 1, du droit commercial allemand (Handelsgesetzbuch, HGB) en liaison avec le § 289c (2) HGB et est conforme à la Global Reporting Initiative (GRI). À cet égard, ce rapport a été préparé conformément aux normes GRI de développement durable: option principale. Il sert également de communication sur les progrès du Pacte mondial des Nations Unies (voir index GRI et Pacte mondial des Nations Unies). Toutes les informations contenues dans ce rapport sont soumises à une assurance indépendante (voir «Rapports de l'auditeur indépendant»). Les références à des informations extérieures au rapport de gestion du groupe Deutsche Bank ne font pas partie du rapport non financier et de l'assurance indépendante.

Bien que nous ayons fusionné les entités juridiques Deutsche Postbank AG (Postbank) et Deutsche Bank Privat- und Geschäftskunden AG dans DB Privat- und Firmenkundenbank AG au cours de l'exercice de référence précédent, le processus d'intégration n'est pas encore complètement achevé. Par conséquent, certains contenus liés à Postbank sont toujours présentés séparément dans ce rapport, tandis que d'autres informations ne sont plus explicitement divulguées à Postbank. Indépendamment de la fusion de l'entité juridique, Postbank reste sur le marché en tant que marque importante de notre banque privée.

L'approche de Deutsche Bank AG sur les sujets non financiers est conforme aux principes du groupe. En tant que société mère, l'approche de Deutsche Bank AG en matière de développement durable inclut nos entités affiliées.

Ce rapport non financier 2019 est également disponible en allemand. Le rapport est publié chaque année. Le prochain rapport sera publié en mars 2021.

7

Banque allemande

Rapport non financier séparé combiné

Rapport extra-financier 2019

Implication des parties prenantes

Implication des parties prenantes

GRI 102-12 / 21/40/42/43/44, G4 DMA

Nous apprécions un dialogue continu avec nos parties prenantes qui nous aide à comprendre les attentes et les préoccupations des différents groupes et à reconnaître l'impact positif et potentiellement négatif de nos activités commerciales. Nous avons clairement défini les responsabilités de chaque groupe de parties prenantes et utilisons différents formats, y compris des conversations bilatérales avec des individus ou des groupes, ainsi que des échanges lors de réunions, d'événements, de forums ou de groupes de travail. Nous publions également régulièrement des publications sur un large éventail de sujets et communiquons via des plateformes numériques.

Le tableau ci-dessous présente un aperçu de l'engagement exemplaire des parties prenantes de la Deutsche Bank:

Groupe de parties prenantes

Les clients

Les investisseurs

Collaborateurs

La société

Chaînes / formats

Réunions et appels personnels Entretiens et enquêtes Conférences et événements Publications

Communication en ligne et hotlines sur les réseaux sociaux

Réunions et conversations personnelles

Conférences et événements

Assemblée générale annuelle

Communication en ligne

Les publications

Sondages auprès des employés Réunions avec les employés Réseaux

E-mails et newsletters Publications

Communication en ligne et hotlines sur les réseaux sociaux

Réunions

Conférences et événements Adhésions et partenariats Participation aux consultations Publications

Communication en ligne et hotlines sur les réseaux sociaux

Exemples en 2019

  • Enquêter sur les clients en Allemagne via Internet Banking etdispositifs en libre-service, réalisation d'entretiens clients dans le but d'améliorer la qualité de service et l'expérience client (voir «Satisfaction client»);
  • Organisation de plus de 200 événements pour les consultants et les clients afin de sensibiliser les ESG, avec plusieursÉvénements liés à l'ESG, y compris la conférence d'engagement ESG avec un accent sur les obligations vertes à New York ou le Sommet de l'innovation de la prochaine génération sur les investissements ESG à San Francisco (voir «Finance durable»); et
  • Publier des articles dans des magazines clients et des évaluations structurées des investissements et des marchés (vue Chief Investment Officer, CIO View) sur des sujets ESG (voir «Finance durable»).
  • Organiser l'assemblée générale annuelle à laquelle ont assisté environ 3 900 actionnaires;
  • Fourniture d'informations sur l'assemblée générale annuelle sur un site Web spécial;
  • Échanger régulièrement avec les actionnaires sur la stratégie et les résultats financiers de la banque et sur d'autres sujets;
  • Organisation d'une journée des investisseurs pour les analystes et les investisseurs;
  • Publier des présentations, des rapports financiers et des résultats sur le site Web des relations avec les investisseurs; et
  • Envoi des événements investisseurs sur le site Internet Investor Relations.
  • Mener le sondage annuel auprès des employés, des sondages trimestriels sur la culture du feedback etenquêtes sur le cycle de vie à l'entrée à la banque, à l'établissement, au changement d'emploi ou au départ de la banque;
  • Communiquez régulièrementThèmes liés aux employés, non financiers et liés à la durabilité / ESG sur le site Web interne; et
  • Hébergement de hackathons mondiaux, par ex. Miser sur la durabilité, avec plus de 1 100 participants dans le monde.
  • Participation à la Value Balancing Alliance (VBA) en tant que membre fondateur, en travaillant ensemble pour développer un modèle normalisé de mesure et d'évaluation d'impact (IMV) (voir «Approche ESG»);
  • Membre du Conseil consultatif sur la finance durable, inauguré par le gouvernement fédéral allemand pour soutenir le développement d'une stratégie financière nationale et durable; et
  • Donnez à vos collègues quelques semaines pour mettre en œuvre ou faire avancer des projets de développement dans les marchés émergents dans le cadre de notre programme Corporate Community Partnership (CCP), depuis 2018. En 2019, une table ronde à Francfort-sur-le-Main a marqué la fin de notrecollaboration de trois ans avec la Gesellschaft für Internationale Zusammenarbeit (GIZ), qui visait à développer et à professionnaliser le secteur bancaire au Myanmar.

Banque allemande

Rapport non financier séparé combiné

Rapport extra-financier 2019

Notes et indices de durabilité

Notes et indices de durabilité

Ces dernières années, nous avons constaté une demande croissante des parties prenantes pour les informations ESG. Cette tendance reflète l'importance croissante des évaluations ESG / durabilité. Chez Deutsche Bank, nous considérons les évaluations de durabilité d'une part comme un outil précieux pour le benchmarking interne et d'autre part comme une base commune pour adapter notre approche ESG. Le marché de la notation ESG n'est pas un marché réglementé avec un grand nombre de participants au marché. Par conséquent, la banque se concentre sur les agences identifiées comme pertinentes en ce qui concerne leur importance pour les investisseurs et les clients de la banque, l'importance pour la performance de la banque en matière de durabilité et la transparence de la méthodologie.

En 2019, la Deutsche Bank a répondu à CDP Climate Change, ISS-oekom Corporate Rating, RobecoSAM Corporate Sustainability Assessment, Sustainalytics, Vigeo Eiris, FTSE Russel et MSCI ESG Research, entre autres. Sélectionnés rles résultats sont décrits dans le tableau ci-dessous:

Évaluations de durabilité sélectionnées1

31 décembre 2019

31 décembre 2018

31 décembre 2017

Score climatique CDP (sur une échelle de A à D-)

C

C

n / a2

ISS-oekom (sur une échelle de A + à D−)

C / Prime3

C / Prime

C / Prime

MSCI ESG Research (sur une échelle de AAA à CCC)4

BBB

BBB

BBB

RobecoSAM (sur une échelle de 0 à 100)

485

54

69

Sustainalytics (sur une échelle de 0 à 100)

616

62

66

  • Classification de l'industrie selon la Global Industry Classification Standard (GICS).
  • Pas de score en 2017 en raison deréévaluation de nos risques et opportunités climatiques à la lumière des recommandations du TCFD.
    3Moyenne du secteur: D +; maximum dans le secteur: C +.
    4Évaluation de l'évaluation de la valeur intangible (IVA).
    5Moyenne du secteur: 35; maximum dans le secteur: 83.
    6Classement Deutsche Bank dans le secteur: 140 sur 353.

Sur la base des évaluations de la durabilité, la Deutsche Bank reste cotée dans le FTSE4Good Index (World, Eurozone) et le MSCI Sustainability Index. Notre score final, en particulier dans l'évaluation de RobecoSAM définissant la composition des indices de durabilité Dow Jones (DJSI), a été largement influencé par les controverses découlant de litiges et de problèmes de comportement. En conséquence, les actions de Deutsche Bank ne sont plus cotées au DJSI depuis septembre 2019. Nous avons été en contact avec l'agence de notation pour mieux comprendre comment ces effets négatifs peuvent être compensés pour atteindre notre objectif de figurer dans les principaux indices de durabilité.

9

Rapport non financier séparé combiné

11 Base juridique

  1. Culture et intégrité
  1. Client liéimporte
  1. Questions d'organisation
  1. Liés aux employésimporte
  1. Transformation numérique

Banque allemande

Rapport non financier séparé combiné

Rapport extra-financier 2019

Base légale

Base légale

GRI 102-49 / 50/54

Le rapport non financier séparé combiné suivant contient des informations non financières conformément aux exigences des §§ 315b et 315c en relation avec les §§ 289b à 289e du Code de commerce allemand (Handelsgesetzbuch, HGB) et fait officiellement partie du rapport de gestion de la Deutsche Bank. Les normes GRI de développement durable ont été utilisées comme cadre.

Processus d'évaluation de l'importance relative et des risques

GRI 102-15 / 21/29/31/44 / 46.103-1

Pour nous assurer que nous concentrons la gestion et les rapports non financiers sur les sujets pertinents dans un environnement mondial en constante évolution, nous avons poursuivi notre évaluation de l'importance relative des sujets non financiers. Nous avons opté pour une approche bidimensionnelle qui tenait compte de l'impact des activités commerciales de la Deutsche Bank sur les sujets respectifs et de l'impact de ces sujets sur la Deutsche Bank. Cela comprenait également la prise en compte des attentes des parties prenantes et des sujets abordés par les pairs. Nous avons adopté une approche factuelle pour découvrir les sujets importants. Nous établissons des seuils clairs pour les sujets à considérer et les examinons toujours dans le contexte de la Deutsche Bank. Comme les années précédentes, certains des sujets non financiers identifiés sont plus mûrs et mieux réglementés, tandis que d'autres sujets émergents restent à évaluer. L'évaluation est réalisée du point de vue du groupe et s'applique également à Deutsche Bank AG, la société mère.

Tout au long de l'année, nous avons effectué des recherches documentaires pour identifier des sujets non financiers potentiellement importants. Nous avons examiné les changements dans les tendances sociétales mondiales, le programme mondial de développement durable et les changements réglementaires, ainsi que les principaux problèmes environnementaux, sociaux et de gouvernance (risques et opportunités) affectant la Deutsche Bank.

En 2019, nous avons examiné les avis de 272 représentants internes de la haute direction sur la pertinence des sujets non financiers pour la Deutsche Bank. Nous avons également eu une discussion de groupe avec dix experts internes en la matière. Les résultats des deux missions des parties prenantes ont été combinés avec les résultats de notre recherche documentaire.

Pour garantir que nous communiquons conformément à l'article 315c, paragraphe 2, en liaison avec l'article 289c, paragraphe 3, du droit commercial allemand (Handelsgesetzbuch,HGB), nous avons complété notre évaluation de l'impact des activités de la Deutsche Bank sur un sujet non financier et de l'importance d'un sujet non financier pour les parties prenantes en analysant si un sujet non financier est pertinent pour le développement et la performance. pour comprendre la Deutsche Bank ou sa position. Les résultats des trois étapes d'évaluation ont été rassemblés dans une matrice de matérialité qui a constitué la base de notre réunion de validation avec le comité de pilotage du rapport extra-financier.

Conformément à l'article 315c, paragraphe 1, en liaison avec l'article 289c, paragraphe 3, n ° 3 et 4 HGB, la Deutsche Bank évalue également tous les risques potentiels importants qui sont très susceptibles d'avoir ou auront un impact négatif grave sur des éléments non financiers importants. des sujets liés à ses propres activités et relations commerciales, ainsi qu'à ses produits et services. Aucun risque de ce type n'a été identifié.

11

Banque allemande

Rapport non financier séparé combiné

Rapport extra-financier 2019

Base légale

Résultats de matérialité pour 2019

GRI 102-44 / 47 / 48.103-1

Par rapport à l'année dernière, le financement durable et le risque climatique sont devenus plus importants. Nous avons également inclus les thèmes de l'accès et de l'inclusion et de la transformation numérique dans notre matrice de matérialité. Les activités numériques qui faisaient partie d'autres chapitres du rapport non financier des années précédentes sont présentées dans un chapitre distinct de ce rapport non financier de 2019 afin de répondre à l'importance croissante de ce sujet.

De plus, nous avons combiné les thèmes de la diversité, en attirant les talents et le développement des employés dans le groupe thématique Emploi et employabilité. Il s'agit de s'assurer que tous les détails matériels liés à nos ressources humaines sont couverts. L'intégrité métier du cluster en question a été renommée Culture et intégrité.

La matrice de matérialité reflète l'exigence énoncée à l'article 315b, paragraphe 2, conjointement avec l'article 289c, paragraphe 3, du HGB pour (a) évaluer la pertinence d'un sujet non financier pour comprendre le développement, la performance ou la position de Deutsche Bank, qui comprend également les pertinence d'un sujet non financier pour les parties prenantes (axe x) et (b) la pertinence des activités commerciales de la Deutsche Bank par rapport au sujet non financier (axe y).

Les sujets dans le quadrant supérieur droit de la matrice sont ceux qui, conformément au § 315c (2) HGB, sont tous deux nécessaires pour comprendre le développement, les performances ou la position de Deutsche Bank et l'impact des activités de Deutsche Bank sur le sujet. Ces sujets font partie de cette section "Rapport non financier séparé combiné" et font officiellement partie du rapport de gestion du groupe Deutsche Bank.

De plus amples informations sur les sujets non financiers non répertoriés dans le quadrant supérieur droit de la matrice sont décrites dans la section "Informations supplémentaires selon la GRI".

Étant donné que les questions liées aux droits de l'homme et l'écologie interne ne satisfont pas aux critères de matérialité de l'article 315c, paragraphe 2, conjointement avec

  • 289c (3) HGB, nous continuons à divulguer des informations pertinentes, telles que notre approche de gestion, et les résultats concernant ces questions dans la section «Informations supplémentaires selon la GRI».

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Banque allemande

Rapport non financier séparé combiné

Rapport extra-financier 2019

Base légale

Limites du rapport et informations supplémentaires

Ce rapport complète le rapport annuel de la Deutsche Bank. Une description du modèle économique de la Deutsche Bank conformément au § 315c (1) en liaison avec le § 289c (1) HGB fait partie de ce rapport non financier et peut être consultée dans le rapport de gestion du groupe Deutsche Bank. En plus des informations contenues dans ce rapport, des informations sur nos données économiques clés sont divulguées dans notre Rapport annuel. Pour la société mère, veuillez vous référer au États financiers et rapport de Deutsche Bank AG.

Le système de génération de données et d'agrégation des émissions de gaz à effet de serre (GES) de la Deutsche Bank est basé sur le protocole GES et ISO 14064.

En plus de nos rapports annuels, nous visons la transparence tout au long de l'année en fournissant des informations supplémentaires aux organismes d'évaluation de la durabilité (voir «Évaluations et indices de durabilité» dans ce rapport) et en publiant des informations sur nos site web de responsabilité d'entreprise.

Index des sujets importants

Accès et enregistrement

Criminalité anti-financière1

Risques climatiques

Culture et intégrité1

Protection des données1

Transformation numérique1

Emploi et employabilité1

ES Due diligence

Droits de l'homme

Sécurité de l'information1

Écologie interne

Responsabilité du produit1

Ordre public et réglementation1

Responsabilité sociale

Financement durable1

Taxe

Accès et enregistrement

Criminalité anti-financière

Risques climatiques

Culture et intégrité

Protection des données

Numérisation et innovation

Emploi et employabilité

Risque de réputation

Droits de l'homme

Sécurité de l'information

Écologie interne

Responsabilité du produit

Ordre public et réglementation

Responsabilité sociale des entreprises

Financement durable

Taxe

  • Matériel selon HGB.

13

Banque allemande

Rapport non financier séparé combiné

Rapport extra-financier 2019

Culture et intégrité

Culture et intégrité

GRI 103-1

L'intégrité est le fondement de tout ce que nous faisons. Sans cela, nous ne pouvons pas prospérer en tant qu'entreprise. Deutsche Bank attend de ses employés qu'ils respectent les normes d'intégrité et de conduite les plus élevées. Sans cela, nous ne pouvons pas bâtir la confiance et protéger notre réputation, ni servir nos clients et nos parties prenantes.

Code de conduite

GRI 102-16 / 17404-2

]Le Code de conduite(le Code) formule les principales valeurs de la banque et les normes de conduite auxquelles les employés doivent se conformer. De Code streeft naar een open en diverse omgeving waarin medewerkers begrijpen wat de bank van hen verwacht. Dit omvat onder meer ethisch handelen, verantwoordelijkheden als manager, risicobewustzijn, bescherming van vertrouwelijke informatie, identificatie en beheer van belangenconflicten, financiële misdaadpreventie en -detectie, eerlijke en vrije markten, klanten eerlijk behandelen. Ook inbegrepen is de verwachting dat werknemers de verantwoordelijkheid hebben om zich uit te spreken en slechte praktijken en gedragingen aan te vechten, vooral wanneer acties of nalatigheden in strijd zijn met de Code. Werknemers worden actief aangemoedigd om te escaleren, zonder angst voor vergelding, enig wangedrag, ongepast gedrag of enig ernstig potentieel gedragsrisico voor hun leidinggevenden, Compliance, Legal of Human Resources, in overeenstemming met de Code en ander bankbeleid en -procedures (inclusief klokkenluidersregeling). Daarnaast kunnen werknemers ook zorgen of vermoedens, ook anoniem, melden via de Integrity Hotline. In 2019 heeft de bank op het intranet van de bank een nieuwe permanente knop Meld een zorg geïntroduceerd. De hier verstrekte informatie helpt werknemers bij het identificeren van het juiste kanaal om een ​​probleem te melden en geeft hen de relevante contactgegevens.

Aangezien de Code de belangrijkste waarden en gedragsnormen van de bank verwoordt, moesten interne en externe medewerkers een e-learningcursus volgen die specifiek gericht was op de Code en de waarden van de bank. Die training is eind 2018 gestart en is in 2019 voortgezet. Eind 2019 hadden meer dan 68.000 medewerkers zich aangemeld voor de training, met een voltooiingspercentage van 99,9%. Werknemers die conformiteitsverklaring kunnen afleggen, moeten onder meer hun jaarlijkse kennis van de Code bevestigen. Het voltooiingspercentage van het conformiteitsattest was 100,0% van de interne medewerkers en 90,4% van de externe medewerkers.

Het niet naleven van de Code en het beleid en de procedures van de bank kan leiden tot verwijzingen naar Human Resources als onderdeel van de disciplinaire processen van de bank.

Programma Cultuur, Integriteit en Gedrag

GRI 102-16 / 18/20 / 26,103-2 / 3.412-2, G4 DMA

Doelstellingen en bestuur

Deutsche Bank stimuleert ook cultuur en ethisch gedrag via haar Cultuur, Integriteit en Gedrag (CIC) programma. Het doel van het programma is om de waarden van de bank te versterken, zoals verwoord in de Gedragscode, en de gewenste resultaten, en om meer gedrag en integriteit te bieden voor alle regio&#39;s, bedrijven en infrastructuurfuncties binnen Deutsche Bank.

De Raad van Bestuur en de CEO hebben de algehele verantwoordelijkheid voor het bereiken van de gewenste culturele resultaten. Elk lid van de Raad van Bestuur is verantwoordelijk voor cultuur in zijn respectievelijke bedrijfsafdeling of infrastructuurfunctie. De cultuurgerelateerde initiatieven ter ondersteuning van de CIC-doelstellingen worden ontwikkeld en geïmplementeerd in de individuele bedrijfsdivisie- en infrastructuurfunctiecultuurplannen.

Het CIC-comité houdt toezicht op de uitvoering en het beheer van het CIC-programma. The Committee establishes group- wide CIC initiatives and drives the CIC topics and messages that are to be embedded in business division and infrastructure function culture plans.

14

Deutsche Bank

Combined separate non-financial report

Non-Financial Report 2019

Culture and integrity

This formal Management Board committee is chaired by the Chief Risk Officer and the Senior Group Director responsible for Legal and Regulatory Affairs. This committee comprises representatives from each business division, infrastructure function, and region who are nominated by the respective Management Board member. Group-wide coordination of conduct and integrity-related initiatives is supported by the CIC Operating Forum (CIC OpFo), which reports to the CIC Committee.

The CIC Committee reports to the Integrity Committee of the Supervisory Board at the Integrity Committee&#39;s request. The chairs of the CIC OpFo updated members of the Group Management Committee (GMC) on the CIC agenda and progress of various CIC initiatives in the fourth quarter of 2019 and will continue to do so periodically. The GMC is designed to more closely link the Management Board to the divisions and comprises Management Board members as well as leaders of the business divisions.

2019 CIC focus values and mandatory initiatives

GRI 102-44

In 2019, the CIC Committee focused on three of the bank&#39;s six values, with a special emphasis on the value integrity:

  • Integrity:Focus on enhancing positive conduct and reducing misconduct, ethical decision-making, and a "speak-up" culture;
  • Discipline:Focus on individual accountability and fiscal responsibility; et
  • Client Centricity:Focus on treating clients fairly as a top priority for client-facing employees, and the creation of products that provide value to clients.

In the context of the specific emphasis on integrity in the year under review, the CIC Committee identified three group-wide mandatory initiatives that were incorporated into the 2019 CIC Book of Work as well as in the annual business division and infrastructure function culture plans:

  • Speak Up:Encouraging employees to speak up if they see something that feels wrong;
  • Listen- Up:Educating managers on how to listen to concerns and respond when people raise issues to them, and to create an environment conducive to speaking up; et
  • Gray areas in ethicaldecision-making:Fostering a culture where structured conversations can be held on potential gray areas in ethical decision-making as part of creating a Speak Up and Listen Up environment.

The group-wide focus values and mandatory initiatives are incorporated into:

  • CIC Book of Work:A set of centrally led initiatives focused on group-wide frameworks and processes (e.g. reviewing HR employee life cycle processes), training, and campaigns (e.g. Be on the Right Side Speak Up Campaign); et
  • Annual business division and infrastructure function culture plans:Annual culture plans of each business division and infrastructure function tailored to their specific needs and incorporating the global topics and messaging to better embed the CIC objectives.

15

Deutsche Bank

Combined separate non-financial report

Non-Financial Report 2019

Culture and integrity

Key CIC initiatives in 2019

GRI 102-16

The key initiatives implemented in 2019 included:

  • An integratedConduct and Speak Up awareness campaign and training program was launched in July 2018 and continued through 2019. The integrated campaign promoted a culture where employees could feel comfortable to express their concerns, including those that might beconduct-related,with no fear of reprisal or retaliation. A robust Speak Up culture – focusing on being on the "right side" – is intended to increase employee awareness and responsibility. Such a culture should also increase the likelihood that problems will be identified at an early stage before they can become more serious. The campaign also focused on educating managers on how to encourage speaking up, and how to listen to and respond when people raise issues to them. April 2019 saw the launch of the Speak Up Navigator to guide employees throughSpeak-Upand Listen Up training resources. The results of the People Survey showed a clear link between the impact of managers and employees giving and receiving feedback, mutual appreciation and attendance rates for team meetings on commitment to the bank, enablement and confidence to speak up. Appreciation is particularly critical in helping people voice their concerns and take the right actions in line with the bank&#39;s values, beliefs and principles. Five questions focused on the Speak Up culture were included in our 2019 People Survey. The results for each of these questions showed an improvement on the previous year&#39;s results. For further details about the 2019 People Survey, please refer to the 2019 Human Resources Report;
  • The Whistleblowing Policy, which was revised in 2019, sets forth the framework for employees to report concerns or suspicions regarding possible violations of laws, rules or regulations, or possible violations of internal policies or procedures, including the bank&#39;s Code of Conduct. Any reports received are reviewed to establish their nature, content, and priority. If necessary, an internal investigation of the incident will be initiated. This may result in a number of outcomes, for example disciplinary actions against employees or changes to the relevant processes. One of the channels employees can use to report such concerns or suspicions is the bank&#39;s Integrity Hotline which can also be used on an anonymous basis. An important feature of the Whistleblowing Policy is that retaliation of any kind is prohibited against employees who make a report internally or externally to any regulatory, investigatory or other agency or authority, or toself-regulatory agencies;
  • While we are fully aware that culture is difficult to measure, we report a number of metrics from variousgroup-wide sources to evaluate progress against our culture objectives in the Culture and Conduct Metrics Dashboards. The Dashboards are produced at a group, divisional, and regional level and reported quarterly to the CIC Committee. The metrics are aligned to the bank&#39;s values and include, for example, data on investigation processes, disciplinary and consequence management processes, gender diversity, the number of employee hours attributed to corporate social responsibility, and client satisfaction, as well as escalations through whistleblowing channels. The metrics also incorporate results from the bank&#39;s annual People Survey, which can provide a more in-depth view of employees&#39; engagement with the bank&#39;s values. Some of the culture metrics are included in the Management Board balanced scorecard. In 2019, as part of our continued efforts to enhance the Culture and Conduct Metrics Dashboards, we undertook a review of the existing suite of culture and conduct metrics. This included looking across the industry to identify best practices and any gaps in our metrics compared to other firms. Based on the industry review, our Culture and Conduct Metrics Dashboards report metrics in line with common industry practice;
  • The Market Conduct and Integrity Classroom trainingprogram launched in 2018 was completed in 2019. More than 4,000 primarily front office employees were trained in small class-room settings; employees not able to attend in person received an online version of the classroom training. Since its launch, the training reached a completion rate of 99.6 % by the end of 2019. The training consisted of two video scenarios designed to explore good conduct and inappropriate behaviors in connection with securities and investment-banking-related businesses. The scenarios were intended to create some gray areas, in which the learners could explore and discuss the facts about appropriate and inappropriate behaviors. They also gave them the chance to learn how to make decisions, exercise judgment, reach out for help in resolving gray areas, and escalate where necessary. A total of 99 % of the attendees strongly agreed or agreed that the course objectives had been met; et
  • Targeted communicationsto business divisions and infrastructure functions on culture and conduct topics were delivered across the bank. This included embedding key messages in senior management communications, articles, and video interviews on the dbnetwork homepage, as well as in town hall meetings.

While the emphasis of many of the initiatives was on integrity, there were a number of business division and infrastructure function culture plans initiatives focused on the values client centricity and discipline, including:

  • Redesigning the clienton-boarding process to increase speed, improve the client user experience and promote behavioral change across the bank;
  • Creating client value metrics on client satisfaction; et
  • Improving the speed ofdecision-making through clearer accountability.

16

  1. Product responsibility
  1. Client satisfaction
  1. Sustainable finance

Deutsche Bank

Combined separate non-financial report

Non-Financial Report 2019

Product responsibility

Product responsibility

GRI 102-16/42, FS4

Product responsibility at Deutsche Bank is defined by the principles of our Code of Conduct, which lay down the guidelines to ensure that all our business divisions – Corporate Bank (CB), Investment Bank (IB), Private Bank (PB), and Asset Management (AM) – behave responsibly and with integrity towards clients. As these business divisions are responsible for implementing the Code of Conduct, they are accountable for treating clients fairly at every stage – from the development to the sale of our products and services. Specific control functions support the business divisions in living out their responsibility. Processes and controls set up as a result of legislation and regulations, for example MiFID II, help us to recognize relevant topics in good time and define action areas, including market screenings of products to identify those that best fit our specific client needs. The bank&#39;s internal guidelines address these topics and regulate important aspects of them. For further details on product governance please refer to our Annual Report 2019 – Risk and capital overview – Risk governance as well as Operational risk management – Operational risk type frameworks.

In view of the differing profiles of our client groups, our business divisions enjoy varying degrees of freedom in implementing these guidelines. Their interpretation is determined, for example, by a specific client group&#39;s touch points with the bank, the need for client protection, or how much a client group knows about financial transactions. In order to ensure we are acting with integrity in a client-centric manner, we regularly train all employees involved in client relationships. The topics we pay particular attention to include a responsible attitude towards new products and dealing with new product-related requirements, advising clients responsibly, helping clients to avoid becoming heavily indebted, and knowing how to deal with conflicts of interest.

Product design and approval

GRI 102-11/15,103-1/2/3,417-1, G4 DMA

A group-wide New Product Approval (NPA) and Systematic Product Review (SPR) process defines the design and approval of new products and services. Regional or divisional NPA councils also express their opinions on new products and material developments affecting existing products, such as new risk factors or businesses. We also systematically review our products throughout their life cycles to ensure they remain fit for purpose and consistent with the needs, characteristics, and objectives of the respective client groups. Additionally, any features causing concern, such as a potential reputational impact on the bank from environmental or social issues, are referred to the relevant management approval committees, such as our Regional Reputational Risk Committees or, ultimately, the Group Reputational Risk Committee.

Our investment activities are based on a process designed to ensure decisions are taken in our clients&#39; best interests. To provide products and advice that match our clients&#39; specific needs in a given market environment, our analysis of market conditions is conducted separately from sales planning. For current and prospective clients, this process provides transparency on the bank&#39;s views on specific investment topics, asset classes, and market events. In our AM and PB, for example, this investment process leads to the formulation of structured investment and market assessments by the Chief Investment Officer (CIO Views), which draw on the expertise of senior employees and are used to inform both our portfolio managers and our client advisors. In order to take into account the different cultural, and regional backgrounds of our clients in client portfolios, we adapt our CIO Views to regional conditions.

Product and advisory principles

GRI 102-16

Minimum standards for our product lines commit us to offering ethically justifiable and transparent products and services based on processes and principles designed to ensure compliance with legal and regulatory requirements. For example, our guidelines on product oversight governance require frequent monitoring as to whether specific products have only been sold to the appropriate client group. Moreover, we strive to offer clients responsible and foresighted advice that fulfills their needs and reveals the respective benefits and risks. To ensure the suitability and appropriateness of our products, we assess a variety of parameters, including the complexity of a product, a client&#39;s knowledge of and experience with a product, and a client&#39;s regulatory classification and investment objectives. Then we select the product that matches the desired client demand.

18

Deutsche Bank

Combined separate non-financial report

Non-Financial Report 2019

Product responsibility

Our basic principles require us not to sell any product or service if it becomes obvious that a client does not need the product, cannot afford it in the mid-term, and has not understood it, or that a product does not meet the client&#39;s risk profile. Furthermore, our products must be designed in such a way that their potential returns exceed the cost of investing in the product.

The principles we apply also state that our products should be beneficial to the individual but not have detrimental side effects on society at large. This rules out products or investments that, for example, involve the manufacturing or sale of nuclear weapons, cluster munitions, and landmines, promote or use child labor, violate human rights, or in any way support drug trafficking or money laundering.

In our Investment Advisory business, we advise on and offer both Deutsche Bank and third-party products, which enables us to only provide products that best fit specific client needs. Our Product Guidelines for Investment and Insurance Products also define products that are not to be advised to clients, such as investments in contracts for difference (CFDs). Furthermore, we do not launch new products based on momentum strategies in soft commodities.

Prevention of excessive indebtedness

GRI 102-11

In granting loans, particularly to private clients, we strive to protect them from over-indebtedness. Therefore, each loan application must be accompanied by an obligatory analysis of the client&#39;s personal situation. A loan engagement will only be set up if sufficient financial leeway is left after the deduction of interest and repayment amounts. The stated aim is to protect clients against over-indebtedness and, in particular, loss of property. We fully reflected these requirements in our loan processes and regularly train our sales employees in this respect.

For non-performing loans the bank deploys a series of measures to mitigate hardship. In cases of late or nonpayment, we contact our clients at an early stage. In the event of a financial emergency due to unemployment, illness, or insolvency, for example, or in other justified exceptional cases, our PB Germany Deutsche Bank brand business has a separate hardship process and employs individualized strategies to provide the necessary financial solutions, for example moratorium of payments or reduced repayment rates.

Communications and marketing

GRI 103-1/2/3,417-1, G4 DMA

We are dedicated to marketing our products and services responsibly and to providing information our clients can trust. All information contained in marketing material as well as product information, must be transparent, clear, fair, accurate, and not misleading. All our client communications – irrespective of format, medium, or audience – must meet the minimum standards and requirements set out in our internal policies, such as our Business Communications Policy. While advertising our products and services, we do not guarantee a particular outcome or result.

Conflicts of interest

GRI 102-25

Conflicts of interest are inherent in all business activities and can arise in conjunction with employee trading, outside business interests, transactions performed by deal teams, or family and close personal relationships. Failure to recognize and appropriately manage conflicts of interest can result in inappropriate or adverse consequences for clients, the bank, and employees. Our employees are required to notify their supervisor and/or Compliance if they identify such a conflict. Every business division has implemented a conflict-of-interest framework to identify actual and potential conflicts, mitigate them, or manage them fairly and appropriately for all involved parties. Senior managers are required to sponsor systems and controls to document, track, manage, and mitigate any conflicts of interest and regularly review their effectiveness. The bank&#39;s Business Selection and Conflicts Office is an independent control function responsible for group-wide oversight of management activities relating to conflicts of interest and reports at least once a year to the Management Board.

19

Deutsche Bank

Combined separate non-financial report

Non-Financial Report 2019

Client satisfaction

Client satisfaction

GRI 102-42/44

As loyal and satisfied clients are vital for our ongoing success, we work to improve our products and services and to ensure compliance with the legal requirements for such advice. We apply business-division-specific approaches to assess client satisfaction, including client satisfaction surveys, test purchases, mystery shopping1, and third-party assessments. We integrate client feedback into quality assurance and optimization measures. The results are communicated internally to relevant internal stakeholders, for example senior management. Based on the respective feedback, steps for improvement are formulated and, where appropriate, incorporated.

In our Investment Bank (IB) we employ broker reviews as an approach to ensure client satisfaction. This dialog puts us in a position to take educated decisions on proposed changes by key stakeholders. In 2019, our Corporate Bank (CB) and IB teams jointly engaged in our Voice of the Client process, which covers our global corporate client activities across coverage and sales/implementation, as well as service activities. We used the feedback from key decision makers and service recipients to create client-specific action plans and initiate product developments. In 2019, 81 % of our clients stated they were mainly or fully satisfied with how we dealt with their feedback.

Client surveys, interviews, and test purchases are key tools for measuring client satisfaction and loyalty in our Private Bank (PB) Germany and Private & Commercial Business International. Overall, the level of satisfaction in 2019 changed little from 2018. However, our clients&#39; feedback revealed, for example, some room for improvement in our advisory processes. Our sales employees get in touch with dissatisfied clients to discuss the reason for their dissatisfaction.

In 2019, we received responses on the degree of satisfaction with PB Germany, Deutsche Bank brand business, from around 170,000 clients in Germany via self-service devices and online banking. We use mystery shopping to check that our advisory processes meet our clients&#39; needs. In 2019, an independent market research institute conducted interviews with around 8,000 clients. This gave us feedback on their satisfaction with our advice. Additionally, a total of 1,993 test purchases took place in Germany. In our Private & Commercial Business International, 328 test purchases were conducted in 2019. The results have been integrated into our branches&#39; sales management processes.

Client satisfaction index Private Bank (excl. Wealth Management, WM)

In %

(unless stated otherwise)

Dec 31, 2019

Dec 31, 2018

Dec 31, 2017

Client satisfaction Private Bank Germany (excl. WM), Deutsche Bank brand1

Index Private Bank Germany (excl. WM), Deutsche Bank brand

69.4

68.2

70.2

With our services

70.3

69.3

71.5

With our advice

70.5

69.2

71.4

With actively offered products and services

65.0

63.7

65.6

Willingness to recommend Deutsche Bank

71.5

70.6

72.3

Number of clients taking part in the survey

171,053

192,207

237,095

Client satisfaction Private & Commercial Business International2

Index Private & Commercial Business International

78.4

79.5

77.4

Willingness to recommend Deutsche Bank

84.9

76.5

75.5

Number of clients taking part in the survey

19,200

20,510

24,272

  • Comparative values for prior years 2017 and 2018 have been restated to reflect the transition of commercial clients from our PB to our CB division in Germany.
  • The figures for Private & Commercial Business International include numbers for Spain and Italy and are based oncountry-specific survey methods with different scales. The results have been converted to a uniform scale of 0-100 %.

Mystery Shopping index Private Bank (excl. WM)

In %

(unless stated otherwise)

Dec 31, 2019

Dec 31, 2018

Dec 31, 2017

Private Bank Germany (excl. WM), Deutsche Bank brand1

Mystery Shopping Index

82.6

81.1

78.5

Private & Commercial Business International2

Mystery Shopping Index

84.7

79.8

74.5

Private Bank Germany (excl. WM), Postbank brand

Mystery Shopping Index

67.2

67.0

68.8

  • Comparative values for prior years 2017 and 2018 have been restated to reflect the transition of commercial clients from our PB to our CB division in Germany.
  • In 2019, Private & Commercial Business International conducted test purchases in Spain, while Belgium, India, and Italy did not participate in the mystery shopping program. Therefore, the Mystery Shopping Index for 2019 consists only of results from Spain. The index value for 2018 contains test purchases from Poland, Portugal, and Spain. The figures for Private & Commercial Business International are based oncountry-specific survey methods with different scales. The results have been converted to a uniform scale of 0 – 100 %.
  • Mystery shopping is only used in our Private Bank.

20

Deutsche Bank

Combined separate non-financial report

Non-Financial Report 2019

Client satisfaction

Postbank, which remains present in the market as a key brand, measures not only the degree of satisfaction with its services as a whole but also the willingness to recommend its services as well as other detailed aspects of the client-bank relationship (including client satisfaction with central service processes and client contact points). In 2019, overall client satisfaction was lower than the previous year. The various reasons included the closure of branches, pricing measures, availability problems, and some changes in the online banking application, for example a modified security process. In 2019, Postbank conducted 2,048 test purchases. Its Mystery Shopping index rating was essentially flat in comparison to 2018 despite the impact of strikes and the conversion of the online banking access to the two-factor authentication process.

Various measures were initiated to improve the client experience and quality of advice, such as the ongoing development of sales software. Additionally, Postbank uses the self-developed online tool Competence Quiz to improve the quality of sales and advice. The tool offers sales employees the possibility to test and expand in a playful manner their client-related knowledge about products, processes, and regulations based on relevant and up-to-date customer use cases. In 2019, Postbank employees used the online Competence Quiz more than 100,000 times.

In 2019, Wealth Management (WM) in Germany continued using its Net Promoter Scores (NPS) and Client Satisfaction Survey for the majority of eligible clients2. In 2019, the NPS in Germany was 75 %. In 2019, we started working on a Voice of the Client survey in collaboration with Scorpio Partnership. This client survey is scheduled to be piloted in the Americas region in Q1/2020 before a broader rollout takes place later in the year. Ongoing measures to enhance client satisfaction include process improvements, such as the optimization of client onboarding within Global Markets and the digitization of the client onboarding process.

Since 2008, an external service provider has been commissioned to conduct client satisfaction surveys with the aim of improving service quality and the client experience in our AM. The annual client satisfaction survey among AM clients focuses on perceived service quality, professionalism, and service process transparency. Clients and advisors can rate their satisfaction on topics, such as staff friendliness, response rate, professional competence, comprehensibility, solution orientation, and sales-specific questions. The degree of advisor satisfaction with, for example, recommended solutions, professional competence, and friendliness was again evaluated, and we regard the fact that advisors stated they were "likely to recommend our telephone services to colleagues" as proof of customer loyalty. For AM&#39;s U.S. insurance and institutional business, an annual client satisfaction survey is conducted with a focus on investment performance and other areas of improvement, such as relationship management, innovation, and overall satisfaction. The intention here is to embed client feedback into AM&#39;s senior management sessions and U.S. Fund Board meetings. Regular surveys covering knowledge, sincerity, problem-solving, and overall client satisfaction are also conducted on a monthly basis by a third-party vendor who services the direct retail client base in the U.S.

  • Eligible clients are those who meet each of the following criteria: the client is German speaking; the client has an email address registered with Wealth Management and; the client has positively acknowledged anopt-in email.

21

Deutsche Bank

Combined separate non-financial report

Non-Financial Report 2019

Client satisfaction

Complaint management

GRI 102-15/17/31/44,418-1

We have a defined set of core values for dealing with complaints fairly, impartially, and without undue delay. How we address complaints is governed by the Group Policy on Minimum Requirements for Handling and Recording of Complaints, which applies to all our businesses and complies with the EU Guidelines on Complaints Processing for Securities Trading (ESMA) and Banking (EBA) and their interpretation by the Federal Financial Supervisory Authority (Bundesanstalt für Finanzdienstleistungsaufsicht, BaFin). Our business divisions are responsible for developing and implementing procedures incorporating the objectives and minimum requirements set out in the Group Policy. We strive to anticipate and avoid potential complaints before they arise or solve them, whenever possible, during the initial client contact. To achieve this, a robust and consistent client complaint handling and reporting process helps to facilitate the improvement of client satisfaction by identifying and remedying poor client outcomes. This enables us to learn from mistakes and thus reduce their incidence and any related costs, as well as to enhance risk transparency and improve management information. Clients who are dissatisfied with a product, service, or decision can contact the bank in any local branch, by e-mail, online, by calling our client service center, or through authorized third parties. We immediately acknowledge receipt of complaints and work to resolve them quickly and transparently by regularly training our complaint managers. Client complaints are reported to the bank&#39;s senior management and Compliance function and are subject to periodic review. Complaint metrics also feed into our Non-Financial Risk Report oversight reporting. We screen new complaints for recurring noticeable problems. Management information provides an oversight of the type of complaints (clustered by group-widenon-financialrisk-type taxonomy), materiality, severity, and time to closure.

In 2019, we continued our efforts to comply with a consistent complaint-handling framework. As we realign our businesses into the newly established CB and IB, our focus continues to be on integrating the complaint-handling processes. These processes are regularly enhanced, while staff training ensures consistent capturing and reporting of complaints, as well as improved oversight and governance. As a result, the number of complaints handled by IB was over 40 % lower in 2019 than in 2018. The focus here was on transaction processing.

In our PB, the number of client complaints rose sharply in 2019. Despite a decline in the Private & Commercial Business International, triggered by the discontinuation of the private client business in Portugal and Poland, the overall number increased due to complaints related to PB Germany, Postbank brand business. This was particularly due to the deactivation of the mobile TAN procedure in the course of the Payment Services Directive 2 (PSD2) implementation. In our PB, we participate in all applicable dispute resolution schemes run by national ombudsmen, which offer a free, fair and easily accessible service to consumers who prefer to resolve a dispute not directly with the bank.

For complaints from WM clients, our complaint indicator revealed that there were fewer complaints in 2019 than in 2018. A Global Product Governance Forum (GPGF) reviews quarterly the output of product life cycle analysis and management processes, including product-related client complaints, and in particular global trends.

In 2019, AM observed an increase in complaints. This is almost exclusively due to a delay in the distribution of tax filings and declaration of profits in Germany and Luxembourg respectively. We have taken an important governance measure by initiating a globally responsible complaint management function, assumed within the Divisional Control Office of AM. This function coordinates complaints across regions and business areas. In this capacity, this function also reports to regulatory bodies. Furthermore, complaint filing, logging, and reporting have been centralized in a new system known as Salesforce. The relevant employees were trained for both measures in 2019.

22

Deutsche Bank

Combined separate non-financial report

Non-Financial Report 2019

Sustainable finance

Sustainable finance

GRI 102-15/43

In 2019, the public debate about the urgent need to transition to a sustainable and low-carbon economy and the discussion about the role the financial sector plays in this – above all, the call for sustainable finance – gained a new level of importance worldwide. Climate protection was also a major topic of discussion with politicians and supervisory authorities. When Deutsche Bank signed the Paris Pledge for Action in 2015, we demonstrated our commitment to contribute to the goals of the Paris Agreement. This commitment continues unabated.

As a global financial intermediary, we have a role to play in facilitating the transition of economies towards sustainable and low-carbon growth. In this context, we understand sustainable finance to be business activities that support this transition by directing financial flows towards more sustainable and climate-friendly solutions. We use our market expertise, products, and solutions to drive our customers&#39; transformation towards this direction. Our increased focus in this field was reflected in the results of our 2019 materiality assessment (see "Legal basis"). Sustainable finance also includes questioning our involvement in certain business areas, such as the financing of new coal-fired power plants.

The transition to a more sustainable and low-carbon economy and the physical effects of climate change will also lead to risks. Our approach to managing climate risk and a summary of the steps we are taking to enhance our framework in alignment with the Task Force on Climate-related Financial Disclosures (TCFD) recommendations are outlined in the GRI supplement of this report (see "Climate risk"). It contains a summary of how Deutsche Bank manages exposures to carbon-intensive industries, risks from commodity price volatility, and physical risks to infrastructure, employees, and key processes.

We offer a range of sustainable finance solutions geared towards our clients&#39; specific needs. In doing so, we can play to our strength as a universal bank. For our commercial and corporate clients, we create individual lending offerings to advance their own business transformation to low carbon models. Our Investment Bank (IB) assists companies and governments in gaining access to sustainable financing on the capital markets. In our Asset Management (AM), we are focusing on mainstreaming ESG by integrating ESG aspects into our investment strategies, as well as the respective product portfolio and services. We are continuously growing the number of sustainable investment products available for institutional and private investors. Some of our offerings seek to directly or indirectly contribute to the Sustainable Development Goals (SDGs) of the United Nations Global Agenda 2030.

Governance

GRI 102-12/16/18,103-2/3

Our group-wide Sustainability Council is mandated by the Management Board to drive the integration of sustainability throughout the bank (see "Approach to sustainability"). In 2019, the focus was on developing the bank&#39;s approach to sustainable finance. The discussions focused on, among other things, the establishment of a consistent group-wide definition of sustainable finance for our lending and capital market activities. To support these discussions, the bank joined the pilot project led by the United Nations Environment Programme Finance Initiative (UNEP FI) and the European Banking Federation (EBF) to draw up guidance on the voluntary application of the EU taxonomy to core banking products. Furthermore, we focused on assessing the bank&#39;s opportunities across various business lines and initiated steps to set targets for sustainable finance, which we expect to adopt in 2020.

We address sustainable finance opportunities through divisional ESG governance structures to ensure that we generate appropriate answers to client demands, and to continually expand our ESG product portfolio and services. International standards, such as the UN Global Compact and the OECD Guidelines for Multinational Corporations, are examples of the guiding principles for our business. In 2019, Deutsche Bank committed itself to the newly established Principles for Responsible Banking. Furthermore, we are governed by several internal policies, such as our publicly available Environmental and Social Policy Framework, and the Responsible Investment (RI) Statement, ESG Integration Policy for Active Investment Management, and ESG Engagement Policy that are specific to our AM. We regularly review our policies and procedures.

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Deutsche Bank

Combined separate non-financial report

Non-Financial Report 2019

Sustainable finance

Training and awareness

GRI 102-21/43,103-1,404-2, G4 DMA

To develop and complement our in-house competences, we collaborate with industry experts and external service providers. We also invest in ESG research, engage with our stakeholders, and participate in a variety of initiatives to foster sustainable finance. In our Private Bank Germany, we conducted more than 200 advisor and client events in the year under review in order to increase ESG awareness. To further develop our capabilities in Wealth Management (WM), we built up a network of ESG Ambassadors in each region to serve as first points of contact on ESG-related financial matters. The European Federation of Financial Analysts Societies (EFFAS) was also engaged to roll out a Web-based Certified Environmental Social Governance Analyst (CESGA) training course for all our 4,000 WM employees worldwide. In-person training sessions were conducted in Europe and the U.S. In AM, we continued our regular training for investment professionals across AM in Active, Passive, and Alternatives on the assessment of ESG risks and opportunities in order to support ESG integration across the entire investment platform. In 2019, we continued the engagement of AM investment professionals towards environmental and social issues in Active and ran mandatory internal training sessions for Active investment experts. This included offering the optional EFFAS ESG Certification Program. In 2019, a total of 36 current and permanent employees across AM registered for the exam and have become certified ESG analysts. At the end of 2019, AM counted a total of 123 CESGA-certified employees.

Deutsche Bank also recognizes its responsibility as a convener for multi-stakeholder engagements towards sustainable financing. As such, our Corporate Bank (CB) and Investment Bank (IB) hosted various events on the key topic of green bonds and sustainable finance in 2019, for example an ESG Engagement Conference in Frankfurt am Main co-hosted by the Green and Sustainable Finance Cluster Germany and the International Capital Market Association (ICMA), the Next Generation Innovation Summit held in San Francisco in November, and an ESG engagement conference in New York focusing on green bonds. We also co-initiated the Conscious Capitalism European Conference in Berlin. To increase education and client discussions in WM, the September 2019 issue of our German client magazine WERTE was dedicated to sustainability topics. Moreover, our outreach included key client events, such as dedicated ESG-themed sessions at Wealth with Responsibility in Germany, as well as smaller-scaleESG-focused client events in Milan and Napa Valley in October. We are also working to improve our clients&#39; understanding of ESG-based investment approaches and ESG-related market developments. In 2019, we continued publishing CIO Insights on ESG topics, including "The E in ESG", which took an in-depth look at the environmental aspect of ESG, and "The S in ESG", which highlighted the importance of social sustainability.

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Deutsche Bank

Combined separate non-financial report

Non-Financial Report 2019

Sustainable finance

Lending and advisory

GRI 102-16,201-2,404-2, G4 DMA, FS8

ESG and green bonds

In our IB division, a dedicated debt capital market product team helps our clients around the world to achieve their sustainability strategies and to make environmental and social contributions while meeting their financing needs. We advise clients holistically on broader sustainable finance aspects as well as on how to successfully issue ESG bonds, including all the strategic and operational preparation required. In 2019, we partnered with a number of global clients in supporting them with their ESG bond transactions and helped them to raise more than € 22 billion funding in various instruments, such as green, social, sustainability, and sustainability-linked bonds. Besides advancing the ESG bond market, these transactions were of high strategic importance to Deutsche Bank&#39;s issuers. For example, we helped the Italian utility company Enel to introduce a new format known as sustainability-linked bond, which was the first-ever public bond format to attach contractual consequences to the fulfilling of certain pre-defined sustainability key performance indicators. We also provided support to Assicurazioni Generali in issuing the first green-subordinated benchmark transaction by a financial institution in Europe, to Standard Chartered in issuing their inaugural sustainability bond, and to the Republic of Indonesia in issuing their second green sukuk bond. These exemplary transactions illustrate how Deutsche Bank drives the development of sustainable finance, and how we facilitate the flow of capital into sustainable projects in alignment with the SDGs set by the United Nations.

Renewable energy

Our IB became involved in financing renewable energy projects in the mid-2000s when projects reached industrial scale. In 2019, we arranged full or partial project finance totaling around € 2.5 billion for renewable energy projects generating over 2,200 megawatts.

Corporate loans

The European corporate loan market saw green or ESG incentives become a regular component of refinancing transactions in 2019, although the total volume remained relatively small. Sustainability-linked loans are being issued by companies irrespective of their size, industry, or sustainability score and highlight an issuer&#39;s commitment to its sustainability targets. This trend is being supported by the Sustainability Linked Loan Principles issued by the Loan Markets Association in March 2019.

In 2019, Deutsche Bank acted as coordinator for eight sustainability-linked loans. Five of these closed in December 2019, including the German companies Continental, LANXESS, and Zeppelin, the U.K. company NEPI Rockcastle, as well as the U.S. company Crown, where Deutsche Bank led the first leveraged sustainability-linked loan agreement in the U.S. market. Overall, Deutsche Bank has participated in over 20 sustainability-linked loans with a total deal volume of more than € 50 billion in 2019.

Infrastructure development

In 2019, our CB arranged or participated in more than € 3.4 billion of financing for infrastructure projects with strong developmental credentials and a positive contribution to the development of local communities in sectors like education, agriculture, and power, as the following examples show:

  • Mandated lead arranger and sole rates hedge arranger for the NTD 82 billion (€ 2.3 billion equivalent), 640 megawatt Yunlin offshore wind farm project financing developed by a consortium led by Wpd AG: This project was the largest offshore wind project in Asia Pacific at deal closure and has provided a viable financing template forlarge-scale offshore wind projects to facilitate the gradual phase-out of nuclear energy and coal-fired power generation in Taiwan;
  • € 96 million of financing for the Province of Cordoba, Argentina, to support part of Governor Schiaretti&#39;s social program: The financing addresses two different plans: first, the construction of a primary care hospital in the southwest of the province to enable access to public health for its most needy inhabitants; and second, the construction of 34 schools as part of the Advanced Program for Education in Information and Communications Technology;
  • US$ 150 million of financing in two Sinosure 95%-covered13-year buyer&#39;s credit facilities for the Ministry of Finance of the Republic of Angola to support two national tax collection infrastructure improvement projects: the Integrated Computer Systems for Tax Project (SIGT) and the Customs Management Project (SIIAT). This project will help to strengthen domestic and import taxation compliance and to improve tax collection in Angola, which suffers from an inefficient and unreliable IT infrastructure; et
  • Financing the upgrade and modernization of 34 vocational training institutes across Ghana, worth € 123.5 million in all: One of the key projects in the 2019 budget is to address the unemployment and skill gap in Ghana. By targeting region- specific requirements, the project will support the government&#39;s objective of creating a sustainable vocational education system.

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Deutsche Bank

Combined separate non-financial report

Non-Financial Report 2019

Sustainable finance

Subsidized loans (KfW)

In 2019, we again collaborated closely with KfW, Germany&#39;s nationwide development bank, to support private and corporate clients across all business divisions through government-subsidized loans or procurement of guarantees with an overall volume of € 1.6 billion (2018: € 1.6 billion). Of this amount, more than 41 % was provided for various corporate investments in energy efficiency, environmental protection, or renewable energies, as well as in private clients&#39; projects to build, purchase, renovate, or modernize residential properties (2018: 38 %). Additional subsidized financing volume was enabled in collaboration with regional promotional banks belonging to Germany&#39;s federal states, as well as with the European Investment Bank and the European Investment Fund.

A broad range of financing solutions with subsidized components is offered to corporate clients. In addition to general corporate financing, more specific financing opportunities, such as energy transition measures or innovations, are also eligible. In all, we arranged 550 KfW loans for our corporate clients with a volume of more than € 400 million in 2019 (2018: 800 loans totaling € 700 million). Of this, € 180 million was for energy transition measures (2018: € 240 million).

Through our mortgage facilities, we support our private clients in the acquisition of residential real estate and contribute to wealth creation. Through our cooperation with KfW, more than 18,000 clients obtained state-subsidized mortgages totaling

  • 1.2 billion in 2019. This sum included about € 490 million for financing agreements oflow-energy houses or for construction and modernization projects that meet higher energy standards than those required by Germany&#39;s Energy Saving Ordinance (2018: € 360 million).

Investment products

GRI 102-16,201-2,417-1, G4 DMA, FS8

Private Bank

Retail business

In line with our product principles, we apply exclusion criteria to our entire product offering, for example by ruling out investment products with agricultural speculation. As exemplified by the collaboration of our Private Bank Germany with third-party product providers for mutual funds, we expect product providers to demonstrate their commitment to responsible investing by being a signatory to the UN Principles for Responsible Investments (PRI). When selecting dedicated ESG investment products for our retail clients, we take additional ESG criteria into account, which we develop over time.

In 2019, we also began offering an equity fund that invests in companies that contribute to the objectives set out in the SDGs. After the launch of the equity fund, we generated gross inflows of approximately € 248 million (equivalent to around 22 % of total gross flows into equity theme funds). Additionally, we started offering a green bond fund whose target is to invest into bonds to support environment-related projects. For Private & Commercial Business International, four new thematic ESG funds were actively recommended to clients in Belgium, which took the total number of recommended ESG funds to nine. In Italy, we launched an ESG model portfolio to enhance the focus on sustainable investment solutions within the advanced advisory service and two discretionary lines within the standard DPM solutions&#39; offering. Furthermore, ESG fund solutions were offered to clients, such as DWS ESG Multi Asset Defensive Fund and Nordea Sustainable Global Stars. In early 2020, Postbank will offer two sustainable VZI portfolios and there will be five ESG funds available for this purpose.

Wealth Management

In 2019, WM launched an accelerated ESG strategy to expand its ESG investment services, as a new generation of wealthy clients is increasingly focusing on adding purpose to investment performance. The strategy, approved by our WM Executive Committee (ExCo), focuses on three key pillars: incorporating ESG ratings into WM portfolio construction and reporting systems, extending our ESG product offering, and creating ESG awareness. Our ESG investments are handled within the established WM investment processes, with governance primarily implemented through existing structures within our discretionary portfolio management services. To walk the talk in our commitment to expand our ESG product offering and increase investment, WM has formally entered into an agreement with MSCI to access enhanced ESG ratings in support of Wealth Discretionary (WD) and Wealth Advisory solutions. This will empower WM to better advise clients on ESG investments and allow portfolio managers and the funds team to select appropriate ESG securities and products. To address the growing importance of ESG to WM clients and deliver on our ESG strategy, we formed a dedicated ESG team that works in an agile way and is supported and overseen by our wider WM ExCo. The ESG team is staffed cross-functionally to combine a range of skills and knowledge in order to accelerate the implementation of the ESG strategy across the three aforementioned pillars.

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Deutsche Bank

Combined separate non-financial report

Non-Financial Report 2019

Sustainable finance

As of year-end 2019, WD managed assets under ESG mandates of nearly € 500 million, utilizing a variety of methodologies to support our global client base. Utilizing MSCI ESG ratings data, our WD offering is based on a best-in-class approach, with certain sectoral exclusions implemented to ensure consistency with our clients&#39; values. Our WD ESG offering generally requires that a minimum MSCI ESG rating of 6 (on a scale of 10) be applied to instruments utilized in the construction of WD mandates. In 2019, we expanded our WD ESG offering to serve our clients in the Americas and emerging markets, and we will continue to increase the availability of offerings into 2020 for our European clients.

Our ESG product offering in Wealth Advisory covers funds as well as private and capital markets. When considering funds to approve for addition to our dedicated product platform, our Global Funds Group (GFG) concentrates on three areas in selecting and on-boarding suitable ESG funds for WM clients via their due diligence process: products identified as investing with an ESG approach, impact investment products, and products that invest according to specific themes correlating to ESG challenges. We prefer managers and boutiques that are PRI signatories, support ESG integration and shareholder engagement, and clearly incorporate ESG principles into their investment philosophy, idea generation, and investment process. Since 2019, we have been utilizing MSCI ESG ratings as a key reference to complement our qualitative assessment. Our offering includes asset managers like Candriam (an early ESG adopter), DWS (a dedicated best-in-class ESG offering), and Pictet (a leading thematic provider). Currently, we have 19 ESG funds on our global approved list. Client assets in ESG funds grew markedly over the year (56 % at year-end 2019).

In capital markets, we now offer recommended lists for both equity and fixed income that include ESG leaders, i.e. companies with an MSCI ESG Rating of AA or AAA. These lists enable clients to construct narrow or broad portfolios with exposure to companies displaying strong ESG criteria. ESG & Impact Investing are one of four anchor themes for the Private Markets platform that answers both the investors&#39; demand for ESG-friendly investment solutions and the need to offer solutions that address the climate crisis. We currently have two live funds in the ESG Space: the Princeville Climate Technology fund and the Closed Loop Leadership Fund. The Princeville Climate Technology fund focuses on growing tech-enabled companies that have a positive climate impact. The Closed Loop Leadership Fund focuses on companies operating in the circular economy, i.e. companies that can bridge the last link in the production value chain and generate value out of disused goods.

Asset Management

GRI 102-15/31/44,305-5, FS11, FS12

In our AM, we continue to pursue ESG integration as part of our duty as a fiduciary partner. We see ESG as a value-enhancing development for clients, as it enables a more comprehensive analysis for risk‒return expectations. In September 2019, we announced the creation of a Group Sustainability Office in AM to integrate ESG capabilities across our platform with the aim of positioning AM as a leader in the industry. Through the DWS Group, we are a signatory to the UN PRI and a Responsible Investment Statement guides our ESG approach. AM&#39;s progress in ESG integration has been recognized by the annual PRI ratings, which can be seen on the AM website: PRI Assessment Report

Our ESG Engine continues to enable data-driven ESG analysis based on input from six leading ESG data vendors: ISS-Ethix, MSCI, ISS-oekom, RepRisk, Sustainalytics, and Trucost. As a proprietary software system, it is the centerpiece of our commitment to integrating ESG into our investment process and our Active and Passive portfolios. The structured ESG information is embedded into portfolio management, thus supporting our due diligence process and enabling us to offer clients bespoke ESG solutions. As the ESG Engine is fully integrated into the global portfolio management system and research architecture for listed securities, all portfolio managers and research analysts who are responsible for liquid investment strategies have access to a 360-degree assessment of issuers and investees. Both the availability and coverage of ESG data enables ESG integration for our portfolios. For certain types of asset classes, we acknowledge challenges3with the data coverage but are working to increase the coverage. In August 2019, AM announced it was entering into a strategic partnership with Arabesque S-Ray®. Going forward, we plan to use S-Ray as an additional data vendor for our ESG Engine.

If required, our investment professionals regularly engage with the senior management of our investee companies to discuss ESG topics, as well as a company&#39;s fundamentals, strategy, and outlook. In 2019, the key engagement topics were corporate governance issues (e.g. supervisory board independence or remuneration), but also environmental topics, such as deforestation. For our European-domiciled funds, we have a quality approach to our governance engagements with companies on our Proxy Voting Focus List. This is based on a thorough analysis of the independence and composition of boards, executive compensation practices, auditors, overall company structure, and transparency. The analysis is based on available information on governance quality, including documents on the investees&#39; websites, governance research, historic voting, and engagement outcome. In cases where we identify gaps between our expectations on governance and a company&#39;s attitude towards it, we may decide to directly engage with the company representatives.

Our AM is committed to timely corporate governance topics and therefore reviews its Corporate Governance and Proxy Voting Policy on an annual or ad-hoc basis. We also challenge whether our understanding of good corporate governance still prevails

  • As expected, ESG data availability for e.g. United States municipal bonds,high-yield bonds, small-cap issuers, or emerging market issuers is more heterogeneous, resulting in lower coverage for portfolios pursuing these strategies.

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Combined separate non-financial report

Non-Financial Report 2019

Sustainable finance

in light of global market developments. Since 2019, this policy has put a stronger focus on companies&#39; adherence to responsible investment or ESG standards, such as CDP or PRI. Participants of this review include the CIO for Responsible Investments, the ESG Thematic Research Team, and the Head of Equity Research, as well as the Corporate Governance Center and Communications. Greater emphasis is now placed on the respective board&#39;s responsibility for ESG. According to a recently published report by the U.K. campaign group ShareAction, AM also finished among the leading asset managers globally in voting on shareholder resolutions linked to climate change. In a separate report published by majority action, "Climate in the Boardroom: How Asset Manager Voting Shaped Corporate Climate Action in 2019", AM was among the leaders with over 95 % support of climate-critical shareholder proposals in 2019. These results confirm our AM&#39;s strong record on corporate engagement relating to ESG matters.

In 2019, we voted at a total of 2,043 meetings in 57 countries, an increase of 64 % on 2018 for our portfolios domiciled in Europe and Japan. These meetings represented approximately 78 % of our equity assets under management in Europe and Japan. We aim to gradually increase the number of meetings per year we vote at, while ensuring not to compromise on the quality of our analysis. The results of our proxy voting and engagement are reported annually on our website. For the mutual funds domiciled in the U.S., we strive to exercise the voting rights for all equity holdings. In 2019, we voted at a total number of 9,466 meetings in 66 listing markets.

In classifying our ESG assets under management (AuM) we follow the methodology of the Global Sustainable Investment Alliance (GSIA). In order to provide additional transparency, we decided to additionally break down our assets into the categories as shown in the tables ESG and sustainable AuM and ESG in Alternatives.

As of December 31, 2019, we reported € 69.7 billion of ESG AuM, made up of € 51.6 billion of ESG and sustainable AuM in Active and Passive, € 715 million of sustainable investment funds/impact investments, € 16.5 billion of real-estate investments in certified green-labeled buildings, and € 862 million of infrastructure assets in renewable assets, within an overall asset management volume of € 767.4 billion.

As of December 31, 2019, our Active portfolio management teams were responsible for € 40.7 billion of ESG AuM within an overall Active AuM volume of € 515 billion. Our Passive portfolio management teams were responsible for € 10.9 billion of ESG AuM within an overall AuM volume of € 155.8 billion. The growth of ESG AuM in Active and Passive reflected the launch of a series of new ESG-focused ETFs, a series of conversions of retail and institutional funds, and net flows into our dedicated ESG strategies. In 2019, the Alternatives portfolio management teams expanded the initiatives to integrate ESG into investment processes across the various asset classes and were responsible for € 18.1 billion of ESG AuM (comprising sustainable investments funds and individual real estate and infrastructure assets) within an overall Alternatives AuM volume of € 96.2 billion.

ESG and sustainable AuM

In € m.

Dec 31, 2019

Dec 31, 2018

ESG within Active investments

40,686

28,922

Portfolios based on client-specific exclusions for institutional clients

24,662

N/A

Retail and institutional assets managed according to uniformly defined investment standards or client-specific

derivations

13,090

N/A

Particular sustainability themed ESG products

591

N/A

Third-party initiated mutual funds applying external ESG approach

2,343

2,270

ESG within passive investments

10,869

3,313

Exchange traded funds or products

2,452

N/A

Passively managed mandates for institutional clients

8,417

N/A

Total dedicated sustainable AuM within Active and Passive investments

51,555

34,505

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Deutsche Bank

Combined separate non-financial report

Non-Financial Report 2019

Sustainable finance

ESG in Alternatives

In €

Dec 31, 2019

Dec 31, 2018

Sustainable investment funds / Impact Investments

Private equity or debt funds focused on sustainable/impact investing, including public-private "blended finance"

funds with environmental or social objectives

715

595

ESG within Real Estate investments

Certified green-labelled buildings (Energy Star, LEED, BREEAM, etc.)

16,527

13,436

ESG within Infrastructure investments1

Renewable assets, both in debt and equity investments, including solar, wind and waste-to-energy

862

862

Total sustainable AuM in sustainable investment funds, real estate and infrastructure within Alternative investments

18,104

14,893

  • Valuations of € 612 million of equity investments made within two of AM&#39;s major infrastructure funds are per September 30, 2019. Equity investments are revalued each quarter.Year-end 2019 figures will be made available in the context of Q4/2019 reporting to investors on March 30, 2020 and April 30, 2020 for the two funds. Debt investment amounts are set and do not change unless debt is repaid.

We were able to successfully distribute dedicated ESG mutual funds founded on SDG contribution or analysis of green bonds to retail investors through our Private Bank branch network in Germany. In 2019, we enhanced our passively managed product portfolio by adding two U.S.-domiciledexchange-traded funds (ETFs) to our portfolio and an Xtrackers ESG MSCI Emerging Markets UCITS ETF tracking, an index of companies meeting defined ESG criteria and low-carbon requirements based on MSCI&#39;s ESG research. The underlying index is part of the MSCI ESG Leaders Low Carbon ex Tobacco Involvement 5 % Index series.

Several of our actively managed funds were also converted into dedicated ESG funds by adopting our internal ESG investment standards (MESGS). The MESGS are built on the various pillars of ESG, apply market-common exclusions on controversial sectors and violations of the UN Global Compact, and implement best-in-class methodologies, including the assessment of climate transition risks and opportunities. In the first half of 2020, we plan to roll out our Climate Transition Risk and Opportunities (CTRR) score to sovereigns and extend our assessment of climate risk with the incorporation of physical climate risk through an additional data vendor. In 2019, we also tightened our evaluations of norm violations that now take human rights violations more strictly into account. The new norm methodology now seeks severity reconfirmation across vendors, includes non-strictly UN Global Compact controversies, aggregates multiple "less severe" controversies to treat them equally as one severe controversy, and considers multiplicity of controversies. Last but not least, the approach puts more emphasis on environmental- and human rights topics while comparatively putting less emphasis on governance topics, unless very severe and reconfirmed controversies in this category are present. As a consequence of the recalibration, the number of F- rated (i.e. firms with severe and reconfirmed violation of international norms) issuers now stands at 33 instead of 19 prior to the recalibration. F-rated issuers in that category are not investable for AM mutual funds using our uniform ESG investment standards.

We have piloted our derived ESG Key Performance Indicators (eKPIs, for example on CO2emissions or information on climate change indicators of a fund) to give our investors transparency on the ESG contributions of the DWS Invest SDG Global Equities fund on our website. A key insight from the pilot is that AM aims at rolling this out to additional dedicated ESG funds in 2020. We continue to develop our ESG methodology, especially with regard to carbon and climate risk sensitivity, opportunities from impact investing, and the SDGs, by integrating them into the ESG Engine.

Real-estate investments

To further our commitment to ESG in real-estate investments, we announced the goal of halving carbon emissions by 2030 against the reference year 2017 for our entire portfolio of European office properties held by funds managed by the European real-estate business. In setting this goal, we are furthering AM&#39;s decade-long support (through our Global Investor Statement to Governments on Climate Change) in the topic of climate change and our commitment to the investors&#39; call on global leaders to achieve the Paris Agreement climate goals. Cutting carbon emissions across the entire Europe office portfolio is estimated to result in an annual reduction of 61,000 metric tons of carbon dioxide emissions – the equivalent of taking approximately 24,000 diesel cars off the road and saving around 23 million liters of diesel.

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Combined separate non-financial report

Non-Financial Report 2019

Sustainable finance

Sustainable investment funds

Our Sustainable Investments (SI) team within AM creates solutions for institutional investors, private investors, development banks, and governments that share common social and environmental investment objectives and seek attractive financial returns. SI operates investment initiatives ranging from financial inclusion and microfinance to sustainable agriculture, renewable energy, and clean urban transportation. In 2019, we managed eight sustainable and impact funds with a combined volume of € 715 million. Our ongoing partnership with a significant corporate client demonstrates the strength of our ESG franchise. Moreover, AM has been highlighted for its key role in completing its first three acquisitions on behalf of its China Renewable Energy Fund (CREF). The funds comprise a 75 % equity interest in three operational wind farms in the Hubei and Hunan provinces for an overall installed generation capacity of 134 megawatt. This contributes to CREF&#39;s plan of achieving almost half a gigawatt of acquisitions for completion by the end of the year under review.

Sustainable investment funds

Fund

Africa Agriculture and Trade Investment Fund (AATIF)

SDGs

European Energy Efficiency Fund (EEEF)

SDGs

Essential Capital Consortium B.V.

SDGs

Global Microfinance Funds III

SDGs

China Renewable Energy Fund (CREF)

SDGs

Clean Energy and Environment Fund (CEEF)

SDGs

Global Commercial Microfinance Consortium II

SDGs

Microcredit Development Fund

SDGs

Mission/Information

Improve food security and end poverty through sustainable investment along the entire agricultural chain in Africa

1, 2, 8, 9, 13, 14, 15

Energy efficiency and renewable energy in the public sector in Europe

11, 13

Debt financing to health, energy, and financial service providers in low in-come communities in the developing world (closed in 2019 and will be repaid)

1, 3, 4, 5, 7, 8

Senior and subordinated debt financing for microfinance institutions and banks in the developing world, to increase access to high-quality financial services

1, 2, 3, 4, 5, 8

The fund&#39;s objective is to generate investment returns and offset investors&#39; carbon emissions in their global supply chain

7, 13

The fund intends to fund the growth of private companies that focus on developing clean energy and clean technology sectors in China

7, 13

Senior and subordinated debt financing for microfinance institutions and banks in the developing world, to increase access to high quality financial services (closed in 2019 and will be repaid)

1, 2, 3, 4, 5, 8

Senior and subordinated debt financing for microfinance institutions and banks in the developing world, to increase access to high-quality financial services

1, 2, 3, 4, 5, 8

  1. Anti-financialcrime
  1. Data protection
  2. Information security
  1. Public policy and regulation

Deutsche Bank

Combined separate non-financial report

Non-Financial Report 2019

Anti-financial crime

Anti-financial crime

GRI 103-1

Deutsche Bank is a leading European bank with a global footprint that provides a broad suite of products and services across its Corporate Bank (CB), Investment Bank (IB), Private Bank (PB), Asset Management (AM), and Capital Release Unit. The bank is exposed to diverse financial crime risks, including money laundering, terrorism financing, and sanctions, as well as other criminal activities, such as fraud, bribery, and corruption. In line with its legal and regulatory obligations, Deutsche Bank believes it is vital to combat financial crime in order to ensure the stability of banks and the integrity of the international financial system. Failure to manage financial crime risks exposes Deutsche Bank and its employees to potential criminal and/or regulatory liability, civil lawsuits, and a loss of reputation. Although it is not possible to eliminate these financial crime risks entirely, commensurate controls must be in place to minimize these risks.

Given the strict and challenging regulatory and legal environment in which it operates, Deutsche Bank continually invests in controls to enhance its management of financial crime risks. The media, authorities, and the general public have shown interest in the perceived or actual control gaps, while the evolution of global market structures poses new challenges, for example the emergence of new payment methods or fintechs. Deutsche Bank continues to be subject to various enforcement actions at its main locations, requiring ongoing focus and disciplined execution. Deutsche Bank is currently subject to increased levels of regulatory scrutiny and activities over its financial crime risk management. These regulatory activities have led to the appointment of a number of external monitors, one of them being KPMG as the Federal Financial Supervisory Authority (Bundesanstalt für Finanzdienstleistungsaufsicht, BaFin) Special Representative to oversee the implementation of the measures ordered by the BaFin.4If Deutsche Bank is unable to improve its infrastructure and control environment within given timelines, its business operation, financial condition and reputation could be materially and adversely affected. In response to these challenges, Deutsche Bank continued to actively improve its control environment during 2019.

Governance

GRI 102-15/17/20/29/31,103-2/3

Deutsche Bank&#39;s Management Board is ultimately responsible for the management and mitigation of financial crime risks. The Management Board delegates tasks relating to these obligations to the Anti-Financial Crime (AFC) function. Since the announcement of the new Management Board structure in July 2019, the Chief Risk Officer (CRO) has been the Management Board member responsible for the AFC function. AFC is a second-line-of-defense (2LoD) control function, overseeing the management and mitigation of the financial crime risks assigned as per the bank&#39;s non-financial risk type taxonomy. The business divisions as first line of defense are responsible for designing and implementing controls to mitigate the financial crime risks emerging from their respective business activities and processes.

4 For further details on specific regulatory activities incl. the order issued by BaFin, see the Annual Report 2019, Notes to the Consolidated Balance Sheet, Note 27 – Provisions.

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Anti-financial crime

The financial crime risks managed by AFC are defined as and grouped in the risk themes described below:

  • Risk of money laundering: If Deutsche Bank knowingly or despite reasonable suspicion employs an inadequate framework of controls leading to Deutsche Bank products and services being misused to facilitate money laundering, terrorist financing, and/or tax evasion;
  • Risk of violating sanctions or embargoes: If Deutsche Bank knowingly or despite reasonable suspicion engages in a sanctioned financial activity, including sectorial sanctions orproject-based financing, or fails to take adequate measures to prevent or detect circumvention of existing controls;
  • Risk of bribery and corruption: If Deutsche Bank engages in bribery either as a company or via an employee, third party, vendor, supplier, or intermediary, or provides products and services to clients in the public or private sector who abuse a position of power for an improper or business advantage, thus directly or indirectly facilitating the misuse of funds or financing by corrupt individuals or entities;
  • Risk of fraud: If, either as a company or via an employee, Deutsche Bank performs any intentional act or omission, including a misrepresentation that misleads or conceals, or attempts to mislead or conceal, in order to gain a personal or business advantage, or to avoid a personal or business disadvantage; et
  • Risk of failing to prevent "other criminal activities" that might jeopardize the institution&#39;s assets (derived from section 25h, German Banking Act).5

Two of these risks – money laundering, and sanctions and embargoes – are classified as group-wide Top Risks. Failing to manage any of these risks may have serious consequences for employees and Deutsche Bank. Hence, Deutsche Bank has set up the AFC function as follows in order to handle specific areas of financial crime risk:

  • To prevent money laundering and combat the financing of terrorism, AFC, through various functions, undertakes measures to comply with rules and regulations regarding identification and verification of clients, including financial crime risk reviews of clients and transactions; to develop, update, and execute internal policies, procedures, and controls; and to detect and report suspicious transactions. In this way, valuable information is provided to regulatory and government bodies in line with existing legal and regulatory requirements to support the fight against financial crime;
  • The Sanctions and Embargoes (S&E) function is accountable for performing measures to comply with finance and trade sanctions and embargoes, especially detecting, evaluating, and, if required, ensuring the observance of sanctions, law- related publications, and binding requirements in connection with the financial and trade sanctions of the respective authorities;
  • LeAnti-Fraud, Bribery, and Corruption (AFBC) function monitors and advises relevant functions, and administers controls and safeguards to mitigate fraud, bribery, and corruption risks, for example with respect to vendor fraud, joint ventures, offering and accepting gifts and entertainment, hiring practices, high-risk client relationships, transactions, and new products;
  • AFC Investigations (AFCI) is mandated to centrally and consistently manage and/or coordinate the bank&#39;s response to fraud and internalmisconduct-related investigations allocated to AFCI, and to facilitate decision-making and escalation processes via the AFC Governance Framework. After becoming fully operational at the end of 2018, AFCI acts to protect Deutsche Bank&#39;s integrity by ensuring it provides an impartial investigative response to fraud and internal misconduct in a holistic and effective manner;
  • As the Head of AFC is responsible for having an adequate risk management framework in place for all "other criminal activities" that are not directly managed within the AFC function, a Global Financial Crime Governance Committee was additionally established to provide governance and oversight of all financial crime risks mentioned above; et
  • In addition, AFC works closely with various groups of experts and financial crime networks (e.g. the Joint Money Laundering Intelligence Taskforce in the U.K. and the Wolfsberg Group of Banks) to assist its fight against financial crime.

From an organizational perspective, Deutsche Bank continuously developed the AFC function towards lean and sustainable governance structures in 2019. In line with Deutsche Bank&#39;s commitments to further strengthen the AFC function and in response to regulatory requirements, the AFC function had approximately 1,400 employees (FTE) by the end of December 2019. An additional approximately 200 employees (FTE) were supporting AFC in a Shared Services function for controls testing and quality assurance, risk management, management information, and training.

  • The "other criminal activities" are derived by and large from the German Penal Code and include, for example, theft, damage to property, robbery, cybercrimes, and antitrust. Due to the thematic context and specific subject matter expertise relating to these risks, they remain with other infrastructure functions.

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Anti-financial crime

Targets and measures

AFC has built the foundations across all risk types AFC is responsible for. Although Deutsche Bank continues to face severe pressure across jurisdictions on financial crime matters, it can now focus on strategic investments and establish better connectivity with the business and other control functions to further increase effectiveness. In order to execute this strategy, AFC developed a holistic five-year plan for 2019 until 2024. By the end of the five-year planning cycle, Deutsche Bank intends to have stabilized the environment for all core controls so that all AFC risks are constantly identified and assessed, employees across the bank understand their role in fighting financial crime, risk appetite is well-defined and fully embedded across business areas, client information is updated and of good quality, transactions are monitored across all relevant businesses, locations and products to generate early risk insights, and Deutsche Bank deploys technology to move from detective to preventative controls, wherever possible. This five-year plan will involve the following:

  • Providing active support in designing and implementing betterfront-to-back Know Your Client (KYC) and monitoring processes across the business, Operations, and AFC;
  • Investing in a more focused manner in technology and modeling to improve the quality of transaction alerts and deliver superior risk insights;
  • Reducing reliance on external expertise, consultancy, and manual intervention in operational processes;
  • Improvingdecision-making within AFC, and better aligning accountability and delivery by combining responsibility for change and daily risk management; et
  • Leveraging the community of Risk, Compliance, and AFC practitioners to improve risk management, change delivery, and business engagement.

Deutsche Bank&#39;s Risk & Control Assessment (RCA) process comprises a series of bottom‒up assessments of the risks generated by business divisions and infrastructure functions (1LoDs), the effectiveness of the controls in place to manage them, and the remediation actions required to bring the risks outside of risk appetite back into risk appetite. This enables both the 1LoD and 2LoD to have a clear view of the bank&#39;s material operational risks. In 2019, Deutsche Bank launched an integrated risk and control assessment that combined the risk assessments led by AFC, Compliance, and NFRM in a coordinated way. The coordinated approach aims to improve visibility across various risk types and to streamline risk assessment processes, tools, and reporting across the three risk control functions, creating efficiencies and improving engagement. Alongside the integration of risk assessments, Deutsche Bank further enhanced its central control inventory and started the development of a new control assurance framework to enhance the transparency of control assurance activities across various levels of Deutsche Bank.

Policies

The AFC Charter sets out the mandate and responsibilities of AFC across Deutsche Bank. Global AFC policies set the minimum standards for the management of financial crime risks, which are supplemented by further, country-specific policy requirements. All AFC policy documents are reviewed at least once a year to ensure that relevant new or revised legislation and regulations are properly reflected, and to take into account any lessons learned. All Deutsche Bank employees are required to comply with global and local requirements relating to internal policies.

The progress made in 2019 included materially upgraded KYC, AML, and Sanctions Policies that reflect the latest legal and regulatory standards. A special focus for AFC in 2019 was to ensure regulatory adherence with the fifth Anti-Money Laundering Directive (5AMLD) of the European Union6. Major progress has been made in reflecting all the respective requirements and, generally speaking, in ensuring 5AMLD adherence is on track for Deutsche Bank. AFC successfully coordinated the implementation and publication of the new KYC Policy and AML Policy in July 2019, as appendices to the existing policies. Both policies replaced previous versions and became fully effective on January 1, 2020. The Group Sanctions Policy was revised in May 2019 in order to comply with the group-wide requirements for policies.

  • 5AMLD introduces: (i) Additional due diligence requirements for client relationships and transactions involvinghigh-risk third countries; (ii) creation of beneficial ownership registers for corporates and trusts as well as central bank account registers; (iii) AML regulations that will now apply to virtual currencies providers, real-estate agents, auditors, external accountants, tax advisors, and art dealers; and (iv) lifting of the anonymity of electronic money products, such as pre-paid cards, and restricting the use of these when the country of issuance is outside of the EU and regulation is not EU-equivalent.

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Anti-financial crime

Training and awareness

GRI 103-1,404-2

AFC Training & Awareness forms part of the AFC risk and governance frameworks to govern, mitigate, and report on financial crime risks. Here, training is a key control measure in raising employee awareness to identify AFC-related risks and understand how and when to escalate.

To ensure employees have the necessary technical knowledge and skills, and to keep pace with a constantly changing regulatory environment, Deutsche Bank delivered a mandatory AFC curriculum developed via a robust year-on-year Annual Training Needs Analysis process. This process engages key stakeholders across the second line of defense (2LoD) to identify where training can help to mitigate AFC risks and identify training requirements arising from regulation, policy, and legislation. Course development is managed via Training Advisory Groups comprised of internal subject matter experts. To support a continuous cycle of improvement, training evaluations are conducted to improve course quality and assess the impact on employees&#39; awareness. The 2019 AFC mandatory curriculum included updated courses on anti-money laundering, anti-fraud, bribery and corruption, and sanctions. The course completion rate is very high, with minimal overdue ratios for late or non- completion of mandatory training. Participation is monitored and delayed completion is escalated to an employee&#39;s line manager. This can result in red flags for employees or their managers, which are taken into account in annual promotion and compensation decisions.

Through Deutsche Bank&#39;s partnership with the Association of Certified Anti-Money Laundering Specialists (ACAMS), AFC employees themselves have access to a wide range of learning resources and tools dedicated to AFC professionals.

Risk monitoring processes

GRI 102-15/31

Know Your Client

Know Your Client (KYC) is an ongoing process throughout the life cycle of a client relationship. As such, Deutsche Bank not only needs to know the client (including their ownership structure, ultimate beneficial owners, and source of funds where applicable), but also the anticipated nature of the client relationship. AFC and the business divisions continued to pro-actively address KYC matters in 2019, especially by further improving the control environment via the various projects undertaken. The New Client Adoption process governs the onboarding of potential clients with the intention that no funds or assets may be accepted or transacted, nor any legal commitment entered into (e.g. operation of an account, sale of a product, or rendering of a service), until this process has been completed, barring very limited circumstances (e.g. certain corporate finance mandates and block transactions). As part of its regular client due diligence, Deutsche Bank screens its client relationships against internal and external criteria, for instance relating to politically exposed persons, terrorism, or sanctions. As a consequence, a client relationship may be declined or subject to monitoring or conditions imposed on accounts, transactions, or product usage. In addition, payments are screened prior to being made (see below).

The High Risk Clients Review was completed as required in ten months, while simultaneously making improvements in core aspects of the KYC process. In the Investment Bank (IB), Corporate Bank (CB) and Wealth Management (WM) divisions, significant efforts were invested in KYC file quality improvement, with the IB and CB activities conducted under the BaFin order covering KYC. However, further improvements in quality are still required. Significant progress has been made in delivering the future IB and CB KYC client file management application. A new Client Financial Crime Risk Council, composed of AFC, other 2LoD and business representatives, was set up to identify, monitor, and manage adherence to global risk appetite at the client level, including periodic reporting on material client financial crime risks with the goal of de-risking the bank&#39;s portfolio by exiting clients of concern. This also contributed to the work undertaken to address the BaFin order regarding correspondent banking.

A consistent Client Risk Rating Methodology (CRRM), which makes use of quantitative measures to calculate the individual risk of every client, was rolled out to IB, CB, Capital Release Unit, and AM. Deployments for other businesses are currently ongoing. Furthermore, AFC reviewed the CRRM in line with 5AMLD and incorporating correspondent banking-specific risks, which will be rolled out in 2020. AFC also continues to work towards an enhanced methodology design that reflects the specifics of the retail business.

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Anti-financial crime

Anti-money laundering and prevention of terrorism financing

Despite AFC being able to enhance its control environment during 2019, media attention on Deutsche Bank, which mostly related to legacy AML issues, remained high. Major improvements have been made to key technology controls such as Name List Screening (NLS) and Transaction Monitoring (TM). NLS has been rolled out globally to ensure all clients are screened on a daily basis against the applicable regulatory lists. A new TM system has been implemented in the U.S. and Germany focusing on correspondent banking, which provides coverage of 95 % of the corresponding banking volumes globally. This tool will be further rolled out as necessary to cover additional risks. Further, Deutsche Bank is continuously enhancing its TM capabilities across all business lines and regions which includes the development of money laundering detection scenarios and rollout of new systems.

By utilizing the AFC control environment, Deutsche Bank provided information that led to a successful raid on one of Europe&#39;s largest dark net money laundering infrastructures.

AFC also partnered with IB, CB, and the Capital Release Unit to enhance their account activity review process. This control requires client coverage leads to assess whether transaction activity was consistent with the expected nature of the client&#39;s business and the purpose for which it maintains a business relationship with Deutsche Bank.

Sanctions and embargoes

The inherent risk regarding the complexity of sanctions regimes increased in 2019 due, for example, to sanctions against Russia, Venezuela, and (temporarily) Turkey. In order to manage the intrinsic risk, Deutsche Bank has implemented several measures, one example being the Russian Oligarchs Framework using a risk-based approach for clients who are or have a nexus to Russian oligarchs. All relevant relationships have to be presented to the Regional Reputational Risk Committee for a decision to maintain or exit.

Deutsche Bank implemented daily screening across its customer base and monitors all transactions against different sanctions&#39; lists. This enables Deutsche Bank to stop transactions, end customer relationships, and avoid forbidden customer relationships.

Anti-fraud, bribery, and corruption

GRI 103-2/3, GRI 205-1

The Anti-Bribery and Corruption (ABC) Policy, which was revised in 2019, sets out Deutsche Bank&#39;s arrangements in connection with the identification, escalation, and management of bribery and corruption risk, and the behavior expected by all employees and with respect to associated persons and other third parties. In turn, the Anti-Fraud Policy sets out the bank&#39;s minimum standards in line with the identification, escalation, and management of internal and external fraud in compliance with applicable obligations and within the risk appetite scope detailed in Deutsche Bank&#39;s Financial Crime Risk Appetite Statement.

Over the past two years, AFBC has made progress in improving controls and monitoring. For example, a tool was implemented to manage the life cycle of business development consultants (BDCs), standardized request and monitoring processes were implemented to manage gifts and entertainment (G&E) for 95 % of the total G&E volume, and monitoring was delivered for BDCs and joint ventures. From a fraud perspective in 2019, the Fraud Monitoring Capability delivered improvements particularly for online banking. Further enhancements apply to the areas of Risk Appetite Statement, Management Information Strategy and Reporting, and enhancements through the Global Conduct and Internal Fraud Risk Management Framework Policy.

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Data protection

Data protection

GRI 103-1,102-15,418-1, G4 DMA

Data protection has become a significant issue in societal awareness. As almost all Deutsche Bank&#39;s business involves processing personal data, protecting such data is a matter of special concern to the bank because of its commitment to legal requirements, such as the EU General Data Protection Regulation (GDPR), as well as increasing expectations from clients, employees, partners, and regulators.

Governance

GRI 102-16/20,103-2/3

Deutsche Bank&#39;s Group Data Privacy (GDP) department is a specialized and independent function controlling the collection, processing, and use of personal data, and is complemented by a Data Protection Unit at Postbank. The team reports directly to the Management Board and is supported by local Data Protection Officers in the countries where the bank conducts business. The Management Board member responsible for Legal receives quarterly reports, inter alia, about new legal developments and potential audit issues or incidents. Furthermore, it is ensured that regular exchanges on data protection topics within our centralized and decentralized organization take place. In response to the increased controls required to ensure compliance with the EU&#39;s GDPR provisions, the bank is expanding its GDP department to ensure enough personnel to monitor, test, and assess Deutsche Bank&#39;s data privacy and protection processes.

Our data protection organization is set out in our GDP policies and procedures, which comprise data protection principles and requirements, such as confidentiality, the need-to-know principle, or access rights requests. Since 2019, we have developed a monitoring and testing framework to ensure an ongoing improvement process.

Deutsche Bank also contributes to the development and interpretation of industry-specific and prevailing standards on data privacy and protection by participating in data protection committees and working groups, such as the Federal Association of German Banks, IBM Guide Share Europe, and Bitkom. Developments in data protection regulations are regularly analyzed and control processes revised accordingly. The same applies to technical developments and new digital business models.

A prominent example is the GDPR program, which involves a catalog of measures to meet the GDPR requirements. In 2019, we also assessed and, where required, implemented measures derived from new data protection legislation, such as the California Consumer Privacy Act in the U.S. or comparable legislation in Brazil and Japan.

Training and awareness

GRI 404-2

Employee training on the implications of privacy laws for the bank&#39;s day-to-day business is a key factor in ensuring effective data protection in all operational processes. The most noteworthy training measure is the GDPR e-learning program, which was successfully rolled out and provided to our employees in 2018. After having reevaluated needs and the content of the training programs across the bank in 2019, the data protection e-learning program was transferred to a new concept and now includes requirements not only set out by the GDPR but also by other data protection regulations. With the development of this new training concept, our previous year&#39;s goal regarding training coverage has changed and we are now aiming to achieve 100 % data protection training coverage globally by 2020 in all countries where we conduct business – and thus even in countries where GDPR is not applicable.

Current initiatives

In view of the changes currently taking place across the bank – the integration of Postbank and the establishment of the Corporate Bank – organizational changes involving the processing of personal data have necessitated particular guidance by our GDP department. In this context, the adoption of new technologies and digitalization have become rather important topics. Against this backdrop, our GDP department accompanied the development of new digital products and initiatives along with data-driven models. Our GDP department also provides legal advice across the bank and all its divisions whenever personal data are being processed.

Furthermore, we are in the process of analyzing potential requirements from upcoming legislative or factual new tendencies on an ongoing basis. Such trends include the EU ePrivacy regulation, which could have an impact on the design of corporate websites and, in particular, their tracking mechanisms. Additionally, we are assessing the data protection implications of political developments, such as the U.K.&#39;s Brexit, or technical undertakings, such as cloud computing.

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Information security

No substantial data breaches observed

Various reporting and escalation processes from our business to GDP were implemented to ensure that potential data breaches could be assessed and handled in a timely manner. This approach, which was also outlined in a global data protection procedure, entails analyzing potential data breaches in collaboration with other Deutsche Bank departments. Should a data breach occur, coordinated follow-up actions would consist of communications to data subjects impacted and information to the relevant data protection authorities. No data breaches of systemic relevance were observed in 2019.

Information security

GRI 102-15

Clients expect access to their bank&#39;s services anytime, anywhere, and through a variety of channels. At the same time, cyberattacks on businesses are increasing in scale, speed, and sophistication. Preserving the confidentiality, integrity, and availability of clients&#39; and partners&#39; data and the bank&#39;s information assets is essential for upholding the trust placed in Deutsche Bank by clients, shareholders, employees, and society.

As the external threat landscape continues to evolve, information security remains a top risk for a bank. Deutsche Bank acknowledges its responsibility to maintain and contribute to a stable and resilient global financial ecosystem and therefore continues to invest significantly in its ability to mitigate security risks. In 2019, Deutsche Bank again strengthened its cyber and physical security capabilities to keep pace with such threats.

Deutsche Bank&#39;s group-wide information security strategy determines the bank&#39;s activities, which are geared to protecting the ability to deliver suitable products and services to clients, and thereby protecting revenue. In light of both internal and external drivers, such as changes to the threats&#39; landscape, corporate strategy, technology, and the regulatory landscape, Deutsche Bank&#39;s strategic direction towards information security is regularly reviewed, confirmed, and underpinned by our information security governance model. The current areas of focus for strategy development include the delivery of layered protection mechanisms (defense in depth), enablement of secure cloud adoption, and transition to further strengthening the threat-driven approach. This will provide a targeted, threat-based methodology to effectively maintain and continually update the bank&#39;s defenses. These strategic pillars are, supported by efforts to enhance the frictionless user experience through streamlined processes and controls as well as automation.

In 2019, we continued to further enhance the security offered to our clients. The measures included the rollout of new strong, two-factor authentication controls for more than 90 % of our online banking services worldwide with continuation of the roll- out into 2020. Two-factor authentication requires our clients to provide two different forms of verification when accessing the online banking systems. The solution offered by Deutsche Bank comprises secure mobile application using biometrics and push notifications to provide our clients with a quick and secure way to access Deutsche Bank&#39;s online services. Besides greatly reducing the risk of fraudulent access to client accounts, the solution also ensures compliance with the EU&#39;s Payment Services Directive (PSD2).

Governance

GRI 102-20,103-2/3

The Chief Security Office (CSO) is responsible for the bank&#39;s security matters and for implementing technology and physical security protection in accordance with the group&#39;s risk appetite. CSO develops and drives the global implementation and operationalization of the group-wide information security strategy, protecting the bank&#39;s employees and assets. An IT Security Committee with delegated authority from the Management Board&#39;s Representative oversees all IT security activities, including potential escalations. The Management Board receives a quarterly information security risk posture report as a comprehensive status update on Deutsche Bank&#39;s information security risk via a set of information security core topics presented by the Chief Security Officer.

International standards and best practices are employed to structure Deutsche Bank&#39;s information security policy landscape and its implementation. The bank&#39;s Information Security Management System has been certified to ISO 27001 since 2012 and is regularly re-certified. The governance framework and cybersecurity programs are regularly enhanced to ensure that security policies and standards continue to keep pace with evolving business requirements, emerging cyber threats, and regulatory guidance. Information security policies support Deutsche Bank in complying with these parameters and form the basis for actively managing and governing information-security-related implementation processes.

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Information security

Following the appointment of Divisional Chief Information Security Officers (Divisional CISOs) in 2018, the information security management set-up was further strengthened in 2019 through the appointment of Principal Technical Information Security Officers (P-TISOs). As the senior accountable officers for information security, the Divisional CISOs and P-TISOs are responsible for ensuring alignment to Deutsche Bank policies and standards and strengthen the relationship between business divisions, IT, and the Chief Security Office.

The mandate for Deutsche Bank&#39;s CSO is complemented by a dedicated governance and operations unit at former Postbank AG (with its own ISO 27001-aligned policy framework), now forming part of DB Privat- und Firmenkunden AG. The year 2019 saw further progress made in the integration of IT security activities within DB Privat- und Firmenkunden AG. The information security framework was harmonized in various areas, in particular with regard to policies, processes and roles. A dedicated Information Security reporting has been setup to enable a holistic overview on the information security posture across DB Privat- und Firmenkundenbank AG. The alignment of security awareness measures leveraged synergies for Deutsche Bank as a whole. Moreover, an analysis of consolidation opportunities for several information security services forms the foundation for further functional and technical integration activities of these services.

Third-party risk

GRI 103-3

Reliance on vendors as well as all the outsourced products and services that support critical IT operations can increase the bank&#39;s risk posture. As new and evolving cyberattack vectors target vendors, this is leading to additional requirements for oversight and continuous monitoring of vendor security, as well as increased regulatory activity in this space. Deutsche Bank manages third-party risk through its vendor management program. This includes management of Information Security risks at Deutsche Bank vendors.

In 2019, Deutsche Bank ratified its cloud strategy as part of its IT strategy. To support secure cloud adoption, a dedicated cloud security function was implemented.

Defense against cyber threats

GRI 404-2

To protect its information and systems, Deutsche Bank takes a multi-layered,defense-in-depth approach to building information security controls into every layer of technology, including data, devices, and applications. This delivers end-to-end protection, while also providing multiple opportunities to detect, prevent, respond, and recover from cyber threats. This approach is a key facet of the group-wide information security strategy to increase the security and stability of the technology platforms.

In addition to prevention methods and controls, such as threat intelligence, data leakage prevention, vulnerability management, and continuous employee awareness programs, high priority is also given to detection, backed by a robust incident response process. Deutsche Bank&#39;s security incident management covers unwanted or unexpected events affecting the confidentiality, integrity, and availability of information assets, which may have an impact on Deutsche Bank, its clients, or employees. The related management and escalation processes are designed to enable Deutsche Bank to respond effectively to cyberattacks or information security threats, to minimize loss, leakage, or disruption, and to enable the use of information gained through incident handling to continuously improve our processes.

The Cyber Intelligence and Response Centers (CIRCs) in Singapore, Germany, and the U.S. have been set up to provide global 24/7 coverage across different time zones – a follow-the-sun model – and have thus improved the bank&#39;s ability to detect threats and respond to incidents worldwide. Through 24/7 monitoring, the CIRCs handle upwards of 2,500 items of new intelligence every month, including alerts about potential cyberattacks. In 2019, the CIRCs did not detect any successful cyberattack, such as Distributed Denial of Service (DDoS) attacks, phishing mails, or malware attacks that materially impacted our systems, information assets, or client information.

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Information security

Training and awareness

GRI 404-2

In 2019, we continued to roll out to all Deutsche Bank employees the global multichannel awareness campaign "Time to be aware – the target is you". This campaign covers a broad range of information and corporate security topics, including the 2019 Information Security Month featuring a month of activities at several Deutsche Bank locations. The goal of the campaign is to help employees understand common yet significant security threats and their individual responsibility and contribution in helping to protect the bank against these threats. The campaign therefore focuses on tips and relevant basic practices to help employees protect themselves and the bank in their daily working life, both in the office and on the go.

Besides awareness measures, Deutsche Bank employees are regularly educated through mandatory training measures that are complemented by specific training for individuals in specialist roles. In 2019, the Information Security Officer (ISO) and Technical Information Security Officer (TISO) role holder training was substantially reworked and rolled out to all active role holders in September 2019. This training equips these role holders with the skills and knowledge required to perform their important security roles and is a pre-requisite for nominees to hold this designation.

Client awareness on cyber threats and how the bank protects their data and assets is a continuous area of focus. To this end, we supply information material, e.g. explanatory videos, and stage events in all regions.

Dialog and collaboration

GRI 102-21

Deutsche Bank works closely with regulators to understand and collaborate on their requirements. At the same time, the bank regularly engages with national and international security organizations, government authorities, and peer organizations to share best practices and threat information. One such body is the Financial Services Information Sharing and Analysis Centre (FS-ISAC), where Deutsche Bank is a member of the board. In Germany, Deutsche Bank was a founding member of Cyber Security Sharing & Analytics (CSSA). This alliance of major companies across various industries that enables the exchange of information to better detect and understand threats, and to enhance response actions.

As sharing relevant indicators of compromise (e.g. forensic data that identifies malicious activity in a system or network) and further intelligence with other companies reduces the risk for all involved parties, Deutsche Bank has a dedicated team to coordinate this exchange and further develop these relationships. Engaging stakeholders helps to ensure that we apply the most up-to-date information security approaches and technology.

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Public policy and regulation

Public policy and regulation

GRI 102-15

As today&#39;s operating context is confronted by an unprecedented level of policy and regulation, the risk of changing rules and regulations is inherent in a bank&#39;s daily business. Deutsche Bank uses a systematic approach that prioritizes significant regulatory risks to the bank and allocates clear accountability for the identification, impact assessment, and implementation of regulatory changes.

Governance

GRI G4 DMA

Deutsche Bank has a clearly structured framework that governs how it manages regulatory change risk and helps to build the bank&#39;s profile in regulatory policy debates. This enables Deutsche Bank to constructively engage with regulatory stakeholders. It also ensures informed strategic decision-making, provides oversight and control over how key initiatives are implemented, and delivers insights for senior management on upcoming public policy issues. The Regulatory Management Council (RMC) supports this process by focusing on cross-bank issues in each stage of the regulatory adherence life cycle. To further contribute to the policymaking process, Deutsche Bank provides political and regulatory stakeholders (e.g. governmental organizations, policymakers, and supervisory authorities) with information and data that set out our business strategy and determinants. Our global policy on engagement with supervisory authorities ensures consistent communications with Deutsche Bank&#39;s supervisory authorities. All employees must adhere to our global Gifts, Entertainment, and Business Events Policy, which regulates the conduct and recording of any gifts and event participations offered by or accepted by Deutsche Bank representatives.

Our Global Head of Government & Regulatory Affairs directly reports to the Chief Administrative Officer. A dedicated Government & Regulatory Affairs team manages Deutsche Bank&#39;s day-to-day relationships with its core authorities, identifies relevant political and regulatory developments at an early stage, and coordinates group policy positions accordingly. In doing so, Deutsche Bank aims to ensure compliance with the relevant political and regulatory requirements (inbound) and include industry-relevant topics in public discussions (outbound). Deutsche Bank&#39;s Government & Public Affairs offices in Berlin, Brussels, and Washington, D.C., manage the relationships with key policy makers and provide them with information and data, while setting out the bank&#39;s business strategy and its determinants. We also liaise with our Country Management in Beijing to cover China.

Employeestakeholder interaction

GRI 102-21

Deutsche Bank sets clear rules and procedures for interactions between employees and external political and regulatory stakeholders. The interaction with core regulators in the U.S., Europe, Hong Kong, and Singapore is governed by the Supervisory Authorities Engagement Policy, which obliges all interactions to be logged and minuted by the relevant Regulatory Management team. For interactions with EU institutions, the mandatory policy on Pre-Clearance of All Communications with EU Institutions to Discuss Policy Issues sets standards for consistent communication at an EU level and centralized clearance of all contacts with EU officials. In the U.S., Deutsche Bank acts in line with the internal policy on Political Contributions in the U.S. and U.S. Lobbying Activities.

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Public policy and regulation

Financial transparency

Deutsche Bank is a signatory to the EU Transparency Register, which requires the bank to disclose certain financial data and comply with the underlying code of conduct. In the U.S., Deutsche Bank is registered with the Office of the Clerk of the Senate and Clerk of the U.S. House of Representatives, and files a quarterly disclosure on all relevant legislative issues with the Office of the Clerk of the House of Representatives. Furthermore, Deutsche Bank America&#39;s Political Action Committee (PAC) is regulated by the U.S. Federal Election Commission (FEC) and the bank makes both monthly and annual public filings to the FEC. All contributions to the PAC are made voluntarily by Deutsche Bank employees and no funding or contributions from the bank are allowed by law. Furthermore, Deutsche Bank does not permit direct or indirect donations to political parties. Pre- approval from Anti-Bribery and Corruption is required for donations to political-party-affiliated organizations or involvements referring to the governmental or political party arena.

Key topics in 2019

GRI 102-12/44

Our Government & Regulatory Affairs team regularly defines a set of key topics that will determine Deutsche Bank&#39;s focus for the period of one year. In 2019, these topics related, inter alia, to the digitalization of banking and society, the renewal of the Eurozone, Brexit, the European elections, and the sustainable finance agenda. On each issue, Deutsche Bank convened and participated in seminars, public panels, and individual conversations with policy makers. As sustainable finance and the digital agenda were topics of particular interest throughout 2019, a more detailed overview on both topics is provided below.

Sustainable finance

GRI G4 DMA

The political and regulatory agenda in many jurisdictions delivers clear supervisory expectations for banks to manage sustainability risks with a focus on climate-related risks. One of the main topics that accompanied us through 2019 was sustainable finance, along with the associated opportunities for and impact on Deutsche Bank. In March 2018, the European Commission published their action plan on sustainable finance. The focus of this action plan is on the reorientation of capital flows towards investments, taking environmental, social, and governance considerations into account. This action plan aims to manage financial risk and, to tackle climate change and related demands in order to foster the transparency of products and corporate strategies.

Legislation on sustainable finance of relevance to Deutsche Bank is mainly driven at EU level, with the EU action plan on sustainable finance continuously evolving. In 2019, Deutsche Bank monitored its progress and its effect on the bank&#39;s operations. Deutsche Bank welcomes the activities of the European Commission as an important milestone to help the EU deliver on its Paris Agreement climate goals and wider sustainability agenda.

In 2019, we noted several central bank initiatives, which we deem relevant for the future of sustainable finance regulation. The Network for Greening the Financial System (NGFS), which is made up of 40+ central banks and supervisors, issued a report to coordinate their work on risk management, stress tests, and scenario analyses, as well as the central banks&#39; own portfolio management and assets. The German financial supervisor BaFin published a draft Guidance Notice on Dealing with Sustainability Risks, which aims to set non-binding standards for German financial firms. The U.K.&#39;s Prudential Regulation Authority (PRA) published a Supervisory Statement in April 2019, laying down supervisory expectations for supervised firms to take a strategic, board-driven approach to managing climate risks.

As part of a broad sustainable finance network, Deutsche Bank is in a position to identify, assess, and react to material developments globally. We take part in a number of sustainable finance working groups in several trade bodies, on a global, regional/EU, and German national level. We are also a member of the Sustainable Finance Advisory Council, which was inaugurated by the German Federal Government in June 2019 to support the development of a national sustainable finance strategy. By engaging with this council, Deutsche Bank discusses developments in sustainable finance with trade associations, such as the Association for Financial Markets in Europe (AFME), the European Banking Federation (EBF), and the Association of German Banks (Bundesverband deutscher Banken, BdB), and regularly responds to consultation and discussion papers. For example, Deutsche Bank responded directly to consultations from the European Banking Authority (EBA), the European Securities and Markets Authority (ESMA), the Network for Greening the Financial System (NGFS), and the Technical Expert Group (TEG). The topics covered were sustainable finance on alleged short-termism in financial markets, on the assessment of "green" (sustainable) and "brown" (conventional ) financial assets, and a detailed EU sustainability taxonomy.

42

Deutsche Bank

Combined separate non-financial report

Non-Financial Report 2019

Public policy and regulation

Digital agenda

In addition to sustainable finance, a great deal of interest has been directed to digitalization and fintechs. Following the publication of the European Commission&#39;s Fintech Action Plan in 2018, regulatory bodies and policymakers within the EU and its member states have started to set the groundwork for responsible technological innovation.

After an initial phase with a strong emphasis on research and monitoring, there have been regulatory and policy proposals on artificial intelligence (AI), cyber and operational resilience, virtual assets, as well as data and online platforms. In particular, these proposals include, but are not limited to, the following:

  • EU CommissionHigh-Level Expert Group&#39;s Ethics Guidelines for Trustworthy AI, including a comprehensive assessment list;
  • EBA Guidelines on outsourcing (incl. outsourcing to cloud service providers);
  • Consultation on proposed amendments to requirements in relation to outsourcing arrangements by the Monetary Authority of Singapore (MAS);
  • EBA draft Guidelines on ICT and security risk management;
  • EU Regulation on online intermediaries, aiming to address power imbalances between platform providers and their business clients; et
  • Discussion papers by the German government on electronic securities and initial coin offerings recommendations by the Expert Groups on competition law, data, and algorithmic systems.

Deutsche Bank participated in the EU piloting process on the AI Ethics Guidelines and Assessment list, its contributions to the above-mentioned EBA Guidelines, and its engagement in the Fintech Taskforce of the European Central Bank (ECB). This helped in understanding the relevance those topics have for the bank and in working towards a regulation that does not create obstacles to innovation. Together with trade associations, such as AFME, the European Banking Federation (EBF), the BdB, or the European Financial Services Roundtable (EFR), Deutsche Bank actively partakes in the public debate and develops industry-wide positions, for example with regard to the creation of an effective data economy, which from our perspective requires a cross-sectoral framework for data access, based on client consent and standard formats and timing.

43

Employee-related matters

  1. Employment and employability
  1. Key employee figures

Deutsche Bank

Combined separate non-financial report

Non-Financial Report 2019

Employment and employability

Employment and employability

GRI 103-1

In this chapter, we describe the management approaches, targets, and results relating to workforce management and an inclusive work environment. Information on further employee-related aspects, such as employee engagement, performance management, and health management, is published in our separate Human Resources Report.

People strategy

GRI 103-1/2/3

Deutsche Bank&#39;s success largely depends on the ideas, competence, commitment, and health of its employees. That is why the bank attaches great importance to offering its employees an attractive working environment so they can help the company to become more innovative. The bank&#39;s Human Resources (HR) agenda seeks to create an environment where people can work in partnership and are enabled to deliver sustainable organizational performance.

Workforce trends are driving the people practice roadmap:

  • New working practices: Agile working practices accelerate innovation and are leading to greater customer focus, iteration, and consultation;
  • New behavior patterns: To stay attractive Deutsche Bank needs to ensure work flexibility, a sound work‒life balance, and investment in the working environment;
  • Demographic change: In 2025, 72 % of the bank&#39;s workforce will be millennials (those born between about 1980 and 2000). Career paths have been redefined. Freelance and interim roles are increasingly becoming a preferred form of employment; et
  • Changing skill requirements: Strongup-skilling or reskilling requirements need to keep pace with the trends, driving the bank&#39;s business model across the divisions.

These workforce trends are reflected by individual Management Board objectives, which have been agreed with the Supervisory Board. They include:

  • Investing in workforce management by implementing restructuring measures, changing the way of working, and strengthening the talent and development agenda; et
  • Further embedding diversity and inclusion in all people processes.

Governance

GRI 102-16/20,103-2/3

HR has a clear governance structure, with global priorities and standards defined and monitored by the Global HR Executive Committee. This includes the Global Heads of HR, the business divisions, infrastructure functions, and entities sharing responsibility for HR management, as well as the HR Heads responsible for processes and products in the regions. The bank&#39;s Code of Conduct is designed to ensure that Deutsche Bank as a whole conducts itself ethically – with integrity, and in accordance with outlined policies and procedures as well as the laws and regulations in all operating regions. The Code is a general guide, underpinning a basic principle that we should do what is right and proper. Deutsche Bank also takes external frameworks, standards, and principles into account, such as the new guidelines for Human Resource Management – Guidelines for Internal and External Human Capital Reporting issued by the International Organization for Standardization (ISO 30414) in December 2018.

Policies are a fundamental part of the bank&#39;s internal control environment. The global HR policies cover a wide range of HR topics, such as hiring, managing, and developing performance and careers, the assessment of the suitable members of management bodies and key function holders, international assignments, diversity and inclusion, compensation, offboarding, termination, and employee-related incident management. Additionally, there are guidelines and policies for performance management procedures, disciplinary and dismissal procedures, grievance, and anti-harassment and bullying procedures, for example.

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Deutsche Bank

Combined separate non-financial report

Non-Financial Report 2019

Employment and employability

HR-related topics are presented to the Management Board, Supervisory Board, and senior management on a regular basis. For example, the Management Board receives monthly updates on FTE development and the progress of restructuring measures, while the Supervisory Board receives monthly reports on employee turnover.

The monthly HR Controls Dashboard was implemented in late 2018 and serves as a detective control measure to monitor HR&#39;s operational performance in managing employee life cycle risk. It provides an overview of the results of a total of 51 HR- owned controls that are listed in the Non-Financial Risk Management Controls Inventory and thereby allows for identification of potential risks in HR&#39;s control environment. The results are presented to the HR Performance Review Council, which decides upon necessary follow-up activities or escalations if control results are outside of risk appetite. For example, the HR Controls Dashboard triggered a process change relating to candidate background screening in Germany, which helped to reduce the number of missing prior work experiences by an average of 36 % in the first half of 2019 (due to the implementation at the end of 2019, the year-on-year development cannot be assessed). The HR Controls Dashboard thus helps to strengthen the control environment of HR.

Workforce management

GRI 103-2/3,404-2

Restructuring

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Restructuring is a topic that spans the entire banking sector, not least due to the pace of digitalization. Deutsche Bank is no exception. On May 29, 2018, the Management Board announced that the number of full-time employees would be reduced to less than 90,000 by the end of 2019. On July 7, 2019, the Management Board announced moves to improve efficiency and infrastructure, which included reducing the workforce to approximately 74,000 by 2022.

As of December 31, 2019, Deutsche Bank had reduced its number of employees by approximately 4,100 (-4,5 %) to 87,600. Reductions across all regions driven by Capital Release Unit7(-1,329;-52.4 %), Private Bank7(-1,149;-3.0 %), Infrastructure (-1,784;-6.1 %), and Asset Management7(-88;-2.2 %) offsetting by Corporate Bank7(+75; +1.0 %), and Investment Bank7(+135; +1.4 %). In 2019, business-critical external roles, especially in IT, were again insourced.

In executing this strategy, Deutsche Bank remains committed to carrying out staff reductions in a transparent and socially responsible manner, with the close and constructive cooperation with employee representatives and social partners marked by mutual trust.

The bank cooperates with employee representatives and their bodies on the basis of the relevant national legal regulations. Germany&#39;s 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. With members elected every four years, these councils represent the employees&#39; interests through entering into discussions and negotiations with Deutsche Bank as an employer. The bank&#39;s executive employees have their own representative body, which is also governed by German law (Sprecherausschussgesetz).

On the basis of the agreement on cross-border information and consultation of Deutsche Bank employees in the EU, concluded on September 10, 1996, all employees in the EU are represented by the European Works Council. This adds up to around two thirds of the bank&#39;s total workforce. As German law prohibits us from asking our employees whether they are members of labor unions, there is no record of how many of the bank&#39;s employees are union members.

Deutsche Bank&#39;s holistic change concept, which is embedded in the bank&#39;s social plan, provides support to employees affected by restructuring measures by promoting employability and offering individual coaching in change scenarios. A comprehensive set of measures and systematic assistance is available to employees, managers, members of the works council, and HR advisors involved in change processes. Furthermore, the concept supports the bank&#39;s strategy to fill open jobs with suitable internal candidates as well as to utilize a dedicated network of external partners to identify job opportunities outside the organization. In 2019, approximately 2,000 employees made use of the various offerings (2018: 1,500 employees).

7Employees (Front office full-time equivalent)

46

Deutsche Bank

Combined separate non-financial report

Non-Financial Report 2019

Employment and employability

Recruiting and talent development

GRI 401-1,103-1/2/3

Even in the context of implementing the above-mentioned restructuring measures, recruiting talent continues to be a key priority for Deutsche Bank. Thus, filling front office roles in growth areas (e.g. Global Transaction Banking, Wealth Management and Asset Management), replace voluntary staff turnover in operation centers vacancies was again a priority in 2019, as was hiring talent to meet the growing demand in regulatory roles (e.g. Anti-Financial Crime, Audit, and Compliance). Additionally, talent acquisition focused on insourcing 881 external roles (2018: 1,207), particularly in IT, as well as hiring 1,622 graduates and vocational trainees (2018: 1,517).

The average time required to fill vacant positions was 56 days (2018: 61 days) and the average time required to fill critical

vacant business positions 15 days (2018: 24 days).

Graduates and vocational trainees

Deutsche Bank remains committed to the strategic priority of hiring graduates, as they contribute to the bank&#39;s change agenda by building a skills&#39; set that better aligns to the needs of the future workforce and clients, and to diversifying the organization. In 2019, 955 graduates were hired (2018: 910 graduates). This increase was due to additional investments in the Corporate Bank (CB) and PB and the bank&#39;s Technology function as part of the efforts to reinforce the bank&#39;s capability and engineering culture in this space. For the second time, the bank ran two separate orientation and training programs, one regionally in India for the bank&#39;s local Technology cohort and one in London, as in previous years.

Vocational training and dual studies are an important component of the bank&#39;s junior staff strategy. Particularly in Germany they offer an additional opportunity to attract young talent to Deutsche Bank. Thanks to a targeted marketing strategy (#dbKarrierestart) and the bank&#39;s Insider Initiative, implemented in 2018, more qualified applications were attracted than in previous years and 667 new vocational trainees hired in 2019 (2018: 607).

Internal career mobility

As the bank works toward its headcount targets, a new process for hiring was implemented to restrict external hiring to positions that are viewed as critical to the bank&#39;s success and future growth, with a greater emphasis on internal mobility and identifying tasks that can be discontinued. The selective hiring guidelines have to be seen in the context of the bank&#39;s cost and people development targets. Managing headcount through natural attrition has the potential to save jobs. The bank also becomes more efficient as managers are challenged to identify tasks that can be discontinued or where technology can be utilized more effectively. Finally, the development opportunities for existing talent have to be maximized.

Internal mobility plays a vital role in developing and retaining qualified and talented employees and in keeping their expertise and experience within the bank. In 2019, Deutsche Bank continued to develop and embed its internal mobility strategy and uphold its commitment to filling vacant positions with suitable internal candidates. Reflecting the changing skill requirements (see above), the goal is still to replace a third of all vacant positions with internal candidates.

All vacant positions are first advertised to internal staff for at least two weeks. Prioritizing internal candidates helps employees affected by restructuring to find new roles at the bank. Cross-divisional mobility is also promoted to enable employees to expand their skills and experience for rounded careers. Furthermore, internal mobility helps to reduce the bank&#39;s redundancy and recruitment costs.

In 2019, 37.6 % (2018: 37.2 %) of all job vacancies were filled internally (excluding Postbank). Particularly at the Managing

Director (MD) and Director (D) levels the internal fill rate was above average at 40.2 % (2018: 40.5 %). This was also true at

the experienced Vice President (VP) level, with 47.5 % of vacancies filled internally (2018: 47.8 %). In Germany, the figure

was 67.7 % (2018: 65.4 %) due to redundancies caused by restructuring measures as well as changes resulting from digitalization and control functions. Filling positions internally through proactive redeployment efforts resulted in savings of € 32 million in 2019 (2018: € 39 million). In all, 76.9 % of business-critical positions were filled internally (2018: 61.5 %).

47

Deutsche Bank

Combined separate non-financial report

Non-Financial Report 2019

Employment and employability

Leadership development

For several years, leadership development programs have been successfully run across Deutsche Bank. As part of the commitment to keep the bank&#39;s leaders "fit for the future of work", 2019 saw significant changes and improvements in how leaders who are a key part of the organization&#39;s culture and transformation are developed.

Deutsche Bank&#39;s Leadership Capability Model and its values and beliefs define what is expected from leaders. They also provide a shared view of the capabilities that are vital to leading employees and ensuring business success in line with the bank&#39;s strategy and culture. In 2019, this model was updated and refreshed to reflect the changing future of work, the requirements of a leader in this digital age, and the new strategy. All leadership and talent development programs are aligned to this model.

October 2019 saw the launch of the new approach to leadership development based on a more flexible, user-focused model. Panels of leaders across the organization helped to design learning content that comes in a more bite-sized format, replacing large long-term programs with short learning workshops, including virtual learning alternatives for small locations. These alternative forms are embedded in learning journeys that include articles, videos, podcasts, and other online resources. Leadership development needs to be available at the moment of need and HR is working on more ways to deliver this, including piloting virtual coaching for leaders of complex teams.

A key focus is on new leaders and helping them to grow into a new role (or to acclimatize themselves to the leadership philosophy if hired externally). To this end, HR created an interactive tool for leaders to help them understand the bank&#39;s processes, culture, and key regulatory requirements – as well as how to support and develop their teams.

A key part of the content of this new leader guide relates to the bank&#39;s commitment to creating a climate where employees are encouraged to speak up. In 2019, all employees were provided with a digital guide focusing on behavior that underpins a speak-up culture. This guide aims to signpost the employees to learning paths of digital resources, including facilitated virtual classrooms covering topics such as listening and feedback.

The bank&#39;s leaders are now in a position to take care of their own development and select whatever learning content is appropriate to them. The new approach means that learning content can now be offered to all the bank&#39;s leaders (including those leading in a project context) rather than just a selected cohort chosen by hierarchical criteria. Furthermore, employees aspiring to a leadership role can access this learning, too.

Talent acceleration

To help employees develop professionally and personally and advance their careers, Deutsche Bank&#39;s talent acceleration programs follow a cross-divisional approach. In 2019, Postbank was fully integrated into Deutsche Bank&#39;s acceleration programs.

The Accomplished Top Leaders Advancement Strategy (ATLAS) is a highly visible acceleration program for senior female MDs. Since its launch in 2009, there have been five programs and the 2018‒2019 cohort was the largest to date with 21 participants. The program follows a twelve-month structured development journey with bespoke individual development and is aimed at increasing the number of women in senior positions across the bank. A full 100 % of active alumnae have moved into more senior roles.

The bank-wide Director Acceleration Program launched in 2017 had 169 participants in 2019, with 42 % of them women (2018: 152 participants with 36 % women). This twelve-month program includes classroom modules and individual coaching elements.

The VP Acceleration Program completed its fourth year in 2019 and had 490 participants, with 39 % of them women (2018: 494 participants with 41 % women). The VP program is delivered across five regions.

A third of the Director Acceleration Program&#39;s participants are now MDs and 40 % of VP Acceleration Program&#39;s participants have been promoted to Director. Overall, the retention and mobility rates for both Director and VP Acceleration Programs are higher than the benchmark population.

48

Deutsche Bank

Combined separate non-financial report

Non-Financial Report 2019

Employment and employability

Future-oriented work environment

GRI 103-1,401-2,404-2

In July 2019, Deutsche Bank embarked on its journey to transform the bank into an organization that is inspired by clients and continuously designed by employees. To achieve this aim, it is necessary to change the way we work, not least by taking into account demanding and even disruptive developments.

The continuous need to make decisions in this environment not only demands knowledge and experience from employees, but also a high degree of willingness and the ability to adapt to new and hitherto unknown circumstances.

Designing effective and future-oriented HR work therefore means explaining to existing and future employees the sense, direction, and orientation of Deutsche Bank&#39;s path and strategy in a fast-moving business environment. The speed with which internal and external changes are recognized and the effectiveness of the response in creating added value for stakeholders will be critical for success in the future.

When it comes to innovation, employees are the key to success. This is why Deutsche Bank encourages their intellectual curiosity, focus on lifelong learning, and courage to try things out. The bank promotes a corporate culture that rewards innovative, agile, and creative work.

Furthermore, the outcome of demographic and cultural change, generation diversity, and increased mobility (to mention just three factors) will be a change that requires completely new approaches. As an employer, Deutsche Bank can only stay competitive if it proactively shapes its response to these challenges.

Today, Deutsche Bank is already preparing its employees for these changing requirements – both professionally and mentally. In addition to contemporary learning opportunities and coaching, this includes a wide range of health-care offerings and opportunities to combine personal and professional life.

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Deutsche Bank

Combined separate non-financial report

Non-Financial Report 2019

Employment and employability

Inclusive culture and work environment

GRI 103-2/3,405-1

We are committed to an inclusive culture that respects and embraces the diversity of employees, clients, and communities, as demonstrated by a continuing focus on:

  • Building talented and diverse teams to drive business results;
  • Creating a respectful and inclusive environment where people can thrive; et
  • Strengthening relationships with clients, partners, regulators, communities, and potential employees.

We aim to attract, develop, and retain the best people from all cultures, countries, races, ethnicities, genders, sexual orientations, abilities, beliefs, backgrounds, and experiences. To this end and to prepare for opportunities and challenges arising from changing demographics, digitalization, and the future of work, the bank follows an integrated and multidimensional approach to diversity and inclusion.

Throughout 2019, we continued our journey to embed diversity and inclusion in our people practices. The key focus areas were as follows:

  • Renewing the bank&#39;s commitment to improve gender diversity: Given that the previous voluntary declaration to substantially raise the proportion of all female managers globally ended at the end of 2018, the Management Board agreed to set voluntarynext-level goals that became one of the Balanced Scorecard KPIs of the Management Board members and of the management level below (see "Gender diversity");
  • Improving diversity through talent attraction: Embedding diversity into the renewed Employee Value Proposition, targeted campaigns to attract more women to the bank, and projects to attract and retain people across generations (see "Gender diversity");
  • Strengtheningcross-generational collaboration and dialog: Regional Employee Resource Group-driven Reverse Mentoring programs and wider platform-based Reverse Mentoring offerings (see "Inclusive work environment"); et
  • Advancing LGBTQI (Lesbian, Gay, Bisexual, Transgender, Queer, Intersex) inclusion worldwide: Honoring 50 years of LGBTQI Pride worldwide and taking the bank&#39;s responsibility to both business and society seriously by, for example, intensifying collaboration with coalitions and influential platforms advocating a more inclusive and just world (see "Inclusive work environment").

Gender diversity

GRI 103-2/3,405-1

Throughout 2019, Deutsche Bank continued its efforts to advance women in the workplace.

With seven women on the Supervisory Board, the figure stood at 35 % at the end of 2019 (2018: 30 %). This met the statutory requirement of 30 % for listed and co-determined German companies under the gender quota legislation introduced in 2015.

The Supervisory Board&#39;s latest target for the Management Board was set in 2017 as at least 20 % female members by June 30, 2022. Given a Management Board size of between eight and twelve members, two women are required to achieve this goal. At the end of 2019, there was no woman on the Management Board. On January 1, 2020 one woman responsible for the bank&#39;s businesses in the Americas joined the Management Board. Within the Diversity Principles of the Suitability Guidelines for selecting the members of the Management Board, the Supervisory Board is working towards the 2022 target.

As of year-end 2019, 19.7 % of executive positions at the first management level below the Management Board were held by women (2018: 20.8 %). At the second level below the Management Board, the figure was 19.5 % (2018: 20.9 %). In accordance with the legal requirement in Germany, the bank set targets of 20 % (at first management level) and 25 % (at second management level) for December 31, 2020.

While women&#39;s representation at Deutsche Bank is not where the bank wants it to be, HR continues to monitor and report on progress made to the Management Board. The variety of measures already in place includes talent development programs, manager training, best practices on people-related decisions, internal monitoring, and significant support for grassroots, employee-driven initiatives.

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Employment and employability

The Management Board remains committed to increasing the representation of women in leadership positions. In March 2019, the Management Board decided to restate the voluntary group-wide aspirational goals for the representation of women. Since transparency facilitates change, the goals for December 2021 have been disaggregated to focus on the top three corporate titles individually (in headcount terms): MD (21 %), Director (D) (28 %), and VP (35 %, excluding Postbank). This will also strengthen the internal pipeline for the two levels below the Management Board. Deutsche Bank firmly believes that an improved gender balance in leadership roles will meaningfully contribute to its future success.

As of year-end 2019, women made up 18.3 % of MDs, 25.1 % of Ds and 31.4 % of VPs. Monitoring against Diversity goals also include promotions at the beginning of 2020. Including promotions, we have achieved 18.9 % for MDs, 25.9 % for Ds and 32.6 % for VP (excluding Postbank).

Inclusive work environment

GRI 102-12,103-1

We recognize the importance of effective collaboration across generations in the workforce to benefit from multiple ideas and every perspective. We know it is important to recognize the different needs of generations, too. This involves providing the benefits and support for each stage in life and opportunities for employees at every stage of their career. For details of the age structure please see the table of key employee figures.

As well as our reverse mentoring program, in which younger employees coach older colleagues, that continues to expand across the globe, our Employee Resources Groups remained active on generation topics throughout the year under review:

  • dbGeneration: Its Future of Work series continued in 2019 with an event exploring how we ready ourselves for the changing face of the job and working environment. Experts on longevity, social justice, and work patterns explored the impact on different generations and an aging population;
  • NextGen groups in the U.S.: In New York, leaders are actively engaged in becoming mentees on their reverse mentoring program, withhigh-touch matching activity and follow-up on pairings continuing; et
  • dbFamily initiative in the U.K.: Support and information to members continued withgeneration-spanning events on coping with long-distance caring, and mental health, well-being, and resilience in young people.

Employees continue to receive support throughout the working life cycle, such as family responsibilities from childcare to elder care, a range of flexible working options, and employee benefits to suit different career stages.

As one of many activities to support LGBTQI inclusion and support the bank&#39;s LGBTQI colleagues, Deutsche Bank has a longstanding Allies program. These visible Allies, who themselves do not self-identify with a particular LGBTQI group, play a key role in fostering a culture of inclusion across the bank. As leaders and advocates of change at all levels of the organization, they are helping LGBTQI employees to feel safe at work, bring their whole self to work, and subsequently also be more productive.

During almost 20 years of experience in diversity and inclusion, a number of key external partnerships have been built across the globe. These partnerships not only help Deutsche Bank to drive its internal agenda. They also enable good practices to be shared and boost the bank&#39;s positive impact on the societies it operates in. Deutsche Bank is convinced that this helps to strengthen relationships with clients, partners, and communities.

  • In Germany, the bank is a founding member and currently management board member of the Charta der Vielfalt (Charter of Diversity), an association under the patronage of Chancellor Angela Merkel that actively fosters diversity in the workplace; et
  • Elsewhere, Deutsche Bank is a founding signatory of the U.K. Treasury&#39;s Women in Finance Charter, promoting a moregender-balanced financial services industry. It is also partnering with Open for Business, a coalition of global companies that presents and promotes the business and economic case for LGBTQI rights.

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Key employee figures

Key employee figures

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Key employee data are shown below. For full details as well as our strategic HR priorities and achievements, please refer to the 2019 Human Resources Report.

2019

2018

Thereof:

Thereof:

Deutsche Bank

Deutsche Bank

Deutsche Bank

Deutsche Bank

Group

AG

Group

AG

Employees (FTE)1,2

87,597

25,326

91,737

26,728

Recruitment and talent management

Hired global graduates and vocational trainees (headcount)

1,622

437

1,517

416

Hired global graduates

955

404

910

382

Hired vocational trainees

667

33

607

34

Average length to fill vacant positions (in days)3,4

56

53

61

57

Internal job vacancy fill rate (in %)4

37.6

27.1

37.2

32.9

thereof Managing Director and Directors (in %)

40.2

38.7

40.5

38.5

thereof Vice Presidents (in %)

47.5

35.8

47.8

39.0

Critical business positions (in %)

76.9

80.0

61.5

80.0

Savings from redeployment (in € m)4

32

20

39

22

Participation in cross divisional talent acceleration programs (headcount)

ATLAS acceleration program for senior female Managing Directors

21

20

21

20

Director acceleration program

169

104

152

94

thereof women (in %)

42.0

45.2

35.5

37.2

Vice President acceleration program

490

245

494

265

thereof women (in %)

39.0

41.6

41.1

41.1

Diversity (headcount)2

Women on Supervisory Board (in %)

35.0

35.0

30.0

30.0

Women on Management Board

0

0

1

1

Women at Management Board level – 1 (in %)5

19.7

19.7

20.8

20.8

Women at Management Board level – 2 (in %)5

19.5

19.5

20.9

20.9

Female staff by corporate title (headcount) 2,6

Managing Directors (in %)

18.3

20.4

18.1

20.1

Directors (in %)

25.1

24.9

24.5

24.5

Vice Presidents (in %)

31.4

32.2

31.2

32.1

Assistant Vice Presidents and Associates (in %)

40.6

43.8

40.2

43.0

Non-Officer (in %)

59.6

55.0

59.8

55.9

Total female staff (headcount, in %)6

46.3

39.5

46.2

39.5

Age (headcount)

Up to 29 years (in %)

15.1

11.6

15.5

11.5

30 – 39 years (in %)

28.6

28.7

29.3

30.2

40 – 49 years (in %)

27.1

33.1

27.6

33.8

Over 49 years (in %)

29.2

26.6

27.6

24.5

  • In 2019, Deutsche Bank company health insurance aligned its FTE definition, which decreased the group number as of December 31, 2019 by 81 (prior period not restated).
    2Status at year-end.
    3Time to offer from job opening creation to offer date.
    4Excluding Postbank.
    52018 adjusted for Postbank.
    6Disclosure adjusted from FTE to headcount given the new approach of voluntary group-wide aspirational goals set in March 2019. Postbank included in 2018 and 2019; declared corporate titles of Postbank (incl. subsidiaries) are only alternative, technically derived, and not contractually defined or agreed.

Numbers may not add up for rounding reasons

Note: International standards for "Human resource management" (ISO 30414) also suggest disclosing metrics reflecting lost time for injury, the number of occupational accidents, and the number of people killed during work. These health and safety-related metrics are primarily relevant for manufacturing industry, not material here, and consequently not disclosed.

52

54 Digitization and innovation

Deutsche Bank

Combined separate non-financial report

Non-Financial Report 2019

Digitization and innovation

Digitization and innovation

GRI FS14

Emerging technology continues to shift client expectations, and new competitors are exploring traditional banking services. Structural changes and business-model-impacting digital trends, such as the accelerating pace of artificial intelligence (AI), are continuing to force banks to rethink and adjust their models. The increasing influence of millennial clients, who demand more transparent offerings and pricing models, alongside increasingly stringent regulatory norms and competition from emerging fintechs, have urged a rethink by banking sector incumbents. Banks need to respond to and take advantage of the disruption the industry is currently experiencing. New technologies are enabling us to offer innovative products and services. And they are helping us to improve the way we operate by becoming simpler and more efficient.

Governance

GRI 102-20,103-2/3

The bank&#39;s digitization vision focuses on the transformation of its core businesses through fully digitized, end-to-end banking processes. We are thus creating a digital ecosystem that enables us to reach new audiences through innovative business models and to generate revenue growth through platforms that offer the best possible products, including those from third parties. At the same time, we want to use our database to better understand and serve our clients and their needs.

In 2019, Deutsche Bank&#39;s Management Board agreed on a new technology strategy focused on strengthening engineering expertise, introducing an agile delivery model, reducing administrative overheads, de-coupling assets within our IT estate for faster, cheaper deployment, as well as modernizing the bank&#39;s IT infrastructure with long-term investments and benefiting from cloud computing.

To ensure an integrated IT, data, and security agenda across the bank, we established a separate group-wide Technology, Data and Innovation function headed by a member of the Management Board.

Research and development

To foster innovation, Deutsche Bank has established professional research and development capabilities that include five innovation labs worldwide, a data lab in Dublin (Ireland), the Digital Factory in Frankfurt am Main (Germany), and software development centers of excellence in Moscow and St. Petersburg (Russia), Bucharest (Romania), Pune (India), and Cary (U.S.). Our labs identify, evaluate, and support the adoption of emerging technologies to enhance, improve, and reimagine the way clients can be served. The most promising ideas are developed and brought to market maturity via divisional technology teams or delivery platforms, such as the Digital Factory in Frankfurt am Main.

Partnership

Collaboration with start-ups is an integral part of the development process of many of our new and innovative online and mobile banking features. We have also been selectively investing in start-ups, for example Modo(digital payments), QuantiguousSolutions (open banking), dwins(the creators of Finanzguru), TrustBills(receivables auction platform), and Zeitgold(accounting for small businesses). In 2019, we also acquired a 5 % stake in the fintech Deposit Solutions.

54

Deutsche Bank

Combined separate non-financial report

Non-Financial Report 2019

Digitization and innovation

Open innovation

Banks have traditionally created products and services mainly without involving external parties to achieve a competitive edge and protect their intellectual property. While this remains true in some areas, the need to become more open is now essential, as clients demand industry standards. We are one of the first banks to support SWIFT&#39;s Global Payment Innovation, an industry-wide initiative that connects parties in the payment chain via a cloud solution, allowing clients to obtain real-time information on the status of their payments. Since 2017, we have contributed to the open source movement in financial services by releasing parts of our computer code into the public domain. In doing so, we help client applications to work together and better understand IT environments. In 2019, we introduced an Open Source Software Governance Program, which implements a formal process for the usage and contribution of open source software, enabling the bank to maximize innovation opportunities while mitigating risk through robust controls. We are also partnering with the Fintech Open Source Foundation (FINOS) to drive industry collaboration around common challenges and thus reduce the cost of non-differentiating capabilities.

In November 2019, we announced the integration of the Chinese instant messaging provider WeChat into the collaboration platform Symphony, backing a partnership between Symphony and Tencent to connect Symphony&#39;s community of 450,000 global market professionals with the WeChat network. It allows the bank to communicate with clients on WeChat in real-time while maintaining adherence to compliance and governance policies. Deutsche Bank was a founding investor in Symphony in 2014, and in July 2019 increased its investment as Symphony expands beyond messaging to become the industry standard for collaboration. In 2020, the bank will make an open source contribution of new software libraries to enable developers to quickly construct new bots and applications using the popular Spring Boot framework. This will save many hours of developmental effort, enabling greater focus on value-adding functionality.

We are involved in a number of projects to explore the potential of block chain technology and build out the required market infrastructure. In September 2019, we joined the Interbank Information Network (IIN), a peer-to-peer platform based on block chain technology. This network operated by JPMorgan, allows member banks to exchange information on cross-border payments in real time to minimize friction in the ancillary payments process. More than 300 banks have joined the network, and more than 50 banks are already using the service.

New ways of working

To become technology-led, we are creating an environment that encourages our employees to actively participate in shaping the bank&#39;s digital transformation. We organize talks and discussions on the latest technology trends for our employees to hear from internal and external experts. And we host global hackathons, the last of which was in October 2019 on the topic of "Banking on Sustainability" and attracted over 1,100 employees from more than 20 locations worldwide.

Our industry-leadingFabric platformenables our developers to focus on developing business software instead of dealing with the infrastructure needed to run their applications. It essentially provides an easy way for developers to source computing power and storage on demand from our cloud infrastructure. This allows our developers to deploy apps in minutes rather than the months it took in the past. In 2019, Fabric won a Red Hat Innovation Award in Boston, one of the most respected awards in the technology industry.

We are also making better use of our data. Experts at our data lab in Dublin are helping our business and infrastructure units to analyze their data, generate new business, protect assets, offer better services and products, and streamline operations. For example, this data lab helped our Anti-Financial Crime department to develop a system to recognize and analyze trends, patterns, and exceptions in the search for criminal behavior.

As part of the effort to optimize the efficiency of our IT estate and accelerate our pace of change, the bank is increasingly focusing on improving its architecture. This means reducing customization and duplication, while increasing adoption of bank- wide standards and solutions. In 2019, this resulted in the decommissioning of more than 300 legacy applications, with work underway to identify more in 2020. Additionally, all applicable change programs were assessed prior to investment to ensure they moved the bank towards a strategic, more agile, and lower cost IT estate – avoiding reactive deployments, which address immediate issues but would add complexity that requires costly remediation in the long term.

55

Deutsche Bank

Combined separate non-financial report

Non-Financial Report 2019

Digitization and innovation

Further developments in 2019

Throughout 2019, we made significant progress in digitalization across all the bank&#39;s business divisions and infrastructure functions.

As part of its migration to the public cloud, Deutsche Bank became one of the first companies (and the only financial services firm) to move into the new Microsoft Azure cloud data center in Frankfurt am Main. This significant development will enable the bank to transfer certain applications to Azure while complying with local regulations, safeguarding data, and improving efficiency. This will also give us the opportunity to benefit from a range of advanced tools offered by Microsoft, such as AI and machine learning models.

For our investment banking clients we launched a new mobile app for foreign exchange (FX) trading known as Autobahn FX. This app gives institutional clients round-the-clock access to trade on currency pairs, wherever they may be. As the latest addition to the bank&#39;s Autobahn trading platform, which is used by around 7,000 institutional clients worldwide, this app allows clients to make trades on around 200 pairs of currencies, 24 hours a day, six days a week. We have also gone live with Cobalt, the FX infrastructure based on shared ledger and high-performance technology and developed to re-engineerpost-trade FX infrastructure and processes.

In our Corporate Bank (CB), we have made significant progress in digitizing our solutions for our clients to enable them to conduct their current and future business in a streamlined and efficient manner. With the launch of our digital signature offering as well as the development of our e-Vault solution (a secure digital repository for the exchange of documents), we support our clients on their journey to become paperless. Furthermore, in order to allow our clients to make better treasury and investment decisions, we have built out a Push Notification service that delivers real-time streams of cash account updates and running balances. As part of our overall automation program, we also continue to develop our Intelligent Document Recognition (IDR) and Optical Character Recognition (OCR) technology to keep improving the speed and quality of our documents handling.

In 2019, Deutsche Bank also announced the integration of CloudMargin into its collateral management platform and thus became the first Tier 1 bank to use a public cloud-based service for a critical piece of infrastructure.

With Postbank FYRST, we have introduced a new digital bank offering for corporate clients who are looking for a bank account with all the functions of a normal account, which can be accessed by smartphone, tablet or a desktop computer, and is also favorably priced and tailored to their needs. In the first three months of operation, FYRST received two awards from the German business paper Handelsblatt.

Private Bank (PB) is moving to paper-less client communications to the extent local legal requirements permit and clients agree/or do not disagree. Around six million core clients regularly receive client information on paper; around four million of them are registered online banking users. As of 2019, half of them have activated their eSafe, but our aim is that all clients migrate to this solution for online banking along with the Deutsche Bank Mobile app (including Digital Postbox Personal Safe and Password Safe). To emphasize our ambition to contribute to the conservation of natural resources, we plant a tree for each recently activated digital mailbox for private clients in co-operation with the German nonprofit association Trinkwasserwald e.V.

On the technical side, the new dbAPI (Application Programming Interface), which is currently being expanded, provides external technology and business partners with an efficient interface that exceeds the PSD2 regulation standards. With the help of this platform, the advantages of a clear and readily available range of services are combined with the necessary efficiency targets to enable both the integration of beyond-banking services and networking with selected external partners. The products, which have initially been offered purely digitally, can be activated across Germany for existing and new clients in branches and our Regional Advisory Centers. The dbAPI was further developed in key areas and additional cooperation agreements were concluded in order to offer clients more digital value-added services. In the early part of 2020, dbAPI will release an open source code based around a tutorial and simulation to facilitate the onboarding of new third parties.

In stationary sales, we are pushing ahead with the automation of work processes in branches. Manual tasks, control activities, and processing steps are being significantly reduced throughout the process chain. The focus here is on forward-looking concepts, for example designing the digital workplace in branches, optimizing service provision with client contact and standardized service processes, reducing control and support tasks for sales, and achieving a more efficient design of interfaces between sales units and service areas through end-to-end processes.

56

  1. Approach to sustainability
  1. Reputational risk
  1. Human rights
  1. Climate risk
  1. Access and inclusion
  2. Tax
  3. In-houseecology
  1. Corporate social responsibility
  1. Art, culture and sports

Deutsche Bank

Supplement according to Global Reporting Initiative

Non-Financial Report 2019

Approach to sustainability

In the following section of this Non-Financial Report, we address the issues that our stakeholders and we consider important – even without regulatory provisions (see "Legal basis"). These topics form part of our broader strategic agenda on sustainability and corporate social responsibility.

Approach to sustainability

GRI G4 DMA/102-27

Our purpose is to enable economic growth and societal progress by generating a positive impact for our clients, employees, investors, and communities. This purpose serves as a guideline for all our actions. Together with our commitment to sustainability, this guideline is anchored in our Code of Conduct (the Code).

In 2019, the Code was amended, among further things, to include an articulation of our group-wide sustainability principles:

  • We commit to balancing economic success with environmental and social responsibility;
  • We address the environmental and social impacts across our business activities;
  • We foster business that enables sustainable growth;
  • We follow internationally recognized principles and standards;
  • We build our sustainability approach on robust governance;
  • We encourage transparent communication and open dialog with stakeholders.

The Code sets out the standards of behavior and conduct to which we expect us as a bank and all of our people to adhere to. Its principles are reflected in our management structures, policies, processes, and control systems.

In July 2019, Deutsche Bank announced its strategic plans to transform and restructure its businesses. In this context, sustainability was defined as one of the four priorities next to our financial plan (see "About Deutsche Bank"). This development reflects the increasing importance of sustainability in the public dialog and in discussions with politicians.

In line with our sustainability principles, we are continuously working to strengthen our sustainability efforts in both our own operations (including our corporate social responsibility activities) and our core business. As our key impact results from our core business, we continue to strengthen our responsible banking practices and foster sustainable finance by becoming a strategic partner of choice for our clients to support their transition and the overall transformation towards sustainable growth.

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Deutsche Bank

Supplement according to Global Reporting Initiative

Non-Financial Report 2019

Approach to sustainability

Governance

GRI 102-15/16/18/20/26

Deutsche Bank&#39;s governance structure ensures that the diverse aspects of sustainability are discussed and taken into account in decisions by the appropriate functions and committees. Established in 2018, our group-wide Sustainability Council is responsible for advising the Management Board on sustainability topics and helping to drive the integration of sustainability into day-to-day business practice. The Council is composed of executives from across our business divisions and infrastructure functions. Underpinning the relevance of sustainability, our Chief Executive Officer (CEO) assumed the role of the Council&#39;s chairman in 2019. The Council met eleven times in 2019, predominately discussing sustainable business opportunities as well as measures necessary to position Deutsche Bank in this field and grow its sustainable finance-related products and services.

Group Sustainability (GS), is centrally responsible for developing the bank&#39;s strategic approach to sustainability, proposing group-wide policies and guidelines, assessing upcoming topics, and engaging with stakeholders with a focus on civil society, investors, and clients in close cooperation with our business divisions and Investor Relations. Furthermore, GS assumes responsibility for advising on client transactions from a sustainability perspective and disclosing non-financial information in close collaboration with the bank&#39;s finance function. Additional sustainability-related governance structures, policies, and processes have been established in our business divisions to meet their specific requirements.

Deutsche Bank&#39;s Management Board, the Group Management Committee, and other senior management bodies such as the Group Reputational Risk Committee and the Enterprise Risk Management as well as the Supervisory Board&#39;s Integrity Committee are regularly informed about current sustainability topics and developments.

Our sustainability approach considers global agreements, such as the United Nations (UN) Sustainable Development Goals (SDGs) and the Paris Agreement on climate change. We voluntarily participate in international principles, including the Ten Principles of the UN Global Compact and the UN Guiding Principles on Business and Human Rights. In 2019, Deutsche Bank added to these commitments by signing the UN Principles for Responsible Banking as a founding signatory. We reinforce our commitment to contribute to climate protection – for example by officially supporting the European Union (EU) action plan on sustainable finance. We are also committed to the protection of human rights, as can be seen from our published Human Rights Statement.

Engagement

GRI 102-12

We engage in pioneering initiatives. As a founding member of the Value Balancing Alliance, Deutsche Bank supports the development of a standard on how to measure and publish the contribution companies make to society. We also publish ESG- related research and regularly involve our employees through communication and engagement. We do this through regular internal communications on sustainable products, initiatives, finance solutions, and best practice approaches, as well as by offering our employees platforms for exchange and dedication.

In 2019, it was important for us to engage our employees as multipliers for our commitment to sustainability. At a panel discussion in February 2019, a climate researcher and a philosopher discussed the role of banks and in particular our role in tackling climate change with employees in Frankfurt am Main (Germany). On our #PositiveImpact hub a #MyGreenImpact campaign enabled employees worldwide to share their best practices, advice, and tips for reducing our individual and corporate carbon footprints. In a global "Banking on sustainability" hackathon, more than 1,100 employees worked to create digital solutions to help Deutsche Bank contribute to a sustainable future. Other employee-driven initiatives included a #lessplastic campaign, the Save Birkie project to reduce our paper consumption, and roughly 70 individual tree planting campaigns.

59

Deutsche Bank

Supplement according to Global Reporting Initiative

Non-Financial Report 2019

Approach to sustainability

Impact measurement and SDGs

GRI 102-12

Deutsche Bank&#39;s business activities make a positive as well as a potentially negative economic, environmental and societal impact. In the year under review, we reiterated our efforts to align with global agreements, such as the SDGs, and continued to explore impact identification and measurement.

UNEP FI Positive Impact Initiative

In collaborations with peers, we are contributing to the SDG impact discussion within the financial community. We are a member of the working group set up by the UNEP FI Positive Impact Initiative to focus on mainstreaming impact analysis in the financing of SDGs. The working group made up of representatives from banks, investors, and advisors is developing and testing the methodology for impact analysis in corporate finance with unspecified use of proceeds. The working group aims to produce a tool intended as a resource for banks and investors seeking to develop, or redevelop, their own proprietary methodologies for impact identification, and to identify potential areas of impact target setting.

Value Balancing Alliance

In August 2019, Deutsche Bank became one of the founding members of the Value Balancing Alliance (VBA). Together with seven other corporations and the support of the four global accounting firms, we have committed ourselves to working collaboratively on the development of a standardized Impact Measurement and Valuation (IMV) model. It is intended to increase transparency about the value companies generate for society. The external effects are to be measured and reported as costs or social value contributions. Experts from the bank are in regular contact with VBA and contribute their experience to the development of the model. This should also ensure that the results of the VBA are applicable in practice. Additionally, Deutsche Bank is conducting an internal pilot project to identify its main areas of impact and to test approaches to evaluate them.

Sustainable Development Goals

Through our business activities in various industries, we contribute to the achievement of the SDGs. All our social responsibility initiatives directly contribute to certain SDGs (see "Corporate social responsibility"). Our Asset Management includes some SDGs in ESG and sustainable investment funds. In other areas, we have not yet systematically mapped out the bank&#39;s contribution to SDGs.

Deutsche Bank&#39;s contributions are detailed in this report, with some examples outlined below:

  • SDG 7 (Affordable and clean energy) and SDG 13 (Climate action): Financing renewable energy and issuing green bonds (see "Sustainable finance");
  • SDG 9 (Industry, innovation and infrastructure): Investing in vital infrastructure addresses (see "Sustainable finance");
  • SDG 12 (Responsible consumption and production), SDG 11 (Sustainable cities and communities), SDG 13 (Climate action): Operating investment initiatives ranging from financial inclusion and microfinance to sustainable agriculture, renewable energy, and clean urban transportation (see "Sustainable finance");
  • SDG 4 (Quality education) and SDG 5 (Gender equality): The CSR programsBorn to Beand Made for Goodhelp to ensure inclusive, equitable education and to empower women and girls (see "Corporate social responsibility"); et
  • SDG 13 (Climate action): Purchasing and retiringhigh-quality emission reduction certificates to offset unavoidable carbon emissions covering GHG Scopes 1 and 2 as well as business travel (see "In-house ecology").

60

Deutsche Bank

Supplement according to Global Reporting Initiative

Non-Financial Report 2019

Reputational risk

Reputational risk

GRI 103-1

The diversity of our business model requires us to identify, assess, measure, aggregate, and manage our risks, and to allocate our capital among our businesses accordingly. Risk and capital are managed via a framework of principles, organizational structures, and measurement and monitoring processes that are closely aligned with the activities of the business divisions and business units. Asset Management (AM) specific matters are reviewed by an AM-dedicated reputational risk committee and escalated to the AM Executive Board where required.

The Reputational Risk Framework (RepRisk Framework), which contains the specific global policies and guidelines, defines the appropriate level for potential reputational risk issues based on the materiality of the risk identified. Primary reputational risk is risk originating from active decisions regarding a relationship, transaction, action, or inaction, knowing it may pose reputational risk. All employees are responsible for the identification of potential reputational risk matters and initial referral through the Unit Reputational Risk Assessment Process (Unit RRAP). Matters deemed to pose moderate reputational risk are reviewed through the relevant Unit RRAP. In the event of a matter being deemed to carry a material reputational risk and/or meeting one of the mandatory referral criteria, it is referred for further review to one of the four Regional Reputational Risk Committees (RRRCs), which are sub-committees of the Group Reputational Risk Committee (GRRC). The GRRC receives quarterly updates and reviews specific reputational-risk-related issues. If issues cannot be resolved at the GRRC level, they will be referred to the Group Risk Committee or the Management Board. A dedicated Reputational Risk Function oversees and manages the RepRisk Framework, the reporting, and look-back process, as well as provides training.

Deutsche Bank has deemed that certain issues and matters have to be reviewed by subject matter experts. These matters are discussed in more detail in the following two chapters.

Matters assessed through the Reputational Risk Framework

Dec 31, 2019

Dec 31, 2018

Number of matters reviewed (on which final decisions have been made)

To Unit Reputational Risk Assessment Processes only

81

119

Thereof with ES issues

2

2

Thereof with gaming-related issues

1

7

Thereof with defense-related issues

4

19

To Regional Reputational Risk Committees

35

48

Thereof with ES issues

3

1

Thereof with gaming-related issues

2

6

Thereof with defense-related issues

4

8

To Group Reputational Risk Committee or above

6

9

Thereof with ES issues

1

0

Thereof with gaming-related issues

0

0

Thereof with defense-related issues

0

3

Total

122

176

Thereof with environmental and social issues

6

3

Thereof with gaming-related issues

3

13

Thereof with defense-related issues

8

30

61

Deutsche Bank

Supplement according to Global Reporting Initiative

Non-Financial Report 2019

Reputational risk

Environmental and social due diligence

GRI 102-11/12/15/16/18/20/26/29/31,103-2/3,412-2, G4 DMA

Our Environmental and Social (ES) Policy Framework formulates the set of rules and guidance for our daily business. UNE summaryis publicly available. Internally, the ES Policy Framework is an integral part of the Reputational Risk Framework.

As it is applicable globally for our Corporate Bank (CB) and Investment Bank (IB), as well as commercial lending activities in our Private Bank, the ES Policy Framework defines procedures and responsibilities for risk identification, assessment, and decision-making. It also covers deal-independentrisk-screening and the identification of companies with a controversial ES profile, and specifies the requirements for ES due diligence. Our due diligence process regarding project finance is based on the IFC Performance Standards underlying the due diligence under the Equator Principles.

Furthermore, our approach refers to global frameworks, such as:

  • UN Guiding Principles on Business and Human Rights;
  • International Finance Corporation (IFC) Performance Standards;
  • International Labor Organization (ILO) Declaration on Fundamental Principles and Rights at Work;
  • International Labor Organization (ILO) Core Labor Standards.

In line with the requirements of the ES Policy Framework, employees in our business divisions are initially responsible for identifying ES risks. We have defined sensitive sectors to focus on, as well as criteria for mandatory referral to Group Sustainability (GS), our sustainability team. Detailed sector-related guidelines are available for all sectors requiring mandatory involvement of GS. For all transactions where ES issues are deemed to pose at least a moderate reputational risk, the reputational risk assessment process also applies (see "Reputational risk").

Sector-related guidelines

We have defined the following sectors based on their inherent elevated potential for negative ES impacts. There were no changes in our sector focus between 2018 and 2019:

  • Metals and mining;
  • Oil and gas;
  • Energy utilities;
  • Industrial agriculture and forestry;
  • Chemicals;
  • Infrastructure projects in certain countries; et
  • Other activities either with a high carbon intensity and/or potential for human rights&#39; infringements.

We regularly review and update the scope of sectors. In 2019, we worked on an updated Oil and Gas guideline, which is currently going through the internal approval process.

We also review existing sector-related standards and industry best practices to assist in our decision-making on environmental and social topics. Our internal assessment is informed by internationally recognized standards. We also monitor global developments, such as climate change or human rights protection.

Targets and key measures

We always strive to manage all types of risk as effectively and efficiently as possible. To this end, we prioritize the adequate identification of transactions and/or clients involving potential ES risks, and the robust and effective due diligence of these. In this context, our overarching goal is to constantly improve our performance, in particular by:

  • Verifying the effectiveness of our processes and guidelines and carrying out amendments, if required, to increase review robustness in sectors with elevated ES risk potential in line with our internal definition; et
  • Increasing risk awareness and focus by conducting training sessions for all relevant employees.

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Deutsche Bank

Supplement according to Global Reporting Initiative

Non-Financial Report 2019

Reputational risk

Transactional reviews

In 2019, 310 transactions and clients were reviewed under our ES Policy Framework, approximately 22 % fewer than in 2018. Despite fewer reviews, our overall review ratio remains roughly the same at 16 % in 2019 (2018: 17 %), mainly because of fewer deals in the focus sectors. In order to concentrate our attention and focus on transactions with elevated ES risk potential, we further specified the referral criteria for deals requiring ES due diligence by GS. For example, we expanded our review scope to include offshore windfarms. Of the 310 assessed transactions and clients in 2019, six were declined directly. Seven more were discussed in the respective committees in line with our reputational risk process. Of these, one was ultimately declined and six were approved.

We are continuing to work on developing a more systematic approach to assessing clients&#39; ES profiles to increase the efficiency of ES due diligence and allow early-stage client engagement. In 2019, for instance, we created a guideline to help our teams to identify and evaluate negative client news on environmental and social issues. Also, we updated instructions for business teams on how to search for relevant soft commodity certifications of our clients.

Furthermore, we particularly focused on client engagement sessions in the mining and utilities sectors. As a member of the Banking Environment Initiativeand an adopting institution of the Soft Commodities Compact, we published a rapportoutlining our approach and progress in helping our soft commodity clients to achieve zero net deforestation. As a result of this portfolio review, we launched an engagement process in 2019 for our critical soft commodity clients, which we will continue and complete in 2020.

Training and awareness

Employee training enables our businesses to better identify ES risks and consequently assess and refer transactions with an enhanced risk profile to Group Sustainability. In 2019, we continued our employee training program for our CB and IB with a particular focus on selected business teams in our Brazil office They received dedicated training covering topics, such as climate protection, human rights (incl. the UK Modern Slavery Act), and protection of World Heritage Sites and primary forests. We have continued to enhance the timeliness of transactional referrals by using reminders within our internal deal logging system.

63

Deutsche Bank

Supplement according to Global Reporting Initiative

Non-Financial Report 2019

Reputational risk

Defense industry

Deutsche Bank has established a dedicated due diligence framework for clients and transactions linked to the defense industry. This framework covers the manufacturing and sales of weapons and military technology, and includes hardware, related software, their major components, and services for military, security, and police purposes. These matters are reviewed by a dedicated control function and referred to the bank&#39;s Reputational Risk Framework, where appropriate.

Our aim is to continuously review the type of business carried out in this sector to help ensure we conduct business responsibly and protect the bank from reputational risk. One outcome of the continuous review of the approach in 2019 was the formalization of a restrictive approach for transactions with a nexus to conflict countries and primary military protagonist countries (as defined by the 1949 Geneva Convention), unless the parties are acting under an internationally recognized mandate. Furthermore, the dedicated control function monitors emerging issues in the defense space, such as arms export regulations and new technologies (e.g. lethal autonomous weapon systems).

In 2019, the dedicated control function reviewed, from a reputational risk perspective, 1,356 matters linked to the defense industry. This was a 29 % decline from 1,902 transactions in 2018, a reduction primarily driven by clarifications in the defense policy. For example, we exclude certain transactions where the end user is using the underlying goods for civil purposes only.

Gaming industry

The gaming industry involves specific legal, social, and reputational risks that warrant specific guidance with respect to Deutsche Bank&#39;s involvement. Gaming is illegal in certain jurisdictions, with the consequence that even the processing of payment transactions (e.g. depositing bets and disbursing winnings) may be viewed as a prohibited activity. Even in jurisdictions where gaming, or some form(s) thereof, may be legal, Deutsche Bank does not want to be connected to counterparts in this industry who show signs of proximity to problematic areas (e.g. prostitution) or are likely to serve as a basis for illegal activities (e.g. money laundering and fraud). These matters are reviewed by a dedicated control function and referred to the Reputational Risk Framework, where appropriate.

In 2019, this dedicated control function reviewed, from a reputational risk perspective, 144 matters linked to the gaming industry. This is a 1 % increase on 2018.

Emerging risks and recently identified topics

GRI 102-44

In 2019, Deutsche Bank initiated a more formal monitoring of high-level topics receiving attention from non-governmental organizations (NGO) in order to obtain a broader view of current and emerging reputational risks. This aims to improve the identification of topics that would require further enhanced due diligence to prevent or minimize reputational risk.

Throughout 2019, a dedicated control function reviewed several sensitive topics. One common theme identified was that several of these topics were related to the topic of health. All three of the issues discussed below – opioids, cannabis, and electronic cigarettes – have an impact on the well-being and health of clients and end users. Further analysis revealed that marketing practices, limited regulation, and other unethical business practices were common concerns.

Opioids

The U.S. opioid crisis in 2019 has already led to over 2,000 lawsuits against opioid manufacturers and distributors. Current settlements have resulted in the bankruptcy of one major manufacturer. Other companies are now being directly affected by litigation and the costs of settlements, as they are alleged to have contributed to the opioid crisis through marketing strategies and encouraging increased prescription of opioids. Deutsche Bank applies enhanced due diligence regarding potential business activities with connections to this topic.

Cannabis

The legalization of recreational cannabis in Canada and the continued legalization of medical cannabis in other countries have triggered discussions within the financial industry. A key aspect is the differentiation between medical and recreational usage. Most concerns in the public debate center on the legalization of recreational cannabis, which involves greater reputational risks. Deutsche Bank will act cautiously with regard to business activities relating to cannabis, and enhanced due diligence is performed on any business with entities involved in the production or distribution of recreational cannabis.

64

Deutsche Bank

Supplement according to Global Reporting Initiative

Non-Financial Report 2019

Human rights

Electronic cigarettes

Once heavily marketed as an alternative to traditional smoking products, e-cigarettes have been subject to criticism during the past twelve months. This ranges from accusations of causing increased numbers of under-age smokers through marketing practices to investigations by the U.S. regulatory authority over health concerns about lung diseases identified in frequent users of e-cigarettes. A specific example of this criticism is the production, distribution, and sale of fruit or sweet-flavored e- cigarettes.

The U.S. regulatory authority, the Food and Drug Administration, has now officially warned manufacturers of e-cigarettes for violating marketing laws and issued warnings about potential lung diseases related to these products. These health concerns have led some U.S. states, India, and Thailand to introduce restrictions or bans on e-cigarettes. Consequently, Deutsche Bank has placed additional governance requirements on certain transactions and relationships linked to e-cigarettes.

Human rights

GRI 102-16,103-1/2/3

"Human dignity is inviolable" ‒ this principle is the foundation for respectful cooperation. That is why respect for human rights is a guiding principle embedded in Deutsche Bank&#39;s Code of Conduct.

We endorse international standards and guidelines such as the UN Guiding Principles on Business and Human Rights, the International Bill of Rights, and the Core Labor Standards of the International Labor Organization (ILO).

Our Human Rights Statement reinforces this commitment and outlines the approach we take to address this important issue. We also publish Deutsche Bank&#39;s U.K. Modern Slavery Statement. Our approach covers all dimensions of the business from client transactions and interaction with vendors and service providers to how we treat our own employees. Our principle is not to engage in any activities or business relationships where there is clear evidence of human rights&#39; violations.

We actively participate in the Thun group, discussing current banking and human rights focus areas. Special attention is paid to key legal and regulatory issues as well as evolving developments.

Developments in 2019

GRI 102-15/16,103-1/2/3,412-2, FS5

In recent years, Deutsche Bank has taken a proactive approach to safeguarding respect for human rights, as demonstrated by the integration of human rights due diligence into the bank&#39;s own operations, business activities with clients, and relationships with vendors and suppliers. We focus on identifying the most salient risks for rights holders and developing targeted action plans. To implement this, Deutsche Bank established a Human Rights Working Group (HRWG) at the end of 2018, which became fully operative in 2019.

On a monthly basis, the HRWG brings together decision-makers from different business and infrastructure units from across the bank. One of HRWG&#39;s key objectives is to improve our procedures, guidelines, and communication on human rights topics. HRWG also gives due consideration to the definitions of "cause", "contribute", and "directly linked" linked&#39; in the UN Guiding Principles on Business and Human Rights in order to understand the potential and actual impacts the bank has on rights holders.

In 2019, a scoping and analysis exercise helped to define areas of strength and areas where Deutsche Bank could improve its human rights performance. The discussions within HRWG led to agreed objectives for the working group members, which were summarized in a human rights action plan. These actions target the most salient human rights impacts on and risks for rights holders that Deutsche Bank faces and allocate business unit responsibility and deadlines for implementation. An overview of the agreed action items is provided in the following sections.

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Human rights

Clients

There were 18 client-related actions, with responsibility allocated to the Corporate Bank (CB) and Investment Bank (IB), Asset Management (AM), Anti-Financial Crime, Financial Crime Operations (FCO), and Group Sustainability (GS). These actions ranged from deepening the scope of respective human rights due diligence processes with clients and embedding explicit rules on human rights in the investment process to broadening the target audience for our human rights training.

In 2019, we reviewed 310 clients and transactions in line with our Environmental and Social (ES) Policy Framework. Those reviews resulted in seven refusals. None of them were refused specifically due to severe human rights issues. But in various cases specific actions were agreed on to avoid or mitigate negative impacts on rights holders.

Furthermore, in the course of our FCO unit&#39;s ongoing work with the Joint Money Laundering Intelligence Taskforce (JMLIT), 23 requests were received for information on funding flows that were potentially linked to potential human rights&#39; violations in 2019. The FCO unit reviewed all of them and responded to the law enforcement agencies in each and every case.

Supply chain

GRI 102-9,103-2/3,414-2

Six priority actions relating to our supply chain were defined in the above-mentioned action plan. They include the development of a stand-alone Vendor Code of Conduct and the enhancement of the vendor risk management and screening process. Procurement and Group Sustainability are responsible for implementing these measures.

In 2019, Deutsche Bank implemented a new vendor screening process that now includes more specific human rights controls for our new vendors or a review of our existing vendors. This process manages ES risks relating to the vendors Deutsche Bank works with globally. The focus is on vendors that provide services often associated with human rights risks and provided in countries with an elevated risk of human rights violations. If a vendor meets certain criteria for more detailed ES analysis, the vendor will have to fulfill specific environmental and social vendor control requirements (VCRs). The vendor will then have to explain their approach to the different VCRs and provide adequate evidence for their responses. If the vendor does not or cannot provide sufficient information or evidence, we discuss internally how to deal with this incompliance with our ES standards and whether measures can be agreed with the vendor to achieve compliance within a reasonable time. If that is not possible, it can ultimately lead to a termination of the business relationship with the vendor in question.

In initiating the new vendor screening process, we wanted to ensure that existing vendors who trigger a more detailed ES analysis also meet our ES standards. In reviewing the ES performance of existing vendors, which is expected to be finalized by mid-2020, we will be supported by an external service provider. Due to the implementation of the new vendor screening process, we have rescheduled our human rights training for Procurement colleagues, initially scheduled for 2019, to be rolled out at the beginning of 2020.

Employees

GRI 412-2

The four priority actions relating to our employees were allocated to Human Resources and GS. One of these priority actions has been to develop a training course for employees. The aim here is create awareness for the importance of respecting human rights in all the bank&#39;s business activities. The other topics covered are the individual responsibilities of employees and the policies, procedures, and measures the bank has already implemented and will continue to do so going forward.

Although we have to incorporate location-based cultural nuances into employee policies, we place a high priority on granting all our employees the same rights worldwide. Here, a more detailed analysis will help us to determine areas of improvement.

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Climate risk

Climate risk

GRI 102-15

Climate change is one of the most important issues facing society today, and Deutsche Bank welcomes the fact that it has moved to the top of the social, regulatory, and political agenda.

As a key component of the group&#39;s wider response to climate change (see Sustainable finance), Deutsche Bank has started to develop a holistic risk management framework for climate risks. We have set up an internal working group to combine existing risk management practices – parts of which already consider climate-related risks – with innovative approaches to ensure that we understand, and are well protected against, potential negative impacts, including:

  • Increased default risk and/or valuation losses on exposures to clients and assets that may be impacted byclimate-related physical and/or transition risks, such as climate-related developments in policy and regulations, the emergence of disruptive technology or business models, shifting market sentiment, and societal preferences;
  • Reputational risks from a failure to adapt to climate risks that may also drive litigation claims from parties who are seeking compensation after suffering loss or damage; et
  • Business disruption risks to our offices, employees, and processes in locations that may be affected by physical climate- related risks, such as extreme weather events and/or disruptivelonger-term shifts in climate.

At the same time, multiple stakeholders, including clients, investors, employees, and society at large, expect us to provide transparent disclosure of our exposures to, and management of, climate risks.

The development of this risk management framework for climate risks can also support the identification of opportunities to grow our sustainable finance business (see Sustainable finance).

The year 2019 saw intensified regulatory activities relating to climate change. Deutsche Bank contributed to climate-related legislative initiatives and participated in industry-wide consultations at EU and national levels including via direct engagement and via contributions to consultation responses/policy papers by banking associations. The beneficiaries included the European Commission (EC) in certain components of the EU action plan on sustainable finance.

With the publication of the Prudential Regulation Authority&#39;s (PRA) Supervisory Statement (SS3/19) and the Comprehensive Bulletin on Sustainability by the German Federal Financial Supervisory Authority (Bundesanstalt für Finanzaufsicht, BaFin), the recommendations by the Task Force on Climate-related Financial Disclosure (TCFD) have become further embedded as key elements of future regulatory expectations regarding the disclosure of climate-related risks.

TCFD recommendations

GRI 102-12

The G20 Financial Stability Board mandated the TCFD in December 2015 to propose a reporting framework for companies (including financial institutions) to provide investors, clients, and other stakeholders with consistent, comparable, and useful information on climate-related risks and opportunities. In June 2017, the TCFD published its recommendations for voluntary climate-related financial disclosures that should comprise relevant information on the following:

  • Governance relating toclimate-related risks and opportunities;
  • Actual and potential impacts on the companies&#39; business, strategy, and financial planning;
  • Risk management processes to identify, assess, and manageclimate-related risks; et
  • Metrics and targets used to assess, and manage relevantclimate-related risks and opportunities.

The TCFD expects that companies will develop their approaches over time and that climate-related disclosures will evolve correspondingly. Deutsche Bank is working towards implementation of TCFD recommendations through internal efforts, as well as external industry initiatives. In 2020, our internal working group will focus on (i) implementation of an internal climate risk taxonomy, (ii) refinement of scenario analysis ‒ including expansion of sector coverage, (iii) approaches to define climate risk appetite and better integrate climate risks into decision-making, and (iv) review of roles and responsibilities within our organization.

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Climate risk

UNEP FI working group

GRI 102-12

In 2019, Deutsche Bank joined the second phase of the UNEP FI pilot project – a collaborative effort by 36 international banks, supported by the UNEP Secretariat and external consultants ‒ to further develop risk management practices and ultimately move towards implementation of TCDF recommendations. This phase is scheduled to run until mid-2020, with the group of banks focusing on the following aspects:

  • Scenario analysis: Developing a deeper understanding of how risk factor pathways can be derived from reference scenarios and how these can be used to assess portfolio risks;
  • Data and methodology: Reviewing and understanding the availability and application ofclimate-relevant data; the group of banks will agree on a set of best practices regarding sectoral and geographic assessments; et
  • Reporting and governance: Building a common understanding of regulatory expectations, developing a reporting template, and agreeing industry best practices regarding climate risk governance.

Deutsche Bank&#39;s participation in this initiative is accompanying the internal working group to further develop risk management practices and fully align disclosures.

Governance

GRI 102-20/26,103-2/3, G4 DMA

As highlighted in the chapter "Sustainable finance", Deutsche Bank&#39;s group-wide Sustainability Council, chaired by the CEO, is responsible for advising the Management Board on sustainability topics, including climate change, and helping to drive the integration of sustainability into day-to-day business practice. The group&#39;s risk management function is represented on the Council.

The Group Risk Committee, co-chaired by the Chief Risk Officer (CRO) and Chief Financial Officer (CFO) has delegated formal responsibility for the management of climate risks to our Enterprise Risk Committee (ERC). This includes: (i) oversight of risk management framework developments; and (ii) approval of specific sectoral risk appetite limits and other restrictions to manage risks to the bank.

While the ERC is responsible for the holistic management of climate risks, the day-to-day management and approval of climate-related reputational risks, and physical risks to our staff, infrastructure, and processes will continue to be managed via other committees:

  • Transactions with a potential reputational risk from aclimate-risk perspective are identified via the Group Reputational Risk Framework and based on the risk assessment referred to one of four Regional Reputational Risk Committees, which are sub-committees of the Group Reputational Risk Committee and report to the Group Risk Committee; et
  • Risks to Deutsche Bank&#39;s infrastructure, employees, and key processes in locations that may be affected by physicalclimate-related risks are monitored and approved by the Non-Financial Risk Committee, a sub-committee of the Management Board.

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Climate risk

Risk management strategy and processes

GRI 102-15/29/31,201-2,305-5, G4 DMA

The bank&#39;s overall strategy towards developing a holistic sustainable finance product suite, including those addressing climate change, are detailed in the chapter "Sustainable finance". In this section, we describe how we now manage climate risks and summarize, going forward, the steps we are taking to improve our climate risk management, in alignment with the TCFD requirements.

Transition risks to carbon-intensive industries

Deutsche Bank&#39;s principal tool for managing sectoral exposures is our industry risk management framework. A key input into industry risk assessment, risk appetite setting, and frequency of review is our short and long-term internal industry risk ratings. Incorporated within the ratings is an assessment of an industry&#39;s vulnerability to climate risks.

Industry risk ratings are also included as an input into our internal rating model for the probability of default (PD) of counterparties with higher industry risks translating to lower counterparty PD ratings and risk appetite.

The bank&#39;s loan exposure to the oil and gas, utilities (electricity and natural gas), as well as steel, metals, and mining industries, is relatively low as a proportion of our total exposure. The relative shares of each industry have fallen compared to year-end

2016 as we reduced our risk appetite thresholds, partly due to elevated climate-related transition risks. As of year-end 2019:

  • Loan exposure to the oil and gas industry: € 8.4 billion or the equivalent of 2 % of Deutsche Bank&#39;s overall loan volume, plus revocable and irrevocable lending commitments of € 6.9 billion. The majority of the exposure to the oil and gas industry is toinvestment-grade-rated diversified majors and national oil and gas companies;
  • Loan exposure to the utilities (electric power and gas) sector: A moderate € 4.2 billion or 1 % of Deutsche Bank&#39;s overall loan volume, plus revocable and irrevocable lending commitments of € 7.9 billion. The majority of the utilities&#39; portfolio is with large incumbents in the EU and the U.S. that benefit from diversification across the value chain (including transmission and distribution businesses) and/or a balanced energy mix; et
  • Loan exposure to the steel, metals and mining sector: A moderate € 4.0 billion or 1 % of Deutsche Bank&#39;s overall loan volume, plus revocable and irrevocable lending commitments of € 4.4 billion. Exposure tocoal-mining groups8is negligible since the bank has tightly managed and reduced its exposures in recent years. These loan exposures have fallen by 31 % since year-end 2016.

Scenario analysis

Scenario analysis is a key tool to assess the potential impacts of policy and behavioral changes required to support the transition to a low-carbon economy. Companies undertaking scenario analysis today face challenges in translating the long- term macroeconomic, demographic, and demand projections underpinning climate scenarios to industry and client-specific financial impacts. The UNEP FI initiative mentioned above has work streams dedicated to translating these impacts, which going forward will be a core component of our scenario analysis development.

In 2019, Deutsche Bank piloted transition scenario analysis for the bank&#39;s loan portfolios to the most carbon-intensive industries: oil and gas, utilities (electric power and natural gas), as well as steel, metals, and mining, with the following approach taken:

  • Scenario selection: We used the International Energy Agency "Sustainable development" scenario as a basis for the analysis. The scenario is consistent with the Paris Agreement&#39;s objective of holding the increase in global average temperatures to well below 2°C abovepre-industrial levels and contains energy demand projections across key sources in line with that objective;
  • Portfolio impact assessment: We applied downward PD rating migrations to portfolios with the number of downgrades dependent on (i) clients&#39; sensitivity to transition risk based on their current business models, such as energy mix; (ii) estimates of clients&#39; financial capacity to absorb the required investment to transition to alow-carbon economy (based on internal PD rating and market capitalization); and (iii) assessment of environmental performance, exposure to transition risks and transparency by external experts&#39; surveys (where available);
  • An increase in loss given default (LGD) ratios was also assumed across all clients; et
  • The results were translated into estimates of how expected loss (EL) would develop over themedium-to-long term for the selected portfolios.
  • Client groups with the majority of sales from coal mining.

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Climate risk

While we do see meaningful downward rating migrations for our carbon-intensive portfolios under the "Sustainable development" scenario (before any mitigating actions), the overall impact on the bank&#39;s balance sheet quality would remain contained, supported by our focus on well-rated and diversified clients.

Risks from commodity price volatility

Innovation and changes in the regulatory environment aimed at a meaningful reduction of carbon-dioxide emissions can also have a profound impact on commodity prices, especially for crude oil, and volatility in the medium to long term. To ensure that downside risks are manageable, Deutsche Bank regularly stresses its trading portfolios under a range of severe scenarios, whereby commodity price shocks are included in the macroeconomic stress scenarios. At year-end 2019, Deutsche Bank&#39;s exposure to commodity price fluctuations via its trading books was modest in size and well contained.

Physical risks to our assets

Our Enterprise Risk Management (ERM) unit comprises an in-house intelligence team that measures and tracks country and selected city-specific risks, including natural hazard risks to our assets and operations. These risk assessments inform strategic location planning and scenario design for testing and exercising crisis management in order to ensure robust business continuity and crisis management plans. They also inform corporate security plans, notably health and safety, staff duty of care, and building resilience.

Physical risks to our clients and assets are considered in the assessment of credit and market risk exposures that may be heavily impacted by acute events, such as insurance companies who underwrite climate-related risks. Where specific transactions or counterparties are assessed as having substantial exposure to such risks, Credit Risk Management (CRM) and Market Risk Management (MRM) take this into account in risk decision-making.

ES-led climate risk restrictions

GRI G4 DMA

In addition to our sectoral risk appetite limits the following restrictions are applied under our Environmental and Social (ES) Policy Framework in order to reduce our support for fossil fuels:

  • No financing for newcoal-power facilities and a reduction in existing exposures to power companies heavily dependent on coal;
  • No financing of new thermal coal mines. We have met our 2016 commitment to reduce our existing exposure to thermal coal mines by 20 % by 2020. Residual exposures are extremely small, and we will continue to review our portfolio in this area;
  • ES due diligence required forclimate-intensive sectors, such as oil and gas, metals, and mining, as well as utilities (see "Reputational risk"). This process includes a review and sign-off by the control function Group Sustainability; et
  • In 2019, the industry concentration thresholds for the oil and gas, utilities and steel, metals, and mining sectors were lowered, with inherentlong-term climate risks taken into account.

Future developments

We recognize the need to further develop our risk management understanding and approach to climate risk. Which is why Deutsche Bank&#39;s Enterprise Risk Management function has been mandated by the Group Risk Committee to further develop our processes and frameworks in alignment with the TCFD requirements. This includes:

  • Further development of our approach to transition risk scenario analysis and physical risk analysis, including extension of scenario analysis to a broader range of sectors;
  • Deeper integration of sustainability factors into ourclient-level risk analysis, including PD ratings/assumptions on the loss given in default (LGD); et
  • Development ofclimate-specific risk appetite limits/targets and controls;
  • Development of our climate risk disclosures.

A number of challenges will need to be overcome in order for us to achieve this. These include the ability to accurately model climate change impacts and translate them to portfolio risk developments, improved climate risk disclosures at client level, and the establishment of a climate risk taxonomy. We are working with peers via UNEP FI and other engagements to remediate these challenges.

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Access and inclusion

Access and inclusion

Accessibilité

GRI FS14

In line with the requirements of the EU Accessibility Act, Deutsche Bank has implemented a variety of measures to ensure unhindered mobility, self-service, and online banking for anyone who involuntarily has no, or only limited, access to financial services.

Many of the bank&#39;s branches offer disabled access. Details of the step-free access to self-service terminals as well as cash and advisory functions are published for each branch in the Deutsche Bank branch finder. Where possible, new branches are at ground level or in handicapped-accessible buildings. The arrangement of furniture ensures unhindered passage for wheelchair clients. Moreover, branches are designed in such a way that people of all heights and wheelchair clients can easily use them. The self-service devices are equipped with keyboard support for the visually impaired. Cash devices are equipped with an additional voice output via headphones to guide a client through the menu and device input functions. Non-cash devices offer direct dialing of individual services through special key combinations. Self-service device components, such as card input, print output, cash input, and cash output, feature Braille lettering.

To ensure online banking is accessible to visually impaired people, the readability of pages via a screen reader is now an explicit requirement in Postbank&#39;s switchover to a new content management system, which is due to be completed by the end of 2020. Deutsche Bank supports the voice-over feature in the banking app on iOS. This feature is designed to increase accessibility for blind or low-vision users, as well as for dyslexic users.

Financial inclusion

GRI FS14

Deutsche Bank recognizes the transformative power of financial inclusion, in particular to underserved communities who often lack access to financial services. To broaden access to such segments of the society, low-cost, fair and safe financial products and services have been made available to the bank&#39;s clientele through a variety of measures undertaken under its commitment to financial inclusion. These measures include:

Microfinancing

Our Corporate Bank (CB) and Investment Bank (IB) divisions are committed to facilitating access to long-term financing for microenterprises and SMEs. As such, they continue to provide support in establishing microfinance funds by raising private debt capital for microenterprises and SMEs. In 2019, a new fund launched with a focus on fostering agricultural development in Africa raised € 25 million as a contribution to the total of € 70 million capital raised in this area.

In our Asset Management (AM), the Sustainable Investment (SI) Funds include the Global Microfinance Funds III and Global Commercial Microfinance Consortium II, which provide senior and subordinated debt financing for microfinance institutions and banks in the developing world in order to increase their access to high-quality financial services. Each SI investment fund is tracked and reported on the basis of the investees&#39; social and/or environmental performance. The indicators are sector- specific and monitored using fund-specific tools. The Global Microfinance Funds III, for example is marketed to MiFID II professional investors by the Institutional Wealth Partners (IWP) team in the bank&#39;s Wealth Management (WM).

Blocked accounts

Deutsche Bank offers non-EU students the opportunity to open a bank account that is blocked in favor of the Federal Republic of Germany. This enables them to start studying in Germany by fulfilling the visa requirements.

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Tax

Financial literacy

GRI FS14

Ignorance of financial matters can lead to financial distress, especially for young people. Conversely, acquiring a basic understanding of economic and financial issues, instruments, and mechanisms can therefore help people to become independent, informed citizens. By utilizing the bank&#39;s expertise and its employees&#39; commitment, initiatives to improve financial literacy and inclusion are supported via the bank&#39;s Born to Beyouth engagement program.

In Germany, the FinanzTuberproject encourages sixth to eighth graders to learn more about money and financial topics by producing short peer-education video clips on financial topics close to their heart. So geht Geld(That&#39;s How Money Works) offers Deutsche Bank and Postbank employees the opportunity to teach financial literacy to fifth graders upwards in all types of schools. In Spain and the Netherlands Deutsche Bank volunteers teach pupils and foster financial literacy in the Your Finance, Your Future, en Bankers in front of the classroomprograms.

Pathways to Banking and Financeis a pioneering U.K. program that seeks to improve social mobility in the financial services sector. Founded in 2017 by Deutsche Bank and the Sutton Trust, this program aims to increase access to banking and finance and provides 300 high-achieving students from less advantaged backgrounds with industry insights through relevant skills building, work placements, and guidance over a four-year period.

For over 25 years in the U.S., the Deutsche Bank Americas Foundation has been partnering with the non-profit-organization Accion to catalyze equitable financial services and education for entrepreneurs. In 2019, multi-level support reached 2,100 small business owners. In addition to the partnership in New York, the Foundation was instrumental in Accion&#39;s expansion to Jacksonville, Florida. On top of that, 150 colleagues in four U.S. cities took part in a hackathonto create a financial literacy app for the education program Working in Support of Education (W!se).

In cooperation with Plan India, Deutsche Bank has provided vocational training courses for more than 3,000 young people since 2016. Almost 80 % of the participants have found a job.

Tax

GRI 102-16

In the management of our tax affairs we apply the principles set out in our tax strategy document. These tax principles, which have been embedded in the bank&#39;s control framework, have been approved by our Management Board. To summarize, we manage our tax affairs in a way that aims to generate sustainable value for all stakeholders and to ensure that the tax consequences of our business operations are appropriately aligned with their economic, regulatory, and commercial consequences, with due regard being given to the potential perspective of the relevant tax authorities.

We aim for our dealings with tax authorities to be undertaken in a proactive, transparent, professional, courteous, and timely manner. We seek to develop and foster good working relationships with tax authorities.

We operate a control framework and governance to ensure that in all material aspects we are compliant with applicable tax laws, file accurate tax returns, and pay the amount of tax due.

Tax evasion is illegal and goes against our culture, values, and beliefs. Consequently, our policies strictly prohibit aiding or abetting tax evasion. We are prepared to discontinue, and have discontinued, relationships with clients to safeguard our bank against the risk of tax evasion.

Our income tax expenses and benefits across the jurisdictions in which we operate are disclosed in our Annual Report 2019, Note 43 – Country by Country Reporting.

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In-house ecology

In-house ecology

GRI 103-1/2

At Deutsche Bank we see it as an integral part of our responsibility as a corporate citizen to manage and, where possible, minimize the environmental impact of our business operations, such as in our offices and during business travel.

As a signatory to the Paris Pledge for Action, Deutsche Bank is committed to playing its part in achieving the overall targets set by the Paris Agreement. With regard to in-house ecology, we have been doing this by reducing our carbon footprint, using energy and other resources as efficiently as possible, buying renewable power, and offsetting the remaining emissions. Last but not least, we are striving to use water and paper responsibly, to minimize the supply chain impact of our business operations, and to reduce the amount of waste we generate. A new focus in our waste strategy has been to reduce consumption of disposable plastics and use reusable materials, starting in Germany and the U.K.

Governance

GRI 103-1/2/3

We apply ISO 50001 in our energy management strategy in Germany. Across the 20 EU countries in which we operate, we follow the European Energy Directive (EED) and base our efforts on the respective national energy audit requirements. In applying the international GHG standard ISO 14064, we have developed an internal governance framework to manage data collection and define our management approach to quantifying and reporting emissions. Additionally, in compliance with ISO 50001, we assess our progress annually against energy and cost targets.

Within our Corporate Real Estate and Services function, the Eco-Performance Management Office (EcoPMO) Utility Management key operating procedure defines how energy reduction initiatives are evaluated and approved. Facility Management teams propose and implement energy, water efficiency, waste and recycling projects, and the EcoPMO measures and verifies outcomes. We collect data from all these sources to monitor our environmental performance, and produce monthly regional reports for energy and water measurements. These reports are reviewed by division managers to continually monitor progress against targets.

We measure and report our Scope 1, Scope 2, and emissions of greenhouse gas (GHG) on business travel based on the reporting boundary defined by the GHG Protocol operational control approach. Reporting scopes are defined according to the GHG Protocol and also reported according to the GHG Protocol&#39;s Scope 2 Guidance. We disclose to the CDP all the relevant fuel type, energy, and emission sources, with the exception of Scope 3 investments, which are a significant source of emissions "Climate risk").

Our reporting scopes are defined as follows:

  • Scope 1: Direct emissions fromon-site combustion (liquid/gaseous fossil fuels, owned and leased vehicles, and refrigerant leakage from cooling equipment);
  • Scope 2: Indirect emissions from delivered energy (electricity, district heating, steam, and chilled water); et
  • Scope 3: Indirect emissions from business travel (air, rail, taxis, and rented vehicles).

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In-house ecology

Environmental measures

GRI 103-2/3, G4 DMA

The most relevant measures we have taken to minimize the environmental impact of our business operations are detailed below.

Energy efficiency and conservation

GRI 302-4

According to the International Energy Agency (IEA), buildings and building construction are responsible for at least 36 % of global energy consumption, and nearly 40 % of all energy and process-related GHG emissions in 2018. We have put a particular emphasis on buildings in striving to improve our overall energy efficiency and reduce our energy consumption. Against this background, we are continually enhancing our buildings&#39; energy efficiency and reducing our energy consumption by using new and more efficient technology. For 2019, we set ourselves the goal of reducing energy consumption worldwide by 2 % (excluding Postbank locations). Through purchasing renewable electricity in eleven countries, 78 % of all our electricity worldwide was from renewable sources by year-end 2019. To date, 30 buildings or projects continue to have LEED certification from the U.S. Green Building Council, and a further five have certification in progress.

For example, when refurbishing infrastructure in one of our Bangalore offices, we replaced ductable packaged air conditioning units with highly energy-efficient variable refrigerant volume (VRV) units, and installed a power-over-ethernet intelligent lighting system using LED lights, which has reduced the lighting load by 50 %. To date, this project has saved 1.45 gigawatt hours (GWh), and reduced energy costs by € 180,000 annually.

Over the past three years, our energy consumption has been reduced by 9 %. In 2019, the actual reduction achieved was

5.5 %. Each year, our EcoPMO conducts an in-depth analysis to evaluate the performance of savings initiatives against targets, and to leverage synergies between our geographical regions. Energy reductions achieved in offices total 8.6 GWh from 220 initiatives (in-year savings, i.e. a saving completed in June only gets six months of savings towards 2019). The types of energy included in the reductions are electricity, district cooling, district heat, and natural gas. These totals exclude savings made by Postbank.

Carbon neutrality

GRI 201-2,305-5

One of the most important environmental targets is the endorsement by the Deutsche Bank Management Board of our commitment to carbon neutrality, which we achieved in 2012 and have maintained since then. In 2019, we continued to offset unavoidable carbon emissions covering GHG Scopes 1 and 2 and business travel by purchasing and retiring high-quality emission reduction certificates. The carbon credits purchased in 2019 reveal investments in a diversified product portfolio supporting climate change mitigation and economic development in Africa, Latin America, and Asia. All offsetting projects comply with well-recognized global standards, including the Gold Standard (62 %) and the Verified Carbon Standard.

CO2offsetting portfolio ‒ supported projects and regional split

Dec 31,2019

Africa

Americas

Asia

Partager

Wind energy

35,000

15 %

Biomass/biogas

Efficient cook stoves

45,000

20 %

Geothermal energy

45,000

20 %

Hydropower

Sustainable forest management/REDD1

15,000

25,000

18 %

Solar energy/photovoltaics

60,834

27 %

Partager

26.57 %

26.57 %

46.86 %

100 %

Total

60,000

60,000

105,834

225,834

1Reducing Emissions from Deforestation and Forest Degradation.

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In-house ecology

Eco-efficiency tables

GRI 302-1/3/4,305-1/2/3/4/5

GHG emissions1

Variance from

in t of CO2e

previous year

(unless stated differently)

(in %)

Dec 31, 2019¹

Dec 31, 2018²

Dec 31, 2017²

Total GHG emissions (market-based)3

(6.1)

201,201

214,322

220,215

Market-based emissions from building energy use

(2.3)

133,316

136,505

138,968

Emissions from business travel

(16.3)

61,108

72,975

77,290

Scope 1, direct GHG emissions

(3.4)

49,712

51,473

52,071

Natural gas consumption

(5.0)

28,855

30,358

30,670

Liquid fossil fuels4

(25.1)

453

605

753

HFCs5

39.9

6,777

4,843

3,956

Owned/leased vehicles

(13.0)

13,627

15,667

16,692

Scope 2, indirect GHG emissions

(1.5)

104,009

105,541

107,546

Market-based emissions from electricity consumption6

0.6

68,308

67,901

67,717

Steam, district heating and cooling

(5.2)

35,701

37,640

39,829

Scope 3, other indirect GHG emissions

(17.1)

47,480

57,308

60,598

Air travel

(17.9)

43,782

53,341

56,284

Rented vehicles and taxis7

6.9

2,484

2,324

2,684

Rail travel

(26.1)

1,214

1,643

1,630

Emissions reductions

N/M

0

0

0

Off set of market-based GHG emissions by retirement of high-quality carbon

certificates8

0

100

100

100

Market-based GHG emissions (incl. renewables, excluding carbon

credits)/rentable area per sqm9

(3.2)

0.06402

0.06615

0.06463

Market-based GHG emissions (incl. renewables, excluding carbon credits)

per FTE10

(1.0)

2.22351

2.24653

2.25709

Total energy consumption in GJ11

(5.5)

3,148,899

3,331,138

3,455,721

Total energy consumption in GWh11

(5.5)

875

925

960

Electricity consumption in GWh

(4.9)

508

534

552

Energy from primary fuel sources (oil, gas, etc.) in GWh

(7.0)

204

219

226

Delivered heat and cooling in GWh12

(5.2)

163

172

181

Electricity from renewables in GWh11

(5.2)

396

417

440

Space-normalized energy consumption in kWh per sqm

(2.5)

278

286

282

Normalized energy consumption in kWh per FTE

(0.3)

9,666

9,699

9,839

  • Data reported under 2019 relates to the period October 1, 2018 to September 30, 2019. Q4/2018 is used to represent activity of Q4/2019, with an average uncertainty of

+/- 5% across all KPIs.

  • Changes to the reported figures in previous years can be attributed to the following: a. updated power grid factors b. historic data updates (e.g. billing updates), and c. methodology changes.
  • Total emissions are based on actual, estimated, or extrapolated data. All assumptions and calculation methodologies are in line with the ISO 14064 Standard Guidelines with supporting documentation. The most appropriate emission factors have been used for each activity data type, from internationally recognized sources, e.g. DEFRA (2018 and 2019), GHG Protocol, eGRID (2016), and IEA (2019),RE-DISS (2018), or, if more relevant, from country or contract specific sources. The factors include all GHGs where

possible and the gases&#39; Global Warming Potential as per the IPCC AR5 assessments.

  • Emissions from liquid fossil fuels decreased in 2019, largely driven by the closure of accounts in Asia Pacific and the U.S.
    5Emissions from HFCs increased in 2019. The increase is in the expected range factoring in maintenance work conducted.
    6Emission factors from IEA (2019) for electricity were used for the countries where Deutsche Bank operates (except for the U.S. where the eGRID (2016) factors were used). The former set of factors is only available in tons of CO2, while eGRID factors are specified in CO2e. However, as the proportion of non-CO2GHG emissions is minute compared to CO2, we are reporting all emissions from electricity in CO2e.
    7Emissions from rented vehicles and taxis have increased, driven by an increase in the distance traveled in rented vehicles in Germany.
    8For 2019, carbon neutrality was accomplished by the purchase and retirement of verified emissions&#39; reduction units.
    9All floor area metrics use an annual average derived from October 2018 to September 2019 data (3,14 million m2).
    10All FTE metrics use an annual average for 2019 (90,488).
    11Total energy consumption in GWh comprises all sources used in Scopes 1 and 2: natural gas, liquid fossil fuels (mobile and stationary), renewable and grid electricity, district heating, cooling, and steam. Standard joule to kWh conversion factors were used. The only renewable energy source used is electricity and equals 395,694,776 GWh. There was no sale of electricity, heating, cooling, or steam.
    12Calculated electricity and heating intensities are used to estimate electricity and heating demand where data is not available. Calculated intensities from refrigerant gas loss are also used to extrapolate where data is not available.

In 2019, total emissions from market-based reporting (including the effect of buying renewable electricity) amounted to 201,200 metric tons of CO2e, while emissions from location-based reporting (excluding renewables) were 356,086 metric tons of CO2e. The difference between market and location emissions is due to the renewable energy contracts, most significantly in our three largest electricity-consuming countries: Germany, the U.K., and the U.S.

The electricity contracts with zero-carbon,supplier-specific emission factors are used in countries with renewable electricity, and include Renewable Electricity Certificates (RECs) in the U.S. and Canada, Renewable Energy Guarantees of Origin (REGOs) for selected sites in the U.K., Guarantees of Origin (GOs) in Germany, and International Renewable Energy Certificates (IRECs) in Spain. Austria, Italy, Belgium, Luxembourg, the Netherlands, and Switzerland also have zero-carbon electricity contracts.

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In-house ecology

Business travel

Deutsche Bank is reducing business travel (particularly by air) to reduce both emissions and cost. Our travelapproval policy focuses on limiting the number of business flights by Deutsche Bank employees. As a result, the volume of air travel continues to decline. In 2019, we achieved a 17.8 % reduction in air travel in a year-on-year basis. The reductions in travel indicators ranging from 9 % to 18.3 % are mostly the result of a more disciplined approach to travel. The average number of FTEs declined 5.2 % during this period.

Distance traveled

Variance from

in km

previous year

Dec 31, 20194

Dec 31, 20185

Dec 31, 20175

(unless stated differently)

(in %)

Total distance travelled

(16.0)

532,099,332

633,103,924

667,184,227

Total air travel1

(17.8)

396,726,240

482,841,207

508,925,234

Short-haul air travel

(17.5)

16,006,857

19,401,142

20,865,472

Medium-haul air travel

(14.7)

53,269,978

62,470,252

61,841,447

Long-haul air travel

(18.3)

327,449,404

400,969,812

426,218,316

FTE-normalized travel in km per FTE

(13.4)

4,384

5,061

5,216

Total rail travel2

(12.0)

41,067,476

46,665,754

47,162,896

Total road travel3

(9.0)

94,305,616

103,596,964

111,096,096

FTE-normalized total distance travelled in km per FTE

(11.4)

5,880

6,636

6,838

  • Domestic and international air travel is derived from 99.86 % of actual flight data; the remaining 0.14 % is extrapolated based on cost. Air Travel uses GHG Protocol emissions

factors. No radiative forcing factor is applied.

  • Rail travel is derived from 96.76 % of actual rail travel data; the remaining 3.24 % is extrapolated based on cost.
  • Taxi data reported includes data for countries based on cost, and is calculated using acountry-level taxi tariff. For Czech Republic, France, Germany, Israel, Russian Federation, U.S., United Arab Emirates and U.K., actual distance traveled and fuel data is used. Road travel uses DEFRA (2018 and 2019) emission factors.
  • Data reported under 2019 relates to the period October 1, 2018 to September 30, 2019. Q4/2018 is used to represent activity of Q4/2019, with an average uncertainty of

+/- 5 % across all KPIs.

  • Changes to the reported figures in previous years can be attributed to the following: a. historic data updates (e.g. billing updates, refunds), and b. methodology changes.

The publishing date of this report and the availability of data, such as energy bills, necessitated minor extrapolations to produce the data for 2019. Whether this makes a material difference to the data is under continual assessment.

Waste, water, and paper consumption

GRI 301-1/2,303-5,306-2

We are also striving to reduce the amount of waste we produce, and to cut back on our water, paper, and plastic consumption, particularly in preparation for the EU plastic reduction legislation.

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In-house ecology

Waste and paper

Variance from

in t

previous year

Dec 31, 20191

Dec 31, 20182

Dec 31, 20172

(unless stated differently)

(in %)

Waste

Waste disposed3

(17.0)

7,596

9,157

9,276

Normalized waste disposed in t per FTE

(12.5)

0.08395

0.09599

0.09507

Waste produced

(16.8)

16,614

19,958

21,683

Normalized waste produced in t per FTE

(12.2)

0.18361

0.20920

0.22224

Waste recycled4

(16.5)

9,018

10,801

12,407

Normalized waste recycled in t per FTE

(12.0)

0.09966

0.11321

0.12717

Waste recycled in %

0.3

54.3

54.1

57.2

Waste composted5

(12.4)

3,999

4,565

3,440

Waste with energy recovery6

(29.2)

2,377

3,358

4,539

Waste incinerated (without energy recovery)6

(14.6)

722

845

982

Waste landfilled

28.2

498

389

314

Hazardous waste7

(86.4)

34

253

189

Nonhazardous waste

(15.9)

16,580

19,705

21,493

Paper

Copy/print paper consumed8

(6.8)

3,289

3,528

3,681

Recycled paper9

81.6

247

136

172

Recycled content in %

94.7

7.5

3.9

4.7

Normalized paper consumption in t per FTE

(1.7)

0.03635

0.03698

0.03773

  • Data reported under 2019 relates to the period October 1, 2018 to September 30, 2019. Q4/2018 is used to represent activity of Q4/2019, with an average uncertainty of

+/- 5% across all KPIs.

  • Changes to the reported figures in previous years can be attributed to the following: a. historic energy data updates (e.g. billing updates), and b. methodology changes.
  • Waste data, incl. the disposal method andhazardous/non-hazardous split, has been determined by information provided by the waste contractor. Waste data is extrapolated based on FTEs from Germany, the U.K., the U.S. and from seventeen other countries, covering 84.1% of FTEs. Waste data does not include project waste, e.g. van

refurbishments.

  • The 16.5% decrease in waste recycled was driven by waste reduction campaigns in the Americas, APAC and EMEA.
  • In 2019, there was a 14% decrease in composted waste in Germany which was driven by improved waste and resource management.
  • The decrease in incinerated waste was largely driven by the U.K., where there has been an overall 33 % reduction in waste generated due to office closures.
  • Hazardous waste quantities were significantly high in the previous reporting period due to abattery-recycling scheme at the Jacksonville, 5022 Gate Parkway, 32256 Florida site.
  • Copier paper data ("materials used" in GRI G4 reporting terminology) is extrapolated based on consumption per FTE from 23 countries covering, on average, 83 % of FTEs.
    9The 6.8% decrease was mainly driven by a decrease in paper consumption across the Postbank portfolio, driven by portfolio restructuring and office closures. Average Postbank FTEs decreased 17% compared to the previous reporting period.

Plastic

To significantly reduce single-use plastics Deutsche Bank has started to remove all plastic cups, utensils, straws, and sachets from catering facilities, vending machines, and kitchens with cleaning facilities, and replaced them with reusable alternatives, such as reusable cutlery and crockery. This initiative has been rolled out in sites across Germany and the U.K., and is part of the bank&#39;s waste reduction strategy. Posters, e-mail banners, and Corporate Services&#39; intranet have promoted the initiative and educated staff on current challenges, with the focus on plastic disposal, much of which cannot be recycled due to poor segregation and contamination of waste streams.

Paper

As key resources are consumed in making paper, we have worked to cut our paper consumption by using pull-print technology, which has enabled the deployment of fewer printers, as well as introducing changes to staff printing habits, such as using desktop-on-demand technology in meetings. This gives users a quick and easy login to access and view their files on screen while in meeting rooms, and thus saves printouts of any documents required.

Water

Variance from

in m³

previous year

Dec 31, 20191

Dec 31, 20182

Dec 31, 20172

(unless stated differently)

(in %)

Total water consumed (potable)3

(6.3)

1,614,603

1,723,236

1,965,340

Normalized water consumption in cbm per FTE

(1.2)

17.8

18.1

20.1

Space-normalized water consumption in cbm per sqm

(3.4)

0.51

0.53

0.58

  • Data reported under 2019 relates to the period October 1, 2018 to September 30, 2019. Q4/2018 is used to represent activity of Q4/2019, with an average uncertainty of

+/- 5 % across all KPIs.

  • Changes to the reported figures in previous years can be attributed to the following: a. historic energy data updates (e.g. billing updates), and b. methodology changes.
    3Actual water consumption data is based on meter readings and invoices. Water figures are extrapolated on a site level, based on rentable area, and refer to potable (municipal) water only.

Water

As water is a scarce commodity in many countries around the world, we have introduced a variety of measures to save water. Our water reduction initiatives include aeration faucets and water-efficient products being installed whenever new services are required, or when facilities are refurbished. We have modified the set-point value of the absolute humidity rate for common air conditioning systems from 8.5 to 7.0 grams per kilogram at our Frankfurt am Main location DBC South. This small change reduced the volume of water used by over 2,000 cubic metersa year (about 0.1 % of total annual consumption), and reduce our energy consumption.

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Corporate social responsibility

Corporate social responsibility

Deutsche Bank&#39;s social engagement contributes to the bank&#39;s stated purpose of enabling economic growth and societal progress. It does so by creating a positive impact on the communities we operate in. In spite of continued budget pressures, we impacted 1.6 million lives through the bank&#39;s corporate citizenship initiatives in 2019.

Deutsche Bank&#39;s corporate social responsibility (CSR) mission is to enable communities and economies to prosper. Our initiatives have a strategic focus on education, enterprise, and community, and we encourage our employees to underpin the bank&#39;s citizenship activities with their professional expertise, whenever they can. Postbank&#39;s CSR initiatives are focused on Germany and bundled under the motto "We for children".

All of these programs help to build trust, employee and client loyalty, as well as to strengthen our reputation as a socially minded enabler, reliable partner, and catalyst for societal change. To drive our CSR agenda and initiatives forward, we foster employee involvement, interact with stakeholders, seek long-term partnerships with charities, and support advocacy initiatives and intercompany efforts to promote impact orientation.

Stakeholder relevance of Deutsche Bank&#39;s CSR commitment

Deutsche Bank acts to enable communities and economies to prosper.

Deutsche Bank supports education programs to help young people develop their full potential.

Deutsche Bank enables social enterprise.

Deutsche Bank supports the underprivileged and socially challenged.

Deutsche Bank&#39;s CSR engagement helps to enhance the bank&#39;s reputation.

0

25

50

75

100

representative global employee survey, 2018 (top2-boxes on 5-point scale, in %).

representative global

B2C survey, 2018 (top2-boxes on 5-point scale, in %).

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Deutsche Bank

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Corporate social responsibility

The consistent impact we make in society was evident again in 2019. We reached more than 3.2 million people in all – 1.6 million through our CSR programs and another 1.6 million via our Art, Culture & Sports projects – and invested

  • 57.9 million in our initiatives. Almost 19,000 Deutsche Bank employees (25 % of staff worldwide) and 140 Postbank employees in Germany engaged in civic projects as corporate volunteers.

CSR key performance indicators

2019

2018

2017

Total CSR investments, in € m.

57.9

53.7

64.2

External perception of Deutsche Bank as a responsible corporate citizen (global B2B market) /

(in %)1

68

60

65

People reached with CSR initiatives in m.

3.2

4.2

5.2

thereof:

Born to Be, Made for Good, In the Community

1.6

1.8

2.1

Art, Culture & Sports

1.6

2.42

3.1

1

Representative global B2B survey in 14 countries; top2 ratings on 5-point scale.

2

Different assessment methodology.

This report highlights some of our CSR activities. For details of other activities, please visit our Deutsche Bankof PostbankCSR websites.

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Corporate social responsibility

Governance and impact tracking

Deutsche Bank&#39;s Communications & CSR team reports directly to the CEO. Dedicated policies and procedures, such as the Donations, Memberships, Sponsorships (DMS) Policy and CSR Cornerstones, constitute the mandatory operating framework for Deutsche Bank, and external partners acting on their behalf. Our social engagement is implemented by our regional units and endowed foundations. New CSR project proposals can be evaluated along a standardized framework and are subject to sign-off by local CSR teams, regional CSR councils, and/or Board members, depending on the value of the investment. In markets with defined legal or regulatory demands on social commitment, our CSR initiatives go beyond the minimum regulatory requirements, as, whenever possible, we enhance our financial support with the professional expertise and networks of the bank and its employees. We welcome the Companies Act 2013 in India, fully embrace the Black Economic Empowerment (BEE) legislation in South Africa, and for over 25 years have received a consistent Outstanding rating for our Community Reinvestment Act (CRA) performance from the Federal Reserve Bank of New York.

To ensure that resources are deployed efficiently and projects fully aligned with the strategic objectives of our CSR agenda, we annually monitor the direct impact of our investments and systematically collect feedback from our community partners via the Global Impact Tracking (GIT) tool. We also measure our projects&#39; social return on investment (SROI) according to the London Benchmarking Group (LBG) methodology, as it is our bank&#39;s aim to move from mere charitable donations to strategic community investments. What we learn from these analyses has enabled us to improve our CSR portfolio over time. Our assessment of the focus and efficiency of our programs is based on three steps. The first step (Input) looks at the cash or in- kind donations, time, knowledge, and expertise invested in a project. The second step (Output) reflects the output numbers, such as the number of beneficiaries, project partners, corporate volunteers, and workshops held, as well as the leverage we activate from other sources, for instance. via fundraising contributions. Step three (Impact) documents the mid- to long-term impacts on the various stakeholders, based on project achievements and satisfaction with the project objectives/cooperation. It also assesses a project&#39;s awareness rating and relevance along with its brand-building potential among all key stakeholders (beneficiaries, project partners, society, company, and employees).

Born to Be– our youth engagement program

Deutsche Bank believes in the power of education. That is why Born to Besupports efforts to enable children and young people to fulfill their potential and secure gainful and rewarding employment later on. After all, education is key to both social and economic development and to social cohesion, as it empowers people from disadvantaged backgrounds to earn a decent income and achieve a better quality of life. Born to Bedoes this by raising aspirations, attitudes, and progression, by developing technical, academic, and employability skills, and by enabling access and pathways to education and employment. Postbank focuses on supporting marginalized children with the help of fundraising contributions from employees and clients. In 2019, our education programs reached some 460,000 children and young people via 122 projects in 25 countries. Since 2014, there have been 4.7 million Born to Bebeneficiaries, so we are well under way to reaching our target of 5 million in 2020.

Born to Be– facts and figures

2019

2018

2017

Born to Be

Born to Be projects supported by corporate volunteers (in %)

62

62

65

Cumulative Born to Be beneficiaries in m. (since 2014)

4.7

4.4

3.9

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Corporate social responsibility

Born to Be– a U.S. project highlight

As part of our long-standing partnership with StreetWise, Deutsche Bank employees have provided volunteer leadership and mentorship to CUNY community college students in the U.S. and have helped to build skills, resources, and access to networks to advance their careers. The bank is also working with the Center for Urban Futureto illuminate a leading cause of low graduation rates at NYC&#39;s community colleges. We funded a new study entitled Overcoming Non-Tuition Financial Barriers for Community College Students. This advocacy piece examines how challenges, such as food insecurity, transportation, and child care, can impact the ability of students from low-income communities (more than 70 % earn less than $ 30,000 per year) and makes recommendations to overcome these barriers to graduation.

Made for Good– our enterprise program for social good

Entrepreneurship plays a vital role in the growth and prosperity of economies and societies worldwide. Nowadays, more and more entrepreneurs are opening up new ways to tackle poverty, unemployment, inequality, deprivation, and other socioeconomic challenges. One in four start-ups in Europe is estimated to be a social business. Yet recent research by Small Business Trends showed that 90 % of start-ups fail, and the hurdles are even greater for businesses with social goals. The business skills, networks, and sources of funding we provide can help start-ups, microenterprises, nonprofits and the like to scale their offers.

In line with Deutsche Bank&#39;s commitment to championing initiatives that drive positive societal change, the Made for Goodprogram was set up four years ago to build the capacities of start-ups and early-stage enterprises that create social good. Since 2016, Made for Goodhas supported over 19,200 social enterprises and reached nearly 940,000 people. 5,735 enterprises and social entrepreneurs in ten countries benefited from almost 14,000 hours of support provided by Deutsche Bank employees in 2019. We have thus made substantial progress towards achieving our goal of reaching a total of 20,000 enterprises by 2020.

Together with the Thomson Reuters Foundation, we conducted the second global experts&#39; poll on The best countries to be a social entrepreneur 2019. Our findings highlight areas of strength and weakness in the world&#39;s 45 biggest economies – and how this has changed in the past three years. The poll&#39;s results give social entrepreneurs, policymakers, and investors the research findings they need to further discuss, explore, and pursue innovative ways of doing business for good. For the first time, the surveyhighlights countries where women and young social entrepreneurs are playing a bigger role and identifies the cities deemed to be hotspots for new-style businesses seeking to have social impact.

Made for Good– facts and figures

2019

2018

2017

Made for Good

Made for Good enterprise projects supported by corporate volunteers (in %)

40

48

38

Cumulative number of participating social enterprises (since 2016)

19,232

14,733

11,754

Cumulative number of Made for Good beneficiaries (since 2016)

939,424

564,0221

229,6961

1Prior-year numbers adjusted.

Made for Good– a German project highlight

Aligned to the UN Sustainable Development Goals, our Global Goals Labconnects the dots between the bank&#39;s Made for Goodand its commercial start-ups programs. The program supports early-stage enterprises with a social mission via coaching by Deutsche Bank employees and expert advice to develop their business plan, scale their offerings, access new networks, or tap sources of funding. In March 2019, the Impact Fund donated a total of € 35,000 to three social enterprises working towards greater equality of opportunity and more inclusion (SDGs 4, 10, and 11). In the year under review, the Global Goals Lab focused on climate action and responsible consumption (SDGs 12 and 13).

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Corporate social responsibility

In the Community– strengthening neighborhoods

Deutsche Bank&#39;s strategy for alleviating poverty extends beyond philanthropy to include high-level field leadership in the form of coalition building, advocacy, and employee engagement. This broadens the scope of our programs and enhances our help for the disadvantaged or disenfranchised. Through investments of both financial and human capital, we tackle issues like poverty, joblessness, homelessness, and forced migration. We also provide relief in emergencies and encourage forward- thinking on emerging challenges. In 2019, we supported 123 community projects in 21 countries, impacting the lives of almost 585,000 people. Since 2015, our community initiativeshave impacted 3.1 million lives, and we are well on the way to making a positive impact on 4 million people by 2020.

In the Community– facts and figures

2019

2018

2017

In the Community

Community projects supported by corporate volunteers (in %)

48

53

52

Cumulative number of beneficiaries of community projects in m. (since 2015)

3.1

2.8

2.4

In the Community– an Asia Pacific/India project highlight

In India, we collaborate with Swades Foundation, a grassroots organization focusing on rural empowerment, and support a water harvesting initiative to revive 2,000 villages in drought-prone Raigad, in Maharashtra, by providing access to drinking water on tap and creating access to water for agricultural irrigation purposes. But the benefits extend far beyond these measures, as the project seeks to achieve a wholesale revival of the ailing local economy through ongoing interventions. Since 2016, the project has impacted nearly 39,000 villagers and provided 200 liters of potable tap water per day. The bank&#39;s intervention has resulted in the villagers gaining access to 100 government water schemes, infrastructure development for irrigation, and reservoir structures for rainwater harvesting, as well as economically uplifting 7,633 households. Additionally, under the Plus Youprogram, some 400 Deutsche Bank employees have volunteered their time with Swades to contribute to the cause.

Plus You– our volunteering and giving community

For more than 25 years, Deutsche Bank has engaged employees in its corporate citizenship. Our people&#39;s commitment to helping others reflects the values Deutsche Bank lives by as well as our commitment to create a positive impact on society. With a wide range of volunteering opportunities and giving schemes available, Deutsche Bank and Postbank employees can take time out to share their professional and life skills or offer hands-on support to local community projects. Corporate volunteering not only boosts the impact of our CSR programs, but also has a positive impact on the personal development, motivation, and loyalty of our employees.

In 2019, almost 19,000 Deutsche Bank employees were engaged in volunteer projects, a participation rate of 25 %. And 140 Postbank employees supported 40 team challenges in Germany. A total of almost 220,000 hours – 52% during and 48 % outside of office hours – were spent on volunteer work and around € 8.4 million generated through matched giving programs and fundraising initiatives. The matched giving and payroll giving schemes extend the reach and impact of initiatives close to the hearts of our people.

Despite the challenging environment, we were able to engage more colleagues in our Plus Youvolunteering and giving community than last year. Going forward, we aim to keep volunteering participation above 20 %, while continuing to focus on skills-based opportunities and engaging our colleagues in an increasing share of projects. We will carry on encouraging fundraising for charities and aim to maintain our annual matched giving totals at more than € 5 million. In the light of our upcoming 150th anniversary, we hope to further boost engagement levels in spite of restructuring efforts and continued budget restrictions.

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Corporate social responsibility

Plus You– facts and figures

2019

2018

2017

Plus You – Volunteering and Giving (excl. Postbank brand)

Employees participating in the bank&#39;s volunteer programs

18,963

17,946

17,417

in % of total staff

25

23

22

Hours invested by corporate volunteers

219,517

209,122

235,783

Total employee donations and matching by Deutsche Bank, in € m.

8.4

7.6

10.5

Plus You– a UK project highlight

Le Charities of the Yearprogram in the U.K. supports small charities chosen by our employees for two years at a time. Through fundraising and by sharing our resources and the skills of our people, we help these organizations to grow sustainably and have more impact. In 2019, we raised nearly £ 2.1 million for the Charities of the Year, Cure Leukemia and Rays of Sunshine, with £900,000 coming from the Donate One Day initiative. Cure Leukemia offers hope to patients with currently incurable forms of blood cancer via potentially life-saving treatment and funding for specialist research nurses. The Rays of Sunshine children&#39;s charity brightens up the lives of courageous children with a serious or life-limiting illness, as well as their families, by putting their illnesses on hold and fulfilling their greatest wishes. The funding will help both organizations to create transformational change and ensure a legacy beyond the 24-month partnership. Since 1999, we have raised £ 24.6 million for 26 Charities of the Year. In 2020 and 2021, Deutsche Bank will partner with Hospice U.K. for two years to revolutionize hospice care and change the conversation around death, bereavement, and grief.

Alfred Herrhausen Gesellschaft

Le Alfred Herrhausen Gesellschaftworks to promote a free and open society and its cohesion. Its work addresses individuals in positions of responsibility – present and future decision-makers and thought leaders in politics, the economy, media, and society, both in Germany and across the world. The Alfred Herrhausen Gesellschaft currently works in two specific project areas, Europe and Cities, and in one more flexible area entitled Free Thinking. In the latter the multimedia project entitled Think. Order. Form. Forwards. is continuing Alfred Herrhausen&#39;s intellectual work by taking his essays and speeches as a starting point and enabling more than 30 prominent contributors to reflect on issues like social market economy, democracy, entrepreneurship, sustainability, and education, as well as European and international politics.

Yad Vashem

In May 2019 the foundation stone was laid for the new Shoah Heritage Collections Center at the Yad Vashem World Holocaust Remembrance Center in Israel. The new building will house and display artefacts that Holocaust survivors have donated to Yad Vashem. As a sign of our commitment to remembering the past and fighting anti-Semitism and racism we donated one million euros.

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Art, culture and sports

Art, culture and sports

With our Art, Culture & Sports commitment we are investing in the future of society by making our initiatives and projects accessible to as many people as possible and supporting promising talent. Our Art, Culture & Sports policy defines control principles and responsibilities for art-,culture-, and sports-related activities at Deutsche Bank.

PalaisPopulaire

PalaisPopulaire is our interdisciplinary and innovative forum for art, culture, and sports at a prime location in Berlin. Changing exhibitions with different international partner institutions and works from the Deutsche Bank Collection are on display here. Furthermore, we invite the public, clients, and employees to interactive cross-thematic talks and cultural evenings, such as concerts, readings, or dynamic sports workshops. Additionally, PalaisPopulaire offers a broad educational program for children and adults, as well as special barrier-free offerings for blind and visually impaired visitors. Free admission for everyone on Mondays is part of our philosophy of an "open house for open minds".

Art

For 40 years, we have been offering access to contemporary art to employees, clients, and the general public through exhibiting our collection at more than 600 Deutsche Bank premises, PalaisPopulaire, and international exhibitions, as well as through our educational programs. Deutsche Bank supports joint projects with museums, art fairs, and other institutions to award and encourage emerging artists.

ArtWorks, our global art program, aims to make art accessible to everybody. Our headquarters in Frankfurt am Main is the heart of our global art activities. In 2019, nearly 2,300 art enthusiasts visited our selection of some 1,800 artworks, with each floor of the "Towers" dedicated to one artist.

Cultural commitment

Promoting culture is an essential pillar of our corporate responsibility activities. Here, the focus is not only on long-term partnerships and important cultural institutions, such as the Berlin Philharmonic Orchestra, but also on the promotion of young talents.

By partnering with the Berlin Philharmonic Orchestra, we have enabled educational programs that have introduced classical music to nearly 65,000 children and young people. In 2019, we not only celebrated the 30th anniversary of our partnership, but also announced the extension of our cooperation with the orchestra for a further five years. To mark these celebrations, Deutsche Bank supported the free open-air concert at the Brandenburg Gate, which was attended by around 35,000 people. Young musicians profit from Deutsche Bank&#39;s partnerships with the Young German Philharmonic Orchestra and Schloss Belvedere Music Academy. Whereas the Young German Philharmonic Orchestra prepares music students for careers in orchestras, Schloss Belvedere Music Academy supports some 120 students who enjoy a highly qualified music education while teaching them the skills needed for university.

Talent in competitive sports

Sports connect people across borders and motivate them to be fair and perform to the best of their ability, regardless of the discipline. In accordance with this belief, Deutsche Bank has promoted competitive sports for decades.

Since 1955, we have supported the renowned World Equestrian Festival, CHIO Aachen. Additionally, we support young riders through the Deutsche Bank Equestrian Sport Academy. Up to ten exceptional young dressage talents selected by the trainer of the German national equestrian team receive targeted training, access to selected tournaments, and advice from Deutsche Bank mentors. Academy participants will also become tutors themselves and train talented amateur riders to encourage as broad a spectrum of young riders as possible.

Since 2001, we have supported the German Sports Aid Foundation, the most important privately funded sports initiative in Germany. In 2019, we again sponsored Sports Aid athletes through the Deutsche Bank Sports Scholarships. We also sponsored the initiative Sprungbrett Zukunft (Springboard to the Future) to help young top athletes to advance their careers.

In 2019, we cooperated with the German Sports Aid Foundation to launch the fundraising campaign #GripForGold in order to promote and support German top athletes and young talents.

84

Appendix

  1. Reports of the independent auditor
  1. GRI and UN Global Compact
  1. Abbreviations
  1. Imprint / publications

Deutsche Bank

Appendix

Non-Financial Report 2019

Reports of the independent auditor

Reports of the independent auditor

Limited Assurance Report of the Independent Auditor regarding the combined separate non- financial report9

To the Supervisory Board of Deutsche Bank Aktiengesellschaft, Frankfurt am Main

We have performed an independent limited assurance engagement on the combined separate non-financial report of Deutsche Bank Aktiengesellschaft, Frankfurt am Main, (further "Deutsche Bank" or "Company") and Deutsche Bank Group as well as the by reference qualified part "Our Organization" (further "non-financial report") according to §§ 315b, 315c in conjunction with 289b to 289e of the German Commercial Code (HGB) for the period from January 1 to December 31, 2019.

Management&#39;s Responsibility

The legal representatives of Deutsche Bank Aktiengesellschaft are responsible for the preparation of the non-financial report in accordance with §§ 315b, 315c in conjunction with 289b to 289e HGB.

This responsibility of the legal representatives includes the selection and application of appropriate methods to prepare the non-financial report and the use of assumptions and estimates for individual disclosures which are reasonable under the given circumstances.

Furthermore, the responsibility includes designing, implementing and maintaining systems and processes relevant for the preparation of the non-financial report in a way that is free of – intended or unintended – material misstatements.

Independence and Quality Assurance on the Part of the Auditing Firm

We are independent from the company in accordance with the requirements of independence and quality assurance set out in legal provisions and professional pronouncements and have fulfilled our additional professional obligations in accordance with these requirements.

Our audit firm applies the legal provisions and professional pronouncements for quality assurance, in particular the Professional Code for German Public Auditors and Chartered Accountants (in Germany) and the quality assurance standard of the German Institute of Public Auditors (Institut der Wirtschaftsprüfer, IDW) regarding quality assurance requirements in audit practice (IDW QS 1).

Practitioner&#39;s Responsibility

Our responsibility is to express a conclusion performed on the non-financial report based on our work performed within a limited assurance engagement.

We conducted our work in accordance with the International Standard on Assurance Engagements (ISAE) 3000 (Revised): "Assurance Engagements other than Audits or Reviews of Historical Financial Information" published by IAASB. This standard requires that we plan and perform the assurance engagement to obtain limited assurance whether any matters have come to our attention that cause us to believe that the non-financial report, has not been prepared, in all material respects, in accordance with §§ 315b and 315c in conjunction with 289b to 289e HGB. We do not, however, issue a separate conclusion for each disclosure. In a limited assurance engagement the evidence gathering procedures are more limited than in a reasonable assurance engagement and therefore significantly less assurance is obtained than in a reasonable assurance engagement. The choice of audit procedures is subject to the auditor&#39;s own judgement.

  • Our engagement applied to the German version of the combined separatenon-financial report. This text is a translation of the Independent Assurance Report issued in German, whereas the German text is authoritative.

86

Deutsche Bank

Appendix

Non-Financial Report 2019

Reports of the independent auditor

Within the scope of our engagement, we performed amongst others the following procedures:

  • Inquiries of personnel at Group level who are responsible for the materiality analysis to get an understanding of the process for identifying material topics and respective report boundaries for Deutsche Bank
  • A risk analysis, including a media research, to identify relevant information on Deutsche Bank&#39;s sustainability performance in the reporting period
  • Evaluation of the design and implementation of the systems and processes for the collection, processing and control of disclosure on environmental, employee and social matters, respect for human rights as well as combatting corruption and bribery matters, and further matters including the collection and consolidation of quantitativedata
  • Inquiries of personnel who are responsible for determining disclosures on concepts, due diligence processes, results and risks, the conduction of internal controls and consolidation of the disclosures
  • Evaluation of selected internal and external documents
  • Analytical evaluation of data and trends of quantitative disclosures which are reported by all sites on group level
  • Assessment of the overall presentation of the disclosures

Conclusion

Based on the procedures performed and the evidence obtained, nothing has come to our attention that causes us to believe that the non-financial report of Deutsche Bank Aktiengesellschaft for the period from January 1 to December 31, 2019 is not prepared, in all material respects, in accordance with §§ 315b and 315c in conjunction with 289b to 289e HGB.

Restriction of Use/Clause on General Engagement Terms

This report is issued for purposes of the Supervisory Board of Deutsche Bank Aktiengesellschaft, Frankfurt am Main, only. We assume no responsibility with regard to any third parties.

Our assignment for the Supervisory Board of Deutsche Bank Aktiengesellschaft, Frankfurt am Main, and professional liability is governed by the General Engagement Terms for Wirtschaftsprüfer and Wirtschaftsprüfungsgesellschaften (Allgemeine Auftragsbedingungen für Wirtschaftsprüfer und Wirtschaftsprüfungsgesellschaften) in the version dated January 1, 2017 (https://www.kpmg.de/bescheinigungen/lib/aab_english.pdf). By reading and using the information contained in this report, each recipient confirms notice of provisions of the General Engagement Terms (including the limitation of our liability for negligence to EUR 4 million as stipulated in No. 9) and accepts the validity of the General Engagement Terms with respect to us.

Frankfurt am Main, March 13, 2020

KPMG AG Wirtschaftsprüfungsgesellschaft (Original German version signed by:)

Laue

Glöckner

Wirtschaftsprüfer

Wirtschaftsprüfer

(German Public Auditor)

(German Public Auditor)

87

Deutsche Bank

Appendix

Non-Financial Report 2019

Limited Assurance Report of the Independent Auditor

Limited Assurance Report of the Independent Auditor

To the Management Board of Deutsche Bank Aktiengesellschaft, Frankfurt am Main10

We have performed an independent limited assurance engagement on the disclosures on sustainability performance in the Non-Financial Report 2019 (further "Report"), of Deutsche Bank Aktiengesellschaft, Frankfurt am Main (further "Deutsche Bank") for the period from January 1 to December 31, 2019.

It was not part of our engagement to review product or service related information, references to external information sources, expert opinions and future-related statements in the Report.

Management´s Responsibility for the Report

The legal representatives of Deutsche Bank are responsible for the accurate preparation of the Report in accordance with the principles and standard disclosures of the Standards of the Global Reporting Initiative in combination with the Corporate Accounting and Reporting Standard (Scope 1 and 2) and the Corporate Value Chain Standard (Scope 3) of World Resources Institute/World Business Council for Sustainable Development and the ISO 14064- 3 for the calculation of the greenhouse gas emissions for scope 1, 2 and 3, as described in the chapters "About this report" and "Reporting transparently" (further: "Reporting Criteria").

This responsibility includes the selection and application of appropriate methods to prepare the Report and the use of assumptions and estimates for individual sustainability disclosures, which are reasonable in the circumstances. Furthermore, the responsibility includes designing, implementing and maintaining systems and processes relevant for the preparation of the Report in a way that is free of – intended or unintended – material misstatements.

Independence and Quality Assurance on the Part of the Auditing Firm

We are independent from the company in accordance with the requirements of independence and quality assurance set out in legal provisions and professional pronouncements and have fulfilled our additional professional obligations in accordance with these requirements.

Our audit firm applies the legal provisions and professional pronouncements for quality assurance, in particular the Professional Code for German Public Auditors and Chartered Accountants (in Germany) and the quality assurance standard of the German Institute of Public Auditors (Institut der Wirtschaftsprüfer, IDW) regarding quality assurance requirements in audit practice (IDW QS 1).

Practitioner&#39;s Responsibility

Our responsibility is to express a conclusion based on our work performed of the Report within a limited assurance engagement.

We conducted our work in accordance with the International Standard on Assurance Engagements (ISAE) 3000 (Revised): "Assurance Engagements other than Audits or Reviews of Historical Financial Information" and the International Standard on Assurance Engagements (ISAE) 3410: "Assurance Engagements on Greenhouse Gas Statement" of the International Auditing and Assurance Standards Board. These standards require that we plan and perform the assurance engagement to obtain limited assurance whether any matters have come to our attention that cause us to believe that the Report has not been prepared, in all material respects in accordance with the aforementioned Reporting Criteria. We do not, however, issue a separate conclusion for each disclosure. In a limited assurance engagement the evidence gathering procedures are more limited than in a reasonable assurance engagement and therefore significantly less assurance is obtained than in a reasonable assurance engagement. The choice of audit procedures is subject to the auditor&#39;s own judgement. This includes the assessment of the risk of material misstatement in the Report under consideration of the reporting criteria.

10Our engagement applied to the German version of the Non-Financial Report 2019. This text is a translation of the Independent Assurance Report issued in German, whereas the German text is authoritative.

88

Deutsche Bank

Appendix

Non-Financial Report 2019

Limited Assurance Report of the Independent Auditor

Within the scope of our engagement, we performed amongst others the following procedures:

  • Inquiries of personnel at Group level who are responsible for the materiality analysis to get an understanding of the process for identifying material topics and respective report boundaries for Deutsche Bank
  • A risk analysis, including a media research, to identify relevant information on Deutsche Bank&#39;s sustainability performance in the reporting period
  • Evaluation of the design and implementation of the systems and processes for the collection, processing and control of the sustainability disclosures, including the collection and consolidation of quantitative data
  • Inquiries of personnel who are responsible for providing the data and information, carrying out internal control procedures and consolidating the data and information
  • Evaluation of selected internal and external documents
  • Analytical evaluation of data and trends of quantitative disclosures which are reported by all sites on group level
  • Assessment of the overall presentation of the disclosures in the Report

Conclusion

Based on the procedures performed and the evidence received to obtain assurance, nothing has come to our attention that causes us to believe that the Non-Financial Report 2019 of Deutsche Bank Aktiengesellschaft for the period from January 1 to December 31, 2019 is not prepared, in all material respects, in accordance with the Reporting Criteria.

Restriction of Use / Clause on General Engagement Terms

This report is issued for purposes of the Management Board of Deutsche Bank Aktiengesellschaft, Frankfurt am Main, only. We assume no responsibility with regard to any third parties.

Our assignment for the Management Board of Deutsche Bank Aktiengesellschaft, Frankfurt am Main, and professional liability is governed by the General Engagement Terms for Wirtschaftsprüfer and Wirtschaftsprüfungsgesellschaften (Allgemeine Auftragsbedingungen für Wirtschaftsprüfer und Wirtschaftsprüfungsgesellschaften) in the version dated January 1, 2017 (https://www.kpmg.de/bescheinigungen/lib/aab_english.pdf). By reading and using the information contained in this report, each recipient confirms notice of provisions of the General Engagement Terms (including the limitation of our liability for negligence to EUR 4 million as stipulated in No. 9) and accepts the validity of the General Engagement Terms with respect to us.

Frankfurt am Main, March 13, 2020

KPMG AG Wirtschaftsprüfungsgesellschaft (Original German version signed by:)

Laue

Glöckner

Wirtschaftsprüfer

Wirtschaftsprüfer

(German Public Auditor)

(German Public Auditor)

89

Deutsche Bank

Appendix

Non-Financial Report 2019

GRI and UN Global Compact

GRI and UN Global Compact

GRI 102-55

Our Non-Financial Report provides a comprehensive disclosure of our material topics for our non-financial performance. Information on financial data is available in our Annual Report 2019. Disclosures included in the report were selected based on a materiality analysis conducted in 2019. Information on in-house ecology and information regarding corporate social responsibility activities are not material based on the materiality assessment.

In order to give a better overview, the Non-Financial Report 2019 has been prepared in accordance with the GRI Standards: Core option, including the specific Sector Disclosures for the financial service sector. Information can either be found on the referenced pages in the report, via links, or directly in this table. The information outside the Non-Financial Report, for instance information in our 2019 Human Resources Report, is not part of the external limited assurance.

Furthermore, the Non-Financial Report also serves as our Communication on Progress for the UN Global Compact (UNGC), references are made in the index as well. By participating in the UNGC, we have committed ourselves to preserving internationally recognized human rights, creating socially acceptable working conditions, protecting the environment, and fighting corruption.

90

Deutsche Bank

Non-Financial Report 2019

GRI Standards and Disclosures

GRI 102: General Disclosures

Organization profile

102-1

Name of the organization

102-2

Activities, brands, products, and services

102-3

Location of headquarters

102-4

Location of operations

102-5

Ownership and legal form

102-6

Markets served

102-7

Scale of the organization

102-8

Information on employees and other workers

102-10

Significant changes to the organization and its

supply chain

102-11

Precautionary Principle or approach

102-12 External initiatives

102-13

Membership of associations

Strategy

102-14

Statement from senior decision-maker

Appendix

GRI and UN Global Compact

Non-Financial Report and/or Link to Source

AR – Deutsche Bank Group

AR – Note 43 "Country by Country Reporting"

AR – Deutsche Bank Group

AR – Note 43 "Country by Country Reporting"

Employment and employability – Key employee figures

AR – The Group at a glance

AR – Consolidated Financial Statements

Employment and employability – Workforce management

Employment and employability – Key employee figures

AR – Employees

HRR – Delivering on our Strategy – the role of HR – Workforce development

Human rights – Supply chain

Employment and employability – Workforce management

AR – Combined Management Report – Operating and Financial Review – Deutsche Bank Group

Product responsibility – Product design and approval

Product responsibility – Prevention of excessive indebtedness

Reputational risk – Environmental and social due diligence

Public policy and regulation – Key topics in 2019

Reputational risk – Environmental and social due diligence

Sustainable finance – Governance Climate risks – TCFD recommendations Climate risks – UNEP FI working group Stakeholder engagement

Approach to sustainability – Engagement Approach to sustainability – Impact measurement and SDGs

Employment and employability – Inclusive work environment

Letter of the chairman of the Management Board

SDG and

Remarks/Omissions

UNGC Reference

Deutsche Bank Group

Frankfurt/Main, Germany

Deutsche Bank Aktiengesellschaft

Unavailability of information. Standards for SDG 8

steering have been established. The UNGC 6 material KPIs are tracked and reported in Deutsche Bank&#39;s HR Report.

Partially reported. As a financial services provider, the main elements of the supply chain are related to products that support our core operations. These include but are not limited to: facility services, logistics, building maintenance, IT software and hardware, Insurance, lease cars and business travel, marketing and communication

db.com/cr/memberships

Deutsche Bank

Appendix

Non-Financial Report 2019

GRI and UN Global Compact

SDG and

GRI Standards and Disclosures

Non-Financial Report and/or Link to Source

Remarks/Omissions

UNGC Reference

102-15

Key impacts, risks, and opportunities

About this combined separate non-financial

report – Materiality and risks assessment

process

Approach to sustainability – Governance

Public policy and regulation

Reputational risk – Environmental and social

due diligence

Reputational risk – Industry risk

Reputational risk – Emerging risks and recently

identified topics

Sustainable finance

Sustainable finance – Investment products –

Asset management

Climate risks

Climate risks – Risk management strategy and

processes

Human rights – Developments in 2019

Product responsibility – Product design and

approval

Anti-financial crime – Governance

Anti-financial crime – Risk monitoring

processes

Client Satisfaction – Complaint management

Information security

Data protection

Ethics and integrity

102-16

Values, principles, standards, and norms of

Culture and integrity – Code of Conduct

db.com/ir/code-of-conduct

UNGC 10

behavior

Culture and integrity – The Culture, Integrity

and Conduct program

Product responsibility

Product responsibility – Product and advisory

principles

Sustainable finance – Governance

Sustainable finance – Lending and advisory

Sustainable finance – Investment products

Data protection – Governance for data

protection management

Employment and employability – Governance

Approach to sustainability – Governance

Due diligence of Reputational Risk –

Environmental and social due diligence

Human rights

Tax

102-17

Mechanisms for advice and concerns about

Client satisfaction – Complaint management

UNGC 10

ethics

Culture and integrity – Code of Conduct

Anti-financial crime – Governance

Governance

102-18

Governance structure

AR – Management Board

AR – Report of the Supervisory Board

AR – Supervisory Board

AR – Corporate Governance Statement

according to Sections 289f and 315d of the

German Commercial Code/Corporate

Governance Report – Management Board and

Supervisory Board

Reputational risk

Culture and integrity – The Culture, Integrity,

and Conduct program

Sustainable finance – Governance

Approach to sustainability – Governance

92

Deutsche Bank

Appendix

Non-Financial Report 2019

GRI and UN Global Compact

SDG and

GRI Standards and Disclosures

Non-Financial Report and/or Link to Source

Remarks/Omissions

UNGC Reference

102-20

Executive-level responsibility for economic,

Culture and integrity – The Culture, Integrity

environmental, and social topics

and Conduct program

Anti-financial crime – Governance

Data protection – Governance for data

protection management

Reputational risk – Environmental and social

due diligence

Information security – Governance

Employment and employability – Governance

Employment and employability – Inclusive

culture and work environment – Gender

diversity

Digital transformation – Governance

Approach to sustainability – Governance

Climate risks – Governance

102-21

Consulting stakeholders on economic,

Legal basis – Materiality and risks assessment

environmental, and social topics

process

Stakeholder engagement

Public policy and regulation -Employee-

stakeholder interaction

Information security – Dialog and collaboration

Sustainable finance – Training and awareness

102-22

Composition of the highest governance body

AR – Management Board

SDG 5

and its committees

AR – Report of the Supervisory Board

AR – Supervisory Board

AR – Management Board and Supervisory

Board

102-23

Chair of the highest governance body

AR – Management Board

AR – Report of the Supervisory Board

AR – Supervisory Board

AR – Management Board and Supervisory

Board

102-24

Nominating and selecting the highest

db.com/ir/en/supervisory-board.htm

SDG 5

governance body

db.com/ir/en/management-board.htm

db.com/ir/en/download/ToR_Nomination_

Committee._25_07_2019pdf.pdf

102-25

102-26

102-27

102-29

102-31

Conflicts of interest

Role of highest governance body in setting purpose, values, and strategy

Collective knowledge of the highest governance body

Identifying and managing economic, environmental, and social impacts

Review of economic, environmental, and social topics

Product responsibility – Conflicts of interest

Culture and integrity – The Culture, Integrity and Conduct program

Reputational risk – Environmental and social due diligence

Approach to sustainability – Governance Climate risks – Governance

Approach to sustainability – Governance

Legal basis – Materiality and risks assessment process

Reputational risk – Environmental and social due diligence

Climate risks – Risk management strategy and processes

Anti-financial crime – Governance

About this combined separate non-financial report – Materiality and risks assessment process

Reputational risk – Environmental and social due diligence – Transactional reviews Reputational risk – Emerging risks and recently identified topics

Climate risks – Risk management strategy and processes

Anti-financial crime – Governance Sustainable finance – Investment products – Asset management

Anti-financial crime – Risk monitoring processes

Client Satisfaction – Complaint management

Partially reported. Whether conflicts of interest are disclosed to stakeholders, including cross-board memberships and cross-shareholding with suppliers and other stakeholders are not reported.

db.com/ir/committees-of-the-supervisory- board

Deutsche Bank

Appendix

Non-Financial Report 2019

GRI and UN Global Compact

GRI Standards and Disclosures

Non-Financial Report and/or Link to Source

Remarks/Omissions

102-32

Highest governance body&#39;s role in sustainability

The Non-Financial Report Steering Group

reporting

has reviewed and pre-approved the

contents of the report. The CFO

Disclosure Review meeting chaired by the

CFO approves the Non-Financial Report.

The final responsibility lies with the board

of directors. The Supervisory Board

reviews the content of the NFRep.

102-35

Remuneration policies

AR – Compensation report

HRR – Rewarding performance

Stakeholder engagement

102-40

List of stakeholder groups

Stakeholder engagement

102-41

Collective bargaining agreements

Employment and employability – Workforce

Not reported. We work with works councils

management – Restructuring

that represent our employees&#39; interests in

AR – Employees

negotiations with Deutsche Bank as

employer, but details remain confidential.

102-42

Identifying and selecting stakeholders

Stakeholder engagement

We do not explicitly report on the

Client satisfaction

identification of stakeholders. Cependant, comme

Product responsibility

a listed company, bank and financial

services provider, our business model is

particularly geared towards clients,

shareholders, employees, regulators and

civil society.

102-43

Approach to stakeholder engagement

Stakeholder engagement

Sustainable finance

Sustainable finance – Training and awareness

SDG and

UNGC Reference

SDG 8

UNGC 3

102-44

Key topics and concerns raised

Legal basis – Materiality and risks assessment

process

Legal basis – Materiality results for 2019

Stakeholder engagement

Culture and integrity – Culture, Integrity, and

Conduct program – 2019 CIC focus values and

mandatory initiatives

Client satisfaction

Client satisfaction – Complaint management

Sustainable finance – Investment products –

Asset management

Public policy and regulation – Key topics in

2019

Reputational risks – Emerging risks and

recently identified topics

Reporting practice

102-45

Entities included in the Consolidated Financial

AR – Note 37 "Information on Subsidiaries"

Statements

AR – Note 38 "Structured Entities"

AR – Subsidiaries

AR – Consolidated Structured Entities

102-46

Defining report content and topic Boundaries

Legal basis – Materiality and risks assessment

The boundary internal and external (client,

process

shareholders, society) applies for: Anti-

Financial Crime, Culture and integrity,

Climate

risks, Digital transformation, ES due

diligence, Information security, In-house

ecology, Public policy and regulation,

Sustainable Finance, and Tax.

The boundary internal and external (client,

society) applies for: Data protection,

Product responsibility, Social

responsibility.

The boundary internal applies for:

Employment and employability.

The boundary external (client, society) applies for: Human rights.

List of material topics

Restatements of information

Legal basis – Materiality results for 2019

Legal basis – Materiality results for 2019 In-house ecology – Environmental measures – Eco-efficiency tables

Employment and employability – Diversity AR – Risk assessment

Deutsche Bank

Appendix

Non-Financial Report 2019

GRI and UN Global Compact

GRI Standards and Disclosures

Non-Financial Report and/or Link to Source

Remarks/Omissions

102-49

Changes in reporting

Legal basis

About this report

102-50

Reporting period

Legal basis

102-51

Date of most recent report

The 2018 Non-Financial Report was

published in March 2019.

102-52

Reporting cycle

About this report

102-53

Contact point for questions regarding the report

Imprint/Publications

102-54

Claims of reporting in accordance with the GRI

About this report

Standards

102-55

GRI content index

GRI and UN Global Compact

102-56

External assurance

Limited assurance report of the independent

The information contained in this report is

auditor

subject to additional external assurance.

Information in the HR Report are not part

of the external assurance.

Topic specific standard disclosures

GRI 200 Economy

GRI 201: Economic performance

103-1

Explanation of the material topic and its

Legal basis – Materiality and risks assessment

SDG 8

Boundary

process

Legal basis – Materiality results for 2019

The management approach and its components Sustainable finance – Governance

Anti-financial crime – Governance

Climate risks – Governance

Evaluation of the management approach

Sustainable finance – Governance

Anti-financial crime – Governance

Climate risks – Governance

Direct economic value generated and

AR – The Group at a glance

distributed

AR – Consolidated Financial Statements

Financial implications and other risks and

Sustainable finance – Lending and advisory

Partially reported. We have not identified

opportunities due to climate change

Sustainable finance – Investment products

substantial changes required in

Climate risks – Risk management strategy and

operations, revenue or expenditure posed

processes

by climate change. Therefore, financial

In-house ecology – Environmental measures

implications or costs of actions are not

Carbon neutrality

reported for 2019.

DWS Report – Clients and Products:

Sustainable Finance, ESG Products and

Responsible Investing

SDG 5, 7, 8, 9

SDG 13

UNGC 7

GRI 205: Anti-corruption

103-1

Explanation of the material topic and its

Legal basis – Materiality and risks assessment

Boundary

process

Legal basis – Materiality results for 2019

Anti-financial crime

The management approach and its components Anti-financial crime – Governance Anti-financial crime – Anti-fraud, bribery and corruption

Evaluation of the management approach

Anti-financial crime – Governance

Anti-financial crime – Anti-fraud, bribery and

corruption

Operations assessed for risks related to

Anti-financial crime – Risk monitoring

Not reported. Due to confidentiality

UNGC 10

corruption

processes – Anti-fraud, bribery, and corruption

reasons, the number and percentage of

operations assessed are not disclosed.

We only report with regard to business

areas that are assessed for corruption

risks.

GRI 300 Environment

GRI 301: Materials

103-1

Explanation of the material topic and its

Legal basis – Materiality and risks assessment

Boundary

process

Legal basis – Materiality results for 2019

In-house ecology – Governance

103-2

The management approach and its componentsIn-house ecology – Governance

103-3

Evaluation of the management approach

In-house ecology – Governance

In-house ecology – Environmental measures

Deutsche Bank

Appendix

Non-Financial Report 2019

GRI and UN Global Compact

GRI Standards and Disclosures

Non-Financial Report and/or Link to Source

301-1

Materials used by weight or volume

In-house ecology – Environmental measures –

Waste, water, and paper consumption

301-2

Recycled input materials used

In-house ecology – Environmental measures –

Waste, water, and paper consumption

GRI 302: Energy

103-1

Explanation of the material topic and its

Legal basis – Materiality and risks assessment

Boundary

process

Legal basis – Materiality results for 2019

In-house ecology – Governance

Remarks/Omissions

Partially reported as reported data is not distinguished between non-renewable and renewable materials.

SDG and

UNGC Reference

SDG 8, 12

UNGC 7, 8

SDG 8, 12

UNGC 8

SDG 7, 8, 12

103-2

103-3

302-1

302-3

302-4

The management approach and its components

Evaluation of the management approach

Energy consumption within the organization

Energy intensity

Reduction of energy consumption

In-house ecology – Governance In-house ecology – Environmental measures

In-house ecology – Governance In-house ecology – Environmental measures

In-house ecology – Environmental measures – Eco-efficiency tables

In-house ecology – Environmental measures – Eco-efficiency tables

In-house ecology – Environmental measures – Energy efficiency and conservation In-house ecology – Environmental measures – Eco-efficiency tables

We do not report total fuel consumption from non-renewable sources. We report total energy consumption (in GJ and GWh) and electricity from renewables.

SDG 7, 8, 12, 13 UNGC 7, 8

SDG 7, 8, 12, 13 UNGC 8

SDG 7, 8, 12, 13 UNGC 8, 9

GRI 303: Water

103-1

Explanation of the material topic and its

Legal basis – Materiality and risks assessment

Boundary

process

Legal basis – Materiality results for 2019 In-

house ecology – Governance

103-2

The management approach and its components In-house ecology – Governance

In-house ecology – Environmental measures

103-3

Evaluation of the management approach

In-house ecology – Governance

In-house ecology – Environmental measures

303-5

Water consumption

In-house ecology – Environmental measures –

Waste, water, and paper consumption

GRI 305: Emissions

103-1

Explanation of the material topic and its

Legal basis – Materiality and risks assessment

Boundary

process

Legal basis – Materiality results for 2019

In-house ecology – Governance

Partially reported. It is not considered material as none of our sites are significant consumers in any catchment area under water stress.

SDG 6, 12 UNGC 7,8

SDG 8, 12

103-2

The management approach and its components In-house ecology – Governance

In-house ecology – Environmental measures

103-3

Evaluation of the management approach

In-house ecology -Governance

In-house ecology – Environmental measures

305-1

Direct (Scope 1) GHG emissions

In-house ecology – Environmental measures –

We do not report on biogenic CO2

SDG 3, 12, 13, 14

Eco-efficiency tables

emissions, because we don&#39;t have any.

UNGC 7,8

305-2

Energy indirect (Scope 2) GHG emissions

In-house ecology – Environmental measures –

SDG 3, 12, 13, 14,

Eco-efficiency tables

15

UNGC 7,8

305-3

Other indirect (Scope 3) GHG emissions

In-house ecology – Environmental measures –

We do not report on biogenic CO2

SDG 3, 12, 13, 14,

Eco-efficiency tables

emissions, because we don&#39;t have any.

15

UNGC 7,8

305-4

GHG emissions intensity

In-house ecology – Environmental measures –

SDG 13, 14, 15

Eco-efficiency tables

UNGC 8

96

Deutsche Bank

Non-Financial Report 2019

GRI Standards and Disclosures

305-5

Reduction of GHG emissions

Appendix

GRI and UN Global Compact

Non-Financial Report and/or Link to Source

In-house ecology – Environmental measures – Carbon neutral commitment

In-house ecology – Environmental measures – Eco-efficiency tables

Sustainable finance – Investment products – Asset management

Climate risks – Risk management strategy and processes

SDG and

Remarks/Omissions

UNGC Reference

Emission reduction from 2018 to 2019 is –

SDG 13, 14, 15

6.1%.

UNGC 8,9

GRI 306: Effluents and waste

103-1

Explanation of the material topic and its

Legal basis – Materiality and risks assessment

Boundary

process

Legal basis – Materiality results for 2019

In-house ecology – Governance

The management approach and its components

Evaluation of the management approach

Waste by type and disposal method

In-house ecology – Governance

In-house ecology – Environmental measures

In-house ecology -Governance

In-house ecology – Environmental measures

In-house ecology – Environmental measures – We do not report on reused waste, on-site SDG 3, 6, 12

Waste, water, and paper consumption storage, other, deep well injection, and the UNGC 8 missing split up of these amounts into hazardous and non-hazardous, because

we don&#39;t have any of those.

GRI 400 Social

GRI 401: Employment

103-1

Explanation of the material topic and its

Legal basis – Materiality and risks assessment

Boundary

process

Legal basis – Materiality results for 2019 –

Employment and employability

Employment and employability – People

strategy

HR Report – Fostering a Sustainable

Performance Culture

103-2

The management approach and its components Employment and employability – People

strategy

Employment and employability – Governance

Employment and employability – Workforce

management

HR Report – Delivering on our Strategy – the

role of HR – Effective workforce management

103-3

Evaluation of the management approach

Employment and employability – Governance

Employment and employability – Workforce

management

Employment and employability – Key employee

figures

HR Report – Delivering on our Strategy – the

role of HR – Workforce development

New employee hires and employee turnover

Employment and employability – Workforce

Partially reported due to confidentiality

SDG 8

management – Recruiting and talent

constraints. Although we report voluntarily

UNGC 6

development

staff turnover in %, assessment and

Employment and employability – Key employee

tracking of numbers related to turnover by

figures

age group and gender are for internal use

AR – Employees

only. The HR Report discloses staff

HR Report – Delivering on our Strategy – the

turnover by region.

role of HR – Staff turnover

Benefits provided to full-time employees that

Employment and employability – Workforce

Partially reported: Benefits provided to

SDG 8

are not provided to temporary or part-time

management – Future-oriented work

employees depend on country, region,

employees

environment

and jurisdiction. Therefore, not all benefits

Employment and employability – Workforce

are available to each employee.

management – Restructuring

HR Report – Benefits & Wellbeing

GRI 404: Training and education

97

Explanation of the material topic and its Boundary

Deutsche Bank

Appendix

Non-Financial Report 2019

GRI and UN Global Compact

GRI Standards and Disclosures

Non-Financial Report and/or Link to Source

Remarks/Omissions

103-1

Explanation of the material topic and its

Legal basis – Materiality and risks assessment

Boundary

process

Legal basis – Materiality results for 2019

Employment and employability

Employment and employability – People

strategy

Employment and employability – Workforce

management – Recruiting and talent

development

Sustainable finance – Training and awareness

Anti-financial crime – Training and awareness

HR Report – Developing our People – Learning

culture

103-2

The management approach and its components Employment and employability – Workforce

management – Recruiting and talent

development

HR Report – Developing our People – Learning

culture

103-3

Evaluation of the management approach

Employment and employability – Workforce

management – Recruiting and talent

development

Employment and employability – People

strategy

Employment and employability – Governance Employment and employability – Key employee figures

HR Report – Developing our People – Learning culture

SDG and

UNGC Reference

SDG 4, 5, 8

Average hours of training per year per employee

Programs for upgrading employee skills and transition assistance programs

HR Report – Developing our People – Learning culture – Training

Employment and employability – Workforce management

Employment and employability – Workforce management – Future-oriented work environment

Sustainable finance – Training and awareness Information security – Defense against cyber threats

Information security – Training and awareness Data protection – Training and awareness Culture and integrity – Code of Conduct Anti-financial crime – Training and awareness HR Report – Developing our People – Learning culture

We do not report average hours of training SDG 4, 5, 8 in 2019 per employee, and do not

distinguish based on gender or employee category. Our HR Report discloses both training expenses (in € million) and training attendance.

SDG 5, 8

404-3

Percentage of employees receiving regular

performance and career development reviews

HR Report – Rewarding performance – Compensation strategy and framework

Not reported. Our HR Report discloses our SDG 5, 8

performance management processes; UNGC 6 however, it does not include percentages

of employees receiving performance and development reviews.

GRI 405: Diversity and equal opportunity

103-1

Legal basis – Materiality and risks assessment process

Legal basis – Materiality results for 2019 Employment and employability – People strategy

Employment and employability – Workforce management – Inclusive culture and work environment

Employment and employability – Workforce management – Future-oriented work environment

HR Report – Diversity & Inclusion – HR priorities for a better employee experience – Inclusive culture and environment

We do not report percentage of individuals SDG 5, 8, 10 within the organization&#39;s governance

bodies in each of the following diversity categories: Age group: under 30 years old, 30-50 years old, over 50 years old

Explanation of the material topic and its Boundary

The management approach and its componentsEvaluation of the management approach

Negative social impacts in the supply chain and actions taken

Deutsche Bank

Appendix

Non-Financial Report 2019

GRI and UN Global Compact

GRI Standards and Disclosures

Non-Financial Report and/or Link to Source

Remarks/Omissions

103-2

The management approach and its components Employment and employability – People

strategy

Employment and employability – Inclusive

culture and work environment

Employment and employability – Inclusive

culture and environment – Gender diversity

103-3

Evaluation of the management approach

Employment and employability – Inclusive

culture and work environment

Employment and employability – Inclusive

culture and environment – Gender diversity

Employment and employability – Key employee

figures

HR Report – Diversity & Inclusion – HR

priorities for a better employee experience –

Cultivating an inclusive culture and environment

405-1

Diversity of governance bodies and employees

Employment and employability – Inclusive

culture and work environment – Gender

diversity

Employment and employability – Key employee

figures

AR – Management Board

AR – Supervisory Board

GRI 412: Human rights assessment

103-1

Explanation of the material topic and its

Legal basis – Materiality and risks assessment

The boundary external (client, society)

Boundary

process

applies for: Human rights.

Legal basis – Materiality results for 2019

Human rights

Human rights – Developments in 2019

Reputational Risk

Culture and integrity

SDG and

UNGC Reference

SDG 5, 8, 10

UNGC 6

SDG 8, 16

103-2

The management approach and its components Human rights

Human rights – Developments in 2019

Reputational risk – Environmental and social

due diligence

Culture and integrity – Culture, Integrity and

Conduct program

103-3

Evaluation of the management approach

Human rights

Human rights – Developments in 2019

Reputational risk – Environmental and social

due diligence

Culture and integrity – Culture, Integrity and

Conduct program

412-2

Employee training on human rights policies or

procedures

GRI 414: Supplier social assessment

103-1

Human rights – Employees

Partially reported.

UNGC 1

Reputational risk -Environmental and social

We report the business teams that receive

due diligence

training and the number of training

Culture and integrity – Culture, Integrity, and

sessions; not the number of hours or

Conduct program

percentage of employees trained. Due to

the nature of our business, human rights is

also only primarily addressed through the

Code of Conduct and training.

Legal basis – Materiality and risks assessment

SDG 5, 8, 16

process

Legal basis – Materiality results for 2019

Human rights

Human rights – Supply chain

Human rights – Supply chain

Human rights – Supply chain

Partially reported. We do not yet report the significant actual and potential negative human rights impacts in the supply chain and actions taken, but continue to identify vendors who might have potential negative human rights impacts. A percentage of identified vendors is not collected.

Deutsche Bank

Appendix

Non-Financial Report 2019

GRI and UN Global Compact

GRI Standards and Disclosures

Non-Financial Report and/or Link to Source

Remarks/Omissions

GRI 417: Marketing and labeling

103-1

Explanation of the material topic and its

Legal basis – Materiality and risks assessment

Boundary

process

Legal basis – Materiality results for 2019

Product responsibility – Product design and

approval

Product responsibility – Communications and

marketing

103-2

The management approach and its components Product responsibility – Product design and

approval

Product responsibility – Communications and

marketing

103-3

Evaluation of the management approach

Product responsibility – Product design and

approval

Product responsibility – Communications and

marketing

417-1

Requirements for product and service

Product responsibility – Product design and

information and labeling

approval

Product responsibility – Communications and

marketing

Sustainable finance – Investment products

Partially reported.

We follow product and advisory principles in designing and selling products, but we do not report the percentage of significant product or service categories covered by and assessed for compliance. The sourcing of product components and their disposal are not applicable to our business.

GRI 418: Customer privacy

103-1

Explanation of the material topic and its

Legal basis – Materiality and risks assessment

Boundary

process

Legal basis- Materiality results for 2019

Data protection

The management approach and its components

Evaluation of the management approach

Substantiated complaints concerning breaches of customer privacy and losses of customer data

Data protection – Governance for data protection management Information security – Governance Digital transformation – Governance

Data protection – Governance for data protection management Information security – Governance Information security – Third party risk Digital transformation – Governance

Client satisfaction – Complaint management Data protection

Partially reported. There have been new technologies and initiatives undertaken across our various product houses towards digital transformation; however, risk and privacy of data linked to innovations have not been reported.

In 2019, there were no substantial breaches of data observed. However, complaints on data protection aspects are covered in our regular complaint management procedures; they are not filtered specifically. We do not report absolute data regarding complaints.

Financial Services Standard Disclosures

Product responsibility disclosures

G4 DMA

Product and service labeling

Product portfolio

G4 DMA

Policies with specific environmental and social

(formerly

components applied to business lines

FS1)

Product responsibility – Product design and

db.com/cr/en/concrete-responsible-

approval

marketing-responsible-sales.htm

Product responsibility – Communications and

marketing

Culture and integrity – Culture, Integrity, and

Conduct program

Public policy and regulation – Key topics in

db.com/cr/en/docs/DB-ES-Policy-

SDG 10

2019 – Sustainable finance

Framework-English.pdf

Sustainable finance – Investment products

Climate risks – Risk management strategy and

processes – ESG- led climate restrictions

Approach to sustainability

Reputational risks – Environmental and social

due diligence

DWS Report – Clients and Products:

Sustainable Finance, ESG Products and

Responsible Investing

Deutsche Bank

Non-Financial Report 2019

GRI Standards and Disclosures

G4 DMA

Processes for monitoring clients&#39;

(formerly

implementation of and compliance with

FS3)

environmental and social requirements included

in agreements or transactions

G4 DMA

Process(es) for improving staff competency to

(formerly

implement the environmental and social policies

FS4)

and procedures as applied to business lines

G4 DMA

Interactions with clients/ investees/business

(formerly

partners regarding environmental and social

FS5)

risks and opportunities

FS7

Monetary value of products and services

designed to deliver a specific social benefit for

each business line broken down by purpose.

Appendix

GRI and UN Global Compact

Non-Financial Report and/or Link to Source

Approach to sustainability

Reputational risks – Environmental and social due diligence

Sustainable finance – Lending and advisory Sustainable finance – Investment products Climate risks – Risk management strategy and processes

Data protection

Public policy and regulation – Governance

Sustainable finance – Training and awareness Sustainable finance – Investment products Product responsibility – Training and awareness

Public policy and regulation – Key topics in 2019 – Sustainable finance

Climate risks – Governance

DWS Report – Clients and Products: Sustainable Finance, ESG Products and Responsible Investing

Stakeholder engagement

Reputational risks – Environmental and social due diligence

Sustainable finance – Lending and advisory Sustainable finance – Investment products Public policy and regulation -Sustainable finance

Climate risks – Risk management strategy and processes

Human rights – Developments 2019 DWS Report – Clients and Products: Sustainable Finance, ESG Products and Responsible Investing

Sustainable finance – Investment products – ESG real estate and infrastructure investments

SDG and

Remarks/OmissionsUNGC Reference

SDG 10

SDG 10

Partially reported: Where relevant we have SDG 8, 9, 10, 11 reported the associated monetary value.

A disclosure on the associated monetary value of every product and service designed to deliver a specific social benefit broken down by business line does not yet exist. We are investigating possibilities to expand the tracking methodology and have started to run a first impact assessment pilot.

FS8

Monetary value of products and services

Sustainable finance – Investment products

designed to deliver a specific environmental

Sustainable finance – Lending and advisory

benefit for each business line broken down by

purpose.

Partially reported:

Where relevant we have reported the associated monetary value.

A disclosure on the associated monetary value of every product and service designed to deliver a specific environmental benefit broken down by business line does not yet exist. We investigate possibilities to expand the tracking methodology and started to run a first impact assessment pilot.

Active ownership

FS11

Percentage of assets subject to positive and

Sustainable finance – Investment products –

Partly reported. We do not report

negative environmental or social screening.

Asset management – Sustainable investment

percentages and if positive or negative

funds

screening is required by law.

Sustainable finance – Investment products –

Asset management – ESG and sustainable

assets under management

G4 DMA

Voting policy(ies) applied to environmental or

Sustainable finance – Investment products –

www.dws.com/globalassets/cio/dam-

(formerly

social issues for shares over which the

Asset management

us/pdfs/resources/dws-proxy-voting-

FS12)

reporting organization holds the right to vote

DWS Report – Clients and Products:

policy-and-guidelines.pdf

shares or advises on voting.

Sustainable Finance, ESG Products and

Responsible Investing

Society disclosures

Local communities

101

Deutsche Bank

Non-Financial Report 2019

GRI Standards and Disclosures

FS14

Initiatives to improve access to financial

services for disadvantaged people

Appendix

GRI and UN Global Compact

Non-Financial Report and/or Link to Source

Access and inclusion – Accessibility Access and inclusion – Financial Inclusion Access and inclusion – Financial literacy

SDG and

Remarks/Omissions

UNGC Reference

Partly reported: We do not indicate the

SDG 8, 10

availability of documents that address the

degree to which we have adapted facilities

and methods of providing standard service

offerings to support disadvantaged

people.

Deutsche Bank

Appendix

Non-Financial Report 2019

Abbreviations

Abbreviations

AATIF

Africa Agriculture and Trade Investment Fund

ABC

Anti-Bribery and Corruption

ACAMS

Anti-Money Laundering Specialists

AFBC

Anti-Fraud, Bribery, and Corruption

AFC

Anti-Financial Crime

AFCI

Anti-Financial Crime Investigations

AFME

Association for Financial Markets in Europe

AI

Artificial intelligence

AM

Asset Management

AML

Anti-Money Laundering

AMLD

Anti-Money Laundering Directive

APAC

Asia-Pacific

API

Application Programming Interface

ATLAS

Accomplished Top Leaders Advancement Strategy

AuM

Assets under Management

BaFin

Bundesanstalt für Finanzdienstleistungsaufsicht (Federal Financial Supervisory Authority)

BdB

Bundesverband deutscher Banken (Association of German Banks)

BEE

Black Economic Empowerment

BREEAM

Building Research Establishment Environmental Assessment Methodology

CB

Corporate Bank

CCP

Corporate Community Partnership

CDP

Former Carbon Disclosure Project

CEEF

Clean Energy and Environment Fund

CEO

Chief Executive Officer

CESGA

Certified Environmental Social Governance Analyst

CFD

Contract for Difference

CFO

Chief Financial Officer

CIC

Culture, Integrity and Conduct

C&I OpFo

Conduct & Integrity Operating Forum

CIO

Chief Investment Officer

CIRC

Cyber Intelligence and Response Centers

CISO

Chief Information Security Office

CO2

Carbon dioxide

CRA

Community Reinvestment Act

CREF

China Renewable Energy Fund

CRO

Chief Risk Officer

CRU

Capital Release Unit

CRM

Credit Risk Management

CRRM

Client Risk Rating Methodology

CSO

Chief Security Office

CSR

Corporate social responsibility

CSSA

Cyber Security Sharing & Analytics

CTRR

Climate Transition Risk and Opportunities

DDoS

Distributed Denial of Services

DMS

Donations, memberships, sponsorships

EBA

European Banking Authority

EBF

European Banking Federation

EC

European Commission

ECB

European Central Bank

EcoPMO

Eco-Performance Management Office

EED

European Energy Directive

EEEF

European Energy Efficiency Fund

EFFAS

European Federation of Financial Analysts Societies

EFR

Financial Services Roundtable

ERM

Enterprise Risk Management

ERC

Enterprise Risk Committees

ES

Environmental and social

ESG

Environmental, social and governance

ESMA

European Securities and Markets Authority

103

Deutsche Bank

Appendix

Non-Financial Report 2019

Abbreviations

ETF

Exchange-traded-fund

EU

European Union

FCO

Financial Crime Operations

FS-ISAC

Financial Services Information Sharing and Analysis Centre

FTE

Full-Time Equivalent

G20

Group of Twenty, an international forum that brings together the world&#39;s 20 leading industrialized and emerging economies

PIB

Group data privacy

GDPR

General Data Protection Regulation

G&E

Gifts and entertainment

GFG

Global Funds Group

GHG

Greenhouse gas

GIT

Global Impact Tracking

GIZ

German Development Agency

GMC

Group Management Committee

GPGF

Global Product Governance Forum

GRI

Global Reporting Initiative

GRRC

Group Reputational Risk Committee

GS

Group Sustainability

GSIA

Global Sustainable Investment Alliance

HGB

German Commercial Code (Handelsgesetzbuch)

HR

Human Resources

HRWG

Human Rights Working Group

IB

Investment Bank

ICMA

International Capital Market Association

IFC

International Finance Corporation

IIN

Interbank Information Network

ILO

International Labor Organization

IMV

Impact Measurement and Valuation

IREC

International Renewable Electricity Certificate

ISO

International Organization for Standardization

IT

Information Technology

JMLIT

Joint Money Laundering Intelligence Taskforce

KfW

Kreditanstalt für Wiederaufbau (Germany&#39;s national promotional bank)

KPI

Key Performance Indicator

KYC

Know Your Client

LBG

London Benchmarking Group

LEED

Leadership in Energy and Environmental Design

LGBTQI

Lesbian, Gay, Bisexual, Transgender, Queer, and Intersex

LGD

Loss given default

LoD

Lines of Defense

MESGS

Minimum ESG Investment Standards

MiFID II

Markets in Financial Instruments Directive II

MW

Megawatt

NFRep

Non-Financial Report

NGFS

Network of Greening the Financial System

NGOs

Nongovernmental organizations

NPA

New product approval

NPS

Net Promoter Score

OECD

Organisation for Economic Co-operation and Development

PB

Private Bank

PD

Probability of Default

PRA

Prudential Regulation Authority

PRI

Principles for Responsible Investment

PSD

Payment Service Directive

REC

Renewable Electricity Certificate

RE-DISS

Reliable Disclosure Systems for Europe

REGO

Renewable Energy Guarantee Origin

RI

Responsible Investment

RMC

Regulatory Management Council

RRAP

Reputational Risk Assessment Process

RRRC

Regional Reputational Risk Committee

SDG

Sustainable Development Goal

104

Deutsche Bank

Appendix

Non-Financial Report 2019

Abbreviations

S&E

Sanctions and embargoes

SI

Sustainable Investments

SME

Small and medium-sized enterprises

SPR

Systematic Product Review

SROI

Social return on investment

SWIFT

Society for Worldwide Interbank Financial Telecommunication

TCFD

Task Force on Climate-related Financial Disclosures

TEG

Technical Expert Group

TM

Transaction monitoring

UCITS

Undertakings for Collective Investments in Transferable Securities

UK

Royaume-Uni

UN

United Nations

UNEP

United Nations Environment Programme

UNEP FI

United Nations Environment Programme Finance Initiative

UNGC

United Nations Global Compact

U.S.

Etats Unis

VBA

Value Balancing Alliance

VCR

Vendor control requirements

VP

Vice President

WD

Wealth Discretionary

WM

Wealth Management

105

Deutsche Bank

Appendix

Non-Financial Report 2019

Imprint/Publications

Imprint/Publications

Deutsche Bank Aktiengesellschaft Taunusanlage 12

60325 Frankfurt am Main Germany

Tel.: +49 69 91 00 0 deutsche.bank@db.com

Contact

Group Finance

Group Sustainability corporate.responsibility@db.com

Feedback from our stakeholders improves further development of our non-financial reporting. We look forward to new impetus and your opinion.

Publications

Publications relating to the financial statements

Annual Report 2019

(German / English)

Annual Financial Statements and Management Report of Deutsche Bank AG 2019

(German / English)

Non-Financial Report 2019

(German / English)

Human Resources Report 2019

(German / English)

List of Advisory Council Members (German)

Online

All publications relating to our financial reporting are available on our homepage.

Photos

Deutsche Bank AG

© 2020 Deutsche Bank AG

Reproduction in full or in part only with the publisher&#39;s prior written approval; photos and copy to be credited to Deutsche Bank AG.

106

Deutsche Bank

Appendix

Non-Financial Report 2019

Imprint/Publications

Editorial comment

All the information in this report has been compiled in good faith and with the greatest care from various sources. To the best of our knowledge, the information and data contained in this report reflect the truth. Nevertheless, we cannot assume liability for the correctness or completeness of the information provided herein.

The publisher has made an effort to clarify all reproduction rights. We kindly request that any possible retroactive claims be directed to corporate.responsibility@db.com.

Insofar as the masculine form is used in the contents of this report, it is assumed that this refers to both genders on equal terms.

We would like to thank all colleagues and external partners for their friendly support in making this report possible.

Forward-looking statements

This report contains forward-looking statements. Forward-looking statements are statements that are not historical facts; they include statements about our beliefs and expectations and the assumptions underlying them. These statements are based on plans, estimates and projections as they are currently available to the management of Deutsche Bank. Forward-looking statements therefore speak only as of the date they are made, and we undertake no obligation to update publicly any of them in light of new information or future events.

By their very nature, forward-looking statements involve risks and uncertainties. A number of important factors could therefore cause actual results to differ materially from those contained in any forward-looking statement. Such factors include the conditions in the financial markets in Germany, in Europe, in the United States and elsewhere from which we derive a substantial portion of our revenues and in which we hold a substantial portion of our assets, the development of asset prices and market volatility, potential defaults of borrowers or trading counterparties, the implementation of our strategic initiatives, the reliability of our risk management policies, procedures and methods, and other risks referenced in our filings with the U.S. Securities and Exchange Commission. Such factors are described in detail in our SEC Form 20-F of 20 March 2020 under the heading "Risk Factors". Copies of this document are readily available upon request or can be downloaded.

107

Our  Purpose

This  is why we&#39;re here. This is what we do.

We are here to enable economic growth and societal progress, by creating positive impact for our clients, our people, our investors and our communities.

Clause de non-responsabilité

Deutsche Bank AG ce contenu publié sur 20 March 2020 et est seul responsable des informations qui y sont contenues. Distribué par Public, non édité et non modifié, à 20 March 2020 08:12:07 UTC

Latest news on DEUTSCHE BANK AG

Sales 202021 671 M
EBIT 2020910 M
Net income 2020-1 754 M
Finance 202014 663 M
Yield 2020
P/E ratio 2020-8,58x
P/E ratio 202130,5x
EV / Sales2020-0,16x
EV / Sales2021-0,48x
Capitalization11 211 M

Durée:

Période:

Deutsche Bank AG Technical Analysis Chart | MarketScreener

Technical analysis trends DEUTSCHE BANK AG

Court termeÀ mi-cheminLong terme
Les tendancesBearishBearishBearish

Evolution du compte de profits et pertes

Consensus

Sell

Kopen

Mean consensusUNDERPERFORM
Number of Analysts24
Average target price

6,01  €

Last Close Price

5,43  €

Spread / Highest target 65,9%
Spread / Average Target 10,8%
Spread / Lowest Target -44,7%

<! –

->



Dans notre classement des plus admirables réseaux de trading social, vous avez la possibilité trouver très bonnes entreprises de ces catégorie principale, bien qu’elles puissent différer beaucoup entre elles pour types de services offerts. Considérez-le tel que une sorte de classification générale. Dans ce classement, or lieu de cela, vous ne découvrirez que plus puissants moyen qui offrent des services de trading de copie éthéré , avec quoi vous avez la possibilité copier signaux de trading d’autres investisseurs et confectionner un véritable portefeuille de traders.

Rapport: Cooking Mama CookStar Selon la rumeur, il s'agit du mineur de crypto-monnaie illégal – formations Copytrading

Cooking Mama Cookstar 04 05 2020 1.jpg

Cooking Mama: CookStar

Mise à jour: Le développeur du jeu, 1st Playable, a répondu aux demandes de clarification des utilisateurs sur Twitter.

Ils disent qu'ils étaient frustrés par la situation de la distribution du jeu et qu'ils n'en ont fait aucune réclamation "Crypto-monnaie ou collecte de données ou blockchain ou autre chose louche dans le code."

En ce qui concerne le communiqué de presse précédent de Planet Digital mentionnant les chaînes de blocs et la terminologie basée sur la crypto-monnaie, ils affirment qu'ils supposaient que c'était hypothétique. Ils déclarent également que cela n'a jamais été discuté avec eux, et "Ont été amusés d'en entendre parler fin 2019."

Ils déclarent également "Pas directement impliqué dans le problème de l'eshop", et réfuter les affirmations selon lesquelles le jeu a du mal à provoquer une surchauffe ou une décharge rapide de la batterie de la Nintendo Switch.

Vous pouvez trouver leurs réponses ici (1, 2) et ci-dessous.

"Oui! Selon le coffret et le générique de clôture. Nous sommes fiers du jeu et frustrés comme tout le monde de la situation de distribution. Mais il y a des copies et nous aimons le stock!"

«En tant que développeurs, nous pouvons dire avec certitude qu'il n'y a pas de crypto-monnaie ou de collecte de données ou de blockchain ou quoi que ce soit d'autre dans le code. La Nintendo Switch est une plate-forme très sécurisée, sans les problèmes de données et de confidentialité associés à certains jeux mobiles et PC. "

"Il s'agit d'une version de février 2019 et nous émettons l'hypothèse que la plupart des versions de blockchain le sont. Blockchain ne nous a jamais été présenté, développeurs, et nous avons été heureux d'en entendre parler fin 2019. Cela n'arrivera pas de si tôt."

& # 39; Ce sont toutes des rumeurs. Le jeu va bien. Nous jouons depuis des mois, l'équipe vient de recevoir nos exemplaires en magasin et ils fonctionnent comme prévu. Il n'y a aucun problème technique avec le jeu, et bien que nous ne soyons pas directement impliqués dans le problème de l'eshop, nous espérons qu'il sera bientôt résolu. "

Nous les avons contactés pour plus d'informations.

Histoire originale:

Des allégations sérieuses mais bizarres ont été faites Cooking Mama: CookStar, qui indique que le jeu utilise la Nintendo Switch comme machine d'extraction de crypto-monnaie.

Les affirmations sont également soutenues par un comportement bizarre entourant le lancement et la publicité du jeu.

La rumeur

La rumeur est venue d'un seul tweet, d'une capture d'écran d'un message Discord.

Cooking Mama: CookStar

La publication semble avoir une capture d'écran d'un autre utilisateur de Discord, semble-t-il "Cybershroom& # 39;. En résumé, ils affirment que l'éditeur (Planet Entertainment) n'a pas reçu l'autorisation de produire le jeu des propriétaires (Cooking Mama Limited). Le siège social de la société serait également une maison d'habitation.

Ils affirment en outre qu’un communiqué de presse décrit le jeu comme DRM basé sur la blockchain. Le jeu ne démarre que si vous êtes en ligne et quand vous le faites "Commutez les montées en flèche du trafic réseau, l'autonomie de la batterie des cratères et la chose surchauffe en environ une demi-heure."

Soit dit en passant, ils affirment également que Planet Entertainment appartient à Bill Koch. Ce serait le troisième frère des frères Koch (Charles G. et David H.) de Koch Industries, qui possèdent à leur tour Koch Media, dont l'éditeur de jeux vidéo est Deep Silver.

Un autre utilisateur, "UHOHBRO" prétend que c'est pour que le jeu puisse être utilisé dans l'extraction de crypto-monnaie. Fondamentalement, l'extraction de crypto-monnaie permet aux utilisateurs de générer des devises virtuelles en échange de l'utilisation de leur ordinateur pour transférer des données.

Faire cela sans la permission d'un utilisateur est illégal, généralement à la suite d'un piratage ou de la non-révélation du véritable objectif d'un programme et de ses risques.

Est-ce vrai?

S'appuyer sur le témoignage d'un message anonyme sur Internet serait généralement risible. Même les tentatives illicites d'utiliser un ordinateur pour l'extraction de crypto se concentrent généralement sur des systèmes plus puissants et une connexion Internet plus stable (comme les ordinateurs personnels). Plus de traitement signifie plus de "minage".

Cependant, certaines affirmations semblent être vraies. Cybershroom a répondu à nos questions et a dit la photo "C'était une capture d'écran hors contexte qui ne fait que décharger les informations d'un thread 4chan (sic) original."

En août 2019, de nombreux petits points de vente et utilisateurs de Twitter ont remarqué un communiqué de presse que la société a lancé (12, 3, 4, 5). L'une de ces personnes (l'utilisateur Twitter Daan Koopman) a fourni une archive de la page Web contenant le communiqué de presse. La même archive nous a également été montrée par Cybershroom sur Twitter.

Le communiqué de presse indique que le jeu sera "L'un des trois premiers jeux du portefeuille de Planet Digital à être financé par des actions privilégiées numériques. Planet Digital démocratisera le financement des jeux pour les investisseurs, qui peuvent posséder des actions dans un portefeuille de jeux sur console pour la première fois."

Le président de Planet Digital Partners, Steve Grossman, a également utilisé des termes plutôt déroutants pour décrire comment la technologie blockchain elle-même apporterait des bénéfices aux investisseurs.

"Le jeu est une industrie de 135 milliards de dollars avec peu d'opportunités d'investir en dehors des principaux éditeurs de jeux publics. Nous utilisons la blockchain pour ajouter un nouveau gameplay innovant auquel les investisseurs ont désormais droit. En couvrant des aspects de Cooking Mama en chaîne amener l'expérience utilisateur à un tout nouveau niveau, faire revivre une franchise de jeu populaire avec laquelle beaucoup ont grandi et donner aux investisseurs la possibilité de générer d'excellents rendements grâce à une offre d'actions privilégiées numériques. »

La blockchain permettrait également ce qui suit.

  • "Clés privées Blockchain uniques – Chaque copie du jeu achetée a des identifiants uniques qui sont gérés directement via le stockage de portefeuille interne du jeu. Les joueurs peuvent se concentrer sur l'expérience utilisateur de Cooking Mama plutôt que sur la gestion des clés cryptographiques.
  • DRM équilibré activé par clé privée – Les DRM traditionnels limitent la possibilité de copier des jeux, tandis que les clés privées sur les protocoles de la blockchain permettent un enregistrement facile. Ces articles combinés fournissent plus de preuve de propriété pour les propriétaires de jeux légitimes, tout en étant capables de revendre des jeux à la fois numériquement et dans des magasins traditionnels.
  • Expérience multijoueur double expression améliorée – Cette fonctionnalité, lorsqu'elle est activée, rend chaque copie d'un jeu subtilement différente et personnelle pour un utilisateur. Il utilise la clé privée pour modifier les algorithmes d'expression des caractères, des ingrédients et des méthodes de cuisson.
  • Événements en ligne sécurisés – Pour les événements promotionnels, les records des joueurs et la participation peuvent être conservés tout en préservant la confidentialité. En outre, l'exécution de hachages de jeu peut être incluse pour garantir que le jeu n'a pas été modifié pour créer un avantage injuste.
  • Actifs numériques, récompenses, reconnaissance – Les utilisateurs sont récompensés avec de la monnaie dans le jeu (ou des points, de l'expérience et d'autres objets) ou gagnent une reconnaissance et des certificats. Ceux-ci peuvent être fournis par le jeu, d'autres joueurs ou des tiers qui organisent des tournois ou d'autres promotions. "

Bien que cela puisse être biaisé rétrospectivement, le communiqué de presse semble confirmer que les investisseurs peuvent réaliser un profit grâce à la crypto-monnaie, en particulier avec des termes tels que "Stockage de portefeuille interne."

Combiné avec la phrase "Les joueurs peuvent se concentrer sur l'expérience utilisateur de Cooking Mama plutôt que sur la gestion des clés cryptographiques", il semble que le jeu soit conçu pour être joué, sans que les joueurs n'aient à se concentrer sur la gestion du portefeuille de crypto-monnaie (comme les mots de passe et la vérification).

Les nouvelles sont probablement passées inaperçues, car les sites Web susmentionnés se concentraient sur la crypto-monnaie, les technologies de la chaîne de blocs ou les petits sites communautaires. Le communiqué de presse lui-même ne semble pas avoir été partagé sur des sites Web de communiqués de presse tels que GamesPress.

Le communiqué de presse indique également que la société est basée à Cincinnati, Ohio. Il semble également s'agir d'un bureau plutôt que de zones résidentielles. Dans le but de prouver si Bill Koch est impliqué dans l'entreprise, la page du personnel (au moment de la rédaction de ce document) conduit maintenant à une erreur 404.

Note de l'éditeur: Le site Web Planet Entertainment émet un avertissement de sécurité lors de l'accès à la plupart des navigateurs. La prudence est conseillée. Nous avons utilisé des liens archivés pour cet article.

Le communiqué de presse déclare Planet Digital Partners représente une équipe de chefs de file de l'industrie du jeu vidéo, dont l'ancien président de PlayStation Europe, fondateur de Take 2 / Grand Theft Auto, ancien PDG de Guitar Hero et les développeurs à succès Halo, Quake et NBA Terrains de jeu. Marques telles que Bass Pro Shops, Cooking Mama et Cabela's. "

L'une des quatre personnes répertoriées sur les 12 employés de l'entreprise sur le profil LinkedIn (que l'entreprise répertorie à Fairfield, Connecticut) est Chris Deering- "Président de Sony Computer Entertainment Europe de 1995 à 2005 et de Sony Electronics Europe de 2003 à 2005" (Wikipedia).

Ni les profils LinkedIn de Dean Simcock ni Michael Stiegelmeyer ne semblent indiquer une implication Guitar Hero, Halo, Tremblement de terre, ou Terrains de jeux NBA.

& # 39;Le fondateur de Take 2 / Grand Theft Auto ” se réfère très probablement à Kelly Sumner. Pourtant, Ryan Brant serait plus précis techniquement s'il fondait Take-Two Interactive, tandis que Sumner devenait le PDG de Take Two.

Un article de BlockChain Gamers confirme l'engagement de Sumner, ainsi que les objectifs de Planet Entertainment "Démocratiser le processus de publication, de développement et d'investissement des jeux vidéo." Un autre article de Breaker Mag explique la proposition de Grossman d'utiliser la blockchain pour Bass Pro séries (comme les poissons finis).

Soit dit en passant, Sumner et Brant ont été poursuivis par Take-Two Interactive en 2010 pour fraude et délit d'initié. Dans le cas de l'été, Sumner était l'un des 15 vendeurs présumés "Une partie de leur propre stock en possession d'informations privilégiées" d'un "Calendrier d'antériorité". Cependant, l'affaire a finalement été classée.

11 des 12 employés ont été répertoriés dans un article TechRaptor en janvier 2019. Il s'agit notamment de David Rosenbaum, Matt Karch, Andrey Iones, Michael Maloney, Jeff Hilbert, Edward Williams et Patrick Baron. Tous les noms impliqués semblent être des figures importantes dans les industries du jeu vidéo ou de la blockchain.

Planet Digital

Le site Internet de Planet Entertainment (au moment de la rédaction de cet article) ne répertorie pas le communiqué de presse ni aucune trace du jeu sur son site Internet (1, 2). Même la page d'actualités du jeu est complètement vide. Leur profil Twitter officiel est également resté inactif depuis février 2019.

L'annonce du match était également étrange. Le jeu était (et est toujours, à ce jour) coté sur Amazon Allemagne et le Koch Media Shop (1, 2) – vers août 2019 (à en juger par la date de publication de l'article Gematsu).

Le jeu a également été présenté sur PlayStation 4. Aucune des deux boîtes ne mentionne les DRM en ligne (1, 2), mais curieusement, la version PlayStation 4 du jeu montre Ravenscourt sur le logo (une autre division de Koch Media) au lieu de Entertainment Planet.

Un compte Twitter apparemment officiel pour le jeu ne mentionnait pas de version PlayStation 4 du jeu et avait également une activité très limitée (seulement trois publications en mars 2020).

Les profils Facebook et Instagram du jeu ont également fait peu ou pas d'activité. Ni elle ni le site officiel du jeu ne mentionnent le jeu sur PlayStation 4 ou toute autre forme de DRM toujours en ligne.

Les comptes Twitter officiels (1, 2) et sites Web (1, 2) pour Maman cuisine (Japonais et anglais) ne mentionnent pas non plus le jeu à ce jour.

La bande-annonce du jeu a été divulguée le 19 février. À notre connaissance, ce jeu n'a jamais été officiellement présenté par Nintendo dans des bandes-annonces ou Nintendo Directs. Un compte officiel a mis en ligne la vidéo le 27 mars.

Le jeu a été répertorié par GameStop, bien que la version PlayStation 4 ait été supprimée. Ceci est pris en charge par le thread 4Chan, où un utilisateur a déclaré "La précommande du jeu a été supprimée quelques minutes après avoir enregistré l'image."

L'image en question provenait du coffret PlayStation 4. Selon les images créées par Wario64 (un compte Twitter dédié aux actualités du jeu vidéo), la version PlayStation 4 indique que le jeu nécessite une connexion Internet sur la box. Planet Entertainment est également de retour sur la boîte, au lieu de Ravenscourt.

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Vers mars 2020, les gens ont commencé à sonner l'alarme sur tout ce qui entourait le jeu, en particulier le communiqué de presse original (1, 2, 3).

Un YouTuber (Purple Pocket Pirate, que nous appellerons P3) déclare que lorsqu'il a tenté d'accéder au site officiel du jeu (le 11 mars ou avant), cela a conduit à une page GoDaddy et mis le domaine en vente ( si le site était inactif une semaine avant la sortie du jeu & # 39; puis en mars).

P3 souligne également que les vidéos sur le compte YouTube officiel du Planet Digital Partner semblent être conçues pour les investisseurs et qu'il y a incroyablement peu de vues et d'abonnés compte tenu de qui est impliqué.

Il souligne également une interview que Kelly Sumner a accordée à CNBC Africa, où il mentionne que la technologie blockchain est utilisée Maman cuisine en février 2019, avec La chasse de Cabela, Bass Pro, et sept autres.

P3 est également préoccupé par la façon dont la société semble s'être formée vers 2019, mais le site Web officiel de la société a apparemment été créé en 2018.

Selon une vidéo ultérieure de P3, YouTuber GameTim (avec une série visant à recréer des recettes de la série Cooking Mama dans la vraie vie) avait joué le jeu le 25 mars.

Dans la vidéo qui se concentre sur la recette du "fromage arc-en-ciel grillé", GameTim déclare que non seulement il avait une copie du jeu au début, mais il a même "Doit aider au développement" du jeu.

Cela n'est pas précisé dans la vidéo, ni le nom du développeur ou de l'éditeur qui lui aurait envoyé le jeu (YouTube ayant des conditions de service plus strictes ces dernières années, les critiques ne révélant pas quand ils ont obtenu un produit).

P3 a contacté GameTim. GameTim a expliqué qu'il avait joué une version de production du jeu à partir d'un kit de développement.

«Planet Entertainment m'a contacté en mai dernier pour m'aider, généralement au niveau du contenu et du gameplay (recettes, contrôles, look / feel, etc.). C'était vraiment cool de travailler avec cette équipe, en particulier avec un producteur qui travaille avec la franchise depuis plus de dix ans. "

Étant donné que le jeu est japonais et qu'aucun des employés présentés n'a été impliqué avec Cooking Mama Limited ou un éditeur de jeu, cela ne fait que poser plus de questions. De plus, GameTim n'avait aucune autre nouvelle information. La description de la vidéo comporte également un lien Amazon affilié, où le jeu peut être acheté aux États-Unis.

Une source (non liée à aucune des parties concernées) nous a également contacté, expliquant que le jeu avait apparemment été physiquement vendu et distribué.

Ils prétendent que des copies physiques du jeu peuvent être démarrées même si elles sont hors ligne. Ils suggèrent que les éditions physiques du jeu ont supprimé la "fonctionnalité" toujours en ligne.

L'un des utilisateurs de Twitter susmentionnés qui a déclenché l'alarme (DoesItPlay) déclare qu'il existe une version physique où un autre utilisateur de Twitter leur envoie des photos avec d'autres utilisateurs.

Il y a également des affirmations selon lesquelles ceux qui ont piraté le jeu n'ont trouvé aucun code de cryptage, ainsi que des affirmations selon lesquelles le jeu fonctionne sans connexion Internet.

Au moment d'écrire ces lignes, la liste officielle du jeu sur Nintendo.com mène maintenant à une page d'erreur. IGN (citant les utilisateurs de Reddit et Twitter) rapporte que le jeu était disponible numériquement pendant une courte période avant d'être supprimé. IGN note également que ceux qui vendent le jeu sur Amazon sont des vendeurs tiers.

GoNintendo (citant un autre article de Reddit) a rapporté que le jeu avait été mis à disposition numériquement le 26 mars. Dans un autre article, l'utilisateur n'a signalé aucun retard.

IGN leur dit aussi "J'ai essayé de déterminer si Planet Entertainment pouvait être le bras de développement de Planet Digital Partners, et je suis allé au siège social de la société – ce n'est qu'une grande maison dans le Connecticut rural." Cependant, ils ne mentionnent pas l'adresse du Connecticut et nous n'avons pas pu la trouver.

Le verdict

Cela doit être l'un des cas les plus étranges que nous ayons jamais vus, plus proche de quelque chose à l'époque où l'industrie était moins réglementée et documentée.

Il semble que Planet Entertainment ou Planet Digital Partner aient réussi à voler complètement sous le radar de tout le monde malgré les personnes impliquées. Bien que ce ne soit pas une franchise géante, c'est une nouvelle Maman cuisine jouer par des gens qui étaient si importants aurait dû faire des vagues.

Si les accusations de crypto mining sont vraies, il semble que ces fonctionnalités ont été supprimées à la hâte, puis le jeu a été vidé sans pitié dans les magasins et quiconque le prendrait. Bien que les affirmations du jeu provoquent une surchauffe de la console, elles sont énormes.

S'il y a eu des escroqueries, cela demande pourquoi les personnes impliquées n'ont pas utilisé un système plus puissant comme la PlayStation 4, ou mieux encore, des ordinateurs personnels. Ou utilisez une franchise avec une base de fans dédiée (comme la pêche Pro Bass), mais avec une utilisation plus crédible du jeu en ligne constant (plutôt qu'un puzzle ou un jeu festif comme Maman cuisine).

Même à tort, utiliser l'IP de quelqu'un d'autre est fou, car il est plus destiné à vous. Un jeu Battle Royale bon marché créé rapidement et via YouTubers ou d'autres “ influenceurs '' annoncée générerait moins de mauvaise presse (jusqu'à ce que la crypto mining soit découverte).

L'incompétence de toutes les personnes impliquées (dans le concept et l'exécution de l'arnaque) est ce qui soulève tant de doutes. Pourtant, il est également absurde d'essayer de saboter une entreprise avec de fausses allégations, car «l'annulation de la culture» a tendance à se concentrer sur les crimes et les abus.

Si ce jeu était nuisible, la grande Nintendo ne le mettrait pas en garde et ne se rappellerait pas (pour se protéger), ou si le jeu est désormais sûr, le vendre et le promouvoir officiellement. Il est également étonnant de penser que tout le monde penserait que Nintendo ne contrôle pas les logiciels qu'elle distribue, n'utilise pas de logiciels malveillants ou enfreint la loi.

Combiné à la mission peu claire de Planet Entertainment (ou Planet Digital Partner) et à la manière dont Koch Media est impliqué, nous continuons de tourner les roues. Nous n'avons aucune idée de ce avec quoi maman cuisine, mais quelque chose ne va pas.

Statue: YouTube (miniature), Bitcoin.org



Le commerce de copie est un phénomène moderne qui a changé la nature de l’industrie du commerce. Découvrez ce qui est, comment il s’est grand et pourquoi il est dans l’hypothèse ou important sur les marchés cryptographiques d’aujourd’hui. Faire des erreurs fait partie de la vie, et avec ces erreurs vient le désir de ne ne répéter. Le meilleur plan d’action pour se dérouler à partir de ces erreurs est la leçon de vie assis de apprentissage. On peut en dire autant des réussites; apprendre d’eux pour que vous aussi puissiez découvrir des réalisations similaires. Dans le monde financier, il existe un concept qui s’articule dans les ces philosophie. C’est une méthode populaire dans le secteur marchand qui conduit souvent à des avantages pour ceux qui l’appliquent. Cette méthode est appelée «copie de commerce». Cet papier expliquera ce que c’est, sa mécanique et ce qui le distingue des autres méthodes de trading.

Blog en direct: rapport des responsables de la santé du comté de San Diego 117 nouveaux cas de coronavirus, 1 décès – Tout sur l’Affiliation

Covid In San Diego.jpg

Il s'agit d'un blog d'actualité pour les dernières mises à jour sur la pandémie de coronavirus. Obtenez notre couverture complète des coronavirus ici →

Des dirigeants de la Californie envisagent de réduire leur caution à 0 $

– 19h19, le 5 avril 2020

On s'attend à ce que les dirigeants judiciaires de la Californie fixent un ordre zéro à l'échelle de l'État pour les infractions de niveau inférieur et la suspension des expulsions et des exécutions pour faire face à la crise du COVID-19 qui a paralysé le système juridique de l'État.

Le Conseil de la magistrature devait tenir lundi une réunion d'urgence pour voter sur près d'une douzaine de règles temporaires, y compris une proposition de tenir des procédures pénales et pour mineurs par vidéo ou par téléphone afin de garantir que les accusés ne soient pas détenus sans audition en temps opportun.

CONNEXES: Les juges refusent la demande de libération de prisonniers en Californie, la loi américaine cite

En matière pénale, l'accusé doit se mettre d'accord avant qu'un procès ne puisse avoir lieu.

<< Pendant la pandémie de COVID-19, les tribunaux doivent protéger les droits constitutionnels des défendeurs à obtenir l'assistance d'un conseil et à assister au conseil en personne, tout en prenant des mesures pour protéger la santé des défendeurs, des huissiers de justice et du personnel judiciaire. , les avocats et tous ceux qui doivent se présenter au tribunal '', a indiqué un rapport préparé pour la réunion.

Selon le rapport, les tribunaux dont l'effectif est fortement réduit travaillent depuis que le gouverneur Gavin Newsom a rendu une ordonnance de mise à l'abri le 20 mars pour ralentir la propagation du coronavirus.

La proposition d'abaisser la caution de 0 $ pour les délits et délits de moindre importance vise à réduire la population carcérale et à limiter la propagation du coronavirus.

– Presse associée

Le secrétaire au Travail de Californie publie sur Facebook une mise à jour de l'assurance-chômage

– 18h15, le 5 avril 2020

Julie Su, secrétaire de l'organisation du travail en Californie, a publié dimanche une mise à jour concernant l'assurance chômage et les directives de sécurité des travailleurs pour l'ère COVID-19.

Le traitement de l'assurance chômage prend normalement environ trois semaines, a déclaré Su, ce qui signifie que les employés qui déposent une demande de chômage doivent attendre trois semaines pour recevoir de l'argent. Jusqu'à présent, le département californien du développement de l'emploi a respecté ce calendrier assez étroitement, a-t-elle déclaré. Le ministère tente d'accélérer le traitement des paiements en renonçant à certaines exigences de recherche et en envoyant du personnel pour traiter les demandes d'assurance-chômage.

Un nombre record de demandes de chômage – 6,6 millions signalées au cours de la semaine la plus récente – ont provoqué des pannes de serveurs dans les États des États-Unis. Les informations selon lesquelles le site Web des demandes d'indemnisation du chômage en Californie s'est écrasé sont fausses, a déclaré Su, bien qu'elle ait noté que le site se déconnecte occasionnellement pour l'entretien de routine.

“ Je sais que cela peut être frustrant et nous travaillons très dur '', a-t-elle déclaré.

Su a également précisé que les personnes qui pensent être mal classées en tant qu'entrepreneurs indépendants – et non en tant qu'employés – peuvent et doivent demander une assurance chômage. Si le ministère constate qu'une personne est classée à tort comme entrepreneur, cette personne recevra une assurance-chômage, a-t-elle promis.

Une prestation distincte appelée "aide contre le chômage en cas de pandémie" pourrait bientôt être mise à la disposition des entrepreneurs véritablement indépendants et des Californiens indépendants, a expliqué Su. L'agence «travaille à la mise en œuvre de ce programme», mais attend toujours des fonds du gouvernement fédéral pour cet avantage.

Su a publié une mise à jour sur l'incitation fédérale, qui, selon elle, ajoutera 600 $ de plus par semaine pendant jusqu'à quatre semaines (Su peut avoir fait une fausse déclaration ici; les prestations sont garanties par le gouvernement fédéral pendant quatre mois) sur les allocations de chômage aux Californiens. Ces fonds ne sont pas encore disponibles, a-t-elle déclaré, mais ils seront ajoutés aux distributions existantes de l'État. Les Californiens n'ont rien d'autre à faire pour recevoir ces fonds.

Elle a également annoncé que l'État avait commencé à publier, ou à publier prochainement, des directives en matière de santé et de sécurité pour plusieurs industries essentielles, notamment les travailleurs agricoles, les épiciers et les établissements de soins infirmiers qualifiés. Elle a encouragé les employés et autres à signaler à Cal / OSHA les entreprises qui n'étaient pas conformes aux directives de santé et de sécurité.

Pour plus d'informations sur la façon de présenter une demande de chômage et sur l'évolution du processus, visitez labor.ca.gov ou regardez la mise à jour vidéo de Su ici.

– Susie Neilson (@SusionNeilson), KQED

Les autorités sanitaires du comté de San Diego signalent 117 nouveaux cas de coronavirus, 1 décès

– 15 h 45, le 5 avril 2020

Les responsables du district ont signalé 117 nouveaux cas de COVID-19 et un décès supplémentaire dimanche.

L'augmentation porte le total des cas confirmés dans le comté de San Diego à 1 326 et le nombre de décès à 19, a déclaré le Dr Wilma Wooten, responsable de la santé publique du comté, lors d'une conférence de presse dans l'après-midi.

Le décès rapporté dimanche était celui d'une femme à la fin des années 90.

Wooten a ajouté que les autorités ont découvert une autre épidémie dans la province, dans un établissement de santé municipal, bien qu'elle n'ait fourni aucun autre détail. À ce jour, les autorités ont identifié 17 épidémies dans la province, a-t-elle déclaré.

Lors de la conférence de presse de dimanche, les responsables du comté ont déclaré qu'ils commenceraient à appliquer l'ordre pour les travailleurs essentiels, tels que les épiciers et les travailleurs communautaires, de porter des couvre-visages.

"Les avertissements sont terminés", a déclaré Greg Cox, superviseur du comté de San Diego. & # 39; Nous maintiendrons la commande. & # 39;

Cox a encouragé les personnes qui voient des travailleurs critiques dépasser le traitement facial à signaler les délinquants au 2-1-1 San Diego, la ligne d'information d'urgence du comté.

Sur un autre sujet, les responsables du district ont encouragé ceux qui souffrent d'anxiété et de dépression face à la pandémie de coronavirus à profiter des programmes de santé mentale du comté et à demander le soutien de leur famille et de leurs amis. – Laura McVicker, stratège des médias sociaux KPBS

– 14h30, 5 avril 2020

Voir la conférence de presse ici:

Camp Pendleton publie des lignes directrices pour Shelter In Place

– 13h45, dimanche 5 avril 2020

Les marines du Camp Pendleton ont reçu l'ordre de suivre les directives californiennes concernant les "abris sur place" et encourent de lourdes sanctions s'ils ne le font pas, a déclaré le commandant de la base militaire.

Le brigadier-général Daniel Conley a donné des instructions samedi aux installations du Marine Corps West, y compris au camp Pendleton.

& # 39; Depuis le 19 mars, l'État de Californie dispose d'un & # 39; un abri en place & # 39; ordre réglé & quot;, a écrit Conley. "Le mandat ordonne à tous les individus de rester à la maison ou à leur lieu de résidence, sauf dans des circonstances limitées si nécessaire."

Sous les ordres du commandant, tout le personnel limitera ses activités de repos pour se conformer aux ordres de la Californie.

"Voyager en congé ou en liberté n'est autorisé qu'à effectuer des services essentiels tels que des soins médicaux, des courses, des opérations bancaires et des stations-service", indique l'ordonnance. "En congé ou en liberté et en voyage pour fournir des services essentiels, tous les MCIWEST

le personnel doit limiter les déplacements dans un rayon de 30 miles de sa résidence. "

Les Marines sont invités à avoir «une prise de conscience accrue de la propagation de cette maladie infectieuse».

"Les marines et les marins ne sont pas autorisés à assister à des rassemblements sociaux à l'extérieur de leur domicile, et les contacts sociaux dans les résidences privées seront limités aux membres du ménage", a indiqué l'ordonnance.

Les violations de l'ordre sont punissables en vertu du Code uniforme de justice militaire, a déclaré le commandant, et le personnel peut être soumis à "des mesures administratives ou judiciaires appropriées".

Conley est le général commandant des installations du Corps des Marines Ouest et de la base du Corps des Marines au Camp Pendleton.

Alors que plus de 38 000 membres de familles de militaires occupent des complexes de bases, le camp Pendleton s'étend à une population de 70 000 soldats et civils pendant la journée. – Service de nouvelles de la ville

Un hôpital de campagne de 250 lits est prévu pour le centre médical Palomar

– 10h45, dimanche 5 avril 2020

Un hôpital de campagne fédéral de 250 lits est prévu pour le Palomar Medical Center, ont annoncé dimanche les responsables de la santé du comté de San Diego.

"L'hôpital dans un hôpital" sera installé aux 10e et 11e étages de l'établissement d'Escondido en tant qu'hôpital pleinement fonctionnel et augmentera la capacité des lits nécessaires pour lutter contre la pandémie de coronavirus, ont indiqué les autorités.

"L'installation sera utilisée par les membres de notre communauté qui en ont le plus besoin", a déclaré le Dr Nick Yphantides, médecin-chef du comté de San Diego, lors de l'annonce à l'extérieur de Palomar Medical Center. & # 39; Il deviendra une ressource pour toute la communauté. & # 39;

La capacité de litière dans la région devrait augmenter dans les prochaines semaines, a indiqué Yphantides, & # 39; & # 39; quand une tempête commence à atteindre notre région & # 39; & # 39;.

La décision de savoir si le poste médical fédéral desservira les patients COVID-19 ou d'autres types de patients sera prise plus tard, selon "quels patients en auront le plus besoin", a déclaré le médecin.

Des médecins et des infirmières du centre médical de Palomar occuperont le nouveau poste médical, ont déclaré des responsables.

Les responsables ont déclaré qu'il était trop tôt pour prévoir le coût du personnel et la livraison de l'équipement au poste médical.

Le superviseur Nathan Fletcher a qualifié la capacité supplémentaire de lits de «pas en avant positif pour notre région». – Service de nouvelles de la ville

Gov. Newsom lance un site Web pour collecter les fournitures médicales essentielles

– 10h30, dimanche 5 avril

Dans un effort pour acheminer plus de fournitures médicales aux employés des hôpitaux à travers l'État au milieu de la pandémie de coronavirus, Gov. Newsom a lancé un site Web où les gens peuvent donner et vendre des fournitures.

Le site Web, covid19supplies.ca.gov, permet aux résidents et aux organisations de donner, vendre ou échanger des articles essentiels, tels que des ventilateurs, des masques N95 et du matériel de test.

À l'échelle nationale, les hôpitaux sont confrontés à une pénurie de matériel médical car ils répondent à la vague de patients atteints de COVID-19. La Californie est le dernier État à demander directement de l'aide au public.

Outre la pénurie d'équipement, la Californie manque de tests pour le COVID-19, la maladie causée par le coronavirus. Newsom a reconnu cela lors d'une conférence de presse samedi et a déclaré: "Je suis propriétaire de cela."

Il a annoncé le lancement d'un groupe de travail sur les tests COVID-19, composé de personnel médical d'État et d'État et d'installations de test, pour augmenter le nombre de tests à l'échelle de l'État.

Le groupe de travail travaille avec UC San Diego et UC Davis pour mettre en place des centres de test.

– Laura McVicker, stratège des médias sociaux KPBS

Le procureur met en garde contre les voleurs d'identité et autres escrocs en pleine pandémie

– 16h30, samedi 4 avril 2020

Le procureur du comté de San Diego, Stephan, a demandé aux résidents de samedi de se méfier des escrocs qui tentent de profiter des craintes entourant la pandémie de coronavirus. Elle s'attend également à un pic de vol d'identité avec les escroqueries du gouvernement fédéral.

"Nous assistons à de plus en plus d'escroqueries caritatives, nous voyons de faux traitements pour le coronavirus exploité", a déclaré Stephan lors d'une conférence de presse dans l'après-midi. Elle a ajouté que les responsables du comté sont "très, très inquiets" que les gens soient arnaqués avec leurs chèques, qui font partie du paquet de 2 billions de dollars adopté par le Congrès le mois dernier.

Voici quelques-uns de ses conseils de prévention spécifiques:

  • Ne renvoyez pas les organismes de bienfaisance avant d'avoir vérifié la liste des organismes de bienfaisance du procureur général. Accédez au site Web de l'organisme de bienfaisance au lieu de cliquer sur les liens d'un e-mail pour éviter les escroqueries par hameçonnage.
  • & # 39; Ne croyez personne qui vous dit qu'il a la guérison, & # 39; dit Stephan. Vérifiez auprès de vos professionnels de la santé et écoutez les responsables du comté.
  • L'IRS ne vous appellera ni ne vous demandera vos informations personnelles avant d'envoyer le paiement avec un impact économique.

Stephan a déclaré qu'une autre préoccupation au sujet de rester à la maison est une augmentation de la violence domestique. & # 39; C'est une réalité que la maison n'est pas sûre pour tout le monde. & # 39; Elle a encouragé les particuliers à consulter la page des ressources sur sdcda.org pour trouver des listes d'abris, de nourriture, de couches et plus encore.

Stephan a également noté que les responsables provinciaux ont pris au sérieux plus de 240 conseils et rapports sur l'érosion des prix, notamment des masques, du lait, de l'eau, des œufs et du papier toilette.

En plus de ses avertissements, Stephan a souligné que le travail des tribunaux provinciaux se poursuit et que 1 000 autres fonctionnaires travaillent pour protéger la communauté.

Les tribunaux de district commenceront des audiences à distance virtuelles la semaine prochaine. "Nous travaillons également sur un certain nombre d'initiatives importantes pour faire en sorte qu'il y ait de la place en prison pour les prédateurs violents qui ne devraient pas être libérés, tout en permettant une bonne distance sociale et la possibilité de quarantaine", a déclaré Stephan. —Julia Dixon Evans, éditrice et productrice du calendrier artistique KPBS

Samedi apporte 97 nouveaux cas de COVID-19 et un décès dans le comté de San Diego

– 16h15, samedi 4 avril 2020

Les autorités provinciales ont annoncé 97 nouveaux cas de COVID-19 et un décès supplémentaire dans la région samedi.

Légende photo:

Le nombre total de cas est désormais de 1 209 dans le comté de San Diego et le nombre de morts a atteint 18. L'officier de santé publique du comté, Dr. Wilma Wooten, a déclaré que la dernière personne à mourir était un homme au début des années 70.

Légende photo:

Le superviseur du comté, Nathan Fletcher, a déclaré que plus de 1 000 nouveaux tests ont été signalés et que le comté a vu une augmentation significative des équipements de protection individuelle (EPI) disponibles – il y a 1,5 million d'unités. Il y a actuellement 2 026 chambres d'hôtel disponibles, a déclaré Fletcher.

Regardez ici:

Fletcher a également souligné que même si les procédures médicales électives ont été retardées, les hôpitaux sont toujours ouverts à ceux qui souffrent de graves problèmes de santé ou d'une urgence médicale non liée à un coronavirus.

Fletcher a également annoncé le lancement d'une campagne sur les réseaux sociaux qui offre aux résidents la possibilité d'exprimer leur engagement envers la & # 39; distance sociale & # 39; promesse publique. Les gens peuvent aller sur coronavirus-sd.com pour faire la promesse #StayHomeSD. —Julia Dixon Evans, éditrice et productrice du calendrier artistique KPBS

Vous pouvez toujours aller courir dans un parc du comté, mais vous ne pouvez pas faire du yoga ou vous asseoir sous un arbre

– 14 h, samedi 4 avril 2020

Les possibilités de loisirs continuent de décliner pour les résidents du comté de San Diego au milieu des tentatives de ralentir la propagation du coronavirus.

Vendredi, la province a rendu une ordonnance qui fermait tous les stationnements des parcs provinciaux ainsi que tous les terrains de balle et les terrains de sport. Les parcs et réserves provinciaux restent ouverts à la circulation à pied, à vélo et à cheval.

Mais même ceux qui se rendent dans les parcs à pied, à vélo ou à cheval doivent respecter certaines restrictions. «Vous pouvez marcher, courir ou faire du vélo ou de l'équitation le long des sentiers … mais continuez de bouger», explique le nouvel ordre de la province.

Cependant, vous ne pouvez pas pratiquer de sports tels que le basket-ball, le football, le tennis ou le roller hockey. Et vous ne pouvez pas participer à des activités stationnaires qui vous maintiennent dans un domaine, comme la pêche, le yoga, les pique-niques et la lecture sous un arbre, a déclaré l'ordonnance.

De même, les parcs d'État ferment les terrains de camping et ne permettent pas la circulation automobile, selon le site Web du California Department of Parks and Recreation. Mais pour la plupart, l'État permet toujours aux gens de se promener dans ses parcs.

Vendredi, plusieurs plages d'État seront fermées dans un avenir proche, y compris Torrey Pines et Silver Strand State Beaches.

Samedi à minuit, Oceanside et Coronado étaient parmi les dernières villes du comté à fermer leurs plages. La ville de San Diego a fermé ses parcs et ses plages il y a près de deux semaines, et Del Mar, Imperial Beach, Carlsbad, Encinitas et d'autres ont suivi peu après. —David Washburn, rédacteur en chef de KPBS Investigative News

Newsom annonce un plan visant à étendre considérablement les tests COVID-19 en Californie

– 13h00, samedi 4 avril 2020

Le gouverneur Gavin Newsom a reconnu que les tests pour COVID-19 en Californie manquaient et a annoncé samedi une nouvelle initiative de l'État, qui, il l'espère, augmentera le nombre de tests de cinq fois le niveau actuel.

& # 39; Je le possède. Vous méritez mieux et plus », a déclaré Newsom lors d'une conférence de presse l'après-midi.

Newsom a mis en place un groupe de travail sur les tests pour mieux coordonner, collaborer et organiser le problème des tests. Les efforts comprennent un partenariat avec UC San Diego et UC Davis pour créer un minimum de cinq à sept centres pour produire des tests sérologiques pouvant donner des résultats en cinq minutes.

Le test sérologique est différent du test de réaction en chaîne par polymérase (test PCR) ou du test de frottis, dans lequel il faut 12 jours pour que les résultats reviennent. Le test a été développé par Stanford Medicine et sera approuvé par la FDA. en quelques heures, a déclaré Newsome.

Regardez ici:

L'État a réduit ses tests de backlog de 59 500 à 13 000 et avec le groupe de travail, le gouverneur espère que de manière exponentielle plus de Californiens seront testés dans les semaines à venir.

& Quot; Je veux voir des centaines de milliers de tests & quot;, a-t-il déclaré. "Je veux que tout le monde soit testé, qui doit l'être."

Une autre partie importante de la mission du groupe de travail consiste à obtenir des fournitures médicales là où elles sont le plus nécessaires.

"Nous sommes en mesure de collecter les données dont nous avons besoin pour comprendre quelles fournitures sont disponibles", a déclaré Paul Markovich, PDG de Blue Shield, coprésident du groupe de travail. "Être en mesure de savoir quels sont les approvisionnements rares et de les distribuer aux hubs où ils sont rares."

À cet égard, Newsom a annoncé un nouveau site Web, covid19supplies.ca.gov, où les Californiens et les entreprises peuvent faire don de fournitures médicales nécessaires.

Il permet aux particuliers et aux entreprises de faire savoir à l’État les fournitures qu’ils proposent et aussi ce dont l’État a besoin et ce qu’il recherche, a-t-il déclaré. – Alexander Nguyen, producteur web

Sheriff Deputies Ticket 22 beachgoers à Encinitas pour avoir violé l'ordre à la maison

– 10h00, vendredi 4 avril 2020

Vendredi soir, les députés du shérif du comté de San Diego ont émis un billet pour 22 personnes qui se trouvaient sur la plage d'Encinitas pour avoir violé le séjour dans l'État, a annoncé samedi le ministère.

Les billets “ ont regardé le coucher du soleil et ont pique-niqué près de la plage '', a déclaré un communiqué de presse du département.

"Tout le monde devrait rester à la maison, sauf pour se nourrir, prendre soin d'un membre de la famille ou d'un ami, obtenir les soins de santé nécessaires ou aller à un travail essentiel", le département a tweeté samedi. & # 39; La complaisance est l'ennemi. Prenez la distance sociale plus au sérieux pour arrêter le coronavirus. & # 39; & # 39;

Ces violations entraînent des amendes pouvant aller jusqu'à 1 000 dollars ou six mois d'emprisonnement, ou les deux.

"Vous pouvez facilement (sans) transmettre le coronavirus, créant un effet boule de neige", a expliqué un autre tweet du département. "En restant à la maison, vous pouvez sauver des vies. Les ordonnances de santé publique ne sont pas faites pour suivre quand cela vous convient. & # 39; & # 39; – Service de nouvelles de la ville

Le district scolaire unifié de San Diego se prépare à l'enseignement à distance lundi

– 19h25, vendredi 3 avril 2020

Le district scolaire unifié de San Diego a annoncé vendredi qu'il avait lancé un "démarrage progressif" pour l'enseignement à distance, qui débutera du lundi au 24 avril.

Le district a reçu le soutien final nécessaire après avoir conclu un accord préliminaire avec la San Diego Education Association. Le district a désormais le soutien total des parties prenantes pour offrir à tous les élèves la possibilité de terminer l'année scolaire commencée il y a des mois, tout en fournissant aux enseignants les ressources professionnelles dont ils ont besoin, a déclaré la surintendante Cindy Marten.

"Cette urgence peut changer notre façon de travailler, mais elle ne changera pas qui nous sommes en tant qu'éducateurs ou qui nous sommes en tant que district", a déclaré Marten.

"Notre engagement depuis le début de la crise sanitaire actuelle était de trouver un moyen de protéger les étudiants tout en leur donnant la possibilité de poursuivre leurs études", a-t-elle déclaré. "Nous avons pris la décision de fermer les écoles pour protéger les élèves – avant que l'État ne nous le demande, et à partir de ce moment-là, des milliers de professionnels engagés dans le district ont travaillé sans relâche pour trouver un plan pour connecter les élèves avec leurs professeurs. "

San Diego Unified est le plus grand district de l'État à annoncer un plan de retour de l'évaluation et de l'instruction formelles. Ces modifications prendront effet après la période de lancement en douceur. Les districts de l'État travaillent toujours à la transition vers un enseignement en ligne et gradué.

"Cet accord reflète notre engagement commun à continuer d'aider les étudiants dans certaines des circonstances les plus difficiles imaginables", a déclaré la présidente de la SDEA, Kisha Borden.

À partir de lundi, tous les élèves du district qui ont besoin d'ordinateurs recevront des ordinateurs et / ou un accès Internet, et les enseignants commenceront à communiquer avec les élèves en ligne. Pour la période de trois semaines, les étudiants reçoivent des crédits pour le travail effectué, bien que le matériel ne soit pas évalué. L'enseignement trié reprendra le 27 avril pour les écoles traditionnelles et le 11 mai pour les écoles à l'année pour le reste de l'année scolaire.

Pour les élèves de TK-12 qui ont besoin d'un ordinateur, les Chromebooks sont disponibles pour vérifier, selon l'endroit où les élèves vont à l'école, dans les écoles secondaires suivantes: Clairemont, Crawford, Hoover, Lincoln, Morse, San Diego High et Scripps Ranch . Les familles recevront ce week-end des informations sur le moment et l'endroit où récupérer leurs Chromebooks.

Les familles qui ont besoin d'une connexion Internet dans la zone de service Cox doivent s'inscrire au programme Connect2Compete, qui propose une installation gratuite de Cox et des services Internet pour les 60 prochains jours. – Service de nouvelles de la ville

Le maire Faulconer encourage San Diegans à prendre soin de sa santé mentale et physique pendant la pandémie

– 17h30, le 3 avril 2020

Vendredi, le maire de San Diego, Kevin Faulconer, a exhorté San Diegans à prendre des mesures pour prendre soin de sa santé mentale et physique pendant la pandémie du virus corona.

Le virus a provoqué un changement brusque dans la vie américaine. En un mois, les États-Unis sont passés d'une économie forte à un taux de chômage record, ce qui a fait des ravages sur la santé mentale de San Diegans, a déclaré le maire.

Faulconer a déclaré que les résidents devraient demander de l'aide lorsqu'ils en ont besoin, comme parler à leur thérapeute et utiliser des ressources telles que la National Alliance for Mental Health.

Et comme beaucoup sont coincés à la maison, il est également important de rester en bonne forme physique. Le YMCA de San Diego a quelques ressources en ligne sur son site Web pour aider les gens à rester en forme à la maison.

Pendant ce temps, la ville a commandé 10 000 soins du visage, et la commande sera distribuée aux travailleurs de la ville à partir de la semaine prochaine, a déclaré Faulconer.

Parlant de la vie transfrontalière, le maire a également déclaré que le passage ouest était maintenant fermé et que les gens devraient plutôt utiliser les installations est.

Enfin, un sauveteur qui a contracté COVID-19 a récupéré et a été approuvé médicalement pour retourner au travail. – Alexander Nguyen, producteur web

Le nombre de cas COVID-19 locaux dépasse 1 000 jalons

– 16h30 l'après-midi. Vendredi 3 avril 2020

Légende photo:

Vendredi, le nombre de cas de COVID-19 dans le comté de San Diego a augmenté de 146, la plus forte augmentation locale depuis le début de l'épidémie et suffisante pour faire dépasser le cap des 1 000 cas.

1112 cas positifs ont été confirmés dans le comté, et un décès supplémentaire signalé à un homme à la fin des années 70 vendredi porte le nombre total de décès à 17.

Parmi ces cas positifs, 211 ont été hospitalisés et 85 ont été placés en soins intensifs.

Le superviseur du comté, Nathan Fletcher, a demandé de la patience pour obtenir des éclaircissements sur les ordonnances de santé publique, affirmant que la modification rapide des informations impliquait parfois des messages.

"Nous nous adaptons à de nouvelles informations", a-t-il déclaré. & # 39; Et nous devons nous adapter aux dernières capacités pour se protéger mutuellement. & # 39;

Dr. Wilma Wooten, un agent de santé publique, a déclaré que le comté avait 13 épidémies confirmées dans les centres de logement municipaux, ce qui avait placé les individus positifs en isolement.

Tous les magasins de San Diego sont toujours ouverts et servent le public le vendredi pour se conformer aux règlements de santé publique modifiés du comté de San Diego – obligeant tous les employés qui travaillent sur les produits essentiels et communiquent avec le public à porter un masque facial – arrivant à minuit ce soir effet.

Ces industries comprennent les pharmacies, les supermarchés, les restaurants et les stations-service.

Fletcher a clarifié l'ordre de santé publique pour inclure les restaurants après un plaidoyer déposé jeudi par Jeff Rossman, président de la section du comté de San Diego de la California Restaurant Association. – Service de nouvelles de la ville

Oceanside pour fermer les plages à minuit et laisser Just Coronado Open

– 03h00. Vendredi 3 avril 2020

Vendredi soir, la ville d'Oceanside a annoncé qu'elle fermerait toutes les plages publiques.

Cela comprend toutes les activités nautiques, y compris le surf. Le Strand est également fermé pour la marche et la conduite, sauf pour les résidents qui y vivent pour accéder à leur propriété. Les parkings de la plage d'Oceanside sont déjà fermés.

Oceanside rejoint la plupart du comté pour fermer les plages, la plupart des plages du recensement de San Diego fermant la semaine dernière dans le but de renforcer la distance sociale et de limiter la propagation du virus corona. Carlsbad, Del Mar, Encinitas, San Diego et Solana Beach ont fermé leurs plages, sentiers et parcs le 23 mars, tandis que Imperial Beach et le port de San Diego ont annoncé des fermetures similaires le 24 mars.

Les responsables de la santé du comté de San Diego ont modifié les règlements de santé publique jeudi et fermé les parcs de stationnement du parc et de la plage, à partir de minuit vendredi.

Les plages de Coronado restent ouvertes malgré les appels à la fermeture du président du Sénat Pro Tem Toni Atkins, des chroniqueurs de D-San Diego et de l'Union Tribune.

"Fermer nos plages n'est pas amusant, mais ce n'est pas le but. Il s'agit de protéger la santé publique et de lutter contre # COVID19", a déclaré Atkins dans un communiqué sur Twitter. "Je soutiens fermement l'appel de @sdutIdeas à une fermeture complète de la plage et supplie Coronado de le faire. C'est un sacrifice temporaire qui sauvera des vies." – Service de nouvelles de la ville

Les responsables de la santé du comté de San Diego mettent à jour COVID-19

– 14 h 30 Vendredi 3 avril 2020

Regardez la conférence de presse ci-dessous:

Des marins donnent au capitaine Navy Fired Over Letter une marque sur l'épidémie de COVID-19

– 14h10, vendredi 3 avril 2020

Légende photo:

Une grande foule de travailleurs des services a chaleureusement envoyé l'ancien capitaine d'un porte-avions basé à San Diego, dont la lettre répandue demandant l'aide de la direction de la Marine concernant une épidémie de COVID-19 à bord de son navire a entraîné son licenciement.

Des séquences vidéo sur les médias sociaux ont montré une foule bruyante de marins scandant le nom du capitaine Brett Crozier alors qu'il quittait l'USS Theodore Roosevelt, actuellement amarré à Guam, où la Marine s'efforce de retirer environ 3000 de ses marins du courrier. Jusqu'à présent, plus de 100 marins ont été testés positifs pour COVID-19.

Crozier a été démis de ses fonctions jeudi après que sa lettre demandant une action immédiate de la Marine ait également été copiée à “ vingt ou trente autres personnes '', ce qui pourrait avoir contribué, selon le secrétaire naval par intérim Thomas Modly. à la fuite éventuelle dans les médias.

Jeudi, lors d'une conférence de presse du Pentagone annonçant la démission de Crozier, Modly a déclaré qu'il n'avait aucune information suggérant que Crozier avait divulgué directement la lettre, publiée pour la première fois lundi dans le San Francisco Chronicle. Cependant, il a noté que la lettre avait été publiée pour la première fois dans le "lieu de naissance" de Crozier. Crozier est originaire de Santa Rosa.

Bien que Modly ait crédité Crozier d'avoir soulevé ses préoccupations, il a déclaré que la lettre dénaturait la situation, provoquait la panique et donnait l'impression que la Marine ne répondait aux marins qu'à cause de sa lettre.

Dans les vidéos, Crozier est vu marchant dans l'allée du navire au milieu d'une salve d'acclamations, d'applaudissements et de chants du “ Capitaine Crozier! '' puis retournez-vous et saluez l'équipage.

Een man die beelden heeft opgenomen, wordt gehoord: &#39;Zo stuur je een van de grootste kapiteins die je ooit hebt gehad&#39;, en noemde Crozier &#39;de GEIT&#39; of de beste aller tijden en &#39;de man voor het volk&#39;.

Crozier&#39;s brief vermeldde dat de COVID-19-infectie aan boord van zijn schip zou toenemen als er niet onmiddellijk actie werd ondernomen. Modly zei dat soortgelijke zorgen ook werden geuit door het medische team van het schip.

In zijn brief zei Crozier dat de bemanning een aantal maatregelen had genomen om de verspreiding van het virus te vertragen, waaronder het verplaatsen van een klein percentage van de bemanning van het schip, het schoonmaken van het schip en het proberen van sociale afstanden waar mogelijk.

Hij waarschuwde echter: "De huidige strategie zal de verspreiding alleen maar vertragen. Het huidige plan dat op TR wordt uitgevoerd, zal op geen enkele tijdlijn virusuitroeiing bereiken."

Modly zei dat de marine op de uitbraak reageerde door onmiddellijk te werken om de meeste matrozen van het schip te halen, maar de brief van Crozier deed het anders lijken. De secretaris zei dat Crozier "onnodig alarmbellen luidde" en "blijk gaf van een extreem slecht beoordelingsvermogen tijdens een crisis".

Hoewel hij Crozier &#39;een eervolle man&#39; noemde, zei hij dat het hem bevrijden van het bevel in het &#39;beste belang&#39; van de marine was, wat volgens hem meer gericht leiderschap vereiste in het licht van verschillende bedreigingen, waaronder COVID-19.

&#39;Ik ben niet lichtvaardig tot deze beslissing gekomen. Ik twijfel er niet aan dat kapitein Crozier deed wat hij dacht dat in het belang was van de veiligheid en het welzijn van zijn bemanning. Helaas deed het het tegenovergestelde&#39;, zei Modly.

Tegen de bemanning van de USS Theodore Roosevelt zei Modly: &#39;Ik ben er volledig van overtuigd dat uw commandant van u houdt en dat hij u in het hart van zijn hart en geest heeft bij elke beslissing die hij heeft genomen. Ik weet ook dat u grote genegenheid heeft en ook liefde voor hem. Maar het is mijn verantwoordelijkheid ervoor te zorgen dat zijn liefde en verantwoordelijkheid voor jou wordt geëvenaard, zo niet overtroffen door, zijn nuchtere en professionele oordeel onder druk. " – City News Service

Californië beveiligt ongeveer 7.000 hotelkamers om daklozen te huisvesten tijdens de pandemie van COVID-19

– 12:30 uur Vrijdag 3 april 2020

Gouverneur Gavin Newsom kondigde vrijdag een initiatief aan om hotel- en motelkamers te beveiligen om de daklozen te huisvesten om hen en het publiek te beschermen tegen het coronavirus.

Het initiatief, genaamd Project Roomkey, is een first-in-the-nation samenwerking met de Federal Emergency Management Agency en zal een model zijn voor andere staten, zei Newsom.

Tot op heden heeft de staat 6.867 motel- en hotelkamers beveiligd voor mensen die dakloos zijn, zei hij.

FEMA zal de staat 75% vergoeden, op voorwaarde dat de kamers worden gebruikt voor personen die zijn blootgesteld aan COVID-19 of deel uitmaken van de kwetsbare bevolking.

Het doel van het project is om de stress voor het gezondheidszorgsysteem van de staat te verlichten en mensen uit gemeentelijke instellingen te verwijderen, zoals de brugschuilplaatsen, zei Newsom. – Alexander Nguyen, webproducent

Chula Vista spoort bewoners aan om de Shelter-In-Place Order te blijven volgen

– 11:30 uur vrijdag 3 april 2020

Chula Vista-functionarissen drongen er bij de bewoners op aan om tijdens de pandemie thuis te blijven.

&#39;Blijf gezond door thuis te blijven&#39;, zei politiechef Roxana Kennedy van Chula Vista. De afdeling gaat nu van een onderwijsfase naar een handhavingsfase, zei ze.

Mensen en bedrijven die geen sociale distantie en thuiswonende bevelen volgen, kunnen een boete krijgen van maximaal $ 1.000, zes maanden gevangenisstraf of beide.

&#39;Ons doel is niet om mensen te gaan citeren&#39;, zei Kennedy. "We waarschuwen mensen bij de eerste poging en dan citeren we."

She reminded residents that they should not congregate in groups of 10 or more, practicing social distancing by staying at least six feet away from another person and if people need to go out for essential business, to cover their faces with masks, bandanas or other types of covering. — Alexander Nguyen, web producer

Chula Vista Councilman Steve Padilla Announces Recovery From COVID-19

– 11:30 a.m. Friday, April 3, 2020

Chula Vista City Councilman Steve Padilla announced Friday he has recovered from COVID-19 and will return home soon to finish recuperation.

On March 14, Padilla, also the California Coastal Commission chairman, became the first local elected official to contract the illness. Five days later, he was admitted to UC San Diego Thornton Hospital&#39;s intensive care unit.

He released a statement Friday expressing gratitude.

"Friends — I&#39;m off the ventilator, out of the ICU, and will be home soon. After an intense 3-week battle with coronavirus, the relief and gratitude I&#39;m feeling right now are overwhelming," he said. "I&#39;m so grateful to the doctors, nurses and staff at UCSD Medical Center who saved my life, and who are working tirelessly every day to save more. America&#39;s healthcare professionals are true heroes showing undaunted courage on the frontlines of this fight."

"Take it from me: the threat of coronavirus is as serious as it is real. We all need to stay home, and follow County Public Health guidelines to stop the spread and save lives that are at risk. Thank you all for your support during this ordeal — it made a real difference. I&#39;m looking forward to getting back home and back to work very soon! Together, we will get through this." — City News Service

Public Workers Scramble To Comply With County Order To Wear Face Covers

– 8:27 a.m., April 3, 2020

All San Diego stores still open and serving the public will scramble today to comply with San Diego County&#39;s amended public health orders — requiring all employees who work in essential business and interact with the public to wear facial covering — which go into effect at midnight tonight.

These industries include pharmacies, grocery stores and gas stations.

The California Grocers Associated sought guidance from County officials yesterday on how grocery stores are suppose to acquire face masks for their employees

"with such short notice," The San Diego Union-Tribune reported Thursday.

"The safety of our employees and customers is always our first priority, and even more so during this health crisis," Ron Fong, president and CEO of the California Grocers Association, said in a statement Thursday. "With such short notice given by San Diego County, grocery companies will be scrambling to be in compliance by Saturday&#39;s deadline. We look forward to hearing from the County quickly on how it will support grocers securing appropriate face coverings for all its workers by April 4."

Carlsbad To Ban Parking Along Six Miles of Coastline

– 5:30 p.m., Thursday, April 2, 2020

After efforts to keep people from gathering at the beach proved insufficient, the city of Carlsbad announced Thursday it will prohibit parking along nearly six miles of state-owned coastline starting Friday.

Carlsbad closed the northernmost beach controlled by the city on March 23 and has made formal requests that the state follows suit with beaches under its jurisdiction. To date, the state has closed beach parking lots, but not the beach. Most other beaches in the county are closed, resulting in a huge influx of people from miles around to the beaches in Carlsbad.

"We are in the middle of a serious public health emergency, and the city of Carlsbad is going to do everything we can to prevent the spread of COVID-19," said Carlsbad City Manager Scott Chadwick.

Over the past two weeks, the city&#39;s police department has put up signs, handed out hundreds of informational fliers, and had officers at the beach encouraging compliance with the health orders. In spite of these efforts, the city continues to observe and document instances of people gathering and not maintaining six feet of distance from each other.

County public health officials said Wednesday that the county is still in the early days of the outbreak, and April will be a critical month for following all health directives. Otherwise, officials warn that COVID-19 cases requiring hospitalization and ventilators will outpace local healthcare capacity, leading to significantly more deaths from the new virus.

The no-parking rule will start Friday at 5 a.m. The area affected includes the east and west sides of Carlsbad Boulevard from Pine to La Costa avenues, Ponto Drive and Ponto Road. City crews will put up signs and barricades in the affected areas.

The Carlsbad Police Department will enforce the new rule with citations that carry fines starting at $50. — City News Service

Mayor Kevin Faulconer Urges Local Industries To Pivot To Making Needed Supplies To Battle COVID-19

— 4:30 p.m., Thursday, April 2, 2020

San Diego Mayor Kevin Faulcon on Thursday called on local businesses to pivot to making critical supplies to help during this pandemic.

“It is more important than ever that we are using every resource available to keep San Diego safe,” he said. “So, today I’m calling on our San Diego manufacturing industry to help continue the fight that they are doing to help shift their operations to support the battle against COVID-19.”

He was joined by representatives from Biocom, San Diego Workforce Partnerships and the San Diego Distillers Guild.

Some businesses have already made this transition, such as Seven Caves Spirits, which has transitioned to making hand sanitizers. Faulconer was encouraging other industries to follow suit in making everything from face masks to ventilators.

For the thousands of San Diegans that are out of work because of the pandemic, Peter Callstrom, president and CEO of the San Diego Workforce Partnership, said his agency is there to help them find jobs and navigate the unemployment claim filing process.

Imperial County Reports First Coronavirus-Related Death

— 4:30 p.m., Thursday, April 2

An elderly adult with underlying health conditions is the first person to die in Imperial County from complications of COVID-19, officials announced Thursday.

The patient had recently been diagnosed and was being treated at a San Diego hospital, the county Public Health Department said in a news release. The patient had “minimal local community exposure” and spent time at residences in the county and in Mexicali, the release said.

“My heartfelt condolences go out to the individual’s family and friends during this difficult time,” Dr. Stephen Munday, the county’s health officer, said in a statement. “Any loss of life is tragic, but this is particularly sobering.”

Imperial County is one of the poorest in the state and has one of the highest rates for people with asthma. Its two hospitals have fewer than 300 beds.

County health officials told inewsource last month that they’re prepared to respond to the coronavirus pandemic. The county said in its new release that residents “should assume that they have been exposed to the virus and continue to take the necessary precautions.”

As of Wednesday, Imperial County had reported 43 positive cases, six of whom have recovered and are no longer in isolation. Another nine people are waiting for test results and 219 have tested negative. — Jennifer Bowman, inewsource investigative reporter

County Orders Face Covering For Some Essential Workers As COVID-19 Cases Rise To 966

– 4:13 p.m., Thursday, April 2, 2020

San Diego County officials Thursday announced some essential employees must wear face coverings to prevent the spread of coronavirus. That directive comes as deaths from the illness increased by one to 16 and total positive cases grew to 966.

The coverings should not be masks used by health care workers, rather bandanas or scarves. The requirement applies to employees at pharmacies, supermarkets, convenience stores and gas stations.

Sheriff Bill Gore said authorities will more aggressively enforce all of the county’s public health orders.

“The days of trying to get voluntary compliance … are really over. So the message is going to go out to all of public safety here in the county that we will start issuing citations,” Gore said.

Violators face up to a $1,000 fine and six months in jail. People can report entities that are flouting orders to 211.

Officials also recommended that San Diegans wear face coverings when in public. Dr. Eric McDonald, medical director of the county’s epidemiology and immunizations services branch, said he personally endorsed the idea.

"When you leave your place, cover your face," McDonald said.

Businesses must also have plans in place to ensure social distancing and proper hygiene, which must be posted near the entrance. The county will provide suggested language on its website. — Tarryn Mento, KPBS health reporter

Rancho Bernardo Postal Service Worker Tests Positive For COVID-19

– 1:15 p.m., Thursday, April 2, 2020

A Rancho Bernardo postal service worker tested positive for the coronavirus, the United States Postal Service announced Thursday.

The unidentified employee works at the Rancho Bernardo Post Office Annex at 16960, Bernardo Center Drive, according to the Postal Service.

The agency has reached out to the county public health office for guidance but has taken preemptive steps to disinfect the facility.

“We believe the risk is low for employees who work at the Rancho Bernardo Post Office, but we will keep our employees apprised as new information and guidance becomes available,” the Postal Service said in an email statement to KPBS.

Both the Centers for Disease Control and Prevention and the World Health Organization do not believe the novel coronavirus can spread through the mail.

The USPS did not release any other information about the employee or their current condition because of federal privacy laws. — Alexander Nguyen, web producer

Newsom Suspends California Sales Tax For 12 Months To Assist Small Businesses

– 12 p.m., Thursday, April 2, 2020

California Gov. Gavin Newsom announced Thursday that the state would be issuing a 12-month sales tax reprieve for small businesses.

More than 1.9 million people have filed for unemployment since March 12, Newsom said, and in response, the state is rolling out a series of initiatives to help.

"The economic consequences are profound," he said.

The state is going to issue a 12-month sales tax reprieve for small businesses, he said. Small businesses won&#39;t need to pay the state sales tax receipts for one year and there will be no fines or penalties.

In addition, Newsom said small businesses can take upwards of $50,000 as a bridge loan from their sales taxes with no interest and no fees.

Newsom stressed the importance for California businesses to take advantage of two federal assistance programs coming from the federal stimulus packages.

"We need to be able to get the federal dollars into the state of California," Newsom said.

The first federal program allows any business to apply for and receive an Economic Injury Disaster Loan advance of up to $10,000.

The second federal program Newsom pointed to is the federal Paycheck Protection Program. The program offers up to $10 million in loans for business as long as they continue to pay their employees during the COVID-19 crisis. Seventy-five percent of the loan has to be used for payroll. Currently, there is $349 billion in the fund and the program will be open for applications starting Friday.

The California Infrastructure Bank will also be providing up to $50 million in microlending opportunities for businesses ineligible for other assistance programs. — Chris Underwood, web producer

Mayor Faulconer Directs All Vacant City Property To Support Expected COVID-19 Patient Surge

Photo caption:

– 4:30 p.m., Wednesday, April 1, 2020

Mayor Faulconer on Wednesday announced he is directing all vacant city property to be used to support an expected surge in COVID-19 patients.

“Hospitals will need all the help our community can offer,” he said. “We need all hands on deck.”

]The properties involved could include city recreation centers, libraries, which are all closed, and even city parking lots, he said. They could be used as field hospitals, space to conduct tests, and anything the state, county or hospitals need, Faulconer said.

An example of this is the SDCCU Stadium parking lot being used by the county Health and Human Services as a mobile testing center, the mayor said.

Earlier Wednesday, the Convention Center opened as a shelter for people experiencing homelessness. Some 400 people have moved there from the city’s downtown bridge shelters. The next step is to move more homeless individuals downtown from other bridge shelters, Faulconer said.

The mayor said he was in talks with state and federal officials, including Sen. Kamala Harris, about getting funding to move people into permanent housing once the pandemic is over.

He was also in talks with Gov. Gavin Newsom, former Govs. Gray Davis and Arnold Schwarzenegger about easing some regulations to help with the recovery effort for people affected financially by the pandemic.

Driving home the point that people need to stay home and only go out when necessary, Faulconer said, “Complacency is the enemy.”

If people ignore the shelter at home and social distancing orders, it could crash the hospital system because of the expected surge in cases in the coming weeks, he said.

“Everyone has the power to help stop this from happening,” Faulconer said.

The mayor also announced one San Diego police officer has recovered from COVID-19. To date, seven public safety officers have contracted the disease, including four city lifeguards, two police officers and one firefighter. — Alexander Nguyen, web producer

County Health Officials Announce Five More COVID-19 Deaths, Bringing Total To 15

– 3:30 p.m. Wednesday, April 1, 2020

San Diego County officials Wednesday said five additional people died from coronavirus while another 115 tested positive for the illness. That brings the county’s total to 849 cases with 15 deaths, which includes a fatality that was previously identified as “probable,” officials said.

County Supervisor Nathan Fletcher urged San Diegans to follow public health orders and slow the spread of infection, especially during April. He said the community’s actions over the next 30 days will decide whether the county’s health care system becomes overwhelmed like in New York and Italy.

“We absolutely and unequivocally believe that the month of April is the month that will determine our trajectory as a region,” he said.

Fletcher said that depends on the public staying home, practicing social distancing and not gathering in large groups. However, he said not all residents are adhering to those directives.

“For these San Diegans we plead with you and we ask you that the month of April is the time in which we must all come together; we must all make an absolutely unequivocal commitment that we will shoulder our share of the load,” he said.

The county is talking with police to step up enforcement of public health orders, such as ensuring the closures of nonessential businesses, and may also make recommendations about wearing masks in public, he said.

The residents who died include a 90-year-old woman, an 83-year-old man, a 74-year-old man, a 73-year-old man and a 71-year-old man. – Tarryn Mento, KPBS health reporter

Students Applying To UC Schools For The 2021-22 School Year Will Not Have to Submit SAT Scores

– 1:00 p.m., Wednesday, April 1, 2020

The University of California system announced Wednesday that it will not require students applying for admission for the 2021-22 school year to submit SAT scores and is also relaxing other admission requirements amid the coronavirus pandemic.

Students, for example, can take college preparatory classes, also known as A-G courses, as pass/fail through the summer of 2020. Additionally, students transferring from community colleges no longer have a cap on how many classes they can take as pass/fail.

“The COVID-19 outbreak is a disaster of historic proportions disrupting every aspect of our lives, including education for high school students, among others,” said University of California President Janet Napolitano in a statement on Wednesday. “The University’s flexibility at this crucial time will ensure prospective students aiming for UC get a full and fair shot — no matter their current challenges.”

Click here for more information on the changes. — Joe Hong, KPBS education reporter

Schools Won&#39;t Likely Reopen Due To COVID-19, Teachers Urged To Continue Distance Learning

– 12:30 p.m., Wednesday, April 1, 2020

Gov. Gavin Newsom on Wednesday said that schools likely will not reopen this school year due to the ongoing COVID-19 outbreak, but that distance learning will continue.

"Schools are closed but classes are in," Newsom said.

Tony Thurmond, California Superintendent of Public Instruction, added that maximum social distancing is key to flattening the curve in California and that schools will be using distance learning so that students can continue to get an education safely.

"No one knows when it will be safe to return to campuses," Thurmond said. "Out of an abundance of caution, all schools should maximize distance learning."

Newsom said a management labor agreement had been reached statewide and that the state is in talks with teachers unions to advance distance learning.

Google announced that it will be partnering with the state to provide 100,000 points of access for free high-speed internet. In addition, Google will be providing thousands of Chromebooks to students who need them to meet economic rural and equity issues.

Newsom also provided updates regarding the state&#39;s response to the COVID-19 outbreak. Currently, he said, there are 774 COVID-19 patients in ICU&#39;s, a 16% increase since Tuesday. Newsom said these numbers as well as the overall hospitalization numbers in California, represent the most urgent need for California.

He said the state is preparing for a two-thirds increase in hospital bed capacity and is working to procure more protective gear, masks and ventilators to meet an expected surge in COVID-19 cases.

Dr. Mark Ghaly, Secretary of California Health & Human Services, said that with the current stay at home efforts California won&#39;t reach hospital bed capacity until late May during the first stage of the COVID-19 surge.

"In order to maintain capacity, stay home, hold people accountable," he said. — Chris Underwood, web producer

Convention Center Opens As Temporary Regional Homeless Shelter

– 8:30 a.m. Wednesday, April 1, 2020

San Diego began transitioning residents of the city&#39;s crowded homeless shelters into the Convention Center on Wednesday, as officials look for ways to prevent the coronavirus from rapidly spreading among the especially vulnerable population.

The use of the Convention Center as a temporary homeless shelter was first announced last week. Residents of the city&#39;s tent shelters are set to start filling up the Convention Center, while the existing tents are due to be used for public health screenings among the homeless. — Andrew Bowen, KPBS metro reporter

San Diego County Releases COVID-19 Cases By ZIP Code

– 8:08 p.m. Tuesday, March 31, 2020

The county released information late Monday night detailing coronavirus cases by neighborhoods.

In a press conference Monday afternoon, San Diego County Supervisor Nathan Fletcher warned that while information is available by ZIP Code of residence, it may not reflect location of exposure, in addition to the cases unaccounted for.

On their website, the county added more information may become available as individual case investigations are completed.

Otay Detention Center Employee Tests Positive For COVID-19

– 5:45 p.m., Tuesday, March 31, 2020

A person who works at the Otay Mesa Detention Center tested positive for COVID-19 after showing symptoms, CoreCivic announced Tuesday.

The detention center is operated by CoreCivic, a private prison company contracted by Immigration and Customs Enforcement and the U.S. Marshals Service, to hold detainees.

CoreCivic said in a statement the employee&#39;s last shift at the facility was March 21 and they are currently being isolated at home. The contractor says that efforts are being made to contact anyone the person may have had contact with at the detention center.

In a statement, CoerCivic said: "The employee who tested positive had no known physical contact with the detainee population at this time. However, a full review is underway and we&#39;re working closely with our partners at Immigration and Customs Enforcement (ICE) and the U.S. Marshals Service on those efforts."

RELATED: Immigration Detention Facilities Could Become Coronavirus Hot Spots

Advocates say the greatest risk of the spread of coronavirus doesn’t come from the detainees themselves, who have been kept isolated from the larger world for weeks and months, but from the guards and other employees at facilities.

Last week, immigration attorney Dorien Ediger-Seto said that when she walked into the Otay Mesa Detention Center last week to deliver papers to a client, she was shocked by what she saw.

She said she witnessed guards and employees at the private facility going about their work without taking necessary precautions to stop the spread of the coronavirus.

“None of the guards had gloves, the security guards were not practicing social-distancing, there were signs up telling people to do, but it looked very much like business as usual at the detention center,” said Ediger-Seto, an attorney at the National Immigrant Justice Center. — Chris Underwood, web producer

City Outlines Steps Grocers, Workers And Public Can Take To Prevent Spread Of COVID-19

– 4:30 p.m., Tuesday, March 31, 2020

San Diego Mayor Faulconer on Tuesday outlined steps grocery stores, employees and customers are taking and can take to keep grocery shopping safe during the COVID-19 pandemic.

Under the state&#39;s "Stay At Home" order, grocery stores have been designated essential services. Throughout the crisis, grocery stores and workers have been working to keep up with increased demand which increases their contact with the public.

On Monday, county health officials announced that three local food handlers were confirmed to have COVID-19.

"Grocery workers, like our first responders, are on the front lines," Faulconer said. "This is incredibly important. Getting food to San Diegans is important."

The mayor, along with Councilwoman Georgette Gomez and United Food and Commercial Workers Union Local 135, are asking all San Diegans, shoppers and workers, to do their part to slow the spread of COVID-19.

Several steps people can take are:

– Avoid using cash, instead use credit cards or mobile pay apps

– Don&#39;t go to the store if you feel sick

– Don&#39;t go with the whole family, go in smaller groups

Customers and employees are advised to maintain social distancing as much as possible in stores.

The mayor pointed out that many stores have already adopted practices to protect their employees, but, for stores that haven&#39;t taken any measures, employees are encouraged to contact the owners to demand action be taken.

United Food and Commercial Workers Union Local 135 is urging food handlers to wash their hands every 30 min and to regularly wash their work stations. The union is also calling on stores to limit their hours in order to allow time for workers to safely restock and clean the stores.

"These workers are on the frontline of our COVID-19 outbreak. They have been working around the clock," Councilwoman Georgette said. "Keeping our community healthy and safe is our number one priority. "

"If you have to go to the stores, be mindful of the people around you." — Chris Underwood, web producer

County Reports Largest Single-Day COVID-19 Increase With 131 New Cases, Two Deaths

– 2:30 p.m., Tuesday, March 31, 2020

Two more deaths and 131 new COVID-19 cases were reported in San Diego County Tuesday, the largest single-day increase thus far, county health officials announced.

Those new cases now bring the total to 734, but Supervisor Nathan Fletcher warned the public not to read too much into the reporting because it can be “influenced by a series of things.”

“We’re still in the early days for the region,” he said. “There is so much we don’t know (such as how many actual cases and when virus spread will peak).”

The county&#39;s first case was reported about three weeks ago and the region has only been under a stay-at-home order for less than two weeks. Fletcher said he expects cases will rise as more people get tested.

“It will continue to rise in the foreseeable future,” he said.

There were also two more deaths and one probable death associated with the virus reported, county public health officer Dr. Wilma Wooten said. That brings the total number of confirmed coronavirus deaths to nine in the county.

The viral spread has not yet reached its peak in the San Diego region, she said.

With regards to the Celebrity Eclipse cruise ship that docked in San Diego on Monday, county epidemiologist Dr. Eric McDonald said in addition to the one passenger, three crew members had also tested positive for the coronavirus.

When pressed by reporters why he had said there were no reported cases on the cruise ship, McDonald said the extent of the person’s condition was not known at the time.

“We didn’t know the full condition of the patient until that patient arrived at the hospital,” he said. “This specific case and three crew members really had no effect on the disembarkation process for those leaving the ship.”

He said those leaving the ship were asymptomatic and did not have any close contact with the infected individuals.

Approximately 1,200 more passengers disembarked from the ship Tuesday. McDonald said it was done in accordance with the Centers for Disease Control and Prevention’s current guidelines, which is for cruise ship passengers who are asymptomatic to leave the ship as soon as possible and return home for self-quarantine.

This is different than what the CDC had previously recommended. Cruise ship passengers were previously held in federal quarantine before being allowed to return home. McDonald said at that time, the strategy was to contain the spread of the virus. The strategy now is to mitigate it.

“It is safer and faster and better for all involved to quickly leave the cruise ship and home quarantine,” he said. — Alexander Nguyen, web producer

California To Release 3,500 Inmates In Attempt To Decrease Coronavirus Spread

— 3:30 p.m., Tuesday, March 31 2020

In an attempt to decrease crowding in state prisons, the California Department of Corrections and Rehabilitation announced Tuesday it&#39;s granting release to 3,500 inmates. All were scheduled to be released in the next 60 days.

Lawyers and advocates have been pressing Gov. Gavin Newsom to do more to decrease crowding at prisons and prevent further spread of the coronavirus. They wrote a letter to the governor earlier this week that says there are 122,000 people in the state&#39;s 35 prisons, but prisons were designed for a maximum capacity of 85,000.

"With multiple confirmed COVID-19 cases at California’s prisons of staff and incarcerated individuals, unless you take action very soon, it is only a matter of time before California’s jails and prisons become a source of uncontrolled transmission for the COVID-19 virus," the letter said.

As of Monday, there were 26 COVID-19 cases spread across 10 prisons, but the majority of cases were among workers. Now, workers have their temperatures checked before they report for work.

The state is also taking other measures to decrease crowding, including blocking transfer of inmates from county jails to state prisons, and taking some inmates out of dorms where they sleep close together and share showers and sinks. — Claire Trageser, investigative reporter

Positive COVID-19 Case Found In Passenger On Celebrity Eclipse Cruise Ship

– 1:46 p.m., Tuesday, March 31, 2020

A passenger aboard the Celebrity Eclipse cruise ship docked in San Diego Harbor has tested positive for novel coronavirus, county health officials confirmed Tuesday.

A letter sent Tuesday to all the passengers by Celebrity Cruises instructed them to self-quarantine for 14 days.

"Celebrity Cruises has recently been advised that a person who sailed on Celebrity Eclipse from March 1st through 30th has recently tested positive for COVID-19. Because you were a passenger on the same voyage, it is possible you were exposed to someone who was sick with COVID-19," the letter reads.

After the ship docked, the individual was taken to a hospital with medical issues that were not believed to be related to COVID-19, including possible pneumonia and heart issues, the Union-Tribune reported. Medical staff later diagnosed the patient, who is not a San Diego County resident, with the coronavirus.

County health officials said Monday that no patient aboard the ship had been diagnosed with the illness, and Celebrity Cruises appeared to confirm that earlier this morning before the diagnosis was announced. — City News Service

Gov. Newsom Launches Campaign To Protect Health Of Older Californians; Grants More Relief For Businesses Taxpayers

– 12:51 p.m., Tuesday, March 31, 2020

Gov. Newsom announced Tuesday the state is stepping up to protect Californians over the age of 65 from the coronavirus by launching the "Stay Home. Save Lives. Check In" campaign.

“No older Californian should be forced to go outside to get groceries or their medication. It’s on all of us across the state to check in on the older adults in our lives — our friends, family and neighbors — to help them during this outbreak," Newsom said. "Each and every one of us must reach out in a safe way to make sure our older neighbors have someone to talk to and have enough food to eat during these difficult times.”

The three part-campaign:

– Asks Californians to call or safely check-in on five of the older folks in their lives;

– Encourages use of new, statewide 24/7 hotline ((833) 544-2374);

– Partners with AARP to better reach older Californians, which includes sending a mailer to residents 65 and older, with useful resources and information to help adapt to the stay at home order.

“Social isolation can be difficult for older Californians even in the best of times,” said Kim McCoy Wade, director of the California Department of Aging. “We have to help aging Californians feel connected – and we must ensure we all have access to any needed services right now. This work will save lives.”

The campaign builds on existing efforts by California Volunteers and Community Emergency Response Teams (CERT) to help older Californians and those who need food assistance.

The governor stressed the importance of making contact with seniors through welfare checks and helping ensure they receive the food and medication they need.

Newsom also announced an executive order aimed at providing more relief to small businesses across the state. All small businesses will have an additional three months to file returns and pay taxes. Additionally, all businesses will have an extra 60 days to file claims for a refund from the California Department of Tax and Fee Administration or to appeal a CDTFA decision to the Office of Tax Appeals.

For more information:

– Visit the CDTFA website to find answers on specific topics;

– Phone the Customer Support Center at 1-800-400-7115 (Monday through Friday, 8 a.m. to – 5 p.m. Pacific Daylight Time, except state holidays);

– Call or email a local CDTFA office;

– Email or chat with the CDTFA regarding their general, non-confidential tax questions;

– Watch "How To Videos" and other online instructional resources; ou

– Write a letter by mail.

— Chris Underwood, web producer

San Diego Police Shut Down Police Academy For Two Weeks Amid COVID-19 Outbreak

– 10:25 a.m., Tuesday, March 31, 2020

The San Diego Police Department announced Tuesday that it is closing down its police academy for at least two weeks because of the coronavirus pandemic.

The San Diego Regional Public Safety Training Institute held at Miramar Community College was training two academy classes containing a total of 185 recruits, SDPD Lt. Shawn Takeuchi said.

"With the health and safety of those recruits and their families in mind, law enforcement leaders in the region have elected to suspend both academies for the next two weeks," Takeuchi said. "Academy staff will continue to monitor the COVID-19 situation and will determine if a longer suspension is needed."

The 122nd class was scheduled to graduate 88 recruits in May and the 123rd class was scheduled to graduate 97 recruits in August, he said.

It was not immediately clear if the closure would affect those graduation dates.

The academy teaches a 25-week program that consists of 928 hours of academic and practical training.

"That training environment requires many hours of in-person and scenario based training that simply cannot be replicated in a virtual format," Takeuchi said. – City News Service

San Diego State University Student Tests Positive For COVID-19

– 10:00 a.m., Tuesday, March 31, 2020

A San Diego State University student who lived on campus has tested positive for the coronavirus, the university announced Monday.

The student started to feel symptoms after moving off-campus, a university official said.

Everyone connected to the university who has had contact with the student has been notified and is "receiving appropriate guidance," according to the official.

"As social distancing guidelines have been in effect, the situation is contained to a small number of individuals," the official said.

Information about the student was not released. – City News Service

San Diego County Confirms 84 New COVID-19 Cases

– 5: 23 p.m., Monday, March 30. 2020

The number of COVID-19 cases in San Diego County increased to 603 Monday, a jump of 84 from Sunday, and includes a San Diego police officer.

The number of deaths held at seven, but 118 county residents are currently hospitalized, 51 in intensive care.

Mayor Faulconer Declares City Employees Disaster Workers

– 5:07 p.m., Monday, March 30, 2020

San Diego Mayor Kevin Faulconer issued an executive order Monday declaring all city employees disaster workers.

Under the California State Emergency Act, city employees will now have the power to assist in efforts to help protect life and property and to help mitigate the effects of the local COVID-19 emergency.

"This is not a crisis that will be solved overnight, but this is a crisis we can all help resolve," Faulconer said.

Faulconer announced that a second San Diego Police officer is confirmed to have COVID-19. The mayor said there are now seven confirmed cases among the city&#39;s first responders, including four lifeguards and one firefighter.

The city is pausing the current police academy to prevent the spread of the virus to cadets. All firefighter academies have also been put on hold, as well as an advanced lifeguard course.

More than 5,300 small businesses applied to the city&#39;s small business relief fund, the mayor said. If all of those applications are approved, it&#39;s possible there isn&#39;t enough money in the $6 million fund to cover all the applicants.

Faulconer said they would be looking for other ways to grow the fund to continue supporting local businesses impacted by the outbreak.

San Diego County Issues 2 New Orders Limiting Cruise Ships From Docking

– 3:15 p.m., Monday, March 30, 2020

San Diego County public health officials on Monday issued two new public health orders limiting cruise ships from docking in San Diego.

One of the orders bars cruise ships from docking in San Diego after March 31, except for refueling and picking up supplies provided no crew members or passengers disembark. The second order bars passengers and crew members from disembarking without the county public health officer’s (or designate) approval. That includes emergency health evacuations.

The Celebrity Eclipse cruise ship that docked in San Diego on Monday had the approval of the county public health officers and was done in accordance with the Centers for Disease Control and Prevention, county epidemiologist Dr. Eric McDonald said

The orders are meant to limit the arrival of cruise ships and to better control disembarkations, County Supervisor Nathan Fletcher said. He noted that San Diego has been doing its part to help by accepting the repatriations of Americans from Wuhan and from the Grand Princess cruise ship. — Alexander Nguyen, web producer

San Diego Zoo, Safari Park To Close Indefinitely

– 1:42 p.m., Monday, March 30, 2020

Both the San Diego Zoo and San Diego Zoo Safari Park will remain closed until further notice, San Diego Zoo Global announced Monday.

The closure is in accordance with advice from health experts and government officials, the zoo said. Zoo workers will continue to get paid through April 19.

Workers deemed essential will continue to work to care for animals and plants at the parks, the zoo said. — Alexander Nguyen, web producer

Del Mar Fairgrounds Hosting Drive-Thru Food Distribution For Families In Need

– 1:40 p.m., Monday, March 30, 2020

The Del Mar Fairgrounds is planning a drive-through food distribution Friday for families in need.

The drive-thru, a partnership between the San Diego Food Bank and Del Mar Fairgrounds, is for low-income families and those affected by the COVID-19 pandemic.

It will be on a first-come, first-served basis and there is enough food for 1,000 cars, the Fairgrounds said. For health reasons, there are no food distributions for walk-ups.

The drive-thru distribution begins at 10 a.m. Friday at the Del Mar Fairgrounds, 2260 Jimmy Durante Blvd. For families not able to arrive by car, visit SanDiegoFoodBank.org/GetHelp or call (866) 350-3663. — Alexander Nguyen, web producer

Gov. Newsom Calls On Retired Health Care Professionals, Students To Help During COVID-19 Pandemic

– 12:45 p.m., Monday, March 30, 2020

California Gov. Gavin Newsom said Monday he is asking people with a background in health care to sign up with the state in order to help treat the rising number of patients with COVID-19, stressing the need for more health care personnel, stating that "the next few weeks will be critical."

“California’s health care workers are the heroes of this moment, serving on the front lines in the fight against this disease. To treat the rising number of patients with COVID-19, our state needs more workers in the health care field to join the fight. If you have a background in health care, we need your help. Sign up at healthcorps.ca.gov,” said Gov. Newsom.

Newsom said that statewide there needs to be a two-thirds increase in overall capacity for the state&#39;s hospital systems in order to meet a predicted surge that&#39;s expected to take place over the next several weeks.

Newsom said the state is looking for anyone who has a background in medicine or health care to meet this need. That includes retired doctors, nurses, EMT&#39;s and technicians, as well as anyone currently nearing the completion of medical school, nursing school or any other health care related certifications.

Newsom said that Mark Zuckerberg and Facebook will be providing up to $25 million in stipends to help provide health care volunteers with childcare, transportation and hotel lodging.

Newsom said he signed an executive order aimed at doing two things: expand the size of the state&#39;s health care workforce by temporarily suspending licensing and staffing requirements for health care professionals through June 30 and to add 50,000 hospital beds across the state.

Newsom said that the U.S Army Corps of Engineers is actively identifying sites to be used as triage centers across the state to boost the number of hospital beds. In addition, the state is pursuing more surgical masks and protective gear for health care workers.

They are also seeking 10,000 more ventilators, Newsom said.

During the last four days, the number of hospitalizations in California doubled to 1,442, Newsom said. In addition, the number of ICU patients over that same period tripled across the state.

"The hospitalization numbers, the ICU numbers, are what we are most focused on," Newsom said. – Chris Underwood, web producer

City Of Vista Closes All Parks

-8:50 a.m. Monday, March 30, 2020

The City of Vista announced Sunday that starting Monday it would temporarily close all city parks to help slow the spread of the coronavirus that causes COVID-19 disease.

"This is due to the increasing number of confirmed cases in Vista, currently at 10 as of Saturday," the city said in a news release.

The closures include all parks and trails and restrooms, the South Buena Vista off-leash dog area, athletic fields, basketball courts, pickleball courts, playgrounds, skate parks and tennis courts. – City News Service

Five San Diego Food Handlers Test Positive for COVID-19

-6:50 p.m. Sunday, March 29, 2020

San Diego County health officials said Sunday that five food handlers have tested positive for COVID-19 — four restaurant employees and a grocery store employee.

The grocery store employee who tested positive is from an Albertson&#39;s store in Escondido, Supervisor Nathan Fletcher said, adding that the store did the right thing by closing, alerting county environmental health officials, following sanitation protocols, then re-opening to customers.

"If you have a sick worker, they must stay home," Fletcher said, urging employers to call 858-505-6814 to report any sick workers.

Dr. Eric McDonald, the county&#39;s medical director of epidemiology, said co-workers of the Albertson&#39;s employee who display any symptoms of the coronavirus infection will be sent home, but there are no tests pending in this case.

Health officials also stressed that there is no evidence of COVID-19 association with food. They cited the U.S. Centers for Disease Control and Prevention guidelines.

Fletcher also said that the county is increasing inspections of the many food facilities in the region.

Also Saturday, Fletcher said the county is issuing a new public health order, extending indefinitely until further notice all closure orders that were set to expire March 31.

"We still are in the early days," Fletcher said. The closure order applies to schools, nonessential businesses, restaurants, gyms and fitness centers, he said, and anyone 65 or older should continue to quarantine themselves at home. — City News Service

County Reports 519 Cases Of Coronavirus; No New Deaths

-5:45 p.m. Sunday, March 29, 2020

San Diego County health officials Sunday reported 519 local cases of the coronavirus, up from the 488 reported Saturday, and no new deaths.

The increase in reported cases in the past 24 hours is smaller than in recent days, though officials warn the local outbreak is likely still weeks from reaching its peak and that strict "social distancing" practices are critical to preventing the health care system from becoming overwhelmed.

"I want to thank San Diegans for being patient and following orders to stay at home and use social distancing," said County Supervisor Greg Cox at Sunday&#39;s coronavirus press briefing. "That&#39;s going to get harder and harder as we get further into this crisis, but it&#39;s the best way to slow down the spread of the virus."

Seven county residents have died from COVID-19 so far, while 106 have been hospitalized and 47 admitted into intensive care.

Nearly two-thirds of patients diagnosed with the coronavirus are under the age of 50. While most of the deaths have been among older adults, last week a 25-year-old county resident with no underlying health conditions died from COVID-19. — Andrew Bowen, Metro Reporter

Celebrity Eclipse Cruise Ship To Dock In San Diego

-4:25 p.m. Sunday, March 29, 2020

The Celebrity Eclipse cruise ship is scheduled to dock in San Diego on Monday after reportedly being refused permission to disembark in Chile amid fears of the coronavirus.

There have been no reported cases of COVID-19 among the ship&#39;s roughly 1,500 passengers. They are all being ordered to return straight home and spend 14 days in home isolation, per the guidelines from the Centers for Disease Control and Prevention for anyone who traveled on a cruise ship through international waters.

Eric McDonald, medical director for the San Diego County Epidemiology and Immunization Services Branch, said it could take between 24 and 48 hours for all the passengers to get off the ship.

"At this time the plan is to have those individuals screen for symptoms, have their temperatures taken and they will be disembarking with plans to go straight to their homes of record," he said in a press conference Sunday.

The Celebrity Eclipse boarded in Buenos Aires on March 1, and was later refused permission to dock in Chile amid fears of potentially infected passengers spreading the coronavirus, according to media reports. — Andrew Bowen, Metro Reporter

Watch San Diego County Update On Coronavirus Cases

-2:30 p.m. Sunday, March 29, 2020

Imperial County Confirms 4 More COVID-19 Cases

-10:15 a.m. Sunday, March 29, 2020

The Imperial County Health Department said it now has results on all 170 coronavirus tests done so far, and 25 people have tested positive for the virus. That is an increase of four from Saturday. So far, there have been no deaths from COVID-19 in Imperial County. – Gina Diamante, News Editor

Costco Adds Another Hour For Senior Shopping

-9 a.m. Sunday, March 29, 2020

Costco is expanding its senior shopping hours due to high demand. Starting this week, Costco warehouses will open from 8 to 9 a.m. Tuesday, Wednesday and Thursday for members 60 and older. Members with physical impairments will also be able to shop during that time.

Previously, senior hours had only been available on Tuesdays and Thursdays, and long lines had formed outside the stores hours before opening. Members with physical impairments will also be able to shop during that time. – Gina Diamante, News Editor

417 Cases In San Diego, 7 Deaths

-2:30 p.m., Saturday, March 28, 2020

County officials on Saturday reported a seventh death in San Diego County. The latest victim was a man in his eighties with underlying medical conditions. But health officials stressed that people of all ages can be affected by COVID-19. Just yesterday they had reported the death of a 25-year old man who did not have any other known health issues.

“Just these two deaths reflect the sober reality that COVID can affect individuals at all ages,” said Nick Yphantides, San Diego County&#39;s chief medical officer.

Yphantides said the United States now has the leading number of confirmed coronavirus cases. There have been 1,800 deaths worldwide.

In San Diego, there are 488 positive cases and 7 total deaths, which is a 1.67% mortality rate. He added that of these cases, 63% are individuals aged 18-49 years old.

“We have lots of data…we look at the percentage of beds available, ICU beds, negative pressure beds, percentage of those beds creeps in the direction of more. All of these indicators are in the favorable position. We are in the calm before some level of expected viral storm,” Yphantides said.

But, he reiterated Saturday that he expects the number of cases to go up. He says the peak of San Diego’s curve will likely arrive in the coming weeks.

Supervisor Nathan Fletcher said Saturday marked the single largest increase in cases overnight since the onset of the outbreak, with an additional 76 new cases.

“While this is not unexpected, it should be a wake-up call to the public to heed very seriously the public health warnings and orders that have been given. We really are asking for the cooperation of everyone out there. If you are not an essential business you should not be open,” said Fletcher.

On the issue of potential cross-border contamination between Tijuana and San Diego, county epidemiologist Eric McDonald said San Diego county officials are working with Mexican authorities through daily updates. He said the county has a standard process that it uses with Baja California via the binational disease surveillance system. – Shalina Chatlani, KPBS Science & Technology Reporter

Newsom: ICU Hospitalizations up 105% Overnight, Looking to Silicon Valley For Help On Ventilators

– 2:00 p.m., Saturday, March 28, 2020

Governor Gavin Newsom gave an update Saturday on COVID-19 in the state and the number of ventilators available to treat patients after a tour of Bloom Energy in Sunnyvale. The facility is refurbishing hundreds of ventilators to be returned back to the state’s stockpile.

Newsom said that the state of California hasn’t received any ventilators yet from the federal government, and is looking toward the private market for opportunities. He says in this time of crisis, numerous manufacturers and companies throughout Silicon Valley are stepping up to provide resources.

“The state of California, for example, had 514 ventillators that hadn’t been looked at and unboxed since 2011. Many of the batteries… they quite literally were not working,” Newsom said.

The CEO of San Jose-based Bloom Energy, K. R. Sridhar, said the company plans to refurbish and send out more than one hundred ventilators on Saturday alone. The company has already completed work on 80 ventilators and sent them back to the state.

“The healthcare workers, the state employees, who are all facilitating this, there’s an incredible amount of essential service workers helping us as common citizens,” Sridhar said.

“When you see one of them, I think for us, as the average resident in California, the minimum we can do is reach out and say thank you,” he said.

Newsom said California has currently procured over 4,000 ventilators. Over a thousand need to be refurbished. The goal is to get to 10,000.

“That’s the spirit of California, that’s the spirit of this moment. Take responsibility, take ownership,” Newsom said. “Three hundred-fifty manufacturers have come to the state saying we want to offer a similar approach to retooling our facilities and meeting this moment.”

Newsom said that overnight from Friday to Saturday the number of patients admitted into ICU went up 105% in California, while hospitalization numbers went up about 38%.

“If you’ve got old equipment, send it our way, and we’ll send it right here to this facility,” Newsom said. “We can bend those curves by bending to the entrepreneurial capacity we know resides in the state and across the nation.” – Shalina Chatlani, KPBS Science and Technology Reporter

California News Updates: Farmworkers wary of COVID-19 Spread, Surge In Cases Threatens Hospital Capacity, Restaurants Hit Hard

-11:00 a.m., Saturday March 28, 2020

California farms are still working to supply food to much of the United States amid the coronavirus. But some farmworkers are anxious about the virus spreading among them. Many travel in groups to fields and say employers show no regard for social distancing. Some farms are keeping workers spaced out and asking them to wear gloves and use hand sanitizer. If workers are sidelined by illness, it could jeopardize crop yields and disrupt the food supply.

California is beginning to see the surge of coronavirus cases that threatens to overwhelm hospitals. Gov. Gavin Newsom on Friday said California&#39;s cases grew 26% in a day. Johns Hopkins University tallied more than 4,700 California cases as of Friday afternoon, with at least 97 deaths. State officials have been preparing for a surge in hospitalizations and have scrambled to create the estimated 50,000 additional beds that could be needed. Help arrived Friday in the form of the Navy hospital ship Mercy that docked in the Port of Los Angeles. It has 1,000 beds and will be used to treat non-COVID-19 patients to free up hospitals for virus cases.

California&#39;s restaurant industry, which has been hit hard by restrictions to stop the spread of coronavirus, is warning that 30% of its businesses could close permanently without help from the state. In a letter to Gov. Gavin Newsom sent Friday, the California Restaurant Association says directives that have closed sit-down dining rooms around the state have nearly decimated the industry. Among its proposals in a letter obtained by The Associated Press, the group wants a delay in planned minimum-wage increases and a postponement in property and other tax payments. The California Labor Federation says it would strongly oppose any effort to roll back scheduled minimum wage increases. – Associated Press

Imperial County Reports 21 Confirmed COVID-19 Cases

– 8:55 a.m., Saturday, March 28, 2020

Health officials in Imperial County say they have now confirmed 21 cases of COVID-19. The new number was released late Friday, and is an increase of four from Thursday. County officials say they have tested 170 people. 140 of those tests came back negative. Results are still pending for nine tests. – Gina Diamante, KPBS Editor

San Diego Taking Applications For Small Business Relief

– 8:53 a.m., Saturday, March 28, 2020

At a Friday Afternoon press conference, Mayor Kevin Faulconer announced that the city&#39;s $6.1 million small business relief fund is now accepting applications. The fund will provide loans and grants between $10,000 and $20,000 to help local businesses of under 100 employees stay afloat and limit job losses during the economic downturn caused by the coronavirus pandemic. Small businesses can apply at SanDiego.gov. – Max Rivlin-Nadler, KPBS Immigration Reporter

MTS To Continue Regular Bus, Trolley Service Through April 12

– 8:21 a.m., Saturday, March 28, 2020

The San Diego Metropolitan Transit System will continue running normal weekday and weekend service through April 12, transit officials announced Friday.

"We want our riders to know they can depend on us right now," said MTS CEO Paul Jablonski. "There have been a lot of changes in everyone&#39;s lives lately. Transit service will stay the same at least through April 12 to afford our passengers needed transit in the safest environment possible.

"Trolley and bus service will continue to be monitored," he said. "If MTS makes changes, we will be sure that everyone knows when and if service levels are going to change."

To keep passengers and employees safe, MTS has implemented strict sanitizing procedures on all vehicles and stations.

Additionally, MTS implemented the following strategies to help with social distancing:

— increased the distance separating passengers from the bus operator to 6 feet. The standee line was moved 48 inches toward the rear of the bus;

— provided every operator with hand sanitizer and gloves;

— for security personnel checking fares on trolleys, all inspections are done on station platforms instead of onboard trolleys. Visual inspection of fares is allowed;

— all MTS vehicles are cleaned daily, with additional deep cleanings using bleach to disinfect, and other solutions recommended by the CDC;

— disinfectant is used to wipe down exposed surfaces nightly;

— posted personal hygiene rules on vehicles;

— posted social distancing messaging on all electronic signage and at trolley stations;

— established handwashing stations at all trolley stops; et

— increased daily cleanings on the internal and external surfaces of trolleys and at major transit stops. -City News Service

San Diego County COVID-19 Cases Increase By 76 To 417

– 6:30 p.m., Friday, March 27, 2020

San Diego County health officials Friday reported 76 new COVID-19 cases Friday — the largest day-over-day increase to date, along with two deaths, bringing the total number of confirmed cases to 417 and the death toll to five.

The virus claimed the lives of a man in his mid-50s and a man in his early 80s, according to officials.

Of the positive-testing individuals, 85 have been hospitalized, with 38 of those patients listed as critical.

A 25-year-old pharmacy technician and resident of San Diego County died of the illness in the Riverside County community of La Quinta on Wednesday, according to that county&#39;s public health officer, but his death was not included in the San Diego County data.

San Diego County health officials also confirmed the death of one of the passengers of the Grand Princess cruise ship, who was among those who had been placed under federal quarantine at Marine Corps Air Station Miramar. His death was also not included in the county figures.

Dr. Eric McDonald, the county&#39;s medical director of epidemiology, said the 86-year-old man was one of a handful of patients from the cruise ship remaining in the county. The majority were sent home after their two-week quarantine. — City News Service

First San Diego Police Officer Tests Positive For COVID-19

– 4:30 p.m., Friday, March 27, 2020

A San Diego police officer from the Western Division became the first law enforcement officer in the city of San Diego to test positive for COVID-19, Mayor Kevin Faulconer announced Friday.

Three lifeguards from San Diego Fire-Rescue Department have also tested positive for the disease caused by the novel coronavirus, he said. That brings the number of public safety professionals who have tested positive to six, he said.

Recognizing that the weekend is here, Faulconer reminded San Diegans that city parks, beaches and hiking trails are all closed.

“They stayed at work for you, stay at home for them,” he said, referring to public safety and healthcare professionals who are still working during the pandemic while many people are home sheltering in place.

Also, small businesses that have been negatively affected by the pandemic can start applying for microloans through the city’s small business relief fund at 5 p.m. Friday.

Details on how to apply for the loans are on the city’s website, sandiego.gov/coronavirus. — Alexander Nguyen, web editor

San Diego County Confirms Three New COVID-19 Deaths

– 2:30 p.m., Friday, March 27, 2020

San Diego County health officials confirmed three new COVID-19 related deaths Friday afternoon, bringing the total number of deaths to six.

The deaths included one man in his mid-50s and another male in his early 80s. The county also reported the death of a 25-year-old male San Diego County resident in Riverside County. Officials said the man contracted the virus outside Riverside County but had been self-quarantining in La Quinta when he died.

Additionally, an 86-year-old man who had been a passenger on the Grand Princess cruise ship and was in federal quarantine at Marine Corps Air Station Miramar died at a San Diego-area hospital Friday, county health officials confirmed.

He was not a San Diego County resident and therefore won&#39;t be included in the county&#39;s count.

County officials also announced that quarantine operations at MCAS Miramar have ended.

Oceanside Councilman Forfeits Salary To Help Local Residents, Businesses

– 2:19 p.m., March 27, 2020

Oceanside City Councilman Christopher Rodriguez announced Friday he would give up the salary he earns in his council post to help local residents and businesses as they deal with the impact of COVID-19.

"In this time of great need and uncertainty for Oceanside residents, I have decided to forfeit my salary as an Oceanside city councilman and ask that the amount be directed to the programs the city is launching to help the businesses and residents affected by the current shutdown," he said in a statement. "Cooperation and solidarity are demanded of us in this time of great crisis."

Rodriguez, a former Marine, added that the city "will be acting to assist residents and local employers" and said he is "hopeful these programs will lessen the financial impact on our friends and neighbors."

"We will get through this by following the advice of our public health officials to ensure we all remain safe and healthy, and each of us doing our part to keep our city moving forward," said Rodriguez, a real estate agent and farmer.

Oceanside City Council members earn $2,832.75 a month, or $33,993 yearly. – City News Matters

Gov. Newsom, Mayor Garcetti Welcome Arrival Of USNS Mercy In Los Angeles

– 1:00 p.m., Friday March 27, 2020

Gov. Gavin Newsom held a press conference Friday at the Port of Los Angeles to announce the arrival of the USNS Mercy hospital ship and to provide a state update on the COVID-19 outbreak.

Newsom and Mayor Garcetti both declared their enthusiasm over the arrival of USNS Mercy which will be used to treat non-COVID-19 patients which will free up bed space in the region&#39;s hospitals for people who need treatment for COVID-19.

Newsom and Garcetti gave thanks to President Donald Trump for deploying the Mercy to Los Angeles. The mayor said the ship immediately becomes the largest hospital in the city — at full capacity increasing the area&#39;s available hospital beds by two-thirds.

He said the Mercy will be a "COVID-19-free bubble" to take stress off medical centers.

"By every person who comes in … every bed not taken in Los Angeles by the great work of the men and women here will mean one more bed for the surge the governor spoke about," Garcetti said. "This truly is mercy on the water."

Mercy is staffed by more than 800 Navy medical personnel and support staff, and 70-plus civil service mariners who operate and navigate the ship, load and off-load mission cargo, assist with repairs to mission equipment and provide essential services to keep the medical facility running.

The ship will serve as a referral hospital for non-COVID-19 patients currently admitted to shore-based hospitals, and will provide a full spectrum of medical care to include general surgeries, critical care and ward care for adults, according to the Navy. This will allow local health professionals to focus on treating COVID-19 patients and for shore-based hospitals to use their intensive care units and ventilators for those patients.

Newsom also added that the state government had procured 109 million surgical masks as well as millions of gloves and gowns for health care workers treating COVID-19 patients. The state has procured nearly 5,000 ventilators. Newsom said the state goal is 10,000 to support the anticipated influx of COVID-19 cases in the coming tests.

Newsom also announced the state has issued an order banning evictions of tenants who have been directly impacted by COVID-19. It also requires tenants to declare in writing, no more than seven days after the rent comes due, that the tenant cannot pay all or part of their rent due to COVID-19.

Gov. Newsom Declares Moratorium On Evictions Because Of COVID-19

– 12:55 p.m. Friday, March 27, 2020

Gov. Gavin Newsom on Friday issued an executive order banning the enforcement of eviction orders for renters affected by COVID-19 through May 31, 2020.

The order prohibits landlords from evicting tenants for nonpayment of rent and prohibits enforcement of evictions by law enforcement or courts. It also requires tenants to declare in writing, no more than seven days after the rent comes due, that the tenant cannot pay all or part of their rent due to COVID-19.

The tenant would be required to retain documentation but not required to submit it to the landlord in advance. And the tenant would remain obligated to repay full rent in “a timely manner” and could still face eviction after the enforcement moratorium is lifted.

The order takes effect immediately and provides immediate relief to tenants for whom rent is due on April 1.

Applications Open Late Friday For San Diego Small Business Relief Fund

– 12:25 p.m. Friday, March 27, 2020

San Diego small businesses adversely affected by the COVID-19 pandemic can apply for the city&#39;s Small Business Relief Fund starting at 5 p.m. Friday.

The $6.1 million fund provides grants and micro-loans ranging from $10,000 to $20,000 to help local small businesses retain employees and stay afloat amid various federal, state and local public health orders aimed at reducing the spread of COVID-19.

San Diego Mayor Kevin Faulconer announced the economic relief package last week, which has since increased from an initial $4 million announced by the city to $6.1 million.

The program is open to businesses that can show they have sustained economic hardship due to COVID-19, have a city business license and have been in operation for at least six months, Faulconer said in an announcement earlier this week.

Businesses with more than 100 employees, nonprofits and home-based businesses are among those ineligible for the fund.

Applications will be posted at 5 p.m. at sandiego.gov, according to city officials. — City News Service

Legoland California Extends Closure Until April 15

– 12:25 p.m. Friday, March 27, 2020

Citing the ongoing pandemic and recent changes in the COVID-19 situation, Legoland California extended its temporary closure Friday until at least April 15.

The closure includes the main park, water park, Sea Life Aquarium and Legoland Hotels.

"The health and safety of our guests and our staff remains our top priority and we&#39;ll continue to follow the safety measures recommended within the federal, state and CDC guidelines," park spokesman Jake Gonzales said in a statement.

Visitors with pre-existing reservations during the closure can cancel for a full refund or reschedule without penalty or additional charge — excluding the month of July 2020, and Dec. 26 – Jan.3, 2021.

For more information, visit Legoland.com/covid-19/. — City News Service

Jamul Casino to Extend COVID-19 Related Closure For Another Two Weeks

– 12:25 p.m. March 27, 2020

Jamul Casino will extend its coronavirus-related closure for another two weeks, after initially planning to reopen at the end of the month.

The casino is now slated to reopen April 12, following its closure last week in connection with the COVID-19 pandemic.

"The safety and well-being of their tribal members, guests, and team members of Jamul Casino are of the utmost importance to the tribe, and they have issued a declaration of emergency to respond to the crisis," according to a statement released Thursday.

Jamul was one of several tribal casinos in San Diego County that announced it would close its doors to protect the public and employees amid the COVID-19 pandemic.

The Barona Resort & Casino, Golden Acorn Casino, Sycuan Casino Resort and Viejas Casino & Resort have also closed their doors to the public.

"The Tribes are united in this decision to close for the health and well-being of the community, their guests and approximately 9,000 employees," a joint statement announcing the closures last week read. "Despite this closure, it is their hope that they can continue to provide emergency services for their respective communities." — City News Service

Nurse At Women&#39;s Detention Facility In Santee Tests Positive For COVID-19

– 8:25 a.m. March 27, 2020

Nine employees of a women&#39;s detention facility in Santee are self-quarantining today after a nurse at the facility tested positive for the coronavirus.

The nurse, who works at Las Colinas Detention and Reentry Facility, has been isolating at home since feeling ill on Sunday, according to Lt. Ricardo Lopez of the San Diego County Sheriff&#39;s Department.

The nurse did not have any contact with inmates, but nine employees are self-quarantining at home "out of an abundance of caution," Lopez said.

Thirty-one employees of the sheriff&#39;s department have experienced flu- like symptoms and have self-quarantined during the COVID-19 outbreak, according to Lopez. Two others, aside from the nurse, have been tested for COVID-19. Those results are pending. -City News Service

San Diego COVID-19 Cases Doubled Since Sunday

– 6 p.m. March 26, 2020

The number of COVID-19 cases in San Diego County rose to 341 Thursday, an increase of 64 cases over Wednesday, the county reported.

That&#39;s the largest increase since the outbreak began; the number has doubled since Sunday.

Of the positive-testing individuals, 69 have been hospitalized, with 31 of those patients listed as critical. County health officials stopped counting non-county residents Thursday, but there were 20 positive-testing individuals in that category Wednesday.

The county also reported a third county death — a woman in her 80s. — City News Service

San Diego-Area Reported Crime Dips Amid Coronavirus Crisis

– 5:16 p.m. March 26, 2020

Reported crime in the San Diego area has decreased notably since the coronavirus pandemic led Gov. Gavin Newsom to direct Californians to shelter in their homes as much as possible as a means of slowing the spread of the disease, local law enforcement officials said Thursday.

For the San Diego Police Department, calls for service dipped by 11% over a five-day period ending last Thursday, as compared with the comparable time span the previous week, according to SDPD public-affairs Lt. Shawn Takeuchi. "It&#39;s very calm out there," he noted this afternoon.

While stressing he could not conclusively tie the trend to the societal restrictions spurred by the COVID-19 emergency, Takeuchi said it was "safe to say that with businesses … shuttered, with schools not in session, it&#39;s reasonable to believe that less calls (would be) made to the San Diego Police Department."

Likewise, officials with the police departments in Chula Vista and Oceanside described significant drops in service calls over the last several weeks, though they could provide no hard numbers.

The California Highway Patrol, for its part, has reported dramatically lessened traffic throughout the San Diego region since the public health crisis began prompting societal shutdowns across the state and nation. -City News Service

City Faces $109M Budget Shortfall Due To Economic Impact Of COVID-19

– 4:30 p.m. March 26, 2020

San Diego Mayor Kevin Faulconer said Thursday that the city is facing a $109 million revenue shortfall over the next four months due to the economic impact of the COVID-19 pandemic.

The $109 million figure comes from projections that the city will lose $26 million in sales taxes and $83 million in hotel tourism taxes, the city&#39;s second and third largest revenue sources.

The city&#39;s adopted budget for 2020 is $4.3 billion.

The city is expected to receive some relief from the federal government&#39;s $2 trillion stimulus package, however, the mayor and Councilman Scott Sherman expect that "difficult decisions" will have to be made in order to balance the budget.

Sherman said that "core services" will be a priority for the city moving forward and that cuts to non essential city services are expected. – Chris Underwood, web producer

– 3:15 p.m., March 26, 2020

An 87-year-old woman became the third person from San Diego County to die of COVID-19, county chief medical officer Dr. Nick Yphantides announced Wednesday.

She is the second person to die in the county from the disease caused by the novel coronavirus. On Tuesday, the county announced a 76-year-man died from the disease. Over the weekend, a San Diego man in his early 70s died in Santa Clara County. Even though he didn&#39;t die in San Diego County, health officials included his death in the total count because he was a county resident.

“We are still in the eye of the (virus) storm,” Yphantides said. There is evidence of substantial spread of the virus in the county, he added.

Yphantides reiterated what county officials have been saying since the pandemic started, there are not enough testing kits for everyone. That’s why the county is recommending that people with mild to moderate symptoms not get tested so that tests can be prioritized for medical workers, people with severe symptoms and people with underlying health conditions.

He did acknowledge that more testing would improve the epidemiology modeling, but right now the county does not have that capacity.

As part of the county’s effort to increase hospital capacity to fight the virus, Rady Children’s Hospital announced that it will increase the age for admission up to people in their mid-20s to free up beds at other hospitals for adult patients. — Alexander Nguyen, web producer

Padres Cancel Opening Day, Provide Lunch To Local Health Care Workers

– 12 p.m., March 26, 2020

Thursday was supposed to be Opening Day, but the San Diego Padres announced it has been postponed due to the ongoing COVID-19 outbreak.

Major League Baseball previously announced that it would delay the season by two weeks but the team said it is unsure when baseball season will return.

However, in recognition of Opening Day, the Padres said the team is partnering with Phil&#39;s BBQ to provide meals for UCSD Health and the San Diego Blood Bank. Also, God Bless America will be played at an empty Petco Park in solidarity with the country.

The Padres said the organization would be in contact with ticket holders regarding postponed games. – Chris Underwood, web producer

Coronavirus-Stricken Chula Vista Councilman Padilla Making Progress In ICU

– 7:11 a.m., March 26, 2020

Chula Vista Councilman Steve Padilla is making "slow, steady progress in overcoming COVID-19," Ashleigh Padilla, his daughter, wrote Wednesday.

The councilman remains on a ventilator in the ICU, but he is now in stable condition, she wrote.

“My dad is a fighter, and he’s fighting through this — with the help of amazing doctors, nurses and healthcare workers who are caring for him. We’re hopeful that he’s reached a turning point and will be home soon."

San Diego County COVID-19 Cases Jump To Nearly 300

– 6:10 p.m., March 25, 2020

The number of coronavirus cases in San Diego County reached 297 Wednesday, an increase of 55 from Tuesday, tying the highest day-over-day increase in COVID-19 cases so far.

Of the nearly 300 positive-testing individuals, 59 have been hospitalized, with 29 of those patients listed as critical. The number of coronavirus deaths in San Diego County — two — remained unchanged.

Dr. Eric McDonald, the county&#39;s medical director of epidemiology, presented a bleak report at an afternoon briefing, stating that if social distancing is not maintained by the public, and cases double every three days, the county&#39;s hospital beds will be filled by April 14. Even if the cases double every six days, healthcare providers are likely looking at full bed capacity by mid-May, he said.

Of the 297 people in San Diego County with positive diagnoses, health officials said 277 are county residents and 20 are not. Men testing positive outnumbered women 185-112.

Of the 59 patients who have been hospitalized, 57 are county residents. Twenty-eight of those hospitalized were in intensive care units, as was one non-county resident.

Cases in patients between 20 and 59 formed the bulk of the total, 236 overall or 79% of cases.

McDonald said that statistic probably represented a testing bias, as members of the military, first-responders and healthcare workers fall most frequently into that age group and those groups are tested at rates much higher than the general population.

McDonald said the county would, beginning Thursday, cease counting non-county residents in daily coronavirus updates. — City News Service

San Diego Imposes Moratorium On Evictions, Approves Relief Fund For Businesses

– 4:30 p.m., March 25, 2020

The San Diego City Council Wednesday unanimously approved an immediate eviction moratorium to provide relief to residents and businesses facing financial hardship related to the COVID-19 pandemic.

The council, which convened an emergency meeting, also unanimously approved a multimillion-dollar small business relief fund proposed last week by Mayor Kevin Faulconer.

The emergency law temporarily halting evictions in San Diego will last until May 31. Tenants must demonstrate a "substantial decrease in income or medical expenses" caused by COVID-19 in order to qualify. It will not relieve a tenant of their requirement to pay rent or restrict a landlord from recovering rent at a future time.

"San Diegans shouldn&#39;t have to worry about losing their home or storefront during this public health emergency, and now relief is here," Faulconer said. "The temporary eviction moratorium is accompanied by millions of dollars to help small businesses stay afloat and keep San Diegans employed. I applaud the city council, city attorney and city staff for taking quick action to help our community." — City News Service

County Officials Reiterate Need For Community Commitment To Social Distancing, Hygiene

– 2:30 p.m., March 25, 2020

San Diego County officials on Wednesday reiterated the importance of community commitment to the county&#39;s COVID-19 guidelines regarding social distancing, isolation and hygiene.

County Supervisor Nathan Fletcher said that things are expected to get worse and that the county is expecting more cases and more deaths in the coming weeks.

"The actions that we&#39;re taking will mitigate that," Fletcher added.

County epidemiologist Dr. Eric McDonald said that moving forward, the county will no longer include non-county residents in the county&#39;s official case count. — Chris Underwood, web producer

Right now, about 20% of all local COVID-19 cases required hospitalization, 9% required intensive care, and about 1% of patients have died, McDonald said.

The county has received about 30% of the medical supplies the county has been asked for from the state of California, said Robert Sills, the head of San Diego County&#39;s Public Health Preparedness and Response(PHPR) Branch.

The county has made another request for more equipment and that right now, they are prioritizing equipment for healthcare workers who are actively assessing and treating patents, as well as first responders transporting patients.

Currently, 50% of the county&#39;s supply of ventilators are available for use. The county has placed orders with manufacturers for more ventilators, but Stills admits that at this time, it&#39;s unknown if there are enough ventilators without knowing how many cases the county will see. – Chris Underwood, web producer

Newsom Announces Mortgage Relief For Californians Affected By COVID-19

– 12:45 p.m., March 25, 2020

Four of the five major national banks have agreed to a 90-day forbearance on mortgage payments for those affected by COVID-19, Gov. Gavin Newsom announced Wednesday.

Wells Fargo, US Bank, Citi and JP Morgan Chase have all agreed to waive mortgage payments for 90 days. Bank of America was the only one that did not commit to the 90-day forbearance. The bank has only committed to a 30-day forbearance, Newsom said.

State-charter banks and credit unions have also agreed to the 90-day forbearance. Newsom said it is important to have a coordinated relief effort for families instead of a patchwork of relief like what happened during the housing bubble collapse in 2008.

There is no income requirement for mortgage relief, but there needs to be evidence that the homeowners have been affected by COVID-19, Newsom said. But it won’t be as laborious as it was during the housing crisis in 2008, he added.

More than 1 million Californians have filed for unemployment benefits since March 13. Under the stimulus package deal that was just reached, the federal government will add $600 on top of the state benefits, Newsom said. — Alexander Nguyen, web producer

Father Joe&#39;s Testing for COVID-19 Among Homeless As It Plans Transition

– 12:03 p.m., March 25, 2020

Father Joe&#39;s Villages screened four people with flu- like symptoms at its homeless shelters, the nonprofit announced Wednesday as it discussed its response to the COVID-19 pandemic.

One member of a family and three single women were showing symptoms similar to coronavirus Tuesday, the organization&#39;s leaders said. Two of the individuals were sent to emergency departments and the other two were sent to self-isolation in motel rooms San Diego County has secured for that purpose.

"We are awaiting test results. It&#39;s very possible that none of these individuals have COVID-19; it is cold season," said Dr. Jeffrey Norris, Father Joe&#39;s medical director. "We have not yet seen a positive test among those experiencing homelessness. We have been following our procedure, and those showing symptoms were quickly removed from shared spaces and the spaces were sanitized."

Norris said test results after an initial swab could take three to five days. – City News Service

Civilian Employee At Navy Childcare Facility Tests Positive For COVID-19

– 10:35 a.m., March 25, 2020

A civilian employee working at the Naval Air Station North Island child development center tested positive for COVID-19, the Navy announced today.

The employee tested positive on Sunday and Navy leadership was notified on Monday.

The individual is currently at home taking precautions consistent with the U.S. Centers for Disease Control and Prevention guidelines, Navy officials said.

Naval Base Coronado&#39;s public health emergency officer conducted a contact investigation to determine whether any staff or children may have been in close contact with the employee and possibly exposed. After careful review of the case and taking into account the employee&#39;s nearly 14-day absence from the facility since March 11, the fact that no children or employees are showing any COVID-19 symptoms and the thoroughly extensive daily sanitation standards practiced by the staff, the officer made the decision to continue operations at the North Island child development center. – City News Service

San Diego County Jury Service Suspended Through May 22

– 10:30 a.m., March 25, 2020

Prospective jurors in San Diego County are cleared from jury service through May 22 in light of the California Chief Justice&#39;s recent order suspending all state jury trials for two months to stem the spread of the coronavirus, court officials said Wednesday.

County residents summoned to appear for jury service any time between March 16 and May 22 can consider their jury service fulfilled, according to a statement from the San Diego Superior Court.

Earlier this week, California Supreme Court Chief Justice Tani G. Cantil-Sakauye issued an order suspending all jury trials for 60 days, in which she said recent statewide health directives and the closures of numerous institutions such as schools have made it "nearly impossible for courts to assemble juries." – City News Service

San Diego County Reports Second COVID-19 Death, Two Infant Cases

– 8:31 p.m., March 24, 2020

San Diego County officials announced Tuesday that another person has died from COVID-19.

The person who died was a 76-year-old man with underlying health issues, according to Public Health Office Dr. Wilma Wooten. The county also reported two cases of coronavirus disease in infants, a 6-week-old boy and a 4-month-old girl. Both are currently isolated in their homes.

Wooten said cases are increasing daily and that she doesn&#39;t expect things to get better anytime soon.

“Things are likely to get worse before they get better. We do not believe that the local wave of COVID-19 cases has yet crested,” said Wooten. “It’s incumbent upon on all of us to do our part to flatten the curve.”

County officials reiterated the importance of continuing social distancing and isolation as a way to flatten the curve and slow the spread of the virus.

Separately, officials also commented on the county&#39;s policy towards retail gun stores.

Sheriff Bill Gore stated they can remain in operation for now, but that walk-in customers are prohibited. Customers will need to make appointments with retailers in advance to purchase firearms or ammunition. Gore said this is in accordance with the county&#39;s health order on social distancing to prevent groups or gatherings.

Gore said that the sheriff&#39;s department wants people to engage in voluntary social distancing versus the department having to enforce it on the public. However, if necessary, the department is prepared to issue citations, such as fines up to $1,000 or jail time up to 6 months.

"While we must be mindful of the governor’s executive order we also need to ensure that we do not create further public safety risks by driving firearms into an underground or off books black market," Gore said.

So far, no citations have been issued, according to Gore.

Supervisor Nathan Fletcher also reiterated the county&#39;s efforts to support local business and residents by imposing a moratorium on evictions for renters. He also said that the county has received its first shipment of medical supplies from the state.

Also, Fletcher said that about $950,000 has been granted out from the county emergency fund to individuals who are in need of financial assistance. — Chris Underwood, web producer

San Diego Unified To Close Schools Indefinitely, Launch Online Learning

– 7:30 p.m., March 24, 2020

San Diego Unified School District announced late Tuesday that school facilities will remain indefinitely closed during the coronavirus pandemic until public health officials determine it is safe for students to return to school.

It also announced a “soft launch” of online instruction on April 6, when schools were originally planned to reopen. Teachers will begin online instruction and determine which of its more than 100,000 students are unable to participate.

On April 27, the district will officially move to formal instruction and grading but schools will remain closed.

San Diego Unified, in a joint decision with Los Angeles Unified, closed all of its more than 200 schools on March 16. Other school districts across the county followed suit. have. — Joe Hong, Education Reporter.

City Of San Diego Gives Update On COVID-19 Outbreak

– 4:30 P.M., March 24, 2020

Watch the news conference below:

San Diego Mayor Faulconer announced Tuesday the city has moved homeless families who had been staying at Golden Hall into hotel rooms to make room for single homeless women from the city&#39;s bridge shelters.

Also, Faulconer said that the city is moving towards passing a moratorium on evictions in the city of San Diego, similar to a county ordinance announced the same day. In addition, the city is working to prepare an economic relief package for businesses and residents financially impacted by the COVID-19 outbreak.

Supervisors OK Moratorium on Evictions For Residents, Small Businesses

– 1:51 p.m., March 24, 2020

The county Board of Supervisors Tuesday unanimously approved a moratorium on evictions for both residents and small businesses located in the unincorporated area in the wake of the coronavirus outbreak.

The policy, which was put forward in a resolution sponsored by Supervisors Nathan Fletcher and Kristin Gaspar, will give authority to the county&#39;s chief administrative officer to work with financial institutions to halt foreclosures and foreclosure-related evictions; and allow the county Housing Authority to extend the deadline for recipients, including those who receive Section 8 support.

The protections are provided retroactively to March 4, when Gov. Gavin Newsom proclaimed a state of emergency over the pandemic.

Fletcher said the resolution "is a prudent step to protect folks in a period of economic distress."

– City News Service

UCSD Health Starts Antiviral Drug Trials For COVID-19

– 11:50 a.m., March 24

UC San Diego Health along with three other UC Health medical centers are launching clinical trials for antiviral drug treatment for COVID-19, the university announced Tuesday.

"Physician-scientists at four University of California Health medical centers — UC San Diego Health, UC San Francisco, UC Irvine Health and UC Davis Health — have begun recruiting participants for a Phase II clinical trial to investigate the safety and efficacy of treating adult patients with COVID-19 with remdesivir, an antiviral drug that has shown activity in animal models and human clinical trials of SARS-CoV, MERS-CoV, Ebola, Marburg and other viruses," UCSD said in a statement.

The drug, remdesivir, has not been approved by the U.S. Food and Drug Administration for treatment, but it&#39;s undergoing clinical trials for the treatment of multiple viral diseases, including COVID-19.

The trials are set to begin with small groups of participants, all of whom will be patients hospitalized and diagnosed with COVID-19. They also have to be patients in the UC Health system.

“Due to the evolving, fluid nature of this research and what we’re learning daily about the virus and about improving treatment, the trial is designed to be adaptive, to shift investigation to the most promising avenues,” said co-principal investigator Dr. Constance Benson, professor of medicine at UC San Diego School of Medicine and an infectious disease specialist at UC San Diego Health.

The trial will run through April 1, 2023, and will involve an estimated 440 participants. — Chris Underwood, web producer

San Diego Hospitals Launching Drives For Personal Protective Equipment

– 10:40 a.m., March 24

UC San Diego Health launched a donation website Tuesday to help those on the front lines in the fight against novel coronavirus, joining other hospitals and health organizations as they manage limited supplies.

The COVID-19 pandemic has strained daily life across communities, countries and continents, but has particularly impacted the health care industry, according to a UC San Diego Health statement. County health officials have acknowledged some shortfalls on supplies, while other supplies have a deep reservoir from which to draw.

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Gagner de l’argent sans rien instituer avec l’affiliation – Mythes et réalités Gagner de l’argent sans réellement travailler est un rêve partagé dans beaucoup de gens. Certains suggèrent qu’il est (encore) probable d’y arriver grâce à la et vieille technique de l’affiliation. Mythe ainsi qu’à réalité ? La Fabrique du Net vous donne son avis sur la question. Mais avant, allons d’abord rappeler ce qu’est l’affiliation et comment ça marche pour ceux et ceux qui ne sont toujours pas pas mal familiers de cette technique de monétisation d’audience. On vous expliquera à la fin de le billet comment vous lancer dans l’affiliation en 4 étapes. Bonne lecture !

Comment faire du marketing d'affiliation sans site Web. Rapport de 20 000 $. – N°1 sur l’Affiliation

Howtomakehonestmoneyonline Logo.png

Le marketing d'affiliation peut se faire à 100% sans site Web et je vais vous montrer comment le faire par d'autres moyens, dont certains m'ont rapporté plus de 20 000 $ de ventes.

comment faire du marketing d'affiliation sans site Web

L'une de ces ressources m'a en fait généré un chiffre d'affaires d'environ 250 000 $, soit plus de 10 fois ce que j'ai mentionné dans le titre, mais cela signifie "technique". que vous créez une page, mais c'est si simple qu'il ne serait pas bon de mentionner cette option, donc vous décidez si c'est "de la triche ou non".

Maintenant, j'ai écrit des articles sur un sujet similaire lié à cela où j'ai expliqué 5 façons dont vous pouvez profiter en ligne sans avoir votre propre page personnelle, et vous pouvez lisez-le ici.

Cependant, cette page parlait spécifiquement de TOUT moyen de générer des ventes en ligne, de la possession de votre propre produit à la création de pages tierces, telles que via FB, pour générer des prospects et des ventes.

Ces articles (celui-ci et celui que j'ai lié) ont été mis à jour pour 2019 et je peux vous dire que vous pouvez utiliser les méthodes dans les deux pendant au moins 5 ans de plus car il y a beaucoup de demande pour le modèle et sa légitimité.

Cependant, celui-ci concerne spécifiquement le marketing d'affiliation et les moyens de réaliser de bonnes ventes grâce à cette approche sans la page.

Je vais maintenant discuter des éléments suivants dans cet article:

1) Les 3 meilleures façons de monétiser le marketing d'affiliation SANS site Web.

2) 3 propres études de cas, qui m'ont rapporté plus de 20 000 $ de ventes en utilisant l'une des 3 méthodes.

3) Études de cas supplémentaires d'autres personnes (y compris moi-même) qui ont eu leur propre succès en utilisant une ou plusieurs des 3 méthodes pour gagner de l'argent en ligne.

4) Je vais vous aider à générer vos propres ventes en ligne sans site Web, mais je recommanderai (spoiler) d'aller avec un site Web car ce n'est pas si difficile de faire du marketing d'affiliation là-bas, et cela peut être plus rentable car c'est un endroit où vous pouvez générer plus de prospects et faire plus de ventes.

Partie 1) Les 3 meilleures façons révélées …

En fin de compte, je peux énumérer certaines des façons dont vous pouvez gagner de l'argent grâce au marketing d'affiliation sans avoir de site Web. Cependant, il y en a 3 qui sont les plus rentables à mon avis et les voici:

1) Vidéos YouTube. C'est l'un des moyens les plus FACILES et les plus rapides d'obtenir des ventes d'affiliation en ligne et mon étude de cas de vente de 20 000 $ utilise UNIQUEMENT cette méthode. L'étude de cas de 20 000 $ se résume vraiment à cette méthode uniquement, et je vais vous montrer 3 vidéos qui ont généré ce revenu pour moi.

2) Promotion d'entreprises onéreuses. J'ai déjà promu un cabinet d'avocats prêt à me payer entre 300 $ et 500 $. Mais même si je ne me suis pas beaucoup concentré sur ce projet et qu'il a finalement échoué, je peux vous dire d'autres expériences où vous parlez à des entreprises qui ont beaucoup d'argent et sont prêtes à vous payer beaucoup, ça vaut le coup à promouvoir.

Vous pouvez mettre en place des pages de médias sociaux pour ces gars, créer des sites Web (mais pour eux, donc ce n'est pas contraire à la règle!), Et leur donner des consultations pour obtenir des prospects et même les envoyer sur leur site en échange de commissions.

Je vais vous donner un autre exemple, j'ai des amis qui sont des génies du marketing très réussis (voici quelques-unes de leurs histoires), et ils ne sont jamais trop occupés pour apporter un avantage supplémentaire ou plus à leur entreprise pour facturer des services, ce que je peux facilement faire et dans le processus, nous pouvons conclure un accord faisant la promotion de leurs services et prospects Je peux gagner 1 000 $ avec un célibataire.

L'une des façons dont je peux le faire est de réseauter et même de créer des vidéos YouTube faisant la promotion de la même entreprise et des mêmes personnes.

3) Configurez des entonnoirs d'une page. Ok, donc on casse & # 39; techniquement & # 39; la règle du site Web, mais la facilité de mise en place d'un entonnoir d'une page est si simple qu'elle n'a même pas l'impression de créer une page pour commencer.

Avec cette méthode (et je l'ai fait), votre objectif est d'en trouver une grande, public cible ciblé par laser, diffusez des annonces payantes sur diverses plates-formes populaires (Google, Bing, FB, YouTube), dirigez l'audience vers un site d'une page et vendez-y des produits ou services de marketing d'affiliation.

Le GRAND risque avec cette méthode est l'argent dépensé pour les publicités et le risque de ne pas convertir suffisamment de leads pour générer des profits, c'est pourquoi cette méthode est préférable de laisser aux experts qui comprennent entonnoirs de ventemais pour ceux qui le font, cela peut vraiment être l'un des moyens les plus faciles de faire des ventes sans compter sur le marketing d'affiliation.

Ce projet peut être mis en place en moins d'une heure et peut même donner des résultats à 6 chiffres (j'ai au moins 2 projets qui ont réussi cela et en tout cas il a fallu moins d'une heure pour le mettre en place).

Maintenant, j'ai dit dans le titre de cet article que j'avais fait 20 000 $ grâce à l'une de ces 3 méthodes. Eh bien ce dernier, si vous avez produit les 2 projets que j'ai eu pour moi …

250 000 $ de revenus …

Mais comme nous faisons techniquement une page dans ces cas, je ne l'inclus pas dans les chiffres finaux, mais comme vous pouvez le voir, ce sont des chiffres fous …

Partie 2) 3 études de cas, qui ont rapporté 20 000 $ …

Dans ces 3 études de cas, j'ai créé des critiques vidéo et promu une entreprise appelée Wealthy Affiliate. Les ventes pour ce programme vont de 20 $ + par mois, 108 $ tous les 6 mois ou 175 $ chaque année, et cela revient …

A) La vidéo réelle faisant la promotion de WA:

Maintenant, une ventilation de cette vidéo est expliquée dans le étude de cas plus détaillée icioù j'explique comment cela a fait 10 000 $ de ventes et pour être honnête, cela a duré plusieurs années, donc pas vraiment si vous le décomposez en mois, mais:

  • Avec le peu de travail que j'ai dû faire pour le rendre réel (c'est une vidéo de très mauvaise qualité, au fait).
  • Avec le fait qu'il fait du marketing d'affiliation sans un site Web.
  • Et que cela a fonctionné pour moi sans avoir à le toucher et à faire des ventes …

Je dirais que c'est un résultat assez décent. Jusqu'à présent, voici les chiffres (certains ont été estimés car je ne peux pas vraiment obtenir de données analytiques pour vous donner un nombre exact):

  • 21k vues.
  • 92 ventes à ce jour.
  • Vaut 100 $ + de chaque vente (chaque membre reste environ 7 mois).
  • 92 ventes x 100 $ + valent environ 10 000 $ au total.
  • Depuis que cette vidéo existe depuis des années, 10 000 $ ont été réunis et plus de ventes ont été enregistrées.
  • J'estime qu'il y a environ 15 000 $ de revenus de ceux-ci (certaines personnes sont parties, de nouvelles ont rejoint au fil des ans).

B) Une autre revue de vidéo YouTube …

Celui-ci n'a pas les vues que j'ai eues pour la première fois (c'est encore nouveau), mais comme les ventes s'infiltrent, les ventes vont augmenter. Ça s'appelle Mentors à six figures et en plus de cette critique vidéo, j'ai également fait un blog pour cela sur mon site (ça a aussi généré des ventes):

Statistiques pour cela:

  • Il a près de 2k vues (créé le 7/9/2018), il a donc moins de 1 an.
  • A réalisé 18 ventes avec une valeur de 100 $ et plus, donc 1 800 $ et plus de ventes à ce jour (et en croissance).
  • Tout ce que j'ai vraiment fait, c'est de parler du programme et de faire la promotion de WA (très bien d'ailleurs).
  • Étant donné que cette vidéo reçoit toujours activement des visiteurs et des ventes, elle augmentera.

C) Et une autre critique YouTube rentable …

Zone partenaire mondiale. Ici, j'ai découvert ce programme (GAZ) et, comme Six Figure Mentors, a réalisé à la fois un article de blog et une critique vidéo, qui ont tous deux généré des ventes. Actuellement, la vidéo GAZ est la dernière des 3 vidéos, mais elle génère également des bénéfices et dégouline avec le temps:

Statistiques:

  • Actuellement, il s'agit également d'environ 2k vues et cela a été fait le 21/07/18.
  • Seulement 4 ventes à ce jour, mais plus en cours (400 $ + valeur actuellement).
  • La même approche dans le domaine de la promotion que la GDF (évaluation vidéo et téléspectateurs menant éthiquement à WA).

D) Autres vidéos diverses …

J'ai de nombreuses autres vidéos sur lesquelles j'ai produit ma chaîne YouTube iciet pour être honnête, la plupart d'entre eux n'obtiennent pas vraiment beaucoup de vues (mais certains font des ventes supplémentaires pour faire grimper les revenus à plus de 20 000 $).

Je dois être honnête en disant que faire du marketing d'affiliation sans site Web n'est pas quelque chose sur lequel je suis trop concentré.

La plupart de mes revenus de 500 000 à 1 million de dollars provenant de ce modèle commercial proviennent de la promotion de choses sur un site Web et c'est là que la plupart de mon attention et de mes efforts sont consacrés. Comme je l'ai dit, je vais te montrer comment regarder sur ces choses et vendre comme je le fais.

Partie 3) Études de cas supplémentaires: promotion d'entreprises / produits coûteux …

Si vous allez gagner beaucoup d'argent avec le marketing d'affiliation, mais sans page, vous voudrez peut-être examiner l'opportunité de promouvoir produits à prix élevé et via des vidéos YouTube.

Une autre option consiste à suivre une formation sur le marketing d'affiliation (téléchargez-le ici, c'est gratuit pour essayer) parce que vous savez comment promouvoir et vendre des ventes en ligne, quelque chose que vous pouvez apporter aux grandes entreprises et offrir vos services.

La deuxième option est quelque chose qui nécessite un bon CV de votre part, c'est-à-dire un bon CV. Vous devez être bon dans ce domaine marketing d'affiliation et il doit y avoir des gens qui SAVENT que vous êtes bon en marketing d'affiliation.

Au fur et à mesure que le mot se répandra dans vos connaissances et compétences, vous aurez l'occasion de travailler avec des entreprises et des personnes, et c'est en fait une autre raison pour laquelle je vous suggère de créer un site Web, donc si les gens veulent savoir où vous le représente, vous pouvez les coupler quelque part, au lieu de dire, vous n'avez rien à leur montrer …

2 exemples de ce modèle:

A) Les gens qui font la promotion des drones.

Personnellement, j'aime ce sujet et il convient parfaitement à ce contexte, car si vous regardez autour de YouTube et regardez des vidéos de drones, vous en trouverez plus de 100 000 vues et la promotion de ces vidéos. les drones dont ils parlent. Voir un exemple d'un homme qui y travaille à plein temps.

Ces drones sont d'un calibre de ticket éthiquement élevé (il existe des programmes et des produits à ticket élevé contraires à l'éthique, voir des exemples), coûte 1000 $ + dans la plupart des cas et donne une commission d'environ 50 $ + pour chaque vente.

J'estime qu'une personne qui a 100000 vues sur sa vidéo YouTube qui vend des drones gagnera probablement 1000 $ à partir des annonces vidéo qu'elle affiche et de l'offre partenaire (le drone réel qu'elle promeut), probablement 1 personne sur 100 l'achètera. Meilleure est la note, meilleure est la conversion.

Donc, pour 50 $ par drone (hypothétique), un taux de conversion de 1% et 100 000 vues, la personne pourrait gagner environ …

5 000 $ en ventes de marketing d'affiliation. Pas mal du tout puisque cette personne n'a pas de page.

Mais les mêmes personnes qui font des critiques vidéo sur ce sujet font également d'autres critiques, sur d'autres drones et les promeuvent, développent leur propre chaîne YouTube et obtiennent plus de ventes sur la route, et encore une fois, cela ne leur demande pas de exécuter ou posséder le site Web.

B) Promotion, consultation ou envoi de leads à des entreprises disposant de …

Encore une fois, vous avez besoin de temps, d'un bon curriculum vitae pour le marketing d'affiliation pour y parvenir, mais j'en ai quelques exemples tirés de mes propres expériences et au moins 1 de plus d'un gars qui s'est vu offrir un emploi de 100 000 $ pour aider les entreprises à obtenir plus de prospects, de trafic et une meilleure page …

  • Pour ma propre expérience, je peux énumérer de nombreuses six études de cas.
  • Je peux montrer et citer mes sites Web générant du trafic.
  • Je peux également mentionner mes propres expériences et résultats. J'ai des gens que j'ai consultés.
  • Je cite mon propre coaching pour que les gens voient que j'enseigne aux gens / aux entreprises et que je les aide à obtenir des résultats.

Avec la preuve que je peux fournir ces 3 choses, je peux très facilement demander aux entreprises et aux personnes qui me demandent de les aider et cela s'est produit au fil des ans, mais comme je l'ai dit à plusieurs reprises, je n'aime pas travailler avec les entreprises parce que j'aime l'aspect indépendant du marketing d'affiliation et le fais à mes propres conditions, sur mon propre site Web (ou sans).

Dans certains cas, je fais moins, mais je préfère cette voie pour sa liberté, mais si jamais je change d'avis, j'ai des gens qui tiennent la porte ouverte pour les contacter mais j'ai réussi grâce à mon expérience, mes connaissances et ma réputation. C'est aussi ce que vous devez faire si vous souhaitez bénéficier des mêmes opportunités.

J'ai a rapporté son histoire ici, que vous pouvez lire (il est classé n ° 9 sur cette liste, Dave), ainsi que 9 autres histoires de réussite (les autres ont des sites Web).

Partie 4) Entonnoirs de vente d'une page.

Ici, nous allons entrer dans le domaine de la création de sites Web, mais pas aussi profondément que vous le pensez ou vous inquiétez. Je pense que beaucoup de gens qui veulent promouvoir des choses en ligne sans page trouvent le processus difficile ou trop long et la vérité est qu'il est probablement moins compliqué que vous ne le pensez.

Dans le cas des entonnoirs de vente sur une seule page, vous souhaitez simplement profiter de l'une des deux choses suivantes:

Le but après avoir trouvé l'une de ces choses est de créer 1 page destinée à parler du sujet / produit que vous avez trouvé et de fournir un bon cas (un argumentaire / une critique en fait) à pour acheter ce que vous vendez (la promotion d'affiliation)).

Ensuite, la clé suivante pour utiliser des publicités payantes comme je l'ai décrit au début de cet article est de trouver le public qui parle de ce sujet ou de ce produit et d'afficher des publicités afin de les voir. Cela les amènera à visiter le site d'une page, à vérifier votre argumentaire de vente et à l'acheter si vous faites une bonne chose.

À ce jour, le MEILLEUR exemple de ceci est mon site d'une page qui a généré plus de 100 000 $ avec cette méthode dont je parle. Ça y est. J'ai pu reproduire cela 3 fois au cours de mes années et chaque fois que les ventes ont été folles, entrant presque plusieurs fois par heure, quotidiennement, hebdomadairement, mensuellement et prenant un peu moins d'un an à PLUS d'un an.

Dans l'ensemble, le total combiné de ces 3 histoires de réussite pour cette méthode est d'environ 500 000 $ pour moi (lire les détails de chaque produit ici).

Partie 5) Il est maintenant temps d'apprendre à le faire vous-même …

Dans la plupart de mes cas, les vidéos YouTube étaient les meilleures (et les plus rapides). La clé pour faire ce travail est la suivante:

  • Trouvez un sujet d'actualité (il peut s'agir d'un produit populaire, d'un programme ou d'un sujet tendance).
  • Faites une vidéo YouTube qui en parle et utilisez des mots clés qui citent le sujet brûlant (afin que vous puissiez le classer).
  • Faites un bon titre (Clickbaitable) afin qu'il obtienne des clics / vues.
  • Ajoutez un lien d'affiliation à la description de la vidéo YouTube pertinente.

Dans mes cas, quel que soit le sujet sur lequel portaient mes vidéos, il y avait un lien d'affiliation pointant vers une offre pertinente. Exemple: Gagner de l'argent avec la vidéo de présentation du programme en ligne contient un lien qui dirige les gens vers un programme qui vous apprend à gagner de l'argent en ligne.

Pourquoi est-ce que je vous suggère d'envisager de créer votre propre site Web pour le marketing d'affiliation …

99% de tout l'argent que je gagne en ligne provient de la possession d'un site Web. Savoir comment l'exécuter peut faire de cette page l'un des générateurs de revenus les plus stables pour vous.

Voici quelques exemples (J'en ai beaucoup plus ici):

En général, je trouve que les gens qui veulent faire du marketing d'affiliation, mais sans site Web, ont tendance à rechercher les «méthodes faciles ou rapides» et ne veulent pas vraiment travailler trop dur pour créer un site Web. Et cette page a également été mise à jour pour 2019.

Je peux comprendre cela si c'est le cas, mais je peux également vous dire que la création, la construction et la commercialisation d'un site Web ne sont pas aussi difficiles que vous ne le pensez.

Pour faire du marketing d'affiliation avec / sans site Web. Lisez ce conseil …

En tant que personne qui a fait les deux options, vous connaissez déjà ma suggestion, mais si vous décidez d'emprunter l'autre voie, c'est la MEILLEURE façon d'obtenir le meilleur des deux options:

Comme je viens de le dire, vous avez la possibilité de faire l'un ou l'autre, voire les deux si vous le souhaitez. Je fais définitivement les deux, ce qui fait que mes commissions d'affiliation sont suffisamment élevées pour que je puisse y travailler depuis chez moi.

Marre de gagner des clopinettes avec AdSense et articles sponsorisés ? Vous voulez tenter l’affiliation, cependant vous ne savez pas quelle plateforme choisir pour gagner de vrais revenus sur Internet ? Quand débute une aventure de web entrepreneur, les plateformes d’affiliation sont les plus puissants endroits pour trouver des produits à vendre et se instituer un revenu régulier et quelques fois récurrent… Le problème, c’est que plus de 75% des débutants (selon blogueurs anglais) ne savent franchement pas comment fonctionnent plateformes d’affiliation et se plantent dans leur envie de gagner de l’argent sur Internet. Mais aujourd’hui plus que jamais, il est envisageable de se exécuter légèrement de sous, mettons pour arrondir ses fins de mois, soit pour en créer une source de recette stable et en vivre en vendant les articles des autres sur Internet.

Marché de l'herbe fourragère 2020 Taille de l'industrie, tendances, croissance mondiale, perspectives et prévisions Rapport de recherche 2025 – Science In Me – meilleurs Copytrading

DataIntelo a récemment publié une étude détaillée du marché des graminées fourragères. Il s'agit d'un rapport récent sur l'impact actuel du COVID-19 sur le marché. La pandémie de coronavirus (COVID-19) a touché tous les aspects de la vie dans le monde. Cela a entraîné divers changements dans les conditions du marché. Le scénario de marché en évolution rapide et l'analyse d'impact initiale et future sont traités dans le rapport. Le rapport résume les facteurs de croissance qui influencent le scénario commercial actuel dans différentes régions. Des informations importantes concernant la taille, la part, l'application et les statistiques de l'analyse sectorielle sont résumées dans le rapport pour présenter une prévision d'ensemble. En outre, ce rapport fournit une analyse concurrentielle précise des principaux acteurs du marché et de leurs stratégies au cours de la période de projection.

Le dernier rapport sur la Marché aux herbes fourragères consiste en une analyse de cette industrie et de ses segments. Selon le rapport, le marché devrait générer des rendements importants et enregistrer une croissance annuelle significative au cours de la période de prévision.

Demandez un exemple de rapport au Forage Grass Market à: https://dataintelo.com/request-sample/?reportId=103095

Selon le rapport, l'étude fournit des détails sur les estimations précieuses du marché, telles que la taille du marché, la capacité de vente et les prévisions de bénéfices. Le rapport documente des facteurs tels que les moteurs, les restrictions et les opportunités qui affectent la rémunération de ce marché.

Un aperçu des principaux points clés du rapport sur le marché des graminées fourragères:

Demandez une remise sur le rapport de marché de l'herbe fourragère sur: https://dataintelo.com/ask-for-discount/?reportId=103095

Le paysage géographique du marché comprend:

Achetez votre copie PDF exclusive @ maintenant https://dataintelo.com/checkout/?reportId=103095

Voici quelques-uns des principaux points forts du COT:
Chapitre 1: Résumé

Chapitre 2: Méthodologie et portée

Chapitre 3: Aperçu du marché

Chapitre 4: Profils d'entreprises

Pour plus d'informations sur ce rapport, veuillez soumettre une demande à: https://dataintelo.com/enquiry-before-buying/?reportId=103095

À propos de DataIntelo:
DATAINTELO a établi sa référence dans le secteur des études de marché en fournissant aux clients un rapport de recherche syndiqué et personnalisé. La base de données de l'entreprise est mise à jour quotidiennement pour informer les clients sur les dernières tendances et une analyse approfondie de l'industrie. Notre base de données de base de données comprend plusieurs branches de l'industrie, notamment: IT & Telecom, Food Beverage, Automotive, Healthcare, Chemicals & Energy, Consumer Food, Food & Beverage et bien d'autres. Chaque rapport passe par la méthodologie de recherche appropriée, validée par les professionnels et les analystes pour assurer la qualité exceptionnelle des rapports.

Coordonnées:
Nom: Alex Mathews
Adresse: 500 East E Street, Ontario,
CA 91764, États-Unis.
Numéro de téléphone: États-Unis: +1 909 545 6473 | IND: + 91-7000061386
Adresse e-mail: (email sécurisé)
Site Internet: https://dataintelo.com

Quels sont risques du trading de copie? Le plus grand risque auquel un trader sera confronté lorsque le trading de copie est le peut marché. Si la stratégie qu’un commerçant copie échoue, il perdre de l’argent. Les opérateur courent aussi un risque de liquidité dans l’hypothèse ou les outil qu’ils négocient connaissent des conditions non liquides lorsque les marchés sont volatils. Enfin, commerçants créer face à des risques systématiques si le produit qu’ils négocient connaît de forte baisses ainsi qu’à rallyes. Risque du marché Le va marché campé le peut perte lié aux ralentissement du taxe d’un titre. L’objectif est de produire des excédent à partir d’une augmentation de la valeur de l’actif négocié. De total évidence, il existe un risque que l’actif perde de la valeur.

Dernières recherches sur le dropshipping Ecommere Business development, importance et rapport prévisionnel 2020-2026 – Science In Me – Dropshipping comment ça marche

34900017f44c04b67587c3bdfc226423

Prévisions du marché mondial des entreprises de commerce électronique Dropshipping 2019-2026>Ce rapport fournit un aperçu détaillé des opportunités de marché par segment d'utilisateurs finaux, segments de produits, canaux de vente, pays clés et dynamiques d'import / export. Il détaille la taille et les prévisions du marché, les moteurs de croissance, les tendances émergentes, les opportunités de marché et les risques d'investissement dans les différents segments du secteur Dropshipping Ecommere Business. Il fournit un aperçu complet de la dynamique du marché Dropshipping Ecommere Business en valeur et en volume.

Le rapport fournit un aperçu de base de l'industrie, y compris des définitions et des classifications. L'analyse des marchés commerciaux Dropshipping Ecommere est destinée aux marchés internationaux, y compris les tendances de développement, l'analyse du paysage concurrentiel et l'état de développement des régions clés.

Le rapport final ajoutera l'analyse de l'impact de Covid-19 dans ce rapport Dropshipping Ecommere Business Industry.

Obtenez un exemple de copie du rapport complet

Ce rapport se concentre sur le statut mondial de Dropshipping Ecommere Business, les prévisions futures, les opportunités de croissance, le marché clé et les principaux acteurs. Les objectifs de recherche sont de présenter le développement des activités de commerce électronique Dropshipping en Amérique du Nord, en Europe, en Chine, au Japon, en Asie du Sud-Est, en Inde et en Amérique centrale et du Sud.

Table des matières

1 Présentation du rapport

2 Tendances de croissance mondiale

3 Part de marché des principaux acteurs

4 Données de répartition par type et application

5 Amérique du Nord

6 Europe

7 Chine

8 Japon

9 Asie du Sud-Est

10 Inde

11 Amérique centrale et Amérique du Sud

12 profils de joueurs internationaux

13 Prévisions de marché 2019-2025

14 Vues / conclusions de l'analyste

15 Annexe

Ce rapport examine l'état du marché Dropshipping Ecommere Business et les perspectives des régions mondiales et principales, sous les angles des acteurs, des pays, des types de produits et des industries finales; Ce rapport analyse les principaux acteurs du marché mondial et divise le marché des entreprises de commerce électronique Dropshipping par type de produit et applications / industries finales.

Adaptation de ce rapport: Ce rapport peut être adapté aux besoins des clients. Contactez notre équipe commerciale ((email sécurisé)), ce qui garantit que vous obtenez un rapport qui répond à vos besoins. Pour des rapports plus pertinents, visitez www.reportsandmarkets.com

À quoi s'attendre de ce rapport sur Dropshipping Ecommere Business Market:

Les plans de développement de votre entreprise en fonction de la valeur des coûts de production et de la valeur des produits, et plus encore pour les années à venir.

Un aperçu détaillé des distributions régionales de produits populaires sur le marché commercial de Dropshipping Ecommere.

Comment les grandes entreprises et les fabricants de taille moyenne réalisent-ils des bénéfices sur le marché commercial Dropshipping Ecommere?

Estimez le rodage des nouveaux joueurs pour entrer sur le marché des entreprises de commerce électronique Dropshipping.

Recherche approfondie sur l'expansion globale au sein du marché commercial Dropshipping Ecommere pour déterminer le lancement de produits et les développements d'actifs.

Si vous en savez plus sur ce rapport

Si vous avez des exigences particulières pour ce rapport, faites-le nous savoir et nous pouvons créer un rapport personnalisé.

À propos de nous:

L'étude de marché est le nouveau mot à la mode sur le marché, aidant à comprendre le potentiel de marché de chaque produit sur le marché. Reports And Markets n'est pas n'importe quelle entreprise dans ce domaine, mais fait partie d'un groupe de vétérans appelé Algoro Research Consultants Pvt. Ltd. Il fournit des enquêtes statistiques progressives haut de gamme, des rapports d'études de marché, des analyses et des données de prévision pour un large éventail de secteurs, tant gouvernementaux que privés, dans le monde entier.

Pour plus d'informations, veuillez nous contacter à:

Sanjay Jain

Manager – Relations partenaires et marketing international

www.reportsandmarkets.com

Tél: + 1-352-353-0818 (US)

  • Prévisions du marché mondial de l'assurance maritime 2020-2027 | Croissance du TCAC, taille du marché, chiffre d'affaires, opportunité, tendance du marché, offre et demande – 3 avril 2020
  • Prévisions du marché mondial des assureurs médicaux et médicaux 2020-2027 | Croissance du TCAC, taille du marché, chiffre d'affaires, opportunité, tendance du marché, offre et demande – 3 avril 2020
  • Prévisions du marché mondial des primes d'assurance automobile 2020-2027 | Croissance du TCAC, taille du marché, chiffre d'affaires, opportunité, tendance du marché, offre et demande – 3 avril 2020

Vous avez entendu parlé du dropshipping et vous avez envie de vous jeter dans ce aventure qui vous permettre d’arrondir vos issue de salaire et/ou de confectionner votre régulier activité (vous serez alors votre seul patron !) ? Avant de vous lancer, vous ambitionnez tout connaître sur ce féminin de commerce sur la toile ? Ses avantages ? Ses inconvénients ? Vous souhaitez aussi être avoir des nouvelle plus concrètes: comment effectuer du dropshipping ? Comment confectionner un site dropshipping pas cher ? Comment trouver des fournisseurs dropshipping en France ainsi qu’à à l’étranger ? Vous recherchez aussi un exemple de orientation dropshipping qui fonctionne réellement ? Vous vous posez la interrogation de savoir qui paie la TVA en dropshipping ? etc…

Virginia National Bankshares: Rapport annuel 2019 sur formulaire 10-K 03.12.2020 – Gagne sur l’Affiliation

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<! –

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12/03/2020 | 15 h 46 HAE

ETATS UNIS

TITRES ET ÉCHANGE DE COMITÉ

Washington, DC 20549

FORMULE 10-K

(Mark One)

  • RAPPORT ANNUEL CONFORMÉMENT À LA PARTIE 13 OU 15 (d) DE L'ACTION DE CHANGE DE 1934

Pour l'exercice clos le 31 décembre 2019

OU

  • RAPPORT TRANSITOIRE AU TITRE DES ARTICLES 13 OU 15 d) DE L'ÉCHANGE DE TITRES
    ACTE DE 1934 POUR LA PÉRIODE TRANSITOIRE DEÀ

Numéro de dossier de la Commission 000-55117

SOCIÉTÉ NATIONALE DE BANQUES DE VIRGINIE

(Nom exact du déclarant tel que spécifié dans sa charte)

Virginie

46-2331578

(État ou autre juridiction de

(Employeur I.R.S.

fondation ou organisation)

Numéro d'identification.)

Place de 404 personnes

Charlottesville, VA

22911

(Adresse des principaux services exécutifs)

(Code postal)

Numéro de téléphone du titulaire, y compris l'indicatif régional: (434) 817-8621

Titres enregistrés en vertu de l'article 12 b) de la loi:

Commerce

Titre de chaque classe

Symbole (s)

Nom de chaque salon sur lequel s'est inscrit

Stock ordinaire

VABK

OTCQX

Titres enregistrés en vertu de l'article 12 g) de la loi: Aucun

Cochez si l'inscrit est un émetteur chevronné connu, au sens de la règle 405 de la Securities Act. OUI NON Cochez si le déclarant n'est pas tenu de soumettre des rapports en vertu de l'article 13 ou 15 d) de la loi. OUI NON

Cochez si l'inscrit a: (1) soumis tous les rapports devant être déposés par l'article 13 ou 15 (d) de la Securities Exchange Act de 1934 au cours des 12 mois précédents (ou pour une période si courte que l'inscrit était tenu de soumettre ces rapports), et (2) était soumis à ces exigences de dépôt depuis 90 jours. OUI NON

Cochez la case si le déclarant a soumis électroniquement chaque base de données interactive à soumettre conformément à la règle 405 du règlement ST (§232.405 du présent chapitre) au cours des 12 derniers mois (ou pendant une période plus courte que le déclarant a dû soumettre) fichiers). OUI NON

Cochez si l'inscrit est un grand déposant accéléré, un déposant accéléré, un déposant non accéléré, une petite entreprise déclarante ou une société de croissance émergente. Voir les définitions de "grand déposant accéléré", "déposant accéléré", "petite entreprise déclarante" et "société en croissance émergente" dans la règle 12b-2 de la loi sur l'échange.

Grande charge accélérée

Filer accéléré

Remplissage non accéléré

Petite entreprise déclarante

Les affaires en hausse

S'il s'agit d'une société en croissance émergente, veuillez cocher si le déclarant a choisi de ne pas utiliser la période de transition prolongée pour se conformer aux normes comptables nouvelles ou révisées prévues conformément à l'article 13, point a), du Loi sur l'échange.

Cochez si l'inscrit est une société écran (au sens de la règle 12b-2 de la loi sur l'échange). OUI NON

La valeur marchande totale des actions ordinaires détenues par les sociétés non affiliées de l'inscrit, calculée sur la base du dernier prix de vente déclaré des actions ordinaires cotées à l'OTCQX, géré par OTC Markets Group, Inc., le 28 juin 2019 (le dernier jour ouvrable du dernier trimestre d'exercice du titulaire) était d'environ 82,6 millions de dollars.

Le nombre d'actions en circulation des actions ordinaires du titulaire au 6 mars 2020 était de 2 692 005.

DOCUMENTS INCLUS PAR RÉFÉRENCE

Des parties de la déclaration de procuration finale de l'inscrit à utiliser conjointement avec l'assemblée annuelle des actionnaires de 2020 de l'inscrit sont incluses dans la partie III du présent formulaire 10-K.

TABLE DES MATIERES

La page

Partie I.

Point 1

Compagnie

4

Point 1A

Facteurs de risque

15

Point 1B

Commentaires des employés non résolus

15

Point 2

Propriétés

15

Point 3

Processus juridiques

16

Point 4

Divulgation de la sécurité des mines

16

Partie II

Point 5

Marché des actions ordinaires des inscrits, des actionnaires liés et de l'émetteur

17

Achats de titres de participation

Point 6

Données financières sélectionnées

18

Point 7

Discussion et analyse par la direction de la situation financière et des résultats

19

Les activités

Point 7A

Informations quantitatives et qualitatives sur le risque de marché

43

Point 8

États financiers et informations complémentaires

44

Point 9

Changements et désaccords avec les comptables dans les domaines de la comptabilité et des finances

91

Divulgation

Point 9A

Contrôles et procédures

91

Point 9B

Autres informations

93

Partie III

Point 10

Administrateurs, dirigeants et gouvernance d'entreprise

94

Point 11

Rémunération des dirigeants

94

Point 12

Propriété de certains bénéficiaires, dirigeants et sociétés affiliées

94

L'actionnaire est important

Point 13

Transactions avec des personnes affiliées et autres informations

94

Point 14

Frais et services comptables principaux

94

Partie IV

Point 15

Expositions, annexes des états financiers

95

Section 16

Formulaire 10-K Résumé

97

Signatures

98

ÉNONCÉS PROSPECTIFS ET FACTEURS POUVANT AFFECTER LES RÉSULTATS FUTURS

Certaines déclarations contenues dans ce rapport annuel sur formulaire 10-K ou incorporées par référence sont des «déclarations prospectives». tels que définis dans le Securities Exchange Act de 1934, y compris, mais sans s'y limiter, les déclarations concernant les résultats d'exploitation futurs ou la situation financière, la capacité de prêt et la liquidité future, les résultats d'investissement futurs, l'exposition future au crédit, les pertes de crédit futures, les plans et les objectifs des opérations futures, les changements de législation et les réglementations applicables à la société et à ses filiales, l'adéquation des sources de financement, les distributions actuarielles attendues, l'évaluation des actifs saisis, les exigences légales, l'environnement économique et les autres déclarations contenues dans ce document qui ne sont pas des faits historiques. De telles déclarations sont souvent caractérisées par l'utilisation de mots qualifiés tels que "attendre", "croire", "estimer", "projeter", "anticiper", "avoir l'intention", "vouloir", "devoir" ou des mots avec un mot similaire signification ou autres déclarations concernant les opinions ou le jugement de la société et de sa direction concernant des événements futurs. Ces déclarations ne sont pas des faits historiques, mais sont soumises à de nombreuses hypothèses, risques et incertitudes, et ne représentent que la conviction de la direction concernant des événements futurs, dont beaucoup sont intrinsèquement incertains et indépendants de la volonté de la Société. gestion. Tous les énoncés prospectifs de la société ne sont valables qu'à la date de ces déclarations. Les résultats réels et la situation financière de la société peuvent différer sensiblement des résultats attendus et de la situation financière indiqués ou implicites dans ces déclarations prospectives. La société ne s'engage pas à mettre à jour ou à réviser les déclarations prospectives afin de refléter de nouvelles informations ou des événements ultérieurs ou des changements dans les attentes.

Les facteurs qui pourraient faire en sorte que nos résultats réels diffèrent sensiblement de ceux des énoncés prospectifs comprennent, mais sans s'y limiter, les suivants:

  • l'inflation, les taux d'intérêt, les fluctuations du marché et monétaires;
  • les développements géopolitiques, y compris les actes de guerre et le terrorisme et leur impact sur les conditions économiques;
  • les effets et les changements des politiques et des lois commerciales, monétaires et fiscales, y compris la politique de taux d'intérêt du Federal Reserve Board;
  • l'impact des modifications des lois, réglementations et directives sur les services financiers, y compris, mais sans s'y limiter, les taxes, les opérations bancaires, les valeurs mobilières et les assurances;
  • changements dans les principes, politiques et lignes directrices comptables;
  • les changements, en particulier la détérioration, des conditions économiques générales et des économies locales dans lesquelles l'entreprise opère;
  • ralentissement économique prolongé avec notre région géographique ou perturbation économique plus large, peut-être en raison d'une pandémie ou d'une autre urgence de santé publique généralisée;
  • la situation financière des emprunteurs de l'entreprise;
  • pression concurrentielle sur les prix et demande de prix pour les prêts et dépôts;
  • les changements technologiques et leur impact sur la commercialisation de nouveaux produits et services et l'acceptation de ces produits et services par les clients nouveaux et existants;
  • la volonté des clients de remplacer les produits et services des concurrents par les produits et services de l'entreprise;
  • les risques et incertitudes décrits de temps à autre dans les communiqués de presse et autres documents publics; et
  • la performance de la Société dans le contrôle des risques associés à tout ce qui précède.

La liste de facteurs importants qui précède n'est pas exclusive et la société ne fera aucune déclaration prospective, écrite ou orale, de temps à autre.

Partie I.

Point 1. AFFAIRES.

Général

Virginia National Bankshares Corporation (la «Société») a été constituée le 21 février 2013 sous la direction du conseil d'administration de Virginia National Bank (la «Banque») en vertu des lois du Commonwealth de Virginie aux fins de toutes les actions en circulation de devenir la Banque et la société holding de la Banque. Le 19 juin 2013, les actionnaires de la Banque ont approuvé la convention de réorganisation et le plan d'actions du 6 mars 2013, aux termes desquels la Banque se réorganiserait en une structure de détention (la «réorganisation»). Le 16 décembre 2013, lorsque la restructuration a pris effet, la banque est devenue une filiale à part entière de la société et chaque action ordinaire de la banque a été échangée contre une action ordinaire de la société.

La Société est réglementée par le Bank Holding Company Act de 1956, tel que modifié ("BHC Act"), et est soumis à l'inspection, à l'enquête et à la surveillance par le Conseil des gouverneurs du système de la Réserve fédérale (le "Federal Reserve Board" ou le "Federal Reserve Board"). Réserve fédérale "). La Société est également soumise à la juridiction de la Securities and Exchange Commission ("SEC") et est soumise à la divulgation et aux exigences réglementaires de la Securities Exchange Act de 1934, telle que modifiée, (la "Exchange Act") administrée par la SEC . Virginia National Bankshares Corporation a son siège social au 404 People Place, à Charlottesville, en Virginie.

La Virginia National Bank, principale filiale opérationnelle de la société, a été constituée en vertu de la loi fédérale en 1998 en tant qu'association bancaire nationale exerçant des activités générales de banque commerciale et de détail. La Banque a reçu sa charte du Bureau du contrôleur de la monnaie (l '"OCC") et a commencé ses opérations le 29 juillet 1998. La Banque a reçu des pouvoirs fiduciaires en janvier 2000. La Banque a son siège à Charlottesville, en Virginie. Les dépôts de la banque sont assurés au montant maximum spécifié dans la loi fédérale sur l'assurance-dépôts par la Federal Deposit Insurance Corporation («FDIC»). Avant juillet 2018, la Banque possédait une filiale en propriété exclusive, VNBTrust, National Association ("VNBTrust"), une banque fiduciaire nationale créée en 2007. Le 1er juillet 2018, VNBTrust a été fusionnée avec Virginia National Bank. La Banque continue de fournir des services d'administration de fiducie et de patrimoine sous le nom de VNB Trust and Estate Services et propose des services de conseil en investissement et en patrimoine sous le nom de Sturman Wealth Advisors ("Sturman Wealth"), anciennement connu sous le nom de VNB Investment Services. La Banque est soumise à la surveillance, à l'enquête et aux règlements de l'OCC et est également soumise aux règlements de la FDIC, de la Réserve fédérale et du Bureau de protection financière des consommateurs ("CFPB").

En 2018, la société a créé Masonry Capital Management, LLC («Masonry Capital»), un conseiller en placement inscrit, qui fournit des services de conseil et de gestion en placement aux clients par le biais de comptes gérés séparément et d'un fonds d'investissement privé. La Société estime que la création de Masonry Capital lui permettra de proposer sa stratégie d'investissement à un plus large éventail de clients.

Les références aux filiales de la Société dans ce document incluent à la fois la Banque et Masonry Capital.

Le 31 décembre 2019, la société et ses filiales occupaient cinq établissements bancaires à service complet dans les villes de Charlottesville et Winchester et le comté d'Albemarle, en Virginie, ainsi qu'une installation au volant avec des bureaux supplémentaires pour VNB Trust and Real Estate Services à Charlottesville. Voir point 2. Propriétés pour des informations supplémentaires sur l'emplacement.

L'immeuble de bureaux à plusieurs étages situé au 404 People Place, à Charlottesville, en Virginie, sert également de siège social et de centre d'opérations, ainsi que de siège social pour Masonry Capital et pour Sturman Wealth. De plus, la société possède des installations de production de prêts à Harrisonburg, Roanoke et Richmond, en Virginie.

Produits et services

La Banque offre une gamme complète de services bancaires et financiers connexes, y compris des comptes chèques, des comptes NOW, des dépôts sur le marché monétaire, des certificats de dépôt, des comptes de retraite individuels, un service de registre des certificats de dépôts (CDARS ™), un balayage en espèces assuré® (ICS®) et d'autres services de garde. La Banque sollicite activement ces comptes auprès de particuliers, d'entreprises et d'organismes de bienfaisance dans sa zone de négociation. Les autres services offerts par la Banque comprennent les distributeurs automatiques de billets («GAB»), les services bancaires par Internet, les services de gestion de trésorerie et de trésorerie et les services de cartes de commerçant. De plus, la Banque est affiliée à Visa®, qui est acceptée dans le monde entier et propose des cartes de débit aux consommateurs et aux clients commerciaux.

La Banque offre également des prêts commerciaux, immobiliers et à court terme et à long terme. La Banque vise à être une source de crédit fiable et cohérente en fournissant des prêts dont le prix est basé sur une relation bancaire globale, un accès facile aux décideurs locaux de la Banque qui ont une solide connaissance du marché local, une livraison locale, une réponse rapide et une continuité dans le relation bancaire. La Banque octroie des prêts hypothécaires résidentiels et vend sur le marché secondaire les prêts qu'elle ne souhaite pas détenir pour son propre portefeuille de prêts en raison des risques de taux d'intérêt inhérents aux prêts à long terme à taux fixe.

Les services et produits de conseil en matière d'investissement et de gouvernement sont offerts sous le nom de Sturman Wealth Advisors, anciennement connu sous le nom de VNB Investment Services, dans le cadre d'accords de réseau avec un courtier / courtier inscrit et un conseiller en placement enregistré pour fournir des services par l'intermédiaire de représentants qui sont également des employés de la Société.

Les services d'administration de fiducie et de patrimoine sont offerts par le biais des Services fiduciaires et successoraux VNB.

Les services de gestion d'actifs sont offerts par Masonry Capital Management, LLC, dont le produit phare pour les comptes gérés séparément et un fonds d'investissement privé poursuit une stratégie d'investissement basée sur la valeur et axée sur les catalyseurs. Les instruments financiers utilisés comprennent les actions ordinaires et privilégiées, les obligations de sociétés, les prêts bancaires et autres titres de créance, les titres convertibles, les fonds négociés en bourse ("EFT & # 39; s"), les options, les warrants et les équivalents de trésorerie.

La Banque dessert principalement les communautés de Virginie dans et autour de la ville de Charlottesville, du comté d'Albemarle et de la ville de Winchester. La banque possède également des installations de production de prêts à Harrisonburg, Mechanicsville, Roanoke et Richmond, en Virginie. Les implantations de la banque sont bien positionnées sur des marchés attractifs. Dans le secteur du marché, il existe différents types d'industries, notamment l'enseignement supérieur, les services médicaux et professionnels, les sociétés de recherche et développement et le commerce de détail. La banque a fermé ses bureaux à Orange, en Virginie, le 13 avril 2018; le service de messagerie complet reste disponible pour les clients à Orange et en Virginie.

Concours

L'entreprise exerce des activités hautement compétitives. Chaque activité implique une concurrence avec d'autres banques, ainsi qu'avec des sociétés non bancaires qui proposent des produits et services financiers qui sont en concurrence directe avec l'offre de produits et services de l'entreprise. La Société est en concurrence active avec d'autres banques dans ses efforts pour obtenir des dépôts et prêter, dans l'étendue et les types de services offerts, dans les taux d'intérêt payés sur les dépôts à terme et facturés sur les prêts, et dans d'autres aspects de bancaire.

En plus de la concurrence avec d'autres banques commerciales à l'intérieur et à l'extérieur de ses principaux domaines de services, l'entreprise est en concurrence avec d'autres institutions financières engagées dans le prêt ou l'acceptation de dépôts, telles que les coopératives de crédit, les compagnies d'assurance, les petites sociétés de prêt, les sociétés financières, les prêts hypothécaires certaines entreprises publiques, certaines agences gouvernementales et d’autres sociétés. Il existe une forte concurrence pour les comptes du marché monétaire avec les courtiers en valeurs mobilières et les fonds communs de placement. La concurrence supplémentaire pour les dépôts provient des émetteurs de dette publique et privée et d'autres alternatives d'investissement pour les déposants, comme les fonds du marché monétaire.

Les marchés que la société dessert sont très compétitifs en matière bancaire. Il y a beaucoup de concurrence pour les prêts aux entreprises et aux professionnels et les prix sont importants. De nombreux concurrents de la société ont des ressources et des limites de crédit beaucoup plus importantes que la société et offrent certains services, tels que des réseaux de bureaux étendus et établis auxquels la société ne devrait pas correspondre. La concurrence des dépôts est également très forte. Cependant, la direction estime qu'il existe un marché pour les services financiers personnalisés et sur mesure qu'une banque communautaire indépendante peut fournir.

Supervision et réglementation

La Société et la Banque sont largement réglementées par les lois fédérales et étatiques. La description suivante traite brièvement de certaines dispositions historiques et actuelles des lois fédérales et des États et de certains règlements, des règlements proposés et des conséquences potentielles pour la Société et la Banque. Dans la mesure où ce rapport décrit des dispositions ou propositions légales ou réglementaires, la description est qualifiée dans son intégralité par référence aux dispositions ou propositions légales ou réglementaires spécifiques.

L'entreprise

Général. En tant que société de portefeuille bancaire enregistrée en vertu de la loi BHC, la société est soumise à la surveillance, à la réglementation et à l'enquête de la Réserve fédérale. La société est également enregistrée en vertu des lois des sociétés de portefeuille bancaires de Virginie et est soumise à la supervision, à la réglementation et à l'enquête de la Virginia State Corporation Commission (la «SCC»).

Activités autorisées. Les activités autorisées d'une société de portefeuille bancaire se limitent à la gestion ou au contrôle des banques, à la prestation de services ou à la prestation de services pour ses filiales et à la réalisation d'autres activités que la Réserve fédérale détermine par règlement ou par ordre d'être si étroitement liées. avec le système bancaire ou ses banques de gestion ou de contrôle comme un incident approprié. Pour déterminer si une activité particulière est autorisée, la Réserve fédérale doit déterminer s'il est raisonnable de s'attendre à ce que la performance d'une telle activité produise des avantages pour le public qui l'emportent sur ses effets négatifs potentiels. Les avantages possibles sont plus de commodité, plus de concurrence et plus d'efficacité. Les effets négatifs potentiels comprennent une concentration excessive des ressources, une concurrence réduite ou déloyale, des conflits d'intérêts et des pratiques bancaires déloyales. Malgré l'approbation préalable, la Réserve fédérale peut demander à une société de portefeuille bancaire ou à ses filiales de cesser une activité ou de mettre fin à la propriété ou au contrôle d'une filiale lorsque la Réserve fédérale a des motifs raisonnables de croire qu'un risque grave pour la sécurité financière, la solidité ou la stabilité d'une filiale bancaire de cette société de portefeuille bancaire peut résulter de cette activité.

Acquisitions bancaires; Changements de contrôle. En tout état de cause, la loi BHC et les réglementations connexes nécessitent l'approbation préalable de la Réserve fédérale lorsqu'une société de portefeuille bancaire propose de

(i) acquérir, directement ou indirectement, la propriété ou le contrôle de plus de 5% des actions en circulation d'une banque ou d'une société de portefeuille bancaire (sauf si elle détient déjà la majorité de ces actions avec droit de vote), (ii) la totalité ou la quasi-totalité des actifs d'une autre banque ou une société de portefeuille bancaire, ou (iii) fusionner ou consolider avec une autre société de portefeuille bancaire. Pour déterminer s'il convient d'approuver une acquisition proposée, la Réserve fédérale tiendra compte, entre autres, de l'effet de l'acquisition sur la concurrence; les avantages globaux attendus de l'acquisition; tout problème de conformité réglementaire non résolu de toute institution partie à la transaction; les ratios et niveaux de capital attendus en fonction de l'acquisition; la situation financière de chaque institution partie à la transaction et de l'institution combinée après la transaction; les ressources de gestion des parties, ainsi que les processus et systèmes de gestion des risques et de gouvernance; Conformité des parties à la loi sur le secret bancaire et aux exigences de lutte contre le blanchiment d'argent; et la performance de l'institution acquérante en vertu de la loi de 1977 sur le réinvestissement communautaire et le respect des lois sur le logement équitable et d'autres lois sur la protection des consommateurs.

Sous réserve de certaines exceptions, la Loi sur le BHC et la Loi sur le changement de contrôle bancaire, ainsi que les règlements applicables, nécessitent l'approbation de la Réserve fédérale (ou, dans certaines circonstances, aucun avis de désapprobation) avant qu'une personne ou une entreprise obtienne le «contrôle» sur une banque ou une société de portefeuille bancaire. Il existe une présomption convaincante de contrôle si une personne ou une société acquiert le pouvoir, directement ou indirectement, de diriger la gestion ou les politiques d'un dépositaire assuré ou de voter 25% ou plus d'une catégorie de titres comportant droit de vote d'un dépositaire assuré. Il existe une présomption réfragable de contrôle si un particulier ou une société obtient 10% ou plus mais moins de 25% d'une catégorie de titres avec droit de vote auprès d'un dépositaire assuré et que (i) l'institution a enregistré ses titres auprès de la SEC conformément à l'article 12 de la Exchange Act ou (ii) aucune autre personne ne détiendra un pourcentage plus élevé de cette catégorie

titres conférant le droit de vote immédiatement après l'acquisition. Les actions ordinaires de la société sont enregistrées en vertu de l'article 12 de la Loi sur l'échange.

En outre, la loi de Virginie exige l'approbation préalable de la CSC pour (i) l'acquisition par une société de portefeuille bancaire en Virginie de plus de 5% des droits de vote d'une banque en Virginie ou d'une société de portefeuille bancaire en Virginie, ou (ii) l'acquisition par une autre personne qui contrôle une société de portefeuille bancaire en Virginie ou une banque en Virginie.

Source de force. Les politiques de la Réserve fédérale obligent traditionnellement les avoirs bancaires de leurs filiales à être une source de solidité financière et managériale. La loi Dodd-Frank sur la réforme de Wall Street et la protection des consommateurs («loi Dodd-Frank») a codifié cette politique comme une exigence légale. En vertu de cette exigence, la société est censée déployer des ressources pour soutenir la banque, y compris lorsque la société peut ne pas être en mesure de fournir ces ressources. Tous les prêts en capital consentis par une société de portefeuille bancaire à l'une de ses filiales sont subordonnés au droit au paiement des déposants et à certaines autres dettes de ces filiales bancaires. En cas de faillite d'une société de portefeuille bancaire, tout engagement de la société de portefeuille bancaire à un régulateur fédéral de banque de conserver le capital d'une banque filiale est repris par le syndic de faillite et a droit au paiement.

Sécurité et solidité. Il existe un certain nombre d'obligations et de limitations imposées par les politiques bancaires et réglementaires aux sociétés de portefeuille bancaires et à leurs filiales afin de minimiser la perte potentielle pour les déposants de ces dépositaires et du fonds d'assurance FDIC en cas d'insolvabilité, de mise sous séquestre ou de défaillance d'un dépositaire. Par exemple, pour être placée sous tutelle d'un dépositaire assuré, une société de portefeuille bancaire, pour être placée sous tutelle, doit s'assurer que toute filiale qui peut être "sous-capitalisée" remplit les conditions de tout capital. plan de redressement déposé par une telle filiale auprès de l'autorité de réglementation des banques fédérales compétente au plus bas des montants suivants: (i) un montant égal à 5% de l'actif total de l'institution au moment où l'institution était sous-capitalisée, ou (ii) le montant nécessaire (ou aurait été nécessaire) pour mettre l'établissement en conformité avec toutes les normes de capital applicables à partir du moment où l'institution ne se conforme pas à un tel plan de recouvrement des fonds propres.

En vertu de la loi fédérale sur l'assurance-dépôts («FDIA»), les autorités de réglementation des banques fédérales ont adopté des directives qui prescrivent des normes de sécurité et de santé. Ces lignes directrices établissent des normes générales concernant la gestion du capital, les contrôles internes et les systèmes d'information, les systèmes d'audit interne, les systèmes d'information, la sécurité des données, la documentation des prêts, l'assurance crédit, le risque de taux d'intérêt et la gestion des risques, la gestion des fournisseurs, la gouvernance d'entreprise et l'appréciation du capital, ainsi que la rémunération, les frais et avantages. En général, les lignes directrices exigent, entre autres, des systèmes et des pratiques appropriés pour identifier et gérer les risques et les expositions spécifiés dans les lignes directrices.

Exigences de capital. La Réserve fédérale impose certaines exigences de fonds propres aux sociétés de portefeuille bancaires en vertu de la loi BHC, notamment un ratio de levier minimum et un ratio minimum de fonds propres «éligibles» par rapport aux actifs pondérés en fonction des risques. Ces exigences sont décrites ci-dessous sous «La Banque – Exigences de capital». Sous réserve de ses exigences en matière de capital et de certaines autres restrictions, la Société peut emprunter de l'argent pour apporter une contribution en capital à la Banque, et ces prêts peuvent être remboursés sur les dividendes versés par la Banque à la Société.

Limites des dividendes et autres paiements. La société est une entité juridique, distincte et distincte de ses filiales. Une partie importante des revenus de la Société provient des dividendes distribués par la Banque. Il existe diverses restrictions légales qui s'appliquent au paiement de dividendes par la Banque à la Société et au paiement de dividendes par la Société à ses actionnaires. La Banque est soumise à diverses restrictions légales et réglementaires sur sa capacité à verser des dividendes à la Société. L'OCC a indiqué qu'une banque nationale ne devrait généralement verser que des dividendes à partir du résultat opérationnel courant. La réglementation actuelle requiert l'approbation préalable du régulateur si les dividendes en espèces d'une année donnée d'une année donnée dépassent le bénéfice net de cette année, plus le bénéfice net conservé des deux années précédentes. Le paiement de dividendes par la Banque ou la Société peut être limité par d'autres facteurs, tels que les exigences de maintien du capital au-dessus des directives légales. Les régulateurs bancaires ont le pouvoir d'interdire à la Banque ou à la Société de se livrer à toute pratique dangereuse ou malsaine dans l'exercice de ses activités respectives. Selon la situation financière de la Banque ou de la Société, le paiement de dividendes peut être considéré comme une telle pratique dangereuse ou malsaine.

En vertu de la FDIA, il est interdit aux dépositaires assurés tels que la Banque d'effectuer des distributions de capital, y compris le paiement de dividendes, si l'institution était "sous-capitalisée" après avoir effectué ces distributions (car un tel terme est utilisé dans les statuts). Sur la base des données financières actuelles de la banque

La condition est que la Société ne s'attende pas à ce que cette provision ait un impact sur sa capacité à recevoir des dividendes de la Banque.

La banque

Général. La Banque est soumise à une surveillance et est régulièrement examinée par l'OCC. Les différentes lois et réglementations administrées par l'OCC et les autres organismes de réglementation de la banque ont des implications sur les pratiques commerciales, telles que le paiement de dividendes, l'accumulation de dettes et l'acquisition d'institutions financières et d'autres sociétés; ils affectent également les pratiques commerciales telles que le paiement d'intérêts sur les dépôts, le paiement d'intérêts sur les prêts, les types d'entreprises et l'emplacement des bureaux. Certaines de ces lois et réglementations sont répertoriées ci-dessus sous «La société».

Besoins en capital.L'OCC et les autres autorités de réglementation des banques fédérales ont établi des directives fondées sur les risques et sur l'effet de levier qui s'appliquent aux organisations bancaires américaines. Ces autorités réglementaires peuvent, de temps à autre, exiger d'un organisme bancaire qu'il détienne des fonds propres au-dessus des niveaux minimaux en raison de sa situation financière ou de sa croissance réelle ou prévue.

Les agences bancaires fédérales ont adopté des règles définitives sur les exigences de fonds propres et le calcul des actifs pondérés en fonction des risques pour mettre en œuvre les réformes des fonds propres de Bâle III par le Comité de Bâle sur le contrôle bancaire (le «Comité de Bâle») et certaines dispositions de la loi Dodd-Frank (les «Règles de fonds propres de Bâle III»). ").

De Basel III-kapitaalregels verplichten banken en bankholdings om te voldoen aan de volgende minimumkapitaalratio&#39;s: (i) een verhouding van tier 1-kernkapitaal tot risicogewogen activa van ten minste 4,5%, plus een kapitaalconserveringsbuffer van 2,5% "(resulterend in een minimale verhouding van tier 1 uit gewone aandelen tot risicogewogen activa van ten minste 7%); (ii) een verhouding tussen tier 1-kapitaal en risicogewogen activa van ten minste 6,0%, plus de kapitaalconserveringsbuffer van 2,5% (resulterend in een minimale tier 1-kapitaalratio van 8,5%);

  1. een verhouding van het totale kapitaal tot risicogewogen activa van ten minste 8,0%, plus de kapitaalconserveringsbuffer van 2,5% (resulterend in een minimale totale kapitaalratio van 10,5%); en (iv) een leverage ratio van 4%, berekend als de verhouding tussen tier 1-kapitaal en balansblootstellingen plus bepaalde buitenbalansblootstellingen (berekend als het gemiddelde voor elk kwartaal van de ratio&#39;s aan het einde van de maand voor het kwartaal). De geleidelijke invoering van de buffervereiste voor kapitaalconservering begon op 1 januari 2016, op 0,625% van de naar risico gewogen activa, en steeg elk jaar met hetzelfde bedrag totdat het op 1 januari 2019 volledig werd geïmplementeerd op 2,5%. buffer is ontworpen om verliezen op te vangen tijdens periodes van economische stress. Bankorganisaties met een verhouding van tier 1-kernkapitaal tot risicogewogen activa boven het minimum, maar onder de instandhoudingsbuffer, worden geconfronteerd met beperkingen op dividenden, terugkoop van aandelen en compensatie op basis van het bedrag van het tekort.

De Tier 1, Tier 1-aandelenkapitaal, het totale kapitaal voor risicogewogen activa en de hefboomratio&#39;s van de onderneming bedroegen respectievelijk 14,28%, 14,28%, 15,08% en 10,81% per 31 december 2019, waardoor de minimumvereisten werden overschreden . De Tier 1, Tier 1-aandelenkapitaal, het totale vermogen naar risicogewogen activa en de hefboomratio&#39;s van de Bank bedroegen respectievelijk 14,18%, 14,18%, 14,98% en 10,73% per 31 december 2019, en overschreden ook de minimumvereisten .

Met betrekking tot de Bank zijn de voorschriften voor "onmiddellijke corrigerende maatregelen" ingevolge artikel 38 van de FDIA herzien met ingang van 1 januari 2015, om een ​​gemeenschappelijke tier 1-kapitaalratio op te nemen en bepaalde andere kapitaalratio&#39;s te verhogen. Om onder de herziene regelgeving "goed gekapitaliseerd" te zijn, moet een bank de volgende minimumkapitaalratio&#39;s hebben: (i) een tier 1-kapitaalratio van het gewone eigen vermogen van ten minste 6,5%; (ii) een tier 1-ratio kapitaal / risicogewogen activa van ten minste 8,0%; (iii) een totale verhouding kapitaal / risicogewogen activa van ten minste 10,0%; en (iv) een hefboomratio van ten minste 5,0%. De Bank overschrijdt de drempels om op 31 december 2019 als goed gekapitaliseerd te worden beschouwd.

De Basel III-kapitaalregels hebben ook de risicogewichten van activa gewijzigd om het kredietrisico en andere risicoposities beter weer te geven. These include a 150% risk weight for certain high volatility commercial real estate acquisition, development and construction loans and nonresidential mortgage loans that are 90 days past due or otherwise on nonaccrual status, a 20% credit conversion factor for the unused portion of a commitment with an original maturity of one year or less that is not unconditionally cancelable, a 250% risk weight for mortgage servicing rights and deferred tax assets that are not deducted from capital, and increased risk-weights for equity exposures.

In December 2017, the Basel Committee published standards that it described as the finalization of the Basel III post-crisis regulatory reforms (the standards are commonly referred to as "Basel IV"). Among other things, these standards revise the Basel Committee&#39;s standardized approach for credit risk (including by recalibrating risk weights and introducing new capital requirements for certain "unconditionally cancellable commitments," such as unused credit card lines of credit) and provide a new standardized approach for operational risk capital. Under the proposed framework, these standards will generally be effective on January 1, 2022, with an aggregate output floor phasing-in through January 1, 2027. Under the current capital rules, operational risk capital requirements and a capital floor apply only to advanced approaches institutions, and not to the Company. The impact of Basel IV on the Company and the Bank will depend on the manner in which it is implemented by the federal bank regulatory agencies.

On August 28, 2018, the Federal Reserve issued an interim final rule required by the Economic Growth, Regulatory Relief and Consumer Protection Act of 2018, which was signed into law on May 24, 2018 (the "EGRRCPA"), that expands the applicability of the Federal Reserve&#39;s small bank holding company policy statement (the "SBHC Policy Statement") to bank holding companies with total consolidated assets of less than $3 billion (up from the prior $1 billion threshold). Under the SBHC Policy Statement, qualifying bank holding companies have additional flexibility in the amount of debt they can issue and are also exempt from the Basel III Capital Rules (subsidiary depository institutions of qualifying bank holding companies are still subject to capital requirements). The Company currently has less than $3 billion in total consolidated assets and would likely qualify under the revised SBHC Policy Statement. However, the Company does not currently intend to issue a material amount of debt or take any other action that would cause its capital ratios to fall below the minimum ratios required by the Basel III Capital Rules.

On September 17, 2019 the Federal Deposit Insurance Corporation finalized a rule that introduces an optional simplified measure of capital adequacy for qualifying community banking organizations, referred to as, the community bank leverage ratio (CBLR) framework, as required by the Economic Growth, Regulatory Relief and Consumer Protection Act. The CBLR framework is designed to reduce burden by removing the requirements for calculating and reporting risk-based capital ratios for qualifying community banking organizations that opt into the framework.

In order to qualify for the CBLR framework, a community banking organization must have a tier 1 leverage ratio of greater than 9 percent, less than $10 billion in total consolidated assets, and limited amounts of off-balance-sheet exposures and trading assets and liabilities. A qualifying community banking organization that opts into the CBLR framework and meets all requirements under the framework will be considered to have met the well-capitalized ratio requirements under the Prompt Corrective Action regulations and will not be required to report or calculate risk-based capital.

The CBLR framework will be available for banks to use in their March 31, 2020 Call Report. The Company has decided not to opt into the CBLR framework.

Prompt Corrective Action.Federal banking regulators are authorized and, under certain circumstances, required to take certain actions against banks that fail to meet their capital requirements. The federal bank regulatory agencies have additional enforcement authority with respect to undercapitalized depository institutions. "Well capitalized" institutions may generally operate without additional supervisory restriction. With respect to "adequately capitalized" institutions, such banks (i) cannot normally pay dividends or make any capital contributions that would leave it undercapitalized, (ii) cannot pay a management fee to a controlling person if, after paying the fee, it would be undercapitalized, and (iii) cannot accept, renew, or roll over any brokered deposit unless the bank has applied for and been granted a waiver by the FDIC.

Immediately upon becoming "undercapitalized," a depository institution becomes subject to the provisions of Section 38 of the FDIA, which: (i) restrict payment of capital distributions and management fees;

  1. require that the appropriate federal banking agency monitor the condition of the institution and its efforts to restore its capital; (iii) require submission of a capital restoration plan; (iv) restrict the growth of the institution&#39;s assets; and (v) require prior approval of certain expansion proposals. The appropriate federal banking agency for an undercapitalized institution also may take any number of discretionary supervisory actions if the agency determines that any of these actions is necessary to resolve the problems of the institution at the least possible long-term cost to the DIF, subject in certain cases to

specified procedures. These discretionary supervisory actions include: (a) requiring the institution to raise additional capital; (b) restricting transactions with affiliates; (c) requiring divestiture of the institution or the sale of the institution to a willing purchaser; and (d) any other supervisory action that the agency deems appropriate. These and additional mandatory and permissive supervisory actions may be taken with respect to significantly undercapitalized and critically undercapitalized institutions. The Bank met the definition of being "well capitalized" as of December 31, 2019.

As described above in "The Bank – Capital Requirements," the capital requirement rules issued by the OCC incorporate new requirements into the prompt corrective action framework.

Deposit Insurance.The deposits of the Bank are insured up to applicable limits by the Deposit Insurance Fund ("DIF") of the FDIC and are subject to deposit insurance assessments based on average total assets minus average tangible equity to maintain the DIF. The basic limit on FDIC deposit insurance coverage is $250,000 per depositor. Under the FDIA, the FDIC may terminate deposit insurance upon a finding that the institution has engaged in unsafe or unsound practices, is in an unsafe or unsound condition to continue operations as an insured depository institution, or has violated any applicable law, regulation, rule, order or condition imposed by the FDIC, subject to administrative and potential judicial hearing and review processes. As required by the Dodd-Frank Act, the FDIC has adopted a large-bank pricing assessment structure, set a target "designated reserve ratio" of 2 percent for the DIF, in lieu of dividends, provides for a lower assessment rate schedule, when the reserve ratio reaches 2 percent and

  1. percent. An institution&#39;s assessment rate is based on a statistical analysis of financial ratios that estimates the likelihood of failure over a three-year period, which considers the institution&#39;s weighted average CAMELS component rating. The CAMELS component is a supervisory rating system designed to reflect financial and operational risks that a bank may face, including capital adequacy, asset quality, management capability, earnings, liquidity and sensitivity to market risk ("CAMELS"). At December 31, 2019, total base assessment rates for institutions that have been insured for at least five years range from
  1. to 40 basis points, with rates of 1.5 to 30 basis points applying to banks with less than $10 billion in assets. In 2019 and 2018, the Company expensed $36,000 and $189,000, respectively, in deposit insurance assessments. In 2019, the Company received a $155,000 FDIC small bank credit assessment award, to be used partially in 2019 and toward future assessments, as the deposit insurance fund reserve ratio exceeded 1.38%.

Transactions with Affiliates.Pursuant to Sections 23A and 23B of the Federal Reserve Act and Regulation W, the authority of the Bank to engage in transactions with related parties or "affiliates" or to make loans to insiders is limited. Loan transactions with an affiliate generally must be collateralized and certain transactions between the Bank and its affiliates, including the sale of assets, the payment of money or the provision of services, must be on terms and conditions that are substantially the same, or at least as favorable to the Bank, as those prevailing for comparable nonaffiliated transactions. In addition, the Bank generally may not purchase securities issued or underwritten by affiliates.

Loans to executive officers, directors, or to any person who directly or indirectly, or acting through or in concert with one or more persons, owns, controls, or has the power to vote more than 10% of any class of voting securities of a bank ("10% Shareholders"), are subject to Sections 22(g) and 22(h) of the Federal Reserve Act and their corresponding regulations (Regulation O) and Section 13(k) of the Exchange Act relating to the prohibition on personal loans to executives (which exempts financial institutions in compliance with the insider lending restrictions of Section 22(h) of the Federal Reserve Act). Among other things, these loans must be made on terms substantially the same as those prevailing on transactions made to unaffiliated individuals and certain extensions of credit to those persons must first be approved in advance by a disinterested majority of the entire Board of Directors. Section 22(h) of the Federal Reserve Act prohibits loans to any of those individuals where the aggregate amount exceeds an amount equal to 15% of an institution&#39;s unimpaired capital and surplus plus an additional 10% of unimpaired capital and surplus in the case of loans that are fully secured by readily marketable collateral, or when the aggregate amount on all of the extensions of credit outstanding to all of these persons would exceed the Bank&#39;s unimpaired capital and unimpaired surplus. Section 22(g) of the Federal Reserve Act identifies limited circumstances in which the Bank is permitted to extend credit to executive officers.

Community Reinvestment Act.The Bank is subject to the requirements of the Community Reinvestment Act of 1977 ("CRA"). The CRA imposes on financial institutions an affirmative and ongoing obligation to meet the credit needs of the local communities, including low and moderate income neighborhoods. The CRA requires the appropriate federal banking agency, in connection with its examination of a bank, to assess the bank&#39;s record in meeting such credit needs. In addition, in order for a bank holding company, like the Company, to commence any new activity permitted by the BHC Act, or to acquire any company engaged in any new activity permitted by the BHC Act, each insured depository institution subsidiary of the bank holding company must have received a rating of at least "satisfactory" in its most recent examination under the CRA. Under the CRA, institutions are assigned a rating of "outstanding," "satisfactory," "needs to improve," or "substantial non-compliance." The Bank received a "satisfactory" CRA rating in its most recent examination.

LIBOR and Other Benchmark Rates.Following the announcement by the U.K.&#39;s Financial Conduct Authority in July 2017 that it will no longer persuade or require banks to submit rates for the London InterBank Offered Rate (LIBOR) after 2021, central banks and regulators around the world have commissioned working groups to find suitable replacements for Interbank Offered Rates (IBOR) and other benchmark rates and to implement financial benchmark reforms more generally. These actions have resulted in uncertainty regarding the use of alternative reference rates (ARRs) and could cause disruptions in a variety of markets, as well as adversely impact the Company&#39;s business, operations and financial results.

To facilitate an orderly transition from LIBOR, IBOR and other benchmark rates to ARRs, the Company has established a focus committee, which includes members of senior management, including the Chief Credit Officer and Chief Financial Officer, among others. The task of this committee is to identify, assess and monitor risks associated with the expected discontinuation or unavailability of benchmarks, including LIBOR, achieve operational readiness and engage impacted clients in connection with the transition to ARRs.

Confidentiality of Customer Information.The Company and the Bank are subject to various laws and regulations that address the privacy of nonpublic personal financial information of customers. A financial institution must provide to its customers information regarding its policies and procedures with respect to the handling of customers&#39; personal information. Each institution must conduct an internal risk assessment of its ability to protect customer information. These privacy laws and regulations generally prohibit a financial institution from providing a customer&#39;s personal financial information to unaffiliated parties without prior notice and approval from the customer.

Required Disclosure of Customer Information.The Company and the Bank are also subject to various laws and regulations that attempt to combat money laundering and terrorist financing. The Bank Secrecy Act requires all financial institutions to, among other things, create a system of controls designed to prevent money laundering and the financing of terrorism, and also imposes recordkeeping and reporting requirements. The USA Patriot Act (i) added further regulations to facilitate information sharing among governmental entities and financial institutions for the purpose of combating terrorism and money laundering, (ii) imposed standards for verifying customer identification at account opening, and (iii) required financial institutions to establish anti-money laundering programs. The Office of Foreign Assets Control ("OFAC"), which is a division of the Treasury, is responsible for helping to ensure that United States entities do not engage in transactions with "enemies" of the United States, as defined by various Executive Orders and Acts of Congress. If the Bank finds a name of an "enemy" of the United States on any transaction, account, or wire transfer that is on an OFAC list, it must freeze such account or place transferred funds into a blocked account, and report it to OFAC.

Volcker Rule.The Dodd-Frank Act and regulations under that act prohibit insured depository institutions and their affiliates, except as permitted under certain limited circumstances, from (i) engaging in short- term proprietary trading for their own accounts and (ii) having certain ownership interests in, and relationships with, hedge funds or private equity funds. The Volcker Rule did not have a material impact on the Company&#39;s operations or financial position in 2019 and 2018.

Consumer Financial Protection.The Bank is subject to a number of other federal and state consumer protection laws that extensively govern its relationship with its customers. These laws include the Equal Credit Opportunity Act, the Fair Credit Reporting Act, the Truth in Lending Act, the Truth in Savings Act,

the Electronic Fund Transfer Act, the Expedited Funds Availability Act, the Home Mortgage Disclosure Act, the Fair Housing Act, the Real Estate Settlement Procedures Act, the Fair Debt Collection Practices Act, the Servicemembers&#39; Civil Relief Act, Secure and Fair Enforcement for Mortgage Licensing Act, laws governing flood insurance, federal and state laws prohibiting unfair and deceptive business practices, foreclosure laws, and various regulations that implement some or all of the foregoing. These laws and regulations mandate certain disclosure requirements and regulate the manner in which financial institutions must deal with customers when taking deposits, making loans, collecting loans, and providing other services. If the Bank fails to comply with these laws and regulations, it may be subject to various penalties. Failure to comply with consumer protection requirements may also result in failure to obtain any required bank regulatory approval for merger or acquisition transactions the Bank may wish to pursue or being prohibited from engaging in such transactions even if approval is not required.

The Dodd-Frank Act centralized responsibility for consumer financial protection by creating a new agency, the Consumer Financial Protection Bureau (the "CFPB"), and giving it responsibility for implementing, examining, and enforcing compliance with federal consumer protection laws. The CFPB focuses on (i) risks to consumers and compliance with the federal consumer financial laws; (ii) the markets in which firms operate and risks to consumers posed by activities in those markets; (iii) depository institutions that offer a wide variety of consumer financial products and services; and (iv) non- depository companies that offer one or more consumer financial products or services. The CFPB is responsible for implementing, examining and enforcing compliance with federal consumer financial laws for institutions with more than $10 billion of assets. While the Bank, like all banks, is subject to federal consumer protection rules enacted by the CFPB, because the Company and the Bank have total consolidated assets of $10 billion or less, the OCC oversees the application to the Bank of most consumer protection aspects of the Dodd-Frank Act and other laws and regulations.

The CFPB has broad rulemaking authority for a wide range of consumer financial laws that apply to all banks, including, among other things, the authority to prohibit "unfair, deceptive, or abusive" acts and practices. Abusive acts or practices are defined as those that materially interfere with a consumer&#39;s ability to understand a term or condition of a consumer financial product or service or take unreasonable advantage of a consumer&#39;s (i) lack of financial savvy, (ii) inability to protect himself in the selection or use of consumer financial products or services, or (iii) reasonable reliance on a covered entity to act in the consumer&#39;s interests. The CFPB can issue cease-and-desist orders against banks and other entities that violate consumer financial laws. The CFPB may also institute a civil action against an entity in violation of federal consumer financial law in order to impose a civil penalty or injunction. Further, regulatory positions taken by the CFPB with respect to financial institutions with more than $10 billion in assets may influence how other regulatory agencies apply the subject consumer financial protection laws and regulations.

Mortgage Banking Regulation.In connection with making mortgage loans, the Company and the Bank are subject to rules and regulations that, among other things, establish standards for loan origination, prohibit discrimination, provide for inspections and appraisals of property, require credit reports on prospective borrowers, in some cases restrict certain loan features and fix maximum interest rates and fees, require the disclosure of certain basic information to mortgagors concerning credit and settlement costs, limit payment for settlement services to the reasonable value of the services rendered, and require the maintenance and disclosure of information regarding the disposition of mortgage applications based on race, gender, geographical distribution and income level. The Company and the Bank are also subject to rules and regulations that require the collection and reporting of significant amounts of information with respect to mortgage loans and borrowers.

The Company&#39;s and the Bank&#39;s mortgage origination activities are subject to Regulation Z, which implements the Truth in Lending Act. Certain provisions of Regulation Z require creditors to make a reasonable and good faith determination based on verified and documented information that a consumer applying for a mortgage loan has a reasonable ability to repay the loan according to its terms. Creditors are required to determine consumers&#39; ability to repay in one of two ways. The first alternative requires the creditor to consider the following eight underwriting factors when making the credit decision: (i) current or reasonably expected income or assets; (ii) current employment status; (iii) the monthly payment on the covered transaction; (iv) the monthly payment on any simultaneous loan; (v) the monthly payment for mortgage-related obligations; (vi) current debt obligations, alimony, and child support; (vii) the monthly

debt-to-income ratio or residual income; and (viii) credit history. Alternatively, the creditor can originate "qualified mortgages," which are entitled to a presumption that the creditor making the loan satisfied the ability-to-repay requirements. In general, a "qualified mortgage" is a mortgage loan without negative amortization, interest-only payments, balloon payments, or terms exceeding 30 years. In addition, to be a qualified mortgage, the points and fees paid by a consumer cannot exceed 3% of the total loan amount, and the consumer&#39;s debt-to-income ratio ("DTI") must be below the prescribed threshold. Qualified mortgages that are "higher-priced" (e.g. subprime loans) garner a rebuttable presumption of compliance with the ability-to-repay rules, while qualified mortgages that are not "higher-priced" (e.g. prime loans) are given a safe harbor of compliance. Small creditors, as described below, may originate qualified mortgages that are not restricted by the specific DTI threshold (however, the DTI must still be considered). Small creditors are those financial institutions that meet the following requirements: (i) have assets below $2 billion (adjustable annually by CFPB); (ii) originated no more than 500 first-lien, closed- end residential mortgages subject to the ability-to-repay requirements in the preceding calendar year; et

  1. hold the qualified mortgage loan in its portfolio after origination. The Company, as a small creditor, does comply with the "qualified mortgage rules" and the other applicable Truth in Lending requirements.

Incentive Compensation.In 2010, the federal bank regulatory agencies issued comprehensive final guidance on incentive compensation policies intended to ensure that the incentive compensation policies of financial institutions do not undermine the safety and soundness of such institutions by encouraging excessive risk-taking. Le Interagency Guidance on Sound Incentive Compensation Policies, which covers all employees that have the ability to materially affect the risk profile of financial institutions, either individually or as part of a group, is based upon the key principles that a financial institution&#39;s incentive compensation arrangements should (i) provide incentives that do not encourage risk-taking beyond the institution&#39;s ability to effectively identify and manage risks; (ii) be compatible with effective internal controls and risk management; and (iii) be supported by strong corporate governance, including active and effective oversight by the financial institution&#39;s Board of Directors.

The Federal Reserve and the OCC will review, as part of the regular, risk-focused examination process, the incentive compensation arrangements of financial institutions, such as the Company and the Bank, that are not "large, complex banking organizations." These reviews will be tailored to each financial institution based on the scope and complexity of the institution&#39;s activities and the prevalence of incentive compensation arrangements. The findings of the supervisory initiatives will be included in reports of examination. Deficiencies will be incorporated into the institution&#39;s supervisory ratings, which can affect the institution&#39;s ability to make acquisitions and take other actions. Enforcement actions may be taken against a financial institution if its incentive compensation arrangements, or related risk-management control or governance processes, pose a risk to the institution&#39;s safety and soundness and the financial institution is not taking prompt and effective measures to correct the deficiencies.

In 2016, the SEC and the federal banking agencies proposed rules that prohibit covered financial institutions (including bank holding companies and banks) from establishing or maintaining incentive- based compensation arrangements that encourage inappropriate risk taking by providing covered persons (consisting of senior executive officers and significant risk takers, as defined in the rules) with excessive compensation, fees, or benefits that could lead to material financial loss to the financial institution. The proposed rules (i) outline factors to be considered when analyzing whether compensation is excessive and whether an incentive-based compensation arrangement encourages inappropriate risks that could lead to material loss to the covered financial institution and (ii) establishes minimum requirements that incentive-based compensation arrangements must meet to be considered to not encourage inappropriate risks and to appropriately balance risk and reward. The proposed rules also impose additional corporate governance requirements on the boards of directors of covered financial institutions and impose additional record-keeping requirements. The comment period for these proposed rules has closed, and final rules have not yet been published.

Cybersecurity.The federal bank regulatory agencies have adopted guidelines for establishing information security standards and cybersecurity programs for implementing safeguards under the supervision of a financial institution&#39;s board of directors. These guidelines, along with related regulatory materials, increasingly focus on risk management and processes related to information technology and the use of third parties in the provision of financial products and services. The federal bank regulatory agencies expect financial institutions to establish lines of defense and to ensure that their risk management processes address the risk posed by compromised customer credentials, and also expect financial institutions to maintain sufficient business continuity planning processes to ensure rapid recovery, resumption and maintenance of the institution&#39;s operations after a cyberattack. If the Company

or the Bank fails to meet the expectations set forth in this regulatory guidance, the Company or the Bank could be subject to various regulatory actions, including financial penalties. Risks and exposures related to cybersecurity attacks are expected to remain high for the foreseeable future due to the rapidly evolving nature and sophistication of these threats and the expanding use of technology-based products and services. The Company is, however, taking measures to combat these types of threats and manage risk to the Company and its customers.

In October 2016, the federal bank regulatory agencies issued proposed rules on enhanced cybersecurity risk-management and resilience standards that would apply to very large financial institutions and to services provided by third parties to these institutions. The comment period for these proposed rules has closed; however, the final rules have not been published. Although the proposed rules would apply only to bank holding companies and banks with $50 billion or more in total consolidated assets, these rules could influence the federal bank regulatory agencies&#39; expectations and supervisory requirements for information security standards and cybersecurity programs of financial institutions with less than $50 billion in total consolidated assets.

Future Regulation

From time to time, various legislative and regulatory initiatives are introduced in Congress and state legislatures, as well as by regulatory agencies. Such initiatives may include proposals to expand or contract the powers of bank holding companies and depository institutions or proposals to substantially change the financial institution regulatory system. Such legislation could change banking statutes and the operating environment of the Company and the Bank in substantial and unpredictable ways. If enacted, such legislation could increase or decrease the cost of doing business, limit or expand permissible activities, or affect the competitive balance among banks, savings associations, credit unions, and other financial institutions. The Company cannot predict whether any such legislation will be enacted, and, if enacted, the effect that it, or any implementing regulations, would have on the financial condition or results of operations of the Company or the Bank.

Effect of Governmental Monetary Policies

The Company&#39;s operations are affected not only by general economic conditions but also by the policies of various regulatory authorities. In particular, the Federal Reserve uses monetary policy tools to impact money market and credit market conditions and interest rates to influence general economic conditions. These policies have a significant impact on overall growth and distribution of loans, investments, and deposits; they affect market interest rates charged on loans or paid for time and savings deposits. Federal Reserve monetary policies have had a significant effect on the operating results of commercial banks, including the Company, in the past and are expected to do so in the future.

Tax Reform

On December 22, 2017, the President of the United States signed into law the Tax Cut and Jobs Act of 2017 (the "Tax Act"). The legislation made key changes to the U.S. tax law, including the reduction of the U.S. federal corporate tax rate from a maximum of 35% to a flat 21%, effective January 1, 2018.

Reporting Obligations under Securities Laws; Availability of Information

The Company is subject to the periodic and other reporting requirements of the Exchange Act, including the filing of annual, quarterly and other reports with the SEC. Prior to the Reorganization, the Bank filed the periodic and annual reports required under the Exchange Act with the OCC. Annual reports on Form 10-K, quarterly reports on Form 10-Q and current reports on Form 8-K, plus any amendments to these reports, are available, free of charge, at www.vnbcorp.com. The Company&#39;s SEC filings are posted and available as soon as reasonably practicable after the reports are filed electronically with the SEC. The information on the Company&#39;s website is not incorporated into this report or any other filing the Company makes with the SEC. The SEC maintains an internet site that contains reports, proxy and information statements, and other information regarding issuers that file electronically with the SEC at www.sec.gov.

Employees

At December 31, 2019, the Company had 97 full time equivalent employees. None of its employees are represented by any collective bargaining unit. The Company considers relations with its employees to be good.

The Company owns Bank Owned Life Insurance ("BOLI") policies on each executive officer and certain other senior officers of the Company. BOLI is a bank-eligible asset designed to recover costs of providing pre- and post-retirement benefits and/or to finance general employee benefit expenses. Under BOLI policies, each executive officer and certain other senior officers of the Company are the insured, and the Company is the owner and beneficiary of the policies. The insured has no claim to the insurance policy or to the policy&#39;s cash value. Under separate split dollar agreements, a portion of any death benefit may be paid to the beneficiaries of the insured officer, subject to the terms and restrictions of the split dollar endorsement agreement between the insured officer and the Company.

Item 1A. RISK FACTORS.

Not required

Item 1B. UNRESOLVED STAFF COMMENTS.

Aucun

Item 2. PROPERTIES.

The Company and its subsidiaries currently occupy five full-service banking facilities in Charlottesville, Winchester, and Albemarle County. The Company&#39;s main office, a full-service banking facility, operations, and offices of both Masonry Capital and Sturman Wealth Advisors are located at 404 People Place, Charlottesville, Virginia. Full-service banking facilities are also located at 222 East Main Street, Charlottesville, Virginia; 1580 Seminole Trail, Charlottesville, Virginia; 1900 Arlington Boulevard, Charlottesville, Virginia; and 3119 Valley Avenue, #102, Winchester, Virginia. VNB Trust and Estate Services is located at 112 Third Street, SE, Charlottesville, Virginia, which is part of the same leased space that the Company uses to operate a drive-through location at 301 East Water Street, Charlottesville, Virginia. The Company closed its banking facility at the 102 East Main Street, Orange, Virginia location effective April 13, 2018. The Bank offers messenger services to customers previously serviced through the Orange Office.

The five-story building located at 404 People Place, Charlottesville, Virginia (the "Pantops Building"), just east of the Charlottesville city limits on Pantops Mountain, was constructed by the Bank on a pad site leased in 2005 from Pantops Park, LLC for a term of twenty years, with seven five-year renewal options. William D. Dittmar, Jr., a director of the Company, is the manager and indirect owner of Pantops Park, LLC. Monthly rent for this space is a fair market rate as verified by an independent third-party appraisal. The building, consisting of approximately 43,000 square feet, was completed in early 2008, and the Bank opened this full-service office in April, 2008. In addition to the Company&#39;s use of this building as outlined in the preceding paragraph, a portion of the additional space is leased to tenants.

The property located at 1580 Seminole Trail, Charlottesville, Virginia has been fully owned by the Company since 2012. As of December 31, 2019, all of the other locations were leased from parties other than related parties other than the Pantops Building. The banking facility located at 1900 Arlington Boulevard, Charlottesville, Virginia, was constructed by the Bank on a pad site which is leased by the Company; this facility has additional space not occupied by the banking facility that has been leased to tenants.

See Note 5 – Premises and Equipment and Note 6 – Leases in the notes to consolidated financial statements in Item 8. Financial Statements and Supplementary Data for information with respect to the amounts at which the Company&#39;s premises and equipment are carried and commitments under long-term leases.

Item 3. LEGAL PROCEEDINGS.

In the ordinary course of its operations, the Company and/or its subsidiaries are parties to various legal proceedings from time to time. Based on the information presently available, and after consultation with legal counsel, management believes that the ultimate outcome of such proceedings, in the aggregate, will not have a material adverse effect on the business or financial condition of the Company and its subsidiaries.

Item 4. MINE SAFETY DISCLOSURES.

Not applicable

Part II

Item 5. MARKET FOR REGISTRANT&#39;S COMMON EQUITY, RELATED STOCKHOLDER MATTERS AND ISSUER PURCHASES OF EQUITY SECURITIES.

Common Stock Performance and Dividends

Virginia National Bankshares Corporation&#39;s common stock is quoted on the OTC Markets Group&#39;s OTCQX tier ("OTCQX") under the symbol VABK. As of December 31, 2019, the Company had issued and outstanding 2,692,005 shares of common stock, which included 4,000 shares of restricted stock that have not yet vested. These shares were held by approximately 450 registered shareholders of record, not including beneficial holders of securities held in street name at a brokerage or other firm.

]The payment of dividends is at the discretion of the Company&#39;s Board of Directors and is subject to various federal and state regulatory limitations. As a bank holding company, the ability to pay dividends is dependent upon the overall performance and capital requirements of the Bank.

The data in the table below represents the high bid and low bid quotations that occurred for the periods shown, as reported by the OTCQX, for the years ended December 31, 2019 and December 31, 2018. These over-the-counter market quotations reflect inter-dealer prices, without retail mark-up,mark-down or commission and may not necessarily represent actual transactions. Additionally, the table shows the dividends declared per quarter in 2019 and 2018.

Bid Quotations