DekaBank Sustainability Strategy

DekaBank Sustainability Strategy

Contents Page 1. Our viewpoint 3 Challenge and opportunity 2. Guidelines for action 4 2.1. Sustainability as an integrated approach 4 2.2. Sustainable corporate governance 5 2.3. Environmental management / sustainable banking 5 2.4. Sustainable human resources management 5 2.5. Sustainable banking products 6 2.6. Social responsibility 6 2.7. Communication 6 3. Sustainability management 7 3.1. Roles 7 3.2. Overall process 8 All-around responsibility with an integrated approach Institutionalised process for formulating and implementing suitable measures 2

1. Our viewpoint The international community of the 21st century is confronted with global challenges forcing society to reconsider and question current ways of thinking. These challenges require politicians, private individuals and companies to deal proactively with the changes, and modify their actions to meet changing conditions, such as climate change, the diminishing supply of natural resources, the growing prosperity gap, and the increasingly clearer effects of demographic change in the developed economies. The financial services sector must also take responsibility. Business models and products must be developed to meet these challenges and the changing needs of mankind. As public institutions, savings banks must play a special role. European savings banks stand out for their deep, long-term ties to their regions. Savings banks traditionally help to improve living conditions in their surrounding area, promote local economic development, and strengthen social cohesion. These ties represent the central element of the continuously developing, integrated sustainability strategy of the European Savings Bank Group, which takes economic, environmental and social factors into consideration. The objective of the ESBG's sustainability strategy is to create added value for all savings bank stakeholders investors, suppliers, employees, and the region in which they operate. The ESBG's sustainability orientation is also reflected at the national level. The business strategy of the German Savings Bank Association (DSGV) states that its business activities are aimed at the common good. It public status provides a framework that allows its strategies and decisions to deviate from an exclusive orientation toward short-term expected returns, and instead aim at the long-term creation of value. The DSGV's business plans explicitly indicate how important it is for business policy to address changing environmental factors, sustainable products and social factors. The Mission 2012 approved by DekaBank's Board of Management acknowledges this by adopting a business orientation that is sustainable in economic, environmental and social terms. The objective is to ensure lasting business performance that takes into account the environment and the needs of society. Beginning in 2009, DekaBank has set itself specific, binding sustainability targets for achieving this objective. 3

2. Guidelines for action 2.1. Sustainability as an integrated approach "Sustainability implies meeting the needs of the present without compromising the ability of future generations to meet their own needs." (World Commission on Environment and Development, UN, 1987) We believe that it is necessary for the Company to take changes in market and environmental conditions into account in order to ensure its continued existence, and that this is an opportunity for us, as part of society, to develop appropriate solutions for the future. We will systematically minimize the risks presented by global challenges, and, to the greatest extent possible, take advantage of the economic opportunities that they offer for the benefit of our clients, owners and employees. Our sustainability strategy is based on an integrated approach that has the objective of creating lasting added value for our stakeholders. It contains the guidelines that determine our decisions and actions, and a set of criteria against which we can be measured. We make sustainability a fundamental principle of our corporate culture, as is documented in our Mission 2012. Our integrated approach to sustainability includes six areas of activity: Sustainable corporate governance Environmental management / sustainable banking Sustainable human resources management Sustainable banking products Social responsibility Communication DekaBank integrated approach to sustainability Nachhaltige Sustainable Unternehmensf corporate governance ührung Environmental Umwelt - Nachhaltiges Sustainable Nachhaltige Sustainable management/ / Pe human rsonal - Bankprodukte banking Nachhaltiger sustainable management resources products Bankbetrieb banking management GeseSocial llschaf t - responsibility liches Engagement Kommunikation Communication 4

2.2. Sustainable corporate governance We are committed to a sustainable business strategy in economic, environmental and social terms DekaBank uses a sustainable business model We use our "sustainable economic result" as a key measure of performance This measure of results can only be improved by responsible long-term, risk-oriented thinking and action All DekaBank Group employees take part in our efforts. Managers have a particular responsibility because of their function as role models 2.3. Environmental management / sustainable banking DekaBank is reducing the negative environmental effects of its business operations, thereby simultaneously reducing its costs for resource consumption We promote the environmental awareness of all our employees We use natural resources sparingly and in an environmentally friendly way We promote sustainable commitment to the environment that extends beyond legal minimum standards We involve our business partners in our environmental protection activities We use uniform criteria to regularly evaluate relevant environmental factors and prepare an environmental report We set objectives and develop measures for continuously improving our environmental impact 2.4. Sustainable human resources management We hire qualified employees for DekaBank taking into account demographic changes and promote long-term employee loyalty to the Company We feel that our employees and their expertise is one of our most important resources, and therefore view commitment to our employees as a strategic investment We promote key qualifications that are practical and important for the success of the Company, and support the long-term performance and learning of all employees We systematically promote equal opportunity and the long-term performance of our employees by using active healthcare management and measures that create a work-life balance by, in particular, reconciling work and family needs 5

2.5. Sustainable banking products We develop products to meet the social and environmental requirements of a growing group of clients who are conscious of their consumption, and take advantage of the opportunity to use our investment decisions to provide important stimulus to capital markets. In addition, we use sustainability criteria to minimise the risks arising from our transactions for the Company, and for society We comply with internationally recognised sustainability standards in our business activities We develop sustainable investment products that meet the needs of our institutional and retail clients We take sustainability factors into account throughout our financing operations in order to avert risks to society and the Company We avoid loan decisions that are unjustifiable from an environmental, social or ethical viewpoint We use sustainability standards in our real estate fund business and for our own properties 2.6. Social responsibility We see ourselves as an active member of society and create social added value We are involved in the areas of science, culture, social issues and sports We invest working time and know-how in (sustainable) partnerships We support the personal social involvement of our employees Our forward-looking actions are also based on knowledge of our historical origins 2.7. Communication Our communications are characterised by transparency and openness We report regularly on the results and progress achieved by our efforts and actions We feel that maintaining a transparent, self-critical dialogue with DekaBank stakeholders represents an opportunity to further develop the Company 6

3. Sustainability management 3.1. Roles Our goal is to enable employees to contribute ideas to the change process, work together to promote change, and experience concrete changes in their local environment. At the same time, however, strategic goals and framework conditions are set centrally, to enable us to further develop in the direction of our objectives in our areas of activity. DekaBank integrated approach to sustainability Coordinated by Group Development Compliance Board of Management Sustainability Round Table Mentors (for themes and measures) Environmental - officer Assistance communications link Strategic guidelines Operational responsibility Board of Management The Board of Management is responsible for DekaBank's sustainability strategy and is the body responsible for all decisions related to this strategy. It sets the objectives to be achieved by the Company. Firmly establishing sustainability at the Board of Management level allows the strategy to be implemented consistently in all areas of the Company. The Board of Management also approves DekaBank's annual Sustainability Report. "Sustainability Round Table" The "Sustainability Round Table" is the communications link between the Board of Management and Group units, and is comprised of members of top management and the Environmental Officer for this purpose. This body provides advice on strategic questions, prepares Board of Management decisions, initiates the annual programme of measures, and monitors their implementation. During the course of its activities, the "Sustainability Round Table" coordinates closely with all functional units concerned. It submits the Sustainability Report together with the units responsible for the Group Annual Report. Mentors Mentors assist with sustainability projects and measures at the operational level in the individual topic areas. Mentors are recruited at all levels of the hierarchy throughout the entire Group to ensure that their duties are optimally performed. Mentors 7

also represent the source of new ideas for our sustainability strategy, discussing and developing new ideas and measures in discussion round tables. Group Development The Group Development unit coordinates sustainability themes with all units concerned within the Company, acts as a driving force for all areas of activity in the sustainability strategy, and prepares statements for inquiries by rating agencies. Group Development is also responsible for implementation and cost controlling for the programme of measures. Environmental Officer The Environmental Officer is appointed by the Board of Management, and is responsible for DekaBank environmental management. An ISO 14001 certified environmental management system has been implemented, aimed at implementing environmental policy within the Company and continuously reducing the negative environmental effects of our business activities. Internal Communications/Alliance Communications/External Communications These units are responsible for reporting on DekaBank Group sustainability activities. The main focus is on preparing the annual Sustainability Report. The communications units also respond to third party inquiries jointly with all the units concerned and Group Development, and are responsible for emergency communications. Compliance DekaBank's sustainability strategy is supported by the Compliance unit, which is responsible for monitoring and compliance with codes of conduct within the Group. The continued existence of the DekaBank Group depends on the confidence that its clients, shareholders and the public have in its services and integrity. This confidence is especially affected by the conduct of our employees. It is therefore essential that the highest ethical standards be maintained in order to safeguard the reputation of the DekaBank Group at all times. The employee code of ethics provides a framework to guide our actions, and forms the foundation for an open, transparent and legally compliant corporate culture. The money laundering unit is responsible for compliance with the Money Laundering Act (Geldwäschegesetz), protecting the DekaBank Group from being misused for money laundering purposes, and managing compliance with EU embargo measures. The data protection unit is responsible for implementing requirements under the Federal Data Protection Act (Bundesdatenschutzgesetz), and protecting against misuse of client and employee personal data. The central focus of compliance activities is on regular, mandatory training of all DekaBank employees on compliance-related topics. 3.2. Overall process A permanent sustainability management system will be installed in the Group to ensure long-term improvement in DekaBank's sustainability performance. A programme of measures with specific objectives is prepared each year based on the guidelines for each area of activity. Each measure is assigned to a mentor, who assists with its operational implementation. An associated controlling unit ensures the programme is implemented and clearly indicates in timely fashion any areas needing adjustment. DekaBank publishes a Sustainability Report each year that provides information on its sustainability strategy, and reports on activities during the reporting period and measures approved for the coming twelve months. The Group Development unit coordinates the management process. 8

DekaBank sustainability management process Guidelines Leitlinien G Nachhaltige Sustainable Unternehmensf corporate hrung governance ü hrung ü hrung Maß ß nahmen - - Controllling of measures controlling Umwelt - Nachhal - Nachhal - Gesell - Environmental Umwelt manage - - Sustainable tiges Sustainable tige schaft - management/ Na iges a- ft management ment / human chhaltiges banking Social Gesellschaft - tige Personal - Nachhaltige sustainable resources Personal - products Bank - responsibility liches liches Nachhaltiger Bankprodu d kte u k t e banking management Bankbetrieb - produkte Engagement - ment ment Kommunikation Communication Formulation Formulierung Maß of measures nahmen ß nahmen Implementation Umsetzung der der of Ma Ma measures ß nahmen ß nahmen 9

tt/03/jjjj DekaBank Deutsche Girozentrale Mainzer Landstraße 16 60325 Frankfurt P.O. Box 11 05 23 60040 Frankfurt Telephone: (0 69) 71 47-0 Fax: (0 69) 71 47-13 76 www.deka.de