COMMERZBANK AKTIENGESELLSCHAFT

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Commerzbank AG
• Departure risk: We take great care to ensure that the absence or departure of employees
does not result in long-term disruptions to our operations. Quantitative and qualitative
measures of staff turnover are monitored regularly.
• Supply risk: Our quantitative and qualitative staffing is based on internal operating
requirements, business activities, strategy and the Commerzbank risk situation.
Employees are a key resource for Commerzbank. Our success is based on the specialist
knowledge, skills, abilities and motivation of our employees. Human resources risk is systematically
managed by Group Human Resources with the aim of identifying risks as early as
possible and assessing and managing them by applying selected personnel tools, for instance.
The Board of Managing Directors is regularly informed about human resources risks.
Business strategy risk Business strategy risk is the medium to long-term risk of negative
influences on the achievement of Commerzbank’s strategic goals, for example, as a result of
changes in market conditions, or inadequate implementation of Group strategy.
Group strategy is developed further within the framework of a structured strategy process
which forms the basis of the Bank’s annual planning process. This involves setting corporate
strategic directions and guidelines as well as determining quantitative targets as an aspiration
level for the Group and segments. As part of the regulatory requirements under MaRisk
a sustainable business strategy is set, based on the results of the strategy process, which
describes the major business activities and the steps to reach the envisaged goals.
A risk strategy consistent with this is also set.
In addition, we also constantly monitor external factors such as market and competitive
conditions, capital market requirements and changed regulatory aspects, with relevant
changes resulting in adjustments to Group strategy as well as business strategy. The strategy
process consists of the planning, implementation, assessment and adjustment of these
strategies. The essential content of the business and risk strategy is subsequently communicated
throughout the company. To ensure proper implementation of Group strategy to
achieve the business targets, strategic controls are carried out through regular monitoring of
quantitative and qualitative targets in the Group and segments.
Responsibility for strategic corporate management lies with the Board of Managing
Directors, which is supported by Group Development & Strategy for strategic issues. Corporate
strategy is discussed in detail with the supervisory board in a strategy conference.
Specific business policy decisions (acquisition and sale of equity holdings representing
>1% of equity capital) also require the authorisation of the Risk Committee of the Supervisory
Board. All major investments are subject to careful review by the Investment and
Resources Allocation Committee.