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Document Information click to expand document information Description: von stregen Mädchen erwischt zu werden wenn Milch heimlich im Mädcheninternat wichse wenn mein steifes Glied, wenn ich das Treppenhaus wischen muss als Strafe mit einem Kittel der wenn ein Fräulein hinter mir die Treppe hochgeht und im Mädchen.
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Klaus Leobold. Alfredo Nunes da Silva. Sven Bergmann. Andra Pavel. Shamik Chowdhury. George Zlatovici. Other managers engaged in petty corruption for personal gain, two bankers familiar with the period told the FT, including owning companies such as a limousine operator, to which they outsourced Deutsche service contracts.
Sexism was rife — a busload of escort girls were once invited to a Christmas party and serviced male staff in a VIP suite. Cocaine habits were commonplace.
Born into the ancient Jain religion, the banker — a vegetarian and a refined family man — looked like a sharp contrast to his former boss. What united them was a fascination with the complexities of finance and a reverence for the sums of money it allowed banks and bankers to earn.
Creativity was encouraged, results were rewarded and ambition — and risk appetite — seemed limitless. But there was a downside.
Bosses in Frankfurt were so blinded by the success of the unit that they invested in little else. But they also failed to control it with an effective compliance function or responsive information systems.
The result was great success in the boom years and deep problems ever since. It has given the current chief executive a mammoth turnround task.
But the dry-witted northerner who took over in July is as different from his predecessors as you can imagine. Where the old Deutsche Bank stood for big bets on the markets and big bonuses to match, Cryan has stripped back high-risk business and slashed bonuses.
Last year, Deutsche took the unprecedented decision to axe virtually all bonuses due to poor results. But its mismatch with performance was acute.
His core integrity, though, is hard to doubt. It was a deal that ended up destroying the now largely state-owned RBS. But Achleitner, who ousted Jain to make way for Cryan, is unfazed.
Are bankers demotivated by that? They need to wake up and smell the coffee. Cutting costs has become one of the biggest priorities, echoing his work at UBS when as finance director up to he oversaw a near per cent reduction in overheads.
At the last count, it absorbed more than 80 per cent of revenues, double the tally of some banks. At its peak, the bank used 6, risk models and trading systems.
Cryan is convinced the scope for savings is bigger than at UBS. Most big peers have more like half that number. In interviews for this article, Cryan spent more than a third of the time talking about technology.
It must be safe. Yet analysts remain unimpressed. Borrowing has been generally inexpensive for 15 years, thanks to central bankers. But it was exceptionally cheap for Deutsche Bank, which could once borrow money for little more than the AAA-rated German government.
This substructure has steadily crumbled away. Borrowing costs spiralled following credit rating downgrades. Back in the boom years, guarding against bad behaviour was low on the priority list too.
When Lehman Brothers and others collapsed in , Deutsche battled on. But its systems creaked. Other banks were fined, too, but Deutsche incurred an extra penalty for being uncooperative.
Deutsche has not commented publicly on the issue but has conducted an internal inquiry into rumours of its involvement in suspicious links between Trump loans and Russian banks.
Deutsche insiders said the bank was keen to be subpoenaed by Mueller in order to dispel the rumours. Not everyone agrees.
Cryan insists some of that business was low-margin and unattractive. Other activities that made money in the past were questionable on other grounds.
Investor opinion on Deutsche Bank is now pretty downbeat. In a September credit rating downgrade, Fitch predicted a decline in net profits under the weight of ongoing restructuring.
Ritchie is defensive. But others had clear strengths to fall back on — in wealth management the Swiss or credit cards Barclays. The pedestrian business of lending to corporate Germany was the fate Kopper was desperate to escape.
But look at Bayern Munich. They are not loved. But they are respected. It may, though, be realistic. But Deutsche is finding it harder than others to fix on a sustainable model for the future.
Some, including Cryan, urge patience. The bank has a plan through to to revive profits and generate a return on tangible equity of 10 per cent, compared with 4 per cent now.
A flotation of the asset management division, slated for early , is the next big step. Other investors privately go further. Even friends of the CEO doubt he can stay until And he was appointed in the nick of time.
So much for Cryan. What of Deutsche? Its home market, to which it is to some extent retreating, has always had a difficult relationship with its biggest bank.
Of all the executives interviewed for this article, Christian Sewing — a German who joined Deutsche as an apprentice nearly 28 years ago and now heads its retail and small enterprise commercial bank — was perhaps the most upbeat.