
Fresh Ideas. AmeriCredit has long relied on Deutsche Bank’s expertise in developing creative solutions for our funding needs. Their in-depth understanding of our business enables them to develop innovative ideas well structured for the dynamic capital markets.
Dan Berce, President of AmeriCredit, Fort Worth
Focus on core businesses. Following our decision in 2002 to focus on core activities and scale down our principal exposure to non-strategic financial holdings, we continued to pursue this course consistently in 2003. For example, we divested a substantial part of our private equity portfolio in a management buyout . We further reduced our private equity portfolio through the sale of direct investments and securitized selected fund investments. We also decreased our shareholdings in listed companies and disposed of a number of office and bank buildings in Europe, most of which were used by the bank itself.
In 2003, Corporate Investments continued the strategy of winding down investments not needed for our core business. Net revenues in the reporting year included charges arising from other-than-temporary impairments of equity investments, from the divestment of business activities, from the sale of buildings and from the full write-off of our shareholding in Gerling Group. At the same time, in contrast to the previous year, there were hardly any gains from the sale of industrial holdings. The reduction of noninterest expenses by € 0.5 billion to € 0.8 billion enabled us to limit the net loss in Corporate Investments to €1.7 billion.
Corporate Investments1| in € m. | 2003 | 2002 |
| Net revenues | (916) | 3,000 |
| Total provision for credit losses | 35 | 144 |
| Noninterest expenses | 763 | 1,293 |
| Income before income taxes | (1.714) | 1,563 |
| Return on equity in % | (33) | 24 |
| BIS risk positions | 13,019 | 19,219 |
| Assets | 18,987 | 26,536 |
| 1 | For notes and other detailed information, see Financial Report 2003 (Management Report). |

