Performance. As investors, we really appreciate Deutsche Bank’s progress in implementing key changes in its business portfolio
, cost base, risk management and capital allocation. This fundamental transformation was the driving force enabling Deutsche Bank to achieve higher results and increase shareholder value
.
Federica Repetto, Fund Manager, Nextra Investment Management Sgr, Milan
| Structural Data | 2003 | 2002 | 2001 | |
| Number of shareholders | 502,714 | 512,616 | 523,059 | |
| Shareholders by group in % of share capital1 |
Institutional (including banks) | 81% | 82% | 81% |
| Private | 19% | 18% | 19% | |
| Regional breakdown | Germany | 47% | 54% | 47% |
| in % of share capital1 | European Union (excluding Germany) | 28% | 27% | 33% |
| Switzerland | 13% | 10% | 9% | |
| U.S.A. | 11% | 8% | 8% | |
| Other | 1% | 1% | 3% | |
| Key Figures | 2003 | 2002 | 2001 | |
| Change in total return of Deutsche Bank share | 50.6% | (43,7%) | (9,5%) | |
| Share in equities trading (Xetra and Frankfurt Floor Trading) | 8.5% | 7.2% | 7.6% | |
| Special Projects | ||||
| Extended Internet services |
Live broadcast of both Investor Days via the Internet. | |||
| Share buyback program |
Systematic implementation of the second program using open market and derivative deals. By returning capital to our shareholders, the return on equity and earnings per share
can be improved. | |||
| 1 | Figures rounded. |