KCP Americas Journey 2014 2014 Budget KCP US KCP LATAM WIC Total: € 65MM C 30MM C 10MM € 25MM Capital Markets: € 9MM € 4MM € 22MM Private Markets: € 9MM € 3MM €0MM Lending & Structured Financings: € 9MM € 2MM €0MM Investment Management: € 3MM € 1MM € 3MM Plan: grow the KCP US business from -€19MM in 2013 to €30MM in 2014. Plan: grow the KCP LATAM business from -€2MM in 2013 to €10MM in 2014. Plan: grow the US WIC business from -E2OMM in 2013 to €25MM in 2014. People Staffing: Senior Sales Junior Sales Support KCP US Current Planned 3 • 3 1 0 1 0 KCP LATAM WIC Current Planned Current Planned 2 +1 4 +1 0 0 2 0 2 +1 2 +1 Expanding the Head Count is critical for business expansion at this stage. For 2014 at a minimum the KCP team needs three extra senior sales persons across the desk and two junior persons to assist the sales team. Deutsche Asset Global Client Group & `,Venith Managen , How do we get there? Revenue opportunity • Establishing new relationships -with Key Clients in the Americas. Reestablish dialog with REs, complete roadhsow and rebranding effort. Engaged with 50 LATAM clients and 25+ US prospects w/ potential for migrating 100 PIC alc. • Leveraging opportunities across AWM - Including Capital and Private Markets, Alternatives, CRE and Private Equity. • Implementing new team structure and coverage model - leverage synergies across product captains and optimize client coverage. • Build out KCP client prospect list —work closely with PBS. PCS to align and focus Key client subset within PWM. • Develop synergies with the WIC business - on profitable and sophisticated clients and expanding the relationship with such clients. • Revamp of Marketing and Distribution Process Develop new marketing materials and increased communication with clients and RMs. • Improving the infrastructure - Including MI reporting, technology, revenue and client tracking. • Integrate Portfolio Consultants with KCP - establish connection between the advisory and non-advisory business Other Challenges: • Migration of clients to KCP taking longer than anticipated. • Communication of KCP capabilities Bank-wide has been sporadic. • New SLA has not been effectively cascaded through CB&S. • Lack of transparency and manual revenue tracking = lost money. • Implementing new coverage model and breaking down legacy silos. • Inadequate systems, lack of dynamic architecture to produce meaningful MI. • Staffing limitations will soon be a deterrent for growth. • Market conditions in Latin America continue to be challenging. CONFIDENTIAL — PURSUANT TO FED. R. CRIM. P. 6(e) CONFIDENTIAL DB-SDNY-0 121883 SDNY_GM_00268067 EFTA01460543