This is the second edition of our “Annual”, the magazine section of our corporate report. You can look forward to concise, vivid, easy-to-read reports – covering business topics in an attractive magazine format. Find out about Deutsche Börse Group’s key achievements over the past year, and about the projects the company envisages for the near future – and further ahead.
Our responsibility to society is a key aspect in this exercise of determining where we are, and where we are going. To us, aligning our business conduct with the needs of our clients and investors is just as important as considering the interests of those stakeholders that are indirectly affected: our members of staff, the locations where we do business, and the regulatory and political environment.
Once again, we can look back on a successful year. “Accelerate”, our strategy to boost growth, is working. During 2017, we will adhere to our goal for Deutsche Börse Group to become the top-ranked or second provider amongst all competitors, globally, in all of our businesses. We have made quite some progress on our way to achieving this goal during the past year: we fulfilled our forecast for growth while keeping costs under control. Net revenue was up by 8 per cent as costs increased by a mere 1 per cent – resulting in net income rising by 14 per cent. In addition, we intensified our efforts to support the real economy – particularly SMEs and start-ups, with Deutsche Börse Venture Network® assisting companies even before their listings.
Likewise, we are driving innovation within our own enterprise. One example is the European Energy Exchange (EEX), our stronghold in an asset class offering high growth rates: contracts on energy and other commodities. The governance and control model that is in place at EEX helps us achieve performance: clients – who are also co-shareholders – have a vested interest in ensuring that their company is doing well. Another showcase for innovation is our Content Lab, where we are developing and testing new ideas with the intention of turning them into marketable products and services. Right now, the Lab’s work focuses on market data, and on turning it into analysis and investment tools. As you can see, we are constantly working on “Exchange 4.0”, everywhere throughout the company. Being a successful innovator also requires an innovation-friendly corporate culture – which, in turn, requires constructive criticism. We have taken an important step in this direction by introducing 360-degree feedback for managers. We will not rest in our endeavours to continue pushing this cultural change throughout 2017.
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Chief Executive Officer