• The company runs a recurring Internship Programme positioned as formal training plus continuous support while interns work on real projects.
• Deutsche Bank offers a Graduate Programme described as a year-long program with exposure to projects and ongoing professional and technical training.
• The company hires graduates across business divisions and infrastructure areas, which widens entry-level access beyond a single “banking-only” track.

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• The company publishes an early-careers application journey that lays out stages from online assessments to virtual interview to assessment centre or super day and joining.
• Deutsche Bank notes that assessment centre or super day components vary by role and typically include competency assessments, case studies, and a technical interview, with details sent by invitation.
• The company does not publicly commit to role-by-role timelines or feedback norms, and candidate reports often describe variation in speed depending on role and location.

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• The company frames the Internship Programme around structured development, including formal training and ongoing support from colleagues across the business.
• Deutsche Bank describes the Graduate Programme as including continuous development in the first year, plus peer and mentor networks and wellbeing support.
• The company’s public detail is stronger on “what exists” than “how consistently it lands,” because mentoring and training quality is not described at the team level.

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• The company’s early-career routes are clearly paid employment pathways in mainstream banking formats, rather than unpaid internships or short-term trial contracts.
• Deutsche Bank compensation is often performance-linked at the firm level, and the bank has disclosed large bonus and pay pools in recent reporting, which supports pay capacity even if junior specifics vary.
• The company does not consistently publish salary ranges for early-career roles across regions, limiting up-front pay transparency for applicants.

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• The company offers connected early-career routes through internships and a structured first-year Graduate Programme, which creates a clearer “path” than ad hoc junior hiring.
• Deutsche Bank has publicly discussed cost and workforce actions in parts of the business in recent years, which adds uncertainty for early-career stability in some functions and geographies.
• The company does not publish early-career outcomes such as intern-to-full-time conversion rates, graduate promotion rates, or retention by cohort, which caps confidence in outcomes.

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