Folie 1 - Deutsche Post DHL Group

Transcription

Deutsche Post DHL
1990 – 2013
Deutsche Post DHL 1990 - 2013
Milestones on the road to
economic success
Over 520 years old and more modern than ever, Deutsche Post DHL proves that large
enterprises with a long history need not be stuck in the past. On the contrary, over
the last few years the company has gone through an unparalleled transformation. In a
short period of time Deutsche Post evolved from a government-controlled, national
agency into a highly profitable global player. Today, Deutsche Post DHL is the world’s
leading mail and logistics services group.
The Deutsche Post and DHL corporate brands represent a one-of-a-kind portfolio of
logistics (DHL) and communications (Deutsche Post) services. The Group provides its
customers with both easy to use standardized products as well as innovative and tailored
solutions ranging from dialog marketing to industrial supply chains. Some 475,000
employees in more than 220 countries and territories form a global network focused on
service, quality and sustainability. With programs in the areas of environmental
protection, disaster management and education, the Group is committed to social
responsibility. In 2012, Deutsche Post DHL generated revenues of more than
EUR55 billion.
The following pages chart the most important steps in the development of Deutsche Post
DHL, from the re-formation of the modern-day postal service up to the establishment
and expansion of the company as the world's leading logistics service provider.
2
1990
3
Restructuring begins
with the first postal reform I
Anybody who pauses to reflect on the transformation of Deutsche Post during the last decade of
the 20th century will identify the first law on postal
reform as the “big bang” that ushered in a new era
in the company’s history. The “Law concerning the
Structure of Posts and Telecommunications” of
July 1, 1989 stipulated the most comprehensive
restructuring of the former Deutsche Bundespost
in post-war history. Though the newly established
Deutsche Bundespost Postdienst still remained a
public company, the reform law was enacted to
prepare the company for step-by-step privatization
in the future.
While privatization of public postal and telecommunication services had been debated strongly for
years, the changes in the legal and regulatory
environment that finally entered into force on
January 1, 1990 were somewhat eclipsed by the
dramatic process of German unification. So the
fundamental reform of the postal service of the
Federal Republic of Germany required
incorporating the East German Deutsche Post as
well.
In retrospect, the successful handling of this
immense task of integration arouses as much
admiration as the speed of the financial turnaround. While incurring a net loss of € 720 million
in 1990, the new Deutsche Post reached the breakeven point in the mid-90's, increasing its profit
year after year.
Dr. Klaus Zumwinkel, then-Chairman of the Board of
Management of Deutsche Bundespost Postdienst (left)
and Bundespost Minister Wolfgang Bötsch (2nd from
left) open the first postal agency in 1993. A new retail
outlet concept became reality in the 1990s. The agencies
are retailer-operated Deutsche Post partner outlets.
1995
4
Second postal reform establishes
Deutsche Post AG
In the second step on the road toward
privatization, as part of the second postal reform
Deutsche Post is established as a stock
corporation on January 1, 1995.
Deutsche Post employees heading for
mail delivery in new corporate fashion.
1996
Modernization of infrastructure
Extensive investments in state-of-the-art logistics
technology pave the way for faster mail and parcel
delivery throughout Germany. Thanks to the
reorganization and modernization of production
in the 33 parcel centers Deutsche Post succeeds in
speeding up the distribution process considerably.
Another comprehensive investment program aims
at modernizing the infrastructure of mail centers.
In 1998, when the investment was finalized,
1997
the network consists of 83 high-tech production
centers. A high level of automation and
standardization helps to improve service quality and
productivity. For example at Mail: While less than
25 percent of letters were sorted by machine at the
beginning of the 90s, 90 percent of the process today
is fully automated. 95 percent of letters posted in
Germany before the last collection now reach their
recipients after just one day.
Deutsche Post’s rationale for globalization
While the domestic restructuring of the company
was concluded successfully, Deutsche Post pulls the
right switches for expanding to the global level.
Globalization of business activities is a response to
the demands of a growing number of business
customers who wanted a single service provider for
all of their domestic and international shipping
activities. The strategy of Deutsche Post is to
establish itself on an international level through
targeted acquisitions, investments, and partnering
agreements and to expand the market position
steadily through integrated services. At the same
time, going global implied that Deutsche Post
pursues a stringent strategy to realize the long-term
vision of becoming the number one in worldwide
logistics services. In the national arena, a new Postal
Act passes in December. It not only introduces
greater competition, but also makes Germany the
forerunner in the liberalization of postal markets in
Europe.
1998
5
Globalization in full swing
The rapid change of Deutsche Post from a public
agency into a market-oriented, global player enters
a new stage. The Group substantially increased
investments in new acquisitions and partnerships
to build a European business platform for express
and parcel services. Through internal growth and
investments in leading European companies,
Deutsche Post starts offering comprehensive parcel
and express services throughout Europe. By the
end of the year, Deutsche Post has built a Europewide distribution network under the brand Euro
Express. The network becomes a real success story
because Deutsche Post, apart from counting on its
own strengths, uses the local competence and
national knowhow of its partners and subsidiaries in
what is now more than 20 European countries.
Through Euro Express, Deutsche Post gains a clear
competitive advantage by meeting customers’
demands for cross-border solutions from a single
source. A few years after launching the Euro Express
operations Deutsche Post is reaching its goal of
asserting leadership in the European parcel and
express market for business customers.
Another major objective is to gain a foothold in the
international express market and establish a strong,
profitable express segment as part of the overall
business platform. The acquisition of a 25 percent
share of the express company DHL International fits
exactly into this strategy.
In the MAIL Corporate Division, the acquisition of
Global Mail (USA), the largest private provider of
international mail service in the USA, marks
another milestone in the move toward internationalization. The acquisition of the company gives
Deutsche Post access to the largest domestic mail
market worldwide and takes into account
customers’ increasing demands for international
mail services.
1999
Worldwide logistics and Postbank acquisition
Deutsche Post again attracts widespread attention
by acquiring Danzas, the Swiss logistics company,
as well as Air Express International (AEI), the
largest provider of international airfreight services
in the USA. The renowned Danzas group, founded
back in 1815, ranks as one of the leading logistics
companies worldwide. As for AEI, the company has
a branch network in 135 countries and, in addition
to integrated logistics and multi-modal transport,
also offers warehousing, distribution, customs
clearing, and IT-supported logistics services. AEI is
incorporated into the Intercontinental Business
Unit of Danzas. As full service providers, the
merged companies not only provide Deutsche Post
with closely knitted transportation networks, but
also with a large portfolio of value-added services.
In December 1998, the federal government sells its
shares in Deutsche Postbank AG to Deutsche Post
AG. The takeover of Postbank, coming into force on
January 1, 1999, was the basis for a common sales
strategy. With the acquisitions of Danzas, AEI,
Global Mail and Postbank, to name the most
significant ones, the launch of the Euro Express
distribution network and the partnership with DHL,
Deutsche Post has broadened its business platform
considerably and is now operating on a global level.
With the four corporate divisions MAIL, EXPRESS,
LOGISTICS and FINANCIAL SERVICES, Deutsche
Post positions itself strategically in the market so
that the Group is able to offer smooth, integrated
logistics services worldwide.
2000
6
Deutsche Post AG: Going public
After going global Deutsche Post World Net goes public. It was the largest IPO of the year in Germany.
On November 20, 2000 Deutsche Post AG goes
public. The largest IPO of the year in Germany and
the third largest worldwide turned out a complete
success. Initially, a total of 29 percent of the share
capital of Deutsche Post AG is sold. The demand is
so immense, that there is an eight-fold oversubscription to the shares offered in the IPO. Employees participate strongly in the subscription.
About 145,000 domestic employees of the Group
2000
subscribe to more than 6 percent of the total
volume, i.e. they buy about EUR 400 million in
share capital. For the time being, the IPO crowns
the process of privatization of the formerly
government-owned company. Two additional
words in the company's name denote the change in
the company's position and corporate strategy. In
the run-up to the IPO Deutsche Post officially
turns itself into Deutsche Post World Net.
Postbank and DSL merger
In the same year, the merger of Deutsche Postbank
and DSL Bank is completed. Both institutions
complement each other. DSL Bank has extensive
expertise in the field of private and commercial
building loans as well as public offerings of
securities. As a private customer bank, Postbank
contributes some 10 million customers to the
merger. By joining forces with DSL Bank, Postbank
is also able to strengthen its base of business
customers and provide them with a wide range of
solutions for financing logistics projects along the
entire chain of value creation.
Postbank evolves into one of the market leaders in
online and telephone banking, as well as Germany's
number one savings bank. Through the Deutsche
Post retail outlets, it is the densest branch network
of any bank in Germany.
7
January 2002 The journey towards full ownership of DHL
The partnership with DHL International, that
began with the acquisition of a minority interest in
1998, was expanded and intensified in 2000.
Negotiations were concluded then which allows
Deutsche Post World Net to establish a majority
interest of 51 percent from January 1, 2002. In
July 2002, Deutsche Post World Net buys the 25
percent DHL share of Lufthansa Cargo and raises
its majority stake to 75 percent. At this time DHL
Worldwide Express has more than 71,000 employees worldwide. The international network of the
pioneer in global express shipping links more than
220 countries and territories.
In December 2002, DHL becomes a wholly owned
subsidiary of Deutsche Post AG following the
Group's acquisition of the remaining shares from
two investment funds and Japan Airlines.
Change in style and substance: At the end of 2002, DHL is acquired completely by Deutsche Post AG. Since then, the DHL
brand covers the entire express and logistics portfolio of the Group.
October 2002 Increase in value with the STAR program
In the fall of 2002 the Board of Management
introduces STAR, the program for integration and
increasing value throughout the Group. In the
months leading up to its introduction 150 top
executives identified 115 individual projects and
defined measures. STAR is not some abstract
declaration of intent, but rather a program
founded on hard facts and figures. The target by
2005: an increase in earnings (EBITA) of EUR 1.4
billion. STAR consists of numerous large and small
individual projects with different durations and
contributions to earnings. For this reason, results are
seen in some sub-areas even prior to the target year
of 2005.
Various committees at the top management level are
tracking the implementation. At the financials press
conference 2006, the Group is able to report that the
STAR program, with EUR 1.44 billion in contributions to earnings, exceeded expectations.
April 2003
8
Broadest range of services
The focus of earlier days on national mail delivery
has given way to a much more diversified service
portfolio. First of all, Deutsche Post World Net
considerably increased its presence on the express
and logistics market and offers the broadest range of
express and logistics services on the market. Second,
global services cover the entire logistics chain,
including comprehensive value-added services.
Starting in 2003, Deutsche Post, DHL and Postbank
constitute the current brand architecture of the
Group. Any service is assigned to one of the three
core brands. Aiming to provide customers with the
complete portfolio of integrated express and
logistics services, Deutsche Post World Net has
embarked on a thorough restructuring program.
In the future, DHL will act as the sole brand for all
express and logistics activities in the Group,
combining the Group's domestic and international
parcel and express business as well as its logistics
activities under a single name. The objective is “One
brand – one face to the customer”, everything for
customers from a single source.
Substantial improvements for customers and
significant synergy effects in terms of both costs and
revenue are expected, including a 40 percent increase in profit from operating activities by 2005.
Both the re-branding and the overall restructuring
program signal that Deutsche Post World Net is
committed to becoming the world market leader in
the logistics industry.
October 2003 DHL expands in China
With a five-year capital spending program of 200
million US dollars, Deutsche Post World Net's
express and logistics subsidiary is substantially
increasing its capacities in China. China will
become one of the most important markets for
DHL worldwide in the next years. DHL is posting
annual growth from 35 to 45 percent in China.
Already in the eighties, DHL founded a joint
venture with Sinotrans, the leading logistics
provider in China. In February 2003, DHL acquires
a 5 percent interest, becoming the largest strategic
investor in the company.
An additional 15 million US dollars is added to the
spending program in June 2004. China remains the
most important growth market for the Group.
9
June 2004 Postbank: Going public and record results
Deutsche Postbank Stock is listed on the Frankfurt
Stock Exchange for the first time on June 23, 2004.
In a difficult market environment it is the largest
IPO in Germany since 2000. Deutsche Post
allocates 33.2 percent of the shares to private and
institutional investors. The Bonn based Bank
presents its financial figures for the very first time in
August. Postbank announces a considerable upturn
in profit before tax of EUR 289 million and is
paving its way as a market leader as Germany's
largest private customer bank.
Major step for Deutsche Postbank AG:
With a large reception and a sailing boat,
the company goes public successfully in
Frankfurt a.M.
July 2005 Majority of Deutsche Post shares held privately
Five years after the IPO, Deutsche Post AG is no
longer majority-owned by the state. On July 18,
KfW Bankengruppe sells off a parcel of shares,
raising the number of Deutsche Post shares in free
float to over 55 percent. This is a significant step
2005
on the way to becoming completely privatized.
This generates a number of advantages for the
company. Its weighting in indexes will rise and the
investor base will expand, particularly outside of
Germany.
Disaster Response Teams and UN assistance
After the Group’s initial experiences in disaster
relief in 2003 and 2004 in the wake of the South
Asia tsunami, it officially forms a long-term
partnership with the United Nations Office for the
Coordination of Humanitarian Affairs
(UNOCHA). In the case of a natural disaster, DHL
provides valuable logistics support at airports with
its specially-trained Disaster Response Teams
(DRT). Organized into three strategically located
teams in Singapore, Panama and Dubai, DRT units
can deploy as needed within 72 hours. By 2010,
DRTs had offered their support and expertise at
disaster-site airports as part of some 20 deployments. The partnership with UNOCHA has been
extended until 2013.
10
December 2005 Largest acquisition in the history
The combination of DHL und Exel provide customers with an even wider range of products and value-added services.
The largest company acquisition in the history of
Deutsche Post AG is completed: for EUR 5.5 billion
Exel, the British logistics corporation, is acquired.
With this move, Deutsche Post World Net reduces
its dependency on its German business and extends
its logistics business to a pillar just as strong as that
of mail and express. Together, Exel and DHL
February 2006
Majority stake in Williams Lea
Deutsche Post takes a majority stake in Williams
Lea, a business process outsourcing (BPO) provider
specializing in document management and mail
services. Headquartered in London, Great Britain,
Williams Lea is a leading provider of value-added
document and mail-related services, offering a wide
range of products in the areas of print management,
mailroom management, document management as
well as direct marketing. The company, founded
in 1820, has a long tradition of service excellence,
employs 6,500 people worldwide and achieves
March 2006
offer an unprecedented worldwide presence. Exel
operates in 135 countries with around 111,000
employees, primarily offering transport and logistics
solutions for key customers. Exel's most important
mainstays are the United Kingdom/Ireland and the
Americas, each of which generates approximately
one third of revenues.
revenues of EUR 650 million. Together with Williams
Lea, Deutsche Post is even better positioned in the
international mail markets as well as in the area of
value-added mail services and becomes the leading
full-range provider in international mail logistics.
“First Choice“ launches
Through an advanced corporate strategy aimed at
stronger customer orientation and improved
product and service quality Deutsche Post World
Net wants to become first choice for its customers
worldwide. This strategy receives significant
support through the “First Choice” program. It is
to safeguard market leadership and contribute to
Group earnings. The Group also wants to be first
choice as an attractive employer for executives and
employees as well as shareholders all over the world.
“First Choice” is the follow-up program of the
successful value enhancement program STAR.
August 2006
11
Higher revenues and increase in
employees abroad
The Group's worldwide expansion strategy and the
series of acquisitions across the company pay off
with the steady rise in revenues generated abroad.
Internationally generated revenues account for
approximately 59 percent of total revenue, meaning
that more than half the company’s revenue is made
outside of Germany. Thanks to this development,
Deutsche Post is even better positioned to profit
from Asian and Eastern European growth markets,
making the company less dependent on single
market developments. Employee numbers abroad
are similarly on the rise in 2006, with 260,000 of the
company's 500,000 employees working outside of
Germany.
December 2006 Deutsche Post consolidates
domestic parcel and mail business
In the future, both lines of the MAIL and PARCEL
Germany business will be under the purview of the
Corporate Board Member for MAIL. This step
enables the company to optimize its internal flows
and further improve quality of service. Document
March 2007
and express shipments remain the responsibility
of the EXPRESS Corporate Division. The background for the decision lies in the large, common
customer base, as well as numerous synergies
between the mail and parcel areas in Germany.
DHL Innovation Center opens
Deutsche Post World Net opens the DHL
Innovation Center in Troisdorf near Bonn. The goal
and mission are to develop marketable, highly
innovative products from logistics trends of the
future. This laboratory of the future forms an
umbrella organization for all areas of technical
innovation management within the Group. The
Innovation Center plays a key role in the
Group's strategy, with which Deutsche Post World
Net also intends to become the world's most
innovative logistics company. About 20 permanent
employees work on innovation projects in the
center. With this concept, the Group is breaking new
ground. No other logistics company has a facility
that can compare to the DHL Innovation Center.
12
February 2008 Frank Appel becomes
the new CEO of Deutsche Post
Following Klaus Zumwinkel's resignation
from his office as Chairman of the Board
of Management of Deutsche Post, the
Supervisory Board appoints Frank Appel
as his successor on February 18.
A member of the Board of Management
since 2002. Appel, who holds a PhD in
neurobiology, was previously in charge of
the LOGISTICS Division, Mail International and regulation management as
well as bearing cross-divisional responsibility for the 100 largest customers
(Global Customer Solutions).
April 2008
GoGreen develops into Group-wide
climate protection program
After introducing and patenting its GoGreen
products in 2006, Deutsche Post World Net takes its
commitment to the environment one step further by
becoming the first major company in its industry to
create its very own climate protection program and
set a quantifiable climate protection target. The goal:
To reduce its carbon footprint for every letter
mailed, every container shipped and every square
meter of warehouse space used by 30 percent by the
year 2020. At the core of the climate program is a
three-pronged method of assessing, reducing and
offsetting. Deutsche Post World Net will be setting
up a Carbon Accounting system.
The GoGreen mail and parcel products offer
business and private customers the option of
carbon-neutral shipping. All carbon emissions
generated in the transportation of GoGreen items
are first calculated and then compensated for
through environmental projects. Other key levers of
the Group's climate protection program include the
optimization of the air and ground fleets, improved
energy efficiency in buildings and plants, the
development of innovative technologies, motivating
employees, and the involvement of subcontractors.
May 2008
13
Leipzig/Halle air hub opens
DHL officially opens its new European air freight
hub at Leipzig/Halle Airport in Germany. "Our new
hub is a logistic center of truly global proportions,"
says Deutsche Post CEO Frank Appel. "The move
allows us to build up our leadership position in the
express market over the long-term. Literally a gate to
the world, our hub also plays an important role for
Eastern Germany - for both its people and its
businesses.“
The decisive criteria for the choice of location are
the position of the airport, its proximity to growth
markets in Eastern Europe, the long-term planning
security with comprehensive authorization for
night-time flights, the wealth of motivated and
highly qualified locally-based personnel, and
impressive infrastructure which allows for a futureoriented combination of air, road and rail transport.
Leipzig is the first DHL facility able to meet its needs
for electricity, heating and cooling energy, to a large
extent self-sufficiently. This is ensured by a
cogeneration unit for combined heat and power
generation, together with 1,000 square meters of
solar cells on the roof of the hangar for the generation of electricity from solar energy. In addition,
two underground cisterns, each collecting around
3,000 cubic meters of rain water each year, will be
used instead of drinking water to wash the aircraft.
The new European air freight hub is a first-class logistics facility with plenty of room for expansion.
November 2008 DHL withdraws from domestic
express business in the USA
In order to minimize future uncertainties with
regard to the US business of DHL Express, the
Group announces that starting January 30, 2009,
domestic air and ground products will no longer be
offered in the USA. DHL will, however, continue
January 2009
to offer international products within the USA
without restriction. The region will remain an
indispensable component of the global DHL Express
network. All other DHL units in the US are not
affected by this decision.
Sale of Postbank
Deutsche Post AG sells a minority interest of 22.9
percent of Postbank to Deutsche Bank. The transaction is concluded on January 14, 2009, and is the
first tranche in the sale process. The 22.9 percent
minority interest corresponds to 50 million
Postbank shares. With the sale, Deutsche Post
withdraws gradually from the banking business.
Deutsche Bank has the option of acquiring another
27.4 percent of Postbank in the following three
years. In November 2010, Deutsche Bank takes over
the majority interest in Postbank.
March 2009
Strategy 2015 unveiled
The Group is rebranded Deutsche Post DHL.
The new name stands for clear structures,
increased cooperation and mobility within the
Group and integrated solutions for customers.
The new Group strategy provides for a twopillar structure – Deutsche Post and DHL – as
well as tighter links between the DHL business
units under the “ONE DHL” approach. Also
on the agenda – the simplification of planning
processes, an even more intense focus on the
shifting needs of customers and the reinforcement of an open leadership culture. The
strategy calls for a new incentive system that
stresses performance and respectful interaction among employees. The key focus of
Strategy 2015: to become the first choice for
customers, employees and investors.
Corporate Center
The Postal Service
for Germany
The Logistics Company
for the World
Global Business Services
Our purpose
Our guiding
principle
Our customer
promise
The Postal Service
for Germany
The Logistics Company
for the World
Respect
Results
Simplifying Services
Sustainable Solutions
14
June 2009
New cargo airline AeroLogic
The new cargo airline AeroLogic starts airline
operations. The company was established as a joint
venture by DHL Express and Lufthansa Cargo in
2007. The headquarters of AeroLogic are located at
June 2009
the Leipzig / Halle airport. Its fleet is composed of
eight new Boeing 777 freighters. AeroLogic becomes
one of the five leading European cargo airlines.
Future customer needs
Deutsche Post DHL presents its study “Delivering
Tomorrow – Customer Needs in 2020 and Beyond”.
The study provides expert statements and analyses
on issues such as globalization, the economy,
technology, logistics, the environment and society. It
reveals trends in these areas reaching into the year
2020 and beyond and presents potential responses
and developments to these trends. Through its study
October 2009
15
the logistics company offers an orientation guide for
possible future scenarios. 81 future theses were
developed and then discussed. The Group
published a follow-up study – “Delivering
Tomorrow – Towards Sustainable Logistics” in
October 2010, underlining its commitment to
exploring issues of sustainability and the future of
logistics.
DHL Solutions & Innovations
The new organizational unit DHL Solutions &
Innovations (DSI), created under Strategy 2015, is
presented to the public. Created to drive innovation
centrally across the entire DHL organization, DSI
brings together technological developments and
expertise within the Group to create new solutions.
DSI draws from market research results, industry
strategy analysis and in-depth customer surveys to
develop forward-thinking, standardized logistics
solutions flexible enough to span industry sectors.
The goal is to create market-ready products and
establish cross-divisional exchange of expertise.
November 2009 Success model: Packstation,
with 24/7 service
With the installation of the final 2,500 Packstation
machines in Germany, DHL confirms the remarkable success of its round-the-clock parcel delivery
service. By now, Packstations can be found in more
than 1,600 cities and towns nationwide. An
additional 150 Packstation machines will be set up
in cities and metropolitan areas over the next three
years. For nearly 90 percent of all German residents,
the next Packstation is but 10 minutes away. By the
end of 2009, some 1.4 million customers had
registered for the service and have been using it ever
since, picking up parcels from the machines 24
hours a day, seven days a week. “Anything. Any time.
Anywhere.” The DHL Parcel slogan is a direct
response to the steady growth in online sales and
customers’ changing lifestyle and buying habits.
July 2010
16
E-Postbrief: The future in letter
communication begins
Deutsche Post initiates a new age in mail
communication: July 14th is the official launch of
the E-Postbrief (online letter). From this day
forward customers throughout Germany can sign
up for their very own E-Postbrief address. “We're
making secure written communication on the
Internet possible for everyone – this is a revolution,”
says Frank Appel, CEO of Deutsche Post DHL.
The E-Postbrief allows private individuals, companies
and public authorities to communicate securely with
each other on the Internet. It is just as binding,
confidential and reliable as a letter - and just as quick
as an e-mail. By November 2010, more than 100 major
companies and public authorities had become contract partners for E-Postbrief and more than 1 million
private individuals had registered for the new service.
A broad-reach advertising campaign
was launched to support Deutsche
Post’s newest mail innovation.
February 2011 Living Responsibility
Deutsche Post DHL holds its first-ever Sustainability
Day at company headquarters in Bonn. The event
provides a platform for dialogue on issues such as
corporate responsibility in the 21st century, the everchanging demands of the working world for both
employers and employees, and investor expectations
regarding sustainable corporate management among
representatives. Participants in the discussion come
from various segments of society.
Deutsche Post DHL has made corporate
responsibility (CR) an important part of its Strategy
2015. Known under the name “Living Responsibility”, the company´s CR commitment is organized
into three areas, each with their own special
program: environmental protection (GoGreen),
disaster management (GoHelp) and education
(GoTeach). The Group's annual Environmental
Report, first published in 2003, was replaced by the
Sustainability Report in 2009/2010 to underscore
the company’s strong commitment to sustainability.
17
September 2011 Germany’s first happiness index
With its “Glücksatlas Deutschland 2011”, Deutsche
Post presents the first German happiness study,
which considers overall satisfaction and happiness
levels across 19 different regions in Germany. Under
the direction of some of Germany’s most prominent
scientists, the happiness study, which was based on
data from the German Socio-Economic Panel Study
(SOEP) and a survey by the Allensbach Institute,
analyzed the impact of various factors such as
income, job, family, health and culture on overall
happiness. The study revealed a significant increase in
happiness levels among Germans and showed that
discrepancies between eastern and western Germany
are smaller today than ever before. Hamburg emerges
from the 2011 study as Germany's happiest region.
September 2011 Investments in parcel network
In the coming years Deutsche Post DHL will invest
approximately EUR750 million in the modernization of its Germany-wide parcel network. The
investment will create a strong foundation for
further growth and for new, innovative services.
Deutsche Post DHL is both the market leader and
leading innovator in the German parcel market. New
business models in e-commerce  a market that is
booming  and evolving consumer behavior also
require new shipping solutions. This is the largest
investment in the parcel infrastructure since the
1990s.
September 2011 Deutsche Post develops own electric car
Deutsche Post and StreetScooter GmbH, together
with prominent partners from research and
industry, are developing a pioneering design for an
electric car to be used for mail and parcel delivery.
Prominent institutes of the RWTH Aachen
University will also continue to be part of the
project. The objective of this mutual endeavor is to
create a completely new delivery vehicle that meets
The StreetScooter was developed for
mail and parcel delivery.
the special requirements of Deutsche Post in terms
of suitability for daily operational use and economic
efficiency. It should also produce zero emissions.
The electric vehicle which is to be developed for
Deutsche Post's mail and parcel delivery must be
able to handle up to 200 stops and start-up
procedures and be in use up to 300 days a year.
October 2011
18
Appointment of first Chief
Commercial Officer
Deutsche Post DHL announces steps to further
strengthen its customer-oriented business model.
The company will focus cross-divisional DHL
customer management for the company's top
customers and innovation activities in one area of
responsibility by introducing the position of a
global Chief Commercial Officer (CCO) for DHL.
Bill Meahl (56), former Chief Operating Officer of
the Supply Chain Division, will take on the new role
with immediate effect.
The CCO will be responsible for Customer Solutions
& Innovation (CSI) as well as the sector management
of DHL's core strategic industries. For customers
interested in various DHL solutions across multiple
DHL divisions, CSI provides easier access to the
Group’s array of services, and also functions as a
driver of innovation. DHL's core strategic industries
are Technology, Energy, Life Sciences & Healthcare,
Automotive and Engineering & Manufacturing.
November 2011 First DHL Global Connectedness Index
DHL releases the first DHL Global Connectedness
Index (GCI), a detailed country-by-country analysis
of the flows that connect the world. The study
indicates that globalization is still not as advanced as
most people believe and that continued economic
integration could spur global gross domestic
product gains of five percent or more.
GCI ranks 125 countries according to the depth and
breadth of their integration into the world economy
and also examines the relationship between global
connectedness and welfare. The study documents
that global connectedness has enormous room to
expand, even among the most “connected”
countries. The Netherlands ranks No. 1 in terms of
overall connectedness, Hong Kong scores the highest
regarding the depth of its international connections,
and the United Kingdom tops the list for the
breadth of its connections.
19
November 2011 GARD expands Disaster Management
Deutsche Post DHL and the United Nations
Development Program (UNDP) together announce
an expansion of the new Get Airports Ready for
Disaster (GARD) training program. Following the
two pilot projects in 2009 at the Makassar and Palu
airports in Indonesia, disaster-preparedness training
will now be conducted on a regular basis, at an
additional 19 airports in Europe, Asia, Near East and
Latin America by 2013. The goal is to provide
airport logistics management training to airport
personnel, local safety experts and representatives
from national-level disaster agencies so that they are
prepared to respond effectively in the event of a
natural disaster. The follow-up assessment model
“GARD Plus” was developed in 2012 as a way to
ensure successful implementation of the GARD
training over the long term.
February 2012
Postbank transaction complete
Deutsche Post DHL has successfully completed its
exit from the banking business. Upon the maturity
of a mandatory exchangeable bond on February 27,
Deutsche Post DHL transferred an additional 27.4
percent of shares in Deutsche Postbank AG to
Deutsche Bank AG. In addition, Deutsche
February 2012
Post DHL exercised its put option for its remaining
12.1 percent of Postbank shares. Following the
completion of stages two and three, which involved
the transfer of a total of 86.4 million Postbank shares,
Deutsche Post DHL no longer holds any Postbank
shares.
Third study on the future
With its release of the study on the future,
“Delivering Tomorrow: Logistics 2050”, Deutsche
Post DHL is taking a far-reaching look into the
future of trade, business and society. The study
examines five different scenarios of life in the year
2050. These five visions of the future are based on a
detailed analysis of the most critical factors 
including trade and consumption patterns,
technological and social trends as well as climate
change  and estimate their probable impact on
people's behavior and values in 2050. The study is
the third research project conducted in the Group
“Delivering Tomorrow” series.
July 2012
20
All mail centers modernized
The Stuttgart mail center is the last site to begin
operating the new Großbrief mail item sorting
system. Now all 82 Deutsche Post mail centers are
equipped with the world leader in cutting-edge mail
sorting machines. Deutsche Post has installed a total
of 288 sorting machines for standard and compact
letters as well 87 machines for Großbrief and
Maxibrief items since 2009, an investment of around
EUR400 million. This modernization effort will help
ensure Germany’s fast, high-quality mail services
into the future.
July 2012
Market position in Asia expanded
DHL opens its biggest express hub in Asia  the
US$175 million DHL Express North Asia Hub at the
Shanghai Pudong International Airport. The
company also announced plans to further invest
US$132 million (EUR100 million) to add eight
dedicated aircraft to service high demand routes
between Shanghai and North Asia, Europe and the
US, by 2014. The Hub is a logistics milestone in
DHL's Asia Pacific network.
With over 30 years of experience, DHL is the leading
logistics brand in Asia. DHL divisions Express, Global
Forwarding and Supply Chain are the clear market
leaders in the international express, air freight and
contract logistics business in the region as well as in
many of the region’s most dynamic country markets
such as China. DHL’s outstanding market position is
based on its extensive investment in infrastructure
and its own array of services. DHL plans to generate
one third of its revenues in the region by 2017.
The new DHL North Asia Hub at the Shanghai airport is the biggest express hub in Asia.
March 2013
E-Postbrief grows into E-Post
Deutsche Post launches new E-Post products and
solutions for private and business customers and
builds on its existing E-Postbrief services. Along
with the sending and receiving of documents (EPostbrief), E-Post now also includes the capture of
paper-based information (E-Postscan Travel), secure
payment processes (E-Postzahlung) as well as
May 2013
21
intelligent storage and archiving solutions (EPostsafe). E-Post functions as a complete digital office
that makes life easier for private users and connects
business customers directly with partners and
customers. Companies benefit from lower material
and process costs and more secure communications.
Carbon-free delivery
Deutsche Post DHL is switching to electric vehicles
for its delivery services in Bonn and the surrounding
region, making the city the first location in Germany
with a carbon-free vehicle concept. The pilot project
is unique worldwide and shall serve as a role model
for other cities and regions. It sees about 141 electric
vehicles on the road by 2016, all for the parcel
delivery and the combined mail and parcel delivery.
resulting in decreased CO2 emissions of over 500 tons
per year. As part of the project, the StreetScooter,
developed by Deutsche Post in cooperation with
StreetScooter GmbH and institutes at the RWTH
Aachen University, will be put into service in the
summer of 2013.
Presented the concept: Bonn´s Lord Mayor Jürgen Nimptsch, Jürgen Gerdes, board member MAIL, Germany´s
minister for environment, Peter Altmaier, and Deutsche Post DHL´s CEO Frank Appel (from left).
June 2013
Five years of GoGreen
Exactly five years ago, Deutsche Post DHL, the
world's leading mail and logistics group, officially
launched its GoGreen program and became the first
logistics company in the world to set a measureable
climate protection target. By 2020, the Group
intends to improve its CO2 emissions by 30 percent
compared with the base level from 2007. The
GoGreen environmental program is a permanent
component of the company's strategy, and the
results of this work are reflected in such areas as the
reduction of energy, paper and fuel consumption as
well as in investments in innovative technologies.
Today, roughly 8,500 vehicles in the Deutsche Post
DHL fleet use alternative drive systems or have
undergone aerodynamic or electrical-motor-related
modifications. Demand for green products and
services has steadily risen over the years: In 2012,
more than 2.4 billion GOGREEN shipments were
sent and about 180,000 tons of CO2 were offset for
customers  this is about 30 percent more than 2011
and over three times as much as 2009, when the total
was 704 million shipments.
June 2013
22
DHL expands global hub for the
Americas
DHL celebrates the inauguration of its newly
expanded hub for the Americas at the Cincinnati/
Northern Kentucky (CVG) Airport. The event
marks the culmination of a US$105 million, fouryear effort to enhance this facility to meet the
growing international shipping demand of large
multinational corporations as well as small business
customers. The CVG global hub sits at the heart of
the DHL U.S. network with flights connecting
customers from over 220 countries and territories
worldwide to every corner of the U.S. In addition to
global hubs in Hong Kong and Germany, the CVG
hub completes the backbone of the DHL intercontinental network.
The newly expanded hub is located at the Cincinnati airport.
June 2013
Educational opportunities expanded
Deutsche Post DHL has renewed its contract
through 2015 with the global network Teach For All.
The enhanced collaboration between Deutsche Post
DHL and Teach For All will help establish three new
country partnerships, including one with Teach For
The Philippines starting in 2013. Since 2010,
Deutsche Post DHL has directly supported the
global network and Teach For All network partners
in India, Argentina, Chile, Peru and Spain. Since
2009, the company has also been the largest sponsor
of the German partner, Teach First Deutschland.
In addition, the existing partnership with SOS
Children's Villages was expanded to include Peru,
where Deutsche Post DHL has committed to help
develop a training program for Peruvian youths.
Deutsche Post DHL has now signed contracts with
SOS Children's Villages in over ten countries.
September 2013 Deutsche Post AG joins Euro Stoxx 50
As of September 23, Deutsche Post AG joins the
Euro Stoxx 50 Index, Europe's leading Blue-chip
index for the Eurozone. Main drivers of this upward
move include the steady rise in share price and the
convertible bonds issued in the second quarter,
which further increases the number of free float
shares. As part of the Euro Stoxx 50, the logistics
leader is among the 50 most important listed
companies in Europe.
23
Deutsche Post DHL´s Board of Management
on March 2013 (from left): Ken Allen, Bruce
Edwards, Roger Crook, Jürgen Gerdes, Frank
Appel, Angela Titzrath and Larry Rosen.
Numbers update: Increase in revenues and earnings
Deutsche Post DHL is looking back on a successful
2012. Group revenues increased 5.1 percent to EUR
55.5 billion during the 12-month period. This
increase mainly reflects the exceptional market
position that DHL maintains in the world's growth
regions  especially in Asia. The company, which
operates in more than 220 countries and territories in
the world, is now generating about 70 percent of its
revenues outside Germany. At the same time, with its
highly successful parcel business, the Group's
MAIL division continues to benefit from the rapid
growth of online retailing. The excellent position that
the Group and its divisions maintain in the most
dynamic markets also led to a strong rise in the
company's profitability last year. At EUR 2.67 billion,
operating earnings were more than 9 percent above
the previous year's level. The Group's consolidated
net profit climbed by about EUR 500 million to EUR
1.66 billion in 2012.
Deutsche Post DHL
Headquarters
Global Media Relations
Charles-de-Gaulle-Straße 20
53113 Bonn
E-mail: pressestelle@dpdhl.com
Internet: www.dpdhl.com/press
Twitter: www.twitter.com/DeutschePostDHL
As at: September 2013

Folie 1 - Deutsche Post DHL Group

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