dhl corporate responsibility report 2012

7/27/2019 DHL Corporate Responsibility Report 2012

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SCHO

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Corporate Responsibility Report 2012

TAKING ON

RESPONSIBILITYTOGETHER.


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SCHOOL

Contents


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TAKING ON RESPONSIBILITY TOGETHER.


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ABOUT US

Deutsche Post DHL is the worlds leading mail and logistics services group.

The Deutsche Post and DHL corporate brands represent a one-o-a-kind port-olio o logistics (DHL) and communications (Deutsche Post) services. The Groupprovides its customers with both easy-to-use standardized products as well asinnovative and tailored solutions ranging rom dialogue marketing to industrial

supply chains. About 475,000 employees in more than 220 countries and territoriesorm a global network ocused on service, quality and sustainability. Withprograms in the areas o environmental protection, disaster management andeducation, the Group is committed to social responsibility.

The postal service or Germany.The logistics company or the world.

Key


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LETTER TO OUR STAKEHOLDERS

Knowing we can grow our businessresonsibly is a source o ride and

insiration in our organization and an

unistakable reection o what value

creation eans to us.

Cororate resonsibility is not about being satised with having accolished a ew good works. ur

globalized world and its interconnected challenges require businesses like eutsche ost to

undaentally rethink their aroach to value creation.

s our econoic success enabling social rogress? re we considering the environental iact o our

oerations? re we aking decisions in the long-ter interest o our custoers and eloyees?

t eutsche ost , these considerations have shaped trategy 2015, our corporate roadmap to

becoing a rovider, eloyer and investent o choice. We recognize that we will only reach these

ais by ebracing the ultiaceted role we lay in society as one o the worlds largest eloyers.

t the heart o trategy 2015, thereore, is the ai to irove lives in a way that leverages our global

resence and exertise or the benet o any.


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iving esonsibility is our raework or cororate resonsibility and an integral art o trategy

2015. t ocuses on three key areas: environental rotection (oreen), disaster anageent (oel)and education (oeach). n cooeration with our aroxiately 475,000 eloyees and governental

and non-governental organizations around the world, we carried out a wide range o o activities

in 2012 all o which you can read about in this reort.

ur ebershi in the UN lobal Coact and our continuous suort o its ten rinciles are

reected in our Code o Conduct and other guiding docuents or the rou. n 2012, we reevaluated

our Code o Conduct ollowing a ruitul dialogue with our internal and external stakeholders. t now

explicitly addresses our respect or human rights and our rejection o any orm o child and orced

labor.

ach year, we think about ways to increase the iact o our iving esonsibility activities. urengageent in reen Freight uroe, an initiative to encourage green rocureent o transortation

services, is a good exale o soething we did in 2012. Tis roising new initiative will hel us and

our custoers better anage scoe 3 eissions and thereby irove our carbon eciency.

am proud o what eutsche ost has contributed this year to the communities in which we

oerate. nd a equally roud that these activities occurred in a year o nancial success or our

coany. Knowing we can grow our business resonsibly is a source o ride and insiration in our

organization and an unistakable reection o what value creation eans to us.

Yours sincerely,

Frank el

Dr. Frank AppelBorn in 1961

Member o the Board o

Management since

November 2002

CEO since February 2008,

appointed until October 2017

Board Department

Board Services

Corporate First Choice

Corporate Legal

Customer Solutions &

Innovations

Corporate Ofce

Corporate Development

Corporate Heritage &

Industry Associations

Corporate Communications &

Responsibility

Corporate Public Policy &

Regulation Management


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THE MAN WHOKEEPS THINGS MOVING.

Every day 280,000 items pass through the Neuwied parcelcenter. Shit supervisor Viktor Hartmann makes sure there are

no interruptions to the steady ow o parcels.


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ts : pm. Te bright red and yellow

DHL truck slowly backs u to loading dock

. Te hatch to the cargo hold is oened

and a conveyor belt is ushed inside the

densely acked truck, where arcels are iled

to the roo. uervisor Viktor artann sees

right away that his tea will need a ew extra

trays or the conveyor belt, so that the saller

arcels and enveloes dont cause any rob-

les as they ove through the labyrinth o

sorting technology. artann disaears

and returns quickly with a ile o the under

his ar and the rst arcels are sent o on

their journey.

artann, who is , has worked at thearcel center in euwied or the last 8 years.

e and his wie lga, who works nearby in

Koblenz at a branch o the MAIL division,

cae to the hine-side city ro their native

iberia in the early 99s. artanns rst job

in euwied was loading arcels. Tanks to his

work ethic and good erorance, he rose

quickly through the ranks. ince 9, he

carries the title uervisor (usicht) on his

work vest. is job is to ensure that the

seeingly endless strea o arcels ows

through the sorting hall without interrution.

n y shif, a the one resonsible or

aking sure everything runs soothly and

that nothing gets lef behind, he says with a

touch o ride.

n the way back to his sall oce he

eets u with aouda uro-jeri, a colleague

ro ogo, who was recently rooted ro

loader to tea leader. Te two exchange a

ew words beore they are interruted by

artanns radio. colleague needs hel at

the other end o the hall. Teres a roble

with the oversize conveyor belt used or ites

such as Vs and urniture. artann jus

on his yellow service bike and hurries across

the huge hall.

New technology delivers 40 % more

production capacity

8, arcels and oversized ites

ass through the euwied arcel center on a

noral day. t high season around Christas

tie, that nuber goes u to over ,,

says ichael enheier, 9, who has been

with eutsche ost since 989 and today

runs the arcel center. s soon as ites arrive

at the euwied acility by truck, they get

sorted, reloaded and sent o again. First built

in 99, the euwied acility recently bene-

ted ro a technology ugrade, boosting its


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rocessing caacity ro , u to 8,

ites er hour an increase o %. very

day, around ully loaded trucks arrive

at the acility. Tanks to the good transor-

tation inrastructure in the area, trac

backus are extreely rare. nd since the

arcel center is located in a urely industrial

area, there is no risk o disturbing local

residents. eutsche ost outsources about

three-quarters o the required transort

caacity to third-arty roviders. We give

the orwarders here in the region good

business, says enheier.

Te job arket in and around euwied

benets as well. Te arcel center eloys8 regular sta and 8 teorary workers.

We rovide secure eloyent, union wages

and good career develoent oortunities,

says enheier. uccess stories like that o

Viktor artann are coon, according to

enheier, who says that teorary eloyees

who eror well have a good chance o being

oered eranent ositions. Tree onths

ago, enheier hired a 8-year-old who had

been uneloyed or our years. e is highly

otivated, says enheier, and his job

erorance is outstanding.

Ethnically diverse workorce

Were like a big elting ot, says HR

secialist nne ich. Te eole working here

in euwied coe ro dierent countries

around the world, so you really need to be

sensitive to the any ethnicities and religions

reresented here. ich, who is , began her

training at eutsche ost in business adinis-

tration and oce counications, and then

oved on to colete an integrated degree

rogra (uale ochschule) at eutsche ost

with a ocus on orwarding and logistics.

Woen ake u about a third o the work-

orce at the arcel center and over 8 % o all

eloyees have art-tie ositions. Te tea

in euwied also includes eole with disabilities.Whether its secial health and revention

courses, or sta events and arties, eutsche

ost does a lot or its eole, says ich.

ts :8 pm. ush hour begins. ore and

ore arcels whizz along the conveyor belts.

Te rattling o tilt trays gets louder and louder.

Viktor artann is working at ull caacity.

uddenly his radio barks out another request.

e is needed again at one o the conveyor

belts, where an encoder has alunctioned.

es back on his bike and o to ake sure the

arcels kee oving.


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SCHOOL

THE GROUP

This chapter was reviewed by PwC.


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Corporate Responsibility steered centrally

Te uman esources board department is responsible or all employee-related issues, data privacy

and the dialogue with eloyee reresentatives. Te Chie xecutive cer oversees activities in the

areas o environental rotection, disaster anageent and education. Te Chie Coliance cer

reorts to the Chie Financial cer, who also oversees the internal service areas (GS unctions). ere-

sentatives rom these departments meet on a regular basis to coner on their work and align their activities.

uring the last six onths o 2012, the oversight o the rous Cororate esonsibility activities

was reallocated within the EO deartent. Tis area now alls under the ausices o the Cororate

Counications and esonsibility cororate deartent. Bundling our activities in this way allows

us not only to intensiy our dialogue with both our internal and external stakeholders but to continue

develoing our rogras in greater alignent with our core business.

HR department reorganized

ne o the goals o our trategy 2015 is to becoe the loyer o Choice. Tis leads to riorities

that we support with our now globally aligned HR organization. We will be developing a global

HR anageent syste and haronize our HR work as art o our new ne HR rogra, an eort

which involves reorganizing the rocesses, resonsibilities and structures within HR. wo new coro-

rate departments were established in the third quarter o 2012: HR erormance & rograms and

HR evelopment. Tese departments have been given the task o steering HR perormance managementas well as ocusing on vital issues or the roup such as talent and career development. We will continue

honing the organizational structure within uan esources throughout the rst six onths o 2013.

Te new structure aords us greater eciency in the ileentation o rou-wide standards and

rocesses while resonding to the secic needs and requireents o the divisions.

Chie Compliance Ocer reports directly to the Chie Financial Ocer

t eutsche ost , the Chie Coliance cer is resonsible or the Coliance anage-

ent yste and reorts directly to the Chie Financial cer. Te Chie Coliance cer is su-

ported by the lobal Compliance ce which establishes compliance management standards on a

roup-wide basis and supports the corresponding activities o the divisions. ach o the our operating

divisions has a Coliance cer, who regularly resents a reort to the divisional Board o anage-

ment member. Tese reports are incorporated into the Chie Compliance cers reports

to the Board o anagement and to the Finance and udit Committee o the upervisory Board.

Organizational structure o Deutsche Post DHL

Corporate Center (CEOs board department, HR and Finance)

MAIL

Mail Communication

Dialogue Marketing Press Services Value-Added Services Retail Outlets Pension Service

Parcel Germany

Global Mail

EXPRESS

Europe

Americas Asia Paciic

MEA (Middle East

and Arica)

GLOBAL FORWARDING,

FREIGHT

Global Forwarding

Freight

SUPPLY CHAIN

Supply Chain

Williams Lea

Global Business Services (provides in-company services such as Finance, IT, Legal and Procurement)


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Environmental management: Integrated at all levels o the Group

Te oreen ponsors Board presides over the implementation o the roups environmental

strategy, roduct develoent and the launch o rou-wide standards. Te board is headed by the

EO and consists o executives ro all divisions as well as reresentatives ro cororate unctionssuch as Controlling, HR and Fleet and Facilities anageent. Quarterly Business eview eetings are

held during which the divisions report on business developments as well as progress made and measures

taken in the area o environmental protection. nvironmental protection issues are also discussed

regularly at Board o anageent eetings. n each division, and in the larger regions locally as well

as at the country and site level, there are so-called oreen eas that reort directly to the business

develoent units.

Our management

The Groups dual management systems a ublicly listed coany in erany, eutsche ost has a dual anageent structure.

Te Board o anagement, which is appointed, overseen and advised by the upervisory Board, is

responsible or the management o the company. Te Board o Management and the upervisory Board

are in regular contact regarding strategic measures, planning, business development, risk exposure and

risk anageent as well as coany coliance.

The Board o Management is responsible or the management o the company

With the consent o the upervisory Board, the Board o anagement has established rules o

rocedure that lay down objectives or structure, anageent and cooeration within the Board o

anageent. Within this raework, each board eber anages their deartent indeendently

and inors the rest o the Board on key develoents at regular intervals. Te Board o anageent

as a whole decides on atters o articular signicance. n aking their decisions, the ebers o the

Board o anageent ay not ursue ersonal interests or exloit business oortunities due to the

coany or their own benet. Tey are required to disclose any conicts o interest to the uervisory

Board without delay. Te Board o anageent has seven ebers.

The Board o Management

Corporate Center Divisions

Dr. Frank Appel

Chie Executive Oicer Born 1961

Member since 2002

Appointed until October 2017

Lawrence Rosen

Finance and Global BusinessServices

Born 1957

Member since 2009

Appointed until August 2017

Ken Allen

EXPRESS Born 1955

Member since 2009

Appointed until February 2017

Roger Crook

GLOBAL FORWARDING,FREIGHT

Born 1957

Member since 2011

Appointed until March 2014

Angela Titzrath

Human Resources

Born 1966

Member since 2012

Appointed until April 2015

Former member o the

Board o Management:

Walter Scheurle

Human Resources

Member until April 30, 2012

Bruce Edwards

SUPPLY CHAIN

Born 1955

Member since 2008

Appointed until March 2016

Jrgen Gerdes

MAIL

Born 1964

Member since 2007

Appointed until June 2015
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Te total remuneration paid to individual Board o anagement members is determined by

the uervisory Board. Te reuneration aid to the Board o anageent is in line with standard

arket ractice, aroriate to the tasks involved and designed to reward erorance; it corises

xed (non-perormance-related) elements and variable (perormance-related) elements, which includeshort, medium and long-term incentives. Furthermore, an employee-related target is agreed with

all Board o anageent ebers based on the annual eloyee oinion survey, as are additional

targets. Tese targets as well as the reuneration aid to the Board o anageent can be ound in

the euneration eort.

Responsibility o the Supervisory Board

Te uervisory Board advises and oversees the Board o anageent; it also aoints the e-

bers o the Board o anageent. t has established rules o rocedure that include the undaental

principles o its internal structure, a catalog o Board o Management transactions requiring its approval

as well as rules or the uervisory Board coittees. Te uervisory Board eets twice every six

onths in a calendar year, with secial eetings held whenever articular develoents or easuresneed to be discussed or decided quickly. Te uervisory Board, with 20 ebers, in all, corises

10 shareholder reresentatives and 10 eloyee reresentatives.

ursuant to article 17 o the rticles o ssociation o eutsche ost , the annual reuneration

aid to the ebers o the uervisory Board corises a non-erorance-related, i. e. xed, coo-

nent, a variable coonent geared towards sustainable cororate develoent and the attendance allow-

ance. For urther details on the upervisory Board remuneration, please reer to the emuneration eport.

Economic impact

n our nnual eort, we rovide a detailed look at our rous iact on global trade and the

arkets we serve, as well as our econoic erorance. Te nnual eort also includes reorting on

our cororate strategy and anageent structures. Te ollowing excerts were selected to highlight

the econoic iact o eutsche ost and illustrate our coitent to social resonsibility.

Signicant market positions

ur global network spanning more than 220 countries and territories aords us outstanding

ositioning in the individual arkets.

Markets

Region Market Market position/-share

Global Air reight 2011 No. 1

Ocean reight 2011 No. 2

Contract logistics 2011 No. 1

International express

marketEurope 2011 No. 1

Americas 2011 No. 3

Asia Paciic 2011 No. 1

Germany Mail communication or business customers 2012 No. 1

Parcel market 2012 40.9 %
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iving our eloyees the chance to get involved in counity service and environental rotec-

tion as art o our R rogras boosts eloyee otivation and loyalty to our coany. ur carbon

eciency easures hel reduce the aount o uel and energy we consue, which in turn reduces our

costs. ur green roducts and services also oen u new business oortunities and arkets andincrease our overall coetitiveness.

Stakeholder dialogue

Custoers, eloyees and investors are the rous key stakeholders. We strive to aintain close

contact with our stakeholders, aking sure to kee the inored about our erorance and initia-

tives in the area o cororate resonsibility. ach stakeholder grou has a dierent set o exectations

with regard to our cororate resonsibility. nderstanding the interests and exectations o as any

stakeholders as ossible is thereore iortant to us. o this end, we engage with the on a continuous

basis and, in the rocess, gain new insights and ideas that ow into shaing easures and strategicorulations and dening the theatic ocus o our reorts.

n addition to our existing dialogue orats, which include Cororate esonsibility ay and the

online stakeholder survey, in the reorting year we released the utures study 2050, which we discussed

with various stakeholders, re-launched the esponsibilitysection o our corporate website and extended

the dialogue by way o a new newsletter and an expanded presence on social media channels. ur

eorts were ocially recognized in the third quarter o 2012, when we were awarded the to sot in

the SR website ranking, achieving 10 ro a ossible 1,000 oints.

Futures study Delivering Tomorrow: Logistics 2050 released

n the reorting year we released our third-ever utures study and discussed the results in an oen

dialogue with reresentatives ro the sciences and society. s a coany that is coitted to sus-

tainability, we do not want to be taken unawares by develoents. We want to shae our own uture

not only or our own sake but that o our stakeholders. n todays globalized and increasingly volatile

world, it is ore iortant than ever to be reared or the unexected. Tis is true or all industries,

not just in the logistics sector. With the utures study elivering oorrow: ogistics 2050, we take

a ar-reaching look into the uture o trade, business and society. Te study exaines the otential state

o the world in 2050 in ve dierent scenarios. Te study was released February 27, 2012 and discussed

with exerts both at the ocial resentation and on the internet.

Corporate Responsibility Day rmly established

ur second Cororate esonsibility aywas held ay 3, 2012 at our cororate headquarters inBonn, ermany. ur Corporate esponsibility eport 2011 was presented as part o this day-long event.

n anel discussions and workshos, exerts discussed the relevance, trends and challenges o sustain-

able business practices. Te inaugural event in 2011 ocused on energy-ecient business and equal

opportunity. Te 2012 event ocused on the challenges posed by demographic change and also explored

the uture o caitalis. Joining Board o anageent ebers Frank el and ngela itzrath in

the discussion were high-role reresentatives ro business, olitics and the edia.

Corporate Responsibility reorganized

ver the course o the reorting year, we careully reviewed the results o our online stakeholder

survey conducted in eceber 2011. Te insights were then shared within the rou at various an-

ageent levels. nitial results show that we are already addressing any o the high-relevance R issues

identied as such by our stakeholders. pportunities were also identied or intensiying dialogue with

our various stakeholder groups. n response, during the last six months o 2012 we reallocated the
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oversight o these rojects and toics within the EO deartent, oving the ro the cororate

deartent or Cororate ublic olicy and esonsibility to the cororate deartent or Cororate

Counications and esonsibility. Bundling our activities in this way allows us to continue devel-

oing our rogras in dialogue with our ost iortant internal and external stakeholders and ingreater alignment with our core business. We will present the next steps and measures in our next

Cororate esonsibility eort.

MEMBERSHIPS AND PARTNERSHIPS

artnerships with and memberships in national and international organizations are o strategic

iortance or our coany. Te exchange that ensues ro these alliances has a signicant iact

on the success o our eorts in the area o cororate resonsibility. Te ruits o these artnershis and

memberships are presented in the chapters that ollow. complete list o our key memberships

and artnershis can be ound on our website.

Indices and ratings

nternational investors and analysts onitor and evaluate how sustainable a coany business is.

s a result o our coitent in the reorting year, we were again listed in SE4G and in the

Carbon isclosure eadershi ndex. ur activities were also rated by other agencies and indeendent

institutions. oeko research Cororate ating assessed us or the rst tie as a rie nvestent and

we led the ransort & ogistics sector in the ewsweek reen lobal 500 anking. Te ollowing

table lists our sustainability index memberships as well as our most current ratings rom rating agencies.

Indices and ratings in the area o Corporate Responsibility 2012

Index Scores and comments (i any)

Advanced Sustainable Perormance Indices

Carbon Disclosure Leadership Index Points: 97 (out o 100)

DAXglobal Sarasin Sustainability Germany Index 2011 Prime Standards

Ethibel Sustainability Index Europe

FTSE4Good Europe Index;

FTSE4Good Global Index

Absolute score: 3.5 (max. 5)

Relative supersector score: 84 (max. 100)

MSCI World ESG; MSCI World ex-USA ESG;

MSCI EAFE ESG Index; MSCI Europe ESG Index

Score: AA

No companies were able to achieve the highest score o AAA;

Deutsche Post AG was ranked in the top 3.
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Corporate Responsibility targets and results

Targets Due Status Comments

Employees Minimize the impact o demographic changes. 2015 Status:ongoing.

Implementation o the Generations Pacts

within Deutsche Post AG.

2012 Status:ulilled. 13,000 employees already participating.

Oer UPstairs scholarship program in at least 65

countries and grant 320 scholarships.

2012 Status:ulilled. See page 48 or more inormation on progress made.

Expand Generations Pact to include civil servants. 2013 new Initiate discussions with ministries.

Recruit up to 40 interns and 30 trainees per year. 2013 new

Support 1,100 employee children in 112 countries

with scholarships.

2013 new

Diversity management

Develop a Group-wide Diversity Policy. 2012 Status:ulilled. Policy has been ormulated and is now being

reviewed internally.

Implement Diversity Policy across the Group. 2013 new

Roll-out Diversity and Gender Awareness trainings. 2013 new

Health management

Expand health promotion measures to minimize

oreseeable health risks.

2012 Status:ulilled.

Occupational saety

Support WHOs Decade o Action or greaterroad saety.

2012 Status:ulilled. See page 52 or more inormation on actions taken

and progress made.

Support road saety advocacy in Europe. 2012 Status:ulilled. See page 52 or more inormation on actions taken

and progress made.

Training or truck drivers in Germany in driving saety

and saety technology.

2012 Status:ulilled. Our drivers received training and can now contribute

to overall road saety.

Raise road saety awareness among young people aged

17 to 25.

2012 Status:ulilled. New media were developed or this target audience

in collaboration with the German Post and Telecommu-

nications Insurance Fund and the Groups training

department.

Employee development

I de a Man ag ement : Ins ta ll ne w so tware i n Ger ma ny. 2 012 Status:ulilled. Sotware roll-out in Germany. See page 50.

Expand rol l-out o Idea Management wi th in the Group. 2012 Status:ulilled. Available today in 35 countries. See page 50.

HR services

Provide automated HR services. 2015 Status:ongoing.

Implementation o a global personnel data system. 2015 Status:ongoing.

Testing o various sotware solutions; countries identiied

or pilot projects.

2012 Status:ulilled.

Implementation o a HR Shared Service Center in theNetherlands.

2013 new

ulflled ongoing not ulflled


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coincidence, got their start as art o the regular

sta, doing exactly what their eloyees do

today. But they both ade sure to ursue

urther education and training. laina has a

degree in oreign trade and ichelle is a trained

logistics engineer. ere everyone is given the

sae oortunity to get ahead, exlains laina.

laina and ichelle also ake sure to create

a ositive and suortive working atoshere

at Yinxi oad. Feale bosses create a soe-

what warer atoshere. want y sta to

eel like they are in good hands and well taken

care o here, exlains laina. fer all, we

send so uch tie at work. We really should

eel coortable and good about it.

Lights out at midnight

Tere is never a dull oent or laina,

ichelle or the sta. Te warehouse is ull, with

roughly , sare car arts, lus another

several thousand electronic arts or one o

the two key custoers. very day about ,

new ites are warehoused or each custoer,

while , to , ites are acked and

reared or disatch. Te sta works in two

shifs. Te last order arrives at pm.

ven by car, it can take a while to get to

Yinxi oad ro downtown hanghai. fer

eerging ro the shadows o hanghais

glistening skyscraers and the labyrinth o

highway access roads, the cityscae gives way

to residential rows o low-lying aartent

houses, while the sell o cooking ro the

any sall stands along the way lls the air.

Ten coes the industrial area, where one

giant warehouse is ollowed by the next. ne

o the buildings stands out, with its three giant

red letters glowing against the yellow back-

ground. Te Yinxi oad warehouse acility is

where sare arts are stored or two key account

custoers beore they are shied to custoers

around the world. Te sta here ainly suliescar reair shos or retailers in eastern China.

t the Yinxi oad branch, laina and

ichelle Wu have the say. n China, too, woen

in anageent ositions at eutsche ost

are no longer a novelty. What akes the Yinxi

oad acility so dierent ro the other branches

in China, however, is the eale duos secial

leadershi style.

either laina nor ichelle Wu started

at the Yinxi oad acility as anagers. Both

woen, who share the sae last nae only by


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SCHOOL

RESPONSIBLE BUSINESS

This chapter was reviewed by PwC.


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Compliance management

Compliance management: Principles and scope

Compliance management is based on a value and risk-oriented approach. Compliance at

eutsche ost eans adherence to laws and regulations, rou olicies and guidelines as well as

easurable voluntary sel-coitents towards third arties.

Coliance anageent is rly established throughout the rou worldwide. Coliance

requireents also aly to subsidiaries in which eutsche ost has a ajority interest or con-

trolled stake. Business artners such as suliers, subcontractors and other agents are also subject to

our coliance requireents.

The Compliance Management System

Te key rocesses within the Coliance anageent yste include the identication o otential

compliance risks, evaluation o business partners with regard to compliance, coordination o the system

or reorting otential violations o law or olicy, anageent o olicies and guidelines and the

develoent and ileentation o coliance training and counication easures.

ar .Standard simulation: Probability of risk occurrence (Monte Carlo simulation)


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Procurement

Centralized procurement ensures compliance with Group policies

rocurement is a centralized unction within the roup that helps the divisions reduce their spend-ing, make cost-ecient investments and take steps toward achieving our Corporate esponsibility goals.

Te heads o lobal ourcing and their 15 Corporate Category

anagers work closely with the our heads o the regional pro-

cureent organizations and reort to the head o Cororate ro-

curement, who reports directly to the Chie Financial cer. Tis

structure allows us to both bundle the roups worldwide require-

ments and meet the local needs o the business units. n the

reorting year, the total value o goods and services urchased by

the rou aounted to .5 billion.

We ake sure that our rocureent rocesses coly with

rou olicies, which include not only the ulier Code o Con-duct, but the nti-Corrution olicy and our olicies governing

investents, environental rotection and aer.

Selecting our suppliers

We select our suliers according to a ulti-ste tendering rocess. Cost-eectiveness and quality

are iortant criteria, but we also consider ethical asects as stiulated by our rou olicies.

n integral art o the contracts with our suliers is the ulier Code o Conduct or subcon-

tractors and suliers. ncluded as an attachent to every contract, the ulier Code o Conduct

establishes the roups ethical and environmental standards and serves as the basis or sustainable

rocureent. We exect our subcontractors and suliers to coly with these guidelines. coliance

is called into question, we will conduct insections o individual subcontractors or suliers. We also

conduct a cross-unctional evaluation o selected suliers once a year according to 1 strategic criteria

in six diensions.

Chart.Procurement expenses 2012


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Greener procurement or technology

Furtherore, we strive to take greater account o environental asects when rocuring roducts

and services. Te rocureent teas resonsible or the various regions and categories work together

on this with the divisions. n the reporting year, or example, rocurement and the eal state Contractsdeartent jointly negotiated a ore econoical lighting technology, which the divisions will use to

retrot their locations.

s a logistics coany, a low-eissions vehicle eet lays a central role in our eorts to rotect the

environent. n the reorting year, 1,324 new 3.5-tonne transorters and 575 rinters were deloyed

in ermany, resulting in considerable reductions in nitrous oxide and soot particle emissions. n addition,

rocurement assisted the divisions in purchasing vehicles with alternative drive systems such as electric

and hybrid technologies. For a detailed descrition o our carbon eciency rojects, lease see age 71

o this reort.

Greener procurement o paper

ur aer olicy ensures that the rous deand or aer and aer roducts is et in a waythat conorms to the guiding principles o sustainability, resource protection and eciency. We are

thereore committed to the principles o sustainable orestry. Te aper olicy also requires that recycled

aer be selected when rocuring aer or services to anuacture or rocure aer.

Te procurement o paper or use as packaging, oce materials as well as or communication

uroses is anaged locally and in accordance with the rous aer olicy. Consution data is

thereore not collected centrally. Te aer consution data ublished in revious reorts was co-

piled by way o time-consuming individual surveys and then consolidated manually. t is or this reason

we have discontinued that rocess. ur exenses or oice sulies are accounted or in our nnual

eort; in 2012 these exenses aounted to 60 illion. ncluded in this gure are costs related to

aer rocureent.

1,900new road transport

vehicles purchased
http://www.dp-dhl.com/content/dam/Investors/Events/Reporting/2013/DPDHL_Annual_Report_2012.pdf#page=168http://www.dp-dhl.com/content/dam/Investors/Events/Reporting/2013/DPDHL_Annual_Report_2012.pdf#page=168http://www.dp-dhl.com/content/dam/Investors/Events/Reporting/2013/DPDHL_Annual_Report_2012.pdf#page=168


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Employee representatives

Our goal: To be an exemplary employer

cross the rou, we ractice and roote a culture o constructive dialogue between eloyeesand anagers, and between executive anageent and eloyee reresentatives. nternationally, we

work together with eloyee reresentatives and unions in the individual countries according to

national laws and custos. n addition, we are engaged in regular dialogue with reresentatives ro the

global union ederations. n erany, where around 43 o our eloyees are located, we cooerate

with works councils in all divisions o eutsche ost and in the ajority o our subsidiaries.

International exchange with social partners

We maintain an ongoing dialogue in the uropean conomic rea through our eutsche ost

Foru. We are also an active articiant in the uroean ocial ialogue Coittee or the ostal

ector. nder the aegis o the uroean Coission, we eet with ostal coany reresentatives

and national trade unions ro the 27 EU eber states to discuss current social issues within theostal sector.

We are guided by the rinciles o the UN lobal Coact and resect the rinciles o the 1

nternational abour rganization (ILO) declaration on the undaental rights and rinciles o work

in accordance with national laws and custos (in articular the ILO core conventionsnuber 7

Freedo o ssociation and rotection o the ight to rganize and nuber ight to rganize

and Collective Bargaining).

t a central level, we continued to hold eetings in 2012 with reresentatives ro the global union

ederations UNI lobal nion (UNI) and nternational ransort Workers Federation (I) to discuss

atters o general interest within the rou. We also conducted additional eetings with UNI and I

reresentatives to discuss challenges in individual countries such as Bahrain and urkey. t the end o

2012, UNI and I led an OED colaint with the eran national contact oint. n our stateent

we exlained our oint o view with regard to the accusations.

We are willing to conduct discussions with UNI and I reresentatives in the uture. Te dialogue

will be continued.
http://www.postsocialdialog.org/http://www.postsocialdialog.org/http://www.ilo.org/http://www.ilo.org/http://www.postsocialdialog.org/http://www.ilo.org/http://www.postsocialdialog.org/http://www.postsocialdialog.org/


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IN THE BELLIESOF GIANT BIRDS.

Ramp Agent Torsten Werner ensures the DHL cargo planesat the Munich airport get loaded on time. Hes in control

even when things get hectic.


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EMPLOYEES

Our people are at the heart o what we do

eutsche ost owes its success to the coitent, creativity and exertise o its aroxi-

ately 475,000 eloyees around the world. Te high level o otivation aong our eloyees can

be attributed to a cororate culture ounded on oenness, trust and utual resect. Future-oriented

and sustainable huan resources develoent is key to ensuring our long-ter business success, as is

the creation o an attractive work environent ree ro rejudice, discriination and stereotying.

ne o our trategy 2015 goals is to become mployer o Choice. o achieve this goal, we have

haronized our HR anageent across the rou, which allows us to better resond to the needs o

our eloyees. We want each and every eloyee to be able to ta their talents and ulll their career

otential. ur iversity anageent hels create attractive, equal-oortunity work environents

around the world. ur roven rogras and activities in the areas o ccuational aety and ealth

anageent also hel create a sae, secure and healthy working environent.

s an international coany, one o the challenges we ace is to ensure that our high standards are

being et in all o the regions in which we oerate. We rely on our Code o Conduct and other roupolicies to make sure our executives and employees around the world are able to uphold and implement

our standards.


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Workorce structure and remuneration

Employee numbers remain stable

ur workorce nubers have reained nearly constant, with our total nuber o eloyees risingjust slightly to 473,626. Tis reresents a 0.4 increase over the revious year. Woen ake u 36 o

our global workorce. roxiately 43 o our workorce is eloyed in erany, where our coany

headquarters are located. s in the years revious, the average eloyee turnover within the rou is

approximately 10 %. detailed analysis o our workorce numbers is presented in our nnual eport 2012.

s er our current lanning, we exect to see a slight increase in the total nuber o eloyees

in 2013.

1 Share of women based on a survey of all organizational units representing 98.4 % of the entire workforce.

Chart.World map showing regional distribution of employees as of December 31, 2012 1

Other regions (3%)17,164 employees

of which 23 % are women

Americas (16%)75,243 employees

of which 29% are women

Europe (67%)316,331 employees


Asia Pacific (14%)64,888 employees


Number o employees at year-end 1

2010 2011 2012 women (in %)

Number o employees (headcount including trainees) Headcount 467,088 471,654 473,626 36.2

in Europe Headcount 318,753 321,296 316,331 39.7

Turnover 1 % 6.7 5.3 4.7

Americas Headcount 70,844 72,466 75,243 29.3

Turnover 1 % 21.6 23.5 25.4

Asia Paciic Headcount 62,112 62,094 64,888 29.7

Turnover 1 % 16.4 18.8 18.4

Other regions Headcount 15,379 15,798 17,164 22.5

Turnover 1 % 10.0 8.2 10.3

1 Based on a survey o all organizational units representing at least 95 % o the entire workorce.


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Its all about people.Angela Titzrath, Deutsche Post DHL Board Member or Human Resources,talks about demographic change, the main components o the GroupsHR strategy, and balancing career and amily.

Ms. Titzrath, the average age o male employees

in Germany is 44 and the average age o emale

employees is 46. This is a big challenge or the

Group. How are you responding to the demo-

graphic changes?

eograhic change is o course a larger

social henoenon, so it iacts the laborarket across the board. Coetition to

attract young talents will continue to increase.

But at the sae tie, we know that older

workers bring extreely valuable knowledge

and skills to the table, and this is a resource

that we, as a society, can no longer aord to

ignore. Tis was the otivation or our

enerations act, which we established

together with the trade unions in erany

back in . Tis hels us to anticiate

deograhic changes and reare or the

eects these changes will have.

What is the idea behind it?

oday, our older eloyees can take advantage

o working-tie accounts and secial art-tie

work arrangeents until they enter retireent.

Tis way, we continue to benet ro their

valuable knowledge and exerience, but also

ake sure they can enter retireent as strongand healthy as ossible. ur eloyees have

resonded ositively to this new odel. o ar

alost , eloyees have set u working-

tie accounts and around have already

entered into art-tie, re-retireent working

arrangeents.

Its not just the older employees that benet

rom this...

Tats right. Te enerations act also iroves

eloyent oortunities or young eole.

ast year around , trainees received

ollow-u job oers ro us, which was about


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44

% ore than the revious year. nd this

suer, all qualied trainees will receive

eranent eloyent contracts. Te

enerations act is a textbook exale o howto balance the needs o long-tie eloyees

and young eloyees in a way that benets

everyone. By the way, we are not the only ones

who are enthusiastic about our enerations act

solution it was recently recognized with the

nnovationsreis der eutschen Wirtschaf

(eran ndustry nnovation ward).

The Generations Pact alone will not be enough to

respond to the worldwide demographic changes.

What other measures are you planning?Tere are any asects to the deograhic

changes we are seeing around the globe. n

uroe, the ain issue is our aging oulation,

but in the highly oulated eerging countries

o sia and outh erica, or exale, the

ocus is ore on how to train and develo

young talents. ur strategic workorce anage-

ent addresses these issues. We not only

identiy and anage ossible age-related risks,

but also additional issues such as long ter

succession lanning, transer oortunities

within the rou and targeted training or our

eloyees. urs is a classic eole business,

so our success deends very uch on the

talents, know-how and skills o our eole.

As Board Member or Human Resources, youve

been responsible or 475,000 employees or nearly

a year now. What is your approach to HR policy?

y aroach is to stay ocused on one under-

lying truth: its all about eole. eutsche ost has a huge, truly global workorce, but we

need to stay agile and resonsive. For us in HR,

this eans establishing a global HR anageent

syste that develos and grows in line with

eloyee needs and, at the sae tie, eets

the oerational deands o the business areas.

How do you see your role in this?

ts iortant or us in HR to bring a sirit o

entrereneurshi and roble-solving to our

work to aroach challenges not just as HR

secialists, but as businesseole. we can do

this, then we can ake a signicant contribution

to our coanys success over the long ter.

ne o the keys is to ake sure we have the

right eole with the right qualications in the

right ositions across all divisions. see yrole and that o HR as a connector. We need to

build bridges and haronize our HR oerations.

Tis was the otivation or establishing a

global steering coittee, which regularly

brings together all areas o the business and all

regions to discuss all relevant HR issues around

a single table. lot has been accolished on

the organizational side, but the ost ior-

tant thing is to increase the dialogue with our

eloyees. Continuous counication and

exchange is the only way to continue toirove our HR work into the uture.

Do you see room or improvement in the area

o women in leadership roles?

We are coitted to lling to % o all

anageent-level vacancies with woen, and

we are aking good rogress on this ront.

ere in erany we have increased the

ercentage o woen in anageent ro

% u to 9. % since . But or e the

question is still dened too narrowly. ts not

just about rooting gender equality, its also

very uch about enabling the balance

between aily and career. nd this is by no

eans just a woens issue. ore and ore

young en have a stake in this issue and

exect their eloyers to rovide solutions.

And whats your response?

We oer our eloyees a range o otions to

hel the balance the deands o aily andcareer, including exible working tie

odels, relocation suort and continual

iroveents to our childcare services. ast

year in Bonn we doubled the nuber o

childcare laces available. You can be sure that

we will continue to develo new ways to hel

our eole nd their own work-lie balance.

ne thing is clear: the success o eutsche

ost deends on how we resond to

these challenges in the uture.

AngelaTitzrathBorn 1966

Member o the Board o

Management since May 2012,

appointed until April 2015

Board Department:

HR MAIL

HR DHL

Group Labor Relations

HR Development

HR Perormance & Programs

HR Standards & Guidelines

Corporate Executives


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n the MAIL division, secial talent rogras were ileented to reare high otential eloyees

or the next step in their career development. s part o these programs, selected participants are accepted

into a talent ool or a eriod o three years. Te talent ool currently includes ore than 300 candidates,

who are available to ll vacant ositions. oughly one in our candidates attains their desired osition.Te EXPRESS division launched its MENA alent rogra in 2012, which acilitated the recruitent

o young talents in the iddle ast and orthern rica regions and heled increase the nuber o

local, native-born employees in leadership positions. Te insights gained on attracting young local

talents will be integrated into the rous strategic recruiting ractices.

n the GLOAL ORARDING, REIGH division, the two-year develoent rogras or iddle

management increased their ocus on integrated learning, which combines traditional classroom

instruction with e-learning. n addition to the core training odules, articiants took art in

international Webx eetings with to anageent as well as global networking events. o ar, 130

anagers have taken art in this rogra.

Te SUPPL HAIN divisions eadershi nrichent rogra, which was develoed in 2007 and

has already been ileented in the US and uroe, has now also been launched in sia. esigned orexecutives and anagers, the rogra rovides articiants with a deeer understanding o the inor-

ation and lanning systes required or building a strong, high-erorance tea.

Dialogue with our employees

Te ideas, skills, exerience and oinions o our eloyees are our coanys biggest asset. ach

and every eber o our global tea has an individual area o exertise and is in the best osition to

assess the eciency o his or her own work processes, and understand the needs o his or her own

custoers. For this reason, we give eloyees at all levels o our organization a role in designing work-

ow and work rocesses. t is our way o taing the innovative ower o our coany while ostering

a culture o dialogue, oenness and utual resect.

Every opinion counts

We conducted our annual loyee inion urvey (EOS) or the sixth consecutive tie in 2012.

Te survey invites eloyees across the rou to share their oinions and take an active role in shaing

their iediate work environent. ike a seisograh that onitors the ulse o the coany, the

hels us identiy action areas early and ileent the aroriate changes eectively. Te survey

ocuses on key indicator areas such as mployee ngagement and ctive eadership, which has

direct relevance or executive bonus ayents, but also gauges the level o eloyee satisaction with

regard to our Cororate trategy or the culture o counication within the rou. Te results o the2012 survey indicate that we reain on the right track. roval ratings in the areas surveyed have

shown continuous improvement since 2009, conrming our employees high degree o satisaction with

their work and eloyer.

very year, the survey results are reviewed at the tea level and used to identiy otential i-

roveent easures, such as new initiatives or eloyee volunteering and new learning and career

development opportunities. Te ollowing table provides an overview o the most important key

erorance indicators and the resective agreeent ratings.


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Occupational saety

Employee saety is our rst priority

We are resonsible or the saety o our eloyees. Certain occuational grous, such as deliveryersonnel, drivers or achine oerators, are articularly vulnerable to the risk o accident and/or

exosure to hazardous aterials. o ensure their saety and security, we regularly conduct worklace

insections, including insections o relevant equient and achinery, as well as worklace saety

and accident revention trainings. n 2012, ccuational aety at eutsche ost was once again

certied according to the DIN EN ISO 001:200 quality anageent standard. ur Cororate ealth

olicy ensures that these saety standards are adhered to throughout the rou.

Working days lost due to accidents decrease

ur eloyees are regularly brieed on saety in the worklace through a series o reventive oc-

cuational saety easures. Te ccuational aety tea suorts around 200,000 eloyees in our

coanies throughout erany alone.

easured against the risk-level o the various areas o operation, the number o accidents

(eutsche ost ) reains at a coarably low level. n the reorting year, the nuber o worklace

accidents was 14,441. Te severe winter, and resulting weather-related accidents, was a ajor contributorto the increase. t the sae tie, the nuber o working days lost er accident was down to 22, which

was signicantly lower than the revious year. Tis suggests that the severity o the accidents has

decreased.

Prevention the key to avoiding occupational injury

eutsche ost organized a second rou-wide World aety ay in ril 2012 ollowing the

success o the 2011 event. World aety ay 2012 eatured a total o 170 dierent initiatives designed to

raise occupational saety awareness among employees, with a ocus on personal protective equipment.

nother World aety ay is lanned or 2013.

Occupational saety

2010 2011 1 2012 2

Deutsche Post AG

Number o workplace accidents 3 17,374 12,864 14,441

Accident rate (number o accidents per 1,000 employees per year) 100 72 80

Number o working days lost due to accidents (calendar days) 377,889 320,997 313,750

Working days lost per accident 21.8 24.9 21.7

Number o atalities due to workplace accidents 0 2 1

SUPPLY CHAIN (not reviewed)

Number o workplace accidents 4 1,880 1,626 1,500

Accident rate (number o accidents per 1,000 employees per year) 13.8 11.9 10.8

Number o working days lost due to accidents (working days) 30,792 29,953 24,363

Working days lost per accident 16.4 18.4 16.2

1 Adjusted2 Change over AR 2012: Figures as o March 31, 20133 Accicents when at least one working day is lost, including accidents on the way to and rom work4 Accidents when at least one working day is lost


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Health management

ur ai is to roote the health and well-being o our eloyees. o this end, we rovide e-

loyees with a healthy work environent and organize a wide range o activities to encourage the toadot a healthy liestyle. ur Cororate ealth olicy is the basis or ileenting our health an-

ageent syste throughout the rou. Tis olicy is suorted by the eutsche ost Foru in

the joint stateent on health anageent and occuational saety.

Sickness rate remains stable

Te overall sickness rate among roup-wide employees remained stable at 5.2 % (based on a survey

reresenting 73 o the workorce). n erany the sickness rate rose 0.2 to 7.6 . Te aging workorce

and overall increase in chronic illnesses among employees are increasingly important actors impacting

sickness rates.

Prevention reduces work-related illnessesrevention begins in the workplace. We have established ealth Working roups at our sites

throughout ermany, which initiate up to 40,000 health promotion activities each year. Tese working

groups convene three to our times annually and consist o managers, employee representatives,

coany doctors, occuational health and saety secialists, eloyee suort service counselors and

other exerts. ogether with the eloyees they go on site to analyze the worklace environent and,

as needed, consult a health rootion catalog to select the aroriate easures in areas such as

ergonomics, exercise, nutrition and stress reduction. Trough the working groups and local health

circles, we can reach almost all employees in ermany. Trough international health-promotion

caaigns and best-ractice initiatives, we reach over 50 o our eloyees worldwide.

Global commitment to health

n ermany and around the world, our commitment to the health o our employees goes well

beyond legal standards and requireents. Tis includes systeatic health reorting, identiying and

promoting best-practice health initiatives, collaborating with other companies committed to health

rootion and advising our custoers on health anageent issues, as well as counicating with

our stakeholders.

n eceber 2012, the eutsche ost Cororate ealth ward, already in its fh year, rec-

ognized best-practice health initiatives rom across the roup. process improvement initiative in

China, or exale, analyzed the work environent with the goal o achieving a holistically healthy

workplace. Te result was increased productivity, improved sickness rates and a higher level o employee

satisaction. ur revention rogra was also successul in erany, where we were able to increasethe eciency o our activities. For example, employees were trained to become on-site advisors or

ergonoics and other worklace health issues. argeted workshos were also held or both anagers

and delivery ersonnel on the toic o tress and elaxation.


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We are also heavily involved in a nuber o health working grous, such as the lobal Business

Coalition ealth or the board o the eran ociety or ccuational and nvironental edicine

(DGAUM ..). s art o networks such as nterrise or ealth, we continually easure ourselves

against other coanies and the rogress being ade in the area o health anageent. s one wayto address the challenge o chronic diseases in todays world, we actively articiate in international

conerences and discuss our role in health rootion and aintenance with health exerts, reresent-

atives ro olitics and scientic exerts.

n the reorting year, we were once again recognized with the ove uroe-artner xcellence

award or our coanys extraordinary coitent to health anageent.

Fighting chronic illness

ajor ocus o our activity is the ght against chronic illnesses such as diabetes and cardiovas-

cular disease, which are on the rise even among younger employees. ccording to the World conomic

Foru, these diseases cause 60 to 0 o deaths around the world and chronic illness will cost the world

econoy nearly US 47 billion by the year 2030.We also suort the nited ations in the ght against HI/ids, alaria, tuberculosis and other

diseases. s a eber o the lobal Business Coalition ealth, we are active in HI/ids revention

and other initiatives. We also rovide secial suort and educational rogras in soe o the ost

severely aected countries such as outh rica, stonia and exico, and ark World ay by

roviding rou eloyees with inoration on our initiatives and activities in this area.

Above-average disease prevention

n many countries we oer our employees optional preventive medical care. n ermany we

oer our eloyees (regardless o age) a edical check-u, which includes a range o early detection

screenings or cardiovascular diseases, usculoskeletal disorders, ental health issues, and vision

and hearing disorders. Following the check-up, the company physician initiates urther action as

needed and provides employees with individual recommendations or maintaining their overall

health.

core eleent o the ght against chronic illness is rooting hysical exercise. ur interna-

tional initiative o by Bike, or exale, cobines tness with environental rotection. n 2012,

eloyees ro 20 countries couted a total o 1,001,710 kiloeters to and ro work on their

bicycles as part o the o by Bike initiative. Tis is one example o promoting employee health

through increased hysical activity.
http://www.gbchealth.org/http://www.gbchealth.org/http://www.gbchealth.org/


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THE CLIMATE-FRIENDLYCOURIER.

New York, the city that never sleeps. Its whereDarren Vargas delivers packages in his eco-riendly

and all but noiseless electric delivery van.


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ENVIRONMENTAL PROTECTION

Environmental management

Climate protection is our ocus

s a global logistics provider, we move goods and inormation around the world, and we rely on

ossil uels and other sources o energy to cover our energy needs. When burned, these uels roduce the

greenhouse gas carbon dioxide (O2). Te transort industry is resonsible or 13 o global greenhouse

gas eissions.

With the hel o our environental rotection rogra oreen we are changing the way we do

business by systematically anchoring our environmental goals within the roup and raising our

eloyees awareness o environental issues. ur eorts revolve around our carbon eissions, the

roups greatest environmental impact. We calculate our emissions and take measures designed to

irove our carbon eciency. We test innovative technologies and alternative uels in our eets and

in our networks, or instance. n addition, we have also increased the use o renewable energies in our

buildings and acilities. We are also aware o the many other ways our business activities aect theenvironent, and are undertaking eorts to iniize these as well, with activities targeted at reducing

air ollutants, or exale, and iniizing noise.

ur green roducts oer our custoers not only a range o standardized services or

osetting carbon eissions but access to our exertise through eciency-iroving con-

sulting services.

o read ore about the structure o our environental rotection rogra and the integral role

it plays within the roup, please see the chapter he roup. Te ollowing pages report on our most

iortant activities or attaining our environental goals.
http://www.dp-dhl.com/cr-video-gogreenhttp://www.dp-dhl.com/gogreen-productshttp://www.dp-dhl.com/cr-video-gogreenhttp://www.dp-dhl.com/gogreen-productshttp://www.dp-dhl.com/gogreen-productshttp://www.dp-dhl.com/cr-video-gogreen


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Ambitious climate protection target or 2020

By the year 2020 it is our goal to reduce the O2 emissions or every letter and every parcel delivered,

every tonne o cargo transorted and every square eter o ware-

house used by 30 coared to our 2007 levels. Tis abitioustarget also includes the eissions o our subcontracted transort

providers, which account or the largest share o the roups

eissions. easuring our eissions and establishing oerational

KPIs is thereore central to our eorts in managing emissions

where it is needed most and with just the right measures and tools.

We are also actively involved in develoing eissions calculation

standards and in other leading-edge initiatives in this area.

More than hal o our sites are now ISO 14001 certiedn 2012, we continued with the ileentation o environental anageent systes based on

ISO 14001 throughout the rou. oing so ensures that our envi-

ronental targets are uheld at the site level, with environental

standards integrated into a single ramework or management

syste. t resent, 6,00 (54 ) o aroxiately 12,500 sites are

now certied as being coliant with the ISO 14001 standard.

We have adjusted the reorting o ISO 14001 data to our inter-

nal anageent rocess in 2012 and will thereore no longer be

ublishing the nuber o eloyees working at these sites.

DRIVING DIALOGUE ON THE ENVIRONMENT

Helping to advance new standards or carbon emissions

We take an active art in the develoent o standards or quantiying greenhouse gas eissions

and in rooting eissions anageent. We road tested, or instance, the new reenhouse as

rotocol (GHG rotocol) standard develoed by the World Business Council or ustainable evel-

oent (SD) and the World esources nstitute (RI). We also serve on various coittees and

task orces in the ongoing eort to establish coon, industry-secic etrics or easuring carboneissions worldwide. Te rou was involved in the develoent o the recently ublished

standard EN 1625, or instance, which established or the rst tie a coon ethodology

or calculating eissions or the transort industry.

Trailblazing road reight transport initiative launched

n arch 2012 we joined orces with custoers and coetitors alike to launch the reen Freight

uroe (GE) initiative, which now has over 0 articiating eber coanies and enjoys the suort

o several national and uropean industry organizations. ogether the members strive to make GE the

leading rogra or reducing road reight transort eissions throughout uroe and as such, lend

greater transarency to the carbon eciency o road transort services o its ebers. Te collaboration

o logistics coanies, carriers and shiers also drives sustainable rocureent ractices

by aking sure that articularly eco-ecient subcontractors receive secial consideration.

ur articiation in GE suorts us in reaching our own eciency targets.

Chart.Carbon efficiency improvement

through 2020

Chart.

ISO 14001 certified sites1
http://www.ghgprotocol.org/http://www.ghgprotocol.org/http://www.greenfreighteurope.eu/http://www.greenfreighteurope.eu/http://www.greenfreighteurope.eu/http://www.ghgprotocol.org/http://www.greenfreighteurope.eu/http://www.greenfreighteurope.eu/http://www.ghgprotocol.org/http://www.ghgprotocol.org/


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Commitment to developing alternative aviation uels

s one o the ounding ebers o the science and research lator aireg e. V. we actively roote

the develoent o alternative uels in aviation along the entire SUPPL HAIN and their use within the

rou. n suort o the aviation industrys global coitent to carbon-neutral growth by the year2020 and to reducing its carbon ootrint to hal o 2005 eissions by the year 2050, the aireg

initiative has set a goal o achieving a 10 adixture o alternative aviation uels in erany

by the year 2025.

Climate protection

For us, our most eective contribution to the environment lies in the reduction o carbon emissions.

n our environental strategy this ollows a continuous iroveent rocess o creating transarency

on carbon eissions and addressing the ajor elds o eissions with dedicated eciency levers. Te

ollowing section o this reort resents our syste or easuring both direct (scoe 1) and indirect(scoes 2 and 3) carbon eissions as well as our carbon eciency easures.

MEASURING OUR CO2 EMISSIONS

Our calculation methodology

We calculate our O2 emissions according to the internationally recognized GHG rotocol Corporate

tandard and in accordance with the requirements o the uropean missions rading ystem (EU ES)

and the ISO 14064 standards. We collect the ollowing data:

irect eissions (scoe 1) ro uel cobustion in owned or controlled sources

ndirect eissions (scoe 2) generated by the roduction o the energy we urchase, such as electricity

ther indirect eissions, such as those generated by eissions ro third-arty transortation

(scoe 3).

Improvements in data quality and management achieved

dvanceents ade in both our Carbon ccounting yste and PI structure over the course o

the reorting year have ade the rocess o attributing eissions to their roer sources ore trans-

arent. Tis in turn has ade it ossible to direct our easures ore eectively or a ore sustainable

contribution to reducing carbon eissions. Tis also alies to the carbon eissions o our subcon-

tractors.

Te rous own eissions (scoes 1 and 2) are calculated in our internal nancial syste using

monthlyenergyand uel consumption data as well as data rom ight logs. ince we are unable to accessdirect consution data or our scoe 3 eissions, we rely on odel calculations that are based on our

own oerational data and allow or adequate eissions actors or the various odes o transort.

Green Freight Europe (GFE) to bring greater transparency to scope 3 data

ur eorts to improve our carbon eciency hinge on our ability to manage scope 3 data eectively.

Tis is a challenge in the road transport segment due to its high number o subcontractors and complex

ownershi structure. uring the reorting year, we worked with GE to develo and ilot a syste or

caturing and easuring scoe 3 data. nuber o GE artners including ourselves have been using

this tool since the start o 2013 to share data.
http://www.aireg.de/en/http://www.aireg.de/en/http://www.aireg.de/en/


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New calculation methods tested and ready or implementation

Te new GHG rotocol standards or the structured calculation o corporate value chains and

roduct lie cycles and the introduction o EN 1625 both exand the scoe o carbon accounting to

include ustrea eissions o uels. n addition, the GHG rotocol Cororate Value Chain tandardalso accounts or other indirect eissions ro sources such as caital goods and waste disosal. Tese

extensions were successully tested via anual calculation during the reorting year:

nclusion o O2 equivalents: Both the GHG rotocol and EN 1625 standards exand the carbon

accounting scope to include O2 equivalents (O2e). We thereore collect data on other greenhouse

gases as well, such as ethane and nitrous oxide (laughing gas). xanding the scoe ro O2 to

O2 equivalents adds about 2 (0.5 illion tonnes O2e) to our greenhouse gas inventory.

ccounting or the upstream uel supply chain: n addition to the emissions resulting rom our own

uel cobustion, we will now be accounting or ustrea eissions o uels, i.e. those roduced by

our suliers during uel extraction, roduction and transort. ccording to a study conducted

within the rou, our current reorting o scoes 1, 2 and the scoe 3 reorting categories subcon-

tracted transort services and business travel account or 75 o our total greenhouse gas eis-sions. ncluding the ustrea uel suly chain, our reorting covers 0 o our total eissions.

Te calculation o these asects will be autoated within our Carbon ccounting yste in 2013.

Emission levels remain stable despite strong business growth

n the reorting year, our scoes 1 and 2 eissions totaled 5.37 illion tonnes o O2 (revious

year: 5.30 illion tonnes o O2). esite the act that less energy was used in our buildings and less

uel was used in road transort, there was still a slight increase in our direct O2 eissions. Tis was

riarily because o signicantly increased custoer deand or EXPRESS air shients, which we

handle largely ourselves, as well as our new tandard Forwarding

service in the US, which oerates a large vehicle eet. For a look at

the develoent o our uel consution data, lease reer to the

section on our eet eciency easures; data on our energy use

can be ound in the section on our buildings and acilities.

coe 3 eissions aounted to 22.67 illion tonnes o O2

in 2012 (revious year: 22.61 illion tonnes o O2; this gure was

adjusted due to a more precise calculation method). Business

travel was responsible or 0.05 million tonnes o these scope 3

eissions (revious year: 0.05 illion tonnes o O2).

Emissions now presented by scope and by divisionesite strong business growth, our carbon eissions across all three scoes increased a ere 0.5

in 2012 as compared to 2011. While emissions in the MAIL and EXPRESS divisions increased, they

decreased in the GLOAL ORARDING, REIGH and SUPPL HAIN divisions. easons or this slight

increase are addressed in the section on our Carbon ciency ndex.

Chart.CO2 emissions 2012 (Scopes 1, 2)


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ur total eissions thereore increased by 0.13 illion tonnes o O 2 to 2.04 illion tonnes o

O2 (revious year: 27.1 illion tonnes o O2). Te 2011 gure was adjusted due to a ore recise

calculation ethod. ur total carbon eissions are generated riarily ro uel consution in our

eets and by our subcontractors, and energy consution in our buildings and acilities.

Carbon eciency improvement o 16 % already achievedn the reorting year, we anaged to irove our overall Carbon ciency ndex by 2 oints, achiev-

ing an index value o 4 (revious year: 6). Tis eans that coared to the 2007 baseline, we have i-

roved our carbon eciency by 16 , utting us well on track to achieving our 2020 target o 30 .

ne o the ain drivers was the eciency iroveents in the EXPRESS network, which were the

result o aircraf odernization easures in both our own eets and in those o our artners.

SUPPLY HAIN was also successul in implementing various eciency-improving abatement measures.

n addition, eciency gains were also realized rom the disposal o transportation business in orth

erica, which transired in the second quarter o 2011.

ur MAIL division also saw slight carbon eciency iroveents due to eciency increases in

road and air transort.

GLOAL ORARDING, REIGH anaged to kee its index value at a stable level desite general

eciency losses in the airreight industry. Tese losses where ully coensated by strong eciency

gains in the ocean reight business as well as iroveents in road reight. cean reight eciency

gains were driven by slow steaing and newer vessels.

CO2 emissions by division and scope in 2012

million tonnes o CO 2 Total CO2

emissions Scope 1 Scope 2 Scope 3

Group 1 28.04 4.80 0.57 22.67

MAIL 1.16 0.33 0.05 0.78

EXPRESS 9.00 3.64 0.18 5.18

GLOBAL FORWARDING, FREIGHT 16.19 0.16 0.06 15.97

SUPPLY CHAIN 2.09 0.64 0.22 1.23

1 Ater consolidation o scope 3 emissions rom intercompany business activities, including Corporate Center/Other.

Development o carbon eciency

Index points

2007 2008 2009 2010 2011 2012

Group 1 100 98 93 88 86 84

MAIL 2 100 83 85 82 76 76

EXPRESS3 100 92 80 74 72 70

GLOBAL FORWARDING, FREIGHT 4 100 100 98 93 93 93

SUPPLY CHAIN 5 100 103 105 90 816 74 6

1 As carbon efciency is managed across all three scopes, the Carbon Efciency Index is no longer dierentiated by scope.2 Change in main reerence base: Instead o CO2 per letters/parcel, we now measure CO2 per liter (physical volume). The view over time has been adjusted to

reect this new calculation method.3 Main reerence base: CO2 per tonne-km or TEU (20-oot equivalent units)-km.4 Main reerence base: CO2 per tonne-km or tonnes o handled shipments.5 Main reerence base: CO2 by revenue ater adjusting or ination.6 Includes eects rom the disposal o the transport business in North America rom 2011 (Q II).


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EFFICIENCY IMPROVEMENT MEASURES

Carbon eciency measures lower uel consumption

oods are oved by our divisions using a variety o dierent odes and tyes o transort. By eval-uating our carbon ootrint gures, we are able to develo and ileent targeted easures that allow

us to reduce both uel consution and energy use. n the reorting year, we ocused on iroving the

anageent o our subcontracted air, ocean and road transorts as well as our subcontractor rocure-

ent rocesses.

ur carbon eciency measures have helped continuously reduce uel consumption in our road

transort business. Te shar increase in custoer deand within our exress business, however, caused

a slight rise in uel consution in our air transort business. ur eet odernization eorts are unable

to ully oset such eects.

Flexible implementation o carbon eciency measures

We rely on a broad range o targeted measures to reduce the carbon emissions or every letter,

arcel, allet and container transorted within our networks. easures are deterined based on rinciles

o economy as well as on optimal emissions reduction scenarios. n the interest o maintaining the

quality o our services, we also choose and ileent technologies based on oerational actors such

as ileage, caacity and driving role. Te rocess o renewing the eet and otiizing our logistics

networks is ongoing and as such, hels drive continual carbon eciency iroveents. Te rous

cororate guidelines and codes o conduct rovide clear direction or these eorts.

ur eciency improvement measures are divided into two categories: measures aimed at reducing

energy consumption (Burn ess), and measures ocused on the use o alternative uels (Burn Clean).

Fuel use or transportation

2010 2011 2012

Total aviation uel (kerosene) m k g 895.0 1,019.1 1,059.0

Total liquid road uels m liters 494.9 476.4 472.3

Gasoline 38.4 37.4 37.0

Biodiesel 0.9 1.5 1.8

Bioethanol 5.8 1.2 0.3

Diesel 448.2 435.3 432.3

LPG (liqueied petroleum gas) 1.6 1.0 0.9

Total gaseous road uels m k g 1.2 1.4 2.2

Biogas 0.1 0.2 0.4

CNG (compressed natural gas) 1.1 1.2 1.8

Climate protection: Eciency improvement measures at Deutsche Post DHL

Vehicles Buildings Aircrat

Burn Less

Reduce energy consumption

Aerodynamics optimization

Engine modiications

Introduction o telematic

systems

Use o hybrid drive systems

Use o energy-eicient

lighting

Installation o energy-saving

lighting control systems

Reurbishment o heating and

air conditioning systems

Modernization o air leet

Burn Clean

Use o alternative energy

sources

Use o alternative uels

Use o green electricity or

electric vehicles

Use o electricity rom

renewable sources (green

electricity)

Introduction o biogas

Use o alternative uels

(currently not applicable)


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Success with smart and ecient building technologies

With a total o 12,000 sites worldwide, our buildings and acilities ro warehouses and hubs to

oce buildings are urose-built. iven their dierences, it is iracticable to aly a blanket build-

ing eciency standard across all o our sites. Tis is why we rely on a variety o dierent eciencyeasures that reect the individual requireents o our business oerations. n the reorting year,

we ocused on equiing our sites with energy-saving lighting systes and installed the rst systes

eaturing intelligent heating and cooling technologies. n order to actually achieve carbon iroveents,

however, these systes ust be oerated correctly. With this in ind, our eloyees receive regular

training in their use and oeration and are educated on the overall iortance o our eissions-reducing

eorts.

Tanks to these easures we were able to lower energy consution in our buildings and acilities

in the reporting year by 6 % compared to the year previous. Te success o these measures is documented

in the ollowing table on energy use.

With regard to the use o sustainable resources, we concentrate on the use o electricity ro

renewable energy sources (green electricity), biogas and, wherever regionally tenable, rainwater.

Te share o green electricity used throughout the rou increased 3 to 42 (revious year: 3 ) in

the reorting year. ue to revailing circustances, we were unable to reach our abitious goal o

increasing this nuber to 60 . For this reason, the situation will be reassessed in the rst hal o 2013,

at which tie a new target tierae will be set.

Green products

ur green roducts and solutions are designed to hel our custoers reach their own environ-ental targets. We currently have three roducts on oer: Carbon eutral, Carbon eort and reen

tiization.

Osetting emissions with Carbon Neutral

With the roduct Carbon eutral we oset our custoers O2 eissions generated by the transort

o their shients through ocially recognized carbon credits. Business custoers receive an ocial

reort docuenting the total aount o carbon oset. Tis standard roduct is used riarily by our

custoers in the MAIL and EXPRESS divisions.

Te nuber o carbon-neutral ail, arcel and exress shients in the reorting year increased

to 2.41 billion (revious year: 1 .6 billion); this reresents a 30 rise over the revious years gures.

n ters o tonnage, a total o 17,63 tonnes o carbon were oset in 2012, a 34 increase over the

revious year.

Energy use in buildings and acilities

million kWh

2010 2011 2012

Total energy use 3,595 3,317 3,127

thereo Standard electricity 1,225 1,118 992

100 % green electricity 733 719 745

District heating 222 182 185

Heating oil 283 229 242

Natural gas 1,045 905 864

Liqueied petroleum gas (LPG) 78 156 91

District cooling 9 9 8


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Carbon Report provides insight into carbon emissions levels

Te roduct Carbon eort rovides custoers with a standardized reort o their O2 eissions

generated by their eutsche ost transorts. Tough relatively new, this roduct is increasingly

oular across all o our divisions, deonstrating the growing environental awareness aongour customers. Tis individually customizable product is used primarily by our customers in the

EXPRESS, GLOAL ORARDING, REIGH and SUPPL HAIN divisions.

We oer an additional reporting product or our customers in the GLOAL ORARDING, REIGH

division the Carbon ashboard, an online version o the Carbon eort. Te roducts secial si-

ulation eature hels custoers understand the relationshi between their carbon ootrint and their

choices o transort ode and roduct tye.

n the reporting

dhl corporate responsibility report 2012

Documents