Deutsche Postbank 2006 Group Annual Report Postbank. More Bank

Total Page:16

File Type:pdf, Size:1020Kb

Deutsche Postbank 2006 Group Annual Report Postbank. More Bank Deutsche Postbank Postbank Group in figures 2006 2006 Group Annual Report Jan. 1 – Dec. 31 2006 2005 Consolidated income statement Postbank. More bank. Balance sheet-related revenues ¤m 2,710 2,132 Total income ¤m 4,117 2,831 Administrative expenses ¤m –2,812 –1,886 2006 Group Annual Report Profit before tax ¤m 941 719 Consolidated net profit ¤m 695 492 Total cost/income ratio % 68.3 66.6 Cost/income ratio in traditional banking business % 66.7 63.7 Return on equity1 before tax % 18.9 15.0 Deutsche Postbank AG after tax % 14.0 10.3 Earnings per share ¤ 4.24 3.00 Dec. 31, 2006 Dec. 31, 2005 Consolidated balance sheet Total assets ¤m 184,887 140,280 Customer deposits ¤m 87,663 68,418 Customer loans ¤m 79,388 44,134 Allowance for losses on loans and advances ¤m 1,155 776 Equity ¤m 5,207 5,061 BIS regulatory indicators Tier 1 ratio % 5.5 8.3 Capital ratio % 8.1 10.7 Tier 1 ratio in accordance with Basel II2 % 6.6 – Headcount thousand 21.49 9.24 Long-term ratings Moody's A 1 A 1 Outlook stable stable Standard & Poor's A A Outlook negative negative Fitch A A Outlook stable stable Information on Postbank shares Dec. 31, 2006 Dec. 31, 2005 Share price at the balance sheet date ¤ 63.97 49.00 Share price (Jan. 1 – Dec. 31) high ¤ 65.45 50.84 low ¤ 48.21 32.16 Market capitalization on December, 31 ¤m 10,491 8,036 Number of shares million 164.0 164.0 678 107 017 1 Prior-period figures restated 2 Internal calculation in accordance with the Solvabilitätsverordnung (SolvV – Solvency Ordinance) and the Kreditwesengesetz (KWG – German Banking Act) Deutsche Postbank Postbank Group in figures 2006 2006 Group Annual Report Jan. 1 – Dec. 31 2006 2005 Consolidated income statement Postbank. More bank. Balance sheet-related revenues ¤m 2,710 2,132 Total income ¤m 4,117 2,831 Administrative expenses ¤m –2,812 –1,886 2006 Group Annual Report Profit before tax ¤m 941 719 Consolidated net profit ¤m 695 492 Total cost/income ratio % 68.3 66.6 Cost/income ratio in traditional banking business % 66.7 63.7 Return on equity1 before tax % 18.9 15.0 Deutsche Postbank AG after tax % 14.0 10.3 Earnings per share ¤ 4.24 3.00 Dec. 31, 2006 Dec. 31, 2005 Consolidated balance sheet Total assets ¤m 184,887 140,280 Customer deposits ¤m 87,663 68,418 Customer loans ¤m 79,388 44,134 Allowance for losses on loans and advances ¤m 1,155 776 Equity ¤m 5,207 5,061 BIS regulatory indicators Tier 1 ratio % 5.5 8.3 Capital ratio % 8.1 10.7 Tier 1 ratio in accordance with Basel II2 % 6.6 – Headcount thousand 21.49 9.24 Long-term ratings Moody's A 1 A 1 Outlook stable stable Standard & Poor's A A Outlook negative negative Fitch A A Outlook stable stable Information on Postbank shares Dec. 31, 2006 Dec. 31, 2005 Share price at the balance sheet date ¤ 63.97 49.00 Share price (Jan. 1 – Dec. 31) high ¤ 65.45 50.84 low ¤ 48.21 32.16 Market capitalization on December, 31 ¤m 10,491 8,036 Number of shares million 164.0 164.0 678 107 017 1 Prior-period figures restated 2 Internal calculation in accordance with the Solvabilitätsverordnung (SolvV – Solvency Ordinance) and the Kreditwesengesetz (KWG – German Banking Act) Group Structure* Financial Calendar Deutsche Postbank AG Group Management Finance Product Marketing Branch Sales Lending Financial Markets Services IT/Operations Resources Fiscal year 2007 Wulf von Schimmelmann Henning R. Engmann Wolfgang Klein Hans-Peter Schmid Stefan Jütte Loukas Rizos Mario Daberkow Dirk Berensmann Ralf Stemmer Group Structure Corporate Development Accounting & Sales Monitoring & Credit Management Money, Forex and Capital Operations Control Strategic Projects HR Strategy March 19, 2007 Financials press conference and analysts’ conference on fiscal year 2006 Taxes Credit Management Domestic Markets Investor Relations & Controlling Marketing & CRM Credit Management Treasury Customers & Sales Account Management HR Operations May 10, 2007 Annual General Meeting Research International May 14, 2007 Interim Report for the first quarter, analyst conference call Corporate Risk Controlling Product Management Special Issues Issues and Payments Euro Financial Markets Coordination Communications Investment & Insurance Lending Syndicate Business Operations August 2, 2007 Interim Report for the first half-year, analyst conference call Internal Audit Call Centers, Payments Global Branch Sales HR Management Direct Sales Channels Service Field November 7, 2007 Interim Report for the third quarter, analyst conference call Strategic Third-Party Sales Accounts & Services Direct Sales Legal Affairs Investments Service Field No responsibility is taken for the correctness of this information – the right is reserved to make changes at short notice. Sales Support Credit Services Real Estate Management Loans Employees and Trustee Customers Deutsche Postbank Betriebs-Center für BHW Holding AG Postbank Postbank PB Capital Postbank Systems AG International S.A., Banken Deutschland Finanzberatung AG Filialvertrieb AG Corporation, New York Contacts Luxembourg GmbH & Co. KG Deutsche Postbank Published by Design and layout PB Versicherung AG BHW Postbank Vermögensmanagement Bausparkasse AG Leasing GmbH Deutsche Postbank AG EGGERT GROUP, Düsseldorf S.A., Luxembourg Head Office Investor Relations Photography Deutsche Postbank PB Lebens- BHW Bank AG PB Factoring GmbH Privat Investment Friedrich-Ebert-Allee 114–126 Frank Schemmann versicherung AG Kapitalanlage GmbH 53113 Bonn, Germany Aleksander Perkovic (p. 4/5) Postfach 40 00 Kurt Steinhausen (p. 3) Deutsche Postbank BHW Lebens- BHW Immobilien PB Firmenkunden AG 53105 Bonn, Germany Financial Services versicherung AG GmbH GmbH Phone: +49 (0) 228-9 20-0 Printing Grafischer Betrieb Gieseking, BHW Home Investor Relations Bielefeld Finance Ltd., India Phone: +49 (0) 228-9 20-180 03 Coordination/editing E-mail: [email protected] Postbank www.postbank.com/ir Investor Relations Milestones 2006 Translation Deutsche Post Foreign Language ■ Multi-channel sales decisively strengthened through ■ Consolidation of activities in Luxembourg: ■ November 22, 2006: Announcement of the acquisition Service et al. – the acquisition of 850 Deutsche Post retail outlets In May 2006, inclusion of branch in Deutsche of payment transaction settlement for Milestones 2006 – the purchase of BHW Holding AG, Hamelin Postbank Int. S.A. (PBI) HypoVereinsbank AG, Munich, starting on January 1, This Annual Report is printed on 100 % recycled paper. 2007: Market share in transaction banking now ■ Postbank now no. 1 in Germany in private mortgage ■ July 17, 2006: Establishment of Postbank over 20 % lending, with portfolio amounting to ¤62.3 billion Finanzberatung AG and, with it, the integration This Annual Report contains forward-looking statements that relate to macroeconomic developments (in particular the development of money and ■ capital market rates), the business and the net assets, financial position and results of operations of the Postbank Group. Forward-looking statements of the mobile sales forces of BHW and Postbank Focus on the core markets: Fourth quarter sale of are not historical facts and are in some instances indicated by words such as “believe”, “anticipate”, “predict”, “plan”, “estimate”, “aim”, ■ With 14.6 million customers, largest single institution – Modrá Pyramida home loan and savings bank, “expect”, “assume” and similar expressions. Forward-looking statements are based on the Company’s current plans, estimates, projections and fore- among German banks ■ September 18, 2006: Admission to the DAX® Czech Republic casts and are therefore subject to risks and uncertainties that could cause actual development or the actual results or performance to differ materially from the development, results or performance expressly or implicitly assumed in these forward-looking statements. stock index of the 30 most important listed – BHW Rückversicherung, Luxembourg companies in Germany Readers of this Annual Report are expressly cautioned not to place undue reliance on these forward-looking statements, which apply only as of the date of this Annual Report. Deutsche Postbank AG does not intend and does not undertake any obligation to revise these forward-looking state- ments. *including selected subsidiaries The English version of the Group Annual Report constitutes a translation of the original German version. Only the German version is legally binding. Group Structure* Financial Calendar Deutsche Postbank AG Group Management Finance Product Marketing Branch Sales Lending Financial Markets Services IT/Operations Resources Fiscal year 2007 Wulf von Schimmelmann Henning R. Engmann Wolfgang Klein Hans-Peter Schmid Stefan Jütte Loukas Rizos Mario Daberkow Dirk Berensmann Ralf Stemmer Group Structure Corporate Development Accounting & Sales Monitoring & Credit Management Money, Forex and Capital Operations Control Strategic Projects HR Strategy March 19, 2007 Financials press conference and analysts’ conference on fiscal year 2006 Taxes Credit Management Domestic Markets Investor Relations & Controlling Marketing & CRM Credit Management Treasury Customers & Sales Account Management HR Operations May 10, 2007 Annual General Meeting Research International May 14, 2007 Interim Report for the first quarter, analyst conference call Corporate Risk Controlling Product Management Special Issues Issues and Payments Euro Financial Markets Coordination Communications Investment & Insurance Lending Syndicate Business Operations August 2, 2007 Interim Report for the first half-year, analyst conference call Internal Audit Call Centers, Payments Global Branch Sales HR Management
Recommended publications
  • A New Era in Retail Banking 2Q: a Record Quarter Acquisitions Fire up Growth Strategy
    03 August 2007 A new era in retail banking 2Q: A record quarter Acquisitions fire up growth strategy ING Shareholder 03 – August 2007 Dear reader, In the past few months, ING has been in the ING’s goal is to be a leading global provider of This magazine is a quarterly publication news with several major announcements about wealth accumulation and retirement services for by ING Group for shareholders and others acquisitions, divestments and a major investment individuals. ING’s three insurance executive board interested in ING. in the Dutch retail banking market. They are all members, Jacques de Vaucleroy, Tom McInerney Subscribe to ING Shareholder part of ING’s strategy of efficiently using capital and Hans van der Noordaa explain how insurance Fax (+3) 4 65 2 25 to create long term growth. In this issue, we take is changing and how companies such as ING Mail P.O. Box 258, 5280 AG Boxtel a look at some of these projects and discuss the have the capacity to play a major role in wealth The Netherlands strategy underlying them. In the Netherlands, the accumulation. Internet: www.ing.com Postbank and ING Bank combination was indeed big news. As our story explains, it is all about In the ten years ING Direct has been in business, Editorial office bringing together the best of both entities and the direct bank has become the largest direct ING Group, Corporate Communications building a bank with the best selected range of bank in the world. We profile one of ING Direct’s Investor Relations Department products and services.
    [Show full text]
  • UBS Investment Research Post-Crisis Banking
    !"# Global Equity Research Global UBS Investment Research Banks Post-crisis banking Equity Strategy Basel III proposal 17 December 2009 ! Consultation paper www.ubs.com/investmentresearch Today, the Basel Committee for Bank Supervision published a consultation paper on financial regulatory reforms that set out to enhance capital and liquidity standards. The consultation paper is subject to an impact assessment and at this stage lacks definitive quantifications. Philip Finch Analyst ! Key proposals [email protected] Proposed changes to financial regulations include: 1) a capital ratio based on +44-20-7568 3456 common equity and retained earnings (excluding hybrids and DTAs); 2) an Peter Carter introduction of a leverage ratio based on a harmonised definition; 3) a 30-day Analyst liquidity ratio; 4) counter-cyclical buffers; and 5) a new risk weighting to reflect [email protected] counter-party risk. +44 20 7568 4043 ! Potential timeframe The proposed measures are subject to an impact assessment to be carried out in the first half of 2010. Feedback on the consultative documents should be submitted by 16 April 2010. The implementation deadline is year-end 2012, although extended transition arrangements might be permitted. ! Initial conclusion While the proposed framework appears to be robust and comprehensive, regulatory uncertainty will likely persist, given the absence of definitive quantifications, and could continue to weigh on sector growth and risk appetite. As such, we maintain our preference for banks that are well capitalised and strongly funded. Following coverage initiation, we add BAC to our preferred list. This report has been prepared by UBS Limited ANALYST CERTIFICATION AND REQUIRED DISCLOSURES BEGIN ON PAGE 8.
    [Show full text]
  • Investor Relations Release Postbank Will Process Payment Transactions
    Investor Relations Release Postbank will process payment transactions for Deutsche Bank and Dresdner Bank - Deutsche Bank to contribute its subsidiary DB Payments - Dresdner Bank to contribute its subsidiary Dresdner Zahlungsverkehrsservice - Joint synergies Deutsche Bank and Dresdner Bank will have their payments processed by Postbank. Preliminary agreements for this have now been signed by the three companies. The partners see this as an important step in implementing their strategic objectives and as an important signal for the consolidation of the German banking market. For the three banks' clients, nothing will change: The clients' accounts will continue to be kept, as before, with their respective banks. As a result of this agreement, Postbank will become one of the leading payments clearing houses in Germany. A few days ago, Postbank announced it was examining the possibilities of an IPO within the next 18 months. For this reason, Professor Dr. Wulf von Schimmelmann, Chairman of the Board of Management of Deutsche Postbank AG, sees the transaction as "an important component of the planned IPO". It strengthens the bank’s new business field "Transaction Bank". "The capacity of our platform will be used more efficiently. Thus, we can present a win-win situation for everyone involved: Our partners will be able to reduce their costs; we will be able to increase our revenues." Already today, Postbank is one of the big players in clearing payments, handling over 10 million transactions per day. For Deutsche Bank, this is a further logical step in the concentration on its core businesses and represents a high-performance partnership. "Early on we signalized to the market that we wanted to achieve synergies in transaction banking.
    [Show full text]
  • A Solid Governance Structure As Basis for Economic Success
    Corporate Governance at Commerzbank A solid governance structure as basis for economic success Commerzbank AG, Group Investor Relations, Frankfurt, June 2021 1 Corporate Supervisory Board Supervisory Board Board of Managing Remuneration of Governance Composition Remuneration Directors Managing Directors Agenda No. Topic Page 1 Corporate Governance 2 2 Supervisory Board - Composition 4 3 Remuneration of the Supervisory Board 11 4 Board of Managing Directors - Composition 13 5 Remuneration of the Board of Managing Directors 17 Commerzbank AG, Group Investor Relations, Frankfurt, June 2021 2 Corporate Governance Chapter No. 1 Commerzbank AG, Group Investor Relations, Frankfurt, June 2021 3 Corporate Supervisory Board Supervisory Board Board of Managing Remuneration of Governance Composition Remuneration Directors Managing Directors Collaboration between the Supervisory Board and the Board of Managing Directors in the German “Two-tier Board System” A structure of the Board of Directors of a company used in certain Executive Control Ownership European countries, such as Germany, that comprises two tiers: Level Level Level › a Supervisory Board, on which representatives of employees and Two-tier Two-tier Management Supervisory shareholders are represented; Shareholders Board System Board Board › a Management Board (Board of Managing Directors or System Executive Board) that is concerned with the day-to-day running of One-tier the business. Board (Chair & CEO) Shareholders System Supervisory Board Board of Managing Directors › The Supervisory Board supervises and › The Board of Managing Directors is advises the Board of Managing Directors on responsible for independently managing the managing the bank. enterprise. › The Supervisory Board supervises the Board › It is obliged to act in the bank’s best interest of Managing Directors in particular with and undertakes to increase the enterprise respect to compliance with all respective value of the bank sustainably.
    [Show full text]
  • Festredner: Wulf Von Schimmelmann, Vorstandschef Der Deutschen Postbank
    Festredner: Wulf von Schimmelmann, Vorstandschef der Deutschen Postbank Auszeichnung: Beiersdorf-Primus Kunisch bei der Ehrung durch mm-Chefredakteur Balzer (l.) Sieger: Jenoptik-Lenker Alexander von Witzleben (l.) und Dominik de Daniel, Finanzvorstand der Zeitarbeitsfirma DIS 136 managermagazin 10/04 Finanzmärkte Treffpunkt: Vorstände, Finanzprofis und Investor- Festakt: Rund 250 geladene Gäste erwiesen den Siegern Relations-Experten im Gespräch des mm-Wettbewerbs in Frankfurt die Ehre Schein und Sein Die besten Geschäftsberichte: manager magazin prämiert die Jahresreports der größten deutschen und europäischen Börsenfirmen. Nur eine Hand voll Unternehmen liefert den Aktionären ein authentisches Bild. Viele polieren einfach nur ihr Image. s gibt hier zu Lande Unter- Wettbewerbs „Die besten Geschäfts- nehmen, die, obwohl weithin berichte“ zu verkünden hatte. „Offen- bekannt, etwas Mysteriöses heit“, so von Bomhard, sei fortan eine umweht. Den Kultdiscoun- der wichtigsten Maximen seines Eter Aldi etwa, der Kommunikation Konzerns. „Das betrifft mich selbst, mit der Öffentlichkeit schlichtweg und das betrifft auch unseren ablehnt, von Werbung einmal abge- Geschäftsbericht“, erklärte er den sehen. Oder den Zündkerzenkonzern versammelten Finanz- und Kommu- Bosch, über dessen preußisch- nikationsprofis. Die Belohnung für schwäbische Firmenkultur nur wenig die neue Münchener Offenheit: nach außen dringt. Platz eins im manager-magazin-Wett- Bei den großen börsennotierten bewerb „Der beste Geschäftsbericht“. Gesamtsieger: Konzernen war in der Vergangenheit Von Bomhard nannte auch den Münchener-Rück- stets ein Unternehmen aus Bayern Grund seiner Transparenzoffensive. Vormann Nikolaus Anwärter auf den Platz des obersten Gerade nach einem so „miserablen von Bomhard Geheimniskrämers: die Münchener Jahr“, wie es die Münchener Rück Rück. Elitär und verschwiegen be- hinter sich habe, sei es wichtig, in den trieben die Assekuranzmanager ihr Augen der Investoren glaubwürdig Geschäft lange Jahre weitgehend zu bleiben.
    [Show full text]
  • Liberalisation, Privatisation and Regulation in the German Postal Services Sector Kathrin Drews, Wirtschafts- Und Sozialwissenschaftliches Institut (WSI)
    Country reports on liberalisation and privatisation processes and forms of regulation Liberalisation, privatisation and regulation in the German postal services sector Kathrin Drews, Wirtschafts- und Sozialwissenschaftliches Institut (WSI) Deliverable 1 for the Project Privatisation of Public Services and the Impact on Quality, Employment and Productivity (PIQUE) CIT5-2006-028478 (STREP, June 2006-May 2009) funded by the European Commission’s 6th Framework programme Workpackage Lead Partner: Catholic University of Leuven Dissemination level: Restricted November 2006 Wirtschafts- und Sozialwissenschaftliches Institut (WSI) in der Hans-Böckler-Stiftung Hans-Böckler-Straße 39, D-40476 Düsseldorf, Tel: 0049 211 7778 239, Fax 0049 211 7778-250 [email protected] – www.wsi.de Contents CONTENTS INTRODUCTION ..........................................................................................................................................1 1. MARKET STRUCTURE...............................................................................................................2 1.1. Market structure before liberalisation...........................................................................................3 1.2. Steps and processes of liberalisation...........................................................................................4 1.3. Current market structure and remaining challenges ....................................................................8 2. REGULATION...........................................................................................................................
    [Show full text]
  • Corporate Governance
    B GOVERNANCE ORPORATE CORPORATE C GOVERNANCE B99 — 126 B CORPORATE GOVERNANCE 101 REPORT OF THE SUPERVISORY BOARD 105 SUPERVISORY BOARD 105 Members of the Supervisory Board 105 Committees of the Supervisory Board 106 BOARD OF MANAGEMENT 108 MANDATES 108 Mandates held by the Board of Management 108 Mandates held by the Supervisory Board 109 CORPORATE GOVERNANCE REPORT 115 Remuneration report Corporate Governance — REPORT OF THE SUPERVISORY BOARD 101 REPORT OF THE SUPERVISORY BOARD WULF VON SCHIMMELMANN Chairman DEAR SHAREHOLDERS, In financial year 2015, Deutsche Post DHL Group’s “Strategy 2020: Focus. Connect. Grow.” paved the way for the company’s long-term success in order to further develop its position as a world leader in logistics. The Supervisory Board concentrated on the implementation of “Strategy 2020” and on the current results in the context of the global economic situation. The Board of Management provided the Super- visory Board with information about the proposed business policy, planning, the profitability of the company and Group, performance as well as key business transactions in a timely manner. The Chairman of the Supervisory Board was also kept abreast of developments between meetings. Measures requiring the consent of the Supervisory Board were prepared in advance by the relevant committees. All members attended more than half of the meetings of the plenary and committees to which they belong. The over- all attendance rate exceeded 94 %. Individual attendance figures can be found on page 112. Main topics discussed in the plenary meeting The Supervisory Board met for eight plenary meetings in total, five in the first half of the year and three in the second half.
    [Show full text]
  • Eurogiro News  Eurogiro News
    Eurogiro News Eurogiro News THE INTERNATIONAL ELECTRONIC PAYMENT CO-OPERATION Eurogiro will be a CSM in SEPA Contents l August 2007 On 24th May the Eurogiro Bank Working Group and the Eurogiro Operational 1 Eurogiro will be a CSM in Performance Group, together with the Eurogiro Company, held a well attended SEPA workshop on SEPA in Frankfurt, Germany 3 ANZ National Bank Limited The workshop focused on two streams: Business eventually be members or partners of Eurogiro. (ANZNB) is New Zealand’s and IT/Operational – and were based on inspiring Of equal importance was the statement that first member of the Eurogiro presentations given by representatives from Eurogiro – via the SWIFT Closed User Group Deutsche Postbank, Swiss PostFinance, ING connection – was offering a very competitive Network Bank (Netherlands) and Alliance and Leicester solution for SEPA transfers. In essence, the charge Commercial Bank plc (UK). The exchange of for transactions will be very low, charging only Eurogiro and HayPost sign a views and open discussions – were lively and the SWIFT network cost plus a minimum fee. membership agreement very beneficial for all parties, and it was evident that the SEPA issue is high on everybody’s Eurogiro will produce a directory that will be 4 Wolfgang Klein new Head of agenda this year. embedded in the ELS/ESM advising as to Deutsche Postbank whether a member is SEPA compliant or not, The Eurogiro Company advised that Eurogiro had and rejects will be allowed if the receiver is not 5 Eurogiro is gearing up for registered with EPC (European Payment Council) registered as SEPA compliant.
    [Show full text]
  • Annual Report 2009 I
    SHOWING RESPECT. DELIVERING RESULTS. ANNUAL REPORT 2009 I THE GROUP Deutsche Post DHL is the world’s leading mail and logistics services group. The Deutsche Post and dhl corporate brands offer a one-of-a-kind portfolio of logis- tics (dhl) and communications (Deutsche Post) services. The Group provides its customers with both easy to use standardised products as well as innovative and tailored solutions ranging from dialogue marketing to industrial supply chains. About 500,000 employees in more than 220 countries and territories form a global network focused on service, quality and sustainability. With programmes in the areas of climate protection, disaster relief and education, the Group is committed to social responsibility. The Postal Service for Germany. The Logistics Company for the World. dp-dhl.com 01 Selected key fi gures (continuing operations) 2008 2009 + / – % Q 4 2008 Q 4 2009 + / – % adjusted adjusted Profi t from operating activities (ebit) before non-recurring items € m 2,011 1,473 –26.8 639 526 –17.7 Non-recurring items € m 2,977 1,242 –58.3 3,463 662 –80.9 ebit € m –966 231 123.9 –2,824 –136 95.2 Revenue € m 54,474 46,201 –15.2 14,020 12,389 –11.6 Return on sales1) % –1.8 0.5 –20.1 –1.1 Consolidated net profi t / loss2) € m –1,688 644 138.2 –3,181 –283 91.1 Operating cash fl ow € m 3,362 1,244 –63.0 1,441 974 –32.4 Net debt / net liquidity3) € m 2,4664) –1,690 168.5 – – – Return on equity before taxes % –9.0 3.0 – – Earnings per share5) € –1.40 0.53 137.9 –2.64 –0.24 90.9 Dividend per share € 0.60 0.606) – – – – Number of employees7) 456,716 436,651 –4.4 – – – 1) ebit / revenue.
    [Show full text]
  • Postbank Centralizes HR System
    in collaboration with Postbank Centralizes HR System Capgemini collaborates with Deutsche Post DHL and Postbank to consolidate disparate legacy HR systems into a single SAP Human Capital Management platform The Situation were migrated to one single SAP ERP In 2006 Postbank took over 850 Deutsche HCM (Human Capital Management) Post branches and acquired the majority system within eight months. A key hurdle of BHW Holding AG. The integration of that was overcome in the project was the the newly acquired entities within migration of over 10,000 employee master Postbank’s organizational structure was the data records contained within two legacy trigger to establish a new HR service SAP systems and a PeopleSoft system to delivery model for the entire Group. The the new SAP HCM solution. acquisitions demanded centralized and The Result more efficient operations. On the HR A new service delivery model with front, this translated into consolidating centralized HR services and employee three legacy systems, which were being support across all old and new divisions of used in a disparate manner across the the Group has now been established. The Group. consolidated SAP HCM platform has been Given this situation, DP DHL IT Global recognized by Group management as the Business Services & Corporate Center key success factor for this reorganization. (GBS&CC) as the hosting unit for the HR How Postbank and Capgemini Systems, together with Postbank, decided Worked Together to set up a consolidation project. As a longtime preferred partner of DP The Solution DHL IT GBS&CC’s SAP HR department, Postbank selected Capgemini as its partner Capgemini had intimate knowledge of to drive this consolidation project.
    [Show full text]
  • Georgeson's 2016 Proxy Season Review
    Georgeson’s 2016 Proxy Season Review Bridging the gap between issuers and investors UK FRANCE NETHERLANDS GERMANY SWITZERLAND ITALY SPAIN Proxy Season Review 2016 Contents Executive summary Page 3 UK Page 4 Switzerland Page 78 1. Voting in the United Kingdom 6 1. Voting in Switzerland 80 1.1 Quorum overview 6 1.1 Quorum overview 80 1.2 Rejected resolutions 8 1.2 Rejected resolutions 82 1.3 Contested resolutions 11 1.3 Contested resolutions 83 2. Proxy Advisors 16 2. Proxy Advisors 87 3. Corporate Governance Developments 22 3. Corporate Governance Developments 90 France Page 28 Italy Page 92 1. Voting in France 30 1. Voting in Italy 94 1.1 Quorum overview 30 1.1 Quorum overview 94 1.2 Rejected resolutions 32 1.2 Rejected resolutions 96 1.3 Contested resolutions 34 1.3 Contested resolutions 97 2. Proxy Advisors 38 2. Proxy Advisors 104 3. Corporate Governance Developments 43 3. Corporate Governance Developments 110 Netherlands Page 48 Spain Page 112 1. Voting in the Netherlands 50 1. Voting in Spain 114 1.1 Quorum overview 50 1.1 Quorum overview 114 1.2 Rejected resolutions 53 1.2 Rejected resolutions 116 1.3 Withdrawn resolutions 53 1.3 Contested resolutions 116 1.4 Contested resolutions 54 2. Proxy Advisors 119 2. Proxy Advisors 59 3. Corporate Governance Developments 123 3. Corporate Governance Developments 61 Germany Page 62 Global locations Page 126 1. Voting in Germany 64 1.1 Quorum overview 64 1.2 Rejected resolutions 68 1.3 Contested resolutions 69 2. Proxy Advisors 73 3.
    [Show full text]
  • Corporate Governance B 73 — 86
    Corporate Governance B 73 — 86 74 REPORT OF THE SUPERVISORY BOARD 77 SUPERVISORY BOARD 77 Members of the Supervisory Board 78 Committees of the Supervisory Board 79 Mandates held by the Supervisory Board 80 BOARD OF MANAGEMENT 82 Members of the Board of Management 82 Mandates held by the Board of Management 83 CORPORATE GOVERNANCE REPORT 74 Deutsche Post DHL Group — 2018 Annual Report REPORT OF THE report by the auditor regarding the findings of the audit, we ap­ proved the financial statements at the recommendation of the SUPERVISORY BOARD Finance and Audit Committee. We concurred with the Board of Management’s proposed resolution on the appropriation of the Dear Shareholders, net retained profit. Based upon the results of the audit, no objec­ tions were raised regarding the non­financial report. We faced considerable challenges in the 2018 financial year but We determined the annual bonus for active Board of Man­ also set the stage for the lasting business success of the Group agement members based upon the degree of target achievement in the future. and corresponding recommendations by the Strategy and Ex­ The Supervisory Board advised and oversaw the Board of ecutive Committees. Management in the management of the company, made deci­ The proposed resolutions for the 2018 Annual General Meet­ sions regarding Board of Management membership, consulted ing, including the dividend proposal, were also approved at this with the members of the Board of Management on the strategic meeting. direction of the company and shaping corporate policy, as well as Additionally, we addressed the results of the efficiency re­ participating in decisions that were material for the company.
    [Show full text]