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. 2) Excluding minorities, including Postbank. 3) For the calculation please refer to page 44 of the Group Management Report. 4) Postbank at equity. 5) Including Postbank. 6) Proposal. 7) Average fte. Cross-references Websites II 02 GROUP STRUCTURE Deutsche Post DHL Corporate Center Chairman of the Board Board department of Management Finance, Global Business Services Personnel Board member Dr Frank Appel Lawrence Rosen Walter Scheurle Functions Corporate Offi ce Corporate Controlling hr Standards Germany Corporate Legal Corporate Accounting and Reporting hr Guidelines Personnel and Corporate Executives Investor Relations Labour Management Corporate Communications Corporate Finance hr mail Corporate Development Corporate Internal Audit / Security Corporate Regulation Management Taxes Corporate First Choice Global Business Services Public Policy and Corporate (Group-wide services: Procurement, Responsibility Real Estate, Finance Operations etc.) Global Customer Solutions (gcs) hr dhl International dhl Solutions & Innovations (dsi) Divisions global forwarding, Board department mail express freight supply chain Board member Jürgen Gerdes Ken Allen Hermann Ude Bruce Edwards Brand Deutsche Post dhl dhl dhl dhl Business units / regions Mail Global Mail Europe Global Forwarding Supply Chain Communication Parcel Germany Americas Freight Williams Lea Dialogue Asia Pacifi c Marketing eemea (Eastern Europe, Press Services the Middle East, Africa) Retail Outlets Pension Service III 03 TARGET-PERFORMANCE COMPARISON 2009 Goals 2009 Results 2010 Goals ebit before non-recurring items ebit before non-recurring items ebit before non-recurring items • Group: minimum € 1.35 billion. • Group: € 1.47 billion. • Group: € 1.6 billion to € 1.9 billion. • mail division: € 1.0 billion to € 1.2 billion. • dhl divisions: € 1.0 billion to € 1.1 billion. • Corporate Center / Other: approximately € – 0.4 billion. Consolidated net profi t Consolidated net profi t Consolidated net profi t • Generate a net profi t excluding minorities. • Net profi t excluding minorities: • Improve net profi t in line with operating € 644 million. business. Capital expenditure (capex) Capital expenditure (capex) Capital expenditure (capex) • Reduce investments from € 1.7 billion (2008) • Invested: € 1.17 billion. • Approximately € 1.4 billion. to no more than € 1.2 billion. Costs Costs • Lower indirect costs by € 1 billion • Achieved indirect costs savings in 2009: by the end of 2009. € 1.1 billion. Restructuring Restructuring • Reduce annualised loss in the us express • Annualised loss in the us express business to no more than us $ 400 million. business in the fourth quarter of 2009 in line with target. 2009 WHAT WE ACHIEVED We restructured our express business and consolidated our fi nancial position with the proceeds from the sale of Postbank. We saved more than € 1.1 billion in indirect costs with our IndEx programme. Although transported volumes were signifi cantly down on the prior-year level, we were also able to cushion the decrease in ebit before non-recurring items, and at € 1.47 billion we even slightly exceeded our forecast, which we had increased to at least € 1.35 billion during the course of the year. 2010 WHAT WE INTEND TO ACHIEVE Provided that there is a moderate recovery in trade volumes, we expect con- solidated ebit before non-recurring items to reach € 1.6 billion to € 1.9 billion in 2010. Both pillars of our business – Deutsche Post and dhl – should contrib- ute nearly equally to these results. We will increase our investments cautiously to approximately € 1.4 billion and use them for organic growth. Although our liquidity position will decline due to restructuring expenditure, it will remain strong. Consolidated net profit is expected to continue to improve in line with our operating business. CONTENTS GROUP MANAGEMENT REPORT 13 A CORPORATE GOVERNANCE 99 B CONSOLIDATED FINANCIAL STATEMENTS 123 C FURTHER INFORMATION 221 D Detailed table of contents CONTENTS The Group I Group Structure II Target-performance comparison III Review / Preview 1 Special: Showing Respect. Delivering Results. 3 Letter to our Shareholders 6 GROUP MANAGEMENT REPORT 13 Business and Environment 15 Capital Market 28 Earnings, Financial Position and Assets and Liabilities 32 Divisions 45 Non-fi nancial Performance Indicators 71 Risks 83 A Further Developments and Outlook 92 CORPORATE GOVERNANCE 99 Report of the Supervisory Board 101 Supervisory Board 105 Board of Management 106 Mandates held by the Board of Management 108 Mandates held by the Supervisory Board 109 B Corporate Governance Report 110 CONSOLIDATED FINANCIAL STATEMENTS 123 Income Statement 125 Statement of Comprehensive Income 126 Balance Sheet 127 Cash Flow Statement 128 Statement of Changes in Equity 129 Segment Reporting 130 C Notes to the Consolidated Financial Statements of Deutsche Post ag 131 FURTHER INFORMATION 221 Index 223 Glossary 224 Graphs and Tables 225 Contacts 226 Multi-year review IV D Events VI Living Responsibility embodies our commitment to treat people and the environment with respect. On the following pages of this annual report, we provide an overview of how we are expressing this commitment and why we are convinced of it: LIVING RESPONSIBILITY 13 LIVING RESPONSIBILITY – GoGreen 99 LIVING RESPONSIBILITY – GoHelp 123 LIVING RESPONSIBILITY – GoTeach 221 SHOWING RESPECT. DELIVERING RESULTS. Strategically positioned for the future, Deutsche Post DHL is built upon two strong pillars: an integrated international logistics business and a solid mail business with new electronic value added services. Our aim is to remain Die Post für Deutschland (The Postal Service for Germany) and to become The Logistics Company for the World. Clear structures, increased co-operation and mobility within the Group, and respect for the values and needs of our customers, our employees and our environment are helping us to unlock our potential: to realise fi rst-class integrated global solutions, to gain and retain customers, employees and shareholders for the long term by delivering results, to increase organic growth and to drive a successful and sustainable business. The special addition to the Annual Report 2009 – come and discover the world behind the fi gures. SHOWING RESPECT. DELIVERING RESULTS. The special addition to the 2009 Annual Report LIVING OUR CONVICTIONS. EXECUTING OUR STRATEGY. Deutsche Post DHL’s goal is clear. We intend to win over our customers again and again every day all over the world, and we will do this by living our convictions: making transparent off ers that simplify people’s lives; providing easy access to transport services for letters, parcels, goods and informa tion – the things that bind the world together; and managing integrated ser vices and solutions that provide sustainable benefi ts and help to protect the world’s resources. Our workforce – some 500,000 strong in more than 220 countries and territories – live these convictions and are the heart of our many ideas, innovative products and new technologies. By respecting people, the environment and our society, we are delivering results for everyone. SHOWING RESPECT. DELIVERING RESULTS. Worldwide On the following pages we would like to show you just how we live our convictions, by illustrating just what we do for a variety of industries – how we meet the needs of up to one million customers every hour and how we made our company fi t for the future. All our actions are directed towards one goal: to remain “The Postal Service for Germany” and to become “The Logistics Company for the World”. Respect for people’s needs is our guiding principle for delivering results that can benefi t everyone. Contract logistics for the automotive industry 2 Evolution of a secure means of communication 4 Meeting the most complex transport requirements 6 First-class international express parcel and document shipping 8 Sustainability – a key measure of success 10 2 SHOWING RESPECT FOR THOSE WHO NEED TO RESPOND FASTER TO CHANGING MARKETS. CONTRACT LOGISTICS FOR THE AUTOMOTIVE INDUSTRY Worldwide 3 Companies in the automotive industry are under ever increasing pressure to remain com- petitive at the international level. Th e keys to making this happen are the effi ciency, quality and speed of the supply chain – components need to be manufactured, transported and delivered on time to production facilities.