DPDHL 2015 Annual Report
DPDHL 2015 Annual Report
DPDHL 2015 Annual Report
SMART LOGISTICS
119
TO OUR SHAREHOLDERS
25
SELECTED KEY FIGURES
20
A
GROUP MANAGEMENT REPORT
2198
23 General Information
44 Report on Economic Position
70 Deutsche Post Shares
72 Non-Financial Figures
83 Post-Balance-Sheet Date Events
83 Opportunities and Risks
94 Expected Developments
B
CORPORATE GOVERNANCE
99126
101 Report of the Supervisory Board
105 Supervisory Board
106 Board of Management
108 Mandates
109 Corporate Governance Report
C
CONSOLIDATED FINANCIAL
STATEMENTS
127204
129 Income Statement
130 Statement of Comprehensive Income
131 Balance Sheet
132 Cash Flow Statement
133 Statement of Changes in Equity
134 Notes to the Consolidated FinancialStatements
of Deutsche Post AG
203 Responsibility Statement
204 Independent Auditors Report
D
FURTHER I NFORMATION
205212
207 Index
208 Glossary
209 Graphs and Tables
210 Multi-Year Review
212 Publication Service
212 Contacts
Financial Calendar
Cross-references Websites
SMART
LOGISTICS
The life sciences and healthcare industry
increasingly requires transport solutions
which guarantee product integrity. We
support our customers through efficient,
flexible and highly reliable transport
solutions along the entire supply chain.
Byshaping innovative solutions DHL will
become the preferred logistics partner
forthe life sciences industry.
2
DR FRanK aPPEl
Chief Executive Officer
SMART
LOGISTICS
In the global logistics business, you need size, reach, scalable products and
innovative services to compete over the long term and achieve profitable
growth. Likewise, you have to identify and open up potential in future growth
markets and industries.
The Life Sciences and Healthcare sector is without doubt one such growth
market. The world market for pharmaceuticals, for example, has doubled within
a decade. As demand has risen, so have the qualitative and regulatory
requirements of manufacturers, including in particular their modes of transport.
At the same time, we have seen that our business model is fundamentally intact
and our profitability remains high, not least given the sound operating perform-
ance in the fourth quarter. Furthermore, every year we get better at generating
cash from our operating business; for instance, we significantly exceeded our
goal of using cash flow to cover the prior-year dividend.
At the Annual General Meeting in May, we shall propose a dividend of 0.85 per
share. This remains within our target payout ratio of 40 % to 60 % of net profits
adjusted for one-off effects.
SERIALISATION
CREATESSECURITY
7 10
VISIBILITY CREATES
TRANSPARENCY
11 12
STANDARDS THAT
ENSUREQUALITY
13 15
PRESENCE
SUPPORTS POTENTIAL
16 17
EXPERTISE IN DEVELOPING
NEW MARKETS
18 19
SERIALISATION
CREATES
SECURITY
Counterfeit, stolen and adulterated medicines pose a risk to the health
of patients and also to the reputation and success of pharmaceutical
companies. In response, regulators are increasingly turning to serialisation
to help minimise these dangers and improve patient safety.
Open here
C K AGIN
A
G
P
OL
U TI O N
an e-pedigree is the
electronic documentary
data for a particular
batch of a drug.
Developing solutions
requires investment
andcollaboration with
printing-technology
vendors, designers of
security inspection
systems,IT vendors and
more partners.
VISIBILITY
CREATES
TRANSPARENCY
DHL offers a raft of temperature-controlled, high visibility, monitored
services. In 2015, DHL introduced the lifetrack app, the first cold-chain
tracking mobile app designed for the pharmaceutical industry.
12
Supply chains in the life sciences and healthcare industry are becoming
more and more complex due to challenges such as channel-specific
distribution, regulations and globalisation. There is an increased need
for end-to-end visibility ideally based upon real-time tracking and
sensordata. Product protection preventing damage or even spoilage
isvery high on pharmaceutical company agendas, which means itsalso
apriority for DHL. We offer global networks and IT systems specialised
for the life sciences sector. Thanks to products such as Thermonet,
OceanSecure, LifeConEx and Medical Express, DHL offers customers the
high quality and regulatory requirements that they need.
With the new LifeTrack app, introduced in 2015, our customers can follow
and manage their cold chains via their mobile devices.
Android, Google Play and the Google Play logo are trademarks of Google Inc.
Apple and the Apple logo are trademarks of Apple Inc., registered in the U. S. and other countries.
App Store is a service mark of Apple Inc.
STANDARDS
THAT ENSURE
QUALITY
the global demand for expensive, structurally complex and temperature-
sensitive biologics and specialty drugs is growing. at the same time,
thereare more and more regulatory requirements. to meet the industrys
changing demands a new generation of supply chains needs to be
developed. DHL enhances its workflows and products continuously to
support this development.
Highly specialised,
compliant network
Globally
uniform
procedures
Risk-averse
packaging
25 C
15 C
Total cost 8 C
strategy 2 C
18 C
a
PRESENCE
SUPPORTS
POTENTIAL
We ensure our leading position in a strong growing
market through our global presence and network
expertise.
Russia
SOUTHEAST
ASIA
China
India
Brazil
LATIN
AMERICA
8.3
67
192.2 +109%
since 2016
4.2
47 87.1 +121%
30 29 27 since 2012
2.1 16
14
Global Europe North Latin Southeast China Brazil India Russia 2012 2016 2020
America America Asia
1
OTC stands for over the counter. These are medicines Source: IMS 2012 b. Source: PwC Health Research Institute; Medical Cost Trend:
thatcan be sold without a prescription. Behind the numbers 2015, June 2014.
Source: IMS 2013.
GLOBAL,
SPECIFIC DHL understands the challenges facing life sciences
INFRASTRUCTURE companies. together, weve created solutions.
4,900
DHL life sciences specialists
150 pharmacists
Clinical trial
depots in
countries
40
countries
Global warehousing
footprint in more than Pharma GMP facilities
56
inmore than
Over
EXPERTISE IN
DEVELOPING
NEWMARKETS
In June 2015, the German logistics
activities of drug manufacturer
STADA were transferred to DHL, more
than an outsourcing project. the
focus on core competencies will
save costs and ensure customer
flexibility and has opened up new
markets for DHL.
DR manFRED anDulEIt
Vice President Corporate
Governance & Corporate
Compliance, STADA
WOlFRam HEInISCH
Vice President of Strategy
Planning & Business
Intelligence, STADA
the pharmaceuticalprod-
ucts are sorted into some
28,000 containers inthe
small-parts warehouse,
where they are prepared
for shipping. atotal of
80employees work two
shifts a day in theware-
house in Florstadt.
State-of-the-art facilities
extend across an area
equivalent to almost
fivefootball pitches. the
conveyer belt alone is
almost two kilometres
inlength. Some 27,000
deliveries leave the
Florstadtwarehouse on
average each month.
EBIT 2015
2,411 million
Profit from operating activities.
EMPLOYEES
497,745
(previous year: 2,965 million)
4.1 %
2014
2,01
59,230 million
(previous year: 56,630 million)
PERSHARE
2015
1.2
PERSHARE
2015
0.5 1
2014 2014
1.1 0.5
1
EBIT / revenue.
2
After deduction of non-controlling interests.
3
Calculation Group management Report, page 61.
4
Basic earnings per share.
5
Proposal.
6
Headcount at the end of the year, including trainees.
94 EXPECTED DEVELOPMENTS
94 Overall Board of Management assessment of the future economic position
94 Forecast period
94 Future organisation
94 Future economic parameters
97 Revenue and earnings forecast
97 Expected financial position
98 Development of further indicators relevant for internal management
Group Management Report General Information Business model and organisation
23
GENERAL INFORMATION
Business model and organisation
Four operating divisions
Deutsche Post DHL Group is the worlds leading mail and logistics company operating
under two strong brands: Deutsche Post is Europes leading postal service provider. DHL
is uniquely positioned in the worlds growth markets, with a comprehensive range of
international express, freight transportation, e-commerce and supply chain manage-
ment services.
Deutsche Post AG is a listed corporation domiciled in Bonn, Germany. The Group
is organised into the four operating divisions Post - eCommerce - Parcel, Express, Global
Forwarding, Freight and Supply Chain, whose products and services we describe in the
Business units and market positions chapter. Each of them is under the control of its own div Page 25ff.
isional headquarters and subdivided into functions, business units or regions for report-
ing purposes.
We consolidate the internal services that support the entire Group, including
F
inance, IT, Procurement and Legal, in our Global Business Services (GBS). This allows
us to make even more efficient use of our resources whilst reacting flexibly to the rapidly
changing demands of our business and our customers.
Group management functions are centralised in the Corporate Center.
Organisational changes
On 27April2015, Roger Crook stepped down from the Board of Management. Until
the appointment of a new board member for the Global Forwarding, Freight division,
Deutsche Post DHL Groups CEO, DrFrank Appel, has taken over the corresponding
tasks in a dual role.
In the Supply Chain divisions organisational structure the former Supply Chain
and Williams Lea business fields were merged because the highest management body
no longer manages them separately.
Market volumes1
A.02
Global Germany
(2014) (2015)
22M TONNES
Air freight2
9.5BN
Parcel6
20BN
International
49M TEUS express market 5 4.4BN
(2013) Mail communication6
Ocean freight3
16.5BN
Dialogue marketing6
176BN
Contract logistics4
1
Regional volumes do not add up to global volumes due to rounding.
2
Data based solely upon export freight tonnes. Source: Seabury Cargo Advisory.
3
Twenty-foot equivalent units; estimated part of overall market controlled by forwarders. Data based solely upon export freight tonnes.
Source: Seabury Cargo Advisory. Previous years figures not comparable because the data source has changed.
4
Source: company estimates based upon Transport Intelligence.
5
Includes express product Time Definite International. Country base: America, Europe, Asia Pacific, AE, SA, ZA (Global);
BR, CA, CL, CO, CR, GT, MX, PA, PE, US (Americas); AT, DE, DK, ES, FR, IT, NL, RU, TR, UK (Europe); CN, HK, IN, JP, KR, SG (Asia Pacific).
Source: Market Intelligence, 2014, annual reports and desk research.
6
Only Germany. Source: company estimates.
7
Total for 25 European countries, excluding liquids and bulky goods. Source: MI Study DHL 2015, based upon Eurostat, financial
publications, copyright IHS Global Insight, 2015. All rights reserved. Prior-year figures are not comparable because the country base
hasbeen expanded and the calculation model changed.
11,000
Paketshops
2,750
Packstations
Around
3.9
million parcels
110,000
post boxes
3,400
sales points
perworking day
Around
13,000 About
108,000 82
61
retail outlets letter and parcel mail centres
deliverers Around
million letters 1,000
perworking day Paketboxes
33
parcel centres
compete in and include those companies that provide services to business customers.
These include both companies targeting end customers and consolidators offering par-
tial services. Our market share declined slightly to 62.1% compared with the prior year a Deutsche Post 62.1%
(64.5%). On 1January2015, we raised the price of a standard letter from 0.60 to 0.62 b Competition 37.9%
and reduced that of a compact letter from 0.90 to 0.85. Source: company estimate.
Domestic parcel market, 2015 Worldwide portfolio of parcel and e-commerce services
A.07
Market volume: 9.5billion We offer our customers a dense network of parcel acceptance points in Germany. Test
projects such as the Parcelcopter and car drop delivery services underscore our innov
ative edge. Customers can choose whether they wish to receive their parcels during a
specific delivery window, on the same day or as quickly as possible. Thanks to automated
b recipient services and intelligent infrastructure, they can also use our new parcel box
units for apartment buildings to send and receive parcels safely from home around the
a
clock. We help our business customers to grow their online retail businesses: our market
place, Allyouneed.de, for example, provides an additional sales channel for small
and medium-sized retailers. On request, we can cover the entire logistics chain
throughtoreturns management whilst our 2-Mann-Handling service offers a solution
a Competition 56.3%
b DHL 43.7% for sending larger and heavier items ordered online. With the online supermarket
AllyouneedFresh.com and the DHL Multibox, we also service the growing online grocery
Source: company estimate.
shopping s egment.
The German parcel market volume totalled around 9.5billion in 2015 (previous
year: 8.8billion). We expanded our market share to 43.7% (previous year: 43.0%).
We are offering e-commerce services in an increasing number of the most important
markets around the world. In Europe, we began setting up our own delivery networks
in Slovakia and Austria and in Sweden we acquired a nationwide parcel shop network
from DHL Freight. We now have such networks in nine countries. Furthermore, we have
connected around 10,000 Parcelshops and set up the first Packstations. Outside Europe,
we expanded the portfolio of Blue Dart Express in India to cover delivery options to end
customers, which included installing the countrys first parcel collection station and
introducing a mobile Parcelshop service. In the United States, we offer additional
services, such as day-definite delivery. We have added e-commerce services to existing
shipping routes in and out of the most important international markets, such as the
development and operation of domestic online marketplaces as well as end-to-end order
processing that includes warehousing, dispatching, customer service and marketing.
EXPRESS DIVISION
The combination of our own and purchased capacities, which include varied terms
of contract, allows us to respond flexibly to fluctuating demand. Figure A.08 illustrates
how our available capacity is organised and offered on the market. The largest buyer of
this freight capacity is the DHL Global Forwarding business unit.
We modernised the first part of our European fleet during the reporting year. The
Boeing 757 aircraft we have put into operation are more efficient, have more capacity
and are equipped with improved technology. This will reduce repairs whilst improving
working conditions for flight personnel.
Available capacity
A.08
2
Country base: AT, DE, DK, ES, FR, IT, NL, RU, TR, UK.
3
Most recent market study.
Source: Market Intelligence 2014, annual reports
and desk research.
a new direct weekly flight at the weekend, with Monday delivery, between the United DHL 18%
States and Singapore as well as a further direct flight between China and the United
States. UPS 32%
2
Country base: BR, CA, CL, CO, CR, GT, MX, PA, PE, US.
we are building a new hub with a fully automated sorting and processing system that 3
Most recent market study.
will triple our throughput and greatly increase shipment sorting at this strategic location. Source: Market Intelligence 2014, annual reports
and desk research.
maintain our operations whilst adhering to legal requirements and ensuring the safety UPS 11%
of our employees for the benefit of our customers. In the reporting year we began ser-
vicing Jordan, Egypt, Lebanon, Iraq and parts of Morocco with our own flights for the FedEx 20%
first time and we opened new facilities in Cairo. In sub-Saharan Africa we improved
links between the individual countries and the global market whilst developing the
necessary infrastructure. Furthermore, we increased the number of service points from DHL 44%
3,500 to 5,400 and expanded logistics facilities and transport systems.
1
Includes the TDI express product.
2
Country base: CN, HK, IN, JP, KR, SG.
3
Most recent market study.
Source: Market Intelligence 2014, annual reports
and desk research.
Air freight market, 2014: top 4 The air, ocean and overland freight forwarder
A.12
Thousand tonnes1 The Global Forwarding and Freight business units are responsible within the Group for
air, ocean and overland freight transport. Our freight forwarding services not only in-
Panalpina 858
clude standardised transports but also multimodal and sector-specific solutions as well
DB Schenker 1,112 as individualised industrial projects.
Our business model is asset-light, as it is based upon the brokerage of transport
Kuehne+Nagel 1,194
services between our customers and freight carriers. Our global presence ensures net-
work optimisation and the ability to meet the increasing demand for efficient routing
and multimodal transports.
DHL 2,276
1
Data based solely upon export freight tonnes. The leader in a sluggish air freight market
Source: annual reports, publications Growth in the global air freight market was sluggish during 2015 as air cargo volumes
andcompany estimates.
remained weak. IATA, the global airline industry association, attributes this develop-
Ocean freight market, 2014: top 4
A.13
ment to the decline in trade activities, mostly in emerging markets. Overall, the world-
Thousand TEUs1 wide freight tonne kilometres flown during the reporting year grew by only 2.2% accord
ing to IATA. In light of the weak volume development, the on-going expansion of
Panalpina 1,607
capacity on the market increased pressure on the industry as commercial airlines again
DB Schenker 1,983 brought more wide-body passenger planes into service. Moreover, the strong peak sea-
son volumes seen in the fourth quarter failed to materialise in 2015. Overall, this led to
DHL 2,932 a persistently weak market environment with stiffer competition and increased pressure
on margins. After transporting around 2.3 million export freight tonnes in the previous
year, we remained the air freight market leader in 2015.
Kuehne+Nagel 3,820
1
Twenty-foot equivalent units. Ocean freight market experiences surplus capacities and low freight rates
Source: annual reports, publications In the reporting year, the global ocean freight market saw slight growth again. Overall
andcompany estimates.
freight rates remained at a low level on the largest trade lanes. On the particularly im-
European road transport market, portant lane between Asia Pacific and Europe, rates remained at an extremely low level.
2014:top 5
A.14 The global market continues to face surplus capacities caused by the introduction of new
Market volume: 192 billion1,2
and larger vessels. Although freight carriers have successfully limited the availability of
Kuehne+Nagel 1.3% this additional capacity either by adjusting travel speeds, through blank sailings or
Dachser 1.7% capacity reallocations low rates still prevailed throughout the market and affected prof-
itability. After transporting 2.9million twenty-foot equivalent units in the previous year,
DSV 1.7%
we remained the second-largest provider of ocean freight services in the reporting year.
DHL 2.2%
Stagnation in European overland freight market
DB Schenker 3.3%
The European road freight market was virtually stagnant in 2015, after seeing slight
growth in the prior year. Two opposing factors contributed to this development: a vol-
Market size and shares include 25 European ume increase caused by the slight economic upturn in Europe and the current low oil
1
Return Plan
Bringing it back Laying the foundation
for repair or when for an efficient supply
its not needed 6 1 chain
Returns Raw materials
Distribution Inbound
transport
Deliver 5 2 Source
Getting it where Getting the
it needs to be materials at the
time required
Warehousing Production
flows
Outbound transport
Store&Customise 4 3 Make
Getting it ready Supporting product
to sell manufacturing
EXPRESS division
In line with our strategic programme Focus, we have stabilised and expanded our busi-
ness, increased our market share, strengthened our margin and merged individual elem
ents of our business in recent years. In the reporting year, our focus was upon realigning
the division as a self-renewing organisation in line with Group strategy.
Managing revenue and costs: Our return on sales rises when growing volumes lead
to economies of scale in the network, innovation and automation improve productivity
and costs are strictly managed. We minimise indirect costs through simplified and
standardised processes. For example, we are streamlining our IT system architecture
step by step, whilst ensuring adherence to global standards and quality requirements,
especially as regards facilities and operating materials.
Structuring sales and prices: Using global campaigns, we specifically target small and
medium-sized businesses which could benefit the most from increasing exports. We
concentrate upon items whose size and weight optimally match our network and thereby
create economies of scale. In terms of our pricing policy, we encourage global co-
ordination and discipline. At the same time we work to continuously improve our cus-
tomer approach. Our Insanely Customer Centric Culture programme is intended to resolve prob- Customers and quality, page 80
lems more quickly and meet customer expectations more effectively.
Managing the network: Most of our costs are attributable to the air and ground net-
work. We replace old aeroplanes with newer, more efficient, and thus more cost-effective
aircraft. We sell available cargo space to freight and forwarding companies, especially
to DHL Global Forwarding, improving our network utilisation and reducing costs in the
process. On the ground, we are automating and standardising processes. For example,
vehicles are equipped with shelves as standard and can be loaded directly from
theconveyor belt. We also plan our pick-up and delivery routes to maximise time and
costsavings.
Motivating our workforce: Our Certified International Specialist (CIS) training pro-
gramme ensures that our employees have the requisite knowledge of the international
express business at their disposal. Training is both functional and cross-functional, and
it is carried out by our own employees, some of whom are executives. This adds to
mutual understanding whilst reinforcing a team atmosphere and loyalty within the
division. The modules under the Certified International Manager (CIM) umbrella are
for executives and strengthen the unified leadership culture within the division. Our
CIM Supervisory Excellence programme offers training tailored to lower-level manage-
ment. We want to sustainably motivate our employees around the world. Systematic
recognition of outstanding performance is one way of contributing to this. Our certifi-
cation as a Top Employer Global 2015 from the Top Employers Institute shows that we
are on the right path.
Group management
FINANCIAL PERFORMANCE INDICATORS
late an obligation to exercise options or conversion rights or may entitle the company
to grant the bond holders or creditors shares in the company in lieu of payment of all
or part of the sum of money owed, either at the time of maturity of the bonds or at
another time. The share capital is increased on a contingent basis by up to 75million
in order to grant shares to the holders or creditors of the bonds after exercise of their
options or conversion rights or to fulfil their option or conversion obligations, or to
grant them shares in lieu of monetary payment in accordance with the bond conditions
(Contingent Capital 2013, article 5(4) of the Articles of Association). When issuing
bonds, subscription rights may only be disapplied subject to the terms of the aforemen-
tioned resolution and subject to the consent of the Supervisory Board. Further details
may be found in the motion adopted by the AGM under agenda item 7 of the AGM of
29May2013.
Authorisation to issue bonds is standard practice amongst publicly listed companies.
This allows the company to finance its activities flexibly and promptly and gives it the
financial leeway necessary to take advantage of favourable market conditions at short
notice, for example by offering bonds with options or conversion rights, or conversion
obligations on shares in the company as a consideration within the context of company
mergers, and when acquiring companies or shareholdings in companies. To date, the
Board of Management has not exercised this authority.
An AGM resolution was passed on 27May2014 authorising the Board of Manage-
ment to issue up to 40million performance share units with pre-emptive subscription
rights to a total of up to 40million shares with a total share in the share capital not to
exceed 40million, subject to the provisions of the authorisation resolution, on or be-
fore 26May2019 to members of the management of entities in which the company is
the majority shareholder and to executives of the company and the entities in which it
is a majority shareholder. The performance share units may also be issued by entities in
which the company is the majority shareholder with the consent of the Board of Man-
agement. The issue of shares arising from the subscription rights associated with the
performance share units depends upon certain performance targets being met after
expiry of a four-year waiting period, with it being possible to issue up to four shares for
every six subscription rights granted, if and insofar as performance targets for the share
price, which have been specified in detail, are met, and up to two shares if and insofar
as certain outperformance targets based upon the percentage change of the STOXX
Europe 600 Index are met. The share capital is increased on a contingent basis by up to
40million in order to grant shares in the company to the executives entitled to sub-
scription rights, in accordance with the provisions of the authorisation resolution (Con-
tingent Capital 2014, article 5(5) of the Articles of Association). Further details may be
found in the motion adopted by the AGM under agenda item 8 of the AGM of 27May2014.
As at 31December2015, 8,483,124 performance share units, which were issued in
financial years 2014 and 2015, were outstanding.
Finally, the AGM of 27May2014 authorised the company to buy back shares on or
before 26May2019 up to an amount not to exceed 10% of the share capital existing as
at the date of the resolution. Such authorisation is subject to the proviso that at no time
should the shares thus acquired, together with the shares already held by the company,
account for more than 10% of the share capital. The shares may be purchased through
the stock market, a public offer, a public call for offers of sale from the companys share-
holders or by some other means in accordance with section 53a of the AktG. The shares
purchased may be used for any legally permissible purpose. In addition to a sale via the
stock exchange or by public offer to all shareholders, it is permitted in particular to use
Forecast/actual comparison
Forecast/actual comparison
A.21
1
Forecast decreased over the course of the year. 2 NFE and strike-related effects, disposals of equity investments and other one-off effects, some of which are based upon assumptions
bymanagement. 3 Questionnaire changed compared with the previous year, different initial value page 72.
Economic parameters
Global economy records weak growth
Growth in the global economy saw a slowdown in 2015. Whereas the economic recovery
picked up slightly in the industrial countries with average gross domestic product (GDP)
growth of 1.9%, growth in the emerging markets declined to 4.0%, well below the pre-
vious years level. One of the main contributors to the downturn was the severe reces-
sions in a number of major threshold economies resulting from falling commodities
prices and international conflicts. After adjustment for purchasing power, global econ
omic output grew by 3.1% (previous year: 3.4%). Growth in global trade was also rel
atively moderate, whereby the estimates vary (IMF: 2.6%; OECD: 2.0%).
Asia again provided the strongest economic momentum. However, GDP growth dropped
to 6.6%, down from the prior-year figure of 6.8%. The Chinese economy in particular
continued to weaken, with exports falling below the prior-year level and industrial pro-
duction slowing notably. GDP growth declined to 6.9% (previous year: 7.3%), the lowest
figure since the early 1990s. The Japanese economy has been slow to recover from the
economic setback experienced in the previous year. Private consumption was especially
weak, having registered a significant decline for the second year in a row. Exports also
suffered from the strong upwards valuation of the yen. GDP increased by just 0.5%
(previous year: 0.0%).
The economic upturn continued in the United States. Private consumption regis-
tered the strongest growth in ten years, thanks in large part to the significant drop in
energy prices. Investments in machinery and equipment as well as construction spend-
ing saw another increase. However, growth was significantly impeded by foreign trade.
GDP rose by 2.4% overall (previous year: 2.4%), and the unemployment rate dropped
substantially.
The euro zone economy strengthened during the reporting year. Increases were seen
in private consumption, government spending and gross fixed capital formation. Foreign
trade also picked up, with the growth distributed almost equally between imports and
exports. All in all, this led to GDP growth of 1.5% (previous year: 0.9%). Although the
individual countries reported great variations in performance, all except Greece reported
positive growth rates. Unemployment decreased as a result. At an average of 10.9%, how-
ever, the unemployment rate remained at a very high level.
The German economy grew steadily in 2015. Exports benefitted from the weak euro,
and imports from the sharp rise in domestic demand. Private consumption thus proved
to be the main growth driver. Government spending also rose. By contrast, growth of
gross fixed capital formation declined. GDP grew by 1.7% overall (previous year: 1.6%).
The German labour market performed positively against the backdrop of the solid up-
swing, with the average annual number of employed workers increasing to 43.0million
(previous year: 42.7million).
Brent Crude spot price and euro/US dollar exchange rate in 2015
A.23
70 1.40
65 1.35
60 1.30
55 1.25
50 1.20
45 1.15
40 1.10
35 1.05
30 1.00
25 0.95
20 0.90
January March June SeptemberDecember
Brent Crude spot price per barrel in US dollars Euro/US dollar exchange rate
Source: Seabury Cargo Advisory, as at 21January2016; based upon all relevant ocean and air freight trading volumes in tonnes,
excludingliquids and bulk goods. Excluding shipments within the European Union free trade zone.
1 31 0 74 476
North America Latin America Europe MEA Asia Pacific
North America
Exports 131
9 88 16 18
Imports 169
7 106 31 25
Latin America
Exports 78
11 24 18 25
Imports 68
2 30 18 18
Europe
Exports 189
54 86 31 18
Imports 149
20 95 16 18
Asia Pacific
Exports 332
101 95 106 30
Imports 247
49 86 88 24
Legal environment
In view of our leading market position, a large number of our services are subject to
sector-specific regulation under the Postgesetz (PostG German Postal Act). Further
information regarding this issue and legal risks is contained in the Notes to the consoli- Note 51
dated financial statements.
Significant events
Negative one-off effects from re-orientation of Global Forwarding transformation
In the third quarter, the management of Global Forwarding, Freight focused intensively
upon re-orientating the transformation process and decided to discontinue the New
Forwarding Environment (NFE) system. Since most of the IT investments cannot
beused for other purposes, the Group recognised negative one-off effects totalling
336million in the result for financial year 2015. This comprises 310million in impair-
ment losses recognised on assets capitalised in relation to NFE, as well as subsequent
costs of 26million related to the further course of transformation.
Almost all of the potential earnings exposure of 200million for full-year 2015
projected in the interim financial statements for the third quarter of 2015, 81million
of which had already been booked in the third quarter, was recognised at the end of the
financial year.
Results of operations
Selected indicators for results of operations
A.26
2014 2015
Revenue m 56,630 59,230
Profit from operating activities (EBIT) m 2,965 2,411
Return on sales1 % 5.2 4.1
EBIT after asset charge (EAC) m 1,551 877
Consolidated net profit for the period2 m 2,071 1,540
Earnings per share3 1.71 1.27
Dividend per share 0.85 0.854
1
EBIT/revenue.
2
After deduction of non-controlling interests.
3
Basic earnings per share.
4
Proposal.
Changes in portfolio
In the second quarter of 2015, we sold shares in two property development companies
in the United Kingdom, Kings Cross Central Property Trust and Kings Cross Central
General Partner Ltd., which were held by the Supply Chain division.
In May, we sold 4.16% of our shares in Sinotrans Ltd., China, which were held by
the Global Forwarding, Freight division.
In December2015, we sold the food procurement business of DHL Supply Chain Ltd.
in the UK.
m +/%
Revenue 59,230 4.6 Growth trends in the German parcel and international
express businesses remain intact.
Revised terms of the NHS contract leads to 465million
reduction.
Increase of 2,820million due to currency effects.
Other operating income 2,394 18.8 Includes income from the sale of equity investments.
Significant rise in income from currency translation.
Materials expense 33,170 3.5 Rise due mainly to exchange rate movements.
Organic decline due to lower oil price.
Revised terms of the NHS contract leads to 458million
reduction.
Staff costs 19,640 8.0 Most of the rise due to exchange rate movements.
Increase in the number of employees.
Depreciation, amortisation 1,665 20.6 Includes impairment losses of 310million in relation
and impairment losses toNFE.
Prior-year figure included impairment losses on aircraft
and aircraft parts of 106million.
Other operating expenses 4,740 16.3 Sharp rise in currency translation expenses.
financial year 2015 (previous year: 0.85) to shareholders. The distribution ratio based 786
846 846
725
upon the consolidated net profit for the period attributable to Deutsche Post AG share 0.80
0.85 0.85
0.70 0.70
holders amounts to 66.9%. Adjusted for one-off effects, as decribed in table A.21, the 0.60
0.65
distribution ratio amounts to 46.0%. The net dividend yield based upon the year-end
closing price ofour shares is 3.3%. The dividend will be distributed on 19May2016 and
is tax-free forshareholders resident in Germany. It does not entitle recipients to a tax
09 10 11 12 13 14 151
refund or a taxcredit.
Dividend per no-par value share ()
1
Proposal.
The net asset base increased by 294million to 16,809million in the reporting year.
Investments in IT systems, the purchase of freight aircraft and replacement and expan-
sion investments in warehouses, sorting systems and the vehicle fleet increased year-
on-year, as did intangible assets. This was offset by negative one-off effects due to the
re-orientation of the transformation process in the Global Forwarding, Freight division
and changes in net working capital.
Operating provisions were largely stable compared with the previous year. The rise
in other non-current assets and liabilities increased the net asset base slightly.
Financial position
Selected cash flow indicators
A.33
m
2014 2015
Cash and cash equivalents as at 31December 2,978 3,608
Change in cash and cash equivalents 395 615
Net cash from operating activities 3,040 3,444
Net cash used in investing activities 1,087 1,462
Net cash used in financing activities 2,348 1,367
Finance strategy
A.34
Debt portfolio
Syndicated credit facility taken out as liquidity reserve.
Debt Issuance Programme established for issuing
bonds.
Issue bonds to cover long-term capital requirements.
1
Weighted average cost of capital Group management, page 37.
Funds from operations (FFO) represents operating cash flow before changes in working
capital plus interest received less interest paid and adjusted for operating leases, pensions
and non-recurring income or expenses, as shown in the following calculation. In add
ition to financial liabilities and surplus cash and near-cash investments, the figure for
debt also includes operating lease liabilities as well as unfunded pension liabilities.
FFO to debt
A.35
m
2014 2015
Operating cash flow before changes in working capital 3,061 2,656
Interest received 45 47
Interest paid 188 76
Adjustment for operating leases 1,283 1,413
Adjustment for pensions 122 239
Non-recurring income/expenses 74 65
Funds from operations (FFO) 4,397 4,344
1
Reported cash and cash equivalents and investment funds callable at sight, less cash needed for operations.
The FFO to debt dynamic performance metric increased in the reporting year com-
pared with the prior year, due to a decrease in debt.
Funds from operations declined slightly by 53million to a total of 4,344million.
There was a sharp decrease in the amount of interest paid, largely because we unwound
interest rate swaps for bonds and therefore generated interest income. Operating
restructuring payments in the amount of 65million were recognised as non-recurring
income/expenses in the reporting year.
Debt decreased by 986million year-on-year to 14,909million in financial year
2015. The main reason for the decline was lower pension obligations due to an increase
in discount rates. Further information on pensions is contained in the Notes. Note 42
As part of our banking policy, we spread our business volume widely and maintain
long-term relationships with the financial institutions we entrust with our business. In
addition to credit lines, we meet our borrowing requirements through other independ-
ent sources of financing, such as bonds and operating leases. Most debt is taken out
centrally in order to leverage economies of scale and specialisation benefits and hence
minimise borrowing costs.
No bonds were issued or redeemed in the reporting year. Further information on
Note 44 the existing bonds is contained in the Notes.
Agency ratings
A.36
Financial liabilities
A.37
m
2014 2015
Bonds 4,290 4,304
Due to banks 184 166
Finance lease liabilities 210 167
Liabilities to Group companies 23 26
Financial liabilities at fair value through profit or loss 145 125
Other financial liabilities 317 390
5,169 5,178
Operating leases remain an important source of funding for the Group. We mainly use
operating leases to finance real estate, although we also finance aircraft, vehicle fleets
and IT equipment.
Operating lease obligations increased significantly year-on-year to 7.6billion, with new Capex by region
A.39
long-term agreements primarily for real estate overcompensating considerably for m
the reduction in the remaining terms of legacy agreements. Germany
911
1,092
Capital expenditure above prior-year level Europe (excluding Germany)
The Groups capital expenditure (capex) was 2,024million at the end of December2015, 574
300
7.9% above the prior years figure of 1,876million. Funds were used mainly to replace Americas
and expand assets as follows: 1,800million was invested in property, plant and equip- 267
223
ment and 224million in intangible assets excluding goodwill. Investments in property,
Asia Pacific
plant and equipment related to advance payments and assets under development 223
191
(1,133million), transport equipment (179million), land and buildings (124million),
Other regions
technical equipment and machinery (114million), IT equipment (109million), oper- 49
ating and office equipment (87million) as well as aircraft (54million). 70
2015 2014
2014 2015 2014 2015 2014 2015 2014 2015 2014 2015 2014 2015 2014 2015
Capex (m) 415 533 571 856 207 123 304 318 380 192 1 2 1,876 2,024
Depreciation, amortisation
andimpairment losses (m) 340 319 462 404 88 396 268 313 224 233 1 0 1,381 1,665
Ratio of capex to depreciation,
amortisation and impairment
losses 1.22 1.67 1.24 2.12 2.35 0.31 1.13 1.02 1.70 0.82 1.36 1.22
1
Including rounding.
2014 2015 2014 2015 2014 2015 2014 2015 2014 2015 2014 2015 2014 2015
Capex (m) 208 209 296 360 79 22 108 98 181 91 1 2 871 782
Depreciation, amortisation
andimpairment losses (m) 86 86 96 121 23 24 71 89 58 59 1 1 333 380
Ratio of capex to depreciation,
amortisation and impairment
losses 2.42 2.43 3.08 2.98 3.43 0.92 1.52 1.10 3.12 1.54 2.62 2.06
1
Including rounding.
Capex by segment
A.42
Capital expenditure in the Post - eCommerce - Parcel division increased from 415mil-
m lion in the prior year to 533million. The largest capex portion continued to be attrib-
Post - eCommerce - Parcel utable to the expansion of our domestic and international parcel network. We also
533
415 focused upon investments in other operating and office equipment and IT.
Express In the Express division, capital expenditure amounted to 856million in the report-
856 ing year (previous year: 571million). Our investments went to maintaining and renew-
571
Global Forwarding, Freight
ing our aircraft fleet as well as to expanding our global and regional hubs in Leipzig,
123 Cincinnati, Singapore, Brussels and the East Midlands. Substantial investments were
207
also made in selected markets such as the UK, China and the United States.
Supply Chain
318 In the Global Forwarding, Freight division, a total of 123million was invested in
304
2015 (previous year: 207million). Of that figure, 96million was attributable to the
Corporate Center/Other
192 Global Forwarding business unit, where we invested in turnaround measures. We also
380 modernised and refurbished warehouses and office buildings across all regions. A total
2015 2014 of 27million was invested in the Freight business unit, mainly for real estate, equip-
ment and machinery, and software.
In the Supply Chain division, capital expenditure increased to 318million, from
304million in the previous year. Around 58% of the funds were used to support new
business. The Americas and Asia Pacific regions had the highest level of expenditure on
new customer projects, notably in the Consumer, Automotive as well as Life
Sciences&Healthcare sectors. In the Europe region, we invested mainly in renewals and
refurbishments, predominantly in the Retail and Automotive sectors. Additional invest-
ments were made in vehicle fleet replacements.
Cross-divisional capital expenditure decreased from 380million in the previous
year to 192million in the reporting year due to lower expenses for the vehicle fleet.
to 261million in the reporting year, driven mainly by the gains on the sale of our equity Supply Chain
611
investments in Sinotrans and Kings Cross. The change in provisions declined from
698million to 495million year-on-year, due to the reversal of restructuring provi-
sions in the Express division in the previous year, amongst other factors. At 2,656mil-
lion, net cash from operating activities before changes in working capital was down
405million on the previous year. Thanks to better working capital management, the
change in working capital led to a cash inflow of 788million compared with a cash
outflow of 21million in the previous year. The receivables and other current assets item
was a particularly significant factor contributing to this development.
At 1,462million, net cash used in investing activities was considerably higher than
in the previous year (1,087million). In particular, cash paid to acquire property, plant
and equipment and intangible assets rose significantly in the year under review, from
1,750million to 2,104million. This was partially offset by a rise in proceeds from the
disposal of non-current assets from 322million to 437million. Amongst other things,
this figure includes gains on the sale of equity investments. Mainly the purchase and
sale of money market funds in the previous year led to a total cash inflow of 400mil-
lion, increasing current financial assets. This compares with a cash inflow of 200mil-
lion in 2015 from the sale of money market funds.
Interest received 45 47 8 14
Interest paid 188 76 71 69
Net interest paid 143 29 63 55
Net assets
Selected indicators for net assets
A.45
31 Dec.2014 31 Dec.2015
Equity ratio % 25.9 29.8
Net debt m 1,499 1,093
Net interest cover 20.7 83.1
Net gearing % 13.5 8.8
FFO to debt1 % 27.7 29.1
1
Calculation Financial position, page 54.
decrease was attributable to a large number of minor factors. The reasons for the
630million increase in cash and cash equivalents to 3,608million are described in
the section entitled Financial position. Page 59f.
At 11,034million, equity attributable to Deutsche Post AG shareholders was
1,658million higher than at 31December2014 (9,376million). Consolidated net
profit for the period, the increased discount rates applicable to pension provisions and
positive currency effects made a positive contribution, whereas the dividend payment
to our shareholders reduced equity.
Current and non-current liabilities rose slightly from 16,988million to 17,214mil-
lion. The increase related to trade payables in particular; they rose by 147million to
7,069million, due mainly to exchange rate movements. Other current liabilities rose
by 59million to 4,255million, partly due to a rise in liabilities to employees. At
5,178million, financial liabilities barely changed from the 5,169million recorded as
at 31December2014:while non-current financial liabilities declined by 58million to
4,625million, current financial liabilities rose by 67million to 553million. At
9,361million, current and non-current provisions were significantly down on the figure
of 10,411million as at 31December2014: actuarial gains attributable to a rise in inter-
est rates led to a decline in provisions for pensions.
Net debt
A.46
m
31 Dec.2014 31 Dec.2015
Non-current financial liabilities 4,655 4,578
Current financial liabilities 425 440
Financial liabilities 5,080 5,018
Cash and cash equivalents 2,978 3,608
Current financial assets 351 179
Long-term deposits1 60 0
Positive fair value of non-current financial derivatives1 192 138
Financial assets 3,581 3,925
Net debt 1,499 1,093
1
Reported in non-current financial assets in the balance sheet.
OVERVIEW
Express
Revenue 12,491 13,661 9.4 3,411 3,638 6.7
of which Europe 5,670 6,045 6.6 1,528 1,637 7.1
Americas 2,259 2,559 13.3 627 698 11.3
Asia Pacific 4,456 4,995 12.1 1,237 1,317 6.5
MEA (Middle East and Africa) 924 1,039 12.4 246 268 8.9
Consolidation/Other 818 977 19.4 227 282 24.2
Profit from operating activities (EBIT) 1,260 1,391 10.4 348 319 8.3
Return on sales (%)1 10.1 10.2 10.2 8.8
Operating cash flow 1,689 1,761 4.3 578 671 16.1
Supply Chain
Revenue 14,737 15,791 7.2 3,953 3,799 3.9
of which EMEA (Europe, Middle East and Africa) 9,136 9,474 3.7 2,471 2,152 12.9
America 3,855 4,323 12.1 1,005 1,128 12.2
Asia Pacific 1,781 2,035 14.3 486 529 8.8
Consolidation/Other 35 41 17.1 9 10 11.1
Profit from operating activities (EBIT) 465 449 3.4 161 176 9.3
Return on sales (%)1 3.2 2.8 4.1 4.6
Operating cash flow 673 611 9.2 436 588 34.9
1
EBIT/revenue.
Lower revenue and volumes in Post business unit, partly on account of strike
In the Post business unit, revenue was 9,784million in the reporting year, 2.3% below
the prior-year figure of 10,014million. Volumes declined more significantly by 5.8%. In
the fourth quarter of 2015, revenue was 2,650million (previous year: 2,689million).
Although the price of a standard letter increased as of 1January2015, the additional
sales revenue could not fully offset the decrease in revenue attributable to the overall
decline in Mail Communication volumes. The Germany-wide labour strikes called by
the trade union ver.di, our collective bargaining partner, at mail centres and in letter
and parcel delivery operations negatively impacted volume and revenue performance.
Furthermore, 2014 included additional mail volumes as a result of factors such as the
European elections and the transition to SEPA. The cross-border mail business per-
formed well during the reporting year. The Gro and Maxi formats in particular bene-
fitted from the fact that small-sized goods are increasingly being sent by letter.
In the Dialogue Marketing business, revenue and volumes decreased in addressed
advertising mail. By contrast, revenue generated from unaddressed advertising mail
increased, whereby our Einkauf aktuell product registered considerably higher growth
than Postwurfsendung items.
Post: revenue
A.48
m 2014 2015 +/% Q4 2014 Q4 2015 +/%
adjusted adjusted
Mail Communication 6,641 6,545 1.4 1,760 1,769 0.5
Dialogue Marketing 2,232 2,192 1.8 629 612 2.7
Other 1,141 1,047 8.2 300 269 10.3
Total 10,014 9,784 2.3 2,689 2,650 1.5
Post: volumes
A.49
Mail items (millions) 2014 2015 +/% Q4 2014 Q4 2015 +/%
adjusted adjusted
Total 20,500 19,302 5.8 5,435 5,197 4.4
of which Mail
Communication 8,882 8,555 3.7 2,307 2,231 3.3
of which Dialogue
Marketing 9,523 8,846 7.1 2,561 2,473 3.4
1
Excluding Germany.
2
Outside Europe.
EXPRESS DIVISION
1
To improve comparability, product revenues were translated at uniform exchange rates.
These revenues are also the basis for the weighted calculation of working days.
1
To improve comparability, product revenues were translated at uniform exchange rates.
These revenues are also the basis for the weighted calculation of working days.
Air freight business declines significantly, ocean freight stabilises within weak market
In financial year 2015, air freight volumes fell significantly by 8.3% compared with the
previous year. Overall, the market saw a slight decline; the year-end business was mod-
erate. To counteract the decrease in margins, we withdrew from some major trans
actions. The measures we implemented to increase profitability contributed to a 1.2%
improvement in gross profit in the reporting year. However, our air freight revenue
declined by 2.4% in 2015. In the fourth quarter, volumes were 11.8% and revenue 11.6%
below the prior-year figures.
Ocean freight volumes in 2015, however, remained at the prior-year level. New
business gains offset declines stemming from prolonged market weakness and consid-
erably lower demand from several customers. Our ocean freight revenues rose by 3.0%
in the reporting year. However, gross profit fell by 2.0%. The measures we have imple-
mented to improve our margins are yielding initial success, but are being offset partially
by the continued weak market environment. In the fourth quarter, volumes were 1.2%
and revenue 4.9% below the prior-year figures.
The performance of our industrial project business (Table A.54, reported as part of
Other in the Global Forwarding business unit) was considerably weaker than in the
previous year, as the low oil price has reduced customer demand. In the reporting year,
the share of revenue related to industrial project business and reported under Other was
27.3% and therefore down year-on-year (previous year: 34.8%). Gross profit thus
declined by 11.8% compared with the prior-year period.
1
Twenty-foot equivalent units.
Compared with the previous year, the Automotive, Consumer and Retail sectors demon-
strated the highest revenue growth. In the fourth quarter of 2015, revenue declined
d
year-on-year by 3.9% from 3,953million to 3,799million, due primarily to NHS rev-
b
enues in the amount of 465million which were no longer recognised.
c
In the EMEA (Europe, Middle East and Africa) region, volumes in the Automotive
and Retail sectors increased due to higher end-customer demand. Revenue in the Life a Retail 25%
Sciences&Healthcare sector declined, reflecting the change in the NHS revenue report- b Consumer 21%
c Life Sciences&Healthcare 18%
ing in the UK.
d Automotive 12%
In the Americas region, we gained revenue from new business in the United States, e Technology 10%
driven predominantly by the Consumer and Automotive sectors. Revenue growth in f Others 7%
Canada was impacted negatively as a whole by the loss of a contract in the Retail sector g Engineering&Manufacturing 4%
h Financial Services 3%
at the end of the second quarter of 2014.
In the Asia Pacific region there was a substantial revenue increase across all focus
sectors. China and Thailand in particular contributed to this increase, which stemmed
from new and additional business. In China, revenue increased significantly in the SUPPLY CHAIN:
revenue by region, 2015
Automotive and Technology sectors. Revenue growth in Thailand came primarily from A.57
Total revenue: 15,791 million
the Retail and Consumer sectors. Our business in India, Hong Kong, Vietnam and Japan
also contributed to the increased revenue in the region. c
for the majority of the gains. In the fourth quarter of 2015, the procurement and logis-
tics contract with the UK NHS was extended to 2018 under the same scope but with new
cost savings targets. The annualised contract renewal rate remained at a consistently a Europe/Middle East/Africa/
Consolidation 60%
high level.
b Americas 27%
c Asia Pacific 13%
EBIT includes restructuring expenses and disposal income
EBIT in the division was 449million in the reporting year (previous year: 465million).
The main reason for the decline was the restructuring costs supporting our Focus.
Connect. Grow. strategic initiative, which were offset partially by income from the sale
of shares in Kings Cross in the UK. New business also had a positive effect on earnings.
The return on sales fell to 2.8% (previous year: 3.2%). In the fourth quarter of 2015, EBIT
increased from 161million in the previous year to 176million. Higher income from
real estate sales was dampened by restructuring costs.
Operating cash flow was 611million (previous year: 673million). The decrease
was attributable mainly to EBIT performance and excludes the cash proceeds benefit of
the Kings Cross sale.
Deutsche Post shares stable compared with the rest of the industry
Deutsche Post shares closed at 25.96, down by 4.0% year-on-year. Although the shares
thus underperformed the DAX (up 9.6%) and the EURO STOXX 50 (up 7.3%), when
compared with the rest of the industry, our share performance was more stable. The
MSCI World Transportation Index made up of the most important transport stocks
lost a total of 9.0% in value in 2015. Our shares generated a loss of 0.9% on a total
return basis, i.e., including the dividend per share. Average daily Xetra trading volumes
were above the prior-year level at 4.4million shares.
1
Increase due to the operation of a bonus programme for executives Note 36. 2 Three-year beta; Source: Bloomberg. 3 Based upon consolidated net profit after deduction
of non-controlling interests Note 22. 4 Cash flow from operating activities. 5 Year-end closing price/earnings per share. 6 Year-end closing price/cash flow per share.
7
Adjusted to reflect the application of IAS19R. 8Proposal. 9 Excluding one-off effects (NFE and strike-related effects, disposals and other one-off effects, some of which are
baseduponassumptions by management): 46.0%.
14 12
Hold
4
Sell
28.99
Average 26.921
Shareholder structure1
A.62
Buy
price target
5 1 21 0 1
a
b2
1
Year-on-year figures.
The investment share of our largest investor KfW Bankengruppe is 20.9% (previous
year: 21.0%) and the free float is 79.1%. Based upon our share registers figures, the share a KfW Bankengruppe 20.9%
of outstanding stock held by private investors is 11.3% (previous year, adjusted: 10.3%). b Free float 79.1%
b1 Institutional investors 67.8%
In terms of the regional distribution of identified institutional investors, the highest
b2 Private investors 11.3%
percentage of shares (13.5%) is held by US investors (previous year: 13.7%), followed
closely by the United Kingdom with a share of 13.3% (previous year: 16.3%). The share 1
As at 31December2015.
a Germany 44.0%
b Other 29.2%
c USA 13.5%
d UK 13.3%
1
As at 31December2015.
NON-FINANCIAL FIGURES
Employees
Human Resources contributes to company success
We see HR excellence as a key factor for ensuring the Groups performance. By recruiting,
developing and motivating the right employees all across our Group, we make a contri
bution to the companys success. Moreover, we place great importance on competitive
reward and recognition for our employees. By doing so, we lay a solid foundation for
productive and long-term working relationships.
Staff levels were up in nearly all regions. We saw the largest percentage increase in Employees by region1
A.65
our workforce in the Americas; however, we continue to employ most of our personnel
e
in Germany.
d
The opportunity for part-time employment was taken by 18% of all employees.
7.0%of employees left the Group unplanned over the course of the year. a
Our current planning foresees another slight increase in the number of employees
in financial year 2016. c
Number of employees
A.66
b
2014 2015 +/% a Germany 38.4%
b Europe (excluding Germany) 24.3%
Full-time equivalents
At year-end1 443,784 450,508 1.5 c Americas 17.0%
of which Post - eCommerce - Parcel 166,342 170,549 2.5 d Asia Pacific 16.2%
e Other 4.1%
Express 75,185 82,127 9.2
Global Forwarding, Freight 44,059 42,200 4.2 1
As at 31 December 2015; full-time equivalents.
Supply Chain 146,220 145,032 0.8
Corporate Center/Other 11,978 10,600 11.5
of which Germany 170,596 173,042 1.4
Europe (excluding Germany) 108,890 109,646 0.7
Americas 74,573 76,666 2.8
Asia Pacific 71,216 72,723 2.1
Other regions 18,509 18,431 0.4
Average for the year2 440,809 449,910 2.1
Headcount
At year-end2 488,824 497,745 1.8
Average for the year 484,025 492,865 1.8
of which hourly workers and salaried employees 440,973 451,882 2.5
Civil servants 37,963 35,669 6.0
Trainees 5,089 5,314 4.4
1
Excluding trainees.
2
Including trainees.
Performance-based compensation
As a responsible employer, we offer our employees performance and market-based com-
pensation in line with the companys long-term requirements. In addition, we provide
defined benefit and defined contribution retirement plans in many countries and enable
access to health insurance.
Systematic job grading ensures our remuneration structures are fair and balanced.
When positions are graded, personal characteristics are not taken into consideration.
Future-oriented agreements
The Generations Pact, concluded between Deutsche Post AG and the trade unions in
2011, continues to be successful. In September2015, the number of employees with the
required working-time accounts surpassed 20,000; by the end of the year the number
had reached 20,404. As at the end of 2015, 3,305 employees had already entered partial
retirement. Now that legislators have laid the required foundations, we shall, in future,
offer a comparable instrument for age-based working solutions to our civil servants.
In July2015, we succeeded in concluding a collective agreement for more than
130,000 Deutsche Post AG employees in Germany. With a term of 32 months, the agree-
ment gives us planning security until 31January2018. The DHL Delivery companies will
remain part of the Post - eCommerce - Parcel division.
Workplace accidents
A.69
2015
Accident rate (number of accidents per 200,000 hours worked)1 4.0
Working days lost per accident 1
15.6
Number of fatalities due to workplace accidents2 6
1
Coverage: around 96%.
2
Of which as a result of traffic accidents: 1.
Corporate responsibility
Focus on three action areas
As part of our corporate strategy we have made it our goal to be a benchmark company for Objectives and strategies, page 33
responsible business. Furthermore, we have codified responsibility in our Code of Con-
duct, which is guided by both the principles of the Universal Declaration of Human
Rights and the United Nations Global Compact and adheres to recognised legal stand-
ards, including key anti-corruption laws and agreements. The Group also supports the
United Nations Sustainable Development Goals. Our corporate responsibility activities
concentrate on three focus areas:
Responsible business practice: We co-ordinate the most important aspects and issues
relating to responsible corporate governance in a Group-wide network that serves as a
cross-divisional and cross-functional forum. Through on-going dialogue with our stake-
holders, we ensure that their expectations and requirements as regards social and environ
mental issues are accounted for appropriately and that our business is aligned systemat-
ically with their interests. In the reporting year, we conducted a materiality analysis in
which we identified the issues most important to us as regards governance, staff and the
environment, set corresponding targets and established key performance indicators.
Social responsibility: The Groups social responsibility is pooled and managed under
Corporate Citizenship. We provide logistical support in the wake of natural disasters,
are committed to the educational and professional development of socially disadvan-
taged young people and support local environmental protection and aid projects. Fur-
thermore, in the reporting year we launched an initiative together with partners in
Germany to promote professional development and the integration of refugees.
Environmental management and shared value: Our Group-wide environmental man-
agement is based upon the value proposition of shared value. Measures to increase
carbon efficiency and environmentally friendly GoGreen services help us to fulfil our
responsibility towards the environment and society, and to create added value for our
customers whilst strengthening our market position. In the reporting year, we worked
together with our customers to design more environmentally friendly supply chains and
thereby achieve cost-effective reductions in carbon emissions.
24%
62% Ground transport
Ocean transport
3%
Buildings
1
Scopes 1 to 3.
Consumption by fleet
Air transport (jet fuel) million kilograms 1,187.9 1,312.8
Road transport (petrol, biodiesel, diesel, bio-ethanol, LPG) million litres 447.6 449.1
Road transport (biogas, CNG) million kilograms 4.4 4.9
Energy for buildings and facilities (including electric vehicles) million kilowatt hours 3,247 3,113
Procurement
Procurement expenses, 2015 Groups procurement expenditure increased
A.72
Volume: 10.7 billion In the year under review, the Group centrally purchased goods and services with a total
h value of around 10.7billion (previous year: 10.3billion). Procurement helps the
g
a
divisions to reduce expenditure and make cost-effective investments.
For the Express division, a global tender was put out for the kerosene requirements
f
of the divisions aircraft. Costs were reduced through a tender for the operation of air-
craft by partner airlines in Europe. A tender for retrofitting Boeing 757 aircraft also
e
achieved savings. These procurement measures resulted in savings in the low tens of
b
millions of euros.
d
c Corporate Procurement purchased sorting and safety technology to expand the
Express hub in Leipzig. It supported the Post - eCommerce - Parcel division with the
a Services 26%
b Air fleet 15% procurement of sorting solutions.
c Ground fleet 12% A master agreement used by the Supply Chain division for the procurement of
d IT and communications 12% materials handling equipment was extended and improved in order to achieve on-going
e Transport services 11%
f Real estate 9%
savings. The demand for support in the procurement of transport services for Supply
g Production systems 9% Chain and Global Forwarding customers increased considerably.
h Network supplies 6% In the reporting year, we expanded the established financing and payment model
Supplier Finance, which is now used in 19 countries across all regions. Co-ordinated by
Corporate Finance and Procurement, the programme supports the divisions in improv-
ing their working capital whilst suppliers benefit from favourable financing conditions.
90 % D + 1 ISO CERTIFICATION
Letters delivered within Germany the day Ensuring harmonised quality standards.
afterposting.
Open 53 hours Net Promoter Approach
Average weekly opening
time ofaround28,000
MAIL AND DHL Continuously turning
criticism into improve-
salespoints in Germany. PARCEL B USINESS ments.
BUSINESS UNITS
91.5 % MYDHL Insanely Customer
Centric Culture
SATISFIED CUSTOMERS P ORTAL Keeping a constant
Allowing business eye on customer
According to independent market study
customers to easily requirements.
Kundenmonitor Deutschland.
send express items.
TV-certified
Certified quality
OVER 500 More than 250
locations certified
CUSTOMER
management ELECTRIC by the Transported IMPROVEMENT
system for letters VEHICLES Asset Protection PROJECTS
and internal system Quality also means Association (TAPA). 60 improvement
for measuring protecting theenviron- initiatives successfully
parcel transit times. ment. implemented in 2015.
E-POST enables companies of all sizes and in all sectors to digitalise all business mail
and as a result increase their profitability and service quality. Using a direct interface to
their own IT environment, customers can use our software to send letters for digital
orphysical delivery. Private customers can securely organise and store their data and
documents and pay bills online.
The average weekly opening time of our around 28,000 sales points in 2015 was
53hours during the reporting year (previous year: 55 hours). The annual survey con-
ducted by Kundenmonitor Deutschland, the largest consumer study in Germany, also
showed a high acceptance of our exclusively partner-operated retail outlets: 91.5% of
customers were satisfied with our quality and service (previous year: 91%). In addition,
impartial mystery shoppers from TNS Infratest tested the postal outlets in retail stores
around 38,000 times over the year. The result showed that 93.4% of customers were
served within three minutes (previous year: 94.5%).
Another central characteristic of the quality of our products is environmental pro-
tection. We employ a TV NORD-certified environmental management system in our
mail and parcel businesses in Germany. Moreover, we have successfully implemented
the EU energy efficiency directive in Germany. Our GoGreen products offer private and
business customers climate-neutral shipping options. We operate one of the largest
electric vehicle fleets in the world, comprising over 500 vehicles. Furthermore, we use
environmentally-friendly technologies in our buildings and operating facilities, such as
LEDs, and we have also increased our use of renewable energies.
As of the reporting year, customers in a number of countries can track their ship-
ments on mobile devices as well as choose the delivery time and location, which in-
creases the first delivery success rate.
Our operational safety, compliance with standards and the quality of service at our
facilities are reviewed regularly in co-operation with government authorities. Approxi
mately 280 locations over 120 of which are in Europe have been certified by the
Transported Asset Protection Association (TAPA), one of the worlds most renowned
safety associations, making us the leader in this field. Our sites have had global
ISO9001:2008 certification since 2013, thus validating our policy of harmonising qual-
ity standards. In Europe and Australia, our facilities are also ISO 14001:2004-certified.
Additional countries in the Europe region were certified in the reporting year, including
Turkey. Furthermore, we have laid the foundation in Europe for a sustainable energy
management system with the first ISO-50001:2011 certifications.
Brands
Brand architecture
A.74
Group
Brands
1
Source: Millward Brown, 2015.
2
Source: Brand Finance, 2015.
3
Source: Interbrand, 2015.
collectively, cast doubt upon the Groups ability to continue as a going concern. Nor are
any such risks apparent in the foreseeable future. The assessment of a stable to positive
Financial position, page 56 outlook is moreover reflected in the Groups credit ratings.
aa m + bb m + zz m
Deviation from planned EBIT
Planned EBIT Most common value in one million simulation steps (mode)
Worse than expected Better than expected
The most important steps in our opportunity and risk management process are:
1 Identify and assess: Managers in all divisions and regions evaluate the opportunity
and risk situation on a quarterly basis and document the action taken. They use
scenarios to assess best, expected and worst cases. Each identified risk is assigned
to one or more managers who assess and monitor the risk, specify possible proced
ures for going forwards and then file a report. The same applies to opportunities.
The results are compiled in a database.
2 Aggregate and report: The controlling units collect the results, evaluate them and
review them for plausibility. If individual financial effects overlap, they are noted in
our database and taken into account when compiling them. After being approved
by the department head, all results are passed on to the next level in the hierarchy.
The last step is complete when Corporate Controlling reports to the Group Board
of Management on significant opportunities and risks as well as on the potential
overall impact each division might experience. For this purpose, opportunities and
risks are aggregated for key organisational levels. We use two methods for this. In
the first method, we calculate a possible spectrum of results for the divisions and
combine the respective scenarios. The totals for worst case and best case indicate
the total spectrum of results for the respective division. Within these extremes, the
total expected cases shows current expectations. The second method makes use
of a Monte Carlo simulation, the divisional results of which are regularly included
in the opportunity and risk reports to the Board of Management.
3 Overall strategy: The Group Board of Management decides on the methodology that
will be used to analyse and report on opportunities and risks. The reports created
by Corporate Controlling provide an additional, regular source of information to
the Board of Management for the overall steering of the Group.
4 Operating measures: The measures to be used to take advantage of opportunities and
manage risks are determined within the individual organisational units. They use
cost-benefit analyses to assess whether risks can be avoided, mitigated or transferred
to third parties.
5 Control: For key opportunities and risks, early warning indicators have been defined
that are monitored constantly by those responsible. Corporate Internal Audit has
the task of ensuring that the Board of Managements specifications are adhered to.
It also reviews the quality of the entire opportunity and risk management operation.
The control units regularly analyse all parts of the process as well as the reports from
Internal Audit and the independent auditors with the goal of identifying potential
for improvement and making adjustments where necessary.
their impact. The assessment is used to classify the opportunities and risks into those
of low, medium or high relevance. We characterise opportunities and risks of medium
or high relevance as significant. The following assessment scale is used:
Risks Opportunities
>50
>15
to
50
15
The opportunities and risks described here are not necessarily the only ones the Group
faces or is exposed to. Our business activities could also be influenced by additional
factors of which we are currently unaware or which we do not yet consider to be material.
Opportunities and risks are identified and assessed decentrally at Deutsche Post DHL
Group. Reporting on possible deviations from projections, including latent opportun
ities and risks, occurs primarily at the country or regional level. In view of the degree
ofdetail provided in the internal reports, we have combined the decentrally reported
opportunities and risks into the categories shown below for the purposes of this report.
It should be noted that the underlying individual reports with the exception of those
on the world economy and global economic output usually exhibit a zero to minimal
correlation. It is unlikely that several major opportunities or risks would occur system-
atically at the same time in a single category or across categories.
Unless otherwise specified, a low relevance is attached to individual opportunities
and risks within the respective categories and in the forecast period under observation
(2016). With respect to opportunities and risks arising from potential or on-going legal
proceedings, we generally refrain from making an assessment to avoid affecting our
position in the proceedings. The opportunities and risks generally apply for all divisions,
unless indicated otherwise.
Glossary, page 208 sector-specific regulation by the Bundesnetzagentur (German federal network agency) pur-
Glossary, page 208 suant to the Postgesetz (PostG German Postal Act). The Bundesnetzagentur approves or
reviews prices, formulates the terms of downstream access and has special supervisory
powers to combat market abuse.
On 25January2012, the European Commission issued a ruling on the formal in-
vestigation regarding state aid that it had initiated on 12September2007. In its review,
the European Commission determined that Deutsche Post AG was not overcompensated
for providing universal services between 1989 and 2007 using state resources. It also
did not find fault with the guarantees issued by the German state for legacy liabilities.
By contrast, in its review of funding for civil servants pensions, the European Commis-
sion concluded that illegal state aid had, in part, been received. It found that the pension
relief granted to Deutsche Post AG by the Bundesnetzagentur during the price approval
process led to Deutsche Post AGs receiving a benefit, which it must repay to the Federal
Republic of Germany; in addition, it must also be ensured that no benefits are received
in the future which could be considered illegal state aid. The commission furthermore
stated that the precise amount to be repaid was to be calculated by the Federal Republic
of Germany. In a press release, the European Commission had referred to an amount
of between 500million and 1billion. Deutsche Post AG is of the opinion that the
commissions state aid decision of 25January2012 cannot withstand legal review and
has filed an appeal with the European Court of Justice in Luxembourg. The Federal
Republic of Germany has similarly appealed the decision.
To implement the state aid ruling, the federal government called upon
Deutsche Post AG on 29May2012 to make a payment of 298million including inter-
est. Deutsche Post AG paid that amount to a trustee on 1June2012 and appealed the
recovery order to the Administrative Court. The appeal, however, has been suspended
pending a ruling from the European Court. The company made additional payments
to the trustee of 19.4million on 2January2013, 15.6million on 2January2014,
20.2million on 2January2015 and 20.1million on 4January2016. Those payments
were reported in the balance sheet under non-current assets; the earnings position re-
mained unaffected. The European Commission has not expressed its final acceptance
of the calculation of the state aid to be repaid. On 17December2013, it initiated pro-
ceedings with the European Court of Justice against the Federal Republic of Germany
to effect a higher repayment amount. In its decision on those proceedings of 6May2015,
the European Court of Justice merely ruled that Germany must independently define
the individual markets before making the calculation. It did not rule on the amount of
the repayment claim.
In its ruling of 18September2015, the General Court of the European Union held
that the decision of the European Commission dated 12September2007 regarding the
initiation of a formal state aid investigation was null and void based upon a complaint
filed by Deutsche Post. The legal action did not involve the substantive proceedings, but
rather the procedural side issue of whether the European Commission was acting within
its rights in reopening the state aid proceedings in 2007. In 2007, Deutsche Post had
filed an action against the reopening of the state aid proceedings as a precautionary
measure. The substantive proceedings of the legal dispute will continue, i.e. the action
brought by Deutsche Post against the EU state aid ruling of 25January2012 that is still
pending before the General Court of the European Union.
If the appeals of Deutsche Post AG or the federal government against the state
aidruling are successful, the opportunity exists that the payment of 298million and
thepayments of 19.4million, 15.6million, 20.2million and 20.1million made in
The key control parameters for liquidity management are the centrally available
l iquidity reserves. Deutsche Post DHL Group had central liquidity reserves of 4.2billion
as at the reporting date, consisting of central financial investments amounting to
2.2billion plus a syndicated credit line of 2billion. The Groups liquidity is therefore
sound in the short and medium term. Moreover, the Group enjoys open access to the
capital markets on account of its good ratings within the industry, and is well positioned
to secure long-term capital requirements.
The Groups net debt amounted to 1.1billion at the end of 2015. The share of finan-
cial liabilities with short-term interest rate lock-ins in the total financial liabilities in the
amount of 5.2billion was approximately 11%.
Further information on the Groups financial position and finance strategy as well
as on the management of financial risks can be found in the report on the economic
position and in the Notes. Note 48
EXPECTED DEVELOPMENTS
Overall Board of Management assessment
of the future economic position
Consolidated EBIT of 3.4billion to 3.7billion expected
The Board of Management expects consolidated EBIT to reach between 3.4billion and
3.7billion in financial year 2016. The Post - eCommerce - Parcel division is likely to
contribute more than 1.3billion to this figure. Compared with the previous year, we
expect a significant improvement in overall earnings to between 2.45billion and
2.75billion in the DHL divisions. All of the DHL divisions are expected to contribute to
the increase. Whereas earnings in the Express division are likely to continue rising
steadily, a significant improvement is expected for Global Forwarding, Freight and
Supply Chain now that the expenses incurred in connection with the transformation
process will no longer arise. The Corporate Center/Other result is projected to remain
at around 0.35billion. In line with the projected growth in EBIT, we expect that EAC
will also grow substantially in 2016. Free cash flow is again expected to more than cover
the dividend payment for financial year 2015 projected to be made in May2016.
Forecast period
Outlook generally refers to 2016
The information contained in the report on expected developments generally refers to
financial year 2016. However, in some instances we have chosen to extend the scope.
Future organisation
No material changes to the organisational structure planned
No material changes to the Groups organisational structure are planned for financial
year 2016.
Source: International Monetary Fund (IMF) World Economic Outlook, January2016 update.
Growth rates calculated on the basis ofpurchasing power parity.
The Chinese economy is likely to remain muted. No major momentum is expected from
the export sector. The structural changes associated with transitioning to a greater focus
upon growing the domestic economy are proving a long-term challenge for the govern-
ment. GDP growth is expected to soften notably (IMF: 6.3%; OECD: 6.5%). The Japanese
economy is likely to expand at a cautious pace, growing somewhat but at a low level
(IMF:1.0%, OECD: 1.0%; IHS: 1.0%).
In the United States, private consumption will benefit from a significant drop in the
unemployment rate and lower energy prices. By contrast, exports will suffer from the
weak global economic trend and the strong US dollar. All in all, GDP may increase
slightly more in 2016 than in the previous year (IMF: 2.6%; OECD: 2.5%; IHS: 2.4%).
In the euro zone, the economic recovery is expected to accelerate slightly. Private
consumption will see solid growth thanks to low energy prices and rising employment.
A significant increase in imports is likely to be offset by a similar expansion in exports,
which will benefit from the weak euro. GDP is likely to see somewhat stronger growth
on the whole (IMF: 1.7%; ECB: 1.7%; IHS: 1.7%).
Early indicators suggest that the German economy will continue to grow. Private
consumption and state spending will again rise notably. Momentum is also expected to
come from corporate investment and residential construction spending. Whilst exports
are likely to benefit from the weak euro, the muted world economy will hinder growth.
Growth for 2016 as a whole is expected to resemble that of the prior year (IMF: 1.7%;
Sachverstndigenrat 1.6%; IHS: 1.9%).
Crude oil listings are more likely to rise than fall from the current low level. However,
the substantial reserves stockpiled in 2015 should prevent any sharp upward movement
in the price of oil.
The ECB will very probably maintain its key interest rate at the current level, al-
though it might lower the rate even further if the euro zone economy weakens. By
contrast, the US Federal Reserve is expected to gradually raise its key interest rate over
the course of the year, which could moderately increase capital market interest rates.
well as the dividend payment for financial year 2015 in May2016. However, our oper-
ating liquidity situation will improve again significantly towards the end of the year due
to the upturn in business that is normal in the second half.
This Annual Report contains forward-looking statements that relate to the business, financial performance and results of operations
of Deutsche Post AG. Forward-looking statements are not historical facts and may be identified by words such as believes,
expects, predicts, intends, projects, plans, estimates, aims, foresees, anticipates, targets and similar expressions.
As these statements are based upon current plans, estimates and projections, they are subject to risks and uncertainties that could
cause actual results to be materially different from the future development, performance or results expressly or implicitly assumed
in the forward-looking statements. Readers are cautioned not to place undue reliance on these forward-looking statements, which
apply only as at the date of this presentation. Deutsche Post AG does not intend or assume any obligation to update these for-
ward-looking statements to reflect events or circumstances after the date of this Annual Report.
Any internet sites referred to in the Group Management Report do not form part of the report.
B CORPORATE GOVERNANCE
B
CORPORATE GOVERNANCE
101 REPORT OF THE SUPERVISORY BOARD
105 SUPERVISORY BOARD
105 Members of the Supervisory Board
105 Committees of the Supervisory Board
DEAR SHAREHOLDERS,
In financial year 2015, Deutsche Post DHL Groups Strategy 2020: Focus. Connect. Grow. paved the way
for the companys 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.
Board were presented at the same meeting, as were the Supervisory Boards proposed resolutions for the
2015 Annual General Meeting (AGM). All of the resolutions proposed were adopted with clear majorities
at the AGM on 27May2015.
On 27April2015, we held an extraordinary Supervisory Board meeting to accept Roger Crooks
resignation from the Board of Management. Until a new board member is appointed for the Global
Forwarding, Freight division, CEO DrFrank Appel has agreed to take over his tasks in a dual role.
The sale of our shares in Sinotrans Ltd. was approved using the written procedure on 18May2015.
Immediately after the Deutsche Post AG AGM on 27May2015, the Supervisory Board re-appointed
Roland Oetker as a member of the Executive Committee, Personnel Committee and Mediation Com
mittee. As a member of the Executive Committee, Mr Oetker is also automatically a member of the
Nomination Committee. Details of the current committee members can be found on page 105. The
Supervisory Board also discussed the Groups pension obligations.
The Supervisory Board meeting on 23June2015 included an in-depth discussion of developments
in the Global Forwarding business unit and the status of the transformation programme. The meeting
also considered whether Board of Management remuneration was appropriate. Independent experts have
reviewed the remuneration system and remuneration paid to individuals and have confirmed that the
system is suitable and consistent with market rates.
The annual closed Supervisory Board meeting was held in September. Internal and customer
managers gave presentations on selected topics. Discussions with the Board of Management focused
onthe progress made in implementing Strategy 2020 and future challenges.
In the Supervisory Board meeting on 14September2015, we discussed the gender quotas for the
Supervisory Board and Board of Management. We have set a target ratio of 1:7 for women on the Board
of Management, to be achieved by the end of the 2018 AGM, after which the target will rise to 2:8 by the
end of the Annual General Meeting in 2021. The deadline for achieving the first target is 30June2017.
In the extraordinary Supervisory Board meeting on 28October2015, the transformation programme
and the future course for the business-centric IT renewal plan in the Global Forwarding business unit
were examined.
On 9December, at the last meeting of the Supervisory Board in 2015, we approved the 2016 business
plan after extensive discussions and set the Board of Managements performance targets for 2016. In
addition, a share capital increase was resolved upon for the purpose of financing a share buy-back to
settle share-based payments due to executives in 2016. We also examined the new recommendations of
the German Corporate Governance Code (DCGK). We expanded the targets for the composition of the
Supervisory Board to include the general principle that members should not serve more than three full
terms of office. We confirmed that we have complied with the recommendations of the Government
Commission as amended on 24June2014 since issuance of the Declaration of Conformity in Decem-
ber2014 and intend to comply with all recommendations of the DCGK as amended on 5May2015 in the
future. We also had an in-depth discussion again on business developments in the Global Forwarding,
Freight division.
The Personnel Committee met on four occasions. Items for discussion included increasing the num-
ber of women in executive positions, the strategic priorities for Human Resources, personnel develop-
ment, enhancing the Group-wide Certified initiative, which promotes employee commitment and
changes in corporate culture, and the annual Employee Opinion Survey.
The Finance and Audit Committee met seven times. Both Stefan Schulte, Chair of the Finance and
Audit Committee, and Simone Menne, a member of the Finance and Audit Committee, have the account-
ing and auditing expertise required under the Aktiengesetz (AktG German stock corporation act). At
the March meeting, the committee examined the annual and consolidated financial statements for 2014
and recommended that the Supervisory Board approve the statements. The auditors attended the meeting
and gave a detailed presentation on their findings regarding the key audit priorities for 2014 as defined
by the Committee as well as making specific recommendations based upon their findings. The March
meeting also adopted the resolutions proposed to the Supervisory Board for inclusion on the agenda of
the AGM. Key Group risk management factors were also examined during the meeting as planned. Fol-
lowing the AGM, the Finance and Audit Committee engaged the auditors to audit the 2015 annual and
consolidated financial statements and the interim financial report for the first half of the year. The Com-
mittee also defined the key audit priorities. The Committee discussed the reviewed quarterly and half-year
interim reports together with the Board of Management and the auditors prior to publication. The May
meeting concentrated on the Groups pension obligations. On 17June2015, the Finance and Audit
Committee discussed the status of the transformation programme in the Global Forwarding, Freight
division as well as the findings of internal audits. In the meeting on 8September2015, the Finance and
Audit Committee examined the internal control and risk management system. The Chief Compliance
Officer also presented a detailed report on compliance, which focused primarily upon enhancing
compliance organisation and management. On 3December2015, the Finance and Audit Committee
meeting concentrated on the Group business plan for 2016 and a share capital increase in order to finance
a share buy-back to settle share-based payments due to executives in 2016. The Committee recommended
that the Supervisory Board approve the proposals. The Committee discussed the Groups performance
and the internal control and risk management system at regular intervals during the year.
The Strategy Committee met five times in 2015. In addition to the sale of the companys shares in
Sinotrans Ltd., the Committee discussed the business units strategic positions in their respective market
segments and the implementation of Strategy 2020. The Committee focussed upon the performance
of the Global Forwarding business unit, the associated business-centric IT renewal and the performance
of the eCommerce - Parcel business unit.
The Nomination Committee met once to discuss nominations for the 2015 AGM and approve the
recommendation to the Supervisory Board to re-elect Roland Oetker as a member of the Supervisory
Board.
The Mediation Committee formed pursuant to section 27 (3) of the Mitbestimmungsgesetz (German
Co-determination Act) did not meet in the year under review.
The chairs of the committees reported on the committees deliberations in the subsequent Supervisory
Board meeting.
Bonn, 8March2016
The Supervisory Board
SUPERVISORY BOARD
Members of the Supervisory Board Committees of the Supervisory Board
B.01 B.02
BOARD OF MANAGEMENT
DRFRANK APPEL
Chief Executive Officer
(Frank Appel is also responsible
for Global Forwarding, Freight
until further notice.)
Born in 1961
Member since November 2002
CEO since February 2008
Appointed until October 2017
LAWRENCE ROSEN
Finance, Global Business Services
Born in 1957
Member since September 2009
Appointed until August 2017
MELANIE KREIS
Human Resources
Born in 1971
Member since October 2014
Appointed until October 2017
JOHN GILBERT
Supply Chain
Born in 1963
Member since March 2014
Appointed until March 2017
JRGEN GERDES
Post - eCommerce - Parcel
Born in 1964
Member since July 2007
Appointed until June 2020
KEN ALLEN
Express
Born in 1955
Member since February 2009
Appointed until July 2020
MANDATES
Mandates held by the Board of Management
B.03
1
Group mandate.
1
Group mandates, Deutsche Lufthansa.
This Annual Corporate Governance Statement contains information about the main components dpdhl.com/en/investors
of Deutsche Post DHL Groups corporate governance structure. These include the
Declaration of Conformity by the Board of Management and the Supervisory Board,
relevant corporate governance practices that exceed legal requirements, the working
methods of the Board of Management and the Supervisory Board, the composition and
working methods of the committees, the percentage of women on the Supervisory
Board, Board of Management and in the top two executive tiers, and the composition
targets for the Supervisory Board.
the Supervisory Board met for eight plenary meetings, 22 committee meetings and one
Page 101ff. closed meeting, as described in the Report of the Supervisory Board. All members attended more
than half of the meetings of the Supervisory Board and the committees on which they
serve. The overall attendance rate remained high in the year under review, at over 94%.
The Board of Management and the Supervisory Board engage in regular dialogue re-
garding the Groups financial position and performance, strategic initiatives, key busi-
ness transactions, the progress of acquisitions, compliance and compliance management,
risk exposure and risk management, and all material planning and related implemen-
tation issues. The Board of Management informs the Supervisory Board promptly and
in full about all issues of significance. The Chairman of the Supervisory Board and the
CEO maintain close contact and discuss current issues. The Chairman of the Supervisory
Board also has regular contact with other Board of Management members between
Supervisory Board meetings.
The Supervisory Board carries out an annual efficiency review of the work of the
Supervisory Board, which includes assessing co-operation with the Board of Manage-
ment. The efficiency review for financial year 2015 concluded that the Supervisory Board
had performed its monitoring and advisory duties efficiently and effectively.
All Supervisory Board decisions, particularly those concerning transactions that
require Supervisory Board approval, are discussed in detail in advance by the relevant
committees. Each Supervisory Board plenary meeting includes a detailed report on the
committees work and decisions taken.
None of the Supervisory Board members hold positions on the governing bodies
of, or provide consultancy services to, the Groups main competitors. The Supervisory
Board has not been informed of any conflicts of interest affecting individual members
during the year under review.
Targets for the composition of the Supervisory Board and qualifications required
The Supervisory Board set targets for its composition in 2010. Following an amendment
in December2015, a limit on the number of terms of office served was included. The
targets are now as follows:
1 Proposals by the Supervisory Board to the AGM for candidates to be elected as
Supervisory Board members must be made purely in the interests of the company.
Subject to this requirement, the Supervisory Board aims to ensure that the
independent Supervisory Board members as defined in number 5.4.2 of the DCGK
comprise at least 75% of the Supervisory Board and that at least 30% of the Super-
visory Board members are women.
2 The companys international activities are already adequately reflected in the compos
ition of the Supervisory Board. The Supervisory Board aims to maintain this and will
therefore, in future proposals to the AGM, consider candidates whose origin, education
or professional experience equip them with international knowledge and experience.
The members of the Supervisory Board remained unchanged in 2015. The current com-
position of the Supervisory Board meets all these targets. Women currently make up
35% of Supervisory Board members, which is above the statutory quota for women
(30%). The number of independent members of the Supervisory Board also currently
exceeds the target. All Supervisory Board members are independent members as de-
fined by the DCGK. In light of the European Commissions recommendation on the
independence of non-executive or supervisory directors, taken in conjunction with
extensive protection against unwarranted dismissal and the anti-discrimination provi-
sions contained in the German Betriebsverfassungsgesetz (Work Constitution Act) and
Mitbestimmungsgesetz (Co-determination Act), employment by the company is assumed
to be consistent with the requirement for independence as set out in the code. The
largest shareholder in the company, KfW Bankengruppe, currently holds approximately
21% of the shares in Deutsche Post AG. There are therefore no controlling shareholders
as defined in the code with whom relationships might exist that could call into question
the Supervisory Boards independence. The international nature of the companys busi-
ness is also appropriately reflected in the extensive international experience of many
Supervisory Board members.
Remuneration report
The remuneration report also forms part of the Group Management Report.
elements, which include short, medium and long-term incentives. The remuneration as
a whole as well as its variable components have been capped.
Non-performance-related components are the annual base salary (fixed annual
remuneration), fringe benefits and pension commitments. The annual base salary is
paid in twelve equal monthly instalments retroactively at the end of each month. Fringe
benefits mainly comprise the use of company cars, supplements for insurance premiums
and special allowances and benefits for assignments outside the home country.
The variable remuneration paid to the Board of Management is almost entirely
medium and long-term based. More than half of the variable target remuneration con-
sists of a long-term incentive plan (LTIP) with a four-year calculation period; the rest is
made up of an annual bonus linked to the companys yearly profits, with 50% of the
annual bonus flowing into a medium-term component with a three-year calculation
period (deferral). Thus less than a quarter of the variable remuneration component is
paid out on the basis of a one-year calculation. The amount of the annual bonus is set
at the due discretion of the Supervisory Board on the basis of the companys perform
ance. The individual annual bonus amounts reflect the extent to which predefined tar-
gets are achieved, missed or exceeded. The maximum amount of the annual bonus may
not exceed 100% of the annual base salary.
The same criteria were used to calculate the amount of the annual bonus for the
reporting year as for the previous year. A key parameter for all Board of Management
members is the Groups EBIT after asset charge performance metric, including the asset
charge on goodwill before goodwill impairment (EAC). For the Board of Management
members in charge of the Post - eCommerce - Parcel, Express, Global Forwarding,
Freight and Supply Chain divisions, the EAC of their respective division is also a key
parameter. The Groups reported free cash flow is one of the targets applicable to all
members of the Board of Management. Furthermore, an employee-related target is
agreed with all Board of Management members based upon the annual Employee
Opinion Survey, as are additional targets.
Achievement of the upper targets for the financial year that have been agreed based
upon demanding objectives is rewarded with the maximum annual bonus. If the targets
specified for the financial year are only partially reached or completely missed, the
annual bonus will be paid on a pro-rata basis or not at all. The Supervisory Board may
also elect to award an appropriate special bonus for extraordinary achievement.
Even if the agreed targets are reached, the annual bonus is not paid out in full in a
single instalment. Instead, 50% of the annual bonus flows into a medium-term compo-
nent with a three-year calculation period (performance phase of one year, sustainability
phase of two years). That medium-term component will be paid out after expiry of the
sustainability phase subject to the condition that EAC an indicator of sustainability be
reached during the sustainability phase. Otherwise, payment of the medium-term com-
ponent is forfeited without compensation. This demerit system puts greater emphasis
on sustainable company development in determining Board of Management remuner-
ation and sets long-term incentives.
Stock appreciation rights (SARs) are granted as a long-term remuneration compo-
nent based upon the LTIP authorised by resolution of the Supervisory Board in 2006
(2006 LTIP).
Each SAR entitles the holder to receive a cash settlement equal to the difference
between the average closing price of Deutsche Post shares for the five trading days
preceding the exercise date and the exercise price of the SAR. In 2015, the members of
the Board of Management each made a personal financial investment consisting of 10%
of their annual base salary. The waiting period for the stock appreciation rights is four
years from the date on which they were granted. After expiration of the waiting period,
and provided an absolute or relative performance target has been achieved, some or all
of the SARs can be exercised for a period of two years. Any SARs not exercised during
the two-year period will expire.
To determine how many, if any, of the SARs granted can be exercised, the average
share price or the average index value for the reference period is compared with that of
the performance period. The reference period comprises the last 20 consecutive trading
days prior to the issue date. The performance period is the last 60 trading days before
the end of the waiting period. The average (closing) price is calculated as the average
closing price of Deutsche Post shares in Deutsche Brse AGs Xetra trading system.
A maximum of four out of every six SARs can be earned via the absolute performance
target, and a maximum of two via the relative performance target. If neither an absolute
nor a relative performance target is met by the end of the waiting period, the SARs
attributable to the related tranche will expire without replacement or compensation.
One SAR is earned each time the closing price of Deutsche Post shares exceeds the
issue price by at least 10, 15, 20 or 25%. The relative performance target is tied to the
performance of the shares in relation to the STOXX Europe 600 Index (SXXP, ISIN
EU0009658202). It is met if the share price equals the index performance or if it out-
performs the index by at least 10%.
The proceeds from stock appreciation rights are limited to a maximum amount. The
individual amount limits for the 2015 tranche can be seen in tables B.06 and B.07. The
remuneration from stock appreciation rights may be limited by the Supervisory Board
in the event of extraordinary circumstances.
Other provisions
Roger Crook resigned as a member of the companys Board of Management on
27April2015 and left the company at the expiry of 30April2015. He received a payment
in the amount of 4,288,643 to settle the claims arising from his employment agreement.
figures stated for the one-year variable remuneration and the portion of the one-year
variable remuneration to be deferred (the deferral) reflect the target amount (i.e. the
amount when achieving 100% of the target) that was granted for financial year 2015 or
for the previous year. In addition, the long-term remuneration (LTIP with a four-year
waiting period) granted in the reporting year or in the previous year is reported at the
fair value at the time granted. With respect to pension commitments, the pension ex-
pense, i.e. the service cost in accordance with IAS19, is presented. The presentation is
supplemented by the minimum and maximum values that can be achieved.
a) Non-performance-related remuneration
Base salary 1,962,556 1,962,556 1,962,556 1,962,556 930,000 968,750 968,750 968,750
Fringe benefits 49,122 34,801 34,801 34,801 106,274 102,252 102,252 102,252
Total (lit.a) 2,011,678 1,997,357 1,997,357 1,997,357 1,036,274 1,071,002 1,071,002 1,071,002
b) Performance-related remuneration
One-year variable remuneration 785,022 785,022 0 981,278 372,000 387,500 0 484,375
Multi-year variable remuneration 2,747,605 2,747,597 0 5,887,668 1,302,026 1,364,020 0 4,390,375
LTIP with four-year waiting period 1,962,583 1,962,575 0 4,906,390 930,026 976,520 0 3,906,000
Deferral with three-year waiting period 785,022 785,022 0 981,278 372,000 387,500 0 484,375
Total (lit.a and b) 5,544,305 5,529,976 1,997,357 8,866,303 2,710,300 2,822,522 1,071,002 5,945,752
c) Pension expense (service cost) 802,179 1,094,399 1,094,399 1,094,399 321,620 321,537 321,537 321,537
Total DCGK remuneration (lit.a to c) 6,346,484 6,624,375 3,091,756 9,960,702 3,031,920 3,144,059 1,392,539 6,267,289
John Gilbert
Jrgen Gerdes Supply Chain
Post - eCommerce - Parcel (since 11March2014)
a) Non-performance-related remuneration
Base salary 976,500 991,148 991,148 991,148 576,613 715,000 715,000 715,000
Fringe benefits 31,479 31,399 31,399 31,399 75,044 168,110 168,110 168,110
Total (lit.a) 1,007,979 1,022,547 1,022,547 1,022,547 651,657 883,110 883,110 883,110
b) Performance-related remuneration
One-year variable remuneration 390,600 396,459 0 495,574 230,645 286,000 0 357,500
Multi-year variable remuneration 1,367,113 1,402,267 0 4,518,754 945,666 1,001,011 0 3,217,500
LTIP with four-year waiting period 976,513 1,005,808 0 4,023,180 715,021 715,011 0 2,860,000
Deferral with three-year waiting period 390,600 396,459 0 495,574 230,645 286,000 0 357,500
Total (lit.a and b) 2,765,692 2,821,273 1,022,547 6,036,875 1,827,968 2,170,121 883,110 4,458,110
c) Pension expense (service cost) 239,548 325,592 325,592 325,592 253,470 253,470 253,470
Total DCGK remuneration (lit.a to c) 3,005,240 3,146,865 1,348,139 6,362,467 1,827,968 2,423,591 1,136,580 4,711,580
Melanie Kreis
Human Resources Lawrence Rosen
(since 31October2014) Finance, Global Business Services
a) Non-performance-related remuneration
Base salary 121,089 715,000 715,000 715,000 930,000 945,500 945,500 945,500
Fringe benefits 3,849 22,596 22,596 22,596 29,476 24,985 24,985 24,985
Total (lit.a) 124,938 737,596 737,596 737,596 959,476 970,485 970,485 970,485
b) Performance-related remuneration
One-year variable remuneration 48,436 286,000 0 357,500 372,000 378,200 0 472,750
Multi-year variable remuneration 48,436 1,001,011 0 3,217,500 1,302,026 1,354,720 0 4,378,750
LTIP with four-year waiting period 0 715,011 0 2,860,000 930,026 976,520 0 3,906,000
Deferral with three-year waiting period 48,436 286,000 0 357,500 372,000 378,200 0 472,750
Total (lit.a and b) 221,810 2,024,607 737,596 4,312,596 2,633,502 2,703,405 970,485 5,821,985
c) Pension expense (service cost) 70,207 70,207 70,207 325,451 332,971 332,971 332,971
Total DCGK remuneration (lit.a to c) 221,810 2,094,814 807,803 4,382,803 2,958,953 3,036,376 1,303,456 6,154,956
Target remuneration for the Board of Management members who left the company in financial year 2015
B.07
Roger Crook
Global Forwarding, Freight
(until 27April2015)
a) Non-performance-related remuneration
Base salary 912,500 302,250 302,250 302,250
Fringe benefits 210,096 64,203 64,203 64,203
Total (lit.a) 1,122,596 366,453 366,453 366,453
b) Performance-related remuneration
One-year variable remuneration 365,000 120,900 0 151,125
Multi-year variable remuneration 1,295,026 430,913 0 1,391,125
LTIP with four-year waiting period 930,026 310,013 0 1,240,000
Deferral with three-year waiting period 365,000 120,900 0 151,125
Total (lit.a and b) 2,782,622 918,266 366,453 1,908,703
The payments tables (B.08 and B.09) below include the same figures for fixed remu-
neration and fringe benefits as in the target remuneration tables (B.06 and B.07). By
contrast with the presentation in the target remuneration tables, the one-year variable
remuneration paid out in financial year 2015 or in the previous year (the payment
amount) is stated; the presentation therefore does not include the share of the annual
bonus transferred to the medium-term component in these years. With regard to the
medium-term component (the deferral), the payment amount of the deferral whose
calculation period ended upon expiry of the reporting year or the previous year is re-
ported. The tables also reflect the amount paid (the payment amount) from the tranches
of the long-term components that were exercised in financial year 2015 or in the previ-
ous year. In addition, the pension expense (service cost in accordance with IAS19) is
stated pursuant to the DCGK recommendations. Although the pension expense does not
represent an actual payment per se, it is included in the presentation for the purpose of
illustrating the total remuneration.
Payments
Base salary 1,962,556 1,962,556 930,000 968,750 976,500 991,148
Fringe benefits 49,122 34,801 106,274 102,252 31,479 31,399
Total 2,011,678 1,997,357 1,036,274 1,071,002 1,007,979 1,022,547
One-year variable remuneration 928,682 288,300 447,935 203,680 470,331 167,256
Multi-year variable remuneration 5,845,059 5,436,086 4,015,170 5,305,016 4,141,942 5,703,809
Medium-term component (2012) 519,194 419,100 448,725
Medium-term component (2013) 834,086 453,375 457,274
LTIP (2010 tranche) 5,325,865 3,596,070 3,693,217
LTIP (2011 tranche) 4,602,000 4,851,641 5,246,535
Miscellaneous
Total 8,785,419 7,721,743 5,499,379 6,579,698 5,620,252 6,893,612
Pension expense (service cost) 802,179 1,094,399 321,620 321,537 239,548 325,592
Total 9,587,598 8,816,142 5,820,999 6,901,235 5,859,800 7,219,204
Payments
Base salary 576,613 715,000 121,089 715,000 930,000 945,500
Fringe benefits 75,044 168,110 3,849 22,596 29,476 24,985
Total 651,657 883,110 124,938 737,596 959,476 970,485
One-year variable remuneration 277,726 156,406 58,056 120,656 434,264 100,459
Multi-year variable remuneration 3,994,924 5,305,016
Medium-term component (2012) 295,350
Medium-term component (2013) 453,375
LTIP (2010 tranche) 3,699,574
LTIP (2011 tranche) 4,851,641
Miscellaneous
Total 929,383 1,039,516 182,994 858,252 5,388,664 6,375,960
Pension expense (service cost) 253,470 70,207 325,451 332,971
Total 929,383 1,292,986 182,994 928,459 5,714,115 6,708,931
Payments made to the Board of Management members who left the company in financial year 2015
B.09
Roger Crook
Global Forwarding, Freight
(until 27April2015)
2014 2015
Payments
Base salary 912,500 302,250
Fringe benefits 210,096 64,203
Total 1,122,596 366,453
One-year variable remuneration 336,849 32,114
Multi-year variable remuneration 407,756 4,104,976
Medium-term component (2012) 407,756
Medium-term component (2013) 384,678
LTIP (2010 tranche)
LTIP (2011 tranche) 3,720,298
Miscellaneous
Total 1,867,201 4,503,543
Pension expense (service cost) 301,904 326,533
Total 2,169,105 4,830,076
Pensionable income consists of the annual base salary (fixed annual remuneration)
computed on the basis of the average salary over the last twelve calendar months of
employment. Members of the Board of Management attain a pension level of 25% after
five years of service. The maximum pension level of 50% is attained after ten years of
service. Subsequent pension benefits increase or decrease to reflect changes in the con-
sumer price index in Germany.
Board of Management pension commitments under the new system: individual breakdown
B.12
Total Total Present value Present value
contribution contribution (DBO) as at (DBO) as at
for 2014 for 2015 31Dec.2014 31Dec.2015
Ken Allen 325,500 325,500 1,758,438 2,125,947
Roger Crook (until 27April2015) 301,000 81,375 1,112,203 1,220,305
John Gilbert (since 11March2014) 187,688 250,250 196,163 445,742
Melanie Kreis (since 31October2014) 454,6391 250,250 789,731 783,552
Lawrence Rosen 325,500 325,500 2,847,639 3,179,558
Total 1,594,327 1,232,875 6,704,174 7,755,104
1
Including settlement of the benefits resulting from previous pension commitments in the amount of 412,931. With respect
toinvaliditybenefits and surviving dependants benefits, the minimum benefit is based on the previous pension commitment.
The remuneration for 2015 totalled 2,682,000 (previous year: 2,671,000). Table
B.13 shows both totals, broken down as the remuneration paid to each Supervisory
Board member.
In addition, the variable remuneration for financial year 2013 falls due for payment as
at the end of the 2016 AGM on the condition that the consolidated net profit per share
for financial year 2015 exceeds the consolidated net profit per share for financial year
2012. Since this condition was not met, no performance-related remuneration with a
long-term incentive effect will be paid out for financial year 2013.
In addition, the variable remuneration for financial year 2012 was paid out in the pre-
vious year (2014). According to the remuneration provisions applicable at the time, the
above remuneration component will amount to 1,000 for each 0.02 by which the
consolidated net profit per share for financial year 2014 exceeds the consolidated net
profit per share for financial year 2011. The total amount of the variable remuneration
for 2012 was 616,250. Of that amount, 21,250 was attributable to one Supervisory
Board member who left the company prior to 2014 and 595,000 to the Supervisory
Board members active in 2014, as broken down by member in the following table:
1
Not a Board member in financial year 2012.
INCOME STATEMENT
1 January to 31 December
C.01
m
Note 2014 2015
Revenue 11 56,630 59,230
Other operating income 12 2,016 2,394
Total operating income 58,646 61,624
Net income from investments accounted for using the equity method 17 5 2
Financial income 74 94
Finance costs 423 410
Foreign currency result 39 38
BALANCE SHEET
C.03
m
Note 31 Dec.2014 31 Dec.2015
ASSETS
Intangible assets 24 12,352 12,490
Property, plant and equipment 25 7,177 7,795
Investment property 26 32 25
Investments accounted for using the equity method 27 75 76
Non-current financial assets 28 1,363 1,113
Other non-current assets 29 151 221
Deferred tax assets 30 1,752 2,007
Interest received 45 47
Current financial assets 405 205
Net cash used in investing activities 47.2 1,087 1,462
Balance at 1 January 2015 1,210 2,339 0 170 28 483 6,168 9,376 204 9,580
The accounting policies, as well as the explanations and disclos Number of joint operations
ures in the Notes to the IFRS consolidated financial statements for German 1 1
financial year 2015, are generally based on the same accounting Foreign 1 1
policies used in the 2014 consolidated financial statements. Excep- Number of investments accounted for
tions to this are the changes in international financial reporting usingtheequity method
German 1 1
under the IFRSs described in Note 5 that have been required to
Foreign 14 15
be applied by the Group since 1January2015. The accounting pol-
icies are explained in Note 7.
These consolidated financial statements were authorised for
issue by a resolution of the Board of Management of Deutsche Post AG At the beginning of 2015, Deutsche Post DHL Group founded 49
dated 1 March2016. regional companies under the umbrella of DHL Delivery GmbH to
The consolidated financial statements are prepared in euros (). secure the increased demand for labour as a result of continued
Unless otherwise stated, all amounts are given in millions of euros sustained growth in the parcel business.
( million, m).
m Current assets 0
Carrying
1January to 31December amount Adjustment Fair value Cash and cash equivalents 0
Non-current assets 3 3 ASSETS 3
Current assets 11 11 Non-current provisions and liabilities 0
Cash and cash equivalents 5 5 Current provisions and liabilities 0
ASSETS 19 19 EQUITY AND LIABILITIES 0
Current provisions and liabilities 9 9 Net assets 3
EQUITY AND LIABILITIES 9 9 Total agreed consideration 14
Net assets 10 Obligation assumed 5
Income from the currency translation reserve 0
Non-controlling interests 0
Deconsolidation gain (+)/loss () 6
The calculation of goodwill is presented in the following table:
Goodwill, 2014
m Supply Chain segment
Fair value In December2015, DHL Supply Chain Limited (DHL SC Ltd.), UK,
Contractual consideration 7 sold its food procurement business.
Fair value of the existing equity interest1 2
Total cost 9 GLOBAL FORWARDING, FREIGHT Segment
Less net assets 10
The fine art transportation business of DHL Global Forwarding
Difference 1
(Denmark) A/S, Denmark, was sold in December2015. Since all of
Plus non-controlling interests2 3
the amounts involved were less than 1million, they are not shown
Goodwill 2
in the table Disposal and deconsolidation effects, 2015.
1
Gain on the change in the method of consolidation is recognised under other operating
income.
2
Non-controlling interests are recognised at their carrying amounts.
Post - eCommerce - Parcel segment them access to its freight aircraft capacity. Aerologic serves the
The German company Compador Technologies, Berlin, was sold DHLExpress network exclusively from Monday to Friday, whilst it
and deconsolidated in December2014. fliesfor the Lufthansa Cargo network at weekends. In contrast to
itscapital and voting rights, the companys assets and liabilities, as
Supply Chain segment well as its income and expenses, are allocated based on this user
In December2014, DHL Supply Chain Limited, UK, sold its Digital relationship.
Solutions Business by way of an asset deal.
3 Significant transactions
Global Forwarding, Freight segment In the first half of 2015, 4.16% of the shares in Sinotrans Ltd.
In July2014, activities not forming part of the core business of Hull (Sinotrans), China, and shares in the property development com-
Blyth (Angola) Ltd., Angola, including the related non-current panies Kings Cross Central Property Trust and Kings Cross Central
assets and the company Hull Blyth Angola Viagens e Turismo Lda., General PartnerLtd. (Kings Cross companies), UK, were sold. The
Angola, were sold. During the course of the year, the assets and gains on the disposal of the shares are reported in other operating
liabilities were reclassified as assets held for sale and liabilities asso- income, Note 12.
ciated with assets held for sale in accordance with IFRS5. The most DHL Global Forwarding discontinued the use of the New G lobal
recent measurement of the assets prior to reclassification did not Forwarding (NFE) system. The majority of the assets capitalised in
indicate any impairment. relation to NFE were therefore written off, Note 15. In addition,
provisions of 37million were recognised in this context in the
2.3 Joint operations third quarter of 2015. They relate to unavoidable expenses from
Joint operations are consolidated in accordance with IFRS11, based ongoing contracts where the obligations exceed the economic bene
on the interest held. fits, and are reported as materials expense. Income in the amount
A significant joint operation is Aerologic GmbH (Aerologic), of 11million was recognised in the fourth quarter, based on agree-
Germany, a cargo airline domiciled in Leipzig. The company has ments with the implementation partner.
been allocated to the Express segment. It was jointly established by
Lufthansa Cargo AG and Deutsche Post Beteiligungen Holding 4 Adjustment of prior-period amounts
GmbH, which each hold 50% of its capital and voting rights. No prior-period amounts were adjusted in financial year 2015.
Aerologics shareholders are simultaneously its customers, giving
Effective for
financial years
beginning on
Standard orafter Subject matter and significance
IFRIC21, Levies 17June2014 This interpretation provides guidance on when to recognise a liability for a levy imposed by a government. It covers the recognition
of levies imposed in accordance with laws or regulations. It does not include taxes, fines and other outflows that fall within the
scope of other standards. The effects of this interpretation on the consolidated financial statements are immaterial.
Annual Improvements 1January2015 The annual improvement process refers to the following standards:IFRS1, IFRS3, IFRS13 and IAS40. The amendments do not
toIFRSs 20112013 Cycle have a significant influence on the consolidated financial statements.
Effective for
financial years
Standard beginning on
(Issue date) orafter Subject matter and significance
Amendments to IAS19, 1February20151 The amendments apply to the recognition of employee contributions to defined benefit retirement plans. Their objective is to
Defined Benefit Plans: simplify accounting for employee contributions that are independent of the number of years of service. In such cases, the
Employee Contributions servicecost in the period in which the corresponding service is rendered may be reduced. The new requirements must be applied
(21November2013) retrospectively. Application will not lead to any significant effects.
Annual Improvements 1February20151 The annual improvement process refers to the following standards: IFRS2, IFRS3, IFRS8, IFRS13, IAS16, IAS24, IAS37, IAS38
toIFRSs 20102012 Cycle andIAS39. The amendments will not have a significant influence on the consolidated financial statements.
(12December2013)
Amendments to IAS16,Prop- 1January2016 The amendments expand the existing requirements relating to the permitted depreciation and amortisation methods for
erty, Plant and Equipment intangible assets and for property, plant and equipment. The amendments specify that revenue-based depreciation and
andIAS38, IntangibleAssets: amortisation methods are not permitted for property, plant and equipment, and may only be used for intangible assets in certain
Clarification of Acceptable exceptional circumstances. In addition, the amendments clarify that a reduction in the selling price of goods and services
Methods of Depreciation and couldsignal obsolescence, which could in turn reflect a reduction in the economic benefits available from the asset. The
Amortisation requirements are applicable prospectively. Voluntary early application is permitted. Application will not have a significant effect
(12May2014) on the consolidated financial statements.
Amendments to IFRS11, 1January2016 The amendment clarifies that the acquisition and additional acquisition of interests in joint operations in which the activity
JointArrangements constitutes a business, as defined in IFRS3 Business Combinations, must be recognised in accordance with the principles
Acquisition of Interests governing business combinations accounting in IFRS3 and other relevant IFRSs, with the exception of those principles that
inJoint Operations conflict withthe requirements of IFRS11. The amendments do not apply if the reporting entity and the other parties involved
(6May2014) areunder the common control of the same ultimate controlling party. The new requirements are applicable prospectively.
Voluntary earlierapplication is permitted. The amendment will not have a significant effect on the Group.
Annual Improvements 1January2016 The annual improvement process refers to the following standards: IFRS5, IFRS7, IAS19 and IAS34. The amendments will
toIFRSs 20122014 Cycle nothave a significant influence on the consolidated financial statements.
(25September2014)
Amendments to IAS1, 1January2016 The changes comprise clarifications relating to the materiality of the items presented in all components of the IFRS financial
Presentation of Financial statements. Information that is not material need not be presented. This applies even if disclosure is explicitly required in other
Statements: Disclosure standards. In addition, the revised version of IAS1 includes new rules or clarifications of existing requirements concerning the
Initiative (18December2014) presentation of subtotals, the structure of the notes and the disclosures on accounting policies. The presentation of the interest
in equity-accounted investments in other comprehensive income is also clarified. The amendments will not have a significant
effect on the financial statements.
The following are not relevant for the consolidated financial statements:
amendments to IAS27, Equity Method in Separate Financial Statements.
1
The effective date was amended for companies within the EU. This is a departure from the original standard.
Effective for
financial years
Standard beginning on
(Issue date) orafter Subject matter and significance
IFRS9, Financial Instruments 1January2018 IFRS9 contains requirements governing the recognition and measurement of financial instruments, derecognition and hedge
(24July2014) accounting. It thus replaces the previously applicable IAS39. Initial application is in principle retrospective, although transition
relief is provided. In future, financial assets and liabilities must be classified on the basis of the business model in which they
areheld and their cash flow characteristics. The reclassification of financial instruments, particularly financial assets, will not
have a material effect on the consolidated financial statements. The change in the recognition of impairment losses from the
incurred loss model to the expected loss model will have a one-time effect. However, this effect is unlikely to be significant, as
the majority of the financial assets are trade receivables, for which the full lifetime expected loss model (simplified approach)
willin future apply. Customer credit quality will directly impact the impairment process in the future. Any fluctuations will be
directly reflected in net income. IFRS9 will also more closely align hedge accounting with risk management objectives. Inparticular,
the new requirements on hedging individual risk components, which are applicable for both non-financial and financial items,
willconsiderably simplify the designation and presentation of hedging relationships. The range of hedged items permitted will
in future be extended to cover combinations of derivative and non-derivative financial instruments, and parts or tranches of
individual financial and non-financial items. The requirements for assessing hedge effectiveness, rebalancing hedgingrelation-
ships and the de-designation of hedging relationships will also be simplified. Overall, the new hedge accounting requirements
will result in greater flexibility with regard to hedging individual risks. They are not expected to have a material effect on the
Groups results. The new requirements will more transparently reflect the risk management approach of Deutsche Post DHL Group.
IFRS15, Revenue from 1January2018 This standard will in future replace the existing requirements governing revenue recognition under IAS18 Revenue and IAS11
Contracts with Customers Construction Contracts. The new standard establishes uniform requirements regarding the amount, time and time period of
(28May2014) including the revenue recognition, which are applicable for all sectors and for all categories of revenue transaction. The standard provides a
amendment to IFRS15 principle-based five-step model that must be applied to all contracts with customers. It also introduces extensive disclosure
(11September2015) requirements.The requirements must in principle be applied retrospectively. The effects on the consolidated financial statements
are being reviewed.
IFRS16, Leases 1January2019 IFRS16 replaces the existing standard on accounting for leases, IAS17, and the interpretations IFRIC4, SIC-15 and SIC-27. IFRS16
(13January2016) requires lessees to adopt a completely new approach to the presentation of leases. In future, assets must be recognised for
theright of use received and liabilities must be recognised for the payment obligations entered into for all leases. Exemptions
are provided for low-value lease assets and short-term leases. In contrast, the accounting requirements for lessors remain largely
unchanged, particularly with regard to the continued requirement to classify leases. The standard must be applied for the first
time for reporting periods beginning on or after 1January2019. Voluntary early application is permitted, provided that IFRS15 is
also applied. The Group is currently reviewing and assessing its existing leases. With regard to the financial obligations reported
as operating lease liabilities under Note 50, application of the standard will have a material effect on the consolidated financial
statements. In particular, it will result in an increase in total assets and liabilities.
Amendments to IAS12, 1January2017 The amendment of IAS12 clarifies that unrealised losses on debt instruments measured at fair value result in deductibletempor
IncomeTaxes: Recognition ary differences. It also clarifies that an assessment must be made for the aggregate of all deductible temporary differences
ofDeferred Tax Assets ofwhether it is probable that sufficient taxable income will be available in future to allow the temporary differences to be used
forUnrealised Losses and recognised. Rules and examples supplementing IAS12 clarify how future taxable income is to be determined for recognition
(16January2016) ofdeferred tax assets. The effects on the Group will be immaterial.
Amendments to IAS7, 1January2017 The amendments provide clarifications regarding an entitys financing activities. Their objective is to make it easier for users
Statement of Cash Flows offinancial statements to assess an entitys financial liabilities. The effects on the consolidated financial statements are being
(29January2016) reviewed.
The following are not relevant for the consolidated financial statements:
IFRS14, Regulatory Deferral Accounts; amendments to IFRS10 and IAS28, Sale or Contributions of Assets between an Investor and its Associate/Joint Venture;
amendmentstoIFRS10, IFRS12 and IAS28, Investment Entities:Applying the Consolidation Exception.
Held-to-maturity financial assets reasons for impairment no longer exist. The increased carrying
Financial instruments are assigned to this category if there is an amount resulting from the reversal of the impairment loss may not
intention to hold the instrument to maturity and the economic exceed the carrying amount that would have been determined (net
conditions for doing so are met. These financial instruments are of amortisation or depreciation) if the impairment loss had not been
non-derivative financial assets that are measured at amortised cost recognised. Impairment losses are recognised within the Group if
using the effective interest method. the debtor is experiencing significant financial difficulties, it is
highly probable that the debtor will be the subject of bankruptcy
Loans and receivables proceedings, there are material changes in the issuers technological,
These are non-derivative financial assets with fixed or determinable economic, legal or market environment, or the fair value of a finan-
payments that are not quoted on an active market. Unless held for cial instrument falls below its amortised cost for a prolonged period.
trading, they are recognised at cost or amortised cost at the balance A fair value hedge hedges the fair value of recognised assets and
sheet date. The carrying amounts of money market receivables cor- liabilities. Changes in the fair value of both the derivatives and the
respond approximately to their fair values due to their short matur hedged item are recognised in income simultaneously.
ity. Loans and receivables are considered current assets if they A cash flow hedge hedges the fluctuations in future cash flows
mature not more than twelve months after the balance sheet date; from recognised assets and liabilities (in the case of interest rate
otherwise, they are recognised as non-current assets. If the recov- risks), highly probable forecast transactions as well as unrecognised
erability of receivables is in doubt, they are recognised at amortised firm commitments that entail a currency risk. The effective portion
cost, less appropriate specific or collective valuation allowances. A of a cash flow hedge is recognised in the hedging reserve in equity.
write-down on trade receivables is recognised if there are objective Ineffective portions resulting from changes in the fair value of the
indications that the amount of the outstanding receivable cannot be hedging instrument are recognised directly in income. The gains
collected in full. The write-down is recognised in the income state- and losses generated by the hedging transactions are initially recog-
ment via a valuation account. nised in equity and are then reclassified to profit or loss in the
period in which the asset acquired or liability assumed affects profit
Financial assets at fair value through profit or loss or loss. If a hedge of a firm commitment subsequently results in the
All financial instruments held for trading and derivatives that do recognition of a non-financial asset, the gains and losses recognised
not satisfy the criteria for hedge accounting are assigned to this directly in equity are included in the initial carrying amount of the
category. They are generally measured at fair value. All changes in asset (basis adjustment).
fair value are recognised in income. All financial instruments in this Net investment hedges in foreign entities are treated in the
category are accounted for at the trade date. Assets in this category same way as cash flow hedges. The gain or loss from the effective
are recognised as current assets if they are either held for trading or portion of the hedge is recognised in other comprehensive income,
will likely be realised within twelve months of the balance sheet date. whilst the gain or loss attributable to the ineffective portion is recog
To avoid variations in earnings resulting from changes in the nised directly in income. The gains or losses recognised in other
fair value of derivative financial instruments, hedge accounting is comprehensive income remain there until the disposal or partial
applied where possible and economically useful. Gains and losses disposal of the net investment. Detailed information on hedging
from the derivative and the related hedged item are recognised in transactions can be found in Note 48.2.
income simultaneously. Depending on the hedged item and the risk Regular way purchases and sales of financial assets are recog-
to be hedged, the Group uses fair value hedges and cash flow hedges. nised at the settlement date, with the exception of held-for-trading
The carrying amounts of financial assets not carried at fair instruments, particularly derivatives. A financial asset is derecog-
value through profit or loss are tested for impairment at each bal- nised if the rights to receive the cash flows from the asset have ex-
ance sheet date and whenever there are indications of impairment. pired. Upon transfer of a financial asset, a review is made under the
The amount of any impairment loss is determined by comparing the requirements of IAS39 governing disposal as to whether the asset
carrying amount and the fair value. If there are objective indications should be derecognised. A disposal gain/loss arises upon disposal.
of impairment, an impairment loss is recognised in the income The remeasurement gains/losses recognised in other comprehen-
statement under other operating expenses or net financial income/ sive income in prior periods must be reversed as at the disposal date.
net finance costs. Impairment losses are reversed if there are object Financial liabilities are derecognised if the payment obligations
ive reasons arising after the balance sheet date indicating that the arising from them have expired.
Investment property Gains and losses arising from the remeasurement of individual
In accordance with IAS40, investment property is property held to non-current assets or disposal groups classified as held for sale are
earn rentals or for capital appreciation or both, rather than for use reported in profit or loss from continuing operations until the final
in the supply of services, for administrative purposes, or for sale in date of disposal. Gains and losses arising from the measurement at
the normal course of the companys business. It is measured in ac- fair value less costs to sell of discontinued operations classified as
cordance with the cost model. Depreciable investment property is held for sale are reported in profit or loss from discontinued oper-
depreciated over a period of between 20 and 50 years using the ations. This also applies to the profit or loss from operations and the
straight-line method. The fair value is determined on the basis of gain or loss on disposal of these components of an entity.
expert opinions. Impairment losses are recognised in accordance
with the principles described under the section headed Impairment. Cash and cash equivalents
Cash and cash equivalents comprise cash, demand deposits and
Inventories other short-term liquid financial assets with an original maturity of
Inventories are assets that are held for sale in the ordinary course of up to three months and are carried at their principal amount. Over-
business, are in the process of production, or are consumed in the draft facilities used are recognised in the balance sheet as amounts
production process or in the rendering of services. They are meas- due to banks.
ured at the lower of cost or net realisable value. Valuation allow-
ances are charged for obsolete inventories and slow-moving goods. Non-controlling interests
Non-controlling interests are the proportionate minority interests
Government grants in the equity of subsidiaries and are recognised at their carrying
In accordance with IAS20, government grants are recognised at amount. If an interest is acquired from, or sold to, other share
their fair value only when there is reasonable assurance that the holders without this impacting the existing control relationship, this
conditions attaching to them will be complied with and that the is presented as an equity transaction. The difference between the
grants will be received. The grants are reported in the income state- proportionate net assets acquired from, or sold to, another share-
ment and are generally recognised as income over the periods in holder/other shareholders and the purchase price is recognised in
which the costs they are intended to compensate are incurred. other comprehensive income. If non-controlling interests are in-
Where the grants relate to the purchase or production of assets, they creased by the proportionate net assets, no goodwill is allocated to
are reported as deferred income and recognised in the income state- the proportionate net assets.
ment over the useful lives of the assets.
Share-based payments to executives
Assets held for sale and liabilities associated with assets held for sale Equity-settled share-based payment transactions are measured at
Assets held for sale are assets available for sale in their present con- fair value at the grant date. The fair value of the obligation is recog-
dition and whose sale is highly probable. The sale must be expected nised in staff costs over the vesting period. The fair value of equity-
to qualify for recognition as a completed sale within one year of the settled share-based payment transactions is determined using in-
date of classification. Assets held for sale may consist of individual ternationally recognised valuation techniques.
non-current assets, groups of assets (disposal groups), components Stock appreciation rights are measured on the basis of an op-
of an entity or a subsidiary acquired exclusively for resale (discon- tion pricing model in accordance with IFRS2. The stock appreci
tinued operations). Liabilities intended to be disposed of together ation rights are measured on each reporting date and on the settle-
with the assets in a single transaction form part of the disposal ment date. The amount determined for stock appreciation rights
group or discontinued operation and are also reported separately that will probably be exercised is recognised pro rata in income
as liabilities associated with assets held for sale. Assets held for sale under staff costs to reflect the services rendered as consideration
are no longer depreciated or amortised, but are recognised at the during the vesting period (lock-up period). A provision is recog-
lower of their fair value less costs to sell and the carrying amount. nised for the same amount.
Other provisions issue amount over the term of the bond using the effective interest
Other provisions are recognised for all legal or constructive obliga- method (unwinding of discount). The value of the call option,
tions to third parties existing at the balance sheet date that have which allows Deutsche Post AG to redeem the bond early if a spe
arisen as a result of past events, that are expected to result in an cified share price is reached, is attributed to the debt component in
outflow of future economic benefits and whose amount can be accordance with IAS32.31. The conversion right is classified as an
measured reliably. They represent uncertain obligations that are equity derivative and is reported in capital reserves. The carrying
carried at the best estimate of the expenditure required to settle the amount is calculated by assigning to the conversion right the re
obligation. Provisions with more than one year to maturity are dis- sidual value that results from deducting the amount calculated sep-
counted at market rates of interest that reflect the region and time arately for the debt component from the fair value of the instrument
to settlement of the obligation. The discount rates used in the finan- as a whole. The transaction costs are deducted on a proportion-
cial year were between 0.0% and 13.75% (previous year: 0.0% and atebasis.
12%). The effects arising from changes in interest rates are recog-
nised in net financial income/net finance cost. Liabilities
Provisions for restructurings are only established in accord- Trade payables and other liabilities are carried at amortised cost.
ance with the aforementioned criteria for recognition if a detailed, The fair value of the liabilities corresponds more or less to their
formal restructuring plan has been drawn up and communicated carrying amount.
to those affected.
The technical reserves (insurance) consist mainly of outstand- Deferred taxes
ing loss reserves and IBNR (incurred but not reported claims) re- In accordance with IAS12, deferred taxes are recognised for tempor
serves. Outstanding loss reserves represent estimates of obligations ary differences between the carrying amounts in the IFRS financial
in respect of actual claims or known incidents expected to give rise statements and the tax accounts of the individual entities. Deferred
to claims, which have been reported to the company but which have tax assets also include tax reduction claims which arise from the
yet to be finalised and presented for payment. Outstanding loss re- expected future utilisation of existing tax loss carryforwards and
serves are based on individual claim valuations carried out by the which are likely to be realised. The recoverability of the tax reduc-
company or its ceding insurers. IBNR reserves represent estimates tion claims is assessed on the basis of each entitys earnings projec-
of obligations in respect of incidents taking place on or before the tions which are derived from the Group projections and take any
balance sheet date that have not been reported to the company. Such tax adjustments into account. The planning horizon is five years.
reserves also include provisions for potential errors in settling out- In compliance with IAS12.24 (b) and IAS12.15 (b), deferred tax
standing loss reserves. The company carries out its own assessment assets or liabilities were only recognised for temporary differences
of ultimate loss liabilities using actuarial methods and also commis- between the carrying amounts in the IFRS financial statements and
sions an independent actuarial study of these each year in order to in the tax accounts of Deutsche Post AG where the differences arose
verify the reasonableness of its estimates. after 1January1995. No deferred tax assets or liabilities are recog-
nised for temporary differences resulting from initial differences in
Financial liabilities the opening tax accounts of Deutsche Post AG as at 1January1995.
On initial recognition, financial liabilities are carried at fair value Further details on deferred taxes from tax loss carryforwards can
less transaction costs. The price determined on a price-efficient and be found in Note 30.
liquid market or a fair value determined using the treasury risk In accordance with IAS12, deferred tax assets and liabilities are
management system deployed within the Group is taken as the fair calculated using the tax rates applicable in the individual countries
value. In subsequent periods the financial liabilities are measured at the balance sheet date or announced for the time when the de-
at amortised cost. Any differences between the amount received and ferred tax assets and liabilities are realised. The tax rate applied to
the amount repayable are recognised in income over the term of the German Group companies is unchanged at 30.2%. It comprises the
loan using the effective interest method. corporation tax rate plus the solidarity surcharge, as well as a
municipal trade tax rate that is calculated as the average of the dif-
Convertible bond on Deutsche Post AG Shares ferent municipal trade tax rates. Foreign Group companies use their
The convertible bond on Deutsche Post AG shares is split into an individual income tax rates to calculate deferred tax items. The
equity and a debt component, in line with the contractual arrange- income tax rates applied for foreign companies amount to up to 38%
ments. The debt component, less the transaction costs, is reported (previous year: 40%).
under financial liabilities (bonds), with interest added up to the
Income taxes The Group has operating activities around the globe and is sub-
Income tax assets and liabilities are measured at the amounts for ject to local tax laws. Management can exercise judgement when
which repayments from, or payments to, the tax authorities are calculating the amounts of current and deferred taxes in the relevant
expected to be received or made. Tax-related fines are recognised countries. Although management believes that it has made a rea-
in income taxes if they are included in the calculation of income tax sonable estimate relating to tax matters that are inherently uncer-
liabilities, due to their inclusion in the tax base and/or tax rate. tain, there can be no guarantee that the actual outcome of these
uncertain tax matters will correspond exactly to the original esti-
Contingent liabilities mate made. Any difference between actual events and the estimate
Contingent liabilities represent possible obligations whose exist- made could have an effect on tax liabilities and deferred taxes in the
ence will be confirmed only by the occurrence, or non-occurrence, period in which the matter is finally decided. The amount recog-
of one or more uncertain future events not wholly within the con- nised for deferred tax assets could be reduced if the estimates of
trol of the enterprise. Contingent liabilities also include certain planned taxable income or the tax benefits achievable as a result of
obligations that will probably not lead to an outflow of resources tax planning strategies are revised downwards, or in the event that
embodying economic benefits, or where the amount of the outflow changes to current tax laws restrict the extent to which future tax
of resources embodying economic benefits cannot be measured benefits can be realised.
with sufficient reliability. In accordance with IAS37, contingent Goodwill is regularly reported in the Groups balance sheet as
liabilities are not recognised as liabilities, Note 49. a consequence of business combinations. When an acquisition is
initially recognised in the consolidated financial statements, all
8 Exercise of judgement in applying the accounting policies identifiable assets, liabilities and contingent liabilities are measured
The preparation of IFRS-compliant consolidated financial state- at their fair values at the date of acquisition. One of the most import
ments requires the exercise of judgement by management. All esti- ant estimates this requires is the determination of the fair values of
mates are reassessed on an ongoing basis and are based on historical these assets and liabilities at the date of acquisition. Land, buildings
experience and expectations with regard to future events that appear and office equipment are generally valued by independent experts,
reasonable under the given circumstances. For example, this applies whilst securities for which there is an active market are recognised
to assets held for sale. In this case, it must be determined whether at the quoted exchange price. If intangible assets are identified in
the assets are available for sale in their present condition and the course of an acquisition, their measurement can be based on the
whether their sale is highly probable. If this is the case, the assets opinion of an independent external expert valuer, depending on the
and the associated liabilities are reported and measured as assets type of intangible asset and the complexity involved in determining
held for sale and liabilities associated with assets held for sale. its fair value. The independent expert determines the fair value us-
ing appropriate valuation techniques, normally based on expected
Estimates and assessments made by management future cash flows. In addition to the assumptions about the develop
The preparation of the consolidated financial statements in accord- ment of future cash flows, these valuations are also significantly
ance with IFRSs requires management to make certain assumptions affected by the discount rates used.
and estimates that may affect the amounts of the assets and liabil Impairment testing for goodwill is based on assumptions with
ities included in the balance sheet, the amounts of income and ex- respect to the future. The Group carries out these tests annually and
penses, and the disclosures relating to contingent liabilities. Ex also whenever there are indications that goodwill has become im-
amples of the main areas where assumptions, estimates and the paired. The recoverable amount of the CGU must then be calculated.
exercise of management judgement occur are the recognition of This amount is the higher of fair value less costs to sell and value in
provisions for pensions and similar obligations, the calculation of use. Determining value in use requires assumptions and estimates
discounted cash flows for impairment testing and purchase price to be made with respect to forecasted future cash flows and the
allocations, taxes and legal proceedings. discount rate applied. Although management believes that the as-
Disclosures regarding the assumptions made in connection sumptions made for the purpose of calculating the recoverable
with the Groups defined benefit retirement plans can be found in amount are appropriate, possible unforeseeable changes in these
Note 42. assumptions e.g. a reduction in the EBIT margin, an increase in
the cost of capital or a decline in the long-term growth rate could
result in an impairment loss that could negatively affect the Groups
net assets, financial position and results of operations.
Pending legal proceedings in which the Group is involved are 9 Consolidation methods
disclosed in Note 51. The outcome of these proceedings could The consolidated financial statements are based on the IFRS finan-
have a significant effect on the net assets, financial position and cial statements of Deutsche Post AG and the subsidiaries, joint op-
results of operations of the Group. Management regularly analyses erations and investments accounted for using the equity method
the information currently available about these proceedings and included in the consolidated financial statements and prepared in
recognises provisions for probable obligations including estimated accordance with uniform accounting policies as at 31Decem-
legal costs. Internal and external legal advisers participate in mak- ber2015.
ing this assessment. In deciding on the necessity for a provision, Acquisition accounting for subsidiaries included in the consoli
management takes into account the probability of an unfavourable dated financial statements uses the purchase method of accounting.
outcome and whether the amount of the obligation can be estimated The cost of the acquisition corresponds to the fair value of the assets
with sufficient reliability. The fact that an action has been launched given up, the equity instruments issued and the liabilities assumed
or a claim asserted against the Group, or that a legal dispute has at the transaction date. Acquisition-related costs are recognised as
been disclosed in the Notes, does not necessarily mean that a pro- expenses. Contingent consideration is recognised at fair value at the
vision is recognised for the associated risk. date of initial consolidation.
All assumptions and estimates are based on the circumstances The assets and liabilities, as well as income and expenses, of
prevailing and assessments made at the balance sheet date. For the joint operations are included in the consolidated financial state-
purpose of estimating the future development of the business, a ments in proportion to the interest held in these operations, in
realistic assessment was also made at that date of the economic accordance with IFRS11. Accounting for the joint operators share
environment likely to apply in the future to the different sectors and of the assets and liabilities, as well as recognition and measurement
regions in which the Group operates. In the event of developments of goodwill, use the same methods as applied to the consolidation
in this general environment that diverge from the assumptions of subsidiaries.
made, the actual amounts may differ from the estimated amounts. In accordance with IAS28, joint ventures and companies on
In such cases, the assumptions made and, where necessary, the which the parent can exercise significant influence (associates) are
carrying amounts of the relevant assets and liabilities are adjusted accounted for in accordance with the equity method using the pur-
accordingly. chase method of accounting. Any goodwill is recognised under
At the date of preparation of the consolidated financial state- investments accounted for using the equity method.
ments, there is no indication that any significant change in the as- In the case of step acquisitions, the equity portion previously
sumptions and estimates made will be required, so that on the basis held is remeasured at the fair value applicable on the date of acqui-
of the information currently available it is not expected that there sition and the resulting gain or loss recognised in profit or loss.
will be significant adjustments in financial year 2016 to the carry- Intra-group revenue, other operating income, and expenses as
ingamounts of the assets and liabilities recognised in the financial well as receivables, liabilities and provisions between companies
statements. that are consolidated fully or on a proportionate basis are elim
inated. Intercompany profits or losses from intra-group deliveries
and services not realised by sale to third parties are eliminated. Un-
realised gains and losses from business transactions with invest-
ments accounted for using the equity method are eliminated on a
proportionate basis.
SEGMENT REPORTING
10 Segment reporting
Segments by division
m Global Forwarding, Corporate Center/
PeP Express Freight Supply Chain Other Consolidation1 Group
1Jan. to 31Dec. 2014 2015 2014 2015 2014 2015 2014 2015 2014 2
2015 2014 2
2015 2014 2015
External revenue 15,546 15,996 12,116 13,283 14,201 14,183 14,627 15,681 140 87 0 0 56,630 59,230
Internal revenue 140 135 375 378 723 707 110 110 1,205 1,182 2,553 2,512 0 0
Total revenue 15,686 16,131 12,491 13,661 14,924 14,890 14,737 15,791 1,345 1,269 2,553 2,512 56,630 59,230
Profit/loss from
operating activities
(EBIT) 1,298 1,103 1,260 1,391 293 181 465 449 352 351 1 0 2,965 2,411
of whichnetin
comefrominvest-
ments accounted
for using the equity
method 0 0 1 1 2 1 2 2 0 0 0 0 5 2
Segment assets 5,384 5,576 8,644 9,352 8,488 8,004 6,401 6,405 1,630 1,541 200 179 30,347 30,699
of whichinvest-
ments accounted
for using the equity
method 6 1 43 46 24 25 2 3 0 0 0 1 75 76
Segment liabilities 2,611 2,814 2,985 3,197 3,188 3,061 3,132 3,051 1,007 992 166 142 12,757 12,973
Capex 415 533 571 856 207 123 304 318 380 192 1 2 1,876 2,024
Depreciation
andamortisation 335 318 355 391 88 86 267 306 217 229 1 0 1,261 1,330
Impairment
losses 5 1 107 13 0 310 1 7 7 4 0 0 120 335
Total depreciation,
amortisation and
impairment losses 340 319 462 404 88 396 268 313 224 233 1 0 1,381 1,665
Other non-cash
expenses 280 330 177 184 121 169 91 153 80 58 0 0 749 894
Employees 164,582 169,430 73,009 79,318 44,311 44,588 146,400 145,827 12,507 10,747 0 0 440,809 449,910
1
Including rounding.
2
Adjustment of prior-period amounts due to reorganisation in accordance with Strategy 2020.
1Jan. to 31Dec. 2014 2015 2014 2015 2014 2015 2014 2015 2014 2015 2014 2015
External revenue 17,367 17,493 18,501 19,013 9,375 10,294 9,143 10,063 2,244 2,367 56,630 59,230
Non-current assets 5,532 5,298 6,915 7,264 3,515 3,876 3,289 3,553 373 390 19,624 20,381
Capex 1,092 911 300 574 223 267 191 223 70 49 1,876 2,024
10.1 Segment reporting disclosures ciated with mail delivery. In addition to Germany, it also offers
Deutsche Post DHL Group reports four operating segments; these domestic parcel services in other markets. It is divided into two
are managed independently by the responsible segment manage- business units: Post, and eCommerce - Parcel.
ment bodies in line with the products and services offered and the
brands, distribution channels and customer profiles involved. Com- EXPRESS
ponents of the entity are defined as a segment on the basis of the The Express division offers time-definite courier and express ser-
existence of segment managers with bottom-line responsibility who vices to business and private customers. The division comprises the
report directly to Deutsche Post DHL Groups top management. Express Europe, Express Americas, Express Asia Pacific and Express
External revenue is the revenue generated by the divisions from MEA (Middle East and Africa) business units.
non-Group third parties. Internal revenue is revenue generated with
other divisions. If comparable external market prices exist for ser- GLOBAL FORWARDING, FREIGHT
vices or products offered internally within the Group, these market The activities of the Global Forwarding, Freight division comprise
prices or market-oriented prices are used as transfer prices (arms the transportation of goods by rail, road, air and sea. The divisions
length principle). The transfer prices for services for which no ex- business units are Global Forwarding and Freight.
ternal market exists are generally based on incremental costs.
The expenses for IT services provided in the IT service centres SUPPLY CHAIN
are allocated to the divisions by their origin. The additional costs The Supply Chain division delivers customised logistics solutions to
resulting from Deutsche Post AGs universal postal service obliga- its customers based on globally standardised modular components
tion (nationwide retail outlet network, delivery every working day), including warehousing, transport and value-added services. In add
and from its obligation to assume the compensation structure as the ition, it offers specialised Business Process Outsourcing (BPO) and
legal successor to Deutsche Bundespost, are allocated to the PeP marketing communications solutions tailored to customers needs.
division.
As part of the central management of currency risk, Corporate In addition to the reportable segments given above, segment report-
Treasury is responsible for deciding on the central absorbtion of ing comprises the following categories:
fluctuations between projected and actual exchange rates on the
basis of division-specific agreements. Corporate Center/Other
In keeping with internal reporting, capital expenditure (capex) Corporate Center/Other comprises Global Business Services (GBS),
is disclosed. Additions to intangible assets net of goodwill and to the Corporate Center, non-operating activities and other business
property, plant and equipment are reported in the capex figure. activities. The profit/loss generated by GBS is allocated to the oper-
Depreciation, amortisation and impairment losses relate to the seg- ating segments, whilst its assets and liabilities remain with GBS
ment assets allocated to the individual divisions. Other non-cash (asymmetrical allocation).
expenses relate primarily to expenses from the recognition of pro-
visions. Consolidation
The profitability of the Groups operating areas is measured as The data for the divisions are presented following consolidation of
profit from operating activities (EBIT). interdivisional transactions. The transactions between the divisions
are eliminated in the Consolidation column.
10.2 Segments by division
Reflecting the Groups predominant organisational structure, the 10.3 Information about geographical regions
primary reporting format is based on the divisions. The Group dis- The main geographical regions in which the Group is active are
tinguishes between the following divisions: Germany, Europe, the Americas, Asia Pacific and Other regions.
External revenue, non-current assets and capex are disclosed for
Post - eCommerce - Parcel these regions. Revenue, assets and capex are allocated to the indi-
The Post - eCommerce - Parcel division handles both domestic and vidual regions on the basis of the domicile of the reporting entity.
international mail and is a specialist in dialogue marketing, nation- Non-current assets primarily comprise intangible assets, property,
wide press distribution services and all the electronic services asso- plant and equipment and other non-current assets.
2014 2
2015 2014 2
2015 2014 2
2015 2014 2015
External revenue 56,490 59,143 140 87 0 0 56,630 59,230
Internal revenue 1,348 1,330 1,205 1,182 2,553 2,512 0 0
Total revenue 57,838 60,473 1,345 1,269 2,553 2,512 56,630 59,230
Other operating income 1,916 2,333 1,318 1,340 1,218 1,279 2,016 2,394
Materials expense 33,422 34,583 1,303 1,287 2,683 2,700 32,042 33,170
Staff costs 17,254 18,749 944 902 9 11 18,189 19,640
Depreciation, amortisation and impairment
losses 1,158 1,432 224 233 1 0 1,381 1,665
Other operating expenses 4,609 5,282 544 538 1,079 1,080 4,074 4,740
Net income from investments accounted for
using the equity method 5 2 0 0 0 0 5 2
Profit/loss from operating activities (EBIT) 3,316 2,762 352 351 1 0 2,965 2,411
Net finance costs 388 354
Profit before income taxes 2,577 2,057
Income taxes 400 338
Consolidated net profit for the period 2,177 1,719
of which attributable to
Deutsche Post AG shareholders 2,071 1,540
Non-controlling interests 106 179
1
Including rounding.
2
Adjustment of prior-period amounts due to reorganisation in accordance with Strategy 2020.
The following table shows the reconciliation of Deutsche Post DHL The following table shows the reconciliation of Deutsche Post DHL
Groups total assets to the segment assets. Financial assets, income Groups total liabilities to the segment liabilities. The interest-bear-
tax assets, deferred taxes, cash and cash equivalents as well as add ing components of the provisions and liabilities as well as income
itional interest-bearing asset components are deducted. tax liabilities and deferred taxes are deducted.
1
Including rounding.
INCOME STATEMENT DISCLOSURES Of the gains on the disposal of non-current assets, 99million relates
to the sale of the shares held in Sinotrans Ltd., China, and 74million
11 Revenue to the sale of shares in UK companies Kings Cross Central Property
Revenue rose by 2,600million (4.6%) from 56,630million to Trust and Kings Cross Central General PartnerLtd.
59,230million. The increase was due to the following factors: The increase in income from currency translation is largely due
to the change in the exchange rate for the euro.
Factors affecting revenue increase In the course of the exit from the US domestic Express business
m in 2009, impairment losses had been recognised on non-current
2015 assets. Following the reorientation of the business and the success-
Organic growth 220 ful conclusion of the Express strategy 20102015, the assets were
Portfolio changes 0 again tested for impairment, resulting in the reversal of impairment
Currency translation effects 2,820 losses in the amount of 90million.
Total 2,600
Income from the reversal of provisions in financial year 2015
relates, amongst other things, to a reduction in a provision for
HR-related risks and the reassessment of the probability that a tax
The terms of the procurement and logistics contract with the UK obligation in Asia would occur, see also Note 49. The latter fell to
National Health Service (NHS), United Kingdom, which were a level that allowed the relevant provision to be reversed. In the
revised as of the fourth quarter of 2015, led to a change in the rec- previous year, the main factor influencing income from the reversal
ognition of revenue and expenses. Revenue decreased by 465mil- of provisions was a change in the estimated settlement payment
lion as a result. Fuel surcharges also declined. obligations assumed in the context of the restructuring measures in
As in the prior period, there was no revenue in financial year the USA, Note 49.
2015 that was generated on the basis of barter transactions. Subsidies relate to grants for the purchase or production of
The further classification of revenue by division and the allo- assets. The grants are reported as deferred income and recognised
cation of revenue to geographical regions are presented in the seg- in the income statement over the useful lives of the assets.
ment reporting. Miscellaneous other operating income includes a large number
of smaller individual items.
12 Other operating income
m
2014 2015
Gains on disposal of non-current assets 64 338
Income from currency translation differences 171 280
Reversals of impairment losses on receivables
andother assets 97 217
Income from the reversal of provisions 308 215
Insurance income 168 184
Income from fees and reimbursements 159 145
Income from work performed and capitalised 128 122
Commission income 126 112
Rental and lease income 124 111
Income from the derecognition of liabilities 53 81
Income from the remeasurement of liabilities 126 76
Income from derivatives 68 33
Income from prior-period billings 38 30
Income from loss compensation 28 25
Subsidies 11 14
Recoveries on receivables previously written off 9 10
Miscellaneous 338 401
Other operating income 2,016 2,394
m m
2014 2015 2014 2015
Wages, salaries and compensation 14,583 15,723
Cost of raw materials, consumables and supplies,
and of goods purchased and held for resale of which expenses under Share Matching
Goods purchased and held for resale 2,052 1,761 Scheme1 82 99
Aircraft fuel 1,338 1,047 of which expenses under Performance
SharePlan2 3 10
Fuel 817 755
of which expenses under 2006 SAR Plan/LTIP3 105 33
Packaging material 354 421
Social security contributions 2,164 2,300
Spare parts and repair materials 96 110
Retirement benefit expenses 965 1,031
Office supplies 62 60
Expenses for other employee benefits 477 586
Other expenses 112 136
Staff costs 18,189 19,640
4,831 4,290
The employees of companies acquired or disposed of during the year 310million of the impairment losses relates to the NFE transform
under review were included rateably. Calculated as full-time equiva ation programme. Of the impairment losses in the Corporate
lents, the number of employees as at 31December2015 amounted Center/Other area, 3million mainly relates to land and buildings.
to 450,508 (previous year: 443,784). The number of employees at As in the previous year, the impairment losses in the Express seg-
joint operations included in the consolidated financial statements ment resulted mostly from aircraft and aircraft parts.
amounted to 208 on a proportionate basis (previous year: 202).
16 Other operating expenses
15 Depreciation, amortisation and impairment losses
m
m 2014 2015
2014 2015 Expenses for advertising and public relations 391 429
Amortisation of and impairment losses onintangible Cost of purchased cleaning and security services 319 357
assets, excluding impairment of goodwill 271 578 Travel and training costs 334 348
Insurance costs 268 335
Depreciation of and impairment losses on property,
plant and equipment Write-downs of current assets 249 302
Land and buildings (including leasehold Currency translation expenses 170 267
improvements) 174 179
Warranty expenses, refunds and compensation
Technical equipment and machinery 235 268 payments 245 266
Other equipment, operating and office Telecommunication costs 223 237
equipment 204 219
Other business taxes 219 231
Vehicle fleet, transport equipment 216 233
Office supplies 178 190
Aircraft 281 187
Consulting costs (including tax advice) 170 179
1,110 1,086
Entertainment and corporate hospitality expenses 151 169
1,381 1,664
Services provided by the Bundesanstalt fr Post
Depreciation of and impairment losses und Telekommunikation (German federal post
oninvestment property 0 1 andtelecommunications agency) 100 148
Impairment of goodwill 0 0 Expenses from derivatives 48 120
Depreciation, amortisation and impairment Customs clearance-related charges 88 114
losses 1,381 1,665
Legal costs 61 107
Contributions and fees 87 95
Voluntary social benefits 80 83
Depreciation, amortisation and impairment losses increased by Commissions paid 66 64
m
2014 2015
Taxes other than income taxes are either recognised in the related
Post - eCommerce - Parcel
Software 5 0 expense item or, if no specific allocation is possible, in other oper-
Property, plant and equipment 0 1 ating expenses.
Miscellaneous other operating expenses include a large num-
Express
Property, plant and equipment 107 13 ber of smaller individual items.
The difference from deferred tax assets not recognised for initial
differences is due to temporary differences between the carrying
The 34million change in net finance costs to 354million is pri- amounts in the IFRS financial statements and in the tax accounts of
marily due to the decrease in interest cost added back to provisions. Deutsche Post AG that result from initial differences in the opening
Net finance costs include interest income of 46million (pre- tax accounts as at 1January1995. In accordance with IAS 12.15(b)
vious year: 43million) as well as interest expenses of 335million and IAS12.24(b), the Group did not recognise any deferred tax
(previous year: 358million). These result from financial assets and assets in respect of these temporary differences, which related
liabilities that were not measured at fair value through profit or loss. mainly to property, plant and equipment as well as to provisions for
Information on the unwinding of discounted net pension pro- pensions and similar obligations. The remaining temporary differ-
visions can be found in Note 42.6. ences between the carrying amounts in the IFRS financial state-
ments and in the opening tax accounts amounted to 334million
19 Income taxes as at 31December2015 (previous year: 319million).
The effects from deferred tax assets of German Group com
m panies not recognised for tax loss carryforwards and temporary
2014 2015 differences relate primarily to Deutsche Post AG and members of its
Current income tax expense 604 625 consolidated tax group. Effects from deferred tax assets of foreign
Current recoverable income tax 56 63 companies not recognised for tax loss carryforwards and temporary
548 562 differences relate primarily to the Americas region.
Deferred tax income (previous year: expense) 252million (previous year: 123million) of the effects from
fromtemporary differences 53 75
deferred tax assets not recognised for tax loss carryforwards and
Deferred tax income from tax loss carryforwards 201 149
148 224
temporary differences relates to the reduction of the effective in-
Income taxes 400 338 come tax expense due to the utilisation of tax loss carryforwards
and temporary differences, for which deferred tax assets had previ-
ously not been recognised. In addition, the recognition of deferred
tax assets previously not recognised for tax loss carryforwards and
The reconciliation to the effective income tax expense is shown of deductible temporary differences from a prior period reduced
below, based on consolidated net profit before income taxes and the the deferred tax expense by 267million (previous year: 317mil-
expected income tax expense: lion). Effects from unrecognised deferred tax assets amounting to
29million (previous year: 4million, write-down) were due to
avaluation allowance recognised for a deferred tax asset. Other
effects from unrecognised deferred tax assets primarily relate to tax
loss carryforwards for which no deferred taxes were recognised.
In financial year 2015, a change in the tax rate had no effect on Basic earnings per share
German Group companies. The change in the tax rate in some
foreign tax jurisdictions did not lead to any significant effects. 2014 2015
The effective income tax expense includes prior-period tax ex- Consolidated net profit for
penses from German and foreign companies in the amount of theperiod attributable to
DeutschePost AG shareholders m 2,071 1,540
10million (tax expense) (previous year: income of 4million).
Weighted average number
The following table presents the tax effects on the components ofshares outstanding number 1,209,507,913 1,210,620,132
of other comprehensive income: Basic earnings per share 1.71 1.27
24 Intangible assets
24.1 Overview
m Advance
Internally Other payments and
generated purchased intangible
intangible Purchased Purchased intangible assets under
assets brand names customer lists assets Goodwill development Total
Cost
Balance at 1January2014 1,113 490 908 1,479 11,770 222 15,982
Additions from business combinations 1 0 0 0 2 0 3
Additions 18 0 0 70 0 212 300
Reclassifications 48 19 0 12 0 39 40
Disposals 30 0 0 53 2 4 89
Currency translation differences 1 35 67 26 477 1 607
Balance at 31December2014/1January2015 1,151 544 975 1,534 12,247 392 16,843
Additions from business combinations 0 0 0 0 0 0 0
Additions 26 0 0 63 0 135 224
Reclassifications 73 0 0 84 0 126 31
Disposals 12 0 0 69 4 311 396
Currency translation differences 2 35 64 22 461 0 584
Balance at 31December2015 1,240 579 1,039 1,634 12,704 90 17,286
Of the total impairment losses of 310million recognised for the Other than goodwill, only brand names that are acquired in
NFE transformation program, 308million relates to assets under their entirety are considered to have indefinite useful lives.
development. This figure includes capitalised borrowing costs of
10million.
Purchased software, concessions, industrial rights, licences and
similar rights and assets are reported under purchased intangible
assets. Internally generated intangible assets relate to development
costs for internally developed software.
24.2 Allocation of goodwill to CGUs The cash flow projections are based on the detailed planning
for EBIT, depreciation/amortisation and investment planning
m adopted by management, as well as changes in net working capital,
2014 2015 and take both internal historical data and external macroeconomic
data into account. From a methodological perspective, the detailed
Total goodwill 11,109 11,545
planning phase covers a three-year planning horizon from 2016 to
Post - eCommerce - Parcel 906 934 2018. It is supplemented by a perpetual annuity representing the
Express 3,918 3,939 value added from 2019 onwards. This is calculated using a long-
term growth rate, which is determined for each CGU separately and
Global Forwarding, Freight
DHL Global Forwarding 3,919 4,163 which is shown in the table below. The growth rates applied are
DHL Freight 275 277 based on long-term real growth figures for the relevant economies,
growth expectations for the relevant sectors and long-term inflation
Supply Chain 2,091 2,232
forecasts for the countries in which the CGUs operate. The cash flow
DHL Supply Chain 1,645 n.a.
forecasts are based both on past experience and on the effects of the
Williams Lea 446 n.a.
anticipated future general market trend. In addition, the forecasts
take into account growth in the respective geographical submarkets
and in global trade, and the ongoing trend towards outsourcing
The structure of the Supply Chain CGU was changed compared with logistics activities. Cost trend forecasts for the transportation net-
the previous year. Since they are no longer separately managed by work and services also have an impact on value in use.
top management, the DHL Supply Chain and Williams Lea CGUs The pre-tax cost of capital is based on the weighted average cost
were combined in accordance with IAS36. For reasons of compar of capital. The (pre-tax) discount rates for the individual CGUs and
ability, the prior-year figure was restated on a pro-forma basis. the growth rates assumed in each case for the perpetual annuity are
For the purposes of annual impairment testing in accordance shown in the following table:
with IAS36, the Group determines the recoverable amount of a CGU
on the basis of its value in use. This calculation is based on projec-
tions of free cash flows that are initially discounted at a rate corres
ponding to the post-tax cost of capital. Pre-tax discount rates are
then determined iteratively.
On the basis of these assumptions and the impairment tests carried When performing the impairment test, Deutsche Post DHL
out for the individual CGUs to which goodwill was allocated, it was Group conducted sensitivity analyses as required by IAS36.134.
established that the recoverable amounts for all CGUs exceed their These analyses which included varying the essential valuation
carrying amounts. No impairment losses were recognised on good- parameters within an appropriate range did not reveal any risk of
will in any of the CGUs as at 31December2015. impairment to goodwill.
m Other
equipment, Advance
Technical operating Vehicle fleet payments and
Land and equipment and andoffice and transport assets under
buildings machinery equipment Aircraft equipment development Total
Cost
Balance at 1January2014 4,569 4,059 2,487 2,143 2,158 338 15,754
Additions from business combinations 0 1 1 0 0 0 2
Additions 138 100 155 35 358 790 1,576
Reclassifications 51 361 30 116 52 589 39
Disposals 172 206 200 465 261 17 1,321
Currency translation differences 90 88 61 24 19 11 293
Balance at 31December2014/1January2015 4,676 4,403 2,474 1,853 2,326 533 16,265
Additions from business combinations 0 0 0 0 0 0 0
Additions 124 114 196 54 179 1,133 1,800
Reclassifications 92 415 89 129 33 792 34
Disposals 404 143 233 132 153 16 1,081
Currency translation differences 76 68 36 20 15 16 231
Balance at 31December2015 4,564 4,857 2,562 1,924 2,400 874 17,181
Carrying amount at 31December2015 2,306 1,758 603 1,044 1,210 874 7,795
Carrying amount at 31December2014 2,351 1,461 542 1,044 1,247 532 7,177
The aircraft leases were cancelled and the aircraft returned to the Depreciation
leasing partner. These aircraft were subsequently repurchased at At 1January 10 10
their carrying amount. Information on the corresponding liabilities Additions 0 0
can be found under financial liabilities, Note 44.2. Impairment losses 0 1
Disposals 0 0
Reclassifications 0 3
Currency translation differences 0 0
At 31December 10 14
Carrying amount at 31December 32 25
27.1 Investments in associates The Group plans to sell Gll GmbH, Germany, and Presse-
The following table gives an aggregated overview of the carrying Service Gll GmbH, Switzerland, which are both accounted for
amount in the consolidated financial statements and selected finan- using the equity method. The Group holds 51% of the shares of each
cial data (based on the interest held) for those associates which, both joint venture. The companies were reclassified as assets held for sale
individually and in the aggregate, are not of material significance and liabilities associated with assets held for sale in the amount of
for the Group. 3million. The most recent measurement prior to reclassification
led to an impairment loss of 2million.
Aggregate financial data for associates
m Aggregate financial data for joint ventures
2014 2015 m
Carrying amount in the consolidated financial 2014 2015
statements 69 75 Carrying amount in the consolidated financial
Profit/loss before income taxes 4 3 statements 6 1
Profit/loss after income taxes 3 2 Profit/loss before income taxes 0 1
Other comprehensive income 4 5 Profit/loss after income taxes 0 0
Total comprehensive income 7 7 Other comprehensive income 0 0
Total comprehensive income 0 0
28 Financial assets
m Non-current Current Total
m m
2014 2015 2014 2015
Other non-current assets 151 221 Deferred tax assets 1,752 2,007
Other current assets 2,415 2,172 Deferred tax liabilities 84 142
Other assets 2,566 2,393
2014
Deferred tax
assets 308 1,801 357 1,752
33 Income tax assets and liabilities
Deferred tax All income tax assets and liabilities are current and have maturities
liabilities 106 335 357 84 of less than one year.
m Assets Liabilities
Gll Group The capital was increased in December2015 by issuing new shares.
The Group plans to sell Gll GmbH, Germany, and Presse-Service The same number of shares was subsequently repurchased from the
Gll GmbH, Switzerland, which are both accounted for using the market. As at 31December2015, Deutsche Post AG held 1,568,593
equity method. The Group holds 51% of the shares of each joint treasury shares (previous year: 1,507,473 treasury shares).
venture. The investments were reclassified as assets held for sale in
the amount of 3million. The most recent measurement prior to 36.2 Authorised and contingent capital
reclassification led to an impairment loss of 2million.
Authorised/contingent capital at 31December2015
Other Amount
The aircraft sales planned by various companies are reported under m Purpose
Other. As part of early fleet renewal activities, the number of legacy Authorised Capital 2013 Increase in share capital against
aircraft is to be reduced. DHL Aviation (Netherlands) B.V., the cash/non-cash contributions
236 (until 28May2018)
Netherlands, European Air Transport Leipzig GmbH, Germany,
Contingent Capital 2011 Issue of options/conversion
and DHL International GmbH, Germany, report 15 aircraft as avail- 75 rights (24May2016)
able for sale. Prior to reclassification as assets held for sale, an im- Contingent Capital 2013 Issue of options/conversion
pairment loss of 12million was recognised on the aircraft reclas- 75 rights (28May2018)
Contingent Capital 2014 Issue of subscription rights
sified during the financial year. In the previous year, the impairment
40 toexecutives (26May2019)
loss of 102million related solely to the available-for-sale aircraft
of DHL Aviation (Netherlands) B.V.
36.4 Disclosures on corporate capital The exercise of the rights to shares under the 2010 and 2014 tranches
The equity ratio was 29.8% in financial year 2015 (previous year: reduced the capital reserves by 48million (previous year: 31mil-
25.9%). The companys capital is monitored using the net gearing lion for the 2009 and 2013 tranches) due to the issuance of treasury
ratio, which is defined as net debt divided by the total of equity and shares in this amount to the executives.
net debt.
38 Other reserves
Corporate capital
m m
2014 2015 2014 2015
Total financial liabilities 5,080 5,018 IFRS3 revaluation reserve 0 0
Less cash and cash equivalents 2,978 3,608 IAS39 revaluation reserve 170 67
Less current financial assets 351 179 IAS39 hedging reserve 28 41
Less long-term deposits 60 0 Currency translation reserve 483 15
Less non-current derivative financial instruments 192 138 Other reserves 341 11
Net debt 1,499 1,093
Plus total equity 9,580 11,295
Total capital 11,079 12,388
38.1 IFRS3 revaluation reserve
Net gearing ratio (%) 13.5 8.8
The IFRS3 revaluation reserve included the hidden reserves of DHL
Logistics Co. Ltd., China, from purchase price allocation. These
were attributable to the customer relationships contained in the 50%
37 Capital reserves interest held previously and to adjustments to deferred taxes.
An amount of 94million was transferred to the capital reserves in
financial year 2015 (previous year: 101million). 38.2 IAS39 revaluation reserve
The revaluation reserve comprises gains and losses from changes in
m the fair value of available-for-sale financial assets that have been
2014 2015 recognised in other comprehensive income. This reserve is reversed
At 1January 2,269 2,339 to profit or loss either when the assets are sold or otherwise disposed
Addition/issue of rights under Share Matching
of, or if their value is significantly or permanently impaired.
Scheme
2009 tranche 1 0
m
2010 tranche 4 1
2014 2015
2011 tranche 4 4
At 1January 77 190
2012 tranche 4 3
Currency translation differences 6 8
2013 tranche 21 4
2014 tranche 10 27 Comprehensive income
Changes from unrealised gains and losses 107 54
2015 tranche 0 8
Changes from realised gains and losses 0 172
Total additions 44 47
IAS39 revaluation reserve at 31December
Exercise of rights under Share Matching Scheme beforetax 190 80
2009 tranche matching shares 8 0 Deferred taxes 20 13
2010 tranche matching shares 0 20 IAS39 revaluation reserve at 31December
2013 tranche investment and incentive shares 23 0 aftertax 170 67
2014 tranche investment and incentive shares 0 28
Total exercised 31 48
Total for Share Matching Scheme 13 1
m m
2014 2015 2014 2015
At 1January 59 33 At 1January 7,183 6,168
Currency translation differences 0 0 Dividend payment 968 1,030
Consolidated net profit for the period 2,071 1,540
Comprehensive income
Changes from unrealised gains and losses 73 120 Change due to remeasurements of net pension
provisions 2,061 773
Changes from realised gains and losses 19 102
Transactions with non-controlling interests 6 3
IAS39 hedging reserve at 31December before tax 33 51
Miscellaneous other changes 51 21
Deferred taxes 5 10
Retained earnings at 31December 6,168 7,427
IAS39 hedging reserve at 31December after tax 28 41
The change in the hedging reserve is mainly the result of the recog- The dividend payment to Deutsche Post AG shareholders of
nition of previously unrealised gains and losses from hedging future 1,030million was made in May2015. This corresponds to a divi-
operating currency transactions. In the financial year, realised losses dend of 0.85 per share.
of 137 million and realised gains of 35million were recognised in Information on the change due to remeasurements of net pen-
other comprehensive income (previous year: realised losses of sion provisions before tax can be found in Note 42.6.
51million and realised gains of 70million).
m
2014 2015
At 1January 924 483
Transactions with non-controlling interests 0 0
Comprehensive income
Changes from unrealised gains and losses 441 468
Changes from realised gains and losses 0 0
Currency translation reserve at 31December 483 15
Balance sheet
ASSETS
Non-current assets 124 170 76 79
Current assets 365 388 69 93
Total ASSETS 489 558 145 172
Income statement
Revenue 1,163 1,364 272 349
Profit before income taxes 260 362 23 36
Income taxes 66 84 19 15
Profit/loss after income taxes 194 278 4 21
Other comprehensive income 19 10 9 1
Total comprehensive income 213 288 13 22
attributable to non-controlling interests 106 144 3 6
Dividend distributed to non-controlling interests 78 112 14 2
Consolidated net profit attributable to non-controlling interests 97 139 1 5
The portion of other comprehensive income attributable to non-con- 42 Provisions for pensions and similar obligations
trolling interests largely relates to the currency translation reserve. The Groups most significant defined benefit retirement plans are
The changes are shown in the following table: in Germany and the UK.
In Germany, Deutsche Post AG has occupational retirement
m arrangements dating back to 1997 based on a collective agreement,
2014 2015 which are open to new hourly workers and salaried employees.
Balance at 1January 11 6 These arrangements are based on fixed benefit amounts and provide
Transactions with non-controlling interests 0 0 for monthly payments as from the statutory retirement age, de
Comprehensive income pending on length of service and the wage/salary level achieved.
Changes from unrealised gains and losses 17 9 Annual increases in the fixed amounts during the service period
Changes from realised gains and losses 0 0 andin the pension payments are linked to agreed percentages, i.e.
Currency translation reserve at 31December 6 15 1.45% foractive hourly workers and salaried employees and 1.00%
for retirees. The plan also provides for invalidity benefits and sur-
viving dependents benefits. Retirement arrangements with a simi-
lar structure are available to executives below the management
board level and to specific employee groups through deferred com-
pensation.
The large majority of Deutsche Post AGs obligations relates to The majority of the Groups (defined benefit) arrangements in
the vested entitlements of hourly workers and salaried employees the UK have been consolidated into a group plan with different sec-
on the transition date in 1997 and to legacy pension commitments tions for the participating divisions. These are largely funded via a
towards former hourly workers and salaried employees who had left group trust. The amount of the employer contributions must be
or retired from the company by the transition date. The amounts negotiated with the trustee in the course of funding valuations. The
individually determined for the vested entitlements of the active trustees directors are Group employees, former employees and non-
hourly workers and salaried employees are subject to an annual rate Group third parties, all of whom are required to be independent.
of increase of 1.45%. Employee beneficiaries make their own funding contributions in
Deutsche Post AGs overall pension plan is based on the the case of the remaining open defined benefit arrangement. The
Betriebsrentengesetz (BetrAVG German Occupational Pension group plan is mainly governed by the corresponding trust deed and
Act), in addition to collective agreements and other relevant docu- rules and the UK Pensions Acts.
ments. The prime source of external funding is a contractual trust A wide variety of other defined benefit retirement plans in the
arrangement that also covers a support fund and a pension fund. Group are to be found in the Netherlands, Switzerland, the USA and
The trust is funded on a case-by-case basis in line with the Groups a large number of other countries.
finance strategy and the support fund on an ongoing basis in line In the Netherlands, collective agreements require that those
with tax law options. In the case of the pension fund the regulatory employees who are not covered by a sector-specific plan participate
funding requirements can, in principle, be met without additional in a dedicated defined benefit retirement plan. Following a change
employer contributions. The support funds governing bodies in- in the plan in the previous year, the benefit plan is no longer based
clude both Deutsche Post AG employees and former employees. Part on final salary, but exclusively provides for annual accruals from
of the plan assets consists of real estate that is leased out to the 1January2015. In addition, a new pensionable salary cap is applied
Group on a long-term basis. In addition, some of the legacy pension in accordance with the relevant Dutch laws. Consequently, negative
commitments use Versorgungsanstalt der Deutschen Bundespost past service cost had to be recognised in the previous year. The
(VAP), a joint pension fund operated by the Deutsche Bundespost dedicated defined benefit retirement plan provides for monthly
successor companies. benefit payments that increase in line with the agreed wage and
Individual subsidiaries in Germany have retirement plans that salary increases on the one hand and the funds available for such
were acquired in the context of acquisitions and transfers of oper increases on the other.
ations and that are closed to new entrants. New contractual trust In Switzerland, employees receive an occupational pension in
arrangements were agreed and implemented for three subsidiaries line with statutory requirements, depending on the contributions
in the reporting year. paid, an interest rate that is fixed each year, certain annuity factors
In the UK, the Groups defined benefit pension arrangements and any pension increases specified. On 9December2014, a change
have largely been closed to new entrants for a number of years. In in the plan was resolved which led to a change, from 1January2015,
addition, Deutsche Post DHL Group committed itself to a change in in the annuity factors in particular. Consequently, negative past
its pension strategy in the UK on 26November2013, and these service cost was recognised in the previous year. A separate plan
arrangements are now also largely closed for further service accrual, providing for lump sum payments instead of annuities exists for
with effect from 1April2014. The employees affected have been specific higher wage components.
able to participate in a defined contribution arrangement since In the USA, the companies defined benefit plans have been
1April2014. closed to new entrants and accrued entitlements have been frozen.
Currently, one single defined benefit pension arrangement of The Group companies primarily use joint funding institutions
the Group in the UK remains open to existing employees, who have to fund their dedicated defined benefit retirement plans in these
not yet chosen to join, or to new employees as a result of a business three countries. In the Netherlands and in Switzerland, both
transfer from the UK government. It provides for monthly payments employers and employees contribute to plan funding. In the USA no
from retirement, depending on length of service and final salary. In contributions are currently made in this regard.
addition, a pension commencement lump sum is payable. Annual Various risks arise in the context of defined benefit retirement
increases in pension payments are linked to inflation. This arrange- plans. Of these risks, the interest rate risk and investment risk in
ment also includes invalidity benefits and surviving dependents particular are still deemed to be significant.
benefits. The information below on pension obligations is broken down
into the following areas: Germany, UK and Other.
m
Germany UK Other Total
2015
Present value of defined benefit obligations at 31December 9,628 5,166 2,478 17,272
Fair value of plan assets at 31December 4,363 4,774 2,065 11,202
Surplus ()/deficit (+) at 31December 5,265 392 413 6,070
Effects of asset ceilings at 31December 0 0 0 0
Net pension provisions at 31December 5,265 392 413 6,070
Reported separately
Pension assets at 31December 0 48 103 151
Provisions for pensions and similar obligations at 31December 5,265 440 516 6,221
2014
Present value of defined benefit obligations at 31December 10,453 5,247 2,399 18,099
Fair value of plan assets at 31December 4,228 4,750 1,986 10,964
Surplus ()/deficit (+) at 31December 6,225 497 413 7,135
Effects of asset ceilings at 31December 0 1 2 3
Net pension provisions at 31December 6,225 498 415 7,138
Reported separately
Pension assets at 31December 0 3 85 88
Provisions for pensions and similar obligations at 31December 6,225 501 500 7,226
In the Other area, the Netherlands, Switzerland and the USA account
for a share in the corresponding present value of the defined bene
fitobligations of 40%, 24% and 14%, respectively (previous year:
43%, 22% and 13%).
Additionally, rights to reimbursement from former Group
companies existed in the Group in Germany in the amount of
around 18million (previous year: 17million) which are reported
separately. Corresponding benefit payments are being made directly
by the former Group companies.
m
Germany UK Other Total
2015
Present value of defined benefit obligations at 1January 10,453 5,247 2,399 18,099
Current service cost, excluding employee contributions 141 8 44 193
Interest cost on defined benefit obligations 233 194 58 485
Actuarial gains ()/losses (+) changes in demographic assumptions 0 136 0 136
Actuarial gains ()/losses (+) changes in financial assumptions 759 224 43 1,026
Actuarial gains ()/losses (+) experience adjustments 26 11 1 14
Past service cost 6 0 4 2
Settlement gains ()/losses (+) 0 7 0 7
Employee contributions 12 1 17 30
Benefit payments 484 211 93 788
Settlement payments 0 0 2 2
Transfers 0 0 0 0
Acquisitions/divestitures 0 0 0 0
Currency translation effects 0 305 103 408
Present value of defined benefit obligations at 31December 9,628 5,166 2,478 17,272
2014
Present value of defined benefit obligations at 1January 8,438 4,395 1,963 14,796
Current service cost, excluding employee contributions 110 14 39 163
Interest cost on defined benefit obligations 312 202 69 583
Actuarial gains ()/losses (+) changes in demographic assumptions 0 88 15 73
Actuarial gains ()/losses (+) changes in financial assumptions 2,057 627 375 3,059
Actuarial gains ()/losses (+) experience adjustments 12 26 5 43
Past service cost 6 0 20 14
Settlement gains ()/losses (+) 0 0 0 0
Employee contributions 11 4 15 30
Benefit payments 469 189 94 752
Settlement payments 0 0 0 0
Transfers 0 0 1 1
Acquisitions/divestitures 0 0 0 0
Currency translation effects 0 308 41 349
Present value of defined benefit obligations at 31December 10,453 5,247 2,399 18,099
%
Germany UK Other Total
31December2015
Discount rate (defined benefit obligations) 2.75 3.75 2.53 3.02
Expected annual rate of future salary increase 2.50 3.00 2.00 2.42
Expected annual rate of future pension increase 2.00 2.65 1.06 2.10
31December2014
Discount rate (defined benefit obligations) 2.25 3.50 2.33 2.62
Expected annual rate of future salary increase 2.50 3.00 2.05 2.43
Expected annual rate of future pension increase 2.00 2.59 0.92 2.07
Determination of the discount rates was refined as of the beginning No further change was made to the determination of the dis-
of 2015. Firstly, separate discount rates were introduced in principle count rates. In the euro zone, their derivation (from the above-men-
for calculating the present value of the defined benefit obligations tioned yield curve) used plan composition weights and in the UK,
and the current service cost. This reflects any differences in the ma- they were based on the yields of AA-rated corporate bonds as before
turities of these parameters, where applicable. Secondly, generation (and took the above-mentioned duration into account). For other
of the yield curve for the euro zone, which is based on the yields of countries, the discount rates were determined in a similar way to
AA-rated corporate bonds, was enhanced. This led to minor changes that in the euro zone or the UK, provided there was a deep market
in extrapolation. Furthermore, the derivation of the discount rates for AA-rated (or, in some cases, AA and AAA-rated) corporate bonds.
for the UK shifted to take the duration into account. Currently, By contrast, government bond yields were used for countries with-
thisallows for a better coverage of the relevant maturities. The first out a deep market for such corporate bonds.
two changes did not have any significant overall impact on For the annual pension increase in Germany, agreed rates in
Deutsche Post DHL Group as at 31December2015. The third change particular must be taken into account in addition to the assump-
led to a 0.25% increase in the discount rate for calculating the pres- tions shown. The effective weighted average therefore amounts to
ent value of defined benefit obligations in the UK as at 31Decem- 1.00% (previous year: 1.00%).
ber2015, reducing the present value of the Groups defined benefit The most significant demographic assumptions made relate to
obligations by around 220million and lifting other comprehensive life expectancy and mortality. For the German Group companies,
income (before tax) by the same amount in contrast, this would they were calculated using the Richttafeln 2005 G mortality tables
not have had any impact as at 31December2014, and no significant published by Klaus Heubeck. Life expectancy for the retirement
overall impact is expected with regard to service cost and net inter- plans in the UK was based on the S1PMA / S 1PFA tables of the
est cost in 2016. Continuous Mortality Investigation of the Institute and Faculty of
Actuaries adjusted to reflect plan-specific mortality according to the
current funding valuation. Other countries used their own, current
standard mortality tables.
31December2015
Discount rate (defined benefit obligations) +1.00 13.25 14.78 14.22 13.85
1.00 17.06 19.27 18.40 17.91
Expected annual rate of future salary increase +0.50 0.17 0.07 1.01 0.26
0.50 0.16 0.07 0.97 0.25
Expected annual rate of future pension increase +0.50 0.40 5.79 6.08 2.82
0.50 0.36 5.48 4.19 2.44
31December2014
Discount rate (defined benefit obligations) +1.00 13.57 16.06 14.43 14.40
1.00 17.85 19.78 18.75 18.53
Expected annual rate of future salary increase +0.50 0.18 0.11 1.17 0.29
0.50 0.17 0.10 1.10 0.27
Expected annual rate of future pension increase +0.50 0.41 5.07 6.13 2.51
0.50 0.37 3.18 4.37 1.71
These are effective weighted changes in the respective present The weighted average duration of the Groups defined benefit
valueof the defined benefit obligations, e.g. taking into account obligations at 31December2015 was 15.4 years in Germany (previ-
thelargely fixed nature of the pension increase for Germany. ous year: 15.9 years) and 16.7 years in the UK (previous year:
A one-year increase in life expectancy for a 65-year-old bene 18.2years). In the other countries it was 17.2 years (previous year:
ficiary would increase the present value of the defined benefit 16.8 years), and in total it was 16.0 years (previous year: 16.7 years).
obligations by 4.56% in Germany (previous year: 4.64%) and by A total of 29.6% (previous year: 30.8%) of the present value
4.07% in the UK (previous year: 3.80%). The corresponding increase ofthe defined benefit obligations was attributable to active benefi
for other countries would be 2.62% (previous year: 2.08%), for a ciaries, 16.8% (previous year: 16.8%) to terminated beneficiaries and
total increase of 4.14% (previous year: 4.06%). 53.6% (previous year: 52.4%) to retirees.
When determining the sensitivity disclosures, the present v alues
were calculated using the same methodology used to calculate the
present values at the reporting date. The presentation does not take
into account interdependencies between the assumptions; rather, it
supposes that the assumptions change in isolation. This would be
unusual in practice, since assumptions are often correlated.
m
Germany UK Other Total
2015
Fair value of plan assets at 1January 4,228 4,750 1,986 10,964
Interest income on plan assets 96 176 45 317
Return on plan assets excluding interest income 9 295 14 318
Other administration costs in accordance with IAS19.130 0 6 4 10
Employer contributions 391 72 34 497
Employee contributions 0 1 17 18
Benefit payments 343 212 83 638
Settlement payments 0 0 3 3
Transfers 0 0 0 0
Acquisitions/divestitures 0 0 0 0
Currency translation effects 0 288 87 375
Fair value of plan assets at 31December 4,363 4,774 2,065 11,202
2014
Fair value of plan assets at 1January 4,119 4,034 1,752 9,905
Interest income on plan assets 153 186 60 399
Return on plan assets excluding interest income 45 369 177 591
Other administration costs in accordance with IAS19.130 0 6 3 9
Employer contributions 194 69 27 290
Employee contributions 0 4 15 19
Benefit payments 278 189 84 551
Settlement payments 0 0 0 0
Transfers 5 0 1 4
Acquisitions/divestitures 0 0 0 0
Currency translation effects 0 283 41 324
Fair value of plan assets at 31December 4,228 4,750 1,986 10,964
The fair value of the plan assets can be broken down as follows:
m
Germany UK Other Total
31December2015
Equities 753 968 728 2,449
Fixed income securities 1,461 3,091 833 5,385
Real estate 1,322 199 240 1,761
Alternatives 236 462 44 742
Insurances 570 0 110 680
Cash 14 39 35 88
Other 7 15 75 97
Fair value of plan assets 4,363 4,774 2,065 11,202
31December2014
Equities 785 1,000 694 2,479
Fixed income securities 1,402 3,072 845 5,319
Real estate 1,121 175 203 1,499
Alternatives 299 449 39 787
Insurances 576 0 108 684
Cash 42 40 19 101
Other 3 14 78 95
Fair value of plan assets 4,228 4,750 1,986 10,964
Quoted market prices in an active market exist for around 79% (pre- Asset-liability studies are performed at regular intervals in Ger-
vious year: 81%) of the total fair values of plan assets. Most of the many, the UK and, amongst other places, the Netherlands, Switzer-
remaining assets for which no such quoted market prices exist are land and the USA to examine the match between assets and liabilities;
attributable as follows: 14% (previous year: 12%) to real estate, 6% the strategic allocation of plan assets is adjusted in line with this.
(previous year: 6%) to insurances and 1% (previous year: 1%) to
alternatives. The majority of the investments on the active markets 42.4 Effect of asset ceilings
are globally diversified, with country-specific focus areas. In the UK and Switzerland, the plan rules for one retirement plan in
Real estate with a fair value of 1,305million (previous year: each case required a surplus to be capped to a certain extent in the
1,106million) is used by Deutsche Post AG itself. Otherwise, as in previous year, so as to reach the level of the present value of the
the previous year, no plan assets were used by the Group and no future economic benefits (asset ceiling). These ceilings no longer
transferable own financial instruments were held as plan assets. applied at 31December2015 as legal clarification had been obtained
and/or the obligation had increased. Disclosures on the prior-year
amounts can be found in the table under Note 42.1.
m
Germany UK Other Total
2015
Net pension provisions at 1January 6,225 498 415 7,138
Service cost1 147 7 44 198
Net interest cost 137 18 13 168
Remeasurements 724 77 32 833
Employer contributions 391 72 34 497
Employee contributions 12 0 0 12
Benefit payments 141 1 10 150
Settlement payments 0 0 1 1
Transfers 0 0 0 0
Acquisitions/divestitures 0 0 0 0
Currency translation effects 0 17 16 33
Net pension provisions at 31December 5,265 392 413 6,070
2014
Net pension provisions at 1January 4,319 362 215 4,896
Service cost1 116 20 22 158
Net interest cost 159 16 9 184
Remeasurements 2,000 144 206 2,350
Employer contributions 194 69 27 290
Employee contributions 11 0 0 11
Benefit payments 191 0 10 201
Settlement payments 0 0 0 0
Transfers 5 0 0 5
Acquisitions/divestitures 0 0 0 0
Currency translation effects 0 25 0 25
Net pension provisions at 31December 6,225 498 415 7,138
1
Including other administration costs in accordance with IAS19.130 from plan assets.
m
Germany UK Other Total
2015
Current service cost, excluding employee contributions 141 8 44 193
Past service cost 6 0 4 2
Settlement gains ()/losses (+) 0 7 0 7
Other administration costs in accordance with IAS19.130 0 6 4 10
Service cost1 147 7 44 198
Interest cost on defined benefit obligations 233 194 58 485
Interest income on plan assets 96 176 45 317
Interest on the effects of asset ceilings 0 0 0 0
Net interest cost 137 18 13 168
Actuarial gains ()/losses (+) total 733 371 44 1,148
Return on plan assets excluding interest income 9 295 14 318
Change in effect of asset ceilings excluding interest 0 1 2 3
Remeasurements 724 77 32 833
Cost of defined benefit retirement plans 440 52 25 467
2014
Current service cost, excluding employee contributions 110 14 39 163
Past service cost 6 0 20 14
Settlement gains ()/losses (+) 0 0 0 0
Other administration costs in accordance with IAS19.130 0 6 3 9
Service cost1 116 20 22 158
Interest cost on defined benefit obligations 312 202 69 583
Interest income on plan assets 153 186 60 399
Interest on the effects of asset ceilings 0 0 0 0
Net interest cost 159 16 9 184
Actuarial gains ()/losses (+) total 2,045 513 385 2,943
Return on plan assets excluding interest income 45 369 177 591
Change in effect of asset ceilings excluding interest 0 0 2 2
Remeasurements 2,000 144 206 2,350
Cost of defined benefit retirement plans 2,275 180 237 2,692
1
Including other administration costs in accordance with IAS19.130 from plan assets.
198million of the cost of defined benefit retirement plans (previous Inflation risk
year: 158million) related to staff costs, 168million (previous year: Pension obligations especially final salary schemes or schemes
184million) to net finance costs and 833million (previous year: involving increases during the pension payment phase can be
2,350million) to other comprehensive income. linked directly or indirectly to inflation. The risk of increasing in-
flation rates with regard to the present value of the defined benefit
42.7 Risk obligations has been mitigated in the case of Germany, for example,
A number of risks that are material to the company and the plans by switching to an arrangement involving fixed benefit amounts and
exist in relation to the defined benefit retirement plans. Opportun in the case of the UK by largely closing the defined benefit arrange-
ities for risk mitigation are used in line with the specifics of the plans ments as well as by setting fixed rates of increase and/or by partially
concerned. capping increases or partially providing for lump sum payments.
Additionally, there is a positive correlation with interest rates.
Interest rate risk
A decrease (increase) in the respective discount rate would lead to
an increase (decrease) in the present value of the total obligation
and would in principle be accompanied by an increase (decrease)
in the fair value of the fixed income securities contained in the plan
assets. Other hedges are made, in some cases using derivatives.
43 Other provisions
Other provisions break down into the following main types of pro-
vision:
m Other Technical
employee Restructuring reserves Postage Miscellaneous
benefits provisions (insurance) stamps Tax provisions provisions Total
At 1January2015 983 302 646 350 98 722 3,101
Changes in consolidated group 0 0 0 0 0 0 0
Utilisation 487 154 79 350 41 271 1,382
Currency translation differences 41 29 15 0 5 0 90
Reversal 20 31 39 0 32 93 215
Unwinding of discount/changes in discount rate 5 5 4 0 0 9 23
Reclassification 4 0 0 0 0 4 0
Additions 311 193 122 252 43 460 1,381
At 31December2015 829 344 669 252 73 831 2,998
The provision for other employee benefits primarily covers work- The provision for postage stamps covers outstanding obliga
force reduction expenses (severance payments, transitional benefits, tions to customers for letter and parcel deliveries from postage
partial retirement, etc.), stock appreciation rights (SARs) and jubilee stamps sold but still unused by customers. It is based on external
payments. expert reports and extrapolations made on the basis of internal data.
The restructuring provisions comprise all expenses resulting The provision is measured at the nominal value of the stamps issued.
from the restructuring measures within the US express business as Of the tax provisions, 28million (previous year: 31million)
well as in other areas of the Group. These measures relate primarily relates to VAT, 7million (previous year: 4million) to customs and
to rentals for idle plant, litigation risks and expenses from the clos duties, and 38million (previous year: 63million) to other tax
ure of terminals, for example. provisions.
Technical reserves (insurance) mainly consist of outstanding
loss reserves and IBNR reserves; further details can be found in
Note 7.
m
2014 2015
Litigation costs 177 231
Risks from business activities 45 69
Aircraft maintenance 96 118
Miscellaneous other provisions 404 413
Miscellaneous provisions 722 831
2015
Other employee benefits 262 171 81 58 41 216 829
Restructuring provisions 246 24 12 13 8 41 344
Technical reserves (insurance) 215 189 93 58 38 76 669
Postage stamps 252 0 0 0 0 0 252
Tax provisions 73 0 0 0 0 0 73
Miscellaneous provisions 438 127 36 28 43 159 831
Total 1,486 511 222 157 130 492 2,998
44 Financial liabilities
m Non-current Current Total
The amounts due to banks mainly comprise current overdraft facil- 44.1 Bonds
ities due to various banks. The following table contains further details on the companys most
The amounts reported under financial liabilities at fair value significant bonds. The bonds issued by Deutsche Post Finance B.V.
through profit or loss relate to the negative fair values of derivative are fully guaranteed by Deutsche Post AG.
financial instruments.
Significant bonds
2014 2015
1
This relates to the debt component of the convertible bond; the equity component is recognised in capital reserves.
The fair value of the listed convertible bond was 1,318million at the balance sheet date (previous year: 1,384million).
The 1billion convertible bond issued on 6December2012 has In addition, Deutsche Post AG was granted a call option allowing it
a conversion right, which allows holders to convert the bond to repay the bond early at face value plus accrued interest if
into a predetermined number of Deutsche Post AG shares if Deutsche Post AGs share price more than temporarily exceeds 130%
Deutsche Post AGs share price more than temporarily exceeds 130% of the conversion price applicable at that time. The option can be
of the conversion price applicable at that time. The conversion right exercised between 6December2017 and 16November2019. For
may be exercised between 16January2013 and 21November2019. contractual reasons, the convertible bond was split into a debt com-
ponent and an equity component. The equity instrument in the
Conversion price amount of 74million is reported under capital reserves. The value
of the debt component on the issue date calculated in accordance
with IFRS32.31 amounted to 920million, including transaction
Conversion price on issue 20.74 costs and the call option granted. Transaction costs of 0.5million
Conversion price after adjustment in 20141 20.69 and 5.8million are included in the aforementioned amounts. In
Conversion price after adjustment in 20152 20.63 subsequent years, interest will be added to the carrying amount of
the bond, up to the issue amount, using the effective interest method
1
Adjustment after payment of a dividend of 0.80 per share.
2
Adjustment after payment of a dividend of 0.85 per share. and recognised in profit or loss.
The leased assets are recognised in property, plant and equipment Maturity structure
at carrying amounts of 164million (previous year: 242million). m Present value Minimum lease payments
The difference between the carrying amounts of the assets and the (finance lease liabilities) (notional amount)
liabilities results from longer useful lives of the assets compared 2014 2015 2014 2015
with a shorter repayment period for the lease instalments and un- Less than 1 year 19 26 26 32
scheduled repayments of lease obligations. The notional amount of More than 1 year
the minimum lease payments totals 210million (previous year: to5 years 109 64 131 86
More than 5 years 82 77 99 92
256million).
Total 210 167 256 210
44.3 Other financial liabilities Of the tax liabilities, 603million (previous year: 573million) re-
lates to VAT, 379million (previous year: 340million) to customs
m and duties, and 164million (previous year: 160million) to other
2014 2015 tax liabilities.
Put option related to the acquisition of the The liabilities from the sale of residential building loans relate
remaining interest in Giorgio Gori Group 27 27 to obligations of Deutsche Post AG to pay interest subsidies to bor-
Loan notes related to the acquisition of TAG Group 60 63
rowers to offset the deterioration in borrowing terms in conjunction
Loan notes related to the early termination
ofafinance lease 16 18 with the assignment of receivables in previous years, as well as pass-
Miscellaneous financial liabilities 214 282 through obligations from repayments of principal and interest for
Other financial liabilities 317 390 residential building loans sold.
Miscellaneous other liabilities include a large number of indi-
vidual items.
45.1 Overview m
2014 2015
m Less than 1 year 4,196 4,255
2014 2015 More than 1 year to 2 years 28 28
Other non-current liabilities 255 234 More than 2 years to 3 years 7 33
Other current liabilities 4,196 4,255 More than 3 years to 4 years 34 6
Other liabilities 4,451 4,489 More than 4 years to 5 years 6 6
More than 5 years 180 161
Other liabilities 4,451 4,489
CASH FLOW DISCLOSURES The change in current assets and liabilities led to a net cash
inflow of 788million. In the previous year, the change in this item
47 Cash flow disclosures resulted in an outflow of 21million. The reduction in receivables
The cash flow statement is prepared in accordance with IAS7, State- and other current assets in the reporting year in particular made a
ment of Cash Flows and discloses the cash flows in order to present significant contribution to this development.
the source and application of cash and cash equivalents. It distin-
guishes between cash flows from operating, investing and financing Non-cash income and expense
activities. Cash and cash equivalents are composed of cash, cheques m
and bank balances with a maturity of not more than three months, 2014 2015
and correspond to the cash and cash equivalents reported on the Expense from remeasurement of assets 127 60
balance sheet. The effects of currency translation and changes in the Income from remeasurement of liabilities 161 140
consolidated group are adjusted when calculating cash and cash Income from disposal of assets 0 31
The assets acquired and liabilities assumed in the course of Free cash flow is considered to be an indicator of how much cash is
company acquisitions undertaken in financial years 2015 and 2014 available to the company for dividend payments or the repayment
are presented below, in accordance with IAS7.40 d, Note 2. of debt.
Free cash flow rose from 1,345million in the previous year to
m 1,724million in 2015. This is primarily attributable to the signifi
2014 2015 cant increase in net cash from operating activities and cash inflows
Non-current assets 3 0 from the disposal of equity investments. Free cash flow was reduced
Current assets (excluding cash and cash due primarily to the increased amount of cash paid to acquire prop-
equivalents) 11 0
erty, plant and equipment, and intangible assets.
Non-current provisions and liabilities 0 0
Current provisions and liabilities 9 0
47.3 Net cash used in financing activities
At 1,367million, net cash used in financing activities was down by
a substantial 981million on the previous year.
The following table shows the calculation of free cash flow: The repayment of a bond in the previous year made a signifi
cant contribution of 926million towards repayments of non-
Calculation of free cash flow current financial liabilities in the amount of 1,030million, com-
m pared with 33million in 2015. The largest payment item, the
2014 2015 dividend payment to the shareholders of Deutsche Post AG, was up
Net cash from operating activities 3,040 3,444 62million on the previous year at 1,030million.
Sale of property, plant and equipment and By contrast, there was a significant decline in interest paid; in
intangible assets 200 175
the first quarter of 2015, interest rate swaps for bonds were un-
Acquisition of property, plant and equipment
andintangible assets 1,750 2,104 wound, leading to a cash inflow. The accounting treatment of these
Cash outflow arising from change in property, inflows is the same as for the hedged item. For this reason, only
plant and equipment and intangible assets 1,550 1,929 small interest payments of 76million are reported for the year
Disposals of subsidiaries and other business units 4 15 under review (previous year: 188million).
Disposals of investments accounted for using
theequity method and other equity investments 0 223
47.4 Cash and cash equivalents
Acquisition of subsidiaries and other business units 5 0
Acquisition of investments accounted for using
After adjustment for currency effects and the changes in cash and
theequity method and other equity investments 1 0 cash equivalents related to assets held for sale, the cash inflows and
Cash outflow/inflow arising from acquisi- outflows described above produced cash and cash equivalents of
tions/divestitures 2 238 3,608million, Note 34. This represents a year-on-year increase
Interest received 45 47
of 630million.
Interest paid 188 76
Net interest paid 143 29
Free cash flow 1,345 1,724
At 31December2015
Non-current financial liabilities 82 943 635 1,096 368 1,984
Other non-current liabilities 0 2 2 1 1 138
Non-current liabilities 82 945 637 1,097 369 2,122
Current financial liabilities 445
Trade payables 7,069
Other current liabilities 355
Current liabilities 7,869
At 31December2014
Non-current financial liabilities 82 99 854 580 1,070 2,206
Other non-current liabilities 0 2 2 2 1 154
Non-current liabilities 82 101 856 582 1,071 2,360
Current financial liabilities 353
Trade payables 6,922
Other current liabilities 342
Current liabilities 7,617
At 31December2015
Derivative receivables gross settlement
Cash outflows 1,527 233 0 0 0 0
Cash inflows 1,553 234 0 0 0 0
Net settlement
Cash inflows 11 3 0 0 0 0
Net settlement
Cash outflows 34 13 0 0 0 0
At 31December2014
Derivative receivables gross settlement
Cash outflows 1,900 149 15 17 14 37
Cash inflows 1,982 169 28 28 20 50
Net settlement
Cash inflows 5 1 0 0 0 0
Net settlement
Cash outflows 30 6 0 0 0 0
Derivative financial instruments entail both rights and obligations. The notional amount of the currency forwards and currency
The contractual arrangement defines whether these rights and ob- swaps used to manage balance sheet currency risks amounted to
ligations can be offset against each other and therefore result in a 3,532million at the reporting date (previous year: 3,257million);
net settlement, or whether both parties to the contract will have to the fair value was 29million (previous year: 35million). For
perform their obligations in full (gross settlement). simplification purposes, fair value hedge accounting was not applied
to the derivatives used, which are reported as trading derivatives
Currency risk and currency management instead.
The international business activities of Deutsche Post DHL Group Currency risks arise from planned foreign currency trans
expose it to currency risks from recognised or planned future trans- actions if the future foreign currency transactions are settled at ex-
actions: change rates that differ from the rates originally planned or calcu-
Balance sheet currency risks arise from the measurement and lated. These currency risks are also captured centrally in Corporate
settlement of items in foreign currencies that are recognised if the Treasury and managed on a rolling 24-month basis as part of a
exchange rate on the measurement or settlement date differs from hedging programme. The goal is to hedge an average of up to 50%
the rate on recognition. The resulting foreign exchange differences of all significant currency risks over a 24-month period. This makes
directly impact profit or loss. In order to mitigate this impact as far it possible to plan reliably and reduce fluctuations in earnings
as possible, all significant balance sheet currency risks within the caused by currency movements. At the reporting date, an average
Group are centralised at Deutsche Post AG through the in-house of around 39% of the foreign currency risk of the currencies con-
bank function. The centralised risks are aggregated by Corporate cerned was hedged for the next 24 months. The relevant hedging
Treasury to calculate a net position per currency and hedged exter- transactions are recognised using cash flow hedge accounting;
nally based on value-at-risk limits. The currency-related value at Note 48.3, cash flow hedges.
risk (95%/one-month holding period) for the portfolio totalled
5million (previous year: 6million) at the reporting date; the cur-
rent limit was a maximum of 5million.
In total, currency forwards and currency swaps with a notional Interest rate risk and interest rate management
amount of 5,514million (previous year: 5,119million) were out- In March2015, the Group took advantage of the low interest rate
standing at the balance sheet date. The corresponding fair value was environment and unwound all of the interest rate swaps still out-
44million (previous year: 53million). As at the reporting date, standing at the end of 2014 with a notional volume of 1,300mil-
there were no currency options or cross-currency swaps. lion (fair value in previous year: 68million). The unwinding of the
Currency risks resulting from translating assets and liabilities interest rate hedges resulted in a one-time cash inflow of 76mil-
of foreign operations into the Groups currency (translation risk) lion in the first quarter of 2015. In addition, the termination of fair
were not hedged as at 31December2015. value hedges led to the carrying amount of the outstanding bonds
Of the unrealised gains or losses from currency derivatives being adjusted by 65million. There were no reportable interest
recognised in equity as at 31December2015 in accordance with rate hedging instruments as at the balance sheet date.
IAS39, 20million (previous year: 16million) is expected to be The proportion of financial liabilities with short-term interest
recognised in income in the course of 2016. lock-ins, Note 44, amounts to 11% (previous year: 35%) of the
IFRS7 requires the disclosure of quantitative risk data showing total financial liabilities as at the reporting date. The effect of poten-
how profit or loss and equity are affected by changes in exchange tial interest rate changes on the Groups financial position remains
rates at the reporting date. The impact of these changes in exchange insignificant.
rates on the portfolio of foreign currency financial instruments is The quantitative risk data relating to interest rate risk required
assessed by means of a value-at-risk calculation (95% confidence/ by IFRS7 is presented in the form of a sensitivity analysis. This
one-month holding period). It is assumed that the portfolio as at method determines the effects of hypothetical changes in market
the reporting date is representative for the full year. Effects of hypo- interest rates on interest income, interest expense and equity as at
thetical changes in exchange rates on translation risk do not fall the reporting date. The following assumptions are used as a basis
within the scope of IFRS7. The following assumptions are used as a for the sensitivity analysis:
basis for the sensitivity analysis: Primary variable-rate financial instruments are subject to
Primary financial instruments in foreign currencies used by interest rate risk and must therefore be included in the sensitivity
Group companies are hedged by Deutsche Post AGs in-house bank, analysis. Primary variable-rate financial instruments that were
with Deutsche Post AG setting and guaranteeing monthly exchange transformed into fixed-income financial instruments using cash
rates. Exchange rate-related changes therefore have no effect on flow hedges are not included. Changes in market interest rates for
theprofit or loss and equity of the Group companies. Where, in derivative financial instruments used as a cash flow hedge affect
individual cases, Group companies are not permitted to participate equity by changing fair values and must therefore be included in the
in in-house banking for legal reasons, their currency risks from sensitivity analysis. Fixed-income financial instruments measured
primary financial instruments are fully hedged locally through the at amortised cost are not subject to interest rate risk.
use of derivatives. They therefore have no impact on the Groups risk Designated fair value hedges of interest rate risk are not in-
position. cluded in the analysis because the interest-related changes in fair
Hypothetical changes in exchange rates have an effect on the value of the hedged item and the hedging transaction almost fully
fair values of Deutsche Post AGs external derivatives that is reported offset each other in profit or loss for the period. Only the variable
in profit or loss; they also affect the foreign currency gains and portion of the hedging instrument affects net financial income/net
losses from remeasurement at the closing date of the in-house bank finance costs and must be included in the sensitivity analysis.
balances, balances from external bank accounts as well as internal If the market interest rate level as at 31December2015 had
and external loans extended by Deutsche Post AG. The foreign cur- been 100 basis points higher, net finance costs would have increased
rency value at risk of the foreign currency items concerned was by 3million (previous year: increased by 9million). A market
5million at the reporting date (previous year: 6million). In add interest rate level 100 basis points lower would have had the op
ition, hypothetical changes in exchange rates affect equity and the posite effect. All interest rate derivatives had expired or been un-
fair values of those derivatives used to hedge unrecognised firm wound at the reporting date. No interest rate risk with an impact on
commitments and highly probable forecast currency transactions, equity was determined.
which are designated as cash flow hedges. The foreign currency
value at risk of this risk position was 77million as at 31Decem-
ber2015 (previous year: 57million). The total foreign currency
value at risk was 76million at the reporting date (previous year:
56million). The total amount is lower than the sum of the individ-
ual amounts given above, owing to interdependencies.
Market risk Default risks are continuously monitored in the operating busi-
As in the previous year, most of the risks arising from commodity ness. The aggregate carrying amounts of financial assets represent
price fluctuations, in particular fluctuating prices for kerosene and the maximum default risk. Trade receivables amounting to
marine diesel fuels, were passed on to customers via operating 7,694million (previous year: 7,825million) are due within one
measures. However, the impact of the related fuel surcharges is de- year. The following table gives an overview of receivables that are
layed by one to two months, so that earnings may be affected tem- past due:
porarily if there are significant short-term fuel price variations.
In addition, a small number of commodity swaps for diesel and Receivables that are past due
marine diesel fuel were used to control residual risks. The notional m
amount of these commodity swaps was 89million (previous year: 2014 2015
53million) with a fair value of 29million (previous year: Carrying amount before impairment loss 8,045 7,910
7million). Neither impaired nor due at the reporting date 5,923 5,353
IFRS7 requires the disclosure of a sensitivity analysis, present- Past due and not impaired at the reporting date
ing the effects of hypothetical commodity price changes on profit Up to 30 days 750 874
or loss and equity. 31 to 60 days 591 459
Changes in commodity prices affect the fair values of the de- 61 to 90 days 270 197
rivatives used to hedge highly probable forecast commodity pur- 91 to 120 days 109 74
121 to 150 days 43 38
chases (cash flow hedges) and the hedging reserve in equity. If, as
151 to 180 days 24 16
at the reporting date, the commodity prices underlying the deriva
More than 180 days 57 13
tives had been 10% higher than the commodity prices determined
on the market, this would have increased the fair values and equity
by 4million (previous year: 3million). A corresponding decline
in commodity prices would have had the opposite effect. Trade receivables changed as follows:
In the interests of simplicity, some of the commodity price
hedges are not recognised as cash flow hedges. For these derivatives, Receivables
commodity price changes affect the fair values of the derivatives and, m
consequently, the income statement. As in the previous year, if the 2014 2015
underlying commodity prices had been 10% higher at the reporting
Gross receivables
date, this would have increased the fair values in question and, con- At 1January 7,232 8,045
sequently, operating profit by 1million. A corresponding decline Changes 813 135
in the commodity prices would have reduced the fair values of the At 31December 8,045 7,910
derivatives and operating profit by 1million. Valuation allowances
At 1January 210 220
Credit risk Changes 10 4
The credit risk incurred by the Group is the risk that counterparties At 31December 220 216
fail to meet their obligations arising from operating activities and Carrying amount at 31December 7,825 7,694
48.2 Collateral
554million (previous year: 600million) of collateral is recog-
nised in non-current financial assets as at the balance sheet date. Of
this amount, 358million relates to the restricted cash transferred
to a blocked account with Commerzbank AG for any payments that
may be required due to the EU state aid proceedings, Note 51. An
amount of 111million relates primarily to liabilities in conjunction
with the settlement of Deutsche Post AGs residential building loans.
85million relates to sureties paid.
Collateral of 84million is recognised in current financial
assets (previous year: 39million). Of this amount, 63million
concerns collateral in connection with an M&A transaction and
8million collateral deposited for US cross-border leases (QTE
leases).
48.4 Additional disclosures on the financial instruments instruments as held to maturity in the reporting period or in the
usedintheGroup previous financial year, this measurement category is omitted in the
The Group classifies financial instruments in line with the respective overview. The following table reconciles the classes to the categories
balance sheet items. Since the Group did not classify any financial given in IAS39 and their respective fair values as at the reporting date:
Assets
Non-current financial assets 1,113
at cost 867 0 0 11
at fair value 246 0 128 108
Trade receivables 7,694
at cost 7,694 0 0 0
Other current assets 2,172
at cost 868 0 0 0
outside IFRS7 1,304 0 0 0
Current financial assets 179
at cost 110 0 0 0
at fair value 69 7 0 27
Cash and cash equivalents 3,608 0 0 0
Total ASSETS 14,766 7 128 146
1
The Deutsche Post AG and Deutsche Post Finance B.V. bonds included in non-current financial liabilities are carried at amortised costs. Where required, the carrying amounts of the unwound
interest rate swaps were adjusted. One of the Deutsche Post Finance B.V. bonds was designated as a fair value hedge as at the reporting date. A basis adjustment was recognised for the
effective portion of the hedge in accordance with IAS39. The bonds are therefore recognised neither at full fair value nor at amortised cost. The convertible bond issued by Deutsche Post AG
inDecember2012 had a fair value of 1,318million as at the balance sheet date. The fair value ofthe debt component at the balance sheet date was 1,004million.
806 0 50 867
0 10 0 246
7,694 0 0 n.a.
868 0 0 n.a.
0 0 0 n.a.
105 0 5 n.a.
0 35 0 69
3,608 0 0 n.a.
13,081 45 55
142 0 0 142
0 0 0 n.a.
419 0 26 n.a.
0 62 0 108
7,069 0 0 n.a.
355 0 0 n.a.
0 0 0 n.a.
12,452 79 167
Assets
Non-current financial assets 1,363
at cost 907 0 0 24
at fair value 456 53 114 264
Trade receivables 7,825
at cost 7,825 0 0 0
Other current assets 2,415
at cost 1,048 0 0 0
outside IFRS7 1,367 0 0 0
Current financial assets 351
at cost 68 0 0 0
at fair value 283 37 0 208
Cash and cash equivalents 2,978 0 0 0
Total ASSETS 14,932 90 114 496
1
The Deutsche Post AG and Deutsche Post Finance B.V. bonds included in current and non-current financial liabilities were partly designated as hedged items in a fair value hedge and are
thussubject to a basis adjustment. The bonds are therefore recognised neither at full fair value nor at amortised cost. Non-current financial liabilities also include the convertible bond
issuedby Deutsche Post AG in December2012. The listed bond had a fair value of 1,384million at 31December2014. The fair value of the debt component was 1,006million.
If there is an active market for a financial instrument (e.g. stock Cash and cash equivalents, trade receivables and other receiv-
exchange), the fair value is determined by reference to the market ables have predominantly short remaining maturities. As a result,
or quoted exchange price at the balance sheet date. If no fair value their carrying amounts as at the reporting date are approximately
is available in an active market, the quoted prices in an active mar- equivalent to their fair values. Trade payables and other liabilities
ket for similar instruments or recognised valuation techniques are generally have short remaining maturities; the recognised amounts
used to determine fair value. The valuation techniques used incor- approximately represent their fair values.
porate the key factors determining the fair value of the financial The financial assets classified as available for sale include shares
instruments using valuation parameters that are derived from the in partnerships and corporations for which there is no active market
market conditions as at the balance sheet date. Counterparty risk is in the amount of 11million (previous year: 24million).
analysed on the basis of the current credit default swaps signed by
the counterparties. The fair values of other non-current receivables
and held-to-maturity financial investments with remaining matur-
ities of more than one year correspond to the present values of the
payments related to the assets, taking into account current interest
rate parameters.
834 0 49 906
0 25 0 456
7,825 0 0 n.a.
1,048 0 0 n.a.
0 0 0 n.a.
61 0 7 n.a.
0 38 0 283
2,978 0 0 n.a.
12,746 63 56
160 0 0 160
0 0 0 n.a.
334 0 19 n.a.
0 58 0 133
6,922 0 0 n.a.
390 0 0 n.a.
0 0 0 n.a.
12,286 70 210
As no future cash flows can be reliably determined, the fair The following table presents the financial instruments recog-
values cannot be determined using valuation techniques. There are nised at fair value and those financial instruments whose fair value
no plans to sell or derecognise significant shares of the available- is required to be disclosed; the financial instruments are presented
for-sale financial assets recognised as at 31December2015 in the by the level in the fair value hierarchy to which they are assigned.
near future. The simplification option under IFRS7.29a was exercised for
Available-for-sale financial assets measured at fair value relate cash and cash equivalents, trade receivables, other assets, trade pay-
to equity and debt instruments. ables and other liabilities with predominantly short maturities.
Financial assets at fair value through profit or loss include secur Their carrying amounts as at the reporting date are approximately
ities to which the fair value option was applied, in order to avoid equivalent to their fair values. Not included are financial invest-
accounting inconsistencies. There is an active market for these assets, ments in equity instruments for which there is no quoted price in
which are recognised at fair value. an active market and which therefore have to be measured at cost.
31December2015
Financial assets
Non-current financial assets 153 866 83 1,102
Current financial assets 27 42 0 69
Total 180 908 83 1,171
Financial liabilities
Non-current liabilities 4,232 338 0 4,570
Current liabilities 0 107 0 107
Total 4,232 445 0 4,677
31December2014
Financial assets
Non-current financial assets 246 961 132 1,339
Current financial assets 208 75 0 283
Total 454 1,036 132 1,622
Financial liabilities
Non-current liabilities 5,004 409 0 5,413
Current liabilities 0 132 1 133
Total 5,004 541 1 5,546
1
Quoted prices for identical instruments in active markets.
2
Inputs other than quoted prices that are directly or indirectly observable for instruments.
3
Inputs not based on observable market data.
Level 1 mainly comprises equity instruments measured at fair value Level 3 mainly comprises the fair values of equity investments
and debt instruments measured at amortised cost. and options associated with M&A transactions. These options are
In addition to financial assets and financial liabilities measured measured using recognised valuation models, taking plausible as-
at amortised cost, commodity, interest rate and currency derivatives sumptions into account. The fair values of the derivatives depend
are reported under Level 2. The fair values of the derivatives are largely on financial ratios. Financial ratios strongly influence the fair
measured on the basis of discounted expected future cash flows, values of assets and liabilities. Increasing financial ratios lead to
taking into account forward rates for currencies, interest rates and higher fair values, whilst decreasing financial ratios result in lower
commodities (market approach). For this purpose, price quotations fair values.
observable on the market (exchange rates, interest rates and com- No financial instruments were transferred between levels in
modity prices) are imported from information platforms customary financial year 2015. The following table shows the effect on net gains
in the market into the treasury management system. The price and losses of the financial instruments categorised within level 3 as
quotations reflect actual transactions involving similar instruments at the reporting date:
on an active market. Any currency options used are measured using
the Black-Scholes option pricing model. All significant inputs used
to measure the derivatives are observable on the market.
1
Fair value losses are presented in finance costs, fair value gains in financial income.
2
Unrealised gains and losses were recognised in the IAS39 revaluation reserve.
The net gains and losses on financial instruments classified in ac- If the right of set-off is not enforceable in the normal course of
cordance with the individual IAS39 measurement categories are as business, the financial assets and liabilities are recognised in the
follows: balance sheet at their gross amounts as at the reporting date. The
master netting arrangement creates a conditional right of set-off
Net gains and losses by measurement category that can only be enforced by taking legal action.
m To hedge cash flow and fair value risks, Deutsche Post AG
2014 2015 enters into financial derivative transactions with a large number of
Loans and receivables 114 136 financial services institutions. These contracts are subject to a stand-
Available-for-sale financial assets
ardised master agreement for financial derivative transactions. This
Net gains recognised in OCI 0 54 agreement provides for a conditional right of set-off, resulting in
Net gains reclassified to profit or loss 0 172 the recognition of the gross amount of the financial derivative trans-
Net losses recognised in profit or loss 0 10 actions at the reporting date. The conditional right of set-off is pre-
Financial assets and liabilities at fair value sented in the table.
throughprofit or loss Settlement processes arising from services related to postal
Trading 0 0
deliveries are subject to the Universal Postal Convention and the
Fair value option 0 0
REIMS Agreement. These agreements, particularly the settlement
Other financial liabilities 1 0
conditions, are binding on all public postal operators for the spe
cified contractual arrangements. Imports and exports between the
parties to the agreement during a calendar year are summarised in
The net gains and losses mainly include the effects of the fair value an annual statement of account and presented on a net basis in the
measurement, impairment and disposals (disposal gains/losses) of final annual statement. Receivables and payables covered by the
financial instruments. Dividends and interest are not taken into Universal Postal Convention and the REIMS Agreement are pre-
account for the financial instruments measured at fair value through sented on a net basis at the reporting date. The tables show the re-
profit or loss. Income and expenses from interest and commission ceivables and payables before and after offsetting.
agreements of the financial instruments not measured at fair value The following tables show the impact of netting agreements
through profit or loss are explained in the income statement disclos based on master netting arrangements or similar agreements on
ures. financial assets and financial liabilities as at the reporting date:
Financial assets and liabilities are set off on the basis of netting
agreements (master netting arrangements) only if an enforceable
right of set-off exists and settlement on a net basis is intended as at
the reporting date.
Offsetting assets
m Assets and liabilities not set off
in the balance sheet
Assets at 31December2015
Derivative financial assets1 52 0 52 51 0 1
Trade receivables 7,850 156 7,694 0 0 7,694
Assets at 31December2014
Derivative financial assets1 153 0 153 145 0 8
Trade receivables 7,954 129 7,825 0 0 7,825
1
Excluding derivatives from M&A transactions.
Offsetting liabilities
m Assets and liabilities not set off
in the balance sheet
Liabilities at 31December2015
Derivative financial liabilities1 124 0 124 51 0 73
Trade payables 7,225 156 7,069 0 0 7,069
Liabilities at 31December2014
Derivative financial liabilities1 145 0 145 145 0 0
Trade payables 7,051 129 6,922 0 0 6,922
1
Excluding derivatives from M&A transactions.
the remeasurement of a tax item. The other contingent liabilities Technical equipment and machinery 67 70
Other equipment, operating and office equipment 43 32
include an obligation from a formal state aid investigation, Note51,
IT equipment 11 7
a potential obligation to make settlement payments in the USA,
Total 7,155 7,582
Note 12, and other tax-related obligations.
Maturity structure of minimum lease payments operations at the end of 2011 and retracted its appeal on 19Decem-
m ber2011. Deutsche Post AG continues to pursue its appeal against
2014 2015 the Bundesnetzagentur ruling.
Less than 1 year 1,626 1,725 In its ruling of 30April2012, the Bundesnetzagentur deter-
More than 1 year to 2 years 1,223 1,298 mined that Deutsche Post AG had contravened the discrimination
More than 2 years to 3 years 975 1,019 provisions under the Postgesetz by charging different fees for the
More than 3 years to 4 years 751 764 transport of identical invoices and invoices containing different
More than 4 years to 5 years 501 534
amounts. Deutsche Post AG was requested to discontinue the dis-
More than 5 years 2,079 2,242
crimination determined immediately, but no later than 31Decem-
Total 7,155 7,582
ber2012. The ruling was implemented on 1January2013. Deutsche
Post does not share the legal opinion of the Bundesnetzagentur and
appealed the ruling.
The present value of discounted minimum lease payments is On 25January2012, the European Commission issued a ruling
6,311million (previous year: 5,827million), based on a discount on the formal investigation regarding state aid that it had initiated
factor of 4.25% (previous year: 4.75%). Overall, rental and lease on 12September2007. In its review, the European Commission
payments amounted to 2,982million (previous year: 2,588mil- determined that Deutsche Post AG was not overcompensated for
lion), of which 2,096million (previous year: 1,845million) re- providing universal services between 1989 and 2007 using state
lates to non-cancellable leases. 2,596million (previous year: resources. It also did not find fault with the guarantees issued by the
2,426million) of future lease obligations from non-cancellable German state for legacy liabilities. By contrast, in its review of fund-
leases is primarily attributable to Deutsche Post Immobilien GmbH. ing for civil servants pensions, the European Commission con-
The purchase obligation for investments in non-current assets cluded that illegal state aid had, in part, been received. It found that
amounts to 140million (previous year: 137million). the pension relief granted to Deutsche Post AG by the Bundesnetz
agentur during the price approval process led to Deutsche Post AGs
51 Litigation receiving a benefit, which it must repay to the Federal Republic of
A large number of the postal services rendered by Deutsche Post AG Germany; in addition, it must also be ensured that no benefits are
and its subsidiaries are subject to sector-specific regulation by the received in the future which could be considered illegal state aid.
Bundesnetzagentur (German federal network agency) pursuant to The Commission furthermore stated that the precise amount to be
the Postgesetz (German Postal Act). As the regulatory authority, the repaid was to be calculated by the Federal Republic of Germany. In
Bundesnetzagentur approves or reviews such prices, formulates the a press release, the European Commission had referred to an
terms of downstream access and has special supervisory powers to amount of between 500million and 1billion. Deutsche Post AG
combat market abuse. This general regulatory risk could lead to a is of the opinion that the Commissions state aid decision of 25Janu
decline in revenue and earnings in the event of negative decisions. ary2012 cannot withstand legal review and has filed an appeal with
Legal risks arise, amongst other things, from pending admin- the European Court of Justice in Luxembourg. The Federal R epublic
istrative court appeals by an association against the price approvals of Germany has similarly appealed the decision.
granted by the Bundesnetzagentur under the price cap procedure for To implement the state aid ruling, the federal government
2008, 2013 and 2016 to 2018. The Federal Administrative Court called upon Deutsche Post AG on 29May2012 to make a payment
decided on the appeals by the association against the price approvals of 298million including interest. Deutsche Post AG paid that
granted by the Bundesnetzagentur under the price cap procedure for amount to a trustee on 1June2012 and appealed the recovery order
2003, 2004 and 2005 on 5August2015. The Federal Administrative to the Administrative Court. The appeal, however, has been sus-
Court revoked the price approvals concerned in relation to the pended pending a ruling from the European Court. Deutsche Post AG
association as a customer of Deutsche Post. However, the Bundes made additional payments to the trustee of 19.4million on 2Janu
netzagentur price approvals concerned remain applicable to the ary2013, 15.6million on 2January2014, 20.2million on 2Janu
general public and may no longer be contested. ary2015 and 20.1million on 4January2016. Those payments
In its decision dated 14June2011, the Bundesnetzagentur were reported in the balance sheet under non-current assets; the
concluded that FIRST MAIL Dsseldorf GmbH, a subsidiary of earnings position remained unaffected.
Deutsche Post AG, and Deutsche Post AG had contravened the dis- The European Commission has not expressed its final accept-
counting and discrimination prohibitions under the Postgesetz. The ance of the calculation of the state aid to be repaid. On 17Decem-
companies were instructed to remedy the breaches that had been ber2013, it initiated proceedings with the European Court of Justice
identified. Both companies appealed against the ruling. Further- against the Federal Republic of Germany to effect a higher repay-
more, FIRST MAIL Dsseldorf GmbH filed an application to sus- ment amount. In its decision on those proceedings of 6May2015,
pend the execution of the ruling until a decision was reached in the the European Court of Justice merely ruled that Germany must
principal proceedings. The Cologne Administrative Court and the independently define the individual markets before making the
Mnster Higher Administrative Court both dismissed this applica- calculation. It did not rule on the amount of the repayment claim.
tion. FIRST MAIL Dsseldorf GmbH discontinued its mail delivery
In its ruling of 18September2015, the General Court of the On 30June2014, DHL Express France received a statement of
European Union held that the decision of the European Commis- objections from the French competition authority alleging anti
sion dated 12September2007 regarding the initiation of a formal competitive conduct in the domestic express business, a business,
state aid investigation was null and void based upon a complaint which had been divested in June2010. On 15December2015,
filed by Deutsche Post AG. The legal action did not involve the sub- Deutsche Post DHL Group received the decision of the French au-
stantive proceedings but rather the procedural side issue of whether thority regarding the fuel surcharges and price fixing. The decision
the European Commission was acting within its rights in reopening has been appealed by the Group. Further details cannot be given at
the state aid proceedings in 2007. In 2007, Deutsche Post AG had this point in time.
filed an action against the reopening of the state aid proceedings as In view of the ongoing or announced legal proceedings men-
a precautionary measure. The substantive proceedings of the legal tioned above, no details are given on their presentation in the finan-
dispute will continue, i.e. the action brought by Deutsche Post AG cial statements.
against the EU state aid ruling of 25January2012 that is still pend-
ing before the General Court of the European Union. 52 Share-based payment
If the appeals of Deutsche Post AG or the federal government Assumptions regarding the price of Deutsche Post AGs shares and
against the state aid ruling are successful, the opportunity exists that assumptions regarding employee fluctuation are taken into account
the payment of 298million and the payments of 19.4million, when measuring the value of share-based payments for executives.
15.6million, 20.2million and 20.1million made in addition as All assumptions are reviewed on a quarterly basis. The staff costs are
well as the additional annual payments of around 20million to be recognised pro rata in profit or loss to reflect the services rendered
made in the future will be reimbursed. Reimbursement would as consideration during the vesting period (lock-up period).
only affect the liquidity of Deutsche Post AG; the earnings position
would remain unaffected. 52.1 Share-based payment for executives (Share Matching Scheme)
Although Deutsche Post AG and the federal government are of Under the share-based payment system for executives (Share
the opinion that the state aid decision of 25January2012 cannot Matching Scheme), certain executives receive part of their vari
withstand legal review, it cannot be ruled out that Deutsche Post AG ableremuneration for the financial year in the form of shares of
will ultimately be required to make a potentially higher payment, Deutsche Post AG in the following year (deferred incentive shares).
which could have an adverse effect on earnings, Note 49. All Group executives can specify an increased equity component
On 5November2012, the Bundeskartellamt (German federal individually by converting a further portion of their variable remu-
cartel office) initiated proceedings against Deutsche Post AG on sus- neration for the financial year (investment shares). After a four-year
picion of abusive behaviour with respect to mail transport for major lock-up period during which the executive must be employed by
customers. Based upon information from Deutsche Posts competi the Group, they again receive the same number of Deutsche Post AG
tors, the authorities suspected that the company had violated Ger- shares (matching shares). Assumptions are made regarding the con-
man and European antitrust law. In a decree dated 2July2015, the version behaviour of executives with respect to their relevant bonus
Bundeskartellamt determined that such violations had indeed taken portion. Share-based payment arrangements are entered into each
place but also that Deutsche Post had discontinued them at the end year with 1December (from financial year 2015; until 2014: 1Janu-
of 2013. No fine was imposed. The company appealed the decision ary) of the respective year and 1April of the following year being
to the Higher Regional Court in Dsseldorf on 4August2015 and the grant dates for each years tranche. Whereas incentive shares and
submitted a statement setting out the grounds of appeal within the matching shares are classified as equity-settled share-based pay-
prescribed period. ments, investment shares are compound financial instruments and
Since 1July2010, as a result of the revision of the relevant tax the debt and equity components must be measured separately. How-
exemption provisions, the VAT exemption has only applied to those ever, in accordance with IFRS2.37, only the debt component is
specific universal services in Germany that are not subject to indi- measured due to the provisions of the Share Matching Scheme. The
vidually negotiated agreements or provided on special terms (dis- investment shares are therefore treated as cash-settled share-based
counts etc.). Deutsche Post AG does not believe that the legislative payments.
amendment fully complies with the applicable provisions of Euro-
pean Community law. Due to the legal uncertainty resulting from
the new legislation, Deutsche Post AG is endeavouring to clarify
certain key issues with the tax authorities, Note 49.
2010 tranche 2011 tranche 2012 tranche 2013 tranche 2014 tranche 2015 tranche
Grant date of incentive shares and associated matching
shares 1 Jan.2010 1 Jan.2011 1 Jan.2012 1 Jan.2013 1 Jan.2014 1 Dec.2015
Grant date of matching shares awarded for investment shares 1 Apr. 2011 1 Apr. 2012 1 Apr. 2013 1 Apr. 2014 1 Apr. 2015 1 Apr. 2016
Term months 63 63 63 63 63 52
End of term March2015 March2016 March2017 March2018 March2019 March2020
1
Estimated provisional amount, will be determined on 1April2016.
2
Expected number.
The claims to the matching shares under the 2010 tranche were the issue date, the SARs granted can be fully or partly exercised
settled in April2015. In financial year 2014, the Group increased its within a period of two years provided an absolute or relative per-
share capital for this purpose. In addition, treasury shares were pur- formance target is achieved at the end of the waiting period. Any
chased to settle the 2014 tranche. A total of 2.5million treasury SARs not exercised during this two-year period will expire. To de-
shares were issued to the executives concerned to settle the two termine how many if any of the granted SARs can be exercised,
tranches. the average share price or the average index is compared for the
In the 2015 consolidated financial statements, 65million (pre- reference period and the performance period. The reference period
vious year: 65million) was recognised in capital reserves for the comprises the last 20 consecutive trading days before the issue date.
granting of variable remuneration components under this system, The performance period is the last 60 trading days before the end
Note 37. of the waiting period. The average (closing) price is calculated as
the average closing price of Deutsche Post shares in Deutsche Brse
52.2 Long-Term Incentive Plan (2006 LTIP) for members of the Board AGs Xetra trading system.
of Management The absolute performance target is met if the closing price of
Since 1July2006, the members of the Board of Management receive Deutsche Post shares is at least 10, 15, 20, or 25% above the issue
stock appreciation rights (SARs) under the 2006 LTIP. Each SAR price. The relative performance target is tied to the performance of
under the 2006 LTIP entitles the holder to receive a cash settlement the shares in relation to the STOXX Europe 600 Index (SXXP, ISIN
equal to the difference between the average closing price of Deutsche EU0009658202). It is met if the share price equals the index per-
Post shares during the last five trading days before the exercise date formance or if it outperforms the index by at least 10%.
and the issue price of the SAR. A maximum of four out of every six SARs can be earned via
The members of the Board of Management each invest 10% of the absolute performance target, and a maximum of two via the
their fixed annual remuneration (annual base salary) as a personal relative performance target. If neither an absolute nor a relative per-
financial investment every year. The number of SARs issued to the formance target is met by the end of the waiting period, the SARs
members of the Board of Management is determined by the Super- attributable to the related tranche will expire without replacement
visory Board. Following a four-year waiting period that begins on or compensation.
2006 LTIP
SARs 2010 tranche 2011 tranche 2012 tranche 2013 tranche 2014 tranche 2015 tranche
Issue date 1July2010 1July2011 1July2012 1 Aug.2013 1 Sept. 2014 1 Sept. 2015
Issue price () 12.27 12.67 13.26 20.49 24.14 25.89
Waiting period expires 30June2014 30June2015 30June2016 31July2017 31 Aug.2018 31 Aug.2019
52.3 SAR Plan for executives e xercised them as early as 2014. All of the performance targets for
From July2006 to August2013, selected executives received annual the 2011 tranche were also met on expiry of the waiting period on
tranches of SARs under the SAR Plan. This allowed them to receive 30June2015. Consequently, all SARs granted were able to be exer-
a cash payment within a defined period in the amount of the differ- cised. The majority of executives exercised the SARs during the third
ence between the respective price of Deutsche Post shares and the quarter of 2015. Starting in 2014, SARs were no longer issued to
fixed issue price if demanding performance targets are met (see executives under the SAR Plan. The Performance Share Plan (PSP)
disclosures on the 2006 LTIP for members of the Board of Manage- for executives replaces the SAR Plan. All earlier tranches issued
ment). Due to the strong share price performance since SARs were under the SAR Plan remain valid.
issued in 2010, all of the related performance targets were met More details on the SAR Plan tranches are shown in the follow-
onexpiry of the waiting period on 30June2014. All SARs under ing table:
thistranche were therefore able to be exercised. Most executives
SAR Plan
The fair value of the SAR Plan and the 2006 LTIP was determined Performance Share Plan
using a stochastic simulation model. As a result, an expense of 2014 2015
33million was recognised for financial year 2015 (previous year: tranche tranche
105million). Grant date 1 Sept. 2014 1 Sept. 2015
A provision for the 2006 LTIP and the SAR Plan was recognised Exercise price 24.14 25.89
as at the balance sheet date in the amount of 175million (previous Waiting period expires 31 Aug.2018 31 Aug.2019
year: 271million), of which 36million (previous year: 67mil- Risk-free interest rate 0.11% 0.10%
Initial dividend yield of Deutsche Post shares 3.52% 3.28%
lion) was attributable to the Board of Management. 15million of
Yield volatility of Deutsche Post shares 23.46% 24.69%
the total provision (previous year: 6million) related to rights ex-
Yield volatility of Dow Jones EURO STOXX 600 Index 10.81% 16.40%
ercisable at the reporting date.
Covariance of Deutsche Post shares to Dow Jones
EURO STOXX 600 Index 1.74% 2.94%
52.4 Performance Share Plan for executives
Quantity
The Annual General Meeting on 27May2014 resolved to introduce Rights outstanding at 1January2015 4,476,948 0
the Performance Share Plan (PSP) for executives. This plan replaces Rights granted 0 4,223,718
the former share-based payment system (SAR Plan) for executives. Rights lapsed 207,660 9,882
Whereas the SAR Plan involved cash-settled share-based payments, Rights outstanding at 31December2015 4,269,288 4,213,836
under the PSP shares are issued to participants at the end of the
waiting period. Under the PSP, the granting of the shares at the end
of the waiting period is linked to the achievement of demanding
performance targets. The performance targets under the PSP are Future dividends were taken into account, based on a moderate
identical to the performance targets under the LTIP for members of increase in dividend distributions over the respective measurement
the Board of Management. period.
Performance Share Units (PSUs) were issued to selected execu The average remaining maturity of the outstanding PSUs as at
tives under the PSP for the first time on 1September2014. It is not 31December2015 was 38 months.
planned that members of the Board of Management will participate
in the PSP. The Long-Term Incentive Plan (2006 LTIP) for members 53 Related party disclosures
of the Board of Management remains unchanged.
In the consolidated financial statements as at 31December 2015, 53.1 Related party disclosures (companies and Federal Republic
a total of 10million (previous year: 3million) has been added to ofGermany)
capital reserves for the purposes of the plan, an equal amount was All companies classified as related parties that are controlled by the
recognised in staff costs, Notes 14 and 37. Group or on which the Group can exercise significant influence are
The value of the PSP is measured using actuarial methods based recorded in the list of shareholdings, which can be accessed on the
on option pricing models (fair value measurement). website, www.dpdhl.com/en/investors.html, together with informa-
tion on the equity interest held, their equity and their net profit or
loss for the period, broken down by geographical areas.
Deutsche Post AG maintains a variety of relationships with the Acts on the Reduction of Misdirected Housing Subsidies) relating
Federal Republic of Germany (Federal Republic) and other com to housing benefits granted by Deutsche Post AG. Deutsche Post AG
panies controlled by the Federal Republic. transfers the amounts to the Federal Republic on a monthly basis.
The Federal Republic is a customer of Deutsche Post AG and as Deutsche Post AG also entered into an agreement with the
such uses the companys services. Deutsche Post AG has direct busi- Federal Ministry of Finance dated 30January2004 relating to the
ness relationships with the individual public authorities and other transfer of civil servants to German federal authorities. Under this
government agencies as independent individual customers. The agreement, civil servants are seconded with the aim of transferring
services provided for these customers are insignificant in respect of them initially for six months, and are then transferred permanently
Deutsche Post AGs overall revenue. if they successfully complete their probation. Once a permanent
transfer is completed, Deutsche Post AG contributes to the cost in-
Relationships with KfW curred by the Federal Republic by paying a flat fee. In 2015, this
KfW supports the Federal Republic in continuing to privatise com- initiative resulted in 122 permanent transfers (previous year: 65)
panies such as Deutsche Post AG or Deutsche Telekom AG. In 1997, and 39 secondments with the aim of a permanent transfer in 2016
KfW, together with the Federal Republic, developed a placeholder (previous year: 87).
model as a tool to privatise government-owned companies. Under
this model, the Federal Republic sells all or part of its investments Relationships with the German Federal Employment Agency
to KfW with the aim of fully privatising these state-owned com Deutsche Post AG and the German Federal Employment Agency
panies. On this basis, KfW has purchased shares of Deutsche Post AG entered into an agreement dated 12October2009 relating to the
from the Federal Republic in several stages since 1997 and executed transfer of Deutsche Post AG civil servants to the Federal Employ-
various capital market transactions using these shares. KfWs current ment Agency. In 2015, as in the previous year, this initiative resulted
interest in Deutsche Post AGs share capital is 20.9%. Deutsche Post AG in no transfers.
is thus considered to be an associate of the Federal Republic.
Relationships with Deutsche Telekom AG and its subsidiaries
Relationships with Bundesanstalt fr Post The Federal Republic holds around 32% of the shares of Deutsche
undTelekommunikation Telekom AG directly and indirectly (via KfW). A control relation-
The Bundesanstalt fr Post und Telekommunikation (BAnstPT) ship exists between Deutsche Telekom AG and the Federal Republic
is a government agency and falls under the technical and legal because the Federal Republic, despite its non-controlling interest,
supervision of the German Federal Ministry of Finance. Under the has a secure majority at the Annual General Meeting due to its
Bundesanstalt-Reorganisationsgesetz (German Federal Agency average presence there. Deutsche Telekom AG is therefore a related
Reorganisation Act), which entered into force on 1December2005, party of Deutsche Post AG. In financial year 2015, Deutsche Post DHL
the Federal Republic directly undertakes the tasks relating to hold- Group provided goods and services (mainly transport services for
ings in Deutsche Bundespost successor companies through the letters and parcels) for Deutsche Telekom AG and purchased goods
Federal Ministry of Finance. It is therefore no longer necessary for and services (such as IT products) from Deutsche Telekom AG.
the BAnstPT to perform the tasks associated with ownership. The
BAnstPT manages the social facilities such as the postal civil service Relationships with Deutsche Bahn AG and its subsidiaries
health insurance fund, the recreation programme, the Versorgungs Deutsche Bahn AG is wholly owned by the Federal Republic. Owing
anstalt der Deutschen Bundespost (VAP) and the welfare service to this control relationship, Deutsche Bahn AG is a related party to
forDeutsche Post AG, Deutsche Postbank AG and Deutsche Tele- Deutsche Post AG. Deutsche Post DHL Group has various business
komAG, as well as setting the objectives for social housing. Since relationships with the Deutsche Bahn Group. These mainly consist
1January2013, the BAnstPT has undertaken the tasks of the Post- of transport service agreements.
beamtenversorgungskasse (postal civil servant pension fund). Fur-
ther disclosures on the postal civil servant pension fund and the VAP Relationships with pension funds
can be found Notes 7 and 42. The tasks mentioned are performed The real estate with a fair value of 1,305million (previous year:
on the basis of agency agreements. In 2015, Deutsche Post AG was 1,106million), of which Deutsche Post Betriebsrenten Service e.V.
invoiced for 104million (previous year: 71million) in instalment (DPRS) and/or Deutsche Post Pensions-Treuhand GmbH&Co. KG,
payments relating to services provided by the BAnstPT. Deutsche Post Betriebsrenten-Service e.V.&Co. Objekt Gronau KG
and Deutsche Post Grundstcks-Vermietungsgesellschaft beta mbH
Relationships with the German Federal Ministry of Finance Objekt Leipzig KG are the legal or beneficial owners, is exclusivelylet
In financial year 2001, the German Federal Ministry of Finance and to Deutsche Post Immobilien GmbH. Rental expense for Deutsche
Deutsche Post AG entered into an agreement that governs the terms Post Immobilien GmbH amounted to 95million in 2015 (previous
and conditions of the transfer of income received by Deutsche Post AG year: 69million). The rent was always paid on time. Deutsche Post
from the levying of the settlement payment under the Gesetze ber Pensions-Treuhand GmbH&Co. KG owns 100% of Deutsche Post
den Abbau der Fehlsubventionierung im Wohnungswesen (German Pensionsfonds AG. Further disclosures on pension funds can be
found in Notes 7 and 42.
Relationships with unconsolidated companies, investments 53.2 Related party disclosures (individuals)
accounted for using the equity method and joint operations In accordance with IAS24, the Group also reports on transactions
In addition to the consolidated subsidiaries, the Group has direct between the Group and related parties or members of their families.
and indirect relationships with unconsolidated companies, invest- Related parties are defined as the Board of Management, the Super-
ments accounted for using the equity method and joint operations visory Board and the members of their families.
deemed to be related parties of the Group in the course of its ordin There were no reportable transactions or legal transactions in-
ary business activities. As part of these activities, all transactions for volving related parties in financial year 2015.
the provision of goods and services entered into with unconsoli The remuneration of key management personnel of the Group
dated companies were conducted on an arms length basis at stand- requiring disclosure under IAS24 comprises the remuneration of
ard market terms and conditions. the active members of the Board of Management and the Super
Transactions were conducted in financial year 2015 with major visory Board.
related parties, resulting in the following items in the consolidated The active members of the Board of Management and the
financial statements: Supervisory Board were remunerated as follows:
m m
2014 2015 2014 2015
Trade receivables 2 9 Short-term employee benefits
from investments accounted for using the equity (excludingshare-based payment) 17 13
method 1 5 Post-employment benefits 3 3
from unconsolidated companies 1 4 Termination benefits 1 4
Loans 25 28 Share-based payment 30 7
to investments accounted for using the equity Total 51 27
method 0 0
to unconsolidated companies 25 28
Receivables from in-house banking 2 2
from investments accounted for using the equity As well as the aforementioned benefits for their work on the Super-
method 2 2
visory Board, the employee representatives who are on the Super-
from unconsolidated companies 0 0
visory Board and employed by the Group also receive their normal
Financial liabilities 23 26
salaries for their work in the company. These salaries are deter-
to investments accounted for using the equity
method 12 15 mined at levels that are commensurate with the salary appropriate
to unconsolidated companies 11 11 for the function or work performed in the company.
Trade payables 10 7 Post-employment benefits are recognised as the service cost
to investments accounted for using the equity resulting from the pension provisions for active members of the
method 4 3
Board of Management. The corresponding liability amounted to
to unconsolidated companies 6 4
31million as at the reporting date (previous year: 34million).
Revenue 4 4
The share-based payment amount relates to the relevant ex-
from investments accounted for using the equity
method 3 3 pense recognised for financial years 2014 and 2015. It is itemised in
from unconsolidated companies 1 1 the following table:
Expenses1 35 37
due to investments accounted for using the equity Share-based payment
method 14 14
Thousands of 2014 2015
due to unconsolidated companies 21 23
SARs SARs
1
Relate to materials expense and staff costs. DrFrank Appel, Chairman 6,331 1,760
Ken Allen 3,280 1,061
Jrgen Gerdes 3,523 1,109
will not impact the above line item on a permanent basis: firstly, the Other services 3
Total 13
non-recurring payment made to Roger Crook, which is described
in the remuneration report, and secondly, the increase in the num-
ber of retirees whose pension benefits fell due but for whom no new
obligations were incurred in 2015. Those obligations were previ- The financial statement audits category includes the fees for auditing
ously included in the provisions to be recognised for the pension the consolidated financial statements and for auditing the annual
fund members. The defined benefit obligation (DBO) for current financial statements prepared by Deutsche Post AG and its German
pensions calculated under IFRSs was 94million (previous year: subsidiaries. The fees for reviewing the interim reports and those
104million). The decline in the DBO versus the prior year was fees for voluntary audits beyond the statutory audit engagement,
mainly due to an increase in the IFRS discount rate. such as audits of the internal control system, are also reported in
this category. The other services item relates to fees which cannot
Remuneration of the Supervisory Board be allocated to the aforementioned categories and mainly includes
The total remuneration of the Supervisory Board in financial year services in the area of information technology.
2015 amounted to around 2.7million (previous year: 3.3million);
as in the prior year, 2.4million of this amount was attributable to 55 Exemptions under the HGB and local foreign legislation
a fixed component and 0.3million to attendance allowances. For financial year 2015, the following German subsidiaries have
Whereas, in the previous year, variable remuneration in the amount exercised the simplification options under section 264(3) of the
of 0.6million was paid for 2012, the condition for payment of a HGB or section 264b of the HGB:
variable remuneration for 2013 was not met in the year under review. Adcloud GmbH
Agheera GmbH
Further information on the itemised remuneration of the Board of Albert Scheid GmbH
Management and the Supervisory Board can be found in the CSG GmbH
Corporate Governance Report. The remuneration report contained CSG.TS GmbH
in the Corporate Governance Report also forms part of the Group CSG.PB GmbH (formerly Zweite Logistik Entwicklungs-
Management Report. gesellschaft MG GmbH)
Danzas Deutschland Holding GmbH
Shareholdings of the Board of Management Danzas Grundstcksverwaltung Gro-Gerau GmbH
andSupervisoryBoard Deutsche Post Adress Beteiligungsgesellschaft mbH
As at 31December2015, shares held by the Board of Management Deutsche Post Assekuranz Vermittlungs GmbH
and the Supervisory Board of Deutsche Post AG amounted to less Deutsche Post Beteiligungen Holding GmbH
than 1% of the companys share capital. Deutsche Post Consult GmbH
Deutsche Post Customer Service Center GmbH
Deutsche Post DHL Beteiligungen GmbH
Deutsche Post DHL Corporate Real Estate Management GmbH
Deutsche Post DHL Corporate Real Estate Management
GmbH&Co. Logistikzentren KG
Deutsche Post DHL Express Holding GmbH DHL Delivery Leipzig GmbH
Deutsche Post DHL Research and Innovation GmbH DHL Delivery Lbeck GmbH
Deutsche Post Dialog Solutions GmbH (formerly Deutsche DHL Delivery Magdeburg GmbH
PostCom GmbH) DHL Delivery Mainz GmbH
Deutsche Post Direkt GmbH DHL Delivery Mannheim GmbH
Deutsche Post E-Post Development GmbH DHL Delivery Mnchen GmbH
Deutsche Post E-POST Solutions GmbH DHL Delivery Mnster GmbH
Deutsche Post Fleet GmbH DHL Delivery Neubrandenburg GmbH
Deutsche Post Ident GmbH (formerly Deutsche Post Signtrust DHL Delivery Nrnberg GmbH
und DMDA GmbH) DHL Delivery Oldenburg GmbH
Deutsche Post Immobilien GmbH DHL Delivery Ravensburg GmbH
Deutsche Post InHaus Services GmbH DHL Delivery Reutlingen GmbH
Deutsche Post Investments GmbH DHL Delivery Rosenheim GmbH
Deutsche Post IT BRIEF GmbH DHL Delivery Saarbrcken GmbH
Deutsche Post IT Services GmbH DHL Delivery Straubing GmbH
Deutsche Post Mobility GmbH DHL Delivery Stuttgart GmbH
Deutsche Post Shop Essen GmbH DHL Delivery Wiesbaden GmbH
Deutsche Post Shop Hannover GmbH DHL Delivery Wrzburg GmbH
Deutsche Post Shop Mnchen GmbH DHL Delivery Zwickau GmbH
DHL Airways GmbH DHL Express Customer Service GmbH
DHL Automotive GmbH DHL Express Germany GmbH
DHL Automotive Offenau GmbH DHL Express Network Management GmbH
DHL Consulting GmbH (formerly Deutsche Post DHL Inhouse DHL Fashion Retail Operation GmbH
Consulting GmbH) DHL Foodservices GmbH
DHL Delivery GmbH DHL Freight Germany Holding GmbH
DHL Delivery Augsburg GmbH DHL Freight GmbH
DHL Delivery Bayreuth GmbH DHL Global Forwarding GmbH
DHL Delivery Berlin Nord GmbH DHL Global Forwarding Management GmbH
DHL Delivery Berlin Sdost GmbH DHL Global Management GmbH
DHL Delivery Berlin Zentrum GmbH DHL Home Delivery GmbH
DHL Delivery Bonn GmbH DHL Hub Leipzig GmbH
DHL Delivery Braunschweig GmbH DHL International GmbH
DHL Delivery Bremen GmbH DHL Paket GmbH (formerly DHL Vertriebs GmbH)
DHL Delivery Dortmund GmbH DHL Solutions Fashion GmbH
DHL Delivery Dresden GmbH DHL Solutions GmbH
DHL Delivery Duisburg GmbH DHL Solutions Grogut GmbH
DHL Delivery Dsseldorf GmbH DHL Solutions Retail GmbH
DHL Delivery Erfurt GmbH DHL Sorting Center GmbH
DHL Delivery Essen GmbH DHL Supply Chain (Leipzig) GmbH
DHL Delivery Frankfurt GmbH DHL Supply Chain Management GmbH
DHL Delivery Freiburg GmbH DHL Supply Chain VAS GmbH
DHL Delivery Freising GmbH DHL Trade Fairs&Events GmbH
DHL Delivery Gieen GmbH DHL Verwaltungs GmbH
DHL Delivery Gppingen GmbH Erste End of Runway Development Leipzig GmbH
DHL Delivery Hagen GmbH Erste Logistik Entwicklungsgesellschaft MG GmbH
DHL Delivery Halle GmbH European Air Transport Leipzig GmbH
DHL Delivery Hamburg Sd GmbH FIRST MAIL Dsseldorf GmbH
DHL Delivery Hamburg Zentrum GmbH Gerlach Zolldienste GmbH
DHL Delivery Hannover GmbH interServ Gesellschaft fr Personal- und
DHL Delivery Herford GmbH BeraterdienstleistungenmbH
DHL Delivery Karlsruhe GmbH nugg.ad GmbH (formerly nugg.ad AG predictive behavioral
DHL Delivery Kassel GmbH targeting)
DHL Delivery Kiel GmbH StreetScooter GmbH
DHL Delivery Koblenz GmbH Werbeagentur Janssen GmbH
DHL Delivery Kln West GmbH Williams Lea&TAG GmbH
The following companies in the UK make use of the audit exemption RESPONSIBILITY
under section 479A of the UK Companies Act:
DHL Exel Supply Chain Limited STATEMENT
DHL Freight&Contract Logistics (UK) Limited
Exel Freight Management (UK) Limited To the best of our knowledge, and in accordance with the applicable
Exel Investments Limited reporting principles, the consolidated financial statements give a
Exel Overseas Limited true and fair view of the assets, liabilities, financial position and
Freight Indemnity&Guarantee Company Limited profit or loss of the Group, and the management report of the Group
Joint Retail Logistics Limited includes a fair review of the development and performance of the
KXC (Exel) GP Investment Limited business and the position of the Group, together with a description
Ocean Group Investments Limited of the principal opportunities and risks associated with the expected
Ocean Overseas Holdings Limited development of the Group.
Power Europe Development Limited
Power Europe Development No 3 Limited Bonn, 1 March2016
Power Europe Operating Limited
Tibbett&Britten Applied Limited Deutsche Post AG
Trucks and Child Safety Limited The Board of Management
D FURTHER INFORMATION
D
FURTHER INFORMATION
INDEX
207
GLOSSARY
208
MULTI-YEAR REVIEW
210
PUBLICATION SERVICE
212
CONTACTS
212
FINANCIAL CALENDAR
Further Information INDEX
207
INDEX
A F P
Air freight 24, 27f., 30, 47, 67f., 96 Finance strategy 51, 53f., 91, 97, 169 Parcel Germany 64
Annual General Meeting 39ff., 51, 97, 102ff., 109, First Choice 23, 36, 92 Post - eCommerce - Parcel 23, 25ff., 34f., 44, 58f.,
114f., 125, 164, 198f. Free cash flow 38, 44, 59f., 94, 98, 116, 140, 157, 62, 63f., 72ff., 75, 78, 79f., 82, 87ff., 90, 91, 94, 96,
Articles of Association 39ff., 124, 164 182,210 97f., 101, 111, 113, 116, 136, 149, 153, 157, 210
Auditors report 104, 204 Free float 71, 163 Press products 26, 149
Authorised capital 40, 163f. Freight 23, 27, 30, 36, 58, 62, 64, 68, 81, 149, 157 Price-to-earnings ratio 70, 211
Freight forwarding business 67, 96 Profit from operating activities 20, 37f., 44, 49, 51f.,
59, 61f., 64, 66, 68f., 84, 87, 94, 97f., 129, 132, 135, 146,
B G
148ff., 157, 181, 210f.
Balance sheet 49ff., 57, 60f., 86, 88, 101, 131, 134ff.,
139ff., 146f., 150, 153ff., 156ff., 181ff., 184ff., 188ff.,
200, 204, 210
Global Business Services 23, 106, 113, 149
Global economy 45f., 87, 89, 94f., 97 Q
Board of Management 2ff., 23f., 39ff., 43, 44, 51, Global Forwarding 23, 28, 30, 33, 35f., 49, 58, 62, Quality 27, 33ff., 79ff., 90ff., 96
83f., 85f., 94, 101ff., 106f., 108, 109ff., 115ff., 134, 164, 67f., 72, 78, 81, 101ff., 136, 149, 157
168, 183, 197f., 200f., 203f. Global Forwarding, Freight 23f., 30, 35f., 44, 49, 52,
Board of Management remuneration 43, 102, 113,
115ff., 118ff., 201
Bonds 43, 46f., 54ff., 57, 60, 141, 145, 172, 178f., 185,
56, 58f., 62, 67f., 72f., 82, 92, 94, 97f., 102f., 106, 111,
113, 116, 135f., 148f., 153, 157, 210
Global trade 45, 47f., 95f., 157
R
Rating 53f., 56, 77, 84, 91, 97, 172
188, 190 GoGreen38, 76, 80 Regulation 23, 49, 87ff., 195f.
Brands23, 82f., 96, 134, 140, 149, 156 Guarantees53, 56, 88, 195 Responsibility statement 203
Retail outlets 25, 34, 80
Return on sales 20, 35, 37, 49, 62, 64, 66, 68, 69, 211
C I Revenue 20, 33, 35, 37, 44, 49, 50f., 55, 62ff., 89, 96,
97, 129, 135, 139, 147, 148ff., 151, 162, 168, 195, 200, 210
Capital expenditure 32f., 37f., 44, 49, 52, 57ff., 68, Illness rate 75 Road transport 24, 30, 36, 77, 96
78, 98, 101f., 113, 132, 136, 139, 142, 148f., 157, 171, 174f., Income statement 129, 139, 142, 145, 147, 150, 151ff.,
181f., 195, 210 160, 168, 176, 185f., 193, 204
Capital increase 163ff., 197
Cash flow statement 38, 59f., 132, 134, 138, 168,
181f., 204, 210
Income taxes 38, 51, 129, 130, 132, 146, 150, 154f., 160,
168, 181, 211
Investments 32f., 37f., 39, 41, 44, 49, 51, 52, 57ff.,
S
Segment reporting 148ff., 151
Change of control 42f., 117f. 59f., 68, 78, 98, 101f., 113, 131f., 132, 136, 139, 141, 142, Share capital 39ff., 102f., 163ff., 199, 201
Consolidated net profit 20, 49, 51, 61, 129, 130, 132, 147, 148f., 154, 157, 159f., 162f., 171, 174f., 181f., 195, Share price 47, 70, 179, 196ff.
133, 150, 154, 155, 166, 181, 210 199, 210 Shareholder structure 71
Consolidated revenue 20, 33, 37, 44, 49, 50f., 55, 89, Staff costs 37, 50f., 63, 73, 129, 143f., 150, 152, 176,
97, 129, 135, 139, 147, 148ff., 151, 162, 168, 195, 200, 210 181, 196, 198, 200, 211
Contingent capital 40f., 163f.
Contract logistics 24, 31f., 36, 69, 81, 97, 149, 157
Corporate governance 43, 99ff., 102, 104, 109ff.,
L Strategy 33ff., 69, 72, 75, 91, 97, 101ff., 109ff., 114,
148, 150, 151
Letters of comfort 53, 56 Supervisory Board 39ff., 43, 51, 101ff., 105, 108ff.,
201, 203 Liquidity management 55, 91, 183ff. 124ff., 164, 197, 200f., 203
Cost of capital 37, 54, 157 Supervisory Board committees 101ff., 105, 109,
Credit lines 56, 183 111ff., 124
Credit rating 53f., 56, 84, 91, 97, 172
M Supervisory Board remuneration 43, 124ff., 201
Suppliers 31, 43, 56, 78
Supply Chain 23f., 31f., 33, 36, 44, 49f., 54, 56, 58f.,
Mail communication 24, 25, 63, 96
D Mandates108
Market shares 24, 25ff., 28f., 30, 32, 34
62, 69, 72f., 78, 81ff., 89, 92, 94, 97f., 111, 113, 116,
135f., 148f., 153, 157, 162, 203, 210
Declaration of conformity 102, 104, 109, 203
Dialogue marketing 24, 26, 63, 149
Dividend 20, 38, 44, 49, 51, 53f., 60f., 70, 94, 97f.,
104, 132f., 141, 155, 166ff., 182, 198, 211 N T
Net debt 60, 61, 91, 165, 211 Tax rate 51, 211
Net gearing 60, 61, 165, 211 Training 34f., 73, 74, 114, 152, 211
GLOSSARY
MULTI-YEAR REVIEW
Key figures 2008 to 2015
m 2008 2009 2010 2011 2012 2013 2014 2015
adjusted adjusted adjusted adjusted adjusted adjusted
Revenue
Post - eCommerce - Parcel (until 2013 Mail) 14,393 13,912 13,913 13,973 13,972 15,291 15,686 16,131
Express 13,637 9,917 11,111 11,691 12,778 11,821 12,491 13,661
Global Forwarding, Freight 14,179 11,243 14,341 15,118 15,666 14,787 14,924 14,890
Supply Chain 13,718 12,183 13,061 13,223 14,340 14,227 14,737 15,791
Divisions total 55,927 47,255 52,426 54,005 56,756 56,126 57,838 60,473
Corporate Center/Other1 1,782 1,527 1,302 1,260 1,203 1,251 1,345 1,269
Consolidation1 3,235 2,581 2,340 2,436 2,447 2,465 2,553 2,512
Total (continuing operations) 54,474 46,201 51,388 52,829 55,512 54,912 56,630 59,230
Discontinued operations 11,226 1,634
Consolidated net profit/loss for the period 1,979 693 2,630 1,266 1,762 2,211 2,177 1,719
D.01
2008 2009 2010 2011 2012 2013 2014 2015
adjusted adjusted adjusted
Employees/staff costs
(continuing operations)
Number of employees2 at 31 Dec. 512,536 477,280 467,088 471,654 473,626 479,690 488,824 497,745
Full-time equivalents3 at 31 Dec. 451,515 424,686 418,946 423,502 428,129 434,974 443,784 450,508
Average number of employees2 511,292 488,518 464,471 467,188 472,321 478,903 484,025 492,865
Staff costs m 18,389 17,021 16,609 16,730 17,770 17,776 18,189 19,640
Staff cost ratio4 % 33.8 36.8 32.3 31.7 32.0 32.4 32.1 33.2
1
2014: Adjustment due to reorganisation in accordance with Strategy 2020. 2 Headcount including trainees. 3 Excluding trainees. 4 Staff costs/revenue.
5
EBIT/revenue. 6 Profit before income taxes/average equity (including non-controlling interests). 7 EBIT/average total assets. 8 Income taxes/profit
before income taxes. 9 Equity (including non-controlling interests)/total assets. 10 Group Management Report, page 61. 11 Net debt/net debt
and equity (including non-controlling interests). 12 Net debt/cash flow from operating activities. 13 The average number of shares outstanding is used
for the calculation. 14 The average number of shares outstanding is adjusted for the number of all potentially dilutive shares. 15 Cash flow from operating activities.
16
Proposal. 17 Year-end closing price/basic earnings per share.
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Mat.no.675-602-403
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2016
11 MAY 2016
Interim Report
as at 31 March 2016
18 MAY 2016
2016 Annual General Meeting
(Frankfurt am Main)
19 MAY 2016
Dividend payment
3 AUGUST 2016
Interim Report
as at 30 June 2016
8 NOVEMBER 2016
Interim Report
as at 30 September 2016
2017
8 MARCH 2017
2016 Annual Report
28 APRIL 2017
2017 Annual General Meeting
(Bochum)
2 MAY 2017
Dividend payment
11 MAY 2017
Interim Report
as at 31 March 2017
8 AUGUST 2017
Interim Report
as at 30 June 2017
8 NOVEMBER 2017
Interim Report
as at 30 September 2017