Annual Report 2012 pdf (5 MB) - Deutsche Post DHL

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MiDDle Class CHanges ConsuMer beHaViour according to the Chinese academy of social sciences, as many as 230 million people – 37 per cent of the urban population – made up the middle class in 2009. this rapidly growing segment of the population has an appetite for high-quality products and increasingly for western food products such as milk. Forecasts indicate that China will surpass the united states as early as 2015 as the largest food product market in the world, and that the market volume will nearly double to over one billion euros. 1 Consumption of liquid milk products in asia Pacific 2 144.5 billion litres 2011 165.3 billion litres 2014 forecast shanghai warehouse 6,500 M² oF sPaCe 1,827 M² sHelVing a key trans-shipment hub +14.4% in DeCeMber 2012, one-tHirD oF all tetra PaK rePlaCeMent Part sHiPMents arounD tHe WorlD Were DeliVereD to CustoMers bY DHl exPress asia PaCiFiC. sources: 1 PWC. 2 tetra Pak. 2 1
1 DHL serves tetra Pak customers throughout asia from the shanghai warehouse. 2 replacement parts have to be available around the clock. tetra Pak products are virtually everywhere. since the early 1950s, the company’s coated cardboard packages have influenced food storage and delivery practices worldwide. today, you’ll find tetra Pak products in nearly every household and some 10,000 filling machines in operation at tetra Pak customers – typically milk or other liquid food producers – around the globe. Fresh food products that have to be packaged quickly. “For us and our customers, it’s a disaster if the machines are standing still because they don’t have the right spare parts,” explains Klas Wimmerstedt, Director of tetra Pak’s Parts supply Chain. supply chain restructured ensuring that the required spare parts are at the agreed place at the specified time is no small job. altogether, about 70,000 different part numbers need to be stocked at all times and distributed as quickly as possible to keep machines around the world running. “on average, we deliver a spare part to a machine at a customer every 20 seconds, 24/7,” says Mr Wimmerstedt. like many companies, tetra Pak found its supply chain challenged by booming growth in China. so in 2008, it begun restructuring its supply chain, making a location in China the focal point for the asia Pacific region, and DHL its third-party logistics provider. DHL entered the Chinese market in 1980 and is the only express provider there licensed to store both bonded goods (items that are not taxed until they are shipped,) and non-bonded goods (items sourced in China and destined for export) in the same facility. according to sean Wall, senior Vice President, network operations and aviation, DHL express asia Pacific, that reduces costs and streamlines processes for tetra Pak. now, instead of tetra Pak supplying a number of small warehouses in the asia Pacific region from europe, DHL ships directly to customers from the shanghai facility. “this gives us a unique advantage in terms of the bonded goods,” says Mr Wimmerstedt. “shipments move directly to the customer. the paperwork for duties and taxes is done later on, which is great both in terms of speed and price.” Making the move to centralise the supply chain in China required high degrees of trust and flexibility on both sides. “there were a lot of unknowns. We were trying things we had never done before and worked it out as we went along,” says Mr Wall. “tetra Pak had to put their faith in our customs-clearance expertise and trust that we could deliver.” the concept was drafted and the implementation planned as a team effort – which included First Choice workshops. the trust put in DHL paid off. now, shanghai is tetra Pak’s best performing distribution centre in the world and its largest in terms of end-customer deliveries. in December 2012, one-third of all tetra Pak replacement part shipments were delivered to customers by DHL express asia Pacific. special service satisfies customers it is an example of successful customer collaboration that led to a custom- tailored solution. boris tranberg, global Customer Manager for tetra Pak at DHL Customer solutions & innovation, knows that other companies are keeping a close eye on the collaboration as the centre of gravity for world manufacturing shifts towards China. “it is an interesting business model for many customers – but you need guts to make the decision that tetra Pak has made.” Mr Wimmerstedt admits he was initially worried about the transition to the new distribution structure but now he is more than happy with the result. “We are very demanding – but we also appreciate it when things move in the right direction. together, we’ve been able to push the limits of performance. all in the interest of our customers.” 11
Page 1 and 2: Annual Report 2012 Pioneering Futur
Page 3 and 4: letter to our sHareHolDers Contents
Page 5 and 6: We took advantage of the positive p
Page 7: Pioneering Future MarKets China is
Page 10 and 11: Huge groWtH MarKet in 2009, average
Page 13: tHe MilKY WaY “Don’t cry over s
Page 18 and 19: More inVestMents PlanneD DHL alread
Page 20 and 21: 4 the MegaHub in Hong Kong is the m
Page 22 and 23: a grouP ManageMent rePort business
Page 24 and 25: A.01 Organisational structure of De
Page 26 and 27: 22 Under article 14 (7) of the Arti
Page 28 and 29: 24 Corporate governance, page 124 f
Page 30 and 31: 26 consumption remained moderate an
Page 32 and 33: 28 A.05 Major trade flows: 2012 vol
Page 34 and 35: 30 strategic focus, page 98 Corpora
Page 36 and 37: 32 A.09 EBIT after asset charge (EA
Page 38 and 39: 34 note 43.1 A.12 Peer group compar
Page 40 and 41: 36 opportunities and risks, page 94
Page 42 and 43: A.19 Consolidated EBIT € m 2012 2
Page 44 and 45: 40 A.21 Finance strategy Credit rat
Page 46 and 47: 42 note 43.1 In view of our solid l
Page 48 and 49: note 43 A.26 Capex by region € m
Page 50 and 51: strategic focus, page 100 f. A.30 O
Page 52 and 53: 48 Compared with 31 December 2011,
Page 54 and 55: DiVisions overview A.35 Key figures
Page 56 and 57: A.36 Domestic mail communication ma
Page 58 and 59: A.40 International mail market ( ou
Page 60 and 61: 56 significant events, page 36 sign
Page 62 and 63: 58 glossary, page 218 glossary, pag
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60 Reliable partner in countries af
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62 significant events, page 36 Stro
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A.52 European road transport market
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66 EBIT increases due to high gross
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glossary, page 218 glossary, page 2
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70 strategic focus, page 96 board o
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A.62 Traineeships, Deutsche Post DH
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A.64 Gender distribution in managem
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A.68 CO 2 emissions, 2012 Total: ar
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A.70 Procurement expenses, 2012 Vol
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80 opportunities and risks, page 93
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82 strategic focus, page 102 Since
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84 Group sports activities are the
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86 A.72 Monte Carlo simulation Freq
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88 system include automatic plausib
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90 As announced in June, the tax au
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92 strategic focus, page 102 In the
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94 employees, page 72 Health and sa
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96 Customers and quality, page 80 f
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98 Corporate responsibility, page 7
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100 glossary, page 218 GLOBAL FORWA
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102 grouP-WiDe initiatiVes Group-wi
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104 A.76 Global economy: growth for
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106 International express business
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108 Investments of a maximum of €
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CorPorate goVernanCe rePort oF tHe
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112 Seven meetings during the repor
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114 The company’s Board of Manage
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116 boarD oF ManageMent KEN ALLEN E
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118 ManDates B.03 Mandates held by
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120 Page 75 Diversity, page 74 Code
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122 Pages 116 f. and 118 All Superv
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124 4 In accordance with the age li
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126 To determine how many, if any,
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128 The members of the Board of Man
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130 Pensionable income consists of
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132 The Supervisory Board chairman
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134 The remuneration for the previo
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C ConsoliDateD 丙 FinanCial stateM
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C.02 stateMent oF CoMPreHensiVe inC
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C.04 CasH FloW stateMent 1 January
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notes to tHe ConsoliDateD FinanCial
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Variable purchase prices, which are
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GLOBAL FORWARDING, FREIGHT SEGMENT
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3 Significant transactions Sale of
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standard (issue date) amendments to
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The exchange rates for the currenci
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Financial instruments A financial i
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Assets held for sale and liabilitie
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The technical reserves (insurance)
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Pending legal proceedings in which
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9.2 Segments by division MAIL In ad
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inCoMe stateMent DisClosures 10 Rev
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15 Other operating expenses € m 2
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21 Earnings per share Basic earning
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The additions to goodwill represent
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24.2 Finance leases The following a
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32 Receivables and other current as
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36 Issued capital 36.1 Share capita
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The change in the hedging reserve i
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41.2 Actuarial assumptions The majo
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41.5 Changes in the present value o
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41.8 Gains and losses € m 2008 to
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42.1 Changes in other provisions
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43.3 Finance lease liabilities Fina
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46 CasH FloW DisClosures Cash flow
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The maturity structure of non-deriv
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CURRENCY RISk AND CURRENCY MANAGEME
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MARkET RISk As in the previous year
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47.3 Derivative financial instrumen
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47.4 Additional disclosures on the
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Reconciliation of carrying amounts
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If there is an active market for a
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50 Litigation A large number of the
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Long-Term Incentive Plan (2006 LTIP
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RELATIONSHIPS WITH UNCONSOLIDATED C
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• Deutsche Post InHaus Services G
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inDePenDent auDitor’s rePort To D
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D FurtHer inForMation inDex 217 glo
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glossarY Cross-border mail (outboun
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loCations D.01 Deutsche Post DHL ar
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Multi-Year reVieW D.02 Key figures
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ContaCts Contacts Investor Relation
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Deutsche Post AG Headquarters inves
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