ANNUAL REPORT 2011 - Kuehne + Nagel

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In the Asia-Pacific region, Kuehne + Nagel's warehousing and distribution services were utilised by new customers in the entertainment electronics and industrial goods segments. Growth momentum slowed in the Middle East due to the political unrest in the area, but the highly specialised portfolio of services for the aerospace industry enabled Kuehne + Nagel to win new important business. Lead Logistics: Innovation and increased efficiency in response to growing pressure on margins The integrated management and optimisation of transport chains, warehousing and networks are the core of Kuehne + Nagel's offering in the field of lead logistics. The positive demand has continued as a stable trend, but margins have come under substantial pressure due to stronger competition in this attractive market segment. In 2011, newly gained businesses in Asia, Eastern Europe and South America, did not compensate the pressure on margins. In 2012, it is aimed to achieve greater efficiency by the development of innovative services, in particular for inbound logistics, and by intensified utilisation of the eight Logistics Control Centres. In these centres, services of a similar kind such as central customer service, transport planning and reporting are provided for all lead logistics customers. Performance Contract Logistics Report of the Business Units _ _ _ _ _ _ Contract Logistics Measures to achieve a sustained improvement in profitability The pursuit of the campus principle is a key factor for the improvement of profitability. The concentration of different facilities and highly qualified experts at a single strategic location enables Kuehne + Nagel to handle demand peaks in a flexible manner. In other words, the available resources can be ideally adapted to customers from different sectors and with different seasonal demand patterns. Furthermore, the concept optimises operational processes and creates synergies, also in the field of distribution, which are to the benefit of all involved parties. Examples of facilities in line with this concept are those in Duisburg, Germany and in Milton Keynes, England. The global implementation of the production system (KNPS) is aimed to reduce costs and increase productivity. Outlook for 2012 The year 2012 will be a period of consolidation. In terms of selective profitable growth, Kuehne + Nagel will focus more strongly on selected customers, specific countries and industry segments. A further reduction of unprofitable locations, the efficient implementation of new business, the high quality of services and strict cost management will all contribute to increase the EBITDA margin. CHF million 2011 Margin 2010 Margin Variances per cent per cent 2011/2010 per cent Turnover 4,168 100.0 4,316 100.0 –3.4 Gross profit 2,954 70.9 3,119 72.3 –5.3 EBITDA 161 3.9 188 4.4 –14.4 EBIT 63 1.5 77 1.8 –18.2 Number of operational staff 30,238 29,057 4.1 29
30 Report of the Business Units _ _ _ _ _ _ Real Estate Real Estate: Focus on sustainability In the management and expansion of its global real estate portfolio, Kuehne + Nagel focuses on sustainability. In 2011, new logistics facilities were brought into service and further projects were initiated. Strategy The professional management and continuous expansion of its global portfolio of high-value logistics and office buildings continue to be core elements of Kuehne + Nagel’s real estate strategy, whose overriding aim is to support the company's business activities. High priority is also attached to sustainable project development and a high quality of planning and execution in both leased and owned facilities. Global real estate portfolio At the end of 2011, Kuehne + Nagel's global portfolio comprised 124 logistics facilities and office buildings in 21 countries. Facilities brought into service in 2011 Usable area (sqm) Germany, Duisburg 3rd phase of Logport logistics facility 26,000 4th phase of Logport logistics facility 14,000 France, Reims Cross-dock facility 6,000 Facilities under construction in 2011 Usable area (sqm) Germany, Leipzig 1st phase of logistics facility 10,000 United Arab Emirates, Dubai 2nd phase of logistics facility 14,000 All new buildings incorporate sustainability aspects and the economical use of natural resources; the facilities in Duisburg and Reims, for instance, are equipped with large-area photovoltaic solar power installations. Market development In the second half of 2011 the debt crisis and the economic slowdown also impacted the real estate market and the behaviour of its principal actors – banks, investors and property developers. The climate for project financing deteriorated, particularly in Southern Europe and notably in France. In such an environment, however, more opportunities, presented themselves to acquire attractive properties in favourable locations.
Page 1 and 2: NETWORK AND PRODUCT PORTFOLIO KUEHN
Page 3 and 4: EXPANSION NETWORK AND PRODUCT PORTF
Page 11 and 12: BEIJING / CHINA MUMBAI / INDIA
Page 13 and 14: CHINA Kuehne + Nagel offers an exte
Page 15 and 16: INDIA The new automotive competence
Page 17 and 18: KUEHNE + NAGEL GROUP KEY DATA CHF m
Page 19 and 20: 2 The Board of Directors KARL GERNA
Page 21 and 22: 4 Report of the Board of Directors
Page 23 and 24: 6 Report of the Board of Directors
Page 25 and 26: 8 REPORT OF THE MANAGEMENT BOARD St
Page 27 and 28: 10 Report of the Managament Board K
Page 29 and 30: 12 Report of the Managament Board u
Page 31 and 32: 14 Status Report _ _ _ _ _ _ Income
Page 33 and 34: 16 Status Report _ _ _ _ _ _ Financ
Page 35 and 36: 18 Status Report _ _ _ _ _ _ Invest
Page 37 and 38: 20 Status Report _ _ _ _ _ _ Shareh
Page 39 and 40: 22 REPORT OF THE BUSINESS UNITS Sea
Page 41 and 42: 24 Report of the Business Units _ _
Page 45: 28 Report of the Business Units _ _
Page 51 and 52: 34 Sustainability _ _ _ _ _ _ Human
Page 53 and 54: 36 Sustainability _ _ _ _ _ _ Kuehn
Page 55 and 56: 38 Sustainability _ _ _ _ _ _ Kuehn
Page 57 and 58: 40 Sustainability _ _ _ _ _ _ Quali
Page 59 and 60: 42 Global Network KUEHNE + NAGEL WO
Page 61 and 62: 44 CORPORATE GOVERNANCE Kuehne + Na
Page 63 and 64: 46 Corporate Governance Klaus-Micha
Page 65 and 66: 48 Corporate Governance Dr. Wolfgan
Page 67 and 68: 50 Corporate Governance On invitati
Page 69 and 70: 52 Corporate Governance Management
Page 71 and 72: 54 Corporate Governance The members
Page 73 and 74: 56 CONSOLIDATED FINANCIAL STATEMENT
Page 75 and 76: 58 Consolidated Financial Statement
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80 Consolidated Financial Statement
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100 Consolidated Financial Statemen
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114 SIGNIFICANT SUBSIDIARIES AND JO
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120 FINANCIAL STATEMENTS 2011 OF KU
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122 Financial Statements 2011 _ _ _
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CORPORATE TIMETABLE 2012 March 5, 2
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ANNUAL REPORT 2011 - Kuehne + Nagel

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