ANNUAL REPORT 2011 - Kuehne + Nagel

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which the Group develops in collaboration with customers. This offering is to be expanded in the course of 2012. Outlook for 2012 Irrespective of the development of the world economy, the Nacora Group aims to achieve a marked increase in its business volume in 2012. In addition to cargo insurance, it will also focus on the sale of insurance solutions that are less subject to world Performance Insurance Broker Report of the Business Units _ _ _ _ _ _ Insurance Broker trade influences. In order to support organic growth, acquisition possibilities are constantly being evaluated in both core and growth markets. It is also planned to establish subsidiaries in Japan and China in order to offer customers commercial insurance services in these important markets. At present the Nacora Group maintains offices in 32 countries. Qualified staff and the development of IT-based insurance solutions continue to be key factors for further growth. CHF million 2011 Margin 2010 Margin Variances per cent per cent 2011/2010 per cent Turnover 109 100.0 125 100.0 –12.8 Gross profit 36 33.0 37 29.6 –2.7 EBITDA 19 17.4 19 15.2 – EBIT 18 16.5 19 15.2 –5.3 Number of operational staff 171 172 –0.6 33
34 Sustainability _ _ _ _ _ _ Human Resources SUSTAINABILITY Human resources The human resources strategy of the Kuehne + Nagel Group focuses on the sustained further development and training of its staff and management in line with the company’s philosophy. It is also dedicated to advancing organisational structures and management principles. Kuehne + Nagel's human resources department plays a key role in the successful implementation of the global growth programme. The year 2011 was marked by extensive activities to recruit the necessary experts and managers, the integration of seven acquired firms with a workforce of more than two thousand employees, and the continuation of the various talent management programmes. The globally harmonised HR processes and systems, which were introduced in the year 2011 supported the value proposition of the human resources department to the success of the company. Recruitment and development of talent The objective is to ensure a harmonious and continuous development process from induction training to the appointment to senior managerial functions. In 2011, major steps were made towards synchronising and interlinking the various development programmes and levels all over the world. The global e-recruitment solution, which was developed in 2010, was introduced in 51 countries and linked to 11 global job portals. This enabled Kuehne + Nagel to reach a substantially larger number of talented people as well as to significantly speed up recruitment processes and, at the same time, reduce costs. Apprentices Kuehne + Nagel has a strong apprenticeship programme in place for which it received a number of awards in the year under review. In Germany, for example, 887 young people are serving an apprenticeship in 12 different fields of specialisation; this represents an increase of 8.5 per cent over the previous year. High Potentials On the basis of local and regional young talent programmes, the global High Potential programme, realigned in 2010, was continued. A main focal point was the realisation of the next development steps in the careers of the 80 participants. The candidates classified as “ready to move” (around 30 per cent) were assigned within four months to their next appropriate career function. Training and development In 2011 as well, Kuehne + Nagel invested in staff training and development. More than 12,000 training and further education courses were held all over the world. In this connection the number of computer-based training (CBT) courses increased by more than 50 per cent with more than 60,000 participants. Employee development at Kuehne + Nagel is based on the following key elements: — Early transfer of top performers to different functions and regions, — Early assumption of business responsibility, — Filling of key positions primarily from the company's own ranks. The career and further development opportunities offered by the company contribute to the high attractiveness of Kuehne + Nagel as an employer. This is also reflected in the low attrition rate among top performers, which remains unchanged at around 3 per cent. Increasing productivity The personnel-intensive services in the logistics industry offer a potential for increases in productivity. In addition to targeted selection, special attention is paid to the successful integration of new staff by rapid and intensive training in all relevant work processes. A major part of the functional trainings is accounted for by QSHE (Quality, Safety, Health and Environment). This underlines the company's commitment to sustainability.
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 49: 32 Report of the Business Units _ _
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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84 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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