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1、2022 ANNUAL REPORTWE KEEP DELIVERINGKey figures 2018 2019 2020 adjusted2021 2022 Financial figuresRevenuem61,55063,34166,71681,74794,436Profit from operating activities(EBIT)m3,1624,1284,8477,9788,436Return on sales1%5.16.57.39.88.9EBIT after asset charge(EAC)m7161,5092,1995,1865,118Consolidated net
2、 profit for the period2m2,0752,6232,9795,0535,359Net cash from operating activitiesm5,7966,0497,6999,99310,965Free cash flowm1,0598672,5354,0923,067Capex3m2,6483,6172,9993,8954,123Equity ratio4%27.527.625.530.734.7Net debt5m12,30313,36712,92812,77215,856Net gearing6%47.048.247.939.640.1Stock dataBas
3、ic earnings per share71.692.132.414.104.41Diluted earnings per share81.662.092.364.014.33Cash flow per share7,94.714.906.228.119.03Dividend per share 1.151.151.351.801.8510Dividend distributionm1,4191,4221,6732,2052,20510,11Number of shares as at 31 Decembermillions1,236.51,236.51,239.11,239.11,239.
4、1Year-end closing price23.9134.0140.5056.5435.18ESG figuresGHG emissions12million tonnes of CO2e35.6333.2033.6439.3636.46Realised Decarbonisation Effectskilotonnes of CO2e7281,004Energy consumption(Scopes 1 and 2)million kWh26,43726,19927,42730,48634,498of which from renewable sources13million kWh1,
5、8262,271Number of employees 14headcount547,459546,924571,974592,263600,278Staff costs m20,82521,61022,23423,87926,035Employee Engagement:Approval rate in the annual survey%7677838483Share of women in middle and upper management%22.122.223.225.126.3Lost time injury frequency rate(LTIFR)15 4.34.23.93.
6、93.4Share of valid compliance-relevant training certificates16%9698Cybersecurity ratingpoints700 1EBIT/revenue.2After deduction of non-controlling interests.3Capex relating to assets acquired.4Equity(including non-controlling interests)/total equity and liabilities.5Calculation,Combined management r
7、eport.6Net debt/net debt and equity(including non-controlling interests).7The average weighted number of shares outstanding is used for the calculation.8The average weighted number of shares outstanding is adjusted for the number of all potentially dilutive shares.9Cash flow from operating activitie
8、s.10Proposal.11Estimate.12Well-to-wheel.13Including consumption by electric vehicles.14At year-end,including trainees.15Work-related accidents per 200,000 working hours resulting in at least one working day of lost time for the affected person following the accident.16Middle and upper management.CON
9、TENTS4 EDITORIAL6 BOARDS AND COMMITTEES6 Members of and mandates held by theBoard of Management7 Members of and mandates held by theSupervisory Board9 REPORT OF THE SUPERVISORY BOARD13 REPORTING PRACTICE14 COMBINED MANAGEMENT REPORT14 GENERAL INFORMATION14 Business model24 Strategy25 Research and de
10、velopment26 Steering metrics29 REPORT ON ECONOMIC POSITION29 Forecast/actual comparison29 Overall assessment29 Economic parameters30 Significant events30 Results of operations33 Divisions40 Financial position45 Net assets46 DEUTSCHE POST AG(HGB)46 Deutsche Post AG as parent company46 Employees46 Res
11、ults of operations47 Net assets and financial position48 Expected developments,opportunities and risks49 NON-FINANCIAL STATEMENT49 Strategic orientation 53 Environment56 Workforce60 Corporate citizenship61 Corporate governance65 EU Taxonomy 70 EXPECTED DEVELOPMENTS,OPPORTUNITIES ANDRISKS70 Forecast
12、period70 Future economic prospects71 Expected developments72 Opportunity and risk management75 Opportunity and risk categories81 Internal control system83 Overall assessment84 GOVERNANCE84 Annual Corporate Governance Statement92 Disclosures required by takeover law94 CONSOLIDATED FINANCIAL STATEMENT
13、S94 INCOME STATEMENT94 STATEMENT OF COMPREHENSIVE INCOME95 BALANCE SHEET96 CASH FLOW STATEMENT98 STATEMENT OF CHANGES IN EQUITY99 NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS OF DEUTSCHE POST AG99 Company information99 Basis of preparation115 Segment reporting disclosures118 Income statement discl
14、osures124 Balance sheet disclosures144 Lease disclosures145 Cash flow disclosures146 Other disclosures165 RESPONSIBILITY STATEMENT165 INDEPENDENT AUDITORS REPORT171 INDEPENDENT PRACTITIONERS REPORT174 FINANCIAL CALENDAR174 CONTACTSDeutsche Post DHL Group 2022 Annual Report3CONTENTSDear Readers,our a
15、spiration has always been to continue delivering reliably even in volatile times.We managed this once again in 2022:in times of war,inflation and an energy crisis,Deutsche Post DHL Group stayed the course in remarkable fashion.This was made possible by our broad and well-balanced portfolio of intern
16、ational logistics services,which makes us resilient in the challenging environment.Our Strategy 2025 has bolstered us and equipped us for external crises:it safeguards our focus on the profitable core business as well as our status as an employer,provider and investment of choice.We achieved outstan
17、ding results again in 2022:thanks to our strong international business,revenue improved to 94.4 billion,and Group EBIT reached a new record mark of 8.4 billion.Accordingly,our financial position is also strong.It enables us,among other things,to expand our share buy-back programme by up to 1 billion
18、.As such,the total volume has been increased to up to 3 billion through to the end of 2024.Of course,even we are not immune to macroeconomic developments:in the fourth quarter of 2022,we felt the impact of the slowing global economy.Nevertheless,we continue to look ahead with optimism.Our earnings p
19、rojection of 6.0 billion to 7.0 billion for the current financial year makes it clear that the Group will be able to maintain its earnings at a new level even in a phase of weaker economic Delivering reliably even in volatile times has always been our aspiration.Frank AppelWe have demonstrated many
20、times over that we can respond flexibly to challenges,and we see the best conditions for further growth in the coming years.Deutsche Post DHL Group 2022 Annual Report4EDITORIALgrowth.We have demonstrated many times over that we can respond flexibly to challenges,and we see the best conditions for fu
21、rther growth in the coming years.Our around 600,000 employees around the world are the foundation of our success.I would like to express my thanks to them in particular.Especially in an operational business like ours,it is our people who make the difference,which is why we are dedicated to ensuring
22、a motivating,safe and inclusive working environment.I am pleased that,in 2022,DHL Express was named the best workplace worldwide for the second consecutive year in the Great Place to Work annual list.In addition,Deutsche Post DHL Group as a whole received the distinction as a Top Employer in Europe
23、at the beginning of 2023 for the first time.This honour was bestowed due to,amongst other factors,the importance of ethics and integrity in all divisions.For us,business success also means that we make a positive contribution to the world with sustainable actions and a dedication to society and the
24、environment.With our ESG Roadmap,we pursue ambitious and measurable targets for climate-friendly logistics as well as for social responsibility and corporate governance.These are also reflected in the remuneration of the Board of Management and executives.Amongst other measures,we will invest a tota
25、l of up to 7 billion through 2030 to significantly reduce our greenhouse gas emissions and thereby actively contribute to limiting global warming to 1.5 degrees Celsius.We made further progress on this journey in the year under review.Here are a few examples:We nearly doubled additional expenditure
26、for decarbonisation measures compared to the previous year,and in doing so avoided around one million tonnes of CO2e.After thorough examination,the independent Science Based Targets Initiative(SBTi)officially confirmed that our targets to reduce greenhouse gas emissions are aligned with the most rec
27、ent climate science findings.With GoGreen Plus,our customers can make a conscious decision for sustainable transport solutions or the use of sustainable fuels.We are a pioneer in the industry with our dedication to the environment,and we take on this role with full conviction because climate change
28、remains one of the greatest threats facing humanity.Finally,after more than 15 years as CEO,I would like to take this opportunity to thank you,dear Shareholders,for your trust and support.With effect from 4 May 2023,Iwill pass on responsibility for our company to the skilled hands of my successor,To
29、bias Meyer.I am confident that Deutsche Post DHL Group will continue to be successful under his guidance.Sincerely yours,Frank AppelChief Executive OfficerFor us,business success also means that we make a positive contribution to the world with sustainable actions and a dedication to society and the
30、 environment.Deutsche Post DHL Group 2022 Annual Report5EDITORIALBOARDS AND COMMITTEESMembers of and mandates held by theBoard of ManagementMembersAdditional mandatesDr Frank AppelChief Executive Officer(until 4 May 2023)Global Business Services(until 30 June 2022)Born in 1961,nationality German Boa
31、rd member since November 2002 CEO since February 2008 Appointed until May 2023Oscar de BokSupply ChainBorn in 1967,nationality Dutch Board member since October 2019 Appointed until September 2027Pablo Ciano eCommerce Solutions(since 1 August 2022)Born in 1969,nationality Argentinian and US American
32、Board member since August 2022 Appointed until July 2025Nikola Hagleitner Post&Parcel Germany(since 1 July 2022)Born in 1973,nationality Austrian Board member since July 2022 Appointed until June 2025Melanie KreisFinanceBorn in 1971,nationality German Board member since October 2014 Appointed until
33、May 2027Dr Tobias MeyerPost&Parcel Germany(until 30 June 2022)Global Business Services(since 1 July 2022)Chief Executive Officer(from 4 May 2023)Born in 1975,nationality German Board member since April 2019 Appointed until March 2027Dr Thomas OgilvieHuman ResourcesBorn in 1976,nationality German Boa
34、rd member since September 2017 Appointed until August 2025John PearsonExpressBorn in 1963,nationality British Board member since January 2019 Appointed until December 2026Tim ScharwathGlobal Forwarding,FreightBorn in 1965,nationality German Board member since June 2017 Appointed until May 2025Left t
35、he company during the year under reviewKen Allen eCommerce Solutions(until 31 July 2022)Born in 1955,nationality British Board member from February 2009 to July 2022Membership of statutory supervisory boardsDr Frank AppelFresenius Management SE(Supervisory Board)Deutsche Telekom AG(Supervisory Board
36、,Chair)(since 7 April 2022)Membership of comparable bodiesPablo CianoFarEye Technologies Private Ltd.,India(Board of Directors)Ken AllenSkysports Ltd.,UK(Non-Executive Director)(since 8 March 2022)You can find more information on our Website.Deutsche Post DHL Group 2022 Annual Report6BOARDS AND COMM
37、ITTEESMembers of and mandates held by theSupervisory BoardMembersShareholder representativesDr Nikolaus von Bomhard(Chair)Chair of the Supervisory Board and former Chair of the Board of Management,Mnchener Rckversicherungs-Gesellschaft AG(Munich Re)Dr Gnther Brunig(until 6 May 2022)Former Chair of t
38、he Board of Management,KfW Bankengruppe Dr Mario DaberkowMember of the Managing Board of Volkswagen Financial Services AG(until 31 March 2023)Head of Group Infrastructure,VW AG(from 1 April 2023)Ingrid DeltenreMember of various boards of directors,former Director General of the European Broadcasting
39、 UnionDr Heinrich HiesingerMember of various supervisory boards,former Chair of the Board of Management,thyssenkrupp AGProf.Dr Luise Hlscher(since 30 March 2022)State Secretary,Federal Ministry of FinanceDr Jrg Kukies(until 9 March 2022)State Secretary,Federal ChancellerySimone MenneMember of variou
40、s supervisory boards,former member of the Board of Managing Directors of Boehringer Ingelheim GmbHLawrence RosenMember of various supervisory boards,former member of the Board of Management,Deutsche Post AGDr Stefan SchulteChair of the Executive Board of Fraport AGProf.Dr-Ing.Katja WindtMember of th
41、e Managing Board of SMS group GmbHStefan B.Wintels(since 6 May 2022)Chair of the Board of Management,KfW BankengruppeEmployee representativesAndrea Kocsis(Deputy Chair)Deputy Chair of ver.di National Executive Board and Head of Postal Services,Forwarding Companies and Logistics Department on the ver
42、.di National Executive BoardJrg von DoskyChair of the Group and Company Executive Representation Committee,Deutsche Post AGGabriele GlzauChair of the Works Council,Deutsche Post AG,Hamburg Operations BranchThomas HeldChair of the Central Works Council,Deutsche Post AGMario JacubaschChair of the Grou
43、p Works Council,Deutsche Post AGThorsten KhnHead of Postal Services,Co-determination and Youth,and Head of National Postal Services Group at ver.di National AdministrationUlrike Lennartz-PipenbacherDeputy Chair of the Central Works Council,Deutsche Post AGYusuf zdemirDeputy Chair of the Group Works
44、Council and Deputy Chair of the Central Works Council,Deutsche Post AGStephan TeuscherHead of Wage,Civil Servant and Social Policies in the Postal Services,Forwarding Companies and Logistics Department,ver.di National AdministrationStefanie WeckesserDeputy Chair of the Works Council,Deutsche Post AG
45、,Augsburg Operations BranchDeutsche Post DHL Group 2022 Annual Report7BOARDS AND COMMITTEESAdditional mandatesShareholder representativesMembership of statutory supervisory boardsDr Nikolaus von Bomhard(Chair)Mnchener Rckversicherungs-Gesellschaft AG(Munich Re)(Chair)Dr Gnther Brunig(until 6 May 202
46、2)Deutsche Pfandbriefbank AG(Chair)Deutsche Telekom AGDr Heinrich HiesingerBMW AGFresenius Management SEZF Friedrichshafen AG(Chair)Prof.Dr Luise Hlscher(since 30 March 2022)Deutsche Investitions-und Entwicklungsgesellschaft mbHDr Jrg Kukies(until 9 March 2022)KfW IPEX-Bank GmbH(until 14 February 20
47、22)Simone MenneHenkel AG&Co.KGaALawrence RosenLanxess AG Lanxess Deutschland GmbH1Prof.Dr-Ing.Katja WindtFraport AGStefan B.Wintels(since 6 May 2022)Deutsche Telekom AG(since 7 April 2022)Membership of comparable bodiesDr Nikolaus von Bomhard(Chair)Athora Holding Ltd.,Bermuda(Board of Directors,Chai
48、r)Dr Mario DaberkowSoftbridge-Projectos Tecnolgicos S.A.,Portugal(Board of Directors)2(until 16 March 2023)Volkswagen Participaes Ltda.,Brazil(Supervisory Board)2 (until 1 July 2022)Volkswagen Financial Service France S.A.,France(Supervisory Board)2(until 30 June 2022)VW Credit,Inc.,USA(Board of Dir
49、ectors)2(until 16 March 2023)Volkswagen Payments S.A.,Luxembourg renamed J.P.Morgan Mobility Payments Solutions S.A.on 17 October 2022 (Supervisory Board,Chair until 8 April 2022)(until 16 March 2023)Ingrid DeltenreGivaudan SA,Switzerland(Board of Directors)Banque Cantonale Vaudoise SA,Switzerland(B
50、oard of Directors)Agence France Presse,France(Board of Directors)(until 20 April 2022)Akara Funds AG,Switzerland(Board of Directors)(until 12 August 2022)SPS Holding AG,Switzerland(Board of Directors)(since 13 April 2022)Simone MenneJohnson Controls International plc,Ireland(Board of Directors)Russe
51、ll Reynolds Associates Inc.,USA(Board of Directors)Lawrence Rosen Qiagen N.V.,Netherlands(Supervisory Board,Chair)Dr Stefan SchulteFraport Ausbau Sd GmbH(Supervisory Board,Chair)3Fraport Regional Airports of Greece A S.A.,Greece(Board of Directors,Chair)3Fraport Regional Airports of Greece B S.A.,Gr
52、eece(Board of Directors,Chair)3Fraport Regional Airports of Greece Management Company S.A.,Greece(Board of Directors,Chair)3Fraport Brasil S.A.Aeroporto de Porto Alegre,Brazil (Supervisory Board,Chair)3Fraport Brasil S.A.Aeroporto de Fortaleza,Brazil (Supervisory Board,Chair)3Prof.Dr-Ing.Katja Windt
53、Ford Otomotiv Sanayi A.S.,Turkey(Board of Directors)(since 1 June 2022)Stefan B.Wintels(since 6 May 2022)KfW Capital GmbH&Co.KG(Supervisory Board,Chair)4Employee representativesMembership of statutory supervisory boardsJrg von DoskyPSD Bank Mnchen eG(Deputy Chair)(since 20 June 2022)Stephan Teuscher
54、 DHL Hub Leipzig GmbH(Deputy Chair)(until 26 August 2022)Membership of comparable bodiesAndrea KocsisKfW Bankengruppe(Board of Directors)1Group mandate,Lanxess.2Group mandates,Volkswagen.3Group mandates,Fraport.4Group mandate,KfW Bankengruppe.You can find more information on our Website.Deutsche Pos
55、t DHL Group 2022 Annual Report8BOARDS AND COMMITTEESREPORT OF THE SUPERVISORY BOARDDear Shareholders,In spite of numerous challenges,the strong growth continued also in the year under review,and important supply chains around the world were maintained.The foundation of the companys success was its s
56、trong focus on the core business and the extraordinary dedication of the Board of Management and the employees.The Board of Management and the Supervisory Board worked together in a spirit of trust and held in-depth discussions on the situation of the company in light of current developments on a re
57、gular basis.Necessary measures were taken swiftly and the Supervisory Board was kept up to date regarding the implementation of these measures.The members of the Supervisory Board were involved early on in all decisions of material importance.Attendance at plenary and committee meetings as well as i
58、nvestor talksAttendance of the members of the Supervisory Board at the meetings of the plenary and of the committee is shown individually in the following table.The meetings took place in person,with individual members joining virtually depending on the situation.All members of the Board of Manageme
59、nt participated in the four plenary meetings and reported on the business performance in the divisions for which they are responsible.Meetings of the Supervisory Board were held without the Board of Management members,for example on matters regarding the Board of Management and to review the efficie
60、ncy of the Supervisory Boards work.The CEO and the members of the Board of Management responsible for the respective committee attended the 22 committee meetings.Executives from the tier immediately below the Board of Management and the auditors were also invited to attend for individual agenda item
61、s.The members of the Financial and Audit Committee and the auditor also discussed individual matters without the Board of Management members.In the autumn of the past year,I held talks with several investors and proxies on selected topics.Discussions included the requirements of independence of the
62、members of the Supervisory Board,those of the Financial and Audit Committee in particular,as well as the experience and qualifications of the individual members,which will be presented in a table in the statement on corporate governance going forward.The addition of two further members to the Attend
63、ance at plenary and committee meetings 2022Supervisory Board members Supervisory Board meetingsCommittee meetingsAttendance/meetings Attendance%Attendance/meetings Attendance%Dr Nikolaus von Bomhard(Chair)4/410014/14100Andrea Kocsis(Deputy Chair)4/410011/1292Dr Gnther Brunig(until 6 May 2022)1/11001
64、/1100Dr Mario Daberkow4/4100Ingrid Deltenre4/410010/10100Jrg von Dosky4/41007/7100Gabriele Glzau 4/4100Thomas Held4/41007/888Dr Heinrich Hiesinger4/41004/4100Prof.Dr Luise Hlscher(since 30 March 2022)3/31009/1090Mario Jacubasch4/41004/4100Thorsten Khn4/41004/4100Dr Jrg Kukies(until 9 March 2022)1/11
65、003/3100Ulrike Lennartz-Pipenbacher4/4100Simone Menne3/4758/8100Yusuf zdemir4/41007/888Lawrence Rosen4/41007/7100Dr Stefan Schulte4/41008/8100Stephan Teuscher3/47510/1283Stefanie Weckesser4/41008/8100Prof.Dr-Ing.Katja Windt4/4100Stefan B.Wintels(since 6 May 2022)3/31003/3100 Deutsche Post DHL Group
66、2022 Annual Report9REPORT OF THE SUPERVISORY BOARDFinancial and Audit Committee was a welcome development in the talks.The intention to convene the 2023 Annual General Meeting as an in-person meeting was also positively received by the investors.Key topics addressed in plenary meetingsDiscussions in
67、 all plenary meetings involved the companys financial position and business performance as well as reports on committee meetings.The Supervisory Board discussed both the risks and opportunities for the company associated with environmental,social and governance(ESG)aspects,as well as the environment
68、al and social impact of the companys own operations.The implementation of the sustainability strategy and the targets set regarding CO2 emissions,the reduction of the lost time injury frequency rate,increasing the share of women in executive positions and employee engagement values,as well as streng
69、thening the compliance standards,were additional significant topics in the year under review.In March 2022,we discussed the annual and consolidated financial statements,including the management report and the non-financial statement.Following the report by the auditor regarding the findings of the a
70、udit,we approved the financial statements at the recommendation of the Finance and Audit Committee.We concurred with the Board of Managements proposed resolution on the appropriation of the net retained profit.As successor to Ken Allen,who retired at the end of July 2022 after many years as a member
71、 of the Board of Management,we appointed Pablo Ciano to the Board of Management on the basis of the candidate interviews as the member responsible for eCommerce Solutions effective from 1 August 2022 to 31 July 2025 and determined the content of his employment contract.The Customer Solutions&Innovat
72、ion function was transferred to the responsibility of John Pearson.In the same meeting,we discussed the updated finance strategy and approved the withdrawal of up to 50 million shares which will be bought back as part of the current share buy-back programme and not used for other purposes.Approval o
73、f the remuneration report,the report of the Supervisory Board to the Annual General Meeting and the proposed resolutions on the agenda items of the Annual General Meeting,including the election of Luise Hlscher and Stefan B.Wintels to the Supervisory Board for a four-year term,were also the subject
74、of the meeting in March,as well as the determination of the annual bonus of Board of Management members on the basis of the degree of target achievement and corresponding recommendations of the Executive Committee.In the meeting in June,we discussed the reports from the committees and the report on
75、the situation of the Group and the divisions,and focused on the organisation and the challenges of Corporate Procurement.In September,we approved the acquisition of a Dutch company which operates in the e-commerce fulfilment sector and offers its customers the integration of online platforms and web
76、 shops for logistics services.Without the presence of the Board of Management,we discussed at length the effectiveness and efficiency of our activities in the plenary meetings and in the committees.The subject of our discussion included collaboration with the members of the Board of Management,colla
77、boration within the Supervisory Board,the skills profile of the Supervisory Board,the work in the committees and the strategic direction of the company.The latter was discussed in particular against the backdrop of growth opportunities,dealing with digitalisation and innovation,the state of IT and c
78、ontingency planning.We concluded that the Supervisory Board performs its monitoring and advisory duties properly.In our final Supervisory Board meeting of the year in December,we approved the Groups business plan for 2023 after intense discussion and defined the annual bonus targets for the Board of
79、 Management members.We also addressed the Declaration of Conformity with recommendations of the German Corporate Governance Code during this meeting.Key topics addressed in committee meetingsThe six committees of the Supervisory Board prepare the discussions and decisions to be made in the plenary m
80、eetings.They have also been tasked with taking the final decisions regarding a few matters,including approval for property transactions and secondary activities of Board of Management members or non-audit services to be provided by the auditor.Each of the committee chairs reports extensively in the
81、plenary meetings on the work of the committees.The composition of the committees is outlined in the Annual Corporate Governance Statement.The Executive Committee met four times and dealt mainly with Board of Management issues.In addition to succession planning,these included in particular the discus
82、sion of the remuneration report,approval of secondary activities,the assessment of target achievement for the previous year and the target agreements for the following year.The Personnel Committee held four meetings.Discussions focused on keeping employees safe during the pandemic,promoting women to
83、 executive positions,the Group-wide corporate strategy on personnel development,recruiting and retaining talented individuals and the development of their skills in light of the shortage of skilled workers.Deutsche Post DHL Group 2022 Annual Report10REPORT OF THE SUPERVISORY BOARDThe Finance and Aud
84、it Committee met eight times.It examined the financial statements and the combined management report for the company and the Group.The committee also discussed the half-yearly financial report following the review by the auditor and the quarterly financial statements with the CEO,the Board member fo
85、r finance and the auditor prior to publication.In addition,it issued the audit engagement for the audit firm elected by the Annual General Meeting.Also covered at the meetings were the non-audit services provided by the audit firm,the accounting process,risk management,the findings of internal audit
86、s and the quality of the financial statement audit.Moreover,the committee also discussed the updated finance strategy and tax-related matters.It obtained detailed reports from the Chief Compliance Officer on important aspects of compliance and on updates to the compliance organisation and compliance
87、 management.The effectiveness and development of the internal control and risk management system were regular topics of discussion at the meetings.The Strategy and Sustainability Committee met four times,primarily addressing the strategic positioning of the individual business units in their respect
88、ive market segments and the implementation of our Strategy 2025,as well as the acquisition and sale of equity investments.In addition,the committee deals with the companys strategy with regard to ESG aspects and their implementation in detail and on an ongoing basis.The Nomination Committee,which is
89、 comprised exclusively of shareholder representatives,held two meetings.Following in-depth deliberation regarding the available candidates for the Supervisory Board,the committee proposed Luise Hlscher in March to succeed Jrg Kukies who stepped down on 9 March 2022 on the Supervisory Board based on
90、the skills profile it had defined.In December,the committee recommended Katrin Suder to the Supervisory Board to succeed Katja Windt as well as the reappointment of Mario Daberkow,each for a period of four years.Moreover,the committee recommended to declare to the Annual General Meeting that,in the
91、estimation of the Supervisory Board,there are no personal and business relationships between Katrin Suder and Mario Daberkow,who have been proposed for appointment to the Super visory Board,and Deutsche Post AG or its Group companies,the executive bodies of Deutsche Post AG or a shareholder holding
92、a material interest in Deutsche Post AG that an objective shareholder would consider decisive for their vote.The Mediation Committee did not meet in the year under review.Support of the members of the Supervisory BoardThe company supports the members of the Supervisory Board in their activities on a
93、n ongoing basis.Newly elected members of the Supervisory Board receive a customised introduction in the form of individual meetings with the members of the Board of Management and the Chair of the Supervisory Board;additional measures include the provision of informational materials,access to a digi
94、tal data room specially designed for the Supervisory Board and the offer of reimbursement for the cost of attending selected external training events as well as for subscribing to industry publications.In addition,walk-throughs guided by Board of Management members at operating units of the company
95、are offered.These provide Super-visory Board members with an in-depth look at operational workflows and conditions on the ground.Directors Day,which takes place twice per year,also enables the members of the Supervisory Board to deepen their understanding of current topics and developments which are
96、 relevant to the company.In 2022,the agenda comprised the topic of data analytics at Deutsche Post DHL Group,an additional presentation on the German Supply Chain Due Diligence Act(Lieferkettensorgfaltspflichtengesetz),the EU Taxonomy and the Corporate Sustainability Reporting Directive(CSRD).Change
97、s to the Board of ManagementTobias Meyer,who will succeed Frank Appel as CEO following the 2023 Annual General Meeting,has been at the helm of the Global Business Services Group function since July 2022.As his successor responsible for Post&Parcel Germany,Nikola Hagleitner was appointed to the Board
98、 of Management effective from 1 July 2022.She has been with the company since 2005 and has gained valuable experience in three of the five divisions of Deutsche Post DHL Group,for example in operational management,sales and business development.Effective from 1 August 2022,Pablo Ciano,formerly head
99、of the Corporate Development department,was appointed as the successor to Ken Allen on the Board of Management with responsibility for eCommerce Solutions.He has also worked for the company for many years and played a crucial role in shaping the direction of Strategy 2025,including the Sustainabilit
100、y Roadmap of the Group.We are pleased that both Board of Management positions were filled from within the company with highly qualified and internationally experienced managers.Changes to the Supervisory BoardWith regard to shareholder representatives,in conjunction with the end of his duties as Sta
101、te Secretary in the Federal Ministry of Finance,Jrg Kukies stepped down from the Supervisory Board effective from 9 March 2022.Gnther Brunig resigned his position effective from the end of the Annual General Meeting on 6 May 2022 as a result of his Deutsche Post DHL Group 2022 Annual Report11REPORT
102、OF THE SUPERVISORY BOARDresignation from the KfW Banking Group.The Supervisory Board thanks both of them for their valuable support of the work of the Supervisory Board.Luise Hlscher,State Secretary in the Federal Ministry of Finance,and StefanB.Wintels,CEO of KfW Banking Group,were appointed to the
103、 Supervisory Board on 6 May 2022 by the Annual General Meeting for a period of four years on the recommendation of the Supervisory Board.We will recommend to this years Annual General Meeting that Katrin Suder be appointed to succeed Katja Windt and Mario Daberkow be reappointed,each for a period of
104、 four years.The main skills of the members of the Supervisory Board can be found in the qualification matrix in the Annual Corporate Governance Statement.There were no changes to the employee representatives during the reporting period.The term of office for employee representatives on the Superviso
105、ry Board ends as scheduled following the Annual General Meeting planned for 4 May 2023.An overview of current Supervisory Board members is provided in Boards and committees.Managing conflicts of interestSupervisory Board members neither hold positions on the governing bodies of,nor provide consultan
106、cy services to,the Groups main competitors,nor do they maintain personal relationships with them.No conflicts of interest were reported in the year under review.Company in compliance with all recommendations of the German Corporate Governance CodeIn December 2022,the members of the Board of Manageme
107、nt and the Supervisory Board issued a statement declaring that all recommendations of the German Corporate Governance Code as amended on 16 December 2019 had been complied with up to the issue of the last declaration of conformity in December 2021.This did not include the reserved partial limitation
108、 with regard to recommendation C.5.In future,all recommendations of the German Corporate Governance Code as amended on 28 April 2022 are to be complied with.Frank Appel is permitted to chair the Supervisory Board of Deutsche Telekom AG until the end of his term in May 2023.The statements from past y
109、ears can be accessed on the companys website.Further information regarding corporate governance within the company can be found in the Annual Corporate Governance Statement.2022 annual and consolidated financial statements examinedThe auditors elected by the AGM,PricewaterhouseCoopers GmbH Wirtschaf
110、tsprfungsgesellschaft(PwC),Dsseldorf,audited the annual and consolidated financial statements for the 2022 financial year,including the combined management report,and issued unqualified audit opinions.The German Public Auditor responsible for the engagement is Dietmar Prmm.PwC also conducted the vol
111、untary review of the half-yearly financial report without issuing any objections.The joint remuneration report for the Board of Management and the Supervisory Board for the 2022 financial year was given an audit opinion in accordance with section 162(3)AktG.After prior examination by the Finance and
112、 Audit Committee,occasionally without the Board of Management members,the Supervisory Board in its meeting today discussed the annual and consolidated financial statements,including the Board of Managements proposal on the appropriation of the net retained profit and the combined management report i
113、ncluding the combined non-financial statement for the 2022 financial year in depth with the Board of Management.PwC reported on the results of the audit before the Finance and Audit Committee and plenary meeting and was available to answer questions.The Supervisory Board concurred with the results o
114、f the audit and approved the annual and consolidated financial statements for the 2022 financial year,as recommended by the Finance and Audit Committee.No objections were raised on the basis of the final outcome of the examination by the Supervisory Board and the Finance and Audit Committee of the a
115、nnual and consolidated financial statements,the combined management report including the combined non-financial statement,and the proposal for the appropriation of the net retained profit.The Supervisory Board endorsed the Board of Managements proposal for the appropriation of net retained profit an
116、d the payment of a dividend of 1.85 per share.The Supervisory Board would like to expressly thank all employees and Board of Management members for their extraordinary efforts in the year under review.Our special thanks also go to Frank Appel,who will leave the company upon the conclusion of the upc
117、oming Annual General Meeting,for the many years in which he so successfully led the Group with strategic vision and great expertise.Under his leadership,the company became a global leader in logistics which connects people and markets and enables of global trade.Bonn,8 March 2023The Supervisory Boar
118、dNikolaus von BomhardChairmanDeutsche Post DHL Group 2022 Annual Report12REPORT OF THE SUPERVISORY BOARDREPORTING PRACTICEThis publication contains both financial and non-financial information about the results for the 2022 financial year.It was published on 9 March 2023 in German and English and is
119、 available Online and as a PDF.The report sections that are subject to publication requirements are published in the company register,in due consideration of the European Single Electronic Format(ESEF).Applied reporting standardsAs a listed company,Deutsche Post AG has prepared its consolidated fina
120、ncial statements in accordance with Section 315e Handelsgesetzbuch(HGB German Commercial Code)in compliance with International Financial Reporting Standards(IFRSs)and the corresponding Interpretations of the International Accounting Standards Board(IASB)as adopted in the European Union.The combined
121、management report comprises the Group Management Report of Deutsche Post DHL Group and the Management Report of Deutsche Post AG.Unless otherwise noted,the information presented refers to the Group.Information pertaining solely to Deutsche Post AG is identified as such.The combined management report
122、 also includes the combined non-financial statement for Deutsche Post AG and for the Group in accordance with Sections 289b(1)and 315b(1)HGB.The non-financial key performance indicators used for steering the Group were determined on the basis of their materiality in accordance with the German Commer
123、cial Code and the German Accounting Standards(GASs),Steering metrics.The Global Reporting Initiative(GRI)standards are taken as the framework for determining material topics,supplemented by HGB requirements.The non-financial statement also includes information aimed at facilitating sustainable inves
124、tment(EU Taxonomy)in accordance with Article 8 of Regulation 2020/852 of the European Parliament and of the European Council as well as Delegated Regulation 2021/2178 of the European Commission.In the interest of avoiding repetition,we refer to other sections of the management report for reporting o
125、n mandatory disclosures,provided that they already are explained in greater detail there.Information regarding employees applies to all of the Groups staff;exceptions are noted as such.Independent auditThe consolidated financial statements of Deutsche Post AG and its subsidiaries and the combined ma
126、nagement report for the financial year from 1 January to 31 December 2022 were audited by PricewaterhouseCoopers GmbH Wirtschaftsprfungsgesellschaft(PwC)in a reasonable assurance engagement,Auditors report.The combined non-financial statement was audited separately by PwC on behalf of the Supervisor
127、y Board in a limited and,for certain indicators,reasonable assurance engagement,Practitioners report.The contents of the Annual Corporate governance statement pursuant to Section 289f and 315d HGB have not been audited.Forward-looking statementsThis report contains forward-looking statements which a
128、re not historical facts and which also include statements concerning assumptions and expectations based upon current plans,estimates and projections,and the information available to Deutsche Post AG at the time this report was completed.They should not be considered to be assurances of future perfor
129、mance and results contained therein.Instead,they depend on a number of factors and are subject to various risks and uncertainties(particularly those described in the“Expected developments,opportunities and risks”section)and are based on assumptions that may prove to be inaccurate.It is possible that
130、 actual performance and results may differ from the forward-looking statements made in this report.Deutsche Post AG undertakes no obligation to update the forward-looking statements contained in this report except as required by applicable law.If Deutsche Post AG updates one or more forward-looking
131、statements,no assumption can be made that the statement(s)in question or other forward-looking statements will be updated regularly.Disclosures unrelated to the management reportThe German Corporate Governance Code stipulates disclosures related to the internal control and risk management system whi
132、ch go beyond the legal requirements for the management report and are therefore excepted from the auditors review of the contents of the management report.These disclosures are set apart from those to be audited in separate paragraphs and marked accordingly .Additional information Refers to informat
133、ion contained elsewhere in the report.Indicates a hyperlink to content available online that is not part of this report.Separate remuneration reportAccording to Section 162 German Stock Corporation Act(AktG),listed companies are required to separately prepare a joint remuneration report for the Boar
134、d of Management and Supervisory Board each year that will be published on the Companys website.TranslationThe English version of the 2022 Annual Report of Deutsche Post DHL Group constitutes a translation of the original German version.Only the German version is legally binding,insofar as this does
135、not conflict with legal provisions in other countries.Deutsche Post DHL Group 2022 Annual Report13REPORTING PRACTICECOMBINED MANAGEMENT REPORTGENERAL INFORMATIONBusiness modelAn international service portfolio Deutsche Post AG is a listed German corporation domiciled in Bonn.Deutsche Post DHL Group
136、unites two strong brands:DHL offers a comprehensive portfolio of services consisting of parcel shipment,international express delivery,freight transport,supply chain management and e-commerce solutions;Deutsche Post is Europes leading mail and parcel provider.The Group is organised into five operati
137、ng divisions:Express;Global Forwarding,Freight;Supply Chain;eCommerce Solutions;and Post&Parcel Germany.Each of the divisions is managed by its own divisional headquarters and subdivided into functions,business units or regions for reporting purposes.Group management functions are centralised in the
138、 Corporate Center.The internal services that support the entire Group are consolidated in our Global Business Services unit.Customer Solutions&Innovation(CSI)is DHLs cross-divisional account management and innovation unit.Corporate structure as at 31 December 202217.3%6.4%17.3%30.5%28.6%Transport of
139、 urgent documents and goods,primarily as time-definite international shipmentsInternational forwarding services for air,ocean and overland freightTailor-made logistics services and supply chain solutions based onglobally standardised modules such aswarehousing,transport and value-added servicesDomes
140、tic last-mile parcel delivery in selected countries in Europe,the United States and Asia;non-TDI cross-border services to,from and within EuropeTransporting,sorting and deliveringdocuments and goods in Germany and export to the rest of the worldShare of consolidated revenue1 2022:DivisionsExpressGlo
141、bal Forwarding,FreightSupply ChaineCommerce SolutionsPost&Parcel GermanyGroup FunctionsCorporate CenterGlobal Business ServicesCustomer Solutions&InnovationCEOFinanceHuman Resources 1 Note 11 to the consolidated financial statements.Deutsche Post DHL Group 2022 Annual Report14COMBINED MANAGEMENT REP
142、ORTGENERAL INFORMATIONOrganisational changesEffective as of 1 July 2022,Nikola Hagleitner assumed responsibility on the Board of Management for Post&Parcel Germany from Tobias Meyer,who has since been responsible for Global Business Services.Ken Allen left the company upon the expiration of his term
143、 of appointment on 31 July 2022.As a new member of the Board of Management,Pablo Ciano assumed responsibility for the eCommerce Solutions division as of 1 August 2022.John Pearson has been responsible for CSI since 1 August 2022.A presence that spans the globeOur locations can be found in the List o
144、f shareholdings.The following description of the divisions shows market shares and market volumes where available and useful in the most important regions.EXPRESS DIVISIONA global express networkMore than220countries andterritoriesMore than300dedicatedaircraftAround120,000employeesAround3million cus
145、tomersMore than500airportsservicedAround3,500facilitiesAround148,000service points22hubs Deutsche Post DHL Group 2022 Annual Report15COMBINED MANAGEMENT REPORTGENERAL INFORMATIONTime-definite international shipmentsIn the Express division,we transport urgent documents and goods reliably and on time
146、from door to door.International time-definite shipments are our core business.The divisions main product is Time Definite International(TDI),a cross-border transport and delivery service.Our TDI services enable delivery at predefined times,and our expertise in customs clearance keeps shipments movin
147、g as a prerequisite in ensuring fast and reliable door-to-door service.We also provide industry-specific services to round out our TDI product.For example,our Medical Express transport solution,which is tailored specifically to companies in the life sciences and healthcare sector,offers various type
148、s of thermal packaging for temperature-controlled,chilled and frozen contents.Around 296 million TDI shipments were transported worldwide in 2022.We estimate our market share at 43%on the basis of a recent survey(2021).Our virtual airlineOur global air freight network is operated by multiple airline
149、s,some of which are wholly owned by the Group.The combination of our own and purchased capacities allows us to respond flexibly to fluctuating demand.The following graphic illustrates how our available freight capacity is organised and offered on the market.Most of the freight capacity is used for T
150、DI,our main product.If any cargo space remains on our own flights,we sell it to customers in the air freight sector.The largest buyer of remaining capacity is the DHL Global Forwarding business unit.Available capacityCore Express TDI core product capacity based upon average utilisation,adjusted on a
151、 dailybasis ACS Air Capacity Sales,average total spare capacity that is not slated to be utilised for BSA or TDI core volumes BSA Block Space Agreement guaranteed air cargo product Keeping our customer service promiseIn order to keep our commitments to our customers as a global network operator,we m
152、onitor their satisfaction and changing requirements,for example through our Insanely Customer Centric Culture programme and with the Net Promoter Approach.At our quality control centres,we track shipments across the globe and adjust the processes dynamically as required.All premium products are trac
153、ked until they are delivered.We conduct regular reviews of operational safety,compliance with standards and quality of service at our facilities in co-operation with government authorities.Approximately 415 locations have been certified by the Transported Asset Protection Association(TAPA),making us
154、 a leader in this area.Deutsche Post DHL Group 2022 Annual Report16COMBINED MANAGEMENT REPORTGENERAL INFORMATIONGLOBAL FORWARDING,FREIGHT DIVISIONAir,ocean and overland freightMore than150countries and territoriesMore than250,000customersAround49,000employeesAround200freight terminals Air,ocean and
155、overland freight forwarding servicesAir,ocean and overland freight forwarding services are our core business.They include standardised transports as well as multimodal and sector-specific solutions,together with customised industrial projects and customs services.Our business model is based upon bro
156、kering transport services between customers and freight carriers.The global reach of our network allows us to offer efficient routing and multimodal transport options.Compared with the Groups other divisions,our operational business model is asset-light.Volumes in air freight remained high despite u
157、ncertain market conditionsDespite the somewhat weak macroeconomic environment,we reached around 1.9 million tonnes(previous year:around 2.1 million tonnes)of export air freight transported.Ocean freight market reports higher volumesWith around 3.3 million 20-foot container units(previous year:around
158、 3.1 million)transported,we managed to increase the ocean freight volume under the difficult circumstances of 2022,with the additional volumes from the acquisition of Hillebrand making a noticeable difference.Deutsche Post DHL Group 2022 Annual Report17COMBINED MANAGEMENT REPORTGENERAL INFORMATIONAi
159、r and ocean freight market 2022:relevant volumesAsia PacificAmericasMiddle East/Africa EuropeOtherGlobal Air freight(m tonnes)110.75.81.06.00.824.3Ocean freight(m TEUs)240.18.54.77.61.162.0 1Data based solely on export freight tonnes.Source:estimate by Seabury Consulting.2Twenty-foot container units
160、;estimated part of overall market controlled by forwarders.Data based solely on export volumes.Source:company estimates,Seabury Consulting.Weaker growth in the European road freight marketAfter the European road freight market benefited from a significant increase in volumes in the previous year,the
161、 market developed more slowly in 2022.We recorded a decline in volumes by 4.8%.Capacity shortages,higher personnel costs,changes to commercial road freight and the significant rises in the diesel prices have led to a considerable increase in costs.Satisfied customers and the digitalisation roadmapWe
162、 aim to design our services to be as user-friendly as possible.To do so,we systematically record customer feedback by calculating Net Promoter Scores and conducting annual satisfaction surveys.Based upon the information received,we define initiatives and actions aimed at steadily improving our produ
163、cts and services.The global network of the Global Forwarding,Freight division meets the highest safety standards demanded by customers and authorities,including TAPA and CTPAT;we therefore have the most advanced ISO-certified business continuity management programme in the industry.With a global Tra
164、nsport Management System,we laid the foundation for further scaling of global applications and processes in the Global Forwarding business unit.We further implemented a standardised Transport Management System in the Freight business unit as well.Meanwhile,we are continually registering new user gro
165、ups in our myDHLi portal and see increasing activity on our digital customer interaction tools,such as Saloodo!our digital marketplace for road freight and the Freight Customer Portal which is successfully running in Sweden.Deutsche Post DHL Group 2022 Annual Report18COMBINED MANAGEMENT REPORTGENERA
166、L INFORMATIONSUPPLY CHAIN DIVISIONSolutions that reduce customer supply chain complexityConnectedControl TowerConnectedControl TowerAround15million m2warehousing and operationalspace1Around185,000employeesMost innovative3PL provideraccording to Gartner rankingAround10,500vehiclesActive in more than5
167、0countriesAnalyses used to optimise supply chains 1 Includes owned and leased warehouses only and not customer-owned facilities operated by DHL.Tailor-made supply chain solutionsOur core business comprises tailor-made logistics services and supply chain solutions in order to reduce the complexity fo
168、r our customers and to add sustainable value.We offer a broad product portfolio including warehouse operations and transport as well as value-added services such as eFulfillment,omnichannel solutions and returns management,Lead Logistics Partner(LLP),Real Estate Solutions,Service Logistics and packa
169、ging solutions targeted to our customers needs across all strategic industry sectors.We offer modular solutions that allow our customers operations to be more agile and more flexible to respond to changing supply chain needs and requirements.Standardisation and use of innovative technologiesWe are c
170、onstantly striving to increase speed and agility along the entire supply chain through modular standardisation and the use of new technologies.State-of-the-art digital solutions are already used at more than 80%of our locations,for example with some 4,000 collaborative robots and some 38,000 smart w
171、earables deployed.In addition,we leverage data analytics to drive operational efficiencies and to enhance the customer experience.We are integrating physical and digital supply chain solutions.Deutsche Post DHL Group 2022 Annual Report19COMBINED MANAGEMENT REPORTGENERAL INFORMATIONLeading position i
172、n contract logisticsThe global contract logistics market is estimated at around 231.3 billion for the year 2021.DHL is the global market leader in the fragmented market of contract logistics with a market share of 6.0%(2021)and operations in more than 50 countries.The market share of the next leadin
173、g providers is half as large.Meeting or exceeding customers expectationsWith the globally consistent operating standards of our“Operations Management System First Choice”,we ensure that we consistently either meet or exceed our customers quality expectations and continuously improve.Thanks to our sy
174、stematic follow-up on customer feedback,our satisfaction values(Net Promoter Approach)remain on a high level.Contract logistics market 20211 billionAsia PacificAmericasMiddle East/Africa EuropeGlobal Contract logistics81.667.47.974.4231.3 1 Company estimate.Deutsche Post DHL Group 2022 Annual Report
175、20COMBINED MANAGEMENT REPORTGENERAL INFORMATIONECOMMERCE SOLUTIONS DIVISION Domestic last-mile parcel delivery and non-TDI cross-border services8dedicated aircraftMore than1.5billion parcelsMore than90,000service pointsAround25,000vehiclesAround40,000employeesMore than20countries Domestic and intern
176、ational non-time-sensitive parceldeliveryOur core business is domestic last-mile parcel delivery in selected countries in Europe,in the United States,in selected countries in Asia,in particular in India,and non-TDI cross-border services primarily to,from and within Europe,as well as to and from the
177、United States.The domestic last-mile parcel delivery service is provided via our own and partner networks,serving a mix of B2C and B2B customers across all sectors.Our non-TDI cross-border service provides worldwide shipping solutions to enable our customers to capitalise on strong growth in cross-b
178、order trade,whilst meeting their expectations for speed,transparency and quality.The DHL Parcel Connect platform is our delivery and returns solution developed especially for e-commerce in Europe,catering to both B2B and B2C,which simplifies pan-European cross-border shipping with a harmonised label
179、,common IT systems,core features and local services.The B2C volume had risen significantly during the pandemic years,with the first half of 2021 representing the highest basis for comparison.The expected normalisation pattern came to be in 2022,with a lesser decrease in the second half of the year c
180、ompared to the significant declines in the first six months of the year.Satisfied customers and a high level of delivery reliabilityWe focus on delivering industry-leading performance as well as quality and service excellence.With this focus,we succeeded in achieving an overall global delivery quali
181、ty of 95.5%(previous year:95%).Deutsche Post DHL Group 2022 Annual Report21COMBINED MANAGEMENT REPORTGENERAL INFORMATIONPOST&PARCEL GERMANY DIVISIONNationwide post and parcel network in Germany38parcel centres82mail centresAround11,300PackstationsAround48million letters per working dayAround6.2milli
182、on parcelsper working dayAround25,000sales pointsAround108,400postboxesAround192,000employees The postal service for GermanyAs Europes largest postal company,our core business is the transport,sorting and delivery of documents and goods.We maintain a nationwide post and parcel network in Germany,whi
183、ch we continually expand in consideration of digitalisation and sustainability.Our products and services in the mail communication segment are targeted towards both private and business customers and range from physical and hybrid letters to special products for the delivery of goods,and include add
184、itional services such as registered mail,cash on delivery and insured items.In the year under review,the German market for mail communication for business customers was worth around 4.3 billion(previous year:around 4.2 billion).With declining volumes,the slight rise is due primarily to price increas
185、es for some mail products subject to regulation effective from 1 January 2022.The decline in mail volumes in the reporting period is attributable to,amongst other factors,the unusually high level of mail-in ballots in the German federal and state elections in 2021.We monitor the market in which we c
186、ompete,including the companies that operate as service providers to customers in this market i.e.both competitors offering end-to-end services and consolidators providing partial services.Our market share increased slightly to 62.1%compared with the prior year(61.4%)due to gains recovered from the c
187、ompetition.German mail communication market,business customers,2022Market volume:around 4.3 billion Deutsche Post62.1%Competition37.9%Source:company estimate.Deutsche Post DHL Group 2022 Annual Report22COMBINED MANAGEMENT REPORTGENERAL INFORMATIONCross-channel dialogueOn request,our Dialogue Marketi
188、ng unit offers end-to-end solutions to advertisers from address services and tools for design and creation to printing,delivery and evaluation.This supports cross-channel,personalised and automated dialogue so that digital and physical items with interrelated content are delivered according to a co-
189、ordinated timetable and without any coverage waste.The German advertising market grew by 4.4%in 2022 to come in at 29.9 billion,ultimately not growing as dynamically as in the previous year.Our share of this highly fragmented advertising market amounted to 5.7%(previous year:5.9%).German advertising
190、 market1 2022Market volume:29.9 billion Competition94.3%Deutsche Post5.7%1 Includes all advertising media with external distribution costs;the placement costs are shown as ratios.Source:company estimate.DHL Parcel for companies and private individualsWe maintain a dense network of parcel acceptance
191、and drop-off points in Germany,which we expanded and digitalised in the reporting year.We offer support to businesses to grow their online retail business.Along with the Supply Chain division,we are able to cover the entire logistics chain through to returns management on request.Various services en
192、able individualised and conve-nient parcel delivery for private customers:parcels can be delivered to an alternative address,a specific retail outlet or a Paketshop at short notice.Furthermore,registered customers can now have all items sent automatically to a Packstation or selected retail outlet.A
193、dditionally,the digital delivery notification for parcels introduced in the previous year is more transparent and more convenient.The German parcel market continues to be subject to competition-driven structural changes,with established as well as new companies offering their services.In e-commerce,
194、the delivery of a portion of shipments is handled by the merchants own distribution networks.There has been no interruption in the medium-and long-term growth trend in the number of online orders.In light of this as well,we will increase the number of Packstations to more than 15,000 in the coming y
195、ears to make it even more convenient for customers all over Germany to send and receive parcels,and to create an environmentally friendly,traffic-reduced parcel delivery system.Following a successful pilot phase in 2021,we will also make progress in the expansion of Poststations.Reliable delivery in
196、 a challenging environmentAccording to surveys conducted by Quotas,a quality research institute,around 86%of all domestic letters posted in Germany during daily opening hours at our retail outlets or before final collection were delivered the very next day in the year under review.Around 96%were del
197、ivered within two days.This puts us above the legally required levels of 80%(D+1)and 95%(D+2).These figures can be deemed very positive in light of the challenging environment in which they were achieved.In the third year of the pandemic,we dealt with high levels of illness amongst employees at time
198、s.In addition,the situation on the German labour market remains tense overall.Our approximately 25,000 person-operated sales points were open for an average of 55 hours per week in the year under review,as was the case in the previous year.Consumers who use the products and services offered by Deuts
199、che Post retail outlets operated mostly by retailers are surveyed annually regarding customer satisfaction by“Kundenmonitor Deutschland”.This study attested to the high level of approval enjoyed by Deutsche Post retail outlets:a total of 94.2%of the persons surveyed were satisfied with the quality a
200、nd service(previous year:94.5%).In addition,customers gave our sales points an average rating of 4.37 out of 5 stars in the Deutsche Post location finder(previous year:4.31).The fixed-location acceptance and sales network has grown to around 36,300 sites(previous year:around 34,000)thanks to the exp
201、ansion of our Packstation network.Deutsche Post DHL Group 2022 Annual Report23COMBINED MANAGEMENT REPORTGENERAL INFORMATIONStrategyNavigating safely through a volatile,fast-changing environmentWe announced Strategy 2025 in October 2019.It draws on the successful elements of Strategy 2015 and 2020,wh
202、ich established us as the worlds leading logistics company.Building on this strong foundation,Strategy 2025 helps us to cement and grow that leading position as the pace of change in the world around us accelerates.We defined our strategic goals in a comprehensive process in which we worked with rel
203、evant stakeholders including employees,customers,suppliers and investors.Our“Strategy House”graphic illustrates the most important elements of our strategy and how they are connected.Strategy 2025 guided us safely through the volatile,fast-changing environment.As part of a yearly assessment,we under
204、took a detailed review of our corporate strategy and found it not only to be fundamentally sound,but that it had also made Deutsche Post DHL Group more resilient.That resilience is the result of disciplined and consistent execution of our Group strategy,with each and every element playing a key role
205、.Strategic triad of purpose,vision and valuesOur purpose of“Connecting people,improving lives”has never been more important than it is today.In keeping with our vision of being THE logistics company for the world,Deutsche Post DHL Group strives to continue leading the industry and doing so in an inc
206、reasingly digital and sustainability-oriented world.Our core values“Respect&Results”are just as much a part of our strategy today as they have been in the past.Strategy HouseOur PurposeConnecting people,improving livesOur VisionWe are THE logistics company for the worldOur ValuesRespect&ResultsDigit
207、alisationSupported by Group functionsOur Business Unit focusStrengthening the profitable coreEnabled by Common DNAOur MissionExcellence.Simply delivered.Along the three bottom lines in a sustainable way Deutsche Post DHL Group 2022 Annual Report24COMBINED MANAGEMENT REPORTGENERAL INFORMATIONThe tria
208、d of purpose,vision and values underpins the three building blocks of Strategy 2025:sustained execution excellence along the three bottom lines;becoming an employer,provider and investment of choice;a focus on our profitable core business and digital transformation.We have also cemented sustainabili
209、ty into every part of our business strategy through purpose and our own values.Respect and Results mean that we are committed to each other and together make a positive social contribution.Our purpose“Connecting people,improving lives”guides our efforts and sense of responsibility.Execution excellen
210、ce along the three bottom linesOur mission,“Excellence.Simply delivered.”,is defined by the three bottom lines.We believe having motivated and skilled employees is the key to providing excellent service quality and achieving profitable growth.At Deutsche Post DHL Group,when we speak of our common DN
211、A we mean the set of behaviours,tools and programmes that we put into practice throughout the Group.Group-wide programmes such as Certified,First Choice and Safety First play an important part in building the common DNA by influencing what we do on a day-to-day basis.Irrespective of division,geograp
212、hical region or function,our common DNA is an expression of who we are and how we do things at Deutsche Post DHL Group.As an integral part of our strategy,sustainability is anchored along our three bottom lines.New policies and regulations across industries,increasingly changing buying habits and th
213、e growing focus on sustainable investments have motivated us to serve as a sustainability role model in our industry and to set ourselves ambitious targets.We therefore made sustainability a cornerstone of our Strategy 2025 and an essential element of our mission.With our ESG Roadmap,we build on our
214、 past achievements and plot a course for future success.The roadmap will serve as guidance in the three areas of environment,social responsibility and corporate governance.Clear objectives were set for each of these areas.We strive for environmentally friendly logistics and aim to be a great place t
215、o work for all and a trustworthy company and partner.We set transparent,time-bound targets and KPIs with which we make sustainability an integral component in the yearly planning and strategic cycle,with targets integrated into our decision-making process.One key target is to increase the pace of ou
216、r companys planned decarbonisation,Non-financial statement.Divisions focus on profitable core businessOur divisions continue to focus relentlessly on their profitable core.In so doing,they ensure that our services and solutions can be provided reliably,even in unusual circumstances.Digital transform
217、ation as a key leverRepresenting a significant lever for sustainable business growth,digital transformation plays a crucial role in our strategy.We therefore invest in initiatives designed to improve the experiences our customers and employees have with the company and to increase operational effici
218、ency.Our digitalisation framework has two elements.We are upgrading the IT infrastructure and utilising new technologies throughout the Group.At the same time,we are scaling business models that augment our core.In our divisions,we have several initiatives and programmes in place to upgrade the IT b
219、ackbone,ensure our future agility and increase IT efficiency.In our Centres of Excellence,we have combined technologies and expertise,e.g.in the areas of automation and robotics,data science,API,blockchain and the Internet of Things.They are allowing us to foster and build up in-house know-how and s
220、cale digital solutions across the divisions.Research and developmentAs a service provider,Deutsche Post DHL Group does not engage in research and development activities in the narrower sense and therefore has no significant expenses to report in this connection.Deutsche Post DHL Group 2022 Annual Re
221、port25COMBINED MANAGEMENT REPORTGENERAL INFORMATIONSteering metricsFinancial and non-financial key performance indicators Deutsche Post DHL Group uses both financial and non-financial performance indicators in its management of the Group.The monthly,quarterly and annual changes in these indicators a
222、re compared with prior-year data and forecast data to assist in making management decisions.The year-to-year changes in the financial and non-financial performance indicators described here also play an important role in the calculation of management remuneration.The Groups financial performance ind
223、icators are intended to preserve a balance between profitability,the efficient use of resources and adequate liquidity.How these metrics are computed is illustrated in the Calculations graphic.The performance of the financial key figures in the reporting year is described in the Report on economic p
224、osition.As planned,the following non-financial key performance indicators were additionally introduced as management-relevant in the year under review:absolute logistics-related greenhouse gas(GHG)emissions,Realised Decarbonisation Effects,share of women in middle and upper management,lost time inju
225、ry frequency rate(LTIFR)per 200,000 working hours and share of valid compliance-relevant training certificates in middle and upper management.Targets and results for these key performance indicators are described in the Non-financial statement.Additional metrics that we will report beginning in 2023
226、 are described and forecast in the Expected developments,opportunities and risks section.EBIT and EAC(EBIT after asset charge)The profitability of the Groups operating divisions is mea-sured as profit from operating activities(EBIT).EBIT after asset charge(EAC)is another key performance indicator us
227、ed by the Group.EAC is calculated by subtracting the asset charge,a cost-of-capital component,from EBIT.Making the asset charge a part of business decisions encourages the efficient use of resources and ensures that our operational business is geared towards increasing value sustainably whilst impro
228、ving cash flow.The asset charge is calculated on the basis of the weighted average cost of capital,or WACC,which is defined as the weighted average net cost of interest-bearing liabilities and equity,taking into account company-specific risk factors in accordance with the Capital Asset Pricing Model
229、.A standard WACC of 8.5%is applied across the divisions.That figure also represents the minimum target for projects and investments within the Group.The WACC is generally reviewed once annually on the basis of the current situation on the financial markets.To ensure better comparability of the asset
230、 charge with previous figures,in 2022 the WACC used here was maintained at a constant level compared with the previous years.The asset charge is calculated each month so that fluctuations in the net asset base can also be taken into account during the year.The Calculations graphic shows the composit
231、ion of the Groups net asset base.Free cash flow facilitates liquidity managementAlong with EBIT and EAC,cash flow is another key perfor-mance metric used by Group management.The goal is to maintain sufficient liquidity to cover all of the Groups financial obligations from debt repayment and dividend
232、s,in addition to meeting payment commitments arising from the Groups operations and investments.Cash flow is calculated using the cash flow statement.Operating cash flow(OCF)includes all items that are related directly to operating value creation.Another key parameter impacting OCF is net working ca
233、pital.Effective management of net working capital is an important way for the Group to improve cash flow in the short to medium term.Free cash flow(FCF)is a management indicator derived from OCF.It is used as an indicator of how much cash is available to the company for paying out dividends or repay
234、ing debt at the end of a reporting period.Deutsche Post DHL Group 2022 Annual Report26COMBINED MANAGEMENT REPORTGENERAL INFORMATIONCalculationsRevenue Other operating income Changes in inventories and work performed and capitalised Materials expense Staff costs Depreciation,amortisation and impairme
235、nt losses Other operating expenses Net income/loss from investments accounted for using the equity method EBIT Profit from operating activitiesEBIT Asset charge Net asset base Weighted average cost of capital(WACC)EAC EBIT after asset chargeOperating assets Intangible assets Property,plant and equip
236、ment Goodwill Trade receivables(included in net working capital)1 Other non-current operating assets2 Operating liabilities Operating provisions (excluding provisions for pensions and similar obligations)Trade payables(included in net working capital)1 Other non-current operating liabilities2 Net as
237、set baseEBIT Depreciation,amortisation and impairment losses Net income/loss from disposal of non-current assets Non-cash income and expense Change in provisions Change in other non-current assets and liabilities Dividends received Income taxes paid Operating cash flow before changes in working capi
238、tal(net working capital)Change in net working capital Net cash from/used in operating activities (operating cash flow,OCF)Cash inflow/outflow arising from change in property,plant and equipment and intangible assets Cash inflow/outflow arising from acquisitions/divestitures Cash outflow for leases N
239、et interest paid(excluding leases)FCF Free cash flow1 Includes EBIT-related current assets and liabilities.Not included are assets and liabilities related to taxes,financing and cash and cash equivalents,for example.2 Includes EBIT-related other non-current assets and liabilities.Not included are as
240、sets and liabilities related to taxes or bonds,for example.Deutsche Post DHL Group 2022 Annual Report27COMBINED MANAGEMENT REPORTGENERAL INFORMATIONManaging and reducing greenhouse gas emissionsWe aim to reduce the greenhouse gas(GHG)emissions produced by our operations,as well as our dependency on
241、fossil fuels,in order to mitigate the impact of our operations on the global climate.As planned,we introduced new key performance indicators in the year under review:the absolute logistics-related GHG emissions as a medium-and long-term target and Realised Decarbonisation Effects.We use the latter K
242、PI to measure the emissions that we were able to avoid through the use of energy from renewable sources and sustainable technologies compared with conventional energy and technologies.The calculation methodology for GHG emissions is based on recognised international standards such as the Greenhouse
243、Gas Protocol,DIN EN 16258 and the Global Logistics Emissions Council Framework.For Realised Decarbonisation Effects,we also take the guidelines of the Smart Freight Centre for insetting and emissions calculation from sustainable aviation fuels into account.As part of our reporting,we show the logist
244、ics-related GHG emissions including the upstream chain from fuel production(well-to-wheel)and include the GHG emissions caused or avoided by our transport subcontractors(Scope3).We record the GHG emissions from categories3,4 and 6 in the calculation of Scope 3 emissions.The legally required blending
245、 of sustainable fuels is not included in the Realised Decarbonisation Effects.Employee engagement as a factor for successMotivated and committed employees contribute to the success of the company.In the annual Group-wide survey,all employees have the opportunity to anonymously rate the companys stra
246、tegy and values as well as its working conditions.We derive the Employee Engagement key performance indicator from these results.Increase share of women in middle and upper managementWe use the performance indicator of share of women in middle and upper management to measure the success of our diver
247、sity measures.As part of this measurement,executives working part-time are counted on a per-person basis.Reduce LTIFRWe measure the effect of workplace accidents based on the lost time injury frequency rate(LTIFR),which is determined using the number of work-related accidents per 200,000working hour
248、s which lead to at least one day of missed work for the affected person following the accident.Conduct compliance-relevant trainingOur aspiration is to be a reliable and trustworthy partner in all business relationships.When conducting day-to-day business,our managers serve an important function as
249、role models to the employees and business partners,which is why corresponding training is of such importance for executives.We measure success in this area on the basis of the share of valid training certificates at the middle and upper management levels.Deutsche Post DHL Group 2022 Annual Report28C
250、OMBINED MANAGEMENT REPORTGENERAL INFORMATIONREPORT ON ECONOMIC POSITIONForecast/actual comparisonTargets for 2022EBIT1 Group:around 8.4 billion DHL divisions:around 7.5 billion Post&Parcel Germany division:around 1.35 billion Group Functions:around 0.45 billion EAC Slight decline if asset charge inc
251、reases as forecastCash flow1 Free cash flow2 amounts to more than 4.2 billionCapital expenditure(capex)Investment spending (excluding leasing):around 4.2 billionDividend distribution Dividend payout of 40%to 60%of netprofitResults for 2022EBIT Group:8.4 billion DHL divisions:7.6 billion Post&Parcel
252、Germany division:1.3 billion Group Functions:0.45 billion EAC Slight decline to 5.1 billion due to asset charge increasesCash flow Free cash flow3 amounts to 4.6 billion Capital expenditure(capex)Investment spending (excluding leases):4.1 billionDividend distribution To be proposed:dividend payout o
253、f 41.1%of net profitTargets for 2023EBIT Group:between 6.0 billion and 7.0 billion DHL divisions:between 5.5 billion and 6.5 billion Post&Parcel Germany division:around 1.0 billion Group Functions:around 0.45 billionEAC Slight decline if asset charge increases as forecastCash flow Free cash flow amo
254、unts to around 3.0 billionCapital expenditure(capex)Investment spending(excluding leasing):3.4 billion to 3.9 billionDividend distribution Dividend payout of 40%to 60%of netprofit 1Forecast adjusted several times during the year.2Calculation excluding acquisitions/divestitures.3Calculated excluding
255、acquisitions/divestures;including acquisitions/divestures:3.1 billion.For reasons of clarity,targets and results for the non-financial key performance indicators used for managing the Group are described in the Non-financial statement.Overall assessmentIn the 2022 financial year,Deutsche Post DHL Gr
256、oup generated EBIT of 8.4 billion.In light of a tense macroeconomic environment,the divisions were faced with a variety of influencing factors.Declining shipment volumes caused results in the Express,eCommerce Solutions and Post&Parcel Germany divisions to fall below prior-year figures,whilst revenu
257、e increases in Supply Chain and,in particular,in Global Forwarding,Freight resulted in significant profit growth.The decrease of free cash flow to 3.1 billion was due in particular to the acquisition of the Hillebrand Group.Free cash flow excluding acquisitions and divestitures rose to a record figu
258、re of 4.6 billion.We also support future growth in the core business in a challenging macroeconomic environment with investments of 4.1 billion.Economic parametersThe following data describing the economic conditions stem from S&P Global Market Intelligence(S&P Global,formerly IHS Markit).Global eco
259、nomy experiences decline due to energy crisis and inflationThe nascent post-pandemic global economic recovery suffered a marked decline in 2022 due to the fallout from the war in Ukraine.The economic sanctions of Western countries against Russia triggered by this event,the halt to most Russian natur
260、al gas deliveries to Europe and the severe curtailment of Ukrainian grain exports to the world have boosted inflation in many countries.Leading central banks like the US Federal Reserve and the European Central Deutsche Post DHL Group 2022 Annual Report29COMBINED MANAGEMENT REPORTREPORT ON ECONOMIC
261、POSITIONBank tightened monetary policy substantially from mid-2022 onwards in order to prevent high energy and food prices from leading to a sustained boost to general inflation expectations.Global GDP growth has halved from 6.0%in 2021 to 3.0%in 2022.Growth in advanced industrialised countries decl
262、ined from 5.4%to 2.6%,whilst growth in emerging markets fell from 7.1%to 3.5%.The main contributors to this decline were the United States with a drop in GDP growth from 5.9%to 2.0%and China with a decline from 8.4%to 2.8%.Chinas economy was hit additionally by the consequences of its zero-COVID pol
263、icy.The below-average recovery in the eurozone in 2021(5.3%)limited the degree of moderation,leading to a growth pace of 3.4%in 2022.This was especially true for Germany,where average GDP growth slowed down from 2.6%to 1.9%.Trade flows reflect global economic cool-downGlobal industrial production,wh
264、ich is relevant for the logistics sector,reflects the overall economic cool-down:Following growth of 7.4%in 2021,this figure weakened over the course of 2022 to 2.9%.Global trade also underwent less significant growth in the year under review at 6.8%,compared with 10.8%in the previous year.For Deuts
265、che Post DHL Group,this slowdown in industrial demand manifests itself in the revenue and earnings trends of the DHL divisions during the year.Whilst global trade was still relatively well supported at the beginning of the year,the growth trend slowed with increasing clarity over the course of the y
266、ear.Accordingly,on account of lessened demand and increased inventories,the typical seasonal rise in volumes in the second half of the year was not visible in ocean freight nor in air freight.At the same time,the restrictions in place during the pandemic gradually cleared up in the ocean freight fle
267、ets as well as in cargo capacities in passenger flights.In light of this,the market capacities for transport services which had been very heavily utilised until then eased,resulting in the expected normalisation in air,ocean and road freight rates in the second half of 2022.E-commerce normalises at
268、a high levelAs expected,2022 was also shaped by a normalisation of consumer behaviour.Compared with the prior-year growth,which was significantly accelerated by the pandemic,e-commerce-based volumes thus declined,in particular in the first half of 2022.However,the remainder of the year confirmed tha
269、t the pandemic caused a sustained acceleration of the structural growth trend in e-commerce-based business.Although consumer behaviour was held back by continued high inflation during the Christmas season,e-commerce-based volumes remained significantly above pre-pandemic levels.Legal environmentIn v
270、iew of our leading market position,many of our services are subject to sector-specific regulation under the Post-gesetz(PostG German Postal Act).Further information regarding this issue and legal risks is contained in Note45 to the consolidated financial statements.Significant eventsIn August 2021,D
271、eutsche Post DHL Group signed an agreement to acquire the J.F.Hillebrand Group(Hillebrand).After the responsible antitrust authorities gave their approval,the purchase price of 1,452 million was paid fully at the end of March 2022,all shares of Hillebrand were transferred and the acquisition was com
272、pleted.Initial consolidation resulted in goodwill of 1,211 million.As at 31 December 2022,we had repurchased shares in the amount of 1,015 million as part of the first two tranches of the 20222024 share buy-back programme.On 14 February 2023,the Board of Management resolved to expand the current sha
273、re buy-back programme so that a total of up to 105 million treasury shares are to be purchased at a price of now up to 3 billion through the end of 2024.Results of operationsChanges to the portfolioIn January,we sold the production rights and other assets relating to the production of StreetScooter
274、electric vehicles to ODIN Automotive,Luxembourg.In March,the subsidiaries of Hillebrand were incorporated into the Global Forwarding,Freight division.The third quarter saw the completion of the acquisition of the Australia-based Glen Cameron Group,a specialist in road freight and contract logistics,
275、as well as the companys integration into the Supply Chain division.Deutsche Post DHL Group 2022 Annual Report30COMBINED MANAGEMENT REPORTREPORT ON ECONOMIC POSITIONThe acquisition of a majority holding in the Netherlands-based Monta B.V.was completed in October.With its e-fulfilment services,Monta w
276、ill also support the Supply Chain division.Selected indicators for results of operations 20212022Q4 2021Q4 2022Revenuem81,74794,43623,37823,776Profit from operating activities(EBIT)m7,9788,4362,2131,922Return on sales1%9.88.99.58.1EBIT after asset charge(EAC)m5,1865,1181,4881,065Consolidated net pro
277、fit for the period2m5,0535,3591,4841,335Earnings per share34.104.411.211.11Dividend per share1.801.854 1EBIT/earnings.2After deduction of non-controlling interests.3Basic earnings per share.4Proposal.Consolidated revenue up 15.5%In the 2022 financial year,consolidated revenue rose from 81,747 millio
278、n to 94,436 million,also benefiting from positive currency effects in the amount of 2,957 million.Hillebrand has generated revenue of 1,640 million since April 2022.The proportion of revenue generated abroad rose from 73.6%to 76.8%.In the fourth quarter of 2022,revenue increased by 1.7%from the prio
279、r-year period to 23,776 million,supported by positive currency effects in the amount of 356 million.Higher income from currency translation in particular caused other operating income to increase by 634 million to 2,925 million.Increase in materials expenseMaterials expense climbed significantly fro
280、m 43,897 million to 53,473 million,primarily as a result of higher transport costs and increased kerosene prices,as well as currency effects in the amount of 2,272 million and the initial consolidation of Hillebrand in the amount of 1,330 million.Staff costs rose by 2,156 million to 26,035 million,p
281、articularly as a result of the increased number of employees.At 4,177 million,depreciation,amortisation and impairment losses came in 409 million above the prior year,primarily on account of investments.Other operating expenses came to 5,712 million,thus likewise exceeding the prior year(4,896 milli
282、on)driven by factors such as higher currency translation expenses as well as increased travel,entertainment and training costs.Consolidated EBIT up 5.7%Totalling 8,436 million in the year under review,profit from operating activities(EBIT)came in 458 million higher than the prior-year figure(7,978 m
283、illion).It amounted to 1,922 million in the fourth quarter(previous year:2,213 million).At 525 million,net finance costs improved over the prior year(619 million)mainly as a result of lower strain from the measurement of stock appreciation rights(SARs)at fair value.Profit before income taxes rose by
284、 552 million to 7,911 million.As a consequence,income taxes increased by 258 million to 2,194 million,also due to a slightly higher tax rate.Improved consolidated net profitConsolidated net profit showed an improvement in the 2022 financial year,rising from 5,423 million to 5,717 million.Of this amo
285、unt,5,359 million is attribut-able to Deutsche Post AG shareholders and 358 million to non-controlling interest shareholders.Basic earnings per share also rose from 4.10 to 4.41 and diluted earnings per share from 4.01 to 4.33.Deutsche Post DHL Group 2022 Annual Report31COMBINED MANAGEMENT REPORTREP
286、ORT ON ECONOMIC POSITIONDividend of 1.85 per share proposedOur finance strategy calls for paying out 40%to 60%of net profit as dividends as a general rule.The Board of Management and the Supervisory Board will therefore propose to the shareholders at the Annual General Meeting on 4 May 2023 a divide
287、nd of 1.85 per share for the 2022 financial year(previous year:1.80).The payout ratio in relation to the consolidated net profit attributable to Deutsche Post AG shareholders amounts to 41.1%.The net dividend yield based on the year-end closing price for our shares is 5.3%.The dividend will be disbu
288、rsed on 9 May 2023.Total dividend and dividend per no-par-value sharem1,4221.151,2701.051,4091.151,4191.151,6731.352,2051.802,2051.85 16 17 18 19 20 21 221Dividend per no-par-value share().1 Proposal.EBIT after asset charge declines slightlyEAC declined slightly in 2022,falling from 5,186 million to
289、 5,118 million.Whilst EBIT was up,the imputed asset charge rose disproportionately.EBIT after asset charge(EAC)m 20212022+/%EBIT7,9788,4365.7 Asset charge2,7923,31818.8 EAC5,1865,1181.3 The net asset base increased by 5,644 million to 40,137 million as at the reporting date.Intangible assets and pro
290、perty,plant and equipment increased,mainly on account of the consolidation of Hillebrand as well as the acquisition of freight aircraft and investments in warehouses,sorting facilities and the vehicle fleet.Net working capital decreased compared with the previous year.Operating provisions remained a
291、t the level of the previous year,whilst other non-current assets and liabilities fell slightly.Net asset base(consolidated)1m 31 Dec.202131 Dec.2022+/%Intangible assets and property,plant and equipment236,99642,78515.6 Net working capital16229682.7 Operating provisions(excluding provisions forpensio
292、ns and similar obligations)2,4722,4640.3 Other non-current assets andliabilities13111214.5 Net asset base34,49340,13716.4 1 Assets and liabilities as described in the segment reporting,Note 10 to the consolidated financial statements.2 Including assets held for sale.Deutsche Post DHL Group 2022 Annu
293、al Report32COMBINED MANAGEMENT REPORTREPORT ON ECONOMIC POSITIONDivisionsEXPRESSContinuing to expand and modernise network and intercontinental fleetAs part of upgrading our intercontinental fleet,we signed contracts with Boeing between 2018 and 2022 to purchase a total of 28 new B777 aircraft.By th
294、e end of 2022,18 of the aircraft ordered had been delivered and entered service.The remaining ten aircraft will be delivered in the years 2023 to 2025.Furthermore,over the course of 2022,we continued to expand our air network with the addition of new direct services,for example between Brussels(BRU)
295、and Atlanta(ATL).In Europe,our fleet of next-generation aircraft grew to five A321-200s and twelve B737-800s in service in the year under review.We now operate three airlines regionally:DHL Air UK expanded its B767 operations in its new intercontinental role and added new B777s to its fleet.We also
296、completed the integration of DHL Air Austria into the EU Aviation platform,and European Air Transport(EAT)has expanded operations into Asia(Bangkok,Hong Kong)and into the United States.In the Americas region,weve opened a new regional hub located in Atlanta,USA.The hub in Mexico City was also expand
297、ed.At the end of the year,ten B737-800s were in service in the United States.Furthermore,DHL Aero Expresso Panama will become our primary carrier between the United States and Central and South America in the first half of 2023,with another converted B767-300 being introduced.Dedicated flights from
298、Miami to Viracopos,Brazil,were introduced,with more than 300 tons of cargo capacity added per week.In the Asia Pacific region,we added intercontinental connections,increased direct flights to and from South and East China and added intra-Asia capacity on key growth lanes.Further,DHL Express and Sing
299、apore Airlines signed a crew and maintenance agreement in March 2022 to expand our link to the Americas.The first of the five freighters arrived in August 2022,and the second entered service in November 2022.An additional converted Airbus 330-300 aircraft entered service in September 2022,which enab
300、led the upgrade of capacity between Hong Kong and Chengdu,China.Another four converted aircraft of this model are planned for delivery during 2023.With Air Incheon,a new regional partner airline was added to our network in northern Asia.In the MEA region,we continue to invest in our infrastructure b
301、y building new facilities in Abu Dhabi and Dubai,United Arab Emirates,Muscat the capital of Oman as well as Jeddah and Dammam in Saudi Arabia,and by expanding our hub in Bahrain.We also acquired seven B767-300 aircraft for conversion,of which the last entered service in May 2022.Furthermore,we intro
302、duced new flights to the Asia Pacific and Europe regions,improving the link between east and west.In sub-Saharan Africa,we committed to four converted ATR 72-500 aircraft;the first was delivered in the year under review,and the rest will follow in 2023.Impacts of external factors on our businessPand
303、emic-related restrictions were lifted in the reporting year.Also for this reason,B2C Express shipment volumes declined year-on-year due to economic instability,but they are still well above pre-pandemic levels.The macroeconomic slowdown after the start of the war in Ukraine was noticeable in B2B vol
304、umes.With the volatile economic environment,our virtual airline model ensures high network flexibility,allowing us to constantly adapt our capacity to volume expectations.Continued growth in international business revenueRevenue in the division increased by 13.9%in the year under review to 27,592 mi
305、llion.This includes positive currency effects of 1,044 million.Excluding these effects,the revenue increase was 9.6%.The revenue figure also reflects the fact that fuel surcharges were higher than in the previous year in all regions.Excluding currency effects and fuel surcharges,revenue was up by 2.
306、3%.In the Time Definite International(TDI)product line,per-day revenues were up,whilst shipment volumes were down.In the Time Definite Domestic(TDD)product line,per-day revenues were flat,whilst shipment volumes were down.Revenue in the Europe region increased by 10.7%to 11,287 million in the year u
307、nder review.That figure includes negative currency effects of 153 million.Growth excluding currency effects was 12.2%compared to the previous year.In the TDI product line,revenue per day increased by 14.5%.Per-day TDI shipment volumes decreased by 5.0%.In the fourth quarter of 2022,international rev
308、enues per day were up by 9.4%and per-day shipment volumes down by 6.3%.Deutsche Post DHL Group 2022 Annual Report33COMBINED MANAGEMENT REPORTREPORT ON ECONOMIC POSITIONRevenue in the Americas region rose by 20.1%to 6,149 million in 2022.That figure includes positive currency effects of 481 million.E
309、xcluding currency effects,revenue increased by 10.7%.Per-day TDI revenues grew by 15.0%and shipment volumes reduced by 1.5%.In the fourth quarter of 2022,per-day international revenues declined 1.4%and shipment volumes by 4.9%.In the Asia Pacific region,revenue improved by 11.7%to 9,908 million in t
310、he reporting year.The revenue figure includes positive currency effects of 407 million.Revenue growth excluding currency effects was 7.1%.In the TDI product line,revenue per day increased by 8.1%,whilst per-day volumes decreased by 6.9%.Changes in the fourth quarter of 2022 came to 2.8%for revenues
311、per day and 8.2%for per-day volumes.Revenue in the MEA(Middle East and Africa)region improved by 15.3%to 1,569 million in the reporting period.The revenue figure includes positive currency effects of 98 million.Revenue growth excluding currency effects was 8.1%.Per-day TDI revenues increased by 8.3%
312、and per-day volumes decreased by 12.8%.Changes in the fourth quarter of 2022 came to 6.8%for revenues per day and 11.5%for per-day volumes.EBIT declines year-on-yearIn light of the volume development described,division EBIT declined by 4.6%in 2022 to 4,025 million.Return on sales decreased from 17.4
313、%to 14.6%.The previous year included a special bonus payment to employees that amounted to 37 million.Fourth-quarter EBIT for the division was down by 15.3%to 941 million.Key figures,Expressm 20212022+/%Q4 2021Q4 2022+/%Revenue24,21727,59213.96,8567,0292.5of which Europe10,19311,28710.72,8632,9944.6
314、 Americas5,1206,14920.11,4641,5636.8 Asia Pacific8,8719,90811.72,5602,4753.3 MEA(Middle East and Africa)1,3611,56915.33644009.9 Consolidation/Other1,3281,3210.53954032.0Profit from operating activities(EBIT)4,2204,0254.61,11194115.3Return on sales(%)117.414.616.213.4Operating cash flow5,8945,5495.91
315、,3311,17311.9 1 EBIT/revenue.Express:revenue by productm per day1 20212022+/%Q4 2021Q4 2022+/%Time Definite International(TDI)72.781.211.782.084.02.4Time Definite Domestic(TDD)6.06.06.56.24.6 1 To improve comparability,product revenues were translated at uniform exchange rates.These revenues are als
316、o the basis for the weighted calculation of working days.Express:volume by productItems per day(thousands)20212022+/%Q4 2021Q4 2022+/%Time Definite International(TDI)1,2111,1455.51,2821,1927.0Time Definite Domestic(TDD)64555414.167156415.9 Deutsche Post DHL Group 2022 Annual Report34COMBINED MANAGEM
317、ENT REPORTREPORT ON ECONOMIC POSITIONGLOBAL FORWARDING,FREIGHTKey figures,Global Forwarding,Freightm 20212022+/%Q4 2021Q4 2022+/%Revenue22,83330,21232.37,1346,8054.6of which Global Forwarding18,10824,97637.95,8945,4357.8 Freight4,8485,37410.81,2701,40510.6 Consolidation/Other12313812.2303516.7Profit
318、 from operating activities(EBIT)1,3032,31177.44034020.2Return on sales(%)15.77.65.65.9Operating cash flow1,0083,22110062299960.6 1 EBIT/revenue.Global Forwarding:revenuem 20212022+/%Q4 2021Q4 2022+/%Air freight8,78810,42818.72,8482,20022.8Ocean freight7,11511,47761.32,4562,4550.0Other2,2053,07139.35
319、9078032.2Total18,10824,97637.95,8945,4357.8 Global Forwarding:volumesThousands 20212022+/%Q4 2021Q4 2022+/%Air freight exportstonnes2,0961,9029.356144920.0Ocean freightTEU13,1423,2944.88027694.1 1 Twenty-foot equivalent units.Impacts of external factors on our businessThe global forwarding market wa
320、s volatile in 2022.Market tailwind continued at the beginning of the year.Market volume slowed down over the course of the year in line with the development of the macro environment,which was influenced by factors such as the war in Ukraine,pandemic-related lockdowns in Asia and high inflation.Addit
321、ionally,with the recovering capacity in the air and ocean freight markets,the prices showed a quick decline in the second half of the year.In the European road freight market,the economic slowdown became apparent as demand eased and volumes declined,especially as of the third quarter of 2022.Despite
322、 this development,capacities remained scarce,due primarily to the prevailing driver shortage.In conjunction with the effects of the pandemic and rising diesel prices,this led to an immensely high cost level,which remained high throughout the year.Positive revenue trendRevenue in the division increas
323、ed by 32.3%in the year under review to 30,212 million.Excluding positive currency effects of 896 million,revenue was up by 28.4%year-on-year.In the fourth quarter of 2022,revenue amounted to 6,805 million and fell short of the prior-year figure by 4.6%.In the Global Forwarding business unit,revenue
324、was up 37.9%to 24,976 million,due primarily to the largely high freight rates in the year under review.Excluding positive currency effects of 966 million,the increase was 32.6%.At 4,949 million,gross profit in the Global Forwarding business unit was likewise up on the prior-year figure of 3,366 mill
325、ion.Deutsche Post DHL Group 2022 Annual Report35COMBINED MANAGEMENT REPORTREPORT ON ECONOMIC POSITIONHigher gross profit in air freightWe registered a decrease of 9.3%in air freight volumes in 2022,due to lower demand as well as shifts to ocean freight.Declines were seen primarily on the trade lanes
326、 between China and the United States as well as between China and Europe.Air freight revenue exceeded the prior-year level by 18.7%;gross profit improved by 48.5%.In the fourth quarter of 2022,lower volumes and rates caused air freight revenue to decrease by 22.8%,whilst gross profit was up 10.8%.Ca
327、pacity situation in ocean freight easesOcean freight volumes for the year under review were up 4.8%year-on-year.Excluding the acquisition of Hillebrand,this figure was 7.4%below the prior-year level,with the decline in volume development caused by trade lanes from China.Ocean freight revenue increas
328、ed by 61.3%in the reporting year;excluding Hillebrand,the increase amounted to 41.5%.Gross profit improved by 54.5%.The capacity situation continued to ease on the ocean freight market in the fourth quarter of 2022 and the freight rates declined significantly.In the fourth quarter of 2022,ocean frei
329、ght revenue remained flat,whilst gross profit was up 6.2%.Revenue increase in European overland transport businessIn the Freight business unit,revenue rose by 10.8%to 5,374 million in the reporting year,with negative currency effects of 73 million.The volume was down by 4.8%year-on-year.The gross pr
330、ofit of the business unit rose by 7.3%to 1,330 million in the reporting year.The fourth quarter also proved to be stronger with revenue 10.6%above the previous year.Earnings significantly exceed prior-year figureIn light of the price development described,EBIT in the division increased significantly
331、 from 1,303 million to 2,311 million in the year under review,accompanied by an EBIT margin of 7.6%.In the Global Forwarding business unit,EBIT amounted to 43.7%of gross profit.The previous year included a special bonus of 14 million.At 402 million,division EBIT in the fourth quarter of 2022 was sli
332、ghtly below the prior-year level of 403 million.Deutsche Post DHL Group 2022 Annual Report36COMBINED MANAGEMENT REPORTREPORT ON ECONOMIC POSITIONSUPPLY CHAINKey figures,Supply Chainm 20212022+/%Q4 2021Q4 2022+/%Revenue13,86416,43118.53,6554,36319.4of which EMEA(Europe,Middle East and Africa)6,5967,2
333、529.91,8061,9467.8 Americas5,2666,83229.71,3291,78734.5 Asia Pacific2,0462,41918.253464921.5 Consolidation/Other447263.6141935.7Profit from operating activities(EBIT)70589326.719822513.6Return on sales(%)15.15.45.45.2Operating cash flow1,5821,4339.466482023.5 1 EBIT/revenue.Impacts of external factors on our businessExternal factor such as high inflation,ongoing regional constraints due to the pan
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