Implementing Gender Diversity across Borders Global Summit of Women, Colloquium Washington, February 23 rd, 2012 Susanna Nezmeskal, Vice President Corporate Culture

Deutsche Post DHL | Page 2 Deutsche Post DHL is the world’s leading postal and logistics services group. Its integrated DHL and Deutsche Post brands offer comprehensive services in international express, air and ocean freight, road and rail transportation and contract logistics. Deutsche Post DHL is one of the biggest private employers worldwide with around 470,000 in more than 220 countries and territories.

Deutsche Post DHL | Page 3 Gender Diversity as a key part of our Diversity Management For Deutsche Post DHL diversity forms a key element of every day business. Diversity Management: Enables us to fully harness the potential of this asset Helps us to deal with demographic challenges and with labor market changes Means to welcome the manifold ideas, perspectives and approaches of our employees as well as boosting our employees’ motivation and customer satisfaction Gender diversity is a crucial part of our diversity approach Around 37 % share of women in the total workforce 30 % to 34 % share of women among non-executives and programs for young people Share of women in management positions: 17.6 %

Deutsche Post DHL | Page Gender Diversity & Mixed Leadership Pays Off Performance Research indicates that companies with a strong degree of mixed leadership perform better Demographic change Attracting more women meets the challenges of demographic development and labor markets’ change Political debate Political debate can be shaped in a positive direction

Deutsche Post DHL | Page 5 Only 12% of board members at Europe's largest companies are women and in 97% of cases the board is chaired by a man. Status: Share of Women in Board of Management 17% 14% 12% 11% 7% 6% 2% 0%2%4%6%8%10%12%14%16%18% Sweden United Kingdom Norway Russia France Spain Germany Source: McKinsey & Comp : Women Matter Original footnote: Proprietary database: selection of the 362 companies which disclose their executive committee members within the local reference stock index: Norway (OBX – 25), Sweden (OMXS – 29), France (CAC 40), Germany (DAX 29), Spain (IBX 35), Russia (RTSI 50), Brazil (Bovespa 52), China (SSE50), India (Sensex 30). For the UK, data from the Cranfield University „The Female FTSE Board Report 2009“ (FTSE 1000) […] US: Catalyst, 2009 Catalyst census, Fortune 500 Women Executive Officers and Top Earners (2009)

Deutsche Post DHL | Page 6 Spain: 40% by 2015 for administrative councils Italy: - 20% by % by 2015 for administrative councils of listed and state-owned companies France: - 20% by % by 2017 for supervisory boards and administrative councils of listed companies and companies with more than 500 employees or revenue of at least EUR 50 million Switzerland: statutory quota for supervisory boards being discussed Netherlands: 30% of boards of management and supervisory boards by 2015 for companies with more than 250 employees Belgium: 30% for administrative councils by 2016 for listed companies Germany: statutory provisions for boards of management and supervisory boards being discussed United Kingdom: statutory quota for management boards being discussed Norway: 40% of administrative councils Sweden: 36% by 2014 for administrative councils on a voluntary basis, statutory provision where not met Finland: 40% for supervisory boards of state- owned enterprises, otherwise, the Corporate Governance Code applies Source: DIW Berlin 03/11, European Circle, March 31, 2011; Süddeutsche Zeitung July 1, 2011 EU Commissioner Reding, is targeting a share of women of 30% on supervisory boards by 2015 and of 40% as a standard by If companies won’t have voluntary commitments by 2012, legislative procedures will occur. Several countries have legal provisions regarding the share of women in executive positions in the economy and political sphere. European Legislation on Women in Executive Positions

Deutsche Post DHL | Page 7 Political Development in Germany (Legal Quota vs. Self Commitment) Overall, the German government is pushing for German companies to increase the share of women in executive positions 1) Set of guidelines for drafting a step-by-step plan, February 4, 2011; 2) DAX 30 declaration from March 30, 2011; 3) Handelsblatt September 17, Agreement between the German government and top German business associations to increase the share of women in management positions 2009 Coalition agreement of the government to increase the share of women in management positions and public administration 2011 Federal Minister for Family Affairs, Ms. Schröder discloses a 4-stage plan 1) Federal Minister of Labor and Social Affairs, von der Leyen, demands a binding quota Oct. 17, 2011 the companies of Germany’s DAX 30 index worked out a voluntary commitment to increase the share of women in executive positions At present EU decision to introduce a legally binding quota for management boards and supervisory boards is on the horizon EU Commissioner, Viviane Reding has announced statutory regulations if no fundamental changes are made in 2011 (a 30% share of women on supervisory boards by 2015, increase of the share to 40% by 2020) 3) 2018 announced introduction date for a legally binding quota in case voluntary commitments are not adequately implemented

Deutsche Post DHL | Page 8 The activities of the DAX 30 working group were a major success and were positively received by political leaders and the media. The following successes were achieved by the working group: Commitment in terms of target numbers Development of a uniform template for the announcement, and future reporting to be made annually Open exchange about individual company data, measures and goals between the DAX 30 companies’ efforts to promote women Continuous dialogue with ministries involved in the issue Germany: The Self Commitment of DAX 30 Companies

Deutsche Post DHL | Page 9 DPDHL´s Position: Corporate Board decided in favor of a self-commitment We commit to fill 25 to 30 percent of all vacancies for grades B-H with women Vacancy Commitment by Deutsche Post DHL internal We have chosen and defined the right approach to leverage our full potential. Now we can introduce all necessary measures step by step. external The decision allows a solid positioning in the German political debate.

Deutsche Post DHL | Page 10 Identification of root causes of the low proportion of women in executive positions Development and evaluation of a proposal of measures that can be rolled out on a global scale Group-wide transparency regarding the proportion of women in executive positions (currently 17% in grades B-H) Sustainably increase the proportion of women in executive positions using measurable and assessable measures DPDHL: Project “Women in Management Positions” DPDHL has launched a project to analyze the root causes of the currently low share of women in executive position.

Deutsche Post DHL | Page 11 Key areas of activities to implement gender diversity sustainably Executives’ responsibility Role models Top-executive commitment and leadership Visible female role models Awareness Building Change of behavior and culture (e.g. gender diversity training as part of executive training) Talent Management Supporting women by offering mentoring programs and sponsoring Career support Structures, processes Top-down objectives for regions/divisions/ functions/grades HR processes Innovative work models and supportive frameworks in the context of daily work culture Gender Diversity in Focus: Women in Management Action Areas for Deutsche Post DHL

Deutsche Post DHL | Page 12 Our project revealed some interesting insights and findings: Do’s Communicate on a group wide level and foster transparency on facts and figures Constantly involve people from different divisions and regions to share findings and check feasibility Get clear commitment from the top Make changes visible Don’ts Do not treat the topic Women in Mgt Positions as a HR topic Do not accept hypotheses as any more than hypotheses Do not assume that one solution is appropriate for many divisions, regions or functions Do’s and Don'ts