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Fact Sheet:
10 years of Deutsche Post AG
1995
Total revenue
2005*
International revenue
DM 28.6 billion
(= €14.62 billion)
-
€40 billion
€17.3 billion
Total employees
of which civil servant
310,000
125,000
380,000
70,000
Letter post conveyance time,
domestic**
Letter-post items per working day,
domestic
P. O. boxes
89%
95%
65 million
890,000
70 million
977,000
Parcels per working day, domestic
2.5 million
2.8 million
30 hrs/week
42 hrs/week
Retail outlet opening times
* Financial data refers to fiscal year 2003. Figures for 2004 are not yet available.
** Delivery the next working day if posted before last collection.
Deutsche Post AG
Zentrale
Press Office
Hausadresse
Charles-de-Gaulle-Straße,
D - 53113 Bonn, Germany
Telefon (02 28) 1 82-99 88
Telefax (02 28) 1 82-98 22
Email: [email protected]
Internet: http://www.deutschepost.de
Steps to Success
Ten years of Deutsche Post AG.
1995 - 2005
Milestones on the road to economic
success
Over 500 years of age and more modern than ever Deutsche Post proves
that large enterprises with a long history need not be stuck in the past. On the
contrary, over the last few years the company has gone through an unparalleled transformation. In a short period of time Deutsche Post
evolved from a government-controlled, debt-ridden national agency into a
highly profitable Global Player. The product portfolio has been diversified
enormously in recent years, and today the Group offers a comprehensive
range of mail, parcel and express services as well as logistics and financial services. The following paragraphs outline the most important developments of
the last ten years.
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Steps to Success
1995
Establishment of Deutsche Post AG
Deutsche Post has been a stock corporation since January 1, 1995. It was organized as
such on the basis of the second postal reform passed by the Bundestag. To start with, the
sole shareholder was the federal government, which had begun moves towards privatization in 1990. At the beginning of that year, the first postal reform entered into effect, splitting postal services, telecommunications and Postbank into three separate companies. The
postal business was then faced with reunification on top of restructuring. While in 1990
the company had still posted a net loss of EUR 720 million, the new Deutsche Post had
already reached the breakeven point by the mid-nineties and increased its income year
after year.
The mail and parcel
centers are the
backbone of
delivery logistics.
1995
Modernization of infrastructure
Extensive investments in state-of-the-art logistics technology paved the way for faster mail
and parcel delivery throughout Germany. Thanks to the reorganization and modernization
of production in the 33 parcel centers Deutsche Post succeeded in speeding up the distribution process considerably. Another comprehensive investment program was aimed at
modernizing the infrastructure of mail centers. In 1998, when the investment was finalized, the network consisted of 83 high-tech production centers. A high level of automation
and standardization helped to improve service quality and productivity. Mail, for example:
While less than 25 percent of letters were sorted by machine at the beginning of the 90s,
the processing of 90 percent of all items by the mail centers is fully automated. Ninety-five
percent of letters posted in Germany before the last collection now reach their recipients
after just one day.
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Steps to Success
Deutsche Post
employees heading
for mail delivery in
new corporate
fashion.
1997
Deutsche Post’s rationale for globalization
While the domestic restructuring of the company was concluded successfully, Deutsche
Post pulled the right switches for expanding to the global level. Globalization of business
activities was a response to the demands of a growing number of business customers who
wanted a single service provider for all of their domestic and international shipping activities. The strategy of Deutsche Post was to establish itself on an international level through
targeted acquisitions, investments, and partnering agreements and to expand the market
position steadily through integrated services. At the same time, going global implied that
Deutsche Post pursued a stringent strategy to realize the long-term vision of becoming the
number one in worldwide logistics services.
In the national arena, a new Postal Act was passed in December. It not only introduced
greater competition, but also made Germany the forerunner in the liberalization of postal
markets in Europe.
1998
Globalization in full swing
The rapid change of Deutsche Post from a public agency into a market-oriented, global
player entered a new stage. The Group substantially increased investments in new acquisitions and partnerships to build a European business platform for express and parcel services and to accelerate the pace of globalization.
Through internal growth and investments in leading European companies, Deutsche Post
started offering comprehensive parcel and express services throughout Europe. By the end
of the year, Deutsche Post had built a Europe-wide distribution network under the brand
Euro Express. The network became a real success story because Deutsche Post, apart from
counting on its own strengths, used the local competence and national know-how of its
partners and subsidiaries in what is now more than 20 European countries. Through Euro
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Steps to Success
Express, Deutsche Post gained a clear competitive advantage by meeting customers’
demands for cross-border solutions from a single source. A few years after launching the
Euro Express operations Deutsche Post reached its goal of asserting leadership in the
European parcel and express market for business customers.
Another major objective was to gain a foothold in the international express market and
establish a strong, profitable express segment as part of the overall business platform.
The acquisition of a 25 percent share of the express company DHL International fitted
exactly into this strategy. The cooperation with the world market leader in international
express services showed that Europe’s largest mail company was committed to expanding
the scope and reach of its service portfolio considerably.
In the MAIL Corporate Division, the acquisition of Global Mail (USA), the largest private
provider of international mail service in the USA, marked another milestone in the move
toward internationalization. The acquisition of the highly prosperous company gave
Deutsche Post access to the growing North American mail market and took into account
customers’ increasing demands for international mail services.
Deutsche Post
goes global.
5
Steps to Success
1999
Worldwide logistics
Deutsche Post again attracted widespread attention by acquiring Danzas, the Swiss logistics company, as well as Air Express International (AEI), the largest provider of international airfreight services in the USA. The renowned Danzas group, founded back in 1815,
ranked as one of the leading logistics companies worldwide. With a staff of around 29,000
employees at that time, the company had a strong logistics network on all continents.
So did the acquisition of AEI. AEI had a branch network in 135 countries and, in addition
to integrated logistics and multi-modal transport, also offered warehousing, distribution,
customs clearing, and IT-supported logistics services. AEI was incorporated into the
Intercontinental Business Unit of Danzas. As full service providers, the merged companies
not only provided Deutsche Post with closely knitted transportation networks, but also
with a large portfolio of value-added services.
In December 1998, the federal government sold its shares in Deutsche Postbank AG to
Deutsche Post AG. The takeover of Postbank, coming into force on January 1, 1999, was
the basis for a common sales strategy.
From 1999 on: Four powerful brands...
... and four strong corporate divisions
With the acquisitions of Danzas, AEI, Global Mail and Postbank, to name only the most
important ones, the launch of the Euro Express distribution network and the partnership
with DHL, Deutsche Post had broadened its business platform considerably and was now
operating on a global level. With the four corporate divisions MAIL, EXPRESS, LOGISTICS
and FINANCIAL SERVICES, Deutsche Post had positioned itself strategically in the market
and was now able to offer smooth, integrated logistics services worldwide.
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Steps to Success
2000
Going public
On November 20, 2000 Deutsche Post AG went public. The largest IPO of the year in
Germany and the third largest worldwide turned out a complete success. Initially, a total of
29 percent of the share capital of Deutsche Post AG was sold. The immense demand, an
eight-fold oversubscription to the shares offered in the IPO, clearly showed that the
Group’s strategy convinced investors and the capital market alike. Employees participated
strongly in the subscription. About 145,000 domestic employees of the Group subscribed
to more than 6 percent of the total volume, i.e. they bought about € 400 million in share
capital. For the time being, the IPO crowned the process of privatization of the formerly
government-owned company. The solid basis for the successful IPO had been laid in the
preceding years when Deutsche Post had been transformed into an economically healthy
company and growth-oriented global player.
Two additional words in the company’s name denoted the change in the company's position and corporate strategy. In the run-up to the IPO Deutsche Post officially turned itself
into Deutsche Post World Net.
In the same year, the merger of Deutsche Postbank and DSL Bank was completed. Both
institutions complemented each other. DSL Bank had extensive expertise in the field of private and commercial building loans as well as public offerings of securities. As a private
customer bank, Postbank contributed some 10 million customers to the merger. By joining
forces with DSL Bank, Postbank was also able to strengthen its base of business customers
and provide them with a wide range of solutions for financing logistics projects along the
entire chain of value creation. Postbank has evolved into one of the market leaders in online and telephone banking, as well as Germany's number one savings bank. Through the
Deutsche Post retail outlets, it has the densest branch network of any bank in Germany.
After going global Deutsche Post World Net goes public. It was the largest IPO of the year in Germany.
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Steps to Success
2002
Majority stake in DHL
The partnership with DHL International that begun with the acquisition of a minority interest in 1998 was expanded and intensified in 2000. Negotiations were concluded then
which allowed Deutsche Post World Net to establish a majority interest of 51 percent from
January 1, 2002. In July 2002, Deutsche Post World Net bought the 25 percent DHL share
of Lufthansa Cargo and raised its majority stake to 75 percent. At this time DHL Worldwide
Express had more than 71,000 employees worldwide. The international network of the pioneer in global express shipping links more than 220 countries and territories.
In December 2002, DHL became a wholly owned subsidiary of Deutsche Post World Net
following Deutsche Post’s acquisition of the remaining shares from two investment funds
and Japan Airlines.
Change in style and
substance: at the
end of 2002, DHL is
acquired completely
by Deutsche Post
World Net. Since
then, DHL covers
the whole express
and logistics business of the Group.
October 2002
Increase in value with the STAR program
In the fall of 2002 the Board of Management started STAR, the program for integration
and increasing value throughout the Group. In the months leading up to its introduction
150 top executives had identified 115 individual projects and defined measures. STAR is
not some abstract declaration of intent, but rather a package underlain with hard facts
and figures. The target by 2005: An increase in earnings (EBITA) of € 1.4 billion total.
STAR consists of numerous large and small individual projects with different lifetimes and
contributions to earnings. That is why the results will not just be realized in full in the year
2005, but instead have already been obtained in sub-areas. Various committees at the top
management level are tracking the implementation.
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Steps to Success
April 2003
Broadest range of services
The focus of earlier days on national mail delivery has given way to a much more diversified service portfolio. First of all, Deutsche Post World Net has considerably extended its
presence in the express and logistics market and provides the broadest range of express
and logistics services in the market today. Second, global services cover the complete logistics chain including comprehensive value-added services.
Deutsche Post, DHL and Postbank make up the current brand architecture of the Group.
Any service is assigned to one of the three core brands. Aiming to provide customers with
the complete portfolio of integrated express and logistics services, Deutsche Post World
Net has embarked on a thorough restructuring program. In future, DHL will act as the single brand for all express and logistics activities in the Group. It will combine the Group’s
domestic and international parcel and express business as well as its logistics activities
under a single umbrella. The motto »One brand – one face to the customer« illustrates
Deutsche Post World Net’s systematic one stop-shopping approach. Substantial improvements for customers and significant synergy effects in terms of both costs and revenue are
expected with a 40 percent increase in profit from operating activities by 2005. Both the
re-branding and the overall restructuring program send a strong signal that Deutsche Post
World Net is more firmly committed than ever to becoming the number one logistics enterprise in the world.
The brand architecture of Deutsche Post World Net
2003
DHL becomes Number 3 in North America
The Canadian anti-trust authorities approved the takeover of Mayne Group Canada by DHL
Worldwide Express as of January 31, 2003. With the acquisition of the respected express
and parcel company known in Canada under the name Mayne Logistics Loomis, Deutsche
Post World Net continues the consistent implementation of its global growth strategy.
The acquisition of Airborne Express in the US by DHL was concluded in August. Previously,
98.7 percent of the shareholders had voted to approve the takeover at the Annual General
Meeting. The acquisition will contribute to becoming number 3 in the USA, the largest
express market, and number one in worldwide logistics services.
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Steps to Success
May 2003
First Environmental Report
Deutsche Post presented its first Environmental Report to the public in May 2003. Under
the title "Naturally networked" the Group not only presented a classic environmental performance report, but product reports for some exemplary mail and parcel products as well.
In its environmental program, the Group will continue to bundle its international logistics
networks and rely on its employees' qualification and motivation and the consistent utilization of technical innovations.
October 2003
DHL expands in China
With a five-year capital spending program of 200 million US dollars, Deutsche Post World
Net's express and logistics subsidiary is substantially increasing its capacities in China.
China will become one of the most important markets for DHL worldwide in the next
years. DHL is posting annual growth from 35 to 45 percent in China. Already in the
eighties, DHL founded a joint venture with Sinotrans, the leading logistics provider in
China. In February 2003, DHL acquired a 5 percent interest, becoming the largest strategic
investor in the company.
DHL is present in 220 countries and territories. China is
the most important emerging market.
March 2004
Successful year 2003
In 2003 Deutsche Post World Net continued its successful course in what was a challenging economic environment. For the first time in company history revenue exceeded € 40
billion, an 1.9 percent increase compared with the previous year. Profit from operating
activities (EBITA) increased slightly from the year before (+0.2 percent) to € 2.98 billion.
Consolidated net profit, which in 2002 was held back by an EU state aid ruling, doubled in
2003 to € 1.31 billion. Earnings per share climbed to € 1.18 from € 0.59 in 2002. The
Group expects earnings to continue to climb with profit from operating activities (EBITA)
rising by 5 to 10 percent in 2004 and reaching its € 3.6 billion EBITA target in 2005.
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Steps to Success
23 June 2004
Postbank: Going public and record results
Deutsche Postbank Stock is listed on the Frankfurt Stock Exchange for the first time. In a
difficult market environment it is the largest IPO in Germany since 2000. Deutsche Post
allocates 33.2 percent of the shares to private and institutional investors. The Bonn-based
Bank presents its financial figures for the very first time in August. Postbank announces a
considerable upturn in profit before tax of EUR 289 million. The second quarter of 2004
was the most successful quarter in the history of the company. Postbank is paving its way
as a market leader as Germany’s largest private customer bank.
The IPO attracts media interest: Prof. Wulf von Schimmelmann, Chairman of the Postbank Management Board (left) and
Dr. Klaus Zumwinkel, Chairman of the Board of Management of Deutsche Post AG, pose for the photographers in front of
the Frankfurt Stock Exchange. The bronze bull in the background stands for rising share prices.
December 2004
Global Mail expands international mail operations
In 2004, Deutsche Post took a big step forward in its efforts to tap new markets. In addition to the existing activities in the Netherlands and Britain, the Group now also provides
domestic services in the USA, Spain and France.
In May, Deutsche Post Global Mail USA, a subsidiary of Deutsche Post World Net, bought
the US mail companies SmartMail Services and QuikPak Inc., thereby becoming a leading
partner of the US Postal Service in the American mail market. Then in September, the company acquired a stake in Spain’s Unipost, the largest private mail delivery company in
Europe. And shortly before the end of the year, Global Mail bought Koba, a French provider
of mail services that covers all stages of business mail processing, from data import to
printing, enveloping and pre-sorting.
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Steps to Success
Contact
Group Press Office
Deutsche Post World Net
Headquarters, Press Office
53250 Bonn
Germany
Tel.: +49 (0)228 1 82-99 88
Fax: +49 (0)228 1 82-98 22, -98 80
E-Mail: [email protected]
http://www.deutschepost.com/press
Visitor address: Charles-de-Gaulle-Str. 20, 53113 Bonn
Postbank
Postbank Headquarters
Press Office
Postfach 40 00, 53105 Bonn
Germany
Tel.: +49 (0)228 9 20-1 21 01
Fax: +49 (0)228 9 20-1 21 99
Internet: http://www.postbank.de/presse
E-Mail: [email protected]
Visitor address: Friedrich-Ebert-Allee 114-126, 53113 Bonn
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Steps to Success
Deutsche Post World Net
Headquarters
Media Relations
53250 Bonn
Germany
www.deutschepost.com/press
Valid: 12/2004