INTRODUCCIÓN

Focus on three action areas

As part of our corporate strategy we have made it our goal to be a benchmark company for

responsible business. Furthermore, we have codified responsibility in our Code of Con- duct, which is guided by both the principles of the Universal Declaration of Human Rights and the United Nations Global Compact and adheres to recognised legal stand- ards, including key anti-corruption laws and agreements. The Group also supports the United Nation’s Sustainable Development Goals. Our corporate responsibility activities concentrate on three focus areas:

Responsible business practice: We co-ordinate the most important aspects and issues

relating to responsible corporate governance in a Group-wide network that serves as a cross-divisional and cross-functional forum. Through on-going dialogue with our stake- holders, we ensure that their expectations and requirements as regards social and environ- mental issues are accounted for appropriately and that our business is aligned systemat- ically with their interests. In the reporting year, we conducted a materiality analysis in which we identified the issues most important to us as regards governance, staff and the environment, set corresponding targets and established key performance indicators.

Objectives and strategies, page 33

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Social responsibility: The Group’s social responsibility is pooled and managed under

Corporate Citizenship. We provide logistical support in the wake of natural disasters, are committed to the educational and professional development of socially disadvan- taged young people and support local environmental protection and aid projects. Fur- thermore, in the reporting year we launched an initiative together with partners in Germany to promote professional development and the integration of refugees.

Environmental management and shared value: Our Group-wide environmental man-

agement is based upon the value proposition of shared value. Measures to increase carbon efficiency and environmentally friendly GoGreen services help us to fulfil our responsibility towards the environment and society, and to create added value for our customers whilst strengthening our market position. In the reporting year, we worked together with our customers to design more environmentally friendly supply chains and thereby achieve cost-effective reductions in carbon emissions.

Greenhouse gas emissions fall slightly whilst carbon efficiency improves

We aim to reduce our dependency upon fossil fuels, improve our carbon efficiency and lower costs. We have anchored these goals throughout the entire Group with our GoGreen environmental protection programme. Our GoGreen products and services also help customers achieve their own environmental targets whilst concurrently open- ing up new business opportunities for the company. By the year 2020, we intend to improve the carbon efficiency of our own operations and those of our subcontractors by 30 % compared with 2007. In order to measure and manage our target achievement

we make use of a carbon efficiency index (CEX). Over the reporting year, the Group saw

its carbon efficiency reach a score of 25 index points, an improvement of one index point on the prior year, due mainly to further significantly improved efficiency in the Express division.

We quantify our CEX-based greenhouse gas emissions in accordance with the Greenhouse Gas Protocol Standards and DIN EN 16258; those attributable to our Euro- pean air freight business are also calculated in accordance with the requirements of the European Union Emissions Trading System (EU ETS). Pursuant to DIN EN 16258, all

gases that are harmful to the environment must be disclosed in the form of CO2 equiva-

lents (CO2 e). In 2015, our direct (Scope 1) and indirect (Scope 2) greenhouse gas

emissions amounted to 6.05 million tonnes (previous year: 5.67 million tonnes of CO2 e).

This figure reflects the fuel consumption of our fleet and energy consumption in our buildings. The indirect greenhouse gas emissions (Scope 3) amounted to 21.90 million

tonnes (previous year: 23.04 million tonnes of CO2 e).

Further details on our emissions performance can be found in our Corporate Responsi-

bility Report. Group management, page 38

CO2e emissions, 2015 _A.70 total: 27.95 million tonnes 1

3%

11%

62%

24%

Fuel and energy consumption in own fleet and buildings _A.71 2014

adjusted

2015

Consumption by fleet

Air transport (jet fuel) million kilograms 1,187.9 1,312.8 Road transport (petrol, biodiesel, diesel, bio-ethanol, LPG) million litres 447.6 449.1 Road transport (biogas, CNG) million kilograms 4.4 4.9 Energy for buildings and facilities (including electric vehicles) million kilowatt hours 3,247 3,113

Sustainability ratings reaffirm our performance

In the reporting year, we maintained, and to some extent improved, our strong perform- ance in the most well-known ratings, including the sustainability indices DJSI World, DJSI Europe, FTSE 4 Good and MSCI. We again received a very good ranking from the sustain- ability research company Sustainalytics. In the environmental field we achieved the maximum score in the CDP and were listed in the CDP Global 500 Climate Disclosure

Leadership Index DACH. Further results can be found in our Corporate Responsibility Report. dpdhl.com/cr-report2015

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Procurement

Group’s procurement expenditure increased

In the year under review, the Group centrally purchased goods and services with a total value of around €10.7 billion (previous year: €10.3 billion). Procurement helps the divisions to reduce expenditure and make cost-effective investments.

For the Express division, a global tender was put out for the kerosene requirements of the division’s aircraft. Costs were reduced through a tender for the operation of air- craft by partner airlines in Europe. A tender for retrofitting Boeing 757 aircraft also achieved savings. These procurement measures resulted in savings in the low tens of millions of euros.

Corporate Procurement purchased sorting and safety technology to expand the Express hub in Leipzig. It supported the Post - eCommerce - Parcel division with the procurement of sorting solutions.

A master agreement used by the Supply Chain division for the procurement of materials handling equipment was extended and improved in order to achieve on-going savings. The demand for support in the procurement of transport services for Supply Chain and Global Forwarding customers increased considerably.

In the reporting year, we expanded the established financing and payment model Supplier Finance, which is now used in 19 countries across all regions. Co-ordinated by Corporate Finance and Procurement, the programme supports the divisions in improv- ing their working capital whilst suppliers benefit from favourable financing conditions.

Environmentally friendly procurement

In Germany, 3,140 emission-efficient Euro class 5 and 6 vehicles were put into operation and 1,163 Euro class 6 company cars were ordered. In addition, electric vehicles were manufactured and are being tested on mail and parcel delivery routes. Corporate Pro- curement was also involved in the purchasing of the required charging stations. The

individual projects and CO2 savings achieved are outlined in our Corporate Responsibility Report.

Standardising supplier management

In the reporting year, we introduced an IT platform that contains comprehensive infor- mation about our suppliers – from determining demand quantities to automated tenders and ratings – thus optimising our internal processes.

Procurement expenses, 2015 _A.72 Volume: €10.7 billion a b d _c e f g h a Services 26 % b Air fleet 15 % c Ground fleet 12 % d IT and communications 12 % e Transport services 11 % f Real estate 9 % g Production systems 9 % h Network supplies 6 % dpdhl.com/cr-report2015