NON-FINANCIAL PERFORMANCE INDICATORS

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1 Group Management Report Non-Financial Performance Indicators NON-FINANCIAL PERFORMANCE INDICATORS Slight increase in number of employees As a global mail and logistics provider, our business is all about people. Our company rests on our employees, who possess a wide range of qualifications and perform a great variety of functions. With their talents, skills and commitment, these individuals make an important contribution every day to our becoming the provider of choice for our customers and the investment of choice for our shareholders. This is how we realise our Strategy 205 and ensure our sustained economic success. As at 3 December 20, we employed 423,502 full-time equivalents in more than 220 countries and territories and therefore. % more than in the previous year. Staff costs rose slightly also as a result by 0.7 % to 6,730 million (previous year: 6,609 million). a.60 Number of employees / % At year-end Headcount 467,088 47,654.0 Full-time equivalents 2 48, ,502. of which mail 3 46,005 47,487.0 express 87,536 84, global forwarding, freight 4,359 4,88.3 supply chain 3 30,70 36, Corporate Center / Other 3,336 2, of which Germany 65,78 68,08.4 Europe (excluding Germany) 3 08,24 08, Americas 68,268 70, Asia Pacifi c 6,239 6,2 0.2 Other regions 3 5,47 5, Average for the year Headcount 464,47 467, of which hourly workers and salaried employees 43,830 48,375. Civil servants 46,866 44, Trainees 3,775 4, Full-time equivalents 42, , Including trainees. 2 Excluding trainees. 3 Adjusted. In the MAIL division, the number of employees rose slightly by.0 % to 47,487. New personnel were hired particularly in the Parcel Germany business unit, which benefited from strong growth in e-commerce. The effect of the new hires was partially offset by the discontinuation of our bulk mail business in the Netherlands. Deutsche Post DHL Annual Report 20 8

2 a.6 by region, 20 4 % Other regions 4 % Asia Pacifi c 7 % Americas 25 % Europe (excluding Germany) 40 % Germany Full-time equivalents as at 3 December. In the EXPRESS division, the number of employees dropped by 3.5 % to 84,440 (previous year: 87,536) because we sold our domestic express businesses in Canada, China and Australia. Excluding the effects of these disposals, we employed slightly more people than in the prior year, primarily to handle the heavy volumes. The number of full-time equivalents in the GLOBAL FORWARDING, FREIGHT division went up by.3 % to 4,88 due to our purchase of Standard Forwarding in the USA. The SUPPLY CHAIN division increased its staff level by 4.7 % to 36,80 due to the acquisition of Tag Group, an international marketing service provider, and to growth in new and existing business in Asia Pacific, the Americas and the UK. At Corporate Center/Other, the number of employees declined by 3.4 % to 2,884. Productivity was further increased in indirect functions such as IT and real estate. We continue to employ most of our personnel in Germany, where the number of employees rose slightly, as in the Americas and the Other regions. Employee numbers dropped slightly in the Asia Pacific region, due above all to the sale of our domestic express business in China. Our current planning calls for increasing slightly the number of employees in financial year 202. Fostering a Group-wide leadership culture Quality personnel management is a core element of sustainable company development. Our executives therefore make a crucial contribution to implementing our Group strategy. However, only when they align their personnel management styles towards our guiding principle of respect and results are they able to serve as role models. We have defined the following five competencies to ensure good management. Executives should: make customers more successful, shape direction, drive high performance, support the development of others and be willing to work on their own development. To further these objectives, we have developed initiatives aimed at promoting a comprehensive leadership culture across the entire Group. Executives attend multi-day workshops designed to help them reflect on and find ways to improve their own conduct. We are already implementing this training initiative for upper and middle management with additional levels to follow. Employee survey provides yardstick for progress Our Group-wide employee opinion survey is the main tool we use for measuring the advances we have made in implementing Group strategy and how executive conduct has progressed. We conducted the survey for the fifth time in 20 with 80 % of all employees participating (previous year: 79 %). The findings improved across all survey questions and key performance indicators for the third year in a row, thus indicating a stable upwards trend. The highest scores were awarded to the categories of customer promise (80 %; previous year: 77 %), co-operation (77 %; previous year: 74 %) and working conditions (76 %; previous year: 73 %). The category strategy registered one of the highest growth rates at 70 %, an improvement of 6 percentage points on the prior year. We also made progress in the area of active leadership, which increased from 63 % in the previous year to 67 %. This parameter will flow directly into senior management evaluations. The ratings for measures taken as a result of the preceding survey also improved (20: 59 %; 82 Deutsche Post DHL Annual Report 20

3 Group Management Report Non-Financial Performance Indicators previous year: 53 %). Compared with other companies, this is a good result. Nevertheless, we would like to continue to improve in 202 and increase the sustainability of our follow-up measures. Development and growth opportunities for our workforce The main task of quality personnel services is to promote the development and growth of our employees. In 20, over 80,000 of our employees around the world took advantage of the more than 3,500 courses available through mylearningworld.net, our online training platform. We cultivate selected top performers by offering them the opportunity to obtain an MBA or to participate in special programmes to promote talent. Our goal is to fill more management positions from our own ranks and we encourage our employees to gather experience in different divisions. Our internal placement rate for upper and middle management fell slightly to 85.2 % in the reporting year, down from 88.9 % in the previous year. In 20,.7 % of internal job placements involving these management positions were cross-divisional (previous year: 5.3 %; amongst upper management: 24.8 %). To improve comparability, we expanded the basis for calculating cross-divisional moves to include both upper and middle manage ment. Our divisions also offer programmes designed to meet their own specific needs. In the MAIL division, the focal point of our personnel development efforts is shifting from participation in seminars to on-the-job training. More than 20,000 employees received sector-specific training during the reporting year. In the EXPRESS division, all employees completed the basic course of the extensive Certified International Specialist training programme. All will participate in further specialised training. In the GLOBAL FORWARDING, FREIGHT division, more than 26,000 employees (62 %) in this division have completed at least one e-learning course. In the SUPPLY CHAIN division, around 3,500 sales employees were trained in special sales skills. In addition, more than,500 managers participated in our Leadership Enrichment Programme during the reporting year. Strategic personnel planning In many countries, the demographics are undergoing a notable shift and thus directly affect the composition of the working population. Our employment structure is also being increasingly impacted, presenting us with both a challenge and an opportunity for forward-looking personnel work. To analyse the changing situation and provide an early warning system, we have developed an instrument known as Strategic Workforce Management, which supplies answers based on facts to questions such as the risks related to employees ageing and to workforce capacity, to succession planning, transfer options and need-based adaptation of training programmes. Now that we have successfully completed three test projects in Germany and Mexico, Strategic Workforce Management will be carried over to other countries. Deutsche Post DHL Annual Report 20 83

4 Generations Pact made for age-based career solutions at Deutsche Post In October 20, Deutsche Post AG and the trade unions agreed upon a trendsetting model for age-based working solutions. The goal is to enable older employees to work actively until they reach the legal retirement age, allowing us to retain their knowledge and experience for the business. The Generations Pact supplements the partial retirement programme available under German law. During the active working phase, our employees can invest in socalled working-time accounts and use this investment immediately before they enter retirement. We have also set up a demographic fund to increase the payments received by employees during the partial retirement phase. The Generations Pact is also intentionally designed to improve employment opportunities for young people. More than,000 trainees will be hired in 202 upon completing their training and around 2,350 temporary employees have already received offers of permanent employment at the end of 20 / at the beginning of 202. Making the most of our diversity We think of the diversity of our workforce as an opportunity and a competitive edge. That is why Diversity Management is an established part of our long-term personnel strategy. Through a host of activities, we intend to identify the diversity that is alive and well in our Group, to integrate employees and to win over applicants. Today, we are already a multicultural company; employees from more than 50 countries work for us in Germany alone. We are committed to ensuring that people with a disability enjoy equal treatment when it comes to taking part in working life. The average annual employment rate of people with a disability is 8.3 % at Deutsche Post AG (as at 27 January 202), well above the national average in the German private sector of 3.9 % in 2009 (source: Bundesagentur für Arbeit (German federal employment agency)). Furthermore, we again held a competition to design barrier-free workplaces during the year under review. In 20, our Diversity Management was awarded the German Diversity Prize sponsored by Henkel, McKinsey and Wirtschaftswoche magazine in the category of most diverse employer. a.62 Gender distribution in management, % Women 82.4 % Men Based on upper and middle management. Increasing the share of women in management positions We are an equal opportunity employer. In 20, we again placed particular emphasis on increasing the share of women in management positions. We consulted specialists and executives in various divisions and regions to identify barriers to advancement and develop growth initiatives for female talent. In connection with a joint declaration by all DAX 30 companies, we have made it our goal to fill 25 % to 30 % of all management positions becoming vacant with women. Currently, the share of women in executive positions in the Group is 7.6 % worldwide (previous year: 4.6 % amongst top executives; 6.9 % amongst all management positions). In order to ensure uniform presentation of these figures, the basis for calculation was adjusted and now includes upper and middle management. In addition, since 200 the Group has been participating in an EU-funded project called INNOVATIVE! Leading together with women. The project aims to create awareness amongst executives and employees, encourage them to participate and reinforce the ability of highly qualified women to further their careers. 84 Deutsche Post DHL Annual Report 20

5 Group Management Report Non-Financial Performance Indicators a.63 Work-life balance Headcount State-regulated parental leave 2,036,809 Unpaid holiday for family reasons 2,49 2,286 Part-time employees 2 63,26 65,322 Share of part-time employees (%) Includes employees of Deutsche Post ag. 2 Excluding in partial retirement in the release phase. Providing opportunities for young people We hired approximately,950 trainees and students in Germany during the reporting year. Around,000 young people were offered an employment contract after completing their training. Since 2008, more than 3,500 such trainees have become permanent, full-time employees. We foster the top 5 % of our trainees in Germany in our Top-Azubi talent programme. These trainees are offered special seminars and permanent contracts upon successfully completing their training. Furthermore, we give young people whose career prospects seem bleak a chance of a traineeship as part of our Perspektive Gelb job entrance programme. In 20, we took on nearly 80 % of the approximately 20 participants in the class of 200. Acquiring young talent We are increasingly making use of the internet to reach potential young applicants. Each year, we publish more than 2,000 job openings online and receive an average of over 20,000 applications. The Top Employer Web Benchmark 200 put out by Potentialpark Communications, a market research institute, ranked our online career portal amongst the top five in Germany and Europe. Our Group-wide Graduate Opportunities Worldwide (GROW) programme is aimed at attracting suitable young people for specialist and leadership positions. We hired 26 college and university graduates in the reporting year. In an effort to be considered an employer of choice amongst students, we created the JOIN internship programme in Germany in addition to the traditional internship. It complements our partnership with AIESEC, the international student-run organisation. a.64 Traineeships, Deutsche Post DHL, worldwide 8.0 % Warehousing logistics specialists 8.5 % Berufsakademie students 0.3 % Forwarding and logis tics services specialists 22.6 % Other traineeships 50.6 % Courier, express and postal services specialists Number of trainees, annual average: 4,392. Systematically promoting health and safety To maintain and promote the health and safety of our workforce, we employ a Group-wide system that is closely tied to risk management. The system includes, for example, our Corporate Health Award, with which we recognise exemplary health initiatives within the Group each year. Targeted initiatives and activities are implemented to improve our employees health. Our Health Work Group is an example of one of these initiatives. At 7.4 %, we managed to maintain the illness rate for 20 in Germany at the prior-year level. As a transport company, road safety is a central part of our preventative efforts in the area of occupational safety. We implement traffic safety measures including appropriate online training on a Group-wide basis, we co-operate with domestic and international traffic safety organisations and we develop informational materials for accident prevention. a.65 Illness rate All organisational units in Germany. 7.4 % 7.4 % Deutsche Post DHL Annual Report 20 85

6 Our corporate health management system received yet more awards in 20: the European Commission and the BKK Bundesverband (German association of company health insurance funds) presented us with the German Corporate Health Award. We received the Corporate Health Award from the Handelsblatt business newspaper and EuPD Research, a market research institute, for integrating our corporate health management system into all of our principles and processes. Certification and testing organisation TÜV Rheinland renewed the ISO 900:2008 certification of our occupational health and safety organisation s quality management system once again in the reporting year. a.66 Occupational safety Number of workplace accidents 2 7, ,829 Accident rate (number of accidents per,000 employees per year) Number of working days lost due to accidents (calendar days) 377, ,63 Working days lost per accident Number of fatalities due to workplace accidents 0 2 Includes employees of Deutsche Post ag. 2 Accidents when at least one working day is lost, including accidents on the way to and from work. 3 Adjusted. 4 As at 2 February 202, accident reports possible until March. Implementing our employees ideas Suggestions for improvements coming from our employees help to make our Group more economical and improve our ability to compete in the market. In 20, Deutsches Institut für Ideen- und Innovationsmanagement GmbH (Idea Management Centre) honoured us as the company with the best idea management in Germany. We received the DeutscherIdeenPreis (German idea award) from Deutsches Institut für Betriebswirtschaft (German institute for business management) as the top-ranking corporation in the service, commerce and education sector. We also made it to the final round of the Innovationspreis der Deutschen Wirtschaft (German business award for innovation). In addition to Germany, we have thus far introduced our successful overall concept for idea management to 27 organisational units worldwide and made it available in 6 languages. During the year under review, we held a Group-wide ideas competition on the topic of simplification. Some 0,000 suggestions were received, many of which were used to make progress in this core element of our Strategy 205. Our successful idea management proves just how much potential can be unleashed in a business like logistics when employees play an active role. a.67 Idea management Savings per employee Suggestions for improvements number 227,803 24,337 Accepted suggestions for improvements number 83,323 74,680 Benefi t m Cost m Based in part on forecasts. 86 Deutsche Post DHL Annual Report 20