DHL offers more than just a Job

Experience the spirit of working at DHL.

Grow with new challenges

As the world’s leading logistics company, DHL offers a wide range of interesting job challenges and opportunities in our
different divisions around the globe.

We continuously encourage you to broaden your horizons and fulfil your potential via a wide and varied range of
learning and development opportunities.

On mylearningworld.net, our online learning portal, you can benefit from a broad spectrum of professional development
programs that cover language classes, soft skills training, management methods and other essential topics.

Our performance management system, motiv8, supports us in recognizing your potential, evaluating your performance
and continuously planning the development of your career with you.

Whether you take part in one of our graduate programs or undertake one of many e-learning courses, we will always
enable you to take on responsibility and encourage your growth, personally and professionally.

Make a global difference

DHL empowers each employee to take the initiative, actively get involved in different teams and achieve high impact
results that really make a difference.

Our First Choice program, a key component of our growth strategy, aims to improve our performance at every point of
contact with our customers through individual contributions and teamwork. The annual Employee Opinion Survey (EOS)
gives our employees the opportunity to let their voice be heard. The feedback provided is acted upon to help us
continuously improve and move forward as one company.
From individual ideas and opinions to a consistent way of improving processes: At DHL, we recognize, respect and
reward your personal commitment, as well as appreciate teamwork and idea-sharing in order to create more value.

Be proud of our common achievement

In DHL, you will be part of a strong team that that respects its employees, society and the environment. You will deal
with people from all over the world and get the chance to experience the unique international spirit of DHL.

Many of our employees are personally committed to a wide range of initiatives that benefit people in communities
around the world. As part of a global partnership, we provide UNICEF with long-term assistance in its worldwide fight to
reduce child mortality.

Our Disaster Response Team (DRT) steps in to save lives in the wake of natural disasters. DHL also strives to serve as
a role model in the global battle against climate change. Our service “Go Green” allows customers to offset transport-
produced carbon emissions in selected carbon-reduction projects.

We at DHL consciously support and foster diversity in order to create an inclusive culture that enables you to contribute
your very best. Through various Diversity programs and initiatives, we strive to leverage and blend the many talents of
our diverse employees into a winning formula – not only for the company, but also for you.

As an employee of DHL, you can take pride every day in what we achieve together.
Interview with Scott Northcutt, human resources director at DHL
HRD Scott Northcutt has ambitious plans to cultivate the delivery firm's management talent - but that doesn't
mean fast-tracking. As he tells Peter Crush, there's no substitute for years of service.

If it takes balls for a newly installed HRD to stand up to the regional CEOs of a multi-country organisation and ask what they think of
HR, Scott Northcutt, HR director at global delivery firm DHL, doesn't seem to have felt at all fazed by it.

"It was pretty much the first thing I did when I joined the company," he says, recalling when he joined DHL, with responsibility for the
Americas, in 2003. "I did the same in 2006 when I took over the global function. The overwhelming message I got was that DHL
needed more great 'talent', and to make sure this talent was ready now and in the pipeline for the future."

This charismatic, American-twanged HRD - he flamboyantly describes talent management as his company's "game-changer",
because it "can affect our position globally", while his employee opinion survey is the "ticket to the dance"- uses the word talent a lot
in this interview. But it is only, one suspects, because it is evidently very important to him.

"In pockets there is an abundant supply of talent globally," he says. "But locally it is scarce, and people are rarely where you need
them to be. We're acutely aware there is a dwindling skilled labour force at the same time as DHL is moving into new territories.
CEOs there are rightly asking where their talent is going to come from."

For a company that distributes more than 900 million parcels every year (last year it included transporting the Beijing Olympic torch -
no mean feat, because it had to be kept lit), Northcutt has his own pressure to deliver. Two years ago he set to work on the
organisation's talent pipeline, aspiring to have 85% of all DHL's management come up from within the company. At the time only
60%-70% did, but at the start of 2009, Northcutt hit 83%, and is not far off reaching this goal. His reasoning for doing this is
disarmingly to the point. "It's less expensive to develop your own talent," he says matter-of-factly. "We also found that when senior
managers did leave, productivity went down by a significant margin."

But Northcutt also reveals another reason why he wants talent to flower from the inside: "You can hire brains (from the outside), but
not relationships," he says. "It's much easier to get things done when people already have networks. Staff already believe in these
people; they emerge as stronger leaders as a result."

To achieve his 85% target, Northcutt has focused on the company's top 700 global managers - those referred to internally as the next
generation of leaders. But another point of difference is that these top potentials receive the very opposite of corporate fast-tracking.
Northcutt believes passionately that length of service is what matters most, not necessarily flair and potential. In his view there is no
substitute for time spent in a role.

"I'd rather managers spend a lot more time in their job, not less time," he argues. "If they change jobs every two years or three years,
I do not believe they are ready to become the next generation of leaders. My aim is for them to have a minimum of three to five years
in the same job. Tenure can always be longer, the challenge is trying to keep it higher."

Insisting career-hungry managers stay in the same role is no easy task, but to keep them engaged, yet another proven HR principle
is turned on its head. "The typical 70/20/10 ratio of training, outside education and mentoring is inverted in DHL," he says. "Outside
education and training contributes just 10% of a manager's development. Mentoring represents the 20%. The remaining 70%
comprises what we call 'stretch assignments'."

Stretch assignments feed into DHL's talent management scorecard - an HR system that tracks the company's high potentials. They
form an integral part of each high potential's development plan - one that is discussed with them in detail by an HR professional each
quarter.

"I say give people experience first, before they move on," says Northcutt. "Stretch assignments are deliberately hard, they are
intended to cause failure, but the point we make clear is that when failure happens it does not mean each person is a failure
themselves. It's merely an indicator of whether they are ready to do what they want to do with their careers."

Two types of assignment programmes exist: Rapid - working one level above your current role (it was launched in the Sub Saharan
Africa region in 2007, and is now rolling out in EMEA and US), and International Exchange. The former is a six to eight-week project,
a real assignment in which participants are accountable for real-life decisions they make. To be put on it, participating managers must
be rated as 'fully meets' in DHL's complicated development criteria. The latter is a three to five-month secondment that cannot be
done anywhere but in a different country. For both types of stretch assignments managers have to have been nominated by their
direct reports.

"It's so darn practical," says Northcutt, slipping into less corporate-speak. "Both programmes are kind of similar to what every
company ought to do, but I don't think anyone packages it up like we do."
But the project that really gets him excited is called OSCAR. "In the end, this will be one of the neatest things we'll do," he says
enthusiastically. OSCAR is a sort of 'Top Trumps' for business roles in DHL, where the details of every role are outlined in a compare
and contrast way. "Take the country manager role," he explains. "Say an aspiring manager wants to be that person. Well, now you
can pull out a card on this specific role, and have it show the exact experiences needed to become one of them."
So far nine roles have been described in this way. Although this may not sound very many, by the end of this year Northcutt says he
hopes to have codified all DHL jobs in the same way. Uniquely, he promises to interview existing staff at each of the role-levels
described, to get the most accurate description from them of the characteristics and skills needed.

"We're not adding bootstraps, we're adding structure," he says, describing this time-consuming process. "There won't be any
surprises either. If people think they've already got the skills of a role above them, it's likely we've already identified them. But, just in
case we have missed them, this new methodology will remedy the problem." He adds: "It really does give the opportunity for, say, a
courier driver, to know what he needs to know to be a manager or beyond."

Unlike other HRDs who will say everyone is talent but then will only focus on those at the very top, Northcutt truly sees the latent
talent in everyone. "We do concentrate on talent at the top," he admits, "but that doesn't mean we ignore those below that. In
America, for example, we have recently introduced the Certified International Specialist (CIS) programme. Every employee, including
the CEO, has to be certified in it, and it covers all the basic questions any customer might ask of DHL in any aspect of the business.
The pass mark is a high 98%, and staff must re-certify every year in order to work for us."

This scheme is now being rolled out to the entire organisation, and so far 95% of the business has been covered. "This sends out the
message that we're all on the same team; it's just that we play in different positions," adds Northcutt. He reinforces the point again:
"What I'm also saying is that I am fine if some people don't want to grow and move up to other roles, but I at least want to know that
staff will be better in their jobs next year than they were this year."

Just keeping on top of these projects is enough to keep any HRD busy, but this HR director says employees are just as important to
involve too. "I've worked with line management; that's why I've got this perspective," he muses. Not only are employees involved in
OSCAR, but there are more than 1,000 employee action teams worldwide headed by ordinary staff who are tasked with bringing DHL
to account for doing what it promised to do on the back of its employee opinion survey.

"HR is really just a service," Northcutt says, distancing himself from taking all the glory. "Our job is to set others up for success; our
job is to make the jobs of managers easier. We do all the heavy lifting behind the scenes, and that's fine with me. Why? Because
deep down I know we are aligned to the business, which is fine with me."

Working hard with line managers is a trick he says he learned in his previous vice president role at Wal-Mart. "The whole approach of
that company is that the line manager is responsible for HR," he says. "Programmes that fail are always those that are flavour of the
month. I'd rather work with managers to do fewer projects but know that they are more effective," he says.

One thing that certainly will not change are his 'chats' with each of DHL's national CEOs. "I've talked to them every year since I've
been here," he says unapologetically, almost proudly. "I told them what I'm accountable for, and what I will deliver to them. By the
same token, I know what their responsibilities are as well. That way it's evident to everybody what we're all here for."

He concludes: "You can go as fast as you want in this company - I call it the autobahn approach." And it certainly seems to be
working for Northcutt.

CV
1985: Graduated with an MA from Miami University
1999: Executive VP, human resources, Fleming Companies
Prior to this, he was VP with Wal-Mart Stores, Clayton Homes and the Dollar General Corporation
2003: Joined DHL as senior VP, DHL human resources, Americas, Asia Pacific and emerging markets
2006: Global executive, VP for human resources, DHL Express
Northcutt is married with three children
Worldwide problems at global delivery firm heard by top Deutsche Post DHL executive

Unionists from around the world aired their concerns about poor practices in global delivery
firm Deutsche Post DHL in front of a top executive from the company this week.

The 72 activists representing 41 unions from 29 countries met at the ITF global delivery
network meeting in London, UK, on 19-20 May, which was held in cooperation with fellow
global union UNI. There they listened to a presentation from Ria Hendrikx, Deutsche Post DHL
executive vice president of human resources guidelines, personnel and labour management,
who outlined the difficulties of integrating the more than 100 companies around the world and
500,000 staff that make up Deutsche Post DHL. She said: “In Europe it’s normal to work with
social partners. But in other parts of the world it’s not yet very common to have a constructive
dialogue with social partners, which doesn’t always make it easy to convince them of the
benefits.”

Following her presentation, several unionists highlighted the problems their members were
facing. Anna Kenny from Auckland, New Zealand, for example, outlined what had occurred in
DHL Global Forwarding: “There is a refusal to extend coverage of a collective agreement to
women in administrative roles. It’s 2010 and it’s illegal to discriminate against women like this.
These are mostly Polynesian women.” This, she said, reflected very poorly on DHL.

Meanwhile, Lakshmanan Bhaskaran from DHL in India stated how unionised workers, himself
included, had been dismissed with no explanation. A number of cases were in the process of
being heard in the labour courts, he said.

Hendrikx’s explained that the company had implemented a code of conduct, but reiterated the
fact that it was difficult to control whether or not all 500,000 staff around the world complied
with this code.

A global agreement would be a key way forward, stated Neil Anderson, UNI head of post and
logistics.

Participants also passed a resolution pledging solidarity with UPS workers in Turkey who have
been under attack for attempting to join the ITF-affiliated union Türkiye Motorlu Tasit Isçileri
Sendikasi.
DHL employees demand respect as new report shows worker abuses
06.10.2010

Deutsche Post DHL claims it respects trade union and workers’ rights, but evidence from around the world suggests
otherwise.

Workers at Deutsche Post DHL are demanding respect as they roll out a week of actions around the world to call for a
global agreement to protect workers’ rights and highlight some of the abuses they face on the job.
A new report, compiled by the International Transport Workers’ Federation (ITF) and UNI Global Union, reveals some of
the company’s commonly reported tactics to intimidate workers fighting for decent work and the right to unionise. These
are alleged to include unjust sackings, harassment and discrimination, problems with subcontracted employees,
instances of bad faith from the company and the use of lie detectors. It appears that union members are frequently the
targets of these actions. The report includes stories from Bermuda, Canada, Costa Rica, Guatemala, India, Italy, New
Zealand, Portugal, South Africa and the USA.
Deutsche Post DHL claims it respects trade union and workers’ rights, but evidence from around the world suggests
otherwise.

“The problem is that DHL and others seem to take advantage of a system of subcontracting [in Italy] whereby they
appear not to assume responsibility for those workers employed by the subcontractors,” DHL workers’ delegate to the
Italian union FILT CGIL Marco says in the report.

In Guatemala, a worker named Mario tells the story of how he believes he was fired because his boss found out he
planned to attend a meeting for workers who wanted to form a union at DHL.

Deutsche Post DHL’s reactive policy of compliance with national regulations clearly isn’t working – instead it breeds a
management culture of ‘do what you can get away with’. Real respect for workers would involve a positive commitment
to best practice. This is why the ITF and UNI are demanding a global agreement for DHL workers.

Workers will be taking action in at least 17 countries worldwide to fight these injustices. UNI, ITF and German union
ver.di will hold a press conference today at DHL headquarters in Bonn.
How I got to DHL Inhouse Consulting

I am not sure if my career is going to be dominated by yellow and red (remember my previous company
was Shell), I just keep my fingers crossed it is not going to be McDonaldsin the future.

As you remember, last week I went to Bonn in Germany for an assessment center with DHL Inhouse Consulting.
Some of you even sent me messages to find out what that was all about and how to apply, so I figured out I'd
rather make the details of the trip public; hope someone finds it interesting and useful.

Everything started on Monday in Bonn with my crude misconstruction of German behavior. Take these three
things into consideration: Germany, Monday morning and Germany. Everyone in the office was smiling and
greeting me!!! How weird is that? I mean... on a Monday morning it is generally a very BAD idea to talk to
me before I had my first cup of coffee. In Bonn people on the streets were greeting me - huh? Well, I allow a
possibility that was because I was wearing an awesome Calvin Klein linen suit with a tie and a fresh haircut -
still, I was not prepared for that.

What I WAS prepared for is that everything will be measured to the dot and it was. The process ran smoothly
according to the schedule, not a minute wasted. I have always admired German punctuality (not when you live
with one of them, though), but in general you can check your clock by the German schedule.

The presentations and interviews are done by consultants and project managers, which instantly signals the
level of commitment the company places on the recruitment process. As Jack Welch said, recruitment is the
single most important activity in any organization. I think Goldman Sachs is another company taking it
seriously with up to 60 interviews when you join them.

I have never done a case interview in my life and I should tell you, it's not something you want to go through
every day. I used to run assessment centers at Shell, but that was somewhat a different experience... not so
stressful I believe. With a case interview you need to think of your feet and lay out your reasoning and
calculations there and then. The key (as I see it) is to reveal your thinking and show the ability to look at the
problem holistically. Nobody expects you to demonstrate Financial Management knowledge - if that is your
biggest asset, probably you should be doing this interview at Merrill Lynch or Lehman Brothers... no... hold on...
scrap the latter one... Obviously, you need to pepper your answer with the typical MBA lingo, such as
"sustainable development", "win-win solution", "leverage" and the like, but you can only do this much BS -
you are expected to give a concrete recommendation at the end of your verbal torrent of business school
profanities. The case studies turned out to be relevant real life problems, examples of which can be found on
theDHL Inhouse Consulting website. I struggled a little with "getting my hands dirty" and digging deeper into the
numbers, but I am aware of my preference to go for the bigger picture. If you demonstrate the ability to think
on the fly, you are fine.

The feedback and decision was instant, so walking away from their office three hours later I was given the
offer and the details. HR gets involved only at the final stage when it comes to figures and contracts, and it is
all polished and smooth, which sort of can be expected from a worldwide logistics leader.

One concern that I still can't get my head around is: if they stress the importance of teamwork so much, why
were all the candidates given only individual assignments? Or maybe it's merely because it is only an
assessment for an internship, and the "real" assessment will be more grueling, longer and earth-shattering?

Now I have four months before the start and the personal question is what I need to do to get the most of that
internship experience and weigh up all the other options. There are electives, there are long- and short-term
exchanges, Venture Lab, and surely I can try getting into another company. They say that options are good,
they give you the sense of freedom. But when there are too many of them, they give you a headache.