DHL 2015 Annual Report Download - page 121

Deutsche Post  Group —  Annual Report
establishes Group-wide compliance management standards and supports the imple-
mentation of related activities within the divisions. Each of the four operating divisions
has a Compliance Ocer and a network of compliance managers, which are responsible
for implementing all compliance management activities. e divisional Compliance
Ocers report regularly to the Board of Management member for their division and
maintain close contact with the Global Compliance Oce. e divisional reports are
incorporated into the Chief Compliance Ocer’s report to the Board of Management
and to the Finance and Audit Committee of the Supervisory Board.
e main compliance management activities within Deutsche Post  Group in-
clude creating a system for identifying potential compliance risks, devising suitable
training and communications measures, evaluating business partner compliance, inves-
tigating cases of misconduct and imposing sanctions. e main purpose of the com-
pliance programme is to prevent cases of non-compliance. Group-wide communica-
tions ensure that all employees are aware of the relevance of compliance and provide
information about the relevant rules of conduct. Our compliance hotline is a key factor
in reporting breaches of the law or our guidelines. e hotline is available in around
countries and assists employees in reporting potential breaches of the law or the
Code of Conduct within the company. e hotline also provides a structure for address-
ing and resolving such breaches. e insights gained from reported cases are used to
make on-going improvements to the compliance management system.
Working methods of the Board of Management and the Supervisory Board
As a German public limited company, Deutsche Post  is legally required to use a dual
management system. e Board of Management is responsible for managing the company.
e Board of Management is appointed, overseen and advised by the Supervisory Board.
In addition to the board departments of the Chief Executive Ocer , the Chief
Financial Ocer  and the Board Member for Human Resources, the Board of Manage -
ment also includes four operating divisions: Post - eCommerce - Parcel, Express, Global
Forwarding, Freight, and Supply Chain. Group management functions are centralised
in the Corporate Center. e Group Strategy provides a framework for the whole Group.
e Board’s rules of procedure lay down objectives for the basic internal structure,
manage ment and co-operation within the Board of Management. Within this frame-
work, each Board member manages their department independently and informs the
rest of the Board about key developments at regular intervals. e Board of Management
as a whole decides on matters of particular signicance for the company or the Group,
including all tasks that cannot be delegated and all decisions that have to be presented
to the Supervisory Board for approval. e entire Board of Management also decides
upon matters presented by one member of the Board of Management for decision by
the Board of Management as a whole.
When making decisions, members of the Board of Management may not act in their
own personal interest or exploit corporate business opportunities for their own benet.
e Supervisory Board must be informed of any conicts of interest without delay.
e Supervisory Board advises and oversees the Board of Management and also appoints
the members of the Board of Management. e Supervisory Board has established rules
of procedure that include the basic internal structure, a catalogue of Board of Management
transactions requiring Supervisory Board approval and rules for the Supervisory Board
committees. e Supervisory Board meets at least twice every six months in a calendar
year. Extraordinary Supervisory Board meetings are held whenever particular develop-
ments or measures need to be discussed or approved promptly. In nancial year ,
Members, page  f.,
Mandates, page 
Objectives and strategies, page
Members, page ,
Mandates, page ,
Committees, page 
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Corporate Governance — CORPORATE GOVERNANCE REPORT