A. We believe commitment to good corporate citizenship is a fundamental part of achieving sustained value creation for both society and our company, and thus to ensuring the future of the work that we do. We believe being a good corporate citizen requires building successful partnerships with our customers, suppliers and communities and is critical to establishing a trusted brand and responsible reputation. We want to take care of our people by ensuring that they enjoy favourable working conditions. We also believe, in line with our values, that we have a responsibility to be a positive force in society by harnessing our core competencies in logistics and transportation to achieve social as well as commercial goals, where relevant.

Our CEO statements and The DHL Approach give more detail.

A. DHL's approach to corporate citizenship is guided by the Framework for Action as defined by the World Economic Forum's Global Corporate Citizenship Initiative. As a result of this work, we defined three work streams: People, Communities and Environment.

In order to decide what actions we need to take within these three areas, and follow them through to implementation, we first of all construct a corporate citizenship agenda that highlights the key areas that need to be addressed. From this agenda, we define, develop and implement the required activities and projects to make progress to meet our corporate citizenship goals.

With regard to our community investment work, our preference is to work in partnership with other organizations. Each of us using our core competences means that we can achieve more than if we worked alone.

DHL's work in the area of corporate citizenship is aligned with the sustainability strategy of our parent company, Deutsche Post World Net.

More information is given in The DHL Approach.

A. We have received a number of global, regional and country awards, details of which can be found on the DHL List of Quality Awards.

A. Globally, our community investment work is directed through our participation in a number of the World Economic Forum initiatives and strategic partnerships with organisations such as the International Federation of Red Cross and Red Crescent Societies (IFRC), the IAVI (International AIDS Vaccine Initiative) and World Links (for our bridging the digital divide work). Where appropriate, we also form strategic partnerships with major customers, where our core competences align to enable us to optimise our efforts - an example is one of our major pharmaceutical customers, where we will be delivering their antiretroviral drugs (at cost) to some sub-Saharan African countries.

Charitable donations are not made at a global level, because we believe that using our core competences employs our resources more effectively and brings greater overall benefit to those in need.

Locally, we believe that our employees are the strongest link with the local communities. We would therefore like to build on the enthusiasm of our employees and their local knowledge.

There are six key aspects to our local community investments:

1. We aim to engage primarily our core competences of logistics and transportation, as this means using what we do best.
2. Some of our employees have strong feelings for specific local worthy causes, and it is perfectly acceptable for these to be supported through fund-raising or employee volunteering (for example).
3. DHL staff are encouraged to consider the Millennium Development Goals as a useful focus for their community investments.
4. Local community projects should aim to develop close ties with local DHL operations and promote our reputation as a good corporate citizen and a business partner of choice.
5. As we have a formal agreement with the International Federation of Red Cross and Red Crescent Societies (IFRC), we encourage our local country offices to consider working with their local Red Cross/Red Crescent office.
6. All local activities must fit with given criteria.

Examples of some of the community investment work that we have undertaken can be found in DHL Community Investments.

A. Charitable donations are not made at a global level, because we believe that using our core competences employs our resources more effectively and brings greater benefit to those in need. We aim to engage primarily our core competences of logistics and transportation, as this means doing what we do best. We believe that working in this way, in partnership with other organisations, achieves more than if each of us worked alone.

Some of our employees have strong feelings for specific local worthy causes, and it is perfectly acceptable for these to be supported through fund-raising or employee volunteering schemes (for example). Since we are a global business, DHL staff are encouraged to consider the Millennium Development Goals as a useful focus for their community investments.

A. We receive hundreds of requests for free shipping and are unable to provide this for everyone. We have formal partnerships with some organisations (such as the International Federation of Red Cross and Red Crescent Societies) where our aim is to provide free shipping and some partnerships with customers where we provide shipping at cost (i.e., where we make no profit). In some circumstances, we are able to provide free shipping. For example, we provided two free flights into the Cayman Islands in September 2004 immediately after Hurricane Ivan struck there.

We encourage individuals to donate their goods via a reputable charity, because this will ensure that the goods are distributed properly to those in need. There is a list of these charities in the Communities section of this site.

A. You should make contact with your local DHL office and provide them with details of your organisation. You must be a registered charity, NGO or not-for-profit organisation. We cannot help every worthwhile cause and we have eligibility criteria, plus we place a strategic emphasis on humanitarian relief.

A. As a global logistics and transportation company, DHL relies on vehicles, aircraft and ships to be able to provide the fast and efficient services our customers expect of us. Operating these vehicles and aircraft utilises fossil fuels (such as petrol or diesel) and produces carbon dioxide emissions - which are associated with the greenhouse effect and global warming. Being a responsible corporate citizen means looking for innovative ways of reducing and managing our environmental impacts - particularly the carbon dioxide emissions associated with our operations.

To date a number of initiatives have been set up to address this issue. Two of the most significant are our Global Environmental Management Systems (GEMS) project and our Climate Change Strategy work.

More detail on our approach to this can be found in the Environment section.

A. The issues of human rights and workplace conditions are of great importance to DHL, and as such it is currently addressing them through a number of high-level commitments and actions.

The first of these commitments has been made in the Corporate Values, where DHL obligates itself 'to act with integrity internally and externally' (Value 6) and 'to accept our social responsibilities' where we operate (Value 7).

The latter Value on social responsibilities goes beyond the immediate workplace environment and describes how, at DHL and its parent company Deutsche Post World Net '...we are committed to goals that generate benefits for the communities where we work. We respect the traditions, structures and values of the countries where we operate. The protection of the environment is part of our corporate strategy. We promote our employees' social commitment.'

DHL is also committed to human rights and workplace issues through being a founder signatory of the Logistics and Transportation Corporate Citizenship Initiative (L&TCCI) convened by the World Economic Forum. DHL is also a signatory to the ten principles of the UN Global Compact, which cover human rights, labour standards, environmental protection and corruption.

The L&TCCI Principles contain a number of specific commitments of importance to Employees (Principle 4), Human Rights (Principle 5) and Community Investment (Principle 6). The L&TCCI process requires DHL to embed these Principles progressively as an integral part of the way it does business.

DHL has also developed drafts of a Corporate Citizenship Policy, an HIV/AIDS Policy, an Environmental Policy and a Human Rights Policy - all of which are based on international best practice, such as the Universal Declaration of Human Rights, the ILO Conventions and labour standards, and the SA8000 Social Accountability Standard. These policies are currently being refined and consolidated as part of the process of developing Group-wide policies. As well as being based on best practice, they are all compliant with national and international law.

In addition, DHL complies with and, at times, goes beyond national and local laws and regulations in the countries in which it operates - as part of its commitment to providing favourable conditions of work for its employees.

A. Yes. The Corporate Values, principles of the UN Global Compact and L&TCCI Principles apply to all DHL offices and facilities worldwide. The Principles als require DHL to engage with their customers, suppliers and subcontractors to ensure that they understand DHL's high standards and values. In addition, all approved DHL policies and procedures developed at global level are cascaded to regions, countries and facilities. At the moment, not all policies include subcontractors - although DHL is currently developing internal Standards and Guidelines that it intends to cascade to such groups.

A. DHL and its parent company Deutsche Post World Net aim to respond to and deal with ethics and integrity through a set of Corporate Values. These Values cover our commitment:

• To deliver excellent quality
• To make our customers successful
• To foster openness
• To act according to clear priorities
• To act in an entrepreneurial way
• To act with integrity internally and externally
• To accept social responsibilities

A Code of Conduct is currently being developed for the Group, which will cover these areas.

Many of these issues are also being followed up as part of DHL's commitment to the Logistics and Transportation Corporate Citizenship Initiative (L&TCCI), convened by the World Economic Forum. The L&TCCI is an ongoing initiative to embed corporate citizenship as an integral part of the way we do business and has specific Principles. As part of this commitment, the Principes specifically address the issue of Governance (Principle 1) and Financial Responsibility (Principle 2).

In addition, Deutsche Post is also listed on the FTSE4 Good index - this signifies the ongoing Group commitment to social and environmental responsibility.

DHL has a long history of corporate citizenship initiatives in the 220+ countries and territories in which it operates.

A. This international standard was created by SAI (Social Accountability International), with the aim of making significant improvements to the living conditions of people worldwide. DHL Portugal achieved SA8000 certification in June 2004, the first company in the Services industry in Portugal to do so. We are discussing plans to extend this to other interested countries.

We are signatories to both the UN Global Compact and the Logistics & Transportation sector Corporate Citizenship Initiative (L&TCCI) Corporate Citizenship Principles - both of which make specific commitments to some key areas that are of interest to SA8000 (e.g., upholding labour standards and employee rights and monitoring and reporting on our performance).

A. DHL has drafted an environmental policy, which is consistent with the Group-wide policy for Deutsche Post World Net, our parent company.

DHL aims to manage and embed its environmental policy through:

• The Global Environmental Management Systems (GEMS) project - this will include the development of Key Performance Indicators (KPIs) and an integrated performance monitoring mechanism, as well as best practice standards and tools.
• Its European DHL Express division - this is working towards the ISO14001 certification of all European Express facilities for the end of 2005.
• Its European Hubs and Gateways initiative - this has already ensured the certification of our strategic European facilities (since 2003).