DAX 30 supervisory board study 2018 Selected results · Private and Confidential 5 Core messages...
Transcript of DAX 30 supervisory board study 2018 Selected results · Private and Confidential 5 Core messages...
PrivateandConfidential
DAX 30 supervisory board study 2018Selected results
July2018Jens-ThomasPietralla&Dr.ThomasTomkosBoard&CEOPractice
PrivateandConfidential 2
The following assessment and evaluation is based on publicly available biographical data *) on supervisory board members of DAX 30 and MDAX companies.
Obviously, the effectiveness of supervisory boards also depends on the board culture, the personalities of their members and their constructive dialogue.
*)Datasources:biographiesmadeavailablebycompanies,invitationstoannualmeetings,annualreports,votingresultsfrom annualmeetings;additionalexternallyavailablebiographicaldatawherenecessary
PrivateandConfidential 3
Preview...
§ Asexpected,the”superelectionyear2018”hasresultedinsignificantchanges:89seatswereupforelection,ofwhich42werefilledbynewcandidates
§ EightnewdigitaldirectorsaddcriticalexpertisetotheDAX30boards.Asof2018morethanhalfofthecompaniescanrelyonthisexperience
§ ForthefirsttimetheshareofwomenamongshareholderrepresentativesinDAX30exceeds30%§ Equivalentrepresentationofwomeninchairpersonandcommitteepositionsisstilllaggingbehind§ WhilethenumberofforeignboardmembersinDAX30declinedslightly,thecompaniesareabletoattractexperiencedfemaleboardmembers,especiallyfromtheanglophone world
§ Thecross-linkageof“GermanyInc.”isshifting:therearelesssupervisoryboardmemberswithmorethanoneDAX30mandate;however,severalcurrentDAX30executiveboardmemberstakeonDAX30supervisoryboardsetsforthefirsttime
§ TheaveragegradeofallDAX30supervisoryboardsaccordingtotheGermanschoolgradingsystemimprovesagain:from2.3to2.2
§ Lufthansa,Daimler,BayerandMunichReleadtherankingin2018.EspeciallyLufthansaisabletoleapfromposition16allthewaytothetop
PrivateandConfidential 4
Content – Results from the “super-election-year 2018“...
Digitalization!Quotafulfilled?Competencyprofilesandbreadthofexperience.Returnto“GermanyInc.?”
Thecurrentranking
Lookingahead– “superelectionyear#2”!
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Core messages
§Digitalexpertise inDAX30supervisoryboardsisdevelopingpositively§ Eightnewdigitaldirectorsenteredtheboardsthisyear;morethanhalfofthecompaniesnowhavememberswithdigitalexperience
§ Theirbackgroundrangesfromtechnologyandonline-focusedindustriestoclassicalCIOsandleadingexpertsinIT,industry4.0anddigitalcontent
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Digital directors in the top 300 global companies by region vs. DAX 30 and MDAX
With the 2018 changes, DAX 30 and MDAX are moving up in comparison to their international peers. However, concerning “highly digital boards”, the USA is still ahead of the Germans
Supervisoryboardstudy2018:
47%
70%
40%10%
13% 20%
DAX30 MDAX
„HighlyDigital”:twoormoredigitaldirectorsonthesupervisoryboard
RussellReynoldsstudy:„DigitalDirectors2016:DiversePerspectivesintheBoardroom“
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0
5
10
15
20
25
30
35
2011 2012 2013 2014 2015 2016 2017 2018
M F
Number of digital directors in DAX 30 and MDAX by gender -cumulated
Until 2014 hardly any female digital directors were elected into office. Starting 2015 more women (+22) than men (+12) took office *)
*)Database:supervisoryboardmembersstillinoffice,countedfromtheyearwhentheywerefirstelected
NumberofdigitaldirectorsinDAX30andMDAXovertime
Asof2018:
23 57
+22
+12
Total: +150%
Year
25Women(44%)
32Men(56%)
M W
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“New digital directors“ 2018 in DAX 30
Blockchain execMarieWieckDaimler
ITfoundationbuilderMartinJetter
DeutscheBörse
DigitaltransformerMichaelNillesLufthansa
Picturesources:com
panyweb
sites;LinkedIn;W
allstreetand
tech.com
;cio.de,Hande
lsblatt
DigitalstrategistAichaEvans
SAP
Eight additional digital directs with very diverse profiles entered the DAX 30 – some of the supervisory boards already had digital expertise
CEOintheCloudDianeGreene
SAP
DigitalservicebuilderMicheleTrogniDeutscheBank
ProcessdesignerDr.MarioDaberkow
DeutschePost
ITserviceproviderVictoriaOssadnik,
Commerzbank(&Linde)
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Core messages
§ Germanyneedsqualifiedwomen fortop-leadershiplevels
§ Themandated30%femalequotaonDAX30supervisoryboardswasachieved–butonCxO,firstandsecondleadershiplevelmorethan1,100femaleleadersaremissing
§ Despitethefulfillmentofthequota:onlyonechairperson,only8%femalecommitteechairpersonsandonly18%ofcommitteepositionsareoccupiedbywomen
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0%
5%
10%
15%
20%
25%
30%
35%
40%
2010 2011 2012 2013 2014 2015 2016 2017 2018
Development of the share of women
59/24953/25144/25036/25627/25919/258Women/TotalSHReps 75/261
+3.8PP
+3.8PP
+3.6PP+2.5PP
+0.4PP
TotalshareofwomenamongshareholderrepresentativesAftertherespectiveannualmeetings
46%39%34%34%37%50%Shareofwomenamongsuccessors
With currently 31.6%, for the first time in history the share of women among DAX 30 shareholder representatives has surpassed 30%. Changes in index membership, board sizes, as well as a high share of re-elections among women helped achieve this milestone, despite a relatively low share of female candidates among newly elected members
+3.0PP
+5PP
76/261
41%
81/256
33%+2.5PP
31.6%
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After 2018 elections SH Reps Empl. Reps TotalHeidelbergCement 33% 33% 33%Henkel 25% 50% 38%Infineon Technologies 25% 50% 38%Linde 33% 33% 33%Merck 25% 50% 38%Munich Re 40% 50% 45%RWE 30% 30% 30%SAP 56% 22% 39%Siemens 30% 40% 35%ThyssenKrupp 30% 30% 30%Volkswagen 30% 30% 30%Vonovia 33% 33%Total 2018 31.6% 36.2% 33.8%
Total 2017 29% 34% 31%Total 2016 29% 32% 30%Total 2015 24% 29% 26%Total 2014 21% 28% 24%Total 2013 18% 26% 22%
After 2018 elections SH Reps Empl. Reps TotalAdidas 25% 25% 25%Allianz 33% 33% 33%BASF 33% 33% 33%Bayer 30% 30% 30%Beiersdorf 33% 17% 25%BMW 30% 30% 30%Commerzbank 40% 40% 40%Continental 20% 40% 30%Covestro 33% 33% 33%Daimler 30% 30% 30%Deutsche Bank 30% 30% 30%Deutsche Boerse 38% 50% 43%Deutsche Lufthansa 30% 40% 35%Deutsche Post 30% 40% 35%Deutsche Telekom 30% 50% 40%E.ON 29% 33% 31%Fresenius Medical Care 33% 33%Fresenius SE 33% 33% 33%
DAX 30 supervisory boards – share of women among shareholder, employee representatives and in total
For the first time the average share of women among both, shareholder and employee representatives exceeds 30%. Thus the total share of women improves by 2 percentage points to 33.8%
AdidasandBeiersdorf haveobjectedto“jointfulfilment”.Adidasusesthelegalprovisiontorounddown,thusfulfillingtheminimalrequirement.Beiersdorf‘snextopportunitiestoimprovetheemployeerepresentativenumberwillbein2019
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CommerzbankDr.VictoriaOssadnik
(GER,1968)CEO
E.ONEnergie GER
Ten women with top executive experience were newly elected to a total of 11 supervisory board positions. Seven are sitting executives, four are digital directors
Newly elected women in DAX 30 – top executives
Sources:RussellRe
ynoldsAssociates;com
panyweb
sites;Rotsch–bu
j.net
DaimlerMarieWieck(USA,1960)
GeneralManagerIBMBlockchain
DeutscheBankMicheleTrogni(UK,1965)
FormerSVP&CIOIHSMarkit
DeutscheBankMayree CarrollClark
(USA,1957)Founder&MPEachwin Capital
DeutscheBörseBarbaraLambertGER&CH,1962)
FormerGroupCRiskOBanque Pictet &Cie
Telekom&HeidelbergCementMargretSuckale(GER,1956)
FormerED,BASF
SAPAichaEvans(USA,1969)
SVP&CStrat.OIntel
SAPDianeGreene(USA,1955)
CEOGoogleCloud
VolkswagenMarianneHeiß(AUT,1972)
CFO,BBDOGroup
SAPDr.Friederike Rotsch
(GER,1972)GeneralCounsel
Merck
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Three women without top executive experience were chosen for the expert knowledge they contribute to their respective supervisory boards
Newly elected women in DAX 30 – consultants and experts
Sources:RussellRe
ynoldsAssociates;com
panyweb
sites;Sap
iro&Sha
fik-W
ikiped
ia
LufthansaMiriamE.Sapiro
(USA,1960)ManagingDirectorSard Verbinnen
FormermemberoftheUSforeignministryand
nationalsecuritycouncil;internationaltradeand
security
SiemensDameN.T.Shafik
(UK,1962)Director,London
SchoolofEconomics
FormerlywithIMFandWorldBank;
Internationaldevelopment,economicpolicy
ThyssenKrupp(&MunichRe)UrsulaGather(GER,1953)
Dean,TUDortmundandheadoftheboardoftrusteesatAlfried Kruppvon
BohlenundHalbach-Stiftung
Mathematicalstatisticsandindustrialapplications;
Extensiveinternationalexperienceandwellconnected
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Representation of women and men among chairpersons and in committees
Taking chairpersonship and committee membership as measure for influence in supervisory boards, the DAX 30 is still very much dominated by men
M
W57%ofallwomenand
78%ofallmenholdcommitteeposition
(Onlyshareholderrepresentativeconsidered)
Onefemalechairpersonoutofatotalof30
Tenfemalecommitteechairpersonsof129
76of411committeepositionsoccupiedbywomen
3% 8% 18%
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Share of women on upper management levels
0% 10% 20% 30% 40%
Totalstaff
Leadershiplevel2
Leadershiplevel1
ExecutiveBoard
SupervisoryBoard
Actual/Target/30% Source:companystatements2017(targetsuntil2020-22)pluscalculations/estimatesRRA(i.e.leadershipspan=7)
Shareofwomen
5 (5)
65 (197)
378 (916)
MissingwomenVs.target(vs.shareof30%)
Total:460 (1155)
12 (37)
The share of women is increasing and the targets get more ambitious. But there is still a long way to go towards “30%”
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0%
10%
20%
30%
40%
50%
VS 1.FE 2.FE
Continental
Share of women on different leadership levels
There seem to be several different “distribution archetypes”
0%
10%
20%
30%
40%
50%
VS 1.FE 2.FE
Beiersdorf
0%
10%
20%
30%
40%
50%
VS 1.FE 2.FE
SAP
0%
10%
20%
30%
40%
50%
VS 1.FE 2.FE
MunichRe
“Glassceiling” ”Createpull” “Surround”
Also:Bayer,E.ON
“Groworganically”
Also:Adidas,Dt.Bank,Post Also:BMW,BASF Also:Allianz,Lufthansa
EBLL1LL2EBLL1LL2 EBLL1LL2EBLL1LL2
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Current share of women on top three operational leadership levels
0% 5%
10% 15% 20% 25% 30% 35% 40% 45% 50%
Adidas
Allianz
BASF
Bayer
Beiersdorf
BMW
Commerzbank
Continental
Covestro
Daimler
DeutscheBa
nkDeutscheBo
erse
DeutscheLufthansa
DeutschePost
DeutscheTelekom
E.ON
FreseniusMedicalCare
FreseniusSE
HeidelbergCem
ent
Henkel
Infineon
Linde
Merck
MunichRe
RWE
SAP
Siem
ens
ThyssenKrupp
Volksw
agen
Vonovia
There is a big difference in the talent pipeline of DAX 30 companies. Only four achieve 30% on at least one level
ExecutiveBoard
LeadershipLevel1
LeadershipLevel2
Unliketheirpeers,HeidelbergerCementandRWEsetatargetof“zero”fortheirExecutiveBoardsfemalerepresentation
Siemens:targetsofLL1and2available
BothFreseniusandMerck:duetocorporatestructurenoformalexecutiveboard
PrivateandConfidential 18
Core messages
§ TheGermanCorporateGovernmentCodex‘s(DCGK)recommendationsshoweffect:85%ofcompanieshavedefinedcompetencyprofilesfortheirsupervisoryboards– albeitwithhighvariationsinlevelofdetail
§ Rangeofexperienceandaveragegradeshaveimprovedcontinuously
§ Supplychain/operationsexperiencestillimprovable
PrivateandConfidential 19
New non-executive directors 2018: a snapshot of the 42 profiles
More than 2/3 of newly elected shareholder representatives have gained top-management experience in major corporations, all hold a degree and more than 80% have gained international experience outside GER, AUT and CH
Eightare”digitaldirectors“
19%
14current/formerDAXExecsAnother15majorcorpstopexecs
33%
36%
83%haveexperiencefromoutsideGER,AUT&CH
83%
Allholduniversitydegrees
47%
22%
31%
Economics
Law
Tech./Eng./IT
29%haveexperienceinbankingorinvestment
29%
36%haveconsultingexperience
36%
PrivateandConfidential 20
DAX 30: share of supervisory boards that fulfill key criteria
DAX 30 companies increasingly recognize the need to have digital and innovation expertise on their supervisory boards. There continues to be a lack of sales and marketing expertise; operations experience is even decreasing
Trend2018
0% 20% 40% 60% 80% 100%
50%vergleichbareakt.Aufsichtsratserfahrung
3*(ehem.)CEOvergleichbarerGrößenordnung
(Ehem.)CFOvergleichbarerGrößenordnung
2*Rel.OperationsErfahrung(Einkauf,Produktion, etc.)
VertreterWettbewerber
2*VertreterBranchenumfeld(z.B.Kunden,Lieferanten)
R&D/Innovation
2*Sales&MarketingErfahrung
Recht
HR
M&A/Integration;Risikomanagement
UnabhängigerFinanzexperte
Querdenker /Experten
Beratungs-/ValueCreationExpertise
"DigitalDirector"
0% 20% 40% 60% 80% 100%
50%comparablecurrentsupervisoryboardexp.
3*(former)CEOcomparablesize
(Former)CFOcomparablesize
Rel.opsexperience(purchasing,production,etc.)
Competitorrep
Industryenvironmentrep(i.e.customer,supplier)
R&D/innovation
Sales&marketingexperience
Legal
HR
M&A/Integration;Riskmanagement
Independent financeexpert
Lateralthinker/Expert
Consultant/ValueCreationExpertise
"DigitalDirector"
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DAX 30 competency profiles
By 2017 most companies have complied with the DCGK recommendation to define competency profiles, although with significantly different level of detail
Detailed
Sources:annualreports;logos:Wikipedia
Announcedfor2018
Notavailable
VerydetailedBasicprofile
PrivateandConfidential 22
Core messages
§ Twostepsforward,onestepback– afteranincreasein2017,theshareofforeignshareholderrepresentativeshasdeclinedin2018
§ Femaleexecutivesi.e.fromUSAandUKareinhighdemand
§ PracticallynorepresentativesfromAsia,LatinAmericaorAfricaamongDAX30non-executivedirectors
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Share of foreigners among shareholder representatives over time
0%
5%
10%
15%
20%
25%
30%
35%
2010 2011 2012 2013 2014 2015 2016 2017 2018
AUT/CH
OtherEuropa
USA
Restoftheworld
After one year of increasing share of foreigners, there is a small, but obvious decline in 2018(the board evaluation additionally takes into account living experience abroad)
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2 2
32
3
1
1
Ausscheider Nachrücker
Aut&CHSonst.EuropaUSAROW
Change of nationalities among women and men
DAX 30 companies increasingly appoint qualified female candidates from USA and UK
1 1
32
3 5
1
Ausscheider Nachrücker
Men Women
5*USA+2*UK
Leftoffice Successors Leftoffice Successors
AUT&CHOtherEuropeUSAROW
PrivateandConfidential 25
Core messages
§Decreasingcross-linkagesthroughless“multi-non-executivedirectors”intheDAX30
§ Increasingcross-linkages throughmoresittingDAX30CxOs insupervisoryboardpositions
§ IsthedifferenceincompensationbetweenCEOsandSupervisoryboardchairmenjustifieddespiteincreasingrequirementsandresponsibility?
PrivateandConfidential 26
Cross-linkages: non-executive directors who sit on severalDAX 30 supervisory boards
Henkel, Siemens, Bayer and Daimler supervisory boards show the most cross-linkages; Adidas, Beiersdorf, HeidelbergCement and Volkswagen don’t have any
Cross-linkages
7 Bayer 13 Henkel(incl.SHcommittee)
6 BMW 6 Linde
7 Daimler 9 Siemens
6 DeutscheTelekom
5 Allianz 1 FreseniusMC
5 BASF 4 FreseniusSE
1 Commerzbank 1 HeidelbergCement
2 Continental 1 Infineon
1 Covestro 2 Merck
4 DeutscheBank 5 MunichRe
2 DeutscheBörse 3 RWE
3 Deutsche Lufthansa 1 SAP
3 DeutschePost 4 ThyssenKrupp
4 E.ON
0 Adidas 0 Volkswagen
0 Beiersdorf 0 Vonovia
6+linkages Nolinkages
Adidas AllianzBASF
Bayer
Beiersdorf
BMW
Commerz-bank
Continen-tal
E.ONDeutscheTelekom
DeutschePost
Lufthansa
DeutscheBörse
DeutscheBank
Daimler
Covestro
VonoviaVolks-wagen
ThyssenKrupp
Siemens
SAP
RWE
MunichRe
FreseniusMedical
FreseniusSE
HeidelbergCement
Henkel
Infineon
Linde
Merck
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Cross-linkages through sitting DAX 30 CxOs with non-executive board positions
NumberofCxOs withDAX30non-execmandates
BASF(*3) Bayer
BMW(*2) Lufthansa
DeutschePost Deutsche Telekom
FreseniusSE Henkel
Siemens ThyssenKrupp
Volkswagen
Allianz Continental
Daimler DeutscheBörse
Henkel Merck
Cross-linkages through DAX 30 CxOs with non-executive board positions in the index has increased this year. Compared to 14 linkages in 2017 there are 20 this year
CurrentCxO (male)
CurrentCxO (female)
Adidas AllianzBASF
Bayer
Beiersdorf
BMW
Commerz-bank
Continen-tal
E.ONDeutscheTelekom
DeutschePost
Lufthansa
DeutscheBörse
DeutscheBank
Daimler
Covestro
VonoviaVolks-wagen
ThyssenKrupp
Siemens
SAP
RWE
MunichRe
FreseniusMedical
FreseniusSE
HeidelbergCement
Henkel
Infineon
Linde
Merck
Newin2018
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Development of cross-linkages between DAX 30 companies
While linkages through “multi NEDs” continue to decrease significantly,DAX 30 CxOs take on more supervisory board mandates
0%
20%
40%
60%
80%
100%
2016 2017 2018
2016=100%
Linkagesthrough: 201620172018
IndexNED/NED(multi-supervisoryboardmembers)72 6253
IndexED/NED(DAX30-CxOs) 22 1420
-9%
-26%
Reasonse.g.:• 15multi-NEDsgiveupsomeoftheir
mandates;companiesincreasinglyappointnewcandidateswhodon’thaveexistingsupervisoryboardpositionsinDAX30
• SevencurrentDAX30CxOs enterDAX30supervisoryboardsforthefirsttime
PrivateandConfidential 290% 20% 40% 60% 80% 100%
VonoviaVolkswagen
ThyssenKruppSiemens
SAPRWE
MunichReMerckLinde
InfineonHenkel
HeidelbergCementFresenius SE
FreseniusMedicalCareE.ON
DeutscheTelekomDeutschePost
DeutscheLufthansaDeutscheBoerseDeutscheBank
DaimlerCovestro
ContinentalCommerzbank
BMWBeiersdorf
BayerBASF
AllianzAdidas
VorsitzMitgliedNichtvertr.
Number and share of committees that chairmen arerepresented on
MunichRe and Deutsche Bank have the most powerful and busiest chairmen, based on total number and share of supervisory board committees they are represented on
4+5=9
5+1=6
ChairMemberNomember
PrivateandConfidential 30
0 10 20 30 40 50 60 70 80
CommerzbankLinde
FreseniusSEE.ON
ContinentalBASF
VonoviaSiemens
DeutscheBankRWE
MunichReCovestroDaimlerInfineon
BMWDeutscheTelekom
DurchschnittDeutschePost
BayerDeutscheLufthansa
AllianzDeutscheBoerse
AdidasFreseniusMedicalCare
ThyssenKruppVolkswagenBeiersdorf
HeidelbergCementHenkel
SAPMerck
FaktorVergütungVSVSzuARVS(2017)
0 100 200 300 400 500 600 700 800
MerckThyssenKrupp
HenkelDeutscheLufthansa
BeiersdorfHeidelbergCement
AdidasInfineonTechnologies
DeutschePostMunichRe
RWE(ohneTöchter)DeutscheTelekom
CovestroCommerzbank
VonoviaDeutscheBoerse
DurchschnittAllianzBayer
VolkswagenSAP
DaimlerLinde
FreseniusMedicalCareE.ON
DeutscheBankContinental
SiemensBASFBMW
FreseniusSE
Niedrigste Durchschnitt Höchste
DAX 30 supervisory boards – ranking according to 2017 compensation
On average supervisory board members are awarded €178k. CEOs receive 15-times their chairmen’s compensation
(Shareholderandemployeerepresentatives;fullyear;in‘000Euro;sortedbyaveragecompensations)
Supervisoryboardcompensation2017 MultipleofCEOcompensationvs.chairperson’s(2017)
Lowest Average Highest
Average 178.000 Average *15
PrivateandConfidential 31
Content – Results from the “super-election-year 2018“...
Digitalization!Quotafulfilled?Competencyprofilesandbreadthofexperience.Returnto“GermanyInc.?”
Thecurrentranking
Lookingahead– “superelectionyear#2”!
PrivateandConfidential 32
DAX 30 assessment: Method and average grades over time
In the eighth year of assessment, the average grade of all DAX 30 companies has further improved
*)Tougheningofrequirementsin‘rangeofexperience’starting2016.Withoutthischangetheaveragegradein2016,2017and2018wouldbelowerby0.1**)Additionallydoublingoftheweightof‘rangeofexperience’(minimalimplicationsonaverage,butseveralchangesingradesofspecificboards)***)Gradingscale:1=best…6=worst
2.92.7 2.6 2.4 2.3
2.42.3 2.2
2011 2012 2013 2014 2015 2016 2017 2018
RussellReynoldsAssociatessupervisoryboardanalysis:AveragegradeofallDAX30companiesovertime(applyingascoringsystemsimilartothatusedinGermanschools***)
* **
✔
✔✔
✔
✔
Nationality/experienceGenderpercentages
Diversity10% 10%
Agedistribution Tenure
40x
45 50x
55x
60 65x
10% 10%
Rangeofexperience**
40%
Positionburden
20%
PrivateandConfidential 33
Example: Number 1 and number 30 of this year’s ranking
Differences become obvious when comparing the first- and last-placed board of this year’s analysis
*)Full-time/executiveboardposition+5points;DAX30mandate+3points;DAX/MDAXchairmanmandate+2points;othersupervisory/comparablemandate+2points**)Smallerboardsreceiveupto2‘bonuspoints’toallowforafaircomparisonwithlargerboards
Merck 3.0
325%
27,5
4 13
5§ 8*GER(1*GER&CH)§ USA,FIN,HK,CH,ESP
38
3 13
311+1of20**)possiblepoints
235 75
Lufthansa 1.5
4,010 10
3§ 8*GER,USA,CH§ AUT,CH,CHI,UK,USA
210
6 14
116of20possiblepoints
1
230%
35 75Agedistribution
Tenure(inyears)
Nationalities:Internationalexperience:
Positionburden(points*)
Rangeofexperience
Genderpercentages
PrivateandConfidential 34
DAX 30 supervisory boards: Ranking based on available biographical data of supervisory board members
§ AllassessmentsaccordingtoGermanschoolscoringsystem
§ Datasources:companywebsites,onlineavailableCVsandbiographicaldata
§ Diversityincludesgenderpercentages(leftarrow)andinternationality(rightarrow)
§ “Rangeofexperience“weighteddouble
Three changes on Lufthansa’s supervisory board result in a significant improvement from 16 to number one; the runners up are Daimler, Bayer and MunichRe
Arrowindicatestendencyresultingfromchangebetween2018and2017
Bewertungen verdichtet (Unternehmen in Reihenfolge des Rankings)
CompanyRanking
2018Ranking
2017Ranking
2016
Avg grade 2018
Avg grade 2017
AgeTenure Diversity
Range of experience
Position burden
Change2018
Deutsche Lufthansa 1 16 10 1,5 2,2 1 2,5 1 2 1Daimler 2 5 3 1,7 1,9 2 1,5 1 3 2Bayer 3 5 10 1,8 1,9 1,5 1,5 2 2 3Munich Re 3 3 15 1,8 1,7 3 1 1 3 3Deutsche Bank 5 1 2 1,9 1,5 3 2,5 1 2 2Infineon Technologies 5 10 15 1,9 2,1 1,5 3 1 3 2Siemens 5 1 1 1,9 1,5 2 1,5 2 2 2Allianz 8 16 15 2,0 2,2 3,5 2,5 1 2 NACommerzbank 8 5 5 2,0 1,9 3 1 2 2 3Continental 8 9 5 2,0 2,0 2 3 1 3 NADeutsche Telekom 8 10 15 2,0 2,1 2,5 2,5 1 3 1E.ON 8 3 5 2,0 1,7 3 2 1 3 2Adidas 13 10 3 2,1 2,1 2 2,5 2 2 2Fresenius Medical Care 13 10 15 2,1 2,1 3 2,5 1 3 NAVonovia 13 10 10 2,1 2,1 3 2,5 1 3 3Deutsche Boerse 16 27 21 2,2 3,0 2 2 2 3 2Deutsche Post 16 21 10 2,2 2,5 2,5 2,5 2 2 2Linde 16 16 23 2,2 2,2 2 4 1 3 2SAP 16 10 5 2,2 2,1 2 2 2 3 2Beiersdorf 20 25 23 2,3 2,6 2,5 2 3 1 3BMW 20 21 23 2,3 2,5 3 3,5 1 3 2Covestro 20 NA NA 2,3 2,1 4 2,5 1 3 NAHenkel 20 19 10 2,3 2,4 1,5 3 2 3 3Volkswagen 24 21 15 2,4 2,5 1,5 2,5 3 2 3BASF 25 21 27 2,5 2,5 3 2,5 2 3 NAFresenius SE 25 19 23 2,5 2,4 2 3,5 2 3 NAThyssenKrupp 27 27 27 2,6 3,0 1 3 3 3 2HeidelbergCement 28 27 30 2,7 3,0 3 3,5 2 3 2RWE 28 27 29 2,7 3,0 1,5 3 3 3 NAMerck 30 26 21 3,0 2,8 2 4 3 3 NA
2018 Details
PrivateandConfidential 35
Content – Results from the “super-election-year 2018“...
Digitalization!Quotafulfilled?Competencyprofilesandbreadthofexperience.Returnto“GermanyInc.?”
Thecurrentranking
Lookingahead– “superelectionyear#2”!
PrivateandConfidential 36
27
91 7929 52
2070
78
139
73
5264
60
95
2017 2018 2019 2020 2021 2022 2023
Numberoftermsendingperyearandindex
DAX30MDAX
Terms of office in DAX 30 and MDAX
38%ofallNEDs
Average
31%DAX30NEDs,incl.26women
2019 will be another above-average election year: at least 152 terms will end
PrivateandConfidential 37
Ending terms of DAX 30 supervisory board chairmen
Sourceslogos:W
ikiped
ia
Average11yearsinoffice73yearsold
Thenonaverage12yearsinoffice71yearsold
Thenonaverage10yearsinoffice66yearsold
The terms of office of 12 chairmen (40%) will end 2019/2020 – eight of them will be 70 years or older
PrivateandConfidential 38
Author information
Jens-ThomasPietralla leadsthefirm’sBoard&CEOPracticeinEuropeandservesasGlobalHeadoftheIndustrial&NaturalResourcesSector.Inthiscapacity,heleadsthefirm’sbusinesswithclientsinaerospace&defense,automotive,capitalandelectricalgoods,chemicals,energy,andindustrialservices.Jens-Thomashelpscompaniesbuildsuperiorboardsandadviseshisclientsonleadershipmatters,successionplanning,andstrategy.RecentworkincludessearchesforanumberofCEO,CFO,andotherCxOpositions,aswellasassignmentsforchairmenandnon-executivedirectorsatlistedandprivateequity-ownedcompaniesaroundtheglobe.HeisbasedinMunich.
ThomasTomkosleadsthefirm’sGermanBoard&CEOPractice,theGermanCFOPracticeandheadstheAviation,AerospaceandDefensepracticeinEurope.Previously,heledthefirm’sGermanoperationsascountrymanagerformorethansevenyears.Thomasconductshigh-profilesearchesforboardmembers,presidentsandCEOsofpublic,privately-held,andfamily-ownedcompaniesandrecruitsmembersforadvisory/supervisoryboardsinvarioussectors.HealsoleadsboardeffectivenessprojectsandleadershipassessmentsindevelopmentandM&Aenvironmentsinabroadrangeofindustries.HeisbasedinHamburg.