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


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


Content – Results from the “super-election-year 2018“...

Digitalization!Quotafulfilled?Competencyprofilesandbreadthofexperience.Returnto“GermanyInc.?”

Thecurrentranking

Lookingahead– “superelectionyear#2”!


Core messages

§Digitalexpertise inDAX30supervisoryboardsisdevelopingpositively§ Eightnewdigitaldirectorsenteredtheboardsthisyear;morethanhalfofthecompaniesnowhavememberswithdigitalexperience

§ Theirbackgroundrangesfromtechnologyandonline-focusedindustriestoclassicalCIOsandleadingexpertsinIT,industry4.0anddigitalcontent


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“


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


“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)


Core messages

§ Germanyneedsqualifiedwomen fortop-leadershiplevels

§ Themandated30%femalequotaonDAX30supervisoryboardswasachieved–butonCxO,firstandsecondleadershiplevelmorethan1,100femaleleadersaremissing

§ Despitethefulfillmentofthequota:onlyonechairperson,only8%femalecommitteechairpersonsandonly18%ofcommitteepositionsareoccupiedbywomen


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%


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


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


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


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%


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%”


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


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


Core messages

§ TheGermanCorporateGovernmentCodex‘s(DCGK)recommendationsshoweffect:85%ofcompanieshavedefinedcompetencyprofilesfortheirsupervisoryboards– albeitwithhighvariationsinlevelofdetail

§ Rangeofexperienceandaveragegradeshaveimprovedcontinuously

§ Supplychain/operationsexperiencestillimprovable


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%


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"


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


Core messages

§ Twostepsforward,onestepback– afteranincreasein2017,theshareofforeignshareholderrepresentativeshasdeclinedin2018

§ Femaleexecutivesi.e.fromUSAandUKareinhighdemand

§ PracticallynorepresentativesfromAsia,LatinAmericaorAfricaamongDAX30non-executivedirectors


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)


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


Core messages

§Decreasingcross-linkagesthroughless“multi-non-executivedirectors”intheDAX30

§ Increasingcross-linkages throughmoresittingDAX30CxOs insupervisoryboardpositions

§ IsthedifferenceincompensationbetweenCEOsandSupervisoryboardchairmenjustifieddespiteincreasingrequirementsandresponsibility?


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


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


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


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




Thecurrentranking



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%


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


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




Thecurrentranking



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


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


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.

dax 30 supervisory board study 2018 selected results · private and confidential 5 core messages...

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