22.1 Overview
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|
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|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|
€m |
Internally generated intangible assets |
Purchased brand names |
Purchased customer lists |
Other purchased intangible assets |
Goodwill |
Advance payments and intangible assets under development |
Total | |||||||
|
|
|
|
|
|
|
|
| |||||||
|
Cost | ||||||||||||||
|
Balance at 1 January 2006 |
1,020 |
540 |
576 |
1,490 |
11,060 |
273 |
14,959 | |||||||
|
Additions to consolidated group |
29 |
345 |
485 |
70 |
1,031 |
52 |
2,012 | |||||||
|
Additions |
137 |
0 |
0 |
387 |
98 |
150 |
772 | |||||||
|
Reclassifications |
130 |
0 |
0 |
267 |
0 |
–259 |
138 | |||||||
|
Disposals |
–120 |
0 |
0 |
–352 |
–159 |
–84 |
–715 | |||||||
|
Reclassification to current assets |
0 |
0 |
0 |
–1 |
0 |
0 |
–1 | |||||||
|
Currency translation differences |
–11 |
13 |
–21 |
–33 |
–287 |
–2 |
–341 | |||||||
|
Balance at 31 December 2006/ |
1,185 |
898 |
1,040 |
1,828 |
11,743 |
130 |
16,824 | |||||||
|
Additions to consolidated group |
0 |
11 |
78 |
5 |
296 |
0 |
390 | |||||||
|
Additions |
136 |
0 |
0 |
114 |
121 |
101 |
472 | |||||||
|
Reclassifications |
16 |
0 |
0 |
13 |
0 |
–39 |
–10 | |||||||
|
Disposals |
–27 |
0 |
–70 |
–147 |
–1 |
–36 |
–281 | |||||||
|
Reclassification to current assets |
0 |
0 |
0 |
0 |
0 |
0 |
0 | |||||||
|
Currency translation differences |
–12 |
–51 |
–62 |
–40 |
–389 |
–3 |
–557 | |||||||
|
Balance at 31 December 2007 |
1,298 |
858 |
986 |
1,773 |
11,770 |
153 |
16,838 | |||||||
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|
|
|
|
|
|
|
| |||||||
|
Amortisation and impairment losses/reversals | ||||||||||||||
|
Balance at 1 January 2006 |
533 |
0 |
0 |
866 |
440 |
94 |
1,933 | |||||||
|
Additions to consolidated group |
1 |
0 |
0 |
7 |
0 |
0 |
8 | |||||||
|
Amortisation |
106 |
0 |
89 |
257 |
0 |
0 |
452 | |||||||
|
Impairment losses |
27 |
0 |
0 |
0 |
0 |
0 |
27 | |||||||
|
Reclassifications |
18 |
0 |
0 |
–16 |
0 |
0 |
2 | |||||||
|
Disposals |
–97 |
0 |
0 |
–56 |
0 |
–75 |
–228 | |||||||
|
Currency translation differences |
–6 |
0 |
–1 |
–14 |
0 |
–1 |
–22 | |||||||
|
Balance at 31 December 2006/ |
582 |
0 |
88 |
1,044 |
440 |
18 |
2,172 | |||||||
|
Additions to consolidated group |
0 |
0 |
0 |
2 |
0 |
0 |
2 | |||||||
|
Amortisation |
146 |
0 |
83 |
261 |
0 |
0 |
490 | |||||||
|
Impairment losses |
54 |
0 |
0 |
30 |
0 |
13 |
97 | |||||||
|
Reclassifications |
–8 |
0 |
0 |
8 |
0 |
0 |
0 | |||||||
|
Disposals |
–10 |
0 |
0 |
–105 |
0 |
0 |
–115 | |||||||
|
Currency translation differences |
–5 |
0 |
7 |
–35 |
0 |
–1 |
–34 | |||||||
|
Balance at 31 December 2007 |
759 |
0 |
178 |
1,205 |
440 |
30 |
2,612 | |||||||
|
Carrying amount |
539 |
858 |
808 |
568 |
11,330 |
123 |
14,226 | |||||||
|
Carrying amount |
603 |
898 |
952 |
784 |
11,303 |
112 |
14,652 | |||||||
Purchased software, concessions, industrial rights, licences and similar rights and assets are reported under purchased intangible assets. Internally generated intangible assets relate to development costs for internally developed software.
Purchased customer lists of €402 million relate to Exel (previous year: €494 million), €188 million to Williams Lea (previous year: €220 million) and €156 million to BHW (previous year: €238 million). The brand names relate primarily to Exel (€504 million; previous year: €552 million), Williams Lea (€24 million; previous year: €27 million) and BHW (€319 million, unchanged from previous year).
The increase in goodwill (at the date of acquisition) related to TSO in the MAIL Division in an amount of €139 million, and to Astar in the EXPRESS Division in an amount of €78 million. The decline in the carrying amount of goodwill in the LOGISTICS Division is mainly the result of currency translation differences.
22.2 Allocation of goodwill to cash-generating units
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Cash-generating units (CGUs) |
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|---|---|---|---|---|---|---|---|---|---|
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€m | |||||||||
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Total goodwill: 11,3301) | |||||||||
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Segment level/group of CGUs |
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EXPRESS |
LOGISTICS |
FINANCIAL SERVICES | ||||||
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CGU level |
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MAIL National |
|
DHL Global Forwarding |
FINANCIAL SERVICES | ||||||
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MAIL International |
|
DHL Exel Supply Chain |
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DHL Freight Europe |
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For the purposes of the impairment test carried out annually in accordance with IAS 36, the Group determines the recoverable amount of a CGU on the basis of its value in use. This calculation is based on projections of free cash flow that are first discounted at a rate corresponding to the post-tax cost of capital. Pre-tax discount rates are then determined iteratively.
The cash flow projections are based on management’s adopted detailed budgets for EBIT and capital expenditure with a three-year planning horizon. The perpetual annuity is determined using a long-term growth rate of up to 3%. The growth rate used reflects expectations regarding industry growth for the CGUs, but does not exceed the estimated long-term growth rate for the countries with the highest contribution to earnings in the relevant CGUs. The cash flow forecasts are based on both historical amounts and the anticipated future general market trend. In addition, the forecasts take into account growth in the respective national business operations and in international trade, and the ongoing trend towards outsourcing logistics activities. Cost estimates for the transportation network and services also have an impact on value in use.
The pre-tax cost of capital is based on the weighted average cost of capital. The following table shows the discount rates used for the individual CGUs:
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Discount rates |
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|---|---|---|---|---|
|
% |
2006 |
2007 | ||
|
|
|
| ||
|
LOGISTICS |
|
| ||
|
DHL Exel Supply Chain |
9.0 |
10.4 | ||
|
Freight Europe |
n/a |
11.1 | ||
|
DHL Global Forwarding |
9.7 |
10.8 | ||
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International |
10.4 |
10.9 | ||
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National |
9.9 |
11.5 | ||
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EXPRESS |
9.6 |
9.9 | ||
On the basis of these assumptions and the impairment tests carried out for the individual CGUs to which goodwill was allocated, it was established that the recoverable amounts of the CGUs exceeded their carrying amounts in every case. No impairment write-downs were therefore necessary.
The recoverable amount of the DHL Exel Supply Chain CGU exceeds its carrying amount by around 1%. If the discount rate were increased by 5% or the sustainable EBIT margin reduced by 5% to 3.9%, an impairment write-down of around €300 million would have to be recognised in each case.



