Good morning, dear shareholders, ladies and gentlemen. I hereby open the annual general meeting of Deutsche Post AG and warmly welcome you on my own behalf, on behalf of the Board of Management, and on behalf of my colleagues on the Supervisory Board. My name is Nikolaus von Bomhard, and it is my pleasure as Chairman of the Supervisory Board to guide you through today's AGM. The current situation compels us this year again to hold our AGM as a virtual meeting without our shareholders or their proxies being physically present. The proxies appointed by the company are present. We expect to be able to meet face to face again at next year's AGM and are very much looking forward to it. We are confident that even under current conditions, this AGM will provide an opportunity for a lively exchange with you, the shareholders of our company.
We will respond to all the questions regarding our agenda that have been submitted by our shareholders. Shareholders and their proxies may follow the proceedings of the entire AGM via the voice and video stream that is provided by the online service at our website. For the general public, the AGM will be transmitted via the Internet up to the end of Mr. Appel's presentation. For the Board of Management, Mrs. Kreis and Mr. Appel are personally present. For the Supervisory Board, Mrs. Kocsis in her capacity as Vice Chairperson, and myself are personally present. The other members of the Board of Management and the Supervisory Board are attending the AGM online. They can communicate with me and with each other by telephone and electronically via secure channels. As in previous years, the Notary Public, Mr. Hermanns from Cologne, will take the minutes of today's AGM.
Today's AGM was convened in due form and in good time by an announcement in the Federal Gazette on 22nd of March 2021. Information on the further proceedings, the exercise of your voting rights, and the right to object to resolutions of the AGM can be found in the convocation of the AGM on the company's website and in the online service. In the course of the AGM, I will also provide you with further information. May I point out that it is not allowed to record the voice or video stream of today's AGM. Ladies and gentlemen, let us begin with the agenda. Today, in addition to the vote on the appropriation of available net earnings, the approval of the actions of the members of the Board of Management and the Supervisory Board, as well as the appointment of the auditor.
We shall vote on the reappointment of several Supervisory Board members, the creation of a new authorized capital, authorizations to purchase and use own shares, the approval of the remuneration system for the members of the Board of Management, and the resolution of the remuneration of the members of the Supervisory Board. I will provide you with explanations on that part later on. Before I turn to the report of the Supervisory Board, I now ask Mr. Appel to present his report on the past business year and in particular on the current status and the plans for our company. We already published Mr. Appel's speech and his presentation on the website of our company a few days ago. The floor is yours, Mr. Appel.
Dear shareholders, ladies and gentlemen, a warm welcome from my side as well to this shareholders' meeting. Unfortunately, only in the digital format, again. We hope that this will change in the future, but we are still in the midst of an extraordinary situation, and we have to take account of that. We are looking back on a difficult year, not just for our country, but for the world as a whole. It has come with a lot of challenges and a lot of suffering, and, of course, we share the grief of those who lost friends and family. We also lost some of our staff during the pandemic, and our thoughts are with them. 2020 was a major challenge to a lot of people who had trouble continuing their business, who lost their jobs, which was very difficult. Having said that, there's also good news.
A lot of people have gone above and beyond what they thought possible. They made sure that the health system was up and running. They saved lives, not just in Germany, but all over the world. Scientists managed to develop a vaccine in record time, which will certainly help us to normalize the situation over the next couple of months. As we are making a lot of progress with vaccinations, not just to Germany again, but all over Europe. Us Europeans can be proud of the fact that we are sharing some of the vaccines that were developed in Europe with parts of the world elsewhere. We as a company are also proud of having made a major contribution to improving the situation because indeed we made sure that people got the products they needed, not just in Germany.
We supported people, we supported businesses that first were shut down, only to then switch over to online trade. We are proud. Our staff did a great job here. Across the globe, we made sure that the logistics supply chains remained stable. There were a lot of challenges, but all our colleagues all over the world did a great job. They responded very flexibly to whatever was necessary. Of course, we are very well-positioned as a result of the large aircraft fleet, last but not least, that we have. This is something that makes us proud as well. Personally, I am also proud to lead this organization, which made such a major contribution to easing the situation. Thanks a lot to all our staff. Thank you for this excellent performance, also on behalf of our shareholders.
I can say today that our company is in an excellent state. I'll show you that our company has never been in a better position. It has never been more agile, more energetic than it is today. Even before the pandemic, I said that the company was in a better state than ever, which is also to do with the fact that we have implemented our Strategy 2020 very successfully. When I took office in 2008, we launched the Strategy 2015. That was the strategy focus, connect, grow. Strategy 2020. We've been very consistent in implementing it. This prepared us very well for the pandemic, even though you might think that you can't possibly prepare yourself for this sort of thing. Whatever we've done over the past couple of years came at the right time and put us in the right spot for the pandemic.
Since 2009, we've been working on our three bottom lines. We constantly measure the progress that we are making in terms of employee satisfaction, customer satisfaction, and shareholder satisfaction. We set ourselves some clear-cut goals in 2014. Today, I can tell you about the progress that we've made in these seven years. Let me start with what I think is most important, employee satisfaction, because it provides the basis for high performance of any service company. I'm particularly pleased to say that we achieved the goal that we set ourselves back in 2014. We said that we want to reach a level of employee satisfaction of over 80%. We actually exceeded this goal because employee engagement recently came in at 82%, which is a fantastic result. It is also reflected in a lot of other indicators. For instance, we created 83,000 new jobs since 2014.
This is more than most companies have overall. We have been recognized as a top employer in over 100 countries and great place to work in 61 countries. Our DHL Express division has also received major accolades. We measured all that during the crisis, and it shows that the employees are more motivated than ever. They place their trust in this company, which is great, and I'm very glad about it. For many years, we have improved our service quality. We are using the Net Promoter Score to measure on a scale from one to 10, how many customers give you a rating of nine to 10 and how many give you a rating of one to six. As you can see here, that we received excellent values. It goes from -100 to +100, and we are around in the 50s here, which is excellent.
We've made a lot of headway, and it also shows that customers appreciate the work done by our employees. They trust us, and these results are just excellent. As a consequence, the numbers in 2020 turned out excellent. Despite the pandemic, we generated a record result at EUR 4.8. In 2014, we said that on average, we want to increase our EBITDA 18% per year. By 8%, rather. That's what we forecast seven years ago, we made it happen, and this shows that the company has been very successful. It is based on the fact that we have a highly committed workforce, which meant that customer loyalty was up, and this ultimately led to these excellent results. When you look at the details, then you will find that P&P actually achieved the second-best result since we lost the monopoly. We were only better in 2008.
We've really caught up big time over the last couple of years. Express today accounts for more than 50% of our earnings today. It's a powerhouse. They also achieved a record result, Global Forwarding, Freight, and eCommerce Solutions also posted record results. The only division where we saw a decline was Supply Chain, that was due to the fact that a lot of our customers here discontinued their activities, which obviously meant that those revenues became obsolete, they are bouncing back. Which we already saw in the first quarter of this year. In 2020, a lot of our customers in Supply Chain discontinued their business, nonetheless, Supply Chain was still relatively successful. The numbers show that our long-term strategy of becoming a global corporation is bearing fruit. When I started out in 2008, over 70% of our revenue came from Germany.
Today, the figure stands at less than 30%. This shows what we've achieved. We have developed into a global player. We are making global trade possible. Of course, we are benefiting from the major commitment of our workforce. We would like you to have your share in it. Subject to your approval, we would like to increase the dividend to EUR 1.35 per share. This is a marked increase based on the excellent results that we've achieved. Over the past few years, we also kept the dividend stable. This is also in line with our financial strategy, which stipulates that we pay out 40%-60% of net profit. Subject to your approval, we will increase the dividend considerably today. I think it's important that the shareholders get their share in the company's success, just like the workforce.
For instance, based on the EUR 300 that we paid to each employee as a COVID-19 bonus in the past year. The share price has also developed very well. What you see here is the share price as of the end of March 2020. Here you can see the value per share, earnings per share, rather. You can see that we've developed much better than the market. Over the past six years, I think our share has proven to be very effective. The returns have been very high. I must say, the increases that we are seeing here are quite remarkable for any service company. We outperformed the DAX. Having said that, I'm not surprised because our workforce did a great job. Customer satisfaction is up, which is reflected in our figures and an excellent share price.
At the same time, we have not forgotten that we bear responsibility for society as a whole. Since 2008, we have been reducing our carbon footprint. We set ourselves some clear-cut goals in this field. As early as 2008, we said that we want to increase our carbon efficiency by 30% compared to 2007. We are now already at 37%, so we achieved this goal four years earlier than planned. It shows that even though we are very successful economically, we also gave something back to society, which is a central element of our responsibility vis-a-vis society. We recently announced our guidance for this year, which is shown here. We expect our result to be even stronger at more than EUR 6.7 billion. If we achieve that, I think we will, then this would be an increase of EUR 1.9 billion year-on-year. We are very confident.
We believe that we are well on track. The first quarter was excellent, the best ever, as a matter of fact. Markets acknowledged that yesterday. For the first time, we concluded at a share price of more than 50. We are therefore very confident that we'll be able to achieve our goals. We are pursuing a clear-cut strategy. This is the third strategy that we launched under my leadership as CEO. We announced it in 2019. Last year, we regularly reviewed the strategy to find that it was still the right strategy. It starts with the roof, the umbrella, our customer promise, Connecting People, Improving Lives. That became more relevant last year than ever before. Excellence. Simply delivered. This means that we are making life easier for our customers, yet another promise, and then the stronger focus on our profitable core business.
This means that, for instance, we discontinued our activities in the StreetScooter segment. It is the right strategy, especially if you make the most of digitalization to back that up. When you look at all the things that we are doing, then you will find that we are significantly investing in our business activities. This is important for you as shareholders because needless to say, growing volumes mean that our operations are facing a challenge. We need to be in a position to consistently continue our investments. Yesterday, we increased investments even further. We will continue to invest considerably without compromising on free cash flow. The 777, for instance, that we acquired show that we are very successful.
It also shows, however, that we are improving the carbon footprint of our aircraft fleet because these 777 freight aircraft are using much less fuel for their cargo than other aircraft. Again, we are seeing economic success while at the same time improving our carbon footprint. What are the other major trends? e-commerce, for instance. You can see how things developed. Last year, we were even above the long-term trend at Express and P&P. The e-commerce transition is in full swing. We are the ones who are making e-commerce possible in the first place. Of course, we are benefiting from increasing volumes. On the right-hand side, you can see our warehouse network. Here, we are offering fulfillment services to our customers for online orders, so that small and medium-sized customers can also send their merchandise to remote countries before long.
If you have different warehouses scattered all over the place, then it takes much longer to actually get the merchandise to the customer. We brought this transit time down. This was set up last year. We are recruiting ever more customers for this network, and this is a growth path that we want to continue along. E-commerce is not only important for our parcel business, but also to Supply Chain and, of course, global trade as a whole, be it ocean freight or air freight. In addition, we have invested a lot in digitalization. Let me give you a couple of examples. It starts with MyDHLi. This is a customer portal that customers can use to book an order. They can track their consignment. This is much more customer-oriented than if you had to give us a call.
We are in the midst of the rollout now. We will certainly recruit far more customers for this platform. We are very proud of our digital postage stamp. This is a new idea, and technologically speaking, it is a major challenge in terms of our sorting capacities. Once your letter arrived at your region, you'll be able to see that on your scan, and you can see, okay, my letter is now being delivered. You can expect that the letter may be delivered either the same day or shortly afterwards. No other postal provider offers this sort of service. It is very challenging because you need to process a lot of information within a short period of time, and that's why we are glad to be able to benefit from digitalization also at P&P. Supply chain. We are pushing ahead with automation.
We are improving the cooperation between human beings and robots. We are doing this not only to improve our service quality, but also to improve employee satisfaction because we want the robots to perform repetitive activities that humans aren't fond of. Let's talk about globalization for a moment. We are now transporting 117 million consignments all over the world. There are more countries by the day. We play a major role also when it comes to solving the COVID-19 problem. We are proud of it. GoTrade is an initiative that we launched last year. It is designed to support smaller companies in having their share in global trade. We have the expertise. We can teach them how to do it. If you are, say, in a small country in Africa, how are you supposed to know how you can get your merchandise to another 150 countries?
What the customs obligations may be. We launched GoTrade with support from the German government in order to help smaller companies to participate in global trade and to create jobs. We will continue with these important trends. Globalization is a major advantage for the world as a whole. We support it and will continue to support our customers as well and to help them gain access to globalization at lower cost. Now let me talk about another important challenge. I've said at many town hall meetings that, yes, COVID-19 is a major challenge, but then global warming is a much bigger one. We need to face this responsibility, and that's why we recently announced our sustainability roadmap. We said that we are creating climate neutral solutions for green logistics. We want to become the top employer in this field for everyone.
We also want to be a role model in terms of a company that people can trust. We want to improve our carbon footprint. To do this, we will invest EUR 7 billion, as you saw in the spot before my speech. By 2030, we want to have 30% of sustainable fuels made up of biofuel, Power-to-Liquid, is the technical term for that. We want to become more sustainable. 80,000 vehicles, which is 60% of the entire fleet, will be carbon neutral. This is electro-mobility. We want to become carbon neutral in all operations over time, and we want to offer the right products to our customers. By 2030, we'll invest EUR 7 billion to make that happen.
We want to be the best employer, which does not only mean that we need to recruit the best talent for our company, but we also need to help our staff to develop their skills further inside of the company. Just think of the certified programs, the First Choice programs. These are programs designed to enhance our employees' skills. We want more diversity. We want to put more women on management positions. We have set ourselves clear cut targets here. We want to bring the accident rate down. That's also important. We've done a lot here over the past few years, and last year, the accident rate decreased considerably, but there's still room for improvement, and we will systematically invest in this field further. We've also set ourselves some goals as to how to instruct our employees properly in order to bring accidents down.
We want to be a trustworthy company. We have set up a lot of training programs for our staff. We also stepped up our efforts to improve our dealings with the various suppliers, and we are measuring the progress that we are making in these fields. We've done a lot already and will continue to do so because we are a trustworthy company. We want to be a role model that others can follow. Subject to your approval, the remuneration of the board of management members next year will be tied to ESG goals, environment, social governance. Some components of variable pay will be tied to achievement of ESG targets. This shows that we are taking these targets seriously. We do not only look at them on a Friday evening. This is reflected in the proposal that we will submit to you at today's AGM.
Let me sum up by saying this. Your company is in an excellent state. We have developed very positively along all three bottom lines. Employee satisfaction is up, as is customer satisfaction and the financial results, the share price, the dividend have also developed very favorably, which is crucial for you as our shareholders. We gave something back to society. We will step up our efforts in connection with our sustainability roadmap. We have a clear-cut purpose as a company. We are making a major contribution to making the world a better place, Connecting People, Improving Lives. This is what motivates us. This is what motivates me personally, and I am very proud to be able to lead this company that has such a positive effect. Let me take this opportunity to extend a warm thanks to all our employees who did a fantastic job.
We know who our success is due to. Thanks to you. Thanks to our shareholders for the trust that you are placing in this company. Thanks for listening.
Well, thank you very much, Mr. Appel, for your presentation. This means that the public part of the live stream ends now, and I would like to say goodbye to all those who cannot follow the further proceedings of our Annual General Meeting. Mr. Appel's speech and his presentation are available to the general public on the company's website. Ladies and gentlemen, may I now ask Mrs. Kreis for her explanations regarding the utilization of the contingent capital.