1. Name of the Nominee – Yogesh Dhingra ICAI Membership Number - 085338 Name of the Nominee – Yogesh Dhingra ICAI Membership Number - 085338 Category - CA Business Achiever Category - CA Business Achiever Sub–Category - Corporate Category - CA Business Achiever Category - CA Business Achiever Sub–Category - Corporate Present Designation – COO & FD Name of the organization - Blue Dart Express Ltd.

2. Turnover (Sales) of the Company in Rupees (Mn.)*: Turnover (Sales) of the Company in Rupees (Mn.)*: Net worth of the Company in Rupees (Mn.)*: Net worth of the Company in Rupees (Mn.)*: Market Capitalization of the Organization in Rupees (Mn.)*: Market Capitalization of the Organization in Rupees (Mn.)*: Note: Please give details of the company where the person is located. For CA Business Achiever or CFO where person is handling multiple companies within a group, please give composite details of all companies under the domain of nominee. Details of Individual companies may be given separately. The applicants of CA Professional Achiever should give details only of the company where they are working. 20102011 Turnover11,52715,138 Growth over previous period26.3%31.3% 20102011 5,4146,581 2011Nine Months Ended Sept 30 2012 37,80241,453 * Blue Dart Express Ltd. follows the calendar year from January - December

3. MAJOR ACHIEVEMENTS – Team Leader Finance Director – Instrumental in promoting financial excellence and timely reporting with an eye on critical factors for success. His entrepreneurial approach in the midst of the recent slowdown enabled to reduce the fixed cost model impact, prudent accounting practices best in class, very healthy balance sheet with zero debt and excellent working capital management and liquidity. Finance Director – Instrumental in promoting financial excellence and timely reporting with an eye on critical factors for success. His entrepreneurial approach in the midst of the recent slowdown enabled to reduce the fixed cost model impact, prudent accounting practices best in class, very healthy balance sheet with zero debt and excellent working capital management and liquidity. Chief Operating Officer – Provide impetus and traction to the companys aggressive growth strategy by overlooking the plans for the roll out 25 new products and services initiative addressing various customers needs and requirements – TDD (Time Definite Delivery), TCL (Temperature Controlled Logistics), Dart Surfaceline Plus, Demand Draft Delivery (DOD), Freight of Delivery (FOD), Cash On Delivery (COD), etc. Apart from maintaining higher quality standards for the existing products with NSL, highest in the industry. Amongst the various optimization efforts taken has been the reduction of Operating Cost per Move (OCPM), Operating Cost per Kg (OCPK), Cost per Kg (CPK), sweating of assets, better ROCE and others. Chief Operating Officer – Provide impetus and traction to the companys aggressive growth strategy by overlooking the plans for the roll out 25 new products and services initiative addressing various customers needs and requirements – TDD (Time Definite Delivery), TCL (Temperature Controlled Logistics), Dart Surfaceline Plus, Demand Draft Delivery (DOD), Freight of Delivery (FOD), Cash On Delivery (COD), etc. Apart from maintaining higher quality standards for the existing products with NSL, highest in the industry. Amongst the various optimization efforts taken has been the reduction of Operating Cost per Move (OCPM), Operating Cost per Kg (OCPK), Cost per Kg (CPK), sweating of assets, better ROCE and others. Chief Technology Officer / Chief Information Officer – Robust technology deployment and automation to improve sate-of-the-art 24x7 Network Control Centre. Installation of OTM (On The Move) a handed device for real time feedback & WDL (Weight Dimension Labeling) machines at the major hubs to mitigate revenue leakage and improve accurate billing. Chief Technology Officer / Chief Information Officer – Robust technology deployment and automation to improve sate-of-the-art 24x7 Network Control Centre. Installation of OTM (On The Move) a handed device for real time feedback & WDL (Weight Dimension Labeling) machines at the major hubs to mitigate revenue leakage and improve accurate billing. Yogesh Dhingra is responsible for Finance, Accounting Risk, Legal, Compliances Governance, Operations, Information Technology, and Service Quality and Corporate Strategy Focus for Blue Dart. He has been one of the key people to steer the organization successfully with clear strategic vision, innovative focus on customers and incisive execution of customer centric value propositions, thereby consolidating Blue Darts leadership position in the market-place. Mentioned below are some of his contributions in various roles:

4. MAJOR ACHIEVEMENTS – Team Leader (contd.) Chief Risk Officer – Instrumental in giving directions on various risk-mitigating measures like implementation of Fuel Surcharge Mechanism against the vitality of crude oil, reduction in working capital, renegotiations of real estate cost, attractive long term contacts during the slowdown Chief Risk Officer – Instrumental in giving directions on various risk-mitigating measures like implementation of Fuel Surcharge Mechanism against the vitality of crude oil, reduction in working capital, renegotiations of real estate cost, attractive long term contacts during the slowdown Compliance Officer – Instituted a strong internal and external audit process and has an empowered Audit Committee. Periodically he holds Risk Workshops with Risk Owners and concerned teams, proper mitigation plans are put in place and regular reviews are undertaken. To ensure impartial output, an external agency conducts such important workshops. As a strong Corporate Governance process – every employee has access and right to share whatever they see and hear, allowing transparency and empowerment to every employee to raise issues/concerns in the system. Compliance Officer – Instituted a strong internal and external audit process and has an empowered Audit Committee. Periodically he holds Risk Workshops with Risk Owners and concerned teams, proper mitigation plans are put in place and regular reviews are undertaken. To ensure impartial output, an external agency conducts such important workshops. As a strong Corporate Governance process – every employee has access and right to share whatever they see and hear, allowing transparency and empowerment to every employee to raise issues/concerns in the system. Chief Legal Officer – Yogesh is also responsible for the Legal functions that involve complete legal transactions including various commercial and contractual documentation, co-ordinating with companys legal counsels, solicitors and consultants in the decision making process. He played a key role at the time of Blue Darts acquisition by the DPDHL group in 2005 which involved tough co-ordination and challenging decision making processes in consultation with multi farious entities viz. Merchant Bankers, DHLs Legal Advisors, companys Legal Counsels, Statutory Auditors (M/s. PWC), Internal Auditors (M/s. KPMG), Valuation Firm, Companys Corporate Consultant, etc. He was also involved in a key transaction of international sales alliance contractual negotiations for Blue Darts international outbound business with DHLE India Pvt. Ltd. prior to acquisition. Chief Legal Officer – Yogesh is also responsible for the Legal functions that involve complete legal transactions including various commercial and contractual documentation, co-ordinating with companys legal counsels, solicitors and consultants in the decision making process. He played a key role at the time of Blue Darts acquisition by the DPDHL group in 2005 which involved tough co-ordination and challenging decision making processes in consultation with multi farious entities viz. Merchant Bankers, DHLs Legal Advisors, companys Legal Counsels, Statutory Auditors (M/s. PWC), Internal Auditors (M/s. KPMG), Valuation Firm, Companys Corporate Consultant, etc. He was also involved in a key transaction of international sales alliance contractual negotiations for Blue Darts international outbound business with DHLE India Pvt. Ltd. prior to acquisition.

5. MAJOR ACHIEVEMENTS – Team Leader Effective working capital management by managing lower DSO, liquidity and cost rationalization measures Effective working capital management by managing lower DSO, liquidity and cost rationalization measures Debt Free status Debt Free status Major payments including group capex plans, working capital requirements and dividend payments are met out of internal approvals Major payments including group capex plans, working capital requirements and dividend payments are met out of internal approvals Enhancements in shareholders wealth through robust topline growth, healthy profitability, sound financial parameters year over year (increase the wealth of the shareholders by more than 20 times since 1994) Enhancements in shareholders wealth through robust topline growth, healthy profitability, sound financial parameters year over year (increase the wealth of the shareholders by more than 20 times since 1994) EVA positive Company EVA positive Company Reaffirmation of highest credit rating by Fitch (F1 + IND) & ICRA (A1+) for companys short term debt programme (outstanding – Nil) and Higher rating AA by ICRA for working capital facilities Reaffirmation of highest credit rating by Fitch (F1 + IND) & ICRA (A1+) for companys short term debt programme (outstanding – Nil) and Higher rating AA by ICRA for working capital facilities Awarded for its Annual Report and excellence in Financial reporting by The Institute of Chartered Accountants of India (ICAI) in 2007 Awarded for its Annual Report and excellence in Financial reporting by The Institute of Chartered Accountants of India (ICAI) in 2007 Maintaining highest standard of Corporate Governance and best practices. In 2007 Company was selected by The Institute of Company Secretaries of India (ICSI) as one of the top 25 companies adopting good corporate governance practices Maintaining highest standard of Corporate Governance and best practices. In 2007 Company was selected by The Institute of Company Secretaries of India (ICSI) as one of the top 25 companies adopting good corporate governance practices Clear focus and commitment towards optimal operational efficiencies Clear focus and commitment towards optimal operational efficiencies Focus on innovative ideas and technology driven process to achieve the highest operational productivity Focus on innovative ideas and technology driven process to achieve the highest operational productivity Continues effects on Air & Ground network for better capacity utilization Continues effects on Air & Ground network for better capacity utilization Instrumental in new products developments which are unique and innovative in nature (COD, FOD, TCL, etc) Instrumental in new products developments which are unique and innovative in nature (COD, FOD, TCL, etc) Responsible for setting up necessary infrastructure facilities at airport sides and transit hubs to improve turn around time Responsible for setting up necessary infrastructure facilities at airport sides and transit hubs to improve turn around time Representing the company for various regulatory bodies for problems/challenges faced by the company and overall Express industry Representing the company for various regulatory bodies for problems/challenges faced by the company and overall Express industry Note- Please specify exact role whether the achievement is as a member of team or team leader or in any other capacity.