Awareness of climate change and environmental responsibility is increasing. Customers are interested in environment friendly products and even in setting up entire supply chains that are ecologically sensitive. We are conscious of our responsibilities as the largest company in our industry, and as such we have developed climate-neutral products under our Group-wide GoGreen programme.

Strategic realignment

We have begun to reduce the size of our shareholding in Postbank and have set a new course for our express activities in the United States. We will focus in the future on our core businesses of mail, express and logistics.

Our activities are geared to organic growth, capitalising on the global platform and the presence we have built up in growth regions in recent years. The roadmap for the future is thus clearly defined. All necessary steps are in place to position the Group for future growth. Our Roadmap to Value capital markets programme is gaining traction and will boost the efficiency of our processes and our earning power. This will help us to safely weather the international economic crisis.

We accept our social responsibilities through, amongst other things, disaster aid, our partnership with UNICEF and the GoGreen programme. These programmes are not designed to reap short-term gains, but to enhance awareness of and trust in the Deutsche Post and DHL brands. The sustainability of our products and services will assume long-lasting importance as a marketing factor both for our customers and their own.

Divisions rich in opportunity

The MAIL Division can build on excellent standards of quality to hold its own against competitors and regain lost customers. A broad range of multi-channel communication solutions holds added scope for further growth. These include consulting services in dialogue marketing, value-added services based on mail, and transport and international delivery. By continuously improving the cost of our transport and delivery network and making the cost structure more flexible, we are able to respond faster to changes in mail volumes. Providing automated points of sale gives customers easier access to our services whilst reducing our costs. We can also use the internet to make our products and services even more attractive.

Whilst the EXPRESS Division restructures its US activities, we continue to extend our market lead in the international express business. We are developing a uniform range of international time-definite and domestic day-definite express services in Europe for 2009. Our expansion in Eastern Europe is going well. The Asia Pacific region remains a growth engine, albeit with declining growth rates. We run domestic express businesses profitably in various parts of the world. We also safeguard our processes with global network standards and exercise rigorous cost control.

The GLOBAL FORWARDING/FREIGHT Division boasts a broad service portfolio and worldwide multimodal transport services. Individual sectors may provide additional potential for growth. We expect to reap savings by concentrating on strongly frequented routes and making selective use of carriers. Precise targets are set for productivity and workflow improvements to force down direct operating costs. Growth prospects in the logistics business are buoyed by capacity expansion, our range of industry solutions and improved processes.

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