Strategy

Overview of measures and programmes

The Group Strategy 2015 provides for a two-tier structure with MAIL and DHL as well as tighter links between the three DHL divisions, the latter being facilitated by the creation of an additional overarching executive committee.

Other steps will be the simplification of planning processes, an even more intense focus on the shifting needs of customers
The reinforcement of Frank Appel's open leadership culture through a new incentive system that stresses performance and respectful interaction among employees.
Strategy 2015 is aimed at defending the Group's strong position in the German mail market and raising profitability at DHL.

The collaboration between the DHL divisions is accelerated by a Executive Committee DHL whose function is to facilitate cooperation among the three DHL divisions GLOBAL FORWARDING, FREIGHT, EXPRESS and SUPPLY CHAIN in the interest of the customer.
In a step to improve customer orientation, specific target sectors such as life sciences, technology or automotive will be promoted under a dedicated sector management.
The driver of innovative logistics solutions is the new organizational unit called "DHL Solutions & Innovation." In this central function - extending across DHL - all previous innovation activities are bundled in order to offer customer-specific solutions with the help of new technologies. This central function reports directly to the CEO.

To recalibrate the business in response to decreasing volume and increasing digitalization, the MAIL division will refocus its core business while retaining the high quality level enjoyed by German customers.
In the process, the company will primarily concentrate on the integration of physical and digital solutions in dialog marketing. It will also introduce an online letter to provide secure electronic communications as well as integrated sender and recipient services at Parcel Germany.
To meet these objectives, the MAIL division plans to step up investments in coming years and may also consider partnerships.
The ultimate goal is to strengthen the company's unique position as an integrated service provider for secure and reliable communications.

A new guiding principle based on the idea of "Respect and Results" is designed to markedly increase the level of employee involvement and commitment. Openness and responsibility are central to this end.
To promote communication among the Group's divisions, future executives will need cross-divisional experience.
A new incentive system is designed to underscore performance differences and reward extraordinary contributions.

The dialog between the Group's headquarters and the business units will be simplified and more focused.
The finance and strategy areas will work more closely together to help the Corporate Board set group wide targets that will be broken down to the individual units.
The financial planning process will be streamlined in terms of time, and the results will be reviewed more systematically.

Current strategic initiatives will fit seamlessly into the Group's new direction. This applies in particular to First Choice, the successful program to increase customer loyalty.
In March 2010 we presented our new finance strategy. The goal is for the Group to maintain it financial flexibility and low cost of capital by ensuring a high degree of continuity an predictability for investors.
In the area of corporate social responsibility, the Group will concentrate on Living Responsibility, which embodies our our efforts in the areas of environmental protection, disaster relief and education: GoGreen, GoHelp, GoTeach.

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