DHL 2015 Annual Report Download - page 45

Deutsche Post  Group —  Annual Report
Managing revenue and costs: Our return on sales rises when growing volumes lead
to economies of scale in the network, innovation and automation improve productivity
and costs are strictly managed. We minimise indirect costs through simplied and
standardised processes. For example, we are streamlining our  system architecture
step by step, whilst ensuring adherence to global standards and quality requirements,
especially as regards facilities and operating materials.
Structuring sales and prices: Using global campaigns, we specically target small and
medium-sized businesses which could benet the most from increasing exports. We
concentrate upon items whose size and weight optimally match our network and thereby
create economies of scale. In terms of our pricing policy, we encourage global co-
ordination and discipline. At the same time we work to continuously improve our cus-
tomer approach. Our Insanely Customer Centric Culture programme is intended to resolve prob-
lems more quickly and meet customer expectations more eectively.
Managing the network: Most of our costs are attributable to the air and ground net-
work. We replace old aeroplanes with newer, more ecient, and thus more cost-eective
aircra. We sell available cargo space to freight and forwarding companies, especially
to  Global Forwarding, improving our network utilisation and reducing costs in the
process. On the ground, we are automating and standardising processes. For example,
vehicles are equipped with shelves as standard and can be loaded directly from
the conveyor belt. We also plan our pick-up and delivery routes to maximise time and
costsavings.
Motivating our workforce: Our Certied International Specialist  training pro-
gramme ensures that our employees have the requisite knowledge of the international
express business at their disposal. Training is both functional and cross-functional, and
it is carried out by our own employees, some of whom are executives. is adds to
mutual understanding whilst reinforcing a team atmosphere and loyalty within the
division. e modules under the Certied International Manager  umbrella are
for executives and strengthen the unied leadership culture within the division. Our
 Supervisory Excellence programme oers training tailored to lower-level manage-
ment. We want to sustainably motivate our employees around the world. Systematic
recognition of outstanding performance is one way of contributing to this. Our certi-
cation as a Top Employer Global  from the Top Employers Institute shows that we
are on the right path.
 ,  division
In the Global Forwarding business unit, we intend to tackle business challenges and
revive performance with a comprehensive turnaround plan, which comprises twelve
initiatives with three focal points: re-empowering the countries, turning around results
and driving a business-centric  renewal. We are also working to continuously improve
the div ision’s quality of service.
Re-empowering the countries: In the Global Forwarding business unit, we have intro-
duced various measures aimed at re-empowering the organisation. Structures are being
adjusted to grant countries more exibility in their daily operations and to create better
accountability.
Customers and quality, page 
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Group Management Report — GENERAL INFORMATION — Objectives and strategies