DHL 2009 Annual Report Download - page 113

Future organisational adjustments
In the  division, we plan to start reorganising our central functions for
the Europe region in . We will also be combining our various climate protection
activities into the Corporate Public Policy and Responsibility Department to allow us
to operate even more e ciently in this key area.
Strong liquidity maintained and new fi nance strategy
Although our liquidity position will decline in  due to restructuring expendi-
ture, it will remain strong.  e Group is currently developing a comprehensive  nance
strategy that will take account of our credit rating, gearing ratio and future liquidity,
amongst other things.
We want to invest more
Since all forecasts are calling for cautious optimism, we have decided, contrary to
our previous planning, to step up capital expenditure to approximately  . billion in
.  e majority of this will be allocated to property, plant and equipment and to the
,  and   division. In the named divisions more funds will be
made available for property, plant and equipment and intangible assets.
Funds apportioned to the  division will be considerably higher than in the
previous year and will be earmarked predominantly for the domestic mail and parcel
business. We want to continue the investments started in the year under review and
equip additional mail centres with sorting machines for standard and compact letters.
In addition, we plan to purchase equipment for processing  at mail more e ciently. We
also want to set up an internet platform for sending letters, update our  systems in the
Parcel Germany Business Unit and continue restructuring our network of retail outlets.
In the  division, capex will be higher than in the reporting year. In ,
we will again concentrate on maintaining and modernising our aircra  eet as pre-
scribed by law. We also plan to inject funds into our hubs, gateways and terminals,
including those in Leipzig and northern Asia. Capital expenditure will once again focus
on the regions of Europe, the Americas and Asia Paci c.
In the  ,  division, we plan to maintain capital ex-
penditure at approximately the previous year’s level. In the Global Forwarding Business
Unit, we plan to put competence centres into operation, particularly for the pharma-
ceuticals industry, and invest in systems to improve the transparency of shipment pro-
cesses. In the Freight Business Unit, we want to invest in our branch network, in  and
in transport equipment.  ese investments will focus primarily on Germany, Scandi-
navia and the Middle East.
In the   division, we plan to increase capital expenditure somewhat.
 e majority of investments will be made in the Supply Chain Business Unit, where we
will be developing customised solutions for establishing and expanding business with
new and existing customers in all sectors, with a focus on the United Kingdom and
the Americas. In the Williams Lea Business Unit, we will invest primarily in Germany.
We plan to implement customer-speci c solutions in the printing services and docu-
ment business.
We also intend to increase cross-divisional investments in . As in the pre-
vious year, capital expenditure will focus on vehicles and . Moreover, we want to
promote new environmental technologies as part of our GoGreen climate protection
programme.
Glossary, page 
Deutsche Post DHL Annual Report 
96