DHL 2010 Annual Report Download - page 60

Investments in the domestic parcel business focused largely on new camera and
scanning technology for the parcel centres which we used to automate more of our
processes. We expanded our Packstation network and updated the necessary so ware.
We also launched the MeinPaket.de online shop, thereby expanding our online shop-
ping services.
With regard to the retail outlets, we restructured our network and improved the
so ware in use.
 investments remain low
In the  division, capital expenditure totalled   million (previous year,
adjusted:   million), representing a further decline of   compared with the
previous year. Investments were driven primarily by regulatory aircra maintenance
and network optimisation. Investments in property, plant and equipment focused on
aircra (  million), advance payments and assets under development (  million),
technical equipment and machinery (  million) and  equipment (  million).
Investments in intangible assets related mainly to advance payments and intangible
assets under development (  million) as well as so ware (  million).
In regional terms, we prioritised upgrading our terminals in Italy and the Nether-
lands and improving our Network Operation Services in Germany. In the Asia Paci c
region, we invested mainly in India and China. In the Americas region, capex centred
on aircra conversions in the United States and on technical equipment and machinery
in Mexico and Canada.
 ,  modernises infrastructure
In the  ,  division,   million was invested in the
year under review (previous year, adjusted:   million). Of this  gure,   million was
attributable to the Global Forwarding business unit. As in the prior year, we updated our
 infrastructure and streamlined our processes, particularly in our global applications.
Funds of   million were invested in the Freight business unit, where they were used
primarily for property, plant and equipment in the , including transport equipment.
  invests in new business
In the   division, capital expenditure increased by   to   mil-
lion (previous year, adjusted:   million). Of this amount,   million related to the
Supply Chain business,   million to Williams Lea and   million to central entities.
Investments were stepped up in the second half of the year and related mainly to new
business activities in the Americas and Asia Paci c regions. Roughly   of the funds
went towards new business and   for replacements and renewals in  as a whole.
Capex in the Americas region was primarily attributable to new business in the Retail,
Consumer and Automotive sectors. Replacement investments focused on customer-
funded projects in the Retail and Energy sectors in the Americas region. In the ,
we continued to direct capital towards warehousing and transport solutions for new
and existing customers, with major investment projects being carried out in the Life
Sciences & Healthcare sector and in Airline Business Solutions. Capex in other parts of
Europe was limited to new and existing business solutions as well as essential replace-
ments and saw an overall year-on-year decline of  . In the Williams Lea business unit
we invested in developing so ware and in modernising .
Deutsche Post DHL Annual Report 
46