DHL 2011 Annual Report Download - page 74

Our aircraft fl eet – economical and ecological all over the world
In , we increased the capacity of our intercontinental aircra  eet by adding
four Boeing s and one .  is allows us to o er our customers additional connec-
tions between Europe, Asia and America, which improves our service and shortens
delivery times.
To meet the rising demand in Asia, we put two additional Boeing s into oper-
ation during the reporting year to service the regional routes between Hong Kong and
Shanghai and between Hong Kong and Tokyo. For routes within Europe, we have pur-
chased eighteen Airbus -s that are currently being converted in Dresden from
passenger aircra to freighters and which will be delivered to us successively until .
 e new aircra will not only enable us to expand our capacity in response to increasing
demand but will also contribute to meeting climate protection goals. Compared with the
old aircra , the new aircra will use up to   less fuel and emit less . We are thus
supporting the Group’s sustainability strategy. Another key factor is how aircra capacity
is utilised. Our load factor is approximately   on intercontinental routes, which is
again well over the international sector average of approximately  .
Well positioned in the global express business
 has again succeeded in maintaining its leading position in the international
express business. As in the previous year, we led the international express market in all
regions outside of the Americas. Moreover, we are continuing to expand our presence
and infrastructure in growth markets such as Asia, for example through construction
of the North Asia Hub in Shanghai, which will go into operation in .
Leading position in Europe maintained
In Europe, we raised our market share in the international express segment to  
in , thus remaining the market leader. To meet increasing demand we expanded
the loading area at our Leipzig hub. A total of , new jobs were created in the region.
 e site is becoming increasingly important globally: more than  aircra take o and
land in Leipzig each day.  is testi es to the success of our focus on the international
express business and the improvement of our service quality.
Demand rises in the Americas region
Our focus on the international express business has also continued to prove fruitful
in the  market. In , we expanded our global hub in Cincinnati in order to meet
rising demand from international customers for time-critical shipments.
In September, we launched a direct route between Cincinnati and Panama.  e new
route cuts one day o delivery time from all locations in the , Canada, Asia and
the Caribbean islands to Panama and from Panama to all  destinations worldwide.
At the end of June  we divested our domestic business in Canada. However,
we agreed on a ten-year partnership with TransForce, the new owner.  is allows us to
take optimum advantage of our respective strengths in the international and domestic
segments for the bene t of our customers.
Corporate responsibility, page 
. European international express
market, 
1, 2: top 
Market volume:  , million
1 Includes the  express product.
2 Country base: , , , , , , , ,
, , .
Source: Market Intelligence , annual reports
and desk research.
23 % 
16 % 
11 % FedEx
38 % 
. Americas international express
market, 
1, 2: top 
Market volume:  , million
1 Includes the  express product.
2 Country base: , , , .
Source: Market Intelligence , annual reports
and desk research.
32 % 
13 % 
1 % 
51 % FedEx
Deutsche Post DHL Annual Report 
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