DHL 2012 Annual Report Download - page 102

 division
e following strategic approaches are how we aim to meet both today’s and tomor-
row’s challenges. Our central goal is to make a stable and sustainable contribution of at
least  billion to the Group’s earnings.
• Making costs more flexible: To achieve this goal, we are adapting our networks to
changing market conditions and making costs more exible. We cut costs wherever
possible and sensible. We also retain the high quality of our services and protect the
environment. Ideally, we search for solutions that meet several goals at once: a new
generation of machines in our mail centres, for instance, not only raises the level of
automation and quality but also lowers production costs and carbon dioxide 

emissions. In our parcel business, a new production system allows us to sort and
transport parcels more eciently, saving costs along the way.
• Providing the highest quality to our customers: We want to oer our customers the best
service at the highest level of quality and at fair prices. erefore, we are modern-
ising the sorting equipment and  architecture in our mail network on an ongoing
basis. We are also investing in our parcel network and adapting it to increasing
volumes on an ongoing basis. In the future, we want to deliver   of all items sent
in Germany to customers the next day. Moreover, our customers receive real-time
track and trace data and we are doing this with the environment in mind: the majority
of our delivery services in Germany will be completely carbon neutral in the future.
Proximity to our customers is important to us. We operate by far the largest network
of xed-location retail outlets in Germany, consisting of over , outlets and
sales points. is includes our network of around , Packstations and around
, Paketboxes. We are also expanding our successful co-operation with retailers.
• Motivating our workforce: e key to high quality and high performance are happy
and dedicated employees. e current collective agreement in Germany established
an innovative Generations Pact. Furthermore, we demonstrate how much we value
our people by equipping them with state-of-the-art tools, counselling them on
health issues and, at some locations, making childcare available.
• Tapping into new online markets: We are taking advantage of our expertise in physical
communications to oer competent digital communications. e internet is already
strongly facilitating customers’ access to our services, allowing them to calculate
and purchase postage and also locate retail outlets and Packstations online and by
mobile telephone. We are also investing in future growth areas in all our businesses:
beyond our -Postbrief product, we are active in the growing industry of online
advertising. We operate Europe’s largest platform for targeting (online advertising
space marketing), provide the largest online German marketplace for journalistic
content and are the rst parcel delivery service in Germany to operate its own
shopping portal. In addition, we are continuously exanding our online oering to
include new industries, such as the shipment of food.
Corporate responsibility, page 
Employees, page 
Glossary, page 
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