DHL 2013 Annual Report Download - page 36

STRATEGY AND GOALS OF THE DIVISIONS
Strategic priorities of the divisions
e priorities of the operating divisions are anchored in the divisional business
strategies. Here, too, our focus is on strengthening our protability.
. Strategic priorities by division
 division
e following strategic approaches are how we aim to meet the business challenges
of today and tomorrow.
Making costs more flexible: To achieve this goal, we are adapting our networks to
changing market conditions and shipment structures. We are also cutting costs wherever
possible and sensible, whilst investing in growth areas. Furthermore, we want to further
increase the quality of our products, whilst protecting the environment in the process.
For example, we commissioned the development of an electric delivery vehicle that pre-
cisely meets the needs of our delivery sta whilst improving our carbon footprint and
reducing operating costs. Our Parcel  Production Concept has made our sorting
and transport more ecient and thereby lowered costs.
Providing the highest quality to our customers: We want to oer our customers the
best service at all times, at the highest level of quality and at reasonable prices. To this
end, we are modernising 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 in-
creasing volumes on an ongoing basis. Our goal is also to deliver   of all items sent in
Germany to customers the next day. Moreover, we are constantly oering more services
to parcel recipients, for example, package notication, shipment status and preferred
location. Proximity to our customers is important to us, which is why we operate by far
the largest network of xed-location retail outlets in Germany. We are also expanding
our successful co-operation with retailers, particularly by way of our Paketshops.
Motivating our workforce: e key to high quality and high performance is happy
and dedicated employees. at’s why we equip our workforce with state-of-the-art tools,
provide mail carriers with e-bikes and e-trikes, oer counselling on health issues and, at
some locations, make childcare available. e most recent collective agreement included
another noticeable wage increase, raising our levels even higher above the competition.
   

  
  


 ,

 
Sustainably stabilise  through improved
eciency and investments in the growing parcel
business
Growing continuously with the  product
and improving service, whilst optimally utilising
the network and increasing yield
Introducing a forward-looking operating model
and growing sustainably in the dicult market
environment
Growing profitably using expertise in outsourcing
and emerging markets
32 Deutsche Post DHL 2013 Annual Report
General Information
Objectives and strategies
Group Management Report