DHL 2013 Annual Report Download - page 85

Our corporate responsibility – globally acknowledged
International investors and analysts monitor and evaluate how sustainable a com-
pany’s business is. Based on our commitment in the reporting year, we were again listed
in the Good and  sustainability indices and achieved a very good ranking in
the  Global  Climate Disclosure Leadership Index. We were the only company
in our sector to receive the top “” ranking from  in . In addition, the
leading sustainability research company Sustainalytics evaluated our overall corporate
responsibility and environmental activities as “Industry Leader”. Other independent
institutions also rated our activities: our GoGreen environmental protection programme,
for example, was awarded the international Green Brands eco-label in . Moreover,
we are ranked rd of  international corporations in the Good Company Ranking
published by communications agency Kirchho Consult . Please see our Corporate
Responsibility Report for additional results.
Procurement
Expenditure at prior-year level
In the year under review, the Group centrally purchased goods and services with a
total value of approximately . billion (previous year: . billion).
Procurement helps the divisions to reduce expenditure and make cost-eective
investments. It has supported the  division in the area of aviation for years. In
the reporting year, a global tender was put out for divisional kerosene requirements. As
a result, costs were reduced by around . million. A further . million was saved
by purchasing new aviation ground support equipment.
Procurement once again supported the  division in the selection and order
placement process for sorting solutions. In order to expand capacities in the parcel net-
work, the equipment at  facilities was expanded or retrotted. Moreover, we selected
suppliers with whom a number of technical solutions are being tested. Procurement
also supported the  Postbus project team during contract negotiations. As a result,
the costs initially calculated were reduced.
Procurement helped the  ,  division with its New
Forwarding Environment project, leading negotiations and providing support in imple-
menting the future  system.
e Group put out a global tender for the acquisition of  hardware, which allowed
us to both reduce prices and increase product quality. e supplier base was expanded
and the hardware standardised.
e nancing and payment model Supplier Finance, which is in place in parts
of Europe, the United States, South Korea and the People’s Republic of China, was
deployed in the United Kingdom and Turkey in the reporting year. It allows the divisions
to improve their working capital and suppliers to benet from favourable nancing
conditions.
dpdhl.com/en/responsibility
. Procurement expenses, 
Volume: . billion
14 %  and communications
13 % Transport services
13 % Ground fleet
10 % Real estate
24 % Services
8 % Network supplies
8 % Production systems
10 % Air fleet
Objectives and strategies, page 
Objectives and strategies, page 
81Deutsche Post DHL 2013 Annual Report
Group Management Report Non-Financial Figures
Corporate responsibility
Procurement