DHL 2014 Annual Report Download - page 40

Motivating our workforce: Our proven Certied International Specialist  train-
ing programme ensures that our employees have the requisite knowledge of the inter-
national express business at their disposal. Training is carried out in each function as
well as on a cross-functional basis delivered by our own employees, some of whom are
executives. is adds to mutual understanding whilst reinforcing a team atmosphere
and loyalty within the division. e modules under the Certied International Manager
 umbrella are for managers and are intended to strengthen the unied leadership
culture within the division. We want to sustainedly motivate our employees around the
world. Systematic and continuous recognition of outstanding performance is one way
of contributing to this.
 ,  division
With our global product oering in air and ocean freight as well as in overland transport,
we aim to achieve growth that exceeds the market average and consolidate our leading
position. To achieve this goal, we are continuously expanding our product and service
portfolio and improving our internal processes.
Expanding product and service portfolio: In the Global Forwarding business unit,
we are expanding the geographical coverage of our multimodal transport services, for
example, in Asia. Our oering covers the production and commercial centres of Shang-
hai and Suzhou in northern China, and the western city of Chengdu, which is one of
the main distribution centres and a hub for the high-tech sector and the automobile
industry. Since the beginning of , we have oered the rst temperature-controlled
rail service between China and Europe. Our new Railconnect service allows companies
of all sizes to better manage their inventory ows by dispatching shipments in smaller
consignments. In the overland transport business, our daily Eurapid service provides
fast, reliable and day-denite deliveries to Europe’s major markets. e number of par-
ticipating terminals doubled in the reporting year from  to .
Simplifying and standardising processes: With our strategic project New Forwarding
Environ ment , we are gradually introducing a forward-looking operating model
with ecient processes and state-of-the-art  systems, which is intended to under-
pin our position as industry leader.  will allow us to manage our processes better,
standardise products and oer modular services. In future we intend to have a globally
harmonised and unied organisation with dedicated customer service, which will
allow customers to benet from shorter response times. e new structure is also better
tailored to the needs of our customers’ products and ultimately delivers targeted, item-
specic information. We are increasing the transparency and quality of data for sales
volumes, customer gures, capacities, operations and freight. In the reporting year, 
was put into operation in additional countries. We intend to implement it throughout
the entire Global Forwarding business unit.
  division
We intend to dene our industry globally through standardised, cost-ecient, high-
quality and innovative solutions. To achieve this whilst increasing our protability, we
reviewed our business in the reporting year and dened a strategic framework with nine
initiatives and four supporting activities. In line with our Group strategy, our approach
is built on the three pillars of “Focus”, “Connect” and “Grow”.
Deutsche Post  Group —  Annual Report
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