DHL 2014 Annual Report Download - page 41

Our Focus agenda is aimed at increasing our eciency and quality through stand-
ardisation and reducing complexity. We intend to adopt best-in-class operating stand-
ards and roll them out worldwide. We also aim to establish a globally harmonised
process to enable innovative and customer-centric solutions. By applying First Choice
methodology and our best-practice solutions, we expect to improve our operational
performance.
e Connect pillar is about connecting our people and processes to achieve
eciency gains on a global scale. A lean management structure and the use of shared
service centres will improve our cost structure and establish industry-wide best-in-class
functions. To accompany these organisational changes, we are training our sta using
the Certied Supply Chain Specialist  programme which is based upon a proven
approach that was applied successfully by the Express division.
Finally, the Grow pillar focuses on shiing our portfolio to address those market
segments that oer the most potential for higher protability and stronger growth. e
inclusion of more value-added services in our portfolio will help drive this shi. Likewise,
a pivot towards global business models for key sectors, such as Life Science & Healthcare,
will help accelerate future growth.
Group management
FINANCIAL PERFORMANCE INDICATORS
Impact on management compensation
Deutsche Post  Group uses both nancial and non-nancial performance indicators
in its management of the Group. e monthly, quarterly and annual changes in these
indicators are compared with the data from the prior year as well as the data indicated
in the plan to assist in making management decisions. e year-to-year changes in
nancial and non-nancial performance metrics portrayed here are also relevant for
calculating management remuneration.
e Group’s nancial performance indicators are intended to preserve a balance
between protability, ecient use of resources and sucient liquidity. e performance
of these indicators in the reporting year is described in the Report on economic position.
Profit from operating activities measures earnings power
e protability of the Group’s operating divisions is measured as prot from operat-
ing activities .  is calculated as revenue and other operating income minus
materials expense and sta costs, depreciation, amortisation and impairment losses as
well as other operating expenses and adding net income from investments accounted
for using the equity method. Interest and other nance costs/other nancial income are
deducted from or added to net nancial income/net nance costs. To be able to compare
divisions, the return on sales is calculated as the ratio of  to revenue.
Page  ff.
.  calculation
Revenue
Other operating income
Materials expense
Staff costs
Depreciation, amortisation
and impairment losses
Other operating expenses
Net income from investments
accounted for using the equity method
Profit from operating activities 
Deutsche Post  Group —  Annual Report
35
Group Management Report — GENERAL INFORMATION — Objectives and strategies — Group management