DHL 2014 Annual Report Download - page 86

Significant improvement in sustainability ratings
Investors and analysts on international capital markets monitor and evaluate how sus-
tainable a company’s business is. In the reporting year, we improved signicantly in the
most well-known ratings. Our most important achievements were our readmission to
the  World and  Europe indices, being awarded the RobecoSAM Bronze Class
and our inclusion in the  Global  Leaders index. In addition, our sustainability
was validated in the FTSEGood and  indices, receiving the top “” ranking
from . We were ranked third amongst  companies by the leading sustainability
research company Sustainalytics. Moreover, we received another very good ranking
in the  Global  Climate Disclosure Leadership Index. Please see our Corporate
Responsibility Report for additional results.
Procurement
Group’s procurement expenditure increased
In the year under review, the Group centrally purchased goods and services with a
total value of around . billion (previous year: . billion). Procurement helps the
divisions to reduce expenditure and make cost-eective investments.
For the Express division, a global tender was put out again for divisional kerosene
requirements in the area of aviation. e result equated to savings of around  million
in the reporting year. e maintenance costs for - aircra were also reduced.
Furthermore, Corporate Procurement purchases the necessary sorting equipment for
the construction and expansion of hubs and gateways.
In order to expand capacities in the parcel network in Germany, Procurement sup-
ported the Post - eCommerce - Parcel division with the selection and order placement of
sorting solutions at  locations. Furthermore, sorting system components were retro-
tted and replaced. New maintenance and spare parts supply contracts were drawn up
for  parcel centres, which will allow us to save costs, increase transparency and work
more eciently in the future.
In several regions, telecommunications services were again put out to tender,
thus facilitating considerable cost savings and increasing quality. In North America,
we are consolidating our data centres, the tender process for which was supported by
Procure ment. e nancing and payment model Supplier Finance, which is in place in
many parts of Europe, Asia and the United States, was extended to more countries and
business units during the reporting year. e programme co-ordinated by Corporate
Finance and Procurement supports the divisions in improving their working capital and
suppliers to benet from favourable nancing conditions.
Procurement organisation works closely together
Procurement is a centralised function in the Group. Corporate Category Management
comprises three Global Sourcing departments which work closely with the four pro-
curement regions. All functions report to the head of Corporate Procurement. Our pur-
chasing operations are pooled in regional centres at six locations. In Asia, we outsourced
the catalogue-based ordering system to an external provider.
dpdhl.com/cr-report
. Procurement expenses, 
Volume: . billion
21 % Air fleet
15 % Ground fleet
12 %  and communications
9 % Real estate
21 % Services
7 % Production systems
6 % Network supplies
9 % Transport services
Deutsche Post  Group —  Annual Report
80