CR Management Process
In the reporting year, we developed and have begun implementing a multi-stage management process designed to drive our CR strategy and manage our relationships with stakeholders. A new Stakeholder Relations team as well as a Responsible Business Practice network was established as part of this management process.
The new Stakeholder Relations team performed a materiality analysis in 2013 and laid the groundwork for a Stakeholder Relations policy. In the future, Stakeholder Relations will be responsible for intensifying the dialogue with stakeholders.
Serving as a cross-functional forum, the newly created Responsible Business Practice network has been tasked with managing stakeholder interests as well as the Group’s business activities in a way that ensures responsible business conduct, and coordinating all responsible business practice (RBP) activities.
Management process for shaping CR strategy
Stage 1: Gaining Insights
In line with our Stakeholder Relations strategy, we maintain an active dialogue with stakeholders in a number of different ways. In the reporting year, we conducted a systematic survey of our key internal and external stakeholders to better understand their interests, and to fine-tune our strategy accordingly. The results of the survey were then summarized in a materiality analysis.
Stages 2 and 3: Preparing, challenging and setting the agenda
In the reporting year we established the Responsible Business Practice network to enhance our CR activities and continue to make progress in fulfilling our corporate responsibility in the areas of labor relations, health and safety, procurement, compliance, the environment and society.
The network includes representatives from all CR-relevant areas across Deutsche Post DHL, including Compliance, Customer Solutions & Innovation, HR, Communications and CR departments, Corporate Procurement, Corporate Security, Corporate Public Policy and Regulation Management, as well as representatives from each of the Group’s divisions.
At both the management and employee level, these areas work together to systematically identify relevant issues and continually coordinate and monitor the corresponding RBP action measures. This helps us to identify business opportunities and risks early, and take action accordingly.
The results of the materiality analysis provide an important working basis for the Responsible Business Practice network. The network also draws on the insights gained from studies, customer surveys and stakeholder dialogue to identify emerging issues and concrete measures. Together, these measures provide transparency and strategic inputs for our management and strengthen the basis for responsible business conduct.
To gain an external perspective on our CR agenda we established the Sustainability Advisory Council (SAC), a body comprised of independent experts and thought leaders from various disciplines (science/research, business/economics, environment, humanitarian aid, logistics, policy, media and ethics). The SAC will meet for the first time in Bonn in the first quarter of 2014.
Stage 4: Reporting on corporate responsibility
Internal reporting on our corporate responsibility activities is conducted on a regular basis, and is based on a clear assignment of responsibilities, formal reporting lines, and uniform reporting standards using defined KPIs.
Our top priorities for external CR reporting are verifiability, reliability and transparency. The annual CR Report builds on the insights gained from our stakeholder dialogue and materiality analysis.
In addition to this report, we employ a diverse range of communications channels to provide stakeholders with open and easy access to information about our CR activities.
Stage 5: Engaging in the stakeholder dialogue
Deutsche Post DHL is in constant dialogue with its diverse group of stakeholders. Numerous platforms facilitate this stakeholder dialogue, and we systematically collect, analyze and process the feedback from these various interest groups. The insight gained from this input is then integrated into our management processes.