In September 2024, we published Strategy 2030. We strive for long-term profitable growth and aim to further expand our position as one of the leading global logistics companies. The DHL Group’s strategy provides the strategic direction for the whole organization to follow and sets out the core elements that provide the Group’s overarching focus. It builds on the strong foundation provided by the Group's purpose, values, customer promise and bottom lines.
With Strategy 2030, we have further expanded our strategic framework, as illustrated below. In addition to the three established bottom lines – employer, provider and investment of choice – Green Logistics has been made an integral part of the Group strategy as a fourth bottom line, underscoring our commitment to sustainability. Together with our partners – customers and suppliers – we want to shape sustainable transformation all along the value chain and thereby reinforce our competitive position. Our ambition to accelerate growth is primarily based on the growth strategies of the five divisions, which are also accompanied by Group-wide initiatives. We are stepping up our focus on e-commerce and digitalization, taking advantage of structural shifts in world trade and expanding in selected focus sectors.
STRATEGY 2030 FRAMEWORK
Strategy 2030 framework featuring DHL Group’s four bottom lines and its purpose, values and customer promise
Dynamic market environment and global trade
As part of our strategic development, we regularly reexamine megatrends that have been substantially impacting the logistics industry for many years. These trends remain intact and continue to be valid.
In the strategy development phase in 2023/24, we worked on the assumption of stable global market growth and focused particularly on North America, China and the EU as the key logistics markets but also on smaller, fast-growing markets, for example in Southeast Asia. On this basis, we defined our strategic ambitions: to grow faster than the industry average and to unlock opportunities to outperform the market through targeted initiatives. We also took into account the effects on trade flows of greater supply chain diversification to preserve resilience.
Since we published our strategy, the economic environment has become more challenging. In the EU, and particularly in Germany, economic performance has remained below expectations. At the same time, unilateral trade measures imposed by the United States have changed markets and raised uncertainty, slowing investment and hitting the general economic climate. In cross-border B2C business, too, regulatory changes and adjustments have impacted volumes and market structures. The volatile economic situation is leading manufacturers to alter plans for production sites, for instance, which has a knock-on effect on logistics processes.
Strategy effective even in challenging macroeconomic environment
Even in a challenging macroeconomic environment, Strategy 2030 remains a strong basis for our long-term direction. The current developments do not affect our strategic goals but require careful consideration whenever we implement measures operationally. Operational volatility caused by regulatory and geopolitical changes, for example in relation to tariffs or de-minimis rules, change markets and tie up management capacity. At the same time, the need for cost discipline is also growing: Targeted efficiency measures are required in markets with low or declining growth. Capacity needs adjusting to shipment volumes. At the same time, we have launched “Fit for Growth”: a Group-wide structural program to improve the cost structure. In addition, investment of financial resources and staff needs to be more strongly concentrated on strategic growth areas. Group-wide initiatives such as Life Sciences & Healthcare, New Energy and Geographical Growth Regions continue to provide the opportunity to unlock growth potential and strengthen our market position.
Progress in Group-wide growth initiatives
Cross-divisional collaboration in growth markets is a central element of our Group strategy, as illustrated by progress on three initiatives:
In the Life Sciences & Healthcare segment, we have put in place a cross-divisional management body and established reporting across different countries and divisions. At operational level, we have built DHL’s first end-to-end network for temperature-controlled pharmaceutical products that connects global markets. The first cross-divisional shipment tracking solution has also been developed and deployed. Strategic acquisitions, including the acquisition of the CRYOPDP Group and the takeover of SDS have further strengthened our expertise in medical and healthcare logistics.
In the New Energy market segment, too, we have established a cross-divisional management body to define a joint sales strategy. We have already gained the first major customers in terms of volume, including logistics for wind turbines, high-voltage batteries and inbound to manufacturing.
In countries and regions experiencing above-average growth, such as Mexico, Brazil, Thailand and India, we have defined target customers, strategic growth areas and measures to address capability gaps. The first operational successes have materialized, with new customers acquired across different countries and end-to-end solutions deployed, including for the telecommunications sector in Colombia and the automotive industry in Malaysia and the United Arab Emirates.
Modernization of Group structure
In presenting Strategy 2030 in September 2024, the Board of Management announced its principle decision to modernize the Group structure. The Group’s legal structure will be aligned with its management structure and all divisions managed as standalone corporate entities. This technical measure does not affect the Group’s logistics portfolio.
Negotiations with social partners were successfully concluded in 2025, providing an important basis for this organizational change. First implementation steps have been completed, including reorganized operating structures within the existing parent company and the transfer of business from DHL eCommerce to the standalone DHL eCommerce Holding GmbH at the end of 2025/beginning of 2026.
