“France is crucial to our development”

Newspaper: How is the group doing in the post-Covid period?

Philip Britat: We’ve seen a very strong growth rate of over 20% in 2021. We’ve navigated the entire e-commerce wave. For several years, our business has been targeting BtoB clients more. In 2010, the weight of e-commerce (BtoB customers) in our exports was 10%, but with the pandemic we rose to 45%, peaking at more than 60%. Covid has led us to give birth to more and more people. Today, we are No. 1 globally and No. 1 in France for express logistics. In total, 1,000 employees were hired in France last year. Since the beginning of 2022 we have experienced a slight overall slowdown, particularly related to the Ukraine crisis as we no longer provide our services to Russia, Ukraine or Belarus. Historically, we grow 8-10% annually. Despite the current slight slowdown, we remain confident and hopeful for double-digit growth in 2022.

DHL is doubling its investments in France, such as investing 170 million euros in the Roissy Center. What does the French market represent for the group?

France enjoys a strategic location in the heart of Europe. France’s position is crucial to our development, which is why the group decided to invest €170 million in the Roissy Charles de Gaulle Centre. But that’s not all: you should know that over the past six years, the group has invested 80 million euros in infrastructure in France and will continue its investments in 2023 and 2024 in fairly large amounts for the construction of a new center in particular. In an area other than Ile-de-France. We are clearly the leaders, our market share is around 40% (38%) and we continue to support the growth of our clients.

What are the main challenges of the group?

We have set ourselves three critical priorities. The first is customer satisfaction, the second is operational excellence, and the third is profitable growth. The strategy has been the same for three years and it is working well as we continue to gain market share every year. The main challenge we face is also the electrification of our cars. Today 25% of our deliveries are “green”. The goal is to reach 50% of the fleet with electrification in 2024. It should be noted that every year we buy between 100 and 200 electric cars. Today, in France, we have more than 50 city centers delivered entirely in eco-friendly solutions (bikes, scooters, public transport). More and more customers, in the industry, in luxury, are very attached to this type of delivery. This year, we will deliver more than 4 million packages that will be completely environmentally friendly. For this purpose, DHL has signed partnerships with start-ups, urban relays, and also with couriers on foot or by bike who deliver in city centers.

At the same time, we have our own fleet of aircraft. We own 260 aircraft worldwide, so DHL is completely independent. There are 2,300 daily flights – our private as well as commercial flights – carrying DHL packages. We recently invested in our first electric cargo plane. The group is advanced in terms of environmental transformation. Our electric aircraft is scheduled to enter service in 2024.

You have been at the helm of the group since 2018. Where do you want to take the group?

What I want above all is for my collaborators to be happy to come to work. We were named a “Great Place to Work”, first globally and fourth nationally in the category of companies with more than 2,500 employees. We are very proud of this award.


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