DSV Annual Report 2022
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DSV Annual Report 2022 Strategy and financial targets
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We work to create a safe, healthy and nurturing workplace where every-
one has the chance to grow and develop their talent.
To enable our employees to do their best, we give them the right digital
tools, training and conditions. In recent years, the pandemic showed the
importance of the skills and knowledge of our experienced teams, and
the continued development of our industry will increase the need for
further skills.
As for any company, hiring and keeping talented employees is critical for
us. To attract, motivate and retain the best of them, we provide career-
advancing opportunities through our DSV Academy and our talent
management programme.
DSV operates globally and employs +150 different nationalities. In com-
bination with an inclusive and responsive culture, diversity - also related
to gender and other factors - makes our workplaces more dynamic and
ultimately leads to better business decisions. In 2022, we continued our
focus on diversity and inclusion across our organisation, supported by
mandatory e-learning programmes.
Operational excellence, every day
Local empowerment and global scale
We maintain a flat, locally empowered organisation, firmly anchored in local
markets. This has always been a core strength in DSV, and we continue to
believe in local ownership and decisions based on sound business acumen,
supported by solid data.
As a global company, we aim to benefit from our scale where we can. We
work together as one global network, and we have centralised selected
activities - e.g. in our International Shared Service Centres and group
functions such as our Global Commercial Organisation, Group Property,
Group Insurance and Group Procurement.
Transparency, productivity and scalability
Through our focus on transparency, productivity and scalability, we support
more efficient global trade flows for our customers. And more efficient
workflows for DSV.
We support transparency by measuring productivity and financial perfor-
mance, ensuring that our managers have good insights to inform their
decision making. High data quality across systems, activity-based costing
and a strong financial organisation are key elements in this.
We boost productivity by defining and standardising our service catalogues
across geographies and divisions. Standardised service catalogues enable
digitalisation, automation and efficient workflows across the organisation. By
streamlining our services across the organisation, we can deliver a high and
consistent service level - this is exactly what our customers are looking for.
To support our growth strategy, our physical and digital infrastructure must
be able to scale. Working according to the principle of one main system per
business area, we run a consolidated, standardised and scalable IT platform
and, where available, we use standard off-the-shelf IT systems with high
focus on data quality and security.
Developing our infrastructure
Based on our knowledge of the logistics markets, technological trends and
our ongoing dialogue with customers, we plan development of our IT infra-
structure as well as the long-term planning of warehouses (and warehouse
automation), terminals and offices.
We prepare strategic roadmaps for each business area, closely managed
and prioritised by our Group Executive Committee. All planning of our infra-
structure and innovation is based on enterprise solutions which can be
applied across our network.
Continued focus on M&A
DSV has had a remarkable journey in recent years. The acquisitions and
successful integrations of UTI Worldwide, Panalpina Welttransport and
Agility's Global Integrated Logistics business have transformed us into a top
three global player in our industry. Our worldwide organisation is now big-
ger than ever; our geographical footprint is more diverse; and the services
we offer to our customers are more advanced.
We continue to focus on balancing stable, above-market organic growth
with an active acquisition strategy. Measured by revenue and profit mar-
gins, we are one of the industry's largest and most profitable players. This
gives us a strong market position and forms the foundation of our ambition
to continuously grow our business.
Within the fragmented transport and logistics industry, we believe there is
room for further consolidation, and we will continue to monitor the market
for relevant, value-creating opportunities.
Fitter for the future
Our ambitions for the coming years revolve around three themes: growth,
efficiency and sustainability. At a practical level, that means continuing our
focus on M&A, strengthening our market position through organic growth,
enhancing our logistics and digital capabilities, continuing our work on the
sustainability agenda and exploring new opportunities in response to
changing market dynamics.
As we engage in all of these activities, our mindset will always be to try to
do more with less, accelerating our operational excellence initiatives and
digital transformation to constantly find more efficient solutions to support
our customers.
Key strategic projects for each of our divisions are described in the divisional
reviews on pages 24-30.View entire presentation