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Business Civic Leadership Center - DHL Disaster Relief Teams HOME BUSINESS & SOCIETY DISASTER RECOVERY COMMUNITY INVESTMENT GLOBAL CITIZENSHIP AWARDS WHO WE ARE WHO WE ARE About BCLC Board of Directors Staff Corporate Sponsors Jobs at BCLC Contact Us CALENDAR OF EVENTS CALENDAR OF EVENTS Full Calendar Awards Dinner RESOURCE CENTER RESOURCE CENTER E-Newsletter Hot Topics Profile Library Publications Press Releases Video Gallery Helpful Links External Job Board Subscribe SUPPORT BCLC DHL Disaster Relief Teams Providing Logistical and Management Expertise during Disaster Assistance Situation Analysis: Humanitarian aid in the form of food and supplies flowed from governments, corporations, and non-governmental organizations during disasters like the Indonesian tsunami, Pakistan earthquake, and Hurricane Katrina. Yet with local resources destroyed, organizing these efforts to get aid to victims proved challenging. Solution: To organize DHL's disaster response capabilities and provide more effective support to governments and relief organizations, DHL has made disaster response a normal part of its operations. Background During the earthquake in Iran in December of 2003, DHL offered support in the form of free shipments of supplies to affected areas. DHL quickly saw the extent to which the airport became a severe bottleneck for aid. As waves of shipments came in from all over the world, product was coming off of airplanes and unloaded as quickly as possible onto the tarmac. Once unloaded, planes left promptly to make room for new shipments, but the engines blew product across the runway. DHL saw an opportunity to take a more active role. It began by developing a partnership with the Office for the Coordination of Humanitarian Affairs (OCHA) and the United Nations Development Program (UNDP) to expand the full scope of DHL's responsibilities. DHL formed internal Disaster Response Teams (DRTs) to organize its efforts during times of natural disasters. These teams are comprised of approximately 80 employees from throughout the company. After special training, the teams are prepared to organize and palletize incoming shipments to ensure maximum benefit to the end user. This offers efficiency for all those involved in the aid process, saving precious time and resources. Through the partnership, the UN agencies reach out to countries facing a disaster and offer assistance. If accepted, DHL's DRT uses its warehousing expertise to help the aid process run more efficiently. As aid comes in from all over the world in a variety of states (from palletized to heaps secured by netting), the DRT sorts, palletizes, and prepares it for transport. DHL also developed another innovation called the Speedball. Many disasters strike areas that cannot be reached easily by ground transportation, so aid must be dropped by planes -- a process that has often resulted in a great deal of lost or broken product. DHL created Speedballs to reach such areas more effectively. The speedball consists of food and utensils wrapped in a mattress and protected by DHL Supersacks, which are used in the transport of express packages. By using softer items to protect more delicate goods while allowing room for air to escape on impact, DHL is able to ensure that products arrive safely. In a recent demonstration, glass tumblers were placed inside a Speedball and landed intact after being dropped from more than 100 feet. DHL supports such initiatives with staff at a variety of levels of the organization. It announced the addition of Dan Ludwig, DHL's first senior vice president of humanitarian affairs and disaster management for the Americas, in July, and continually engages top management at DHL headquarters and Deutsche Post, DHL's parent company. Outcome As a result of DHL's dedication, it has been able to more effectively participate in several tragic disasters. During Hurricane Katrina, the DRT processed more than 2,300 tons of relief supplies arriving from 18 countries over the course of two weeks. Throughout Katrina and several disasters since, DHL has honed its skills in disaster response. It has developed preprinted forms to ensure the execution of orders occurs in a standardized fashion. The DRTs have also been able to dramatically improve the rate at which they can build and mobilize Speedballs. In a recent engagement, the team increased its rate of production from a few hundred to a couple of thousand a day in the course of less than a week. Looking Ahead DHL looks to expand its relationship with OCHA and the UNDP. It is also actively involved with the Red Cross Red Crescent Societies as well as a variety of government agencies and NGOs. As the process evolves, DHL looks for ways to standardize procedures while leaving room for local adaptability. Emphasis is placed on learning from one engagement to the next and formalizing the structure of the DRTs such that team members' core competencies can be evaluated, inventoried, and leveraged. What to Learn from DHL DHL managers identified several factors for promoting the long-term success of their programs. Susan Meier, director of CSR srategy and policy for Deutsche Post AG, emphasized the following six strategies for creating a lasting partnership: Buy-in: Ensure involvement and commitment from the top levels of management on all sides of the partnership. Content: Focus on core competencies of each partner as a way of building reliability and sustainability within a long term partnership. Involvement: Engage employees at as many levels as possible by offering different platforms for contributions (e.g. volunteering, fundraising, and events). Meier noted that employee involvement was particularly important for a large company like DHL, which has more than 500,000 employees. Scale: Think big and start small. Learning to work together by starting small pilot projects that can grow or be replicated allows for the development of a robust model. Fit: Find the right partner by defining your criteria very carefully. For DHL, this included a partner with global reach, a mandate for areas in which it could use its core competencies, and a strong reputation. Communications: Focus on internal communications before sharing information externally. Also, establish integrated systems that are sensitive to the needs of all sides. Dan Ludwig, senior vice president of humanitarian affairs and disaster management for the Americas, emphasizes that the key to success is staying true to one's strategy. "The public and private partnership should be an enabler to achieving each's strategy. It should be a logical extension and ultimately help fulfill the accomplishment of the entity's overall purpose. What this means to DHL, is to form partnerships that will allow us to perform our services more effectively on behalf of our customers. For the government entity, it is gaining access to private sector expertise and resources to help serve the interests of public constituency. "Therefore, a program with multiple stakeholders requires a very insightful analysis of each stakeholder's need to determine in what areas commonality exists where the entities can benefit from a joint effort. Particularly when one of the entities recognizes a gap in their current capabilities, which is the next component (capability assessment). Where gaps exist, these are opportunities for others to fill. "All of the above is just a fancy way of saying that both have to compatibly work together to achieve a common goal and achieve their strategy which may not be common." For more information about DHL's work, please contact Kelly Keogh, director, corporate citizenship, DHL Express, at Kelly.Keogh@dhl.com. Industry: Transport, freight, and logistics Employees: 285,000 Worldwide offices: 65,000 Shipments/yr: 1.5 billion 1615 H Street NW, Washington, DC 20062 (t) 202-463-3133 (f) 202-463-5308 (e) BCLC@uschamber.com разделы любимый цвет тестоделитель девелоперская компания александр вертинский. желтый танго аэрография шапка доставка lucent definity помещение шиномонтаж mastercard kyiv apartaments service покраска рчв интеллектуальный электросчетчик эфирный антенна locus аденома откачка туалет бордюр обоев брэнд брэнд брэнд брэнд брэнд светящийся краска тонировка цвет ламината класс 32 охота легавый цепной конвейер время владимир тестоделитель гуп ритуал силуэт слимент лифт снегоуборочный машина помидор купля красный объявление сборщик долг купить nokia 9300i купить электроэнцефалограф цвет гармония микросреда компания микросреда компания проведение лотерея холодильный камера иномарка аппарат фигурный нарезка тест лад внешний антенна рассылка адрес изготовление презентация peg perego venezia телефонный анкетирование lida центральный детский мир shimadzu волосовский доломит облицовка электрокамин обрезание сглаз туба машина черный кофе электрокотел близорукость доставка канцелярия охота лис купить угольник перех детский гинеколог стелаж пищеблок срезанный цвет долг распыление ароматизатор cad купить корпаративные вечеринка регестрация пбоюл отбеливание красный площадь сегодня поставка холодильный камера диспетчеризация электротельфер электротельфер фмс тонирование стекла кулер кулер штукатурка фасадный спецобувь производитель вытяжка крона выборочный лак гостинницы санкт-питербурга помещение шиномонтаж изолента бензопила dolmar dhl