DHL-Q3-2020

DEUTSCHE POST DHL
Av8 @ DHL
MEA Aviation Staff News Issue 43 | Quarter 3 | 2020
WE ARE ONE
MEA AUDIT PROGRAM- COVID CONTINGENCY
BREAST CANCER AWARNESS WEEK AVIATION SECURITY
FUEL OPTIMIZATION PROGRAM






Issue 43 Oct 2020
Hello Team
Hello everyone,
I hope you are safe, well and healthy.
So, another addition of our wonderful AV8 magazine, time moves so quickly, it hard- ly seems 5 minutes ago since the previous update, my Dad always reminded me em- brace and appreciate time, as it moves a lot quicker when you get older, I gave that no credit at the time as a youngster, but he was certainly not wrong.
Well, a lot has happened again since we last put pen to paper, Nottingham Forest have commenced their 2020/2021 cam- paign which isn’t really going to plan so far I might add, but there are always silver linings, and at least we don’t have to worry about going to Leeds this year.
From a professional perspective, I am pleased to report that since the last update, we have continued to make improvements and fine tune our already slick operations across the region, we go into Q4 in fantas- tic condition.
Our EBIT Aviation Supply numbers are well under plan, our EBIT Supply CPK is the lowest it has ever been (despite all the extra activity and frequency), our Weight Load Factor (WLF) continues to reach new heights which means when we do fly we’re fuller than we ever were, our OTP (On-Time Performance) is better than plan, our Fleet Development work is progressing well and we will have some new arrivals at the end of this year and into 2021 and last but far from least our ACS team are breaking all revenue and kilo records, which is affording us the opportunity to deliver even more im- pressive numbers, it’s a great story.
From me, a huge thankyou to each and everyone of you, each one of you make a positive contribution to those incredible achievements and results, we can all be very proud, and yet, I am still confident the best is yet to come.
EOS 2020 came and went, wow, our par- ticipation results were up to 94%, up 5% (from 89%) in 2019. I would like to thank you all for taking a few moments to give us your feedback. We are now in the process of evaluating all of that feedback, the re- sults of this year’s survey will be released in November, we can then see how we have progressed since 2019 and highlight any areas of focus that are needed on our jour- ney from Good to Great.
From a fleet perspective, we have made some huge leaps forward since we last spoke.
For the Middle East Network, we have for- mal confirmation of our first new Boeing 767-300 addition (to become A9C-DHS), which, all going to plan will arrive end De- cember to enter service in January 2021. Shortly after that, A9C-DHJ will be returned to its lessor, and then, we have 3 more 767- 300’s to be inducted throughout 2021 and of course 3 more retirements. By the end of 2021, the DHX fleet will be 4 x B767-300 and 2 x B767-200. This is a massive step change for DHX, and positions us nicely moving forward with not only additional capacity, but greater reach and efficiencies. For SSA, we have pretty much got the struc- ture of a business case completed to take on 4 x ATR72-500’s. These newer units will replace older generation ATR72-212’s in our West Africa Network. We aim to have this case presented for approval mid No-
vember, with a view of completing induc- tions in 2021 subject to approval of course. In our short to medium term work, NBO frequency has been increased to 7 times weekly, we’ve increased frequency to Jor- dan, Saudi Arabia, UAE and Pakistan, as well as to an increased number of select destinations in SSA, all a result of COVID contingency measures and a shortage of reliable Commercial Air, but each stand up in their own right, and we’re hopeful that some of that contingency flying can be ce- mented into the wider program in 2021. The only real fly in our ointment at present is a frequency cap on CAI to 2 rotations per week, we’re working through the complex- ity of that, and I’m hopeful for a positive outcome in the not too distant future.
Finally, for this edition at least, it’s with regret that because of COVID restrictions, we will not be in a position to hold a Fami- lies Day this year at the Rugby Club. Whilst disappointing, it is the right thing to do. We are however, planning something else which will hopefully partly compensate for a lack of an event, which you will hear more about in the near future.
So, from me for this Edition, that pretty much is a wrap, enjoy the articles written here by all the various departmental heads, you will see a common positive message, as well as a huge collective appreciation for everyone’s outstanding efforts.
Continue to stay safe and well please, look after your families, and keep doing what you’re doing.
Be Good Rich
Richard Gale
Vice President Aviation
Middle East & Africa, BH Aviation
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Issue 43 Oct 2020
AVI8 performance (Sep-YTD 2020)
Eric Caes
Director Airline Handling & Perfomance
MEA DHL Aviation, EEMEA B.S.C (c), BH Aviation
OTD15'
2020 2019
OTA15'
2020 MEA 91.5% MENA 93.1% SSA 90.5%
CXLD
2020 MEA 2.2% MENA 0.9% SSA 3.1%
VOL (T)
2020 MEA 127,756 MENA 86,335 SSA 41,421
CoG
2020 MEA 76.3% MENA 77.7% SSA 72.8%
2019
92.6% 92.1% 92.8%
2019
1.2%
0.6%
1.5%
2019 107,634 70,304 37,330
2019 67.0% 68.9% 62.8%
We just kicked off quarter 4 2020 heading towards the peak at the end of the year hence time to look at our performance and see were we are year to date.
Despite 2 challenging quarters behind us due to the well know reasons, it was not always evident to keep the numbers up. The MEA region is still setting the benchmark for the glob- al network with absolute top numbers thanks to exceptional operational teams on the ground in MENA and SSA at all location we are active (Express & Aviation).
OTD and OTA are all in green well above the 90 % target, yes slightly lower compared to last year however 2020 is an special year by all means. All the imposed restrictions and contingencies had also their toll on the Airlines as well as the Cancelled flight, however still a very remarkable per- formance! Volumes on our aircrafts increased dramatically which translated in a higher weigh load factor (WLF) and higher ULD densities.
As mentioned in the previous AV8 edition this year was the start of the Fuel Optimization Program with Aircraft Center of Gravity (CoG) Optimization as an assignment for all load planners in our network. This is a huge success for our re- gion with absolute record numbers outperforming all other regions, again we are setting the benchmark.
OUR LOADPLANNERS ROCK!
As it stands now September performance jumped up again, if we don’t have to many uncontrollable setbacks during the last part of the year we will achieve another couple of record months.
Next AV8 edition will be for next year 2021, rest me whishing you all a fantastic festive season ahead.
Eric
MEA 91.1% MENA 91.8% SSA 90.6%
Airline
92.8% 93.0% 92.7%
MEA 97.8% MENA 97.5% SSA 98.1%
WLF
98.3% 98.3% 98.3%
MEA 64.6% MENA 65.0% SSA 77.5%
ULD
52.5%
49.2%
75.3%
MEA 113.9 MENA 108.9 SSA 133.0
110.8
105.4 128.8
2020 2019
2020 2019
2020 2019


MEA Aviation Staff News
7
MEA Audit Program – COVID Contingency
Sabine Wilke
Manager Ground Ops & SMS
The shutdown of air travel and closure of in- ternational borders due to COVID has huge- ly disrupted the way we run the Ground Ops Quality Assurance (QA) Program in MEA. Travel restrictions that were literally imposed overnight meant that the entire Ground Ops Audit Program came to a complete stop and that we (auditors) were suddenly stuck on the island with no information as to when things would get back to normal.
I’m running the Ground Ops QA Program and a huge part of my time is usually spent with travelling and conducting on-side audits. Guess what, there is no travelling anymore. So what is one supposed to do when the auditor cannot go to the station? Right, you bring the station virtually to the auditor. Since things got only worse in the weeks following the initial shutdown, we have decided to follow the trend of online and teleworking and introduced remote au- dits utilizing the expertise of our guys on the ground.
You may ask why did we bother and didn’t move all our audits to next year due to “special circumstances”? Well, at the end of the day we need to prove to the regulato- ry bodies that we have still have oversight and know what’s going on in our stations. Therefore, COVID was not an excuse to stop everything and after a short period of ad- justment we were back on track with our normal audit schedule. Only difference, in- stead of the usual on-site audit, all audits will be conducted remotely.
The remote audits focus on all DHL-con- trolled processes, including DHL facilities, safety security, and most important the air- craft turnaround. It all starts with contacting a station to nominate a person in charge of conducting the audit for us. This is followed by a skype call with our team to explain what needs to be done. In this call a dead- line is also agreed.
To conduct the audit, the nominated person
is required to fill in the audit checklist and to provide as much detailed information as possible. Furthermore, supporting docu- ments need to be submitted to us. This can range from pictures of the facilities, to train- ing records, or flight-specific documentation such as flight folders. The most important aspect of the audit is however the observa- tion, where the nominated person witness- es the arrival, turnaround and departure of an aircraft to see if everything is done ac- cording to our procedures. In case multiple aircraft types are operating to one station, we do ask them to conduct more than one turnaround observation.
In addition to everything that is provided by the guys on the ground, our department’s reporting capabilities really come in handy. Various reports that are available allow us to easily check e.g. training records, access to systems, and performance-related issues remotely. If needed, more skype calls are set up with a station to clarify any open ques- tion.
Whilst this new way of working is well ac- cepted and supported by all parties involved, there are nevertheless a few challenges in- volved. The biggest one is getting all required paperwork together. Depending on the sta- tion this can be rather time consuming and requires a lot of follow-up and back and forth communication until all missing doc- uments have been received. Due to COVID some stations are also running local contin- gencies (curfews, reduced number of staff, etc.), and therefore, the agreed deadlines are not al-
the ground. Here, we have asked our airlines for support. Those stations will be covered using a fly-through audit checklist complet- ed by the on-board loadmaster.
Although we have found a way to keep our stations on their toes, the remote audits are not a 100% replacement of the on-site au- dits as the scope has been largely reduced this year. As mentioned already, the remote audits focus on DHL-controlled processes, including safety and security, and the aircraft turnaround. That means, ground handlers and warehouse / cargo service providers are not in scope this year. Since our guys on the ground are not trained auditors, the remote audit checklist has also been simplified and specifically amended for this purpose.
The results so far have been very positive and our guys on the ground are indeed pick- ing up non-conformities. In some cases, find- ings for the ground handler are also raised, i.e. non-conformities that were observed during the turnaround inspection. If that is the case, the ground handler will be contact- ed and asked for corrective actions.
Lastly, the audit follow-up is done as usual; the stations must close any findings within 30 days. The latest audit status is discussed in our monthly Ops Calls and the Network Review Meeting. In addition, audit summa- ry reports are being sent to the SMT and all airlines in our network on a regular basis. Looking ahead to 2021, hopefully we will be going back to our normal routine con- ducting on-site audits across MEA (fingers crossed) covering both, DHL and all our third party service providers.
ways adhered to. Moreo- ver, there are some sta- tions in our network that do not have a DHL repre- sentative on
Auditor & Station Representative
Audit set-up, communication on audit requirements and details. Agreement on deadline.
Station Representative
Turnaround observation, completion of checklist and submission of relevant documents.
Auditor
Remote assessment of audit check list and support documents, audit report issuance, and NCR follow-up.


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Issue 43 Oct 2020
Steve O’Shea VP Airlines ME, Airline EEMEA
Welcome to the 2nd addition of Av8 for 2020. What a year it has been so far! Let me begin by saying a huge thank you to everyone in Aviation for a fantastic job but particularly to the airline and maintenance teams as I am more familiar with the day to day challenges of those environments and really appreciate what a terrific job that you are all doing, without which DHL’s success would not be possible.
From a financial performance perspective we have bounced back from a very tough 1st quarter and are way ahead of the game due to terrific TDI kilos but even closer to home ACS have been doing a super job and are averaging 1.5M kilos a week! OTD is still below target since we last spoke with 96.4%, 96.3% & 96.5% for Jun, Jul and Aug with a Super Sept at 98.4% which gives us a YTD # of 97.3%. Below target but another 3 months at Sept rate and we will be back on track. Although disappointing, the OTD is no surprise as we have been flying our old tails harder than ever, over 200hrs versus plan in August for example. The positive outcome of that is that our ACMI cost is almost $500 an hour better than budget. DRR remains a very impressive 98.81% YTD.
October now and who would have believed that so many of us would still be working from home if asked in March? The fact is that we may still be doing the same next March and I don’t believe too many of us would be at all surprised. I am aware that this is tough, that it suits some and really doesn’t suit others. Where you
are required or wish to come to work we have done our very best to make the working environment as safe as possible
but if you feel that it could be better and have some ideas please come forward. Speak with your supervisor or directly to myself or Gavin who has been working tirelessly on the threat of COVID that nobody foresaw.
Anyone fancy some good news after all of that? Well, at last we have a solid plan in place for the fleet renewal. A “new” -300 (A9C-DHS) is currently undergoing freighter conversion in Mexico. Following that it will be flown to Atlantic Aviation in Shannon, Ireland for a Structural 4C / 4C maintenance check followed by a yellow livery next door in International Aerospace Coatings. If all goes to plan and it currently is, we expect to have her here in early January 2021. A further 3 tails are scheduled to be replaced in 2021 with -300’s. I’m delighted to be a part of a team that has been party to such growth in such a short period. Going from Metro’s / Convairs and one 757 when I first came to Bahrain and transitioned through 727’s to 757’s to 767-200’s to what will be a reasonably young fleet dominated by 767-300’s.
The above is only possible by the Aviation Global Management Team having faith and belief in what we are doing in the Middle East, that belief is driven purely by your hard work and the subsequent results.
More good news! EOS participation time has come and gone and this year we have had an amazing response rate. Overall the airline came in at 92%, up 7% from last
year. The Technical Department increased 1% to 93% with Flight Operations gaining an incredible 14% from 78% last year to 92%.
The data is currently being processed and we can expect the results in November with the subsequent action plans being put in place prior to year-end. Thank you for such a positive turnout, it’s only with your feedback that we can make DHL Aviation an even better place to work and also appreciate what we have already built.
Thank you for your continued efforts that make DHL the company that it is. I’m very proud to work with such a terrific team. Keep up the hard work and if you have any issues or concerns, feel free to call me on 36061050.
Enough from me, see below for some Security detail from Vanessa, our AvSec Manager followed by an introduction to a terrific new initiative being driven by our DFO, Capt. Mike Farrell.
Airline Update


MEA Aviation Staff News
9
Aviation Security by Vanessa Thornton
The International Civil Aviation Authority, (ICAO), recently issued a restricted update to the global threat and risks faced by civil aviation. Due to the sensitivity of the assessment, it is not possible to provide details on the specifics, but the report provides a summary of recent events that have impacted civil air operations within the MENA region, most of which have been reported within the media and other open sources.
While the industry is still coming to terms with the immediate challenges from the pandemic, air cargo operators have yet to experience the same impacts on loads and revenue as those seen for the major carriers. During a recent IATA conference, the association’s Chief Economist indicated that:
“Cargo volumes were hit much less than the passenger business. By July, we saw cargo tonne km (CTKs) just over 13% lower than a year earlier”.
The report also commented, not surprisingly, that freighter aircraft were now carrying most of this cargo whereas previously passenger aircraft accounted for around 50% of the total. While this situation provides welcome news for air cargo operators like DHL Aviation, there are a series of challenges on the horizon that we need to address.
From an aviation security perspective, ICAO has placed the risk from an explosive device in cargo and mail within the same tier as that for a landside attack at an airport. Only an explosive device carried by a person or placed in hold baggage is
assessed higher. While the low number of passenger flights arguably provides less opportunity to for extremists to both travel on and target flights, cargo flights could provide an alternative option for a potential repeat of the 2010 Yemen printer cartridge attacks. A second scenario could also see extremists attempt to repeat the 2017 explosive device attack that saw the component parts of the device shipped as cargo to assemble in Australia.
Looking forward to the 2021, the world has an urgent need for a COVID vaccine and any positive development for a safe and effective vaccine will trigger the start of what is likely to be a slow recovery towards ‘business as usual’. This is where the airline industry in general and cargo operators in particular are likely to face a substantial challenge. Passenger airline CEOs will not want to operate flights unless there is an increase in demand and yet that increase is only likely once countries relax COVID restrictions. A global COVID relaxation is dependent on the availability of COVID vaccines and the distribution of vaccines would depend on air cargo (passenger and freight) capacity.
In a second IATA presentation, their Global Head of Cargo highlighted that some 16,000 aircraft had been grounded in recent months. If we fast forward to the announcement of a safe and effective vaccine, then without the cargo capacity of passenger aircraft, the distribution of the vaccine could be slower that countries expect. In context, a single dose vaccine distribution is estimated as:
“The volume of that size of shipment would fill more than 8,000 B747 aircraft’
On a global level, DPDHL Corporate Security and Crisis
Management are already reaching out to the DHL Airline Security Managers requesting information and professional opinions as to how the carriage of the vaccine will likely impact Aviation Security. Whilst it is unlikely that an aircraft would be hijacked for the vaccine, setting aside the logistical challenges, in a security context the assessment of the likely impact could see more ad-hoc charter requests to off- network destinations, some of which could pose greater security challenges. Given the very recent in-direct fire attacks seen in Iraq, a risk also highlighted within the ICAO assessment, the question remains as to whether carriers will be willing and able to operate into conflict zones carrying the very cargo necessary for a global recovery.
Being part of the ‘Logistics Company of the World’ is not without its challenges and on a local level, the decision for DHL Aviation to operate will remain subject to the outcome of a robust aviation security threat and risk assessment process. The methodology is documented in the Air Operator Security Program, is aligned to the ICAO Global Risk Context Statement and has regulatory approval.


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It remains credible however, that DHL Aviation will play a major role in transporting the vaccine once it is ready for distribution and in so doing will live up to the DPDHL purpose of ‘Connecting People and Improving Lives’. We all hope that day will not be too far away.
Issue 43 Oct 2020
Fuel Optimization Program by Capt Mike Farrell
As you are aware DPDHL is committed to reduce its logistics related carbon emissions to zero by the year 2050, thus contributing to the two degree temperature reduction goal established by the UN.
With this ambitious objective in mind DHL’s Global Management Board (GMB) has embarked on a project to optimise aviation related fuel consumption across all DHL owned Airlines and the program will eventually include all of our partner airlines. On average aviation is responsible for approximately 37% of DPDHL Global emissions. Did you know that DHL aviation conducts over 650 flights daily, serves 300 airports daily and has over 260 dedicated aircraft operating on a daily basis?
We (DHX) have been chosen as the lead airline in the DHL Fuel Optimization Program (FOP). The program was launched last May and has gathered momentum and really beginning to show results now. A working group was established and several fuel saving recommendations made. DHX went live in August with those fuel saving practices and the results for August are simply outstanding, demonstrating what our dedicated group of professionals can achieve.
Below we can see result of analysis of the data for the identified practices below. We are very proud of our airline and very proud of what we have achieved in such a short period.
These results have gone straight to the top of DHL as an example of what can be done with a great team like you guys. See below for an extract from a recent presentation to the Global Management Board (GMB).
I would like to thank each and every one of you for your efforts in supporting this program and would ask you to keep up the good work into the future.
(DHX) have reduced the fuel burn per block
hour per tonne from 205 KGS to 170KGS when we compare August 2019 to August 2020. The combined result of all of the airlines implementation the first round of recommendations will result in a reduction of 203 million tonnes of c02 emissions and 42 million dollar cost avoidance.
Another excellent result from a job well done, thank you.
1. Optimized Flaps for Takeoff: Was 3.5% improved to 83%
2. Flights at optimum cruise level and dynamic cost index: Was 4% now 45%
3. Continuous descent: Was 83% now 93% 4. Reduced flaps landing: Was 0.5% now 48% 5. Single engine taxi in:Was 3.3% now 15%


DHL EXPRESS DEMONSTRATES NEXT STEP OF URBAN LOGISTICS IN LONDON
MEA Aviation Staff News
11
•
DHL boat on River Thames replaces transfers via trucks
the renewal of our aircraft fleet and the expansion of our hubs and gateways we are constantly looking for innovative solutions that help us turning our vision of ‘connecting people, improving lives’ into reality. This also includes new transport modes, we’re bringing forward to reduce road traffic, carbon output and improve air quality. The riverboat is a fast, efficient and reliable way of utilizing a currently untapped access route into London and it is one of a couple of initiatives we are investing in, on our way to zero emission in 2050.”
• Daily riverboat freight service to transport small packages into central London for last mile delivery by bike
• New river freight route through London, operated by Thames Clippers Logistics, is part of DHL’s commitment to reduce congestion
DHL Express, the world’s leading international express service provider, has launched London’s first riverboat parcel delivery service, which aims to ease congestion and provide a reliable and efficient way of transporting deliveries across the capital. The innovative service has been introduced as part of DHL's commitment to using blended transport modes to improve access to urban areas and is an important step towards exploring the use of the river for small scale freight transport.
“This year we will invest about 1 billion EUR in our infrastructure for growing our global network and therefore further improve the quality of our customer business”, says John Pearson, CEO of DHL Express. “Besides


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Issue 43 Oct 2020
ACS Middle East & Africa
Andrew Love
Aviation Commercial Director ACS MEA, ACS EEMEA AVI
As we enter into last Quarter the peculiarities of 2020 remain & the impact of Covid-19 remains as huge as it did 6 months ago. That said the world of ACS has continued to move from strength-to- strength during these strange times & our MEA performance YTD sits at +40% over our original Budget for the year or EUR15m ahead of Plan.
A remarkable performance & the reasons are not only linked to the fortuitous consequences of Covid-19 & the fact that many other Airlines had to suspend flights meaning DHL Aviation often remained the only show in town so to speak. However, other more well rooted structural factors also played their part – not least the quality & experience of our team to be able to support & service these additional volumes as well of course as being able to turn to the market & sell our product to them. We also have some of the best GSA’s (Global Sales Agents) who represent & sell for us in many key markets in both the Middle East & Africa.
Even perhaps more remarkably we have excelled while sitting in our homes for the most part or working remotely which makes our progress as ACS even more astounding! Despite family homes being full of life & often distractions associated with daily activities & our ACS-ers have managed to brilliantly support our customers through all twists & turns associated with Air Cargo & done this with their usual professionalism & good spirits. We have made a real effort to stay in constant contact & ZOOM has become a big part of our working lives as wentalk daily with each other & stay update to date with everything happening in our Region.
Working remotely has clearly been a huge
challenge but I our results speak louder than words & working together we have managed to keep each other spirits up regardless of the peculiarities of the current world in which we inhabit. Added to which we also have been in constant contact through Zoom/Skype etc with both our direct customers & GSA’s in the same vein and in some respects we have had more constant communication now than we did previously which is somewhat paradoxical but true.
So what does the remainder of the year have in store for us? I’d be a fool to hazard a guess on any developments in the
outside world – US elections, vaccines etc but I feel confident that our ACS volumes & numbers will continue to shine & that our performance through to year end will be as impressive as the rest of 2020. I’m constant in the belief that we have the best ACS team anywhere in the world & that each opportunity that comes our way will be grasped with both hands despite the current hurdles of living in this Covid-age.
Once again a huge thanks to all ACS- ers & I look forward to the day that we move beyond the virtual hug but in the meantime please take great pride in your achievements...as I certainly do!


MEA Aviation Staff News
13
Purchased Air (Commercial Air Line haul)
Mufadal Poonawala
Director Purchased Air MEA,
AVI Development Group - EEMEA
Commercial Air Line-haul or CAL as we understand refers to purchase of capacity on third party suppliers and these are primarily those that provide PAX services globally. We all know what the state of these PAX Airlines is currently.
I have mentioned this previously on my last update that globally we lost more than 80% of belly capacity on airlines. This was in June. Not much has changed since than. There have been some airlines showing more promise than others but generally no airline at the moment is brave enough to get to a schedule anywhere close to what they had earlier.
Bulk of our CAL spend is still on charters primarily to destinations such as JNB where we operate from NBO with regular diversions into LUN and MPM. Since the last update, we have added three more
charters on the NBO-JNB route serving six times a week.
We have scaled back on some other charters such as those into RUN, TNR and KTM where we see CAL capacity returning on a regular basis. MRU is now on a combination of charters and PAX flights. Intra ME, we have faced challenges on the CAI route with our network schedule forcing us to reduce our frequency. This for the time being has been supplemented by CAL for now.
Within the network, the employee morale and spirits are high. We are heading toward the Q4 peak season and preparations are already on going in the background to ensure that we hit the ground running during these challenging times. If the numbers and forecast are to be believed, Q4 2020 will be one to remember.
In spite of not being able to see and meet most of our colleagues face to face, Employee Engagement and interactions have been the highest in recent times. DHL has provided the necessary tools and ensured that we use the latest technology available to us to continue our business without any interruptions.
Thanks to all for the support especially during these difficult times. Hope and pray that you and your families continue to stay safe and healthy.
“Best day, every day”.


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Issue 43 Oct 2020
Dhl Express Saudi Named Top Employer 2020 For 6th Consecutive Year
For the 6th Consecutive Year, DHL Express Saudi Arabia
has been recognized as Top Employer for the year 2020 by the Top Employer Institute, following a strong performance in the areas across multiple HR practices including Leadership Development, Learning & Development and Culture, and Talent Strategy. DHL Express Global also topped the winners list after it received certification in 63 countries, more countries that any other company has, and was awarded the prestigious Top Employer Global 2020 award for the sixth year running, outperforming its competitors.
“We are very proud to be certified as Top Employer in Saudi for yet another year, as well as in so many countries all over the
globe”, commented Henry Fares, VP HR DHL Express MENA. “Our business success and market leadership is powered by our fantastic and highly motivated people. Receiving country-specific as well as the global Top Employer awards is a strong testament to our commitment to create great conditions for our people across our extensive network, to develop and thrive within the world's most international company. These awards show that our HR strategy has successfully established a consistent positive working atmosphere and we look forward to building on this achievement in the future.”


MEA Aviation Staff News
15
DP DHL records “Strong Business Development” in preliminary Q3 result
Deutsche Post DHL has managed to achieve an increase in earnings before interest and tax (ebit) during the third quarter of this year and recorded “strong business development” ahead of its shift in focus to ‘peak season’.
Chief executive Frank Appel said in the company’s preliminary third-quarter financial results: “We are now fully focused on preparing for an exceptionally strong Christmas business. For this, the safety of our employees and the quality of service for our customers remain our top priorities.”


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Issue 43 Oct 2020
Win great monthly prizes with Manchester United
As the Official Logistics Partner of Manchester United, DHL is connecting fans all over the world with a new campaign that is set to make dreams come true.
Together with Manchester United, DHL is kicking off the 'World United’ campaign that gives fans around the world the chance to win a VIP trip to the world famous Old Trafford stadium, also known as the ‘Theatre of Dreams,’ as well as many more great prizes.
The aim of the campaign is to bring fans together globally, to be United as one, especially during these times of social distancing and restricted travel.
Special prize draws for DHL employees
Each month, fans can register to take their virtual seat inside the stadium and will then be entered into the prize draw, where winners will have the chance to win once in a lifetime prizes such as a virtual hangout with a Man Utd legend, signed merchandise, or win a once in a lifetime experience at Old Trafford. 10 runners- up each month will also receive Manchester United replica home shirts.
The competition will be open to all fans and DHL employees via the DHL in Motion website. However, in December and February there will be special prize draws for only DHL employees. During the entire eight-month campaign, two runner-up prizes will also be held especially for DHL employees each month.


MEA Aviation Staff News
MEA Aviation financial performance
Hello Everyone!
In terms of our (MEA Aviation) financial performance, YTD Sep 2020 our EBIT supply cost at budget fuel price was €165.7m which is 7% better than plan and 2% worse compared to last year.
The net dedicated, purchased air (CAL) and EBIT supply CpKs for the month of Sep20 and YTD Sep20 compared to plan are as follows:
Overall our YTD Sep20 EBIT supply cpk stood at €1.25 which is 22% better than plan and 14% better than last year. This has been a great achievement given the fact that we mostly operated under the conditions that were largely impacted by covid-19 pandemic during the year.
DP DHL group financial results for the first half of 2020 were as follows:
The overall EBIT for H1 2020 stood at €1,504m which is 22% lower compared to last year.
The results of Express Division were as follows:
The overall revenue increase by 5.6% to €8,667m for H1 2020, however the EBIT decreased by 1.6% to €958m compared to H1 2019. EBIT for the second quarter improved by 8.4% to €565m mainly due to strong growth out of Asia Pacific region.
Other Projects:
The ASURES TM1 reporting system went live during Sep 20 close. This will improve reporting framework with the automation of GL data from SUN systems directly into ASURES. Currently global reporting requirements are covered however; during next phase local reporting
requirements will be addressed as well.
The roll out of Electronic Banking Platform (EBP) is delayed slightly due to certain technical issues. The PtP (Purchase to Pay) team is currently coordinating with the SUN development team to address the issues. The revised plan is to go live during Q4 2020.
Some of the other projects in pipeline for 2021 are BASWARE to Alusta migration and implementation of Airpas system for MEA Aviation region. Airpas will replace the aging NAMS system and
currently initial discussion on project plan, BCA approval and timelines are underway.
“I am also pleased to announce new additions to Aviation Finance family; Zainab and Saqib both were blessed with baby boys in July and October respectively.”
Ahsen Zafar
CFO MEA Aviation, Finance Aviation
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Issue 43 Oct 2020
Supervisory Academy: Taking training to the top
What does it take to be the best provider of contract logistics? Not just near the top, but the very, very best? One prerequisite is having world class Supervisors, the line managers who lead and inspire operative staff. To get there, DHL Supply Chain has begun investing in its DSC Certified Supervisory Academy.
The aim: to equip Supervisors* with the tools they need to effectively engage, motivate and lead people in a #TogetherUnstoppable
culture. On the occasion of Global Learning Week at DPDHL.
The Supervisory Academy will help Supervisors develop a sense of personal and professional pride in the critical role they play and the direct impact they have on DSC’s business performance – and feel part of a wider team role-modeling Certified leadership. In the 15 to 18-month training program.


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Computer game and video components help recruit thousands of new employees
Online tool facilitates the processing of over 100,000 applications each year in the operational business at Post & Paket Deutschland.Test with computer game character and job videos on everyday working life gives applicants a realistic insight into the daily work routine – a first on the job market for operational staff.
“Our business is growing, and we look for thousands of new colleagues each year. With JobCheck, we are taking an innovative approach to making the process as efficient as possible both for the applicant and for ourselves,”


Alan Manley
Sr. Director Network Control Group EEMEA Global Network Planning
From late March 2020 the MEA NCG team have been working from home in order to isolate and keep social distancing during this Covid-19 pandemic. It has not gone without challenges but at the same time opportunities appeared which in the longer term have proved very positive for our team and our colleagues from other departments. Initially my concern of working remotely involved the lack of daily face to face interaction and dialogue with staff and colleagues. This personally weighed on me greatly. Isolation brings a whole new set of dynamics in terms of communications and reliable access to company platforms. After overcoming the initial disorientation and feeling of distance, our team quickly shifted routines of daily face to face interactions into multiple daily conference calls over Skype.
around surges in traffic, reliable connectivity, border closures, airspace restrictions, removal of CAL (commercial air) options and efforts at working to connect our customer material in a pre-pandemic manner in the absence of multiple historical links. Our network flight hours flown with dedicated DHL aircraft increased dramatically to handle the increasing material. We adapted to the changing landscape while still addressing customer needs. As passenger flights disappeared, many historically stable, long term CAL options were removed. One example of how our network adapted involved increased flying to Nairobi and initiating a new contract with an African carrier to operate Nairobi to Johannesburg round trip up to six days a week. This in turn allowed us to connect parts of Asia Pacific and the greater Middle East over BAH and
from other countries such as India and Pakistan. These countries, linked with Asia Pacific, also experienced the removal of CAL options to Europe. Our team worked with our DHL intercontinental partners to add flights regionally from both BAH to Pakistan/India round trip and then to EU from Bahrain, allowing us to flow material seamlessly. Many Emirates and Etihad flights which had historically carried our traffic disappeared as they parked aircraft due to Covid-19 passenger restrictions. Much of this new structure fundamentally remains today and most likely will not be altered until next year, or beyond, as and when CAL comes back on line.
As originally stated, working from home is not without challenges but the MEA NCG team has adapted seamlessly. This picture
below of Dave Jefferys reflects how we managed the change and adapted when working at home. We are not averse to temporarily employing younger help while teaching new skills such as learning Netline Schedule software tools. In our reality we may be apart but in our hearts and minds we continue to work as one team.
MEA NCG TEAM
Issue 43 Oct 2020
For example, Bachi Spiga’s team initiated a daily operations conference call back in March. This call drove all country teams, management and respective NCG teams to provide updates and discuss network problems in the real time environment. Many of the daily operational challenges revolved
flow traffic in a reliable, consistent manner to South Africa and surrounding African countries with little service disruption. Even parts of Europe and the USA were sending material over Bahrain to connect. No other competitor could match our service and our market share grew. We also gained traffic
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Issue 43 Oct 2020
SSA Aviation Update
Adriaan Vorster General Manager SSA Aviation
As we reach the last quarter of a very difficult and challenging year but also a very interesting year that all of us will never forget I am sure that you all will be happy when we get to the end of 2020. We had many ups and downs during 2020 but I am sure that you will agree that we have definitely learnt some valuable lessons which we will definitely use in the future but also we will definitely have something to tell our grandkids one day......COVID19
Operationally we are achieving most of our IKO’s so far for the year but we all know what challenges we can expect during quarter four so we need to be prepared. As what we experienced during the COVID period we will continue to see the increase in volume into the SSA regions which will need to manage to the best of our abilities. So let’s prepare to end the year of 2020 with a big bang cause come 2021 we can say that we have overcome the COVID 19 pandemic on top of a very busy 2020.
Hennie Scheepers:
SSA Network Manager
Since the start of lock down we operated 211 ADHOC charters using the F406 and B1900 (Federal Air) to the following destinations:
LLW – Lilongwe - Malawi
SHO – King Mswati III - Swaziland
GBE – Gaborone - Botswana
MSU- Maseru - Lesotho
LUN – Lusaka - Zambia
LAD – Luanda - Angola
We moved over 280 000Kg of freight with the above mentioned flights.
Glen Watson
Technical Manager
IS THE NEW NORMAL NORMAL?
South Africans initial 21 day lockdown came into force at midnight on the 26th March and was due to end at midnight on the 16th April but was extended for another two weeks until midnight on the 30th April. South Africa is currently at a level 1 lockdown situation, with level 1 being the least restrictive. Are we nearly back to normal? South Africa have had 676084 positive covid-19 cases and 16866 deaths relating to covid-19, for some normal will never be normal again.
Because South Africa is a country still grappling with vast inequities, there are some who have hardly been affected by the virus but many others have been hard hit, many small business have closed down and livelihoods lost, unemployment rates rising to 30.1%.
We all public watched the Covid-19 stats and waited with anticipation for the president to address the nation. Level 3 through winter was the toughest lasting from June to August. Today marks the 189th day in lockdown, we have become accustomed to so much during the last six months, working from home, social distancing and wearing masks are changes we have to accept to prevent a resurgence in infections.
International borders have also been opened again and the first international flight landed at ORT international yesterday morning, looks like some normality is returning.
Steven Tyson
Chief Pilot
During the third quarter of this year, the public lock-down restrictions continued to ease off. As we can look back at the unusual year of 2020 with the COVID-19 pandemic, we can all be grateful that in a time of struggle and hardship, DHL Aviation has continued to operate with many additional charter flights to accommodate the routes that were serviced by airlines that were affected by the lock-down restrictions.
Such routes allowed DHL Aviation South and Central the advantage of flying to new destinations such as; Sikhuphe (Swaziland) and Maseru (Lesotho), flights were also flown to Gaborone (Botswana) and Maputo (Mozambique). The yellow machine flew harder than ever before.
There have been many abnormal situations that took place and procedures that were implemented in order to keep the operation running, such as;
• Finding a new route to walk (which constantly changed) through the O. R. Tambo International terminal for the crew to gain airside access to the aircraft
• Scheduling additional charter flights in order to clear the back log of cargo, on the warehouse floor.
• Uncertainty from ATNS services when applying for arrival and departures time slots.
• Uncertainty from ATNS when filing flight plans.


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• Stringent airport security and COVID-19 screening procedures.
• Maintenance schedules every 4 – 6 weeks as opposed to every 3 – 4 months.
• Limited working staff options.
These are a few of many more challenges that were faced during the pandemic.
One thing is for sure, during a time where society has been battling to grow, let alone survive, DHL has given people the opportunity to grow and to continue with personal development in life and in their careers, as an employee or as a customer.
As the lock-down restrictions continue to ease off, and we enter into a more “normal” way of life, we have all gained valuable experience of keeping the yellow machine moving in unforeseen circumstances. Let’s look forward to success in the future with these valuable lessons that were learnt.


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Issue 43 Oct 2020
Jimmy Dube
Quality Assurance & Safety Manager
QUALITY AND SAFETY MATTERS – SSA TEAM
2020 has been a very different year and probably best described as a year and half. There were lots of new lessons to be learnt this year: setting up an office at home, getting used to working from home, wearing a mask most of the time and keeping social distancing are some of the new skills and terminologies learnt in 2020. Working from home was fun. Fortunately, the kids were pre-occupied with their own school and/or college work and did interrupt my work.
Despite the “new normal” that one had to get used to, Safety and Quality issues still mattered. Audits were carried as scheduled albeit remotely, occurrence and incident reports were attended to as normal. Flights operated as normal other than the changes that came up as a result of the COVID-19 pandemic.
There were no major incidents and/or accidents that were reported this far, thanks to the dedication of all team players to the Yellow machine.
WELL DONE TO ALL FOR KEEPING IN MIND THAT “SAFETY MATTERS”
Xavier Bruzzese
Aviation Manager West Africa West
It is almost time to say good bye to 2020 ... surely a year which will remain in the memories.
After the initial strike from COVID19 and the massive disturbance experienced in the initial period, we have all adapted and been able to operate on a regular basis at cruising speed. The situation remains tense but is giving signs of hope with Countries resuming Commercial Flights (at least at the time I write...)
In West Africa we are slowly but surely exiting the rainy season to get into the dry season which will bring other sets of challenges. On Q3, the West African Network has been affected by political disturbances in Mali where we had to
suspend flights into BKO following a Coup. The situation is now settling down and we will eventually be able to resume normal operations very soon.
moving despite the huge challenges, new regulations and border restrictions.We have increased our capacity with a Day 7 (Nbo- Bah-Nbo) flight in response to the demand
for basic necessities and other commodities essential for people to continue with their daily lives
While many having been working from home during this pandemic, we were part of the essential services thus were allowed to come to the office.
However, there been no traffic jam, it was great to continue working at the office in a safe environment.
EA is roaring back as we return to new normal.
Hammed Taiwo
Aviation Manager (West Africa East)
Not much has happened since the last edition of the magazine. Most airport in SSA are still operating at minimal level. The West Africa east arm of SSA aviation is still running on the contingency mode. It is believe if most people, myself inclusive are asked about the schedule we operated before the pandemic, we will struggle to provide an answer. As a team we stood up to the challenges of the pandemic and we kept the machines moving. Covid 19 came with its negatives but on the positive sides, it showcased the power of the yellow network not only to our customer but also to the amazement of SSA express team as we were able to come up with solutions for every issue posed by the pandemic
Pamela Matu
Aviation Manager
The value for of air cargo continues to become more evident in the response to the covid-19 crises and beyond. DHL has continued keeping vital freight


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Issue 43 Oct 2020


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AIRLINE HANDLING TEAM BRUNCH IN ROTANA DOWNTOWN


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Issue 43 Oct 2020
Spotlight on
Ameer Al Awainati Flight Dispatcher
Hi Everyone,
My name is Ameer Alawainati and I’m 29 years old of ambitions. In 2011 I started my aviation studies as a Pilot- half way through the “ATPL” I decided to change my studies from flying to dispatching and finally qualifying as a FAA Aircraft Dispatcher which paved way for my current role as a Flight Dispatcher with the big yellow machine. In 2014 I started my first job in Bahrain International Airport with Bahrain Airport Company as a Ground Dispatcher. I was responsible for the main three factors for all aviation and airport companies which is Safety, Efficiency and On-Time. I also arranged all the GSE i.e. High-loaders, convert belt, fuel truck, steps, lavatory, catering, ground power if needed and loading supervision.
In 2016 I joined Saudi Aramco Aviation as a Flight Dispatcher, I was based in Dammam International airport and it was a really challenging time as I had to cross the BAH – KSA causeway bridge every day except the weekends. I was responsible for domestic flights on B737 and ad-hoc international flights on Beechcraft, Hawker and Gulfstream aircraft.
From late 2016 until 2017 there was a gap where I couldn’t find a job. However, I was busily occupied taking care of my newborn son while my wife was in her last semester in university. I was a very good baby sitter for my almost one year old son doing things from A – Z (everything).
Whilst waiting for a Flight Operations or Aviation opportunity I decided to take a career as a Reservation Officer in a Travel Agency in 2018. As Richard Branson says “If somebody offers you an opportunity but you
are not sure you can do it, say yes – then learn how to do it later”; it was challenging opportunity because everything was new and unfamiliar. Within a few weeks I got to know the Sabre Reservations system as well as undertaking a Sabre professional course, to start making packages for families and friends.
I finally got my opportunity to re-join Aviation when I joined DHL Aviation in July 2018, as Assistant Flight Dispatcher. This was the beginning of a journey of a thousand miles which begins with one step. DHL and the Flight Operations Manager gave me the opportunity for a bigger dream and to find myself. As I always say “believe in yourself and the capability of doing the impossible to reach your target”.
During the shift I was responsible for supporting the Duty Dispatcher by updating the flight plans on the IPad, applying for Afghanistan slots, RTOW check for the flights, flight watch and flight status. Proudly after only 6 months I was promoted to Flight Dispatcher after undergoing an intense DHL Flight Dispatcher ground-school consisting of knowledge of Flight Operation manuals, emergency response manual and our Departmental Flight Control Procedure Manual which is dedicated for Dispatch Staff. In addition, live training in Lido flight planning system and how to use all the resources to support the Flight Crew. Last but not least, I undertook the mandatory Bahrain Civil Aviation exam (BCAA) to hold the Bahraini Flight Dispatch License – It is a BCAA requirement for all our flights to be dispatched by a licensed Dispatcher.
As a Flight Dispatcher we have to pass the Dispatcher competency check which is
undertaken on an annual basis by the DHL Aviation BCAA approved Check Dispatcher to make sure that all the Dispatchers are at the same level. As Flight Dispatcher my first job is to be responsible for the safety of flight operation during my watch also to make sure the flight departs according to our safety procedures, with best fuel efficiency and on time every time.
My role also involves applying for over flight/ landing approval, communicate with ground handling agents, preparing the full flight package for the crew, making flight plans to our network flights, check if there is any MEL that may affect the aircraft performance or planning wise, weather and NOTAM check to advise the crew regarding any abnormal activities, dealing with in-flight diversion, crew briefing and effective communication with NCC, NCG, Maintenance, Airside and ATC.
We work closely with NOC, NCG & Line Maintenance to cater for any operational requirements to deliver excellence to our customers. That’s when we all work as a team to comply with the changes day by day.
In 2020 the hard work paid off, when I was awarded Employee of the Month for June 2020. I cannot express my feelings when I saw the email from my Manager and to see my name on a DHL aircraft- that was one of my targets since I joined the company to be EOM within 3 years.
I had the honour of being invited to meet the Chairman of The Finance and Economy Committee in Ministry of Parliament Mr Ahmed Al saloom. The Chairman is actively supporting young committed Bahrainis


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taking on leadership positions, stating that Bahrainis are well equipped to be successful in these positions.
Proudly Al saloom congratulated myself on getting a valued position within DHL Aviation, being promoted quickly and receiving acknowledgement of my hard work by receiving the Employee of the Month award. In conclusion, Al saloom praised DHL for their recognition of their employees and all their efforts to keep staff motivated and loyal to the big yellow machine.
Finally, I still have a lot to achieve with DHL and I will never ever stop chasing my goals to achieve higher levels.


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Issue 43 Oct 2020
DHL Global Forwarding develops new technology capabilities for life sciences and healthcare logistics services
DHL Global Forwarding, Deutsche Post DHL Group’s air and ocean freight specialist, has announced a series of technology enhancements to its Life Sciences and Health Care logistics services designed to meet the pharmaceutical industry’s evolving shipping needs. From the disruption in logistics prompted by the COVID-19
pandemic to the increasing regulatory requirements for the shipment of life science and health commodities globally, customers are facing a growing set of demands when shipping pharmaceutical products of all types.


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DHL AE Retail Team crosses 1,000 shipments a day for the first time in UAE
The DHL UAE Retail team has been working tirelessly over the past three months to increase its revenue numbers and shipments per day while dealing with Covid-19 restrictions: challenging mall rules, managing the queues at the counters, and keeping everyone safe.
The Service Point Advisors have been working AsOne to close deals and attract new customers. Each day a hunter call would be performed by the advisors who would call the lost cash prospects and convert them to first- time shippers. Moreover, the advisors would go the extra mile by dropping shipments received after cut off times in order to have them sent on the same day. They would personally go and collect shipments from the customers’
locations, showcasing great As One spirit and converting them to loyal customers! Each member of the team has adopted our Sell, Sell, Sell mindset, acting like True Leos!
In Q1 the retail team used to achieve on average 680 shipments per day. However, since the end of Q3, the team has been challenged to achieve 1,000 shipments a day. For the past weeks the numbers were between 870 to 970 shipments a day until last Thursday when the magic number was finally achieved. For the first time in the UAE, the Retail team reached a new record of 1,010 shipments sent in one day! Across 32 service points and 80 Service Point Advisors, the team was able to score a 69% increase in shipments versus the same month last year.
Ines Mouelhi, Retail Manager, said: ''I have the best retail agents and supervisors in the region and nothing could stop us from achieving our goals and raise the retail UAE flag high. Thursday’s milestone was a day to remember and build upon. I am so proud of being part of this family. Please keep the momentum, keep the energy level high, keep smiling, stay optimistic, be proud of yourselves, Sell Sell Sell, and never give up!''


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Issue 43 Oct 2020
One Year Service Award for
Eman Ashkanani-Finance
Long Service Award
Employee of the Month Award
One Year Service Award for
Salman Barakat-Finance
Farewell gift for
Trevor Santana
Employee of the Month July 2020
Praveen Joseph


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SMARTR
Is DHL Express’s employee app with ex- clusive content and services connecting you to a global network of colleagues and opportunities to further your role and your career. All in One Place.
NEW BABY BORN
We would like to congratulate Zainab Rajab on the birth of her baby boy “Sadiq” &
Saqib khan on the birth of his baby boy “Saif”
Sadiq
Saif


HOW TO STAY ENERGIZED
WHILE WORKING FROM HOME
LIMIT SCREEN TIME
Try escaping screens for a few hours after you nish working to help you power down for the night
STICK TO SCHEDULE
Just like working in the o ce, having a routine will help maintain your energy throughout the day
EAT WELL
Limit snacking and make conscious decisions about the food you are eating to fuel your body
TAKE REGULAR BREAKS
Recharge your batteries by taking microbreaks throughout the day and move away from your designated ‘work space’ for lunch
SPEND TIME WITH FRIENDS AND FAMILY
Virtually of course! Stay connected with friends and family via phone or video call
GET THE REST YOU NEED
Sleep is vital to staying energized, 7+ hours per night is recommended for adults




Publisher: DHL Aviation MEA Communications Editor: Fareeda Hakeem