CR Strategy

Consequential CR management for over 30 years

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As an internationally operating logistics company, sustainable management has always been of central importance for Hermes. Long-term, forward-looking sustainability management, in which social demands and expectations of the company are identified and addressed, is the basis for successful and responsible corporate development. In this way, we always optimise our service in line with our economic, ecological and social responsibility.

Anchored as a corporate goal since 1986, Hermes has been continually expanding its commitment to corporate sustainability since then.

The main pillars of the Hermes Germany CR strategy include:

  • Promoting and living out our social commitment
  • Guaranteeing fair and attractive working conditions
  • Driving climate and environmental protection
  • Improving the quality of life in urban area primarily through zero-emission deliveries
  • Actively using margins for greater sustainability, through collaborative work for instance – going far beyond legal requirements.

Stable growth is the basis for our activities in the field of CR management. For us, responsibility means balancing this economic success in line with the impact of our operations on society and the environment.

As a specialist in home deliveries, Hermes places great value on optimising its transport operations on the 'final mile' to the customer. We have made it our goal to make this a compatible as possible with the needs of the individual and the environment despite the steady rise in transport volumes, especially in conurbations and inner cities.

Direct and open dialogue

Like the entire logistics industry, Hermes operates in the interplay of rising expectations on the part of its key stakeholder groups. These are customers and clients, employees, suppliers and contractors, NGOs, media and institutions. For example, they expect logistics services to be increasingly flexible, as inexpensive as possible and at the same time socially and ecologically compatible. We want to live up to these high expectations and the associated responsibility. That is why we are in direct and open contact to be able to continuously review and optimise our active actions. This means 'Networked Action' for Hermes, the guiding principle for this Sustainability Report.

Critical areas of our CR

Professional corporate responsibility and sustainability management have become a part of our core business. These are of course aligned to goals that have been clearly defined in dialogue with our stakeholders who have helped us identify our significant CR issues.

We have drawn up four critical areas that reflect the pillars of the CR strategy for the whole Hermes Group and, thus, for Hermes Germany and Hermes Einrichtungs Service.

  • Management & Dialogue: We see ourselves as an active partner for sustainable logistics. Responsibility for us means communicating with our stakeholders in a manner that is transparent, candid and fair.

  • Service & Clients: A focal point of our CR management programme is to introduce and establish zero-emission deliveries in the inner cities. As part of this, we are committed to developing innovative logistics concepts and alternative drive technologies that uphold the quality of life in urban areas.

  • Climate & Environment: Climate protection has a long tradition at Hermes. By efficiently structuring our logistics network, our fleet of vehicles and our own sites we are making a significant effort to substantially reducing greenhouse gases and contributing to global climate protection.

  • Work & Life: We accept responsibility for providing everyone working for the Hermes organisation throughout the world with fair and attractive conditions of employment. This also applies to staff employed at contracting partners who work for Hermes. We want to play a positive role in shaping society through our commitment.

Decentralised, highly competent CR management

Corporate responsibility is spread throughout the Hermes Group. This decentralised structure enables us to judge individual challenges effectively and to implement targeted measures. The CR strategies of each of the companies are approved by senior executives and managed by dedicated CR staff. The individual departments in the Hermes companies are then responsible for the direct implementation of the strategy. For Hermes Germany, responsibility lies with CEO Olaf Schabirosky and for Hermes Einrichtungs Service managing director Carsten Meinders.