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.
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.
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.
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.
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.