Delivered

The Global Logistics Magazine

ISSUE 04/2020

BUSINESS

FOCUSED FORESIGHT
Find out how trends in a “volatile
world” will transform our economies

SOLUTIONS

THE NEW NORMAL?

Learn how the pandemic has forced
us to rethink the workplace

VIEWPOINTS

THE FEMALE FACTOR

Discover why Dr. Auma Obama thinks
women leaders are good in a crisis

FACING THE
FUTURE
Why sustainable development is the
watchword for a changing energy sector
2
FOCUS
10
CONTENTS

22
BUSINESS

THE BRAVE
FORTUNE FAVORS
POWER WITH PURPOSE

34
VIEWPOINTS
THE DEBATE
Cover photo: Michael Grecco, Photos: Faisal Al Nasser/Reuters; Emmanuel Jambo; Andreas Kuehlken/DHL; Mario Rota for Delivered.
05 NEWS 30 The office – but not as you know it
Are virtual meetings and working from home
FOCUS the future of business?

08 Delivered. meets: Michael Wiedemann VIEWPOINTS

The new president of DHL’s Energy Sector on
supporting customers in challenging times 32 Delivered. upskills with...
Nigerian-born skills champion and entrepreneur
10 Power with purpose
Bright Jaja
How energy companies are powering
society’s next evolution 34  he debate
T
Dr. Auma Obama and Anita Gupta discuss
16 L ong-term responsibilities
whether women make better leaders in a crisis
Total, one of the world’s energy “supermajors,”
is on the path to carbon neutrality 36 Africa, now is your time!
An essay by Amadou Diallo, CEO, DHL Global
BUSINESS Forwarding Middle East and Africa
38  rinting to protect others
P
20 View to a digital future Repurposing 3D printers to help in a pandemic
Analyzing the forecasts in this year’s
DHL Logistics Trend Radar
22  ortune favors the brave
F
How DHL hubs in Italy delivered the goods
during the coronavirus lockdown

SOLUTIONS
28  rainbow over Bergamo
A © Delivered. All rights reserved. The content may not be
reproduced in whole or in part without the prior written
Why DHL flew its Rainbow Plane to Bergamo permission of the publisher. The opinions expressed in Delivered.
to say “grazie” to Italian colleagues magazine are not necessarily those of Deutsche Post DHL Group.

PUBLISHED BY DEUTSCHE POST AG

Represented by Address Editor Contributors

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3
LETTER

Dear Reader,

Big oil and gas companies are currently busy transforming them-
selves into providers of clean, sustainable energy for the future.
In this issue, our Focus article looks at how they are changing and
the demands they are facing, including making sure the COVID-19
pandemic doesn’t derail their ambitions. The scale of these chal-
lenges certainly isn’t rattling energy giant Total. As we discover in
our ­Executive View, the company is determined to get to net-zero
emissions by 2050.

Of course, when times are tough, any company, organization – or

country, for that matter – requires strong, decisive leadership. But is
it a coincidence that countries with female leaders seem to have dealt
with the coronavirus particularly well? In our new Debate series,
Dr. Auma Obama shares her thoughts and recalls how her own child-
hood in Kenya influenced the way she deals with difficult situations.
Staying in Africa, we meet leading Nigerian entrepreneur Bright Jaja
who is championing skills development across the continent, while
Amadou Diallo, CEO, DHL Global Forwarding, insists that with its
limitless resources and resourcefulness, The time for Africa is now!

DHL had its own crisis situation to deal with in northern Italy at the
start of the year when the city of Bergamo became the European
epicenter of the pandemic. Life-saving medical equipment had begun
pouring into DHL Express’ busy hub at Bergamo, and it all had to
be processed and delivered rapidly. So, how did teams manage to
cope with these huge volumes while keeping themselves safe at this
harrowing and stressful time? You can find out in Fortune favors
the brave, which also reveals how our DHL Express facility at Milan’s
Malpensa airport is turning into a key intercontinental hub – proof
that commerce and e-commerce are beginning to boom again.

I hope this issue will be a source of information and inspiration!

Sincerely,
Photos: DHL (3); Anita Back/laif

Katja Busch
Chief Commercial Officer, DHL

4
NEWS

A MASK THAT REVEALS MORE THAN IT HIDES

DHL collaborated with sustainable fashion startup

Grubenhelden to design a reversible face mask, with one
side using the same fabric as the polo shirts worn by DHL
couriers worldwide, and the flip side carrying Grubenhel-
den branding. The collaboration is a reflection of diverse
backgrounds: Grubenhelden’s tribute to the melting pot of
Germany’s Ruhr region in its coal-mining heyday, and DHL’s
workforce as a microcosm of the world’s population. The
pandemic led to the face mask as a symbol of consideration
for others, pointing to how something as small as a red and
yellow mask can become a statement for more humanity
and community.

bit.ly/DHLMasks

COULD AFRICA BE A SOLAR SUPERPOWER?

What if the Sahara desert could be used to generate clean solar

energy? It’s estimated that this could generate enough electricity to
power the world 7,000 times over. A report by the World Economic
Forum questions whether the geopolitical difficulties involved may
be too great. And one study suggests solar panels in the Sahara
would reflect more heat back into space. This would see more
clouds, more rainfall and more vegetation. But would the greening
of the Sahara be a good thing?

GREEN LIGHT FOR GREEN CAMPUS

A new state-of-the-art Life Sciences and Healthcare campus is set to open

near Brussels. DHL Supply Chain is building the facility with high-speed
developer MG Real Estate in the Laekebeek Industry Zone in Lot, just outside
the Belgian capital. Due to open late next year, the 28,000-square-meter
building will replace DHL Supply Chain’s current facilities in Huizingen and
Lot. In line with DHL’s Mission 2050 strategy, which aims to make the compa-
ny emission-free in the next 30 years, it will be carbon neutral, with efficient
LED lighting, heat recovery technology and an energy management system
that helps reduce consumption. The campus will boast more than 20 loading
and unloading bays, as well as separate areas for refrigerated pharmaceutical
products and extra storage space to allow for future expansion.

bit.ly/DHLBrusselsLSH

5
NEWS

KEEPING IT CLEAN

Cleanliness and hygiene have been at

the forefront of everyone’s mind over
the past few months, and technology
is increasingly lending a helping hand.
A new collaboration between DHL and
Canada-based Avidbots will extend
their partnership to install ultra-ad-
vanced Neo floor-scrubbing robots
in warehouses, hubs and terminals
worldwide. Avidbots’s automatons, with
their advanced 3D sensors, cameras
and AI technology, are especially suited
to dynamic and changing warehouse
environments, and are able to detect and
avoid obstacles such as humans, boxes,
forklifts and other robots.

bit.ly/DHLAvidbots

5
Photos: DHL (3); PR; Colgate-Palmolive; Cover-Images/imago; Adobe Stock

HELPING HANDS The number of

consecutive James Bond
We’ve all realized the importance of regularly washing or sanitizing our hands through- films for which DHL has
out the coronavirus pandemic, but for many vulnerable communities around the world, provided logistics
that’s not always so easy. Colgate-Palmolive Company identified the need to empower expertise, starting from
people to take their health into their own hands – literally – by teaching proper hand- “Casino Royale” in 2006 to
washing techniques and providing soap to millions in need. Colgate and DHL teamed this year’s “No Time
up to distribute 25 million bars of soap in support of the World Health Organization’s To Die,” the 25th 007
#SafeHands Challenge. Colgate used five of its production facilities on three continents movie and star Daniel
to manufacture the #SafeHands soap, and DHL Customer Solutions and Innovation co- Craig’s swan song
ordinated the effort to distribute them to 22 countries in Africa, Asia and Latin America. notimetodie.dhl
DHL Global Forwarding handled the ocean and air freight of the soap bars, which were
all packaged with instructions on how to wash your hands properly.

6
 >

THE JOURNEY TOWARDS

THE NEW NORMAL
A DHL perspective on the impact of the COVID-19
pandemic on supply chains and logistics

Contact us

WORKING TOWARDS THE NEW NORMAL

500,000
Amid all the uncertainty of the past months, one thing is for sure: Things will nev-
er be quite the same again post COVID-19. And this very much applies to supply
chains. As in every crisis, the strengths but also the weaknesses of systems –
including supply chains – become visible. To become better, it’s important to learn
from such emergency situations. Much has been said about “the new normal,” but
businesses may need to undergo a transition phase to bridge the gap between The number of parcels that can be sorted per
lockdown and a new way of working. A white paper from DHL outlines possible day by the carbon-neutral facility at DHL
changes in supply chains during this “pre-new normal” and envisions strategies Parcel Benelux in Zaltbommel. The facility uses
and actions to set up supply chains of the future. Written in collaboration with natural and LED light, recycles rain water and
renowned logistics and supply chain expert Professor Richard Wilding, the white is powered by solar panels
paper assesses how the new normal could look, the impacts of coronavirus on
supply chains, the long-term lessons that need to be learned and what action
businesses need to take to build in resilience and flexibility for the future. It looks
at how the global crisis may accelerate changes to the working landscape that
were already happening and how it may uncover new priorities and trends. To
download the white paper “Post-Coronavirus Supply Chain Recovery: The Journey PENGUINS TURN CULTURE VULTURES
Towards a New Normal” go to:
It’s not only humans who’ve been missing contact with others
bit.ly/CSIWildingPaper during the pandemic: Many zoos have found that their animals
have been yearning for the stimulation normally provided by
the crowds of visitors who pass though their gates. One zoo
decided that some of its residents would benefit from a day
trip and some artistic inspiration. Kansas City Zoo took three of
HERE COMES THE SUN its Humboldt penguins – Bubbles, Maggie and Berkley – to the
nearby Nelson-At-
It seems too good to be true: a project to create unlimited kins Museum of
renewable aviation fuel from water, carbon dioxide and Art, which had also
the power of the sun. The Sun-to-Liquid project aims to closed its doors
produce liquid hydrocarbon fuels, using concentrated during lockdown.
sunlight to turn water and carbon dioxide into synthesis gas They were partic-
– a mixture of hydrogen and carbon monoxide. This can then ularly taken with
be converted into jet fuel in a gas-to-liquid plant. There are many advan- Caravaggio’s paint-
tages: It helps cut aviation emissions, does not take up arable land needed for ings. The zoo has
food production in the same way that biofuels do, and has few stages in the con- since reopened, so
version process. An initial four-year project funded by the EU and Switzerland has the three art-lov-
ended, but researchers are now seeking funding to continue their work. ing penguins can
once again receive
bit.ly/suntoliquid
visitors.

7
FOCUS ENERGY

DELIVERED. MEETS:
MICHAEL WIEDEMANN
The new president of DHL’s Energy Sector is determined to keep supporting
customers through challenging times by powering our world together.

M
ichael Wiedemann is no stranger to the ordinated response. “The first thing we always have
challenges imposed by complex, large- to do is create transparency on the challenges for
scale projects in remote places. Now the our customers. Next we need to identify the viable
President of DHL’s Energy Sector, Wiedemann began options we still have available within our operations.
his career as a process engineer in the consumer Then we can start to connect the capabilities of
goods industries. That was a job that took him all over our divisions with the needs of our customers. And
the world, including 2 1/2 years building detergent the last part, obviously, is executing while keeping
factories in the wilds of Russia. the customer informed of all developments.” That
Wiedemann’s journey to the global logistics indus- recipe, he adds, is being applied at scale once again
try was a circuitous one, involving several years in the during the current coronavirus crisis.
world of consulting before joining DHL in 2003. He
worked first in the Express business before moving Mission critical
on to a variety of commercial roles in the company’s Now that Wiedemann has taken the helm of the En-
Customer Solutions and Innovation division. ergy Sector, what is his impression of the industry’s
The beginning of the 21st century turned out to challenges and opportunities? “Energy is one of the
be a dynamic and demanding period for the world’s most diverse and fascinating sectors, and a really
supply chains – and a period of rapid evolution in important one,” he says. “Our customers are deliver-
the logistics sector, too. “When I look back over that ing mission-critical infrastructure; a world without
time, I’m particularly proud to have been involved in access to energy would truly be a poorer place. And
our establishment of a sector approach, beginning many of those customers are involved in the biggest
in 2006,” says Wiedemann. “I think we were the first transformation in their history, as they strive to meet
in the industry to recognize that large customers are some aggressive carbon emission reduction goals.
very sector-specific. Each industry has very specific “The sector also has an extraordinarily broad range
needs, and to serve those customers effectively, we of supply chain demands,” he adds. “Our customers
needed to develop sector-specific capabilities. That’s are involved in exploration and production activities
something that only a multimodal and global organi- in the most remote parts of the world; they run city-
zation can put in place.” sized refinery operations and chemical plants, and
That strategic shift was hugely important, but many of them have large retail networks, too. Where
DHL has faced plenty of tactical challenges, too – else would a single company be involved in such a
from the 2010 eruption of the Eyjafjallajökull volca- diverse range of activities?”
no in Iceland, creating an ash cloud that grounded Creating visibility and transparency is critical if
aircraft across Europe, to the bankruptcy of key sup- energy companies are to optimize the performance
pliers in the global shipping industry. Each of these of their supply chains, says Wiedemann. He be-
events, says Wiedemann, caused significant ­supply lieves this is an area where DHL is well positioned to
chain disruptions, requiring a rapid and carefully co- support its customers, offering digital capabilities

8
 that can integrate the needs of complex, multimodal
logistics networks at a global scale.
“There is also a big opportunity to share our
knowledge and experience with our customers,” he
says. “Around the world, we see many examples of
supply chain management best practice that could
be scaled up and adopted more widely.” While the
energy sector itself provides some of those ex-
amples, Wiedemann adds that the sector also has
opportunities to pick up ideas from other industries,
such as the automotive sector’s streamlined pro-
cesses for the management of inbound logistics at
its manufacturing facilities.

Collaborating through the crisis

The pressure for greater supply chain efficiency
may have increased significantly this year, as the
COVID-19 crisis has caused an unprecedented drop
in demand for oil, gas and electricity. The impact
of the crisis on both supply and demand could be
long-lasting, forcing companies to recalibrate their
short- and long-term business plans.
The crisis has also made doing business more
complex – and for Wiedemann, the end of lock-
downs and travel restrictions cannot come soon
enough. “At the beginning of the year, I was in in reg-
ular face-to-face discussions with our customers,”
he says. “Now we have to do everything by video.”
Remote meetings may be part of the post-coronavi-
rus new normal, but they make it harder to have the
sort of open, multiparticipant discussions that are
a key part of DHL’s regular energy industry confer-
ences. “Meeting the world’s energy challenges will
Photos: DHL; Steve Gonzales/Houston Chronicle/AP/dpa; Adobe Stock (2)

require intense collaboration between producers,

customers and supply chain partners,” says Wiede-
mann. “Our new strapline is ‘Powering our world,
together,’ and I’m determined to find ways to bring
people from across the industry together to discuss
issues and share experiences in this uniquely chal-
lenging time.” Jonathan Ward

michael.wiedemann@dhl.com

bit.ly/DHLEnergy

9
FOCUS ENERGY

10
POWER WITH
PURPOSE
Energy companies fueled the industrial revolution.
Now they’re powering society’s next evolution.

UNDER THE SUN:

Solar panels at a plant in
Uyayna, Saudi Arabia.

11
FOCUS ENERGY

T
he world has an uncomfortable relationship into providers of clean, sustainable energy for the
with energy. On one side, energy consumption future.
and economic progress have been intimately
linked since the industrial revolution. Global primary Target zero
energy use roughly doubled over the past 50 years, In the first half of 2020, for example, a number of
and humans now consume the equivalent of almost the largest oil companies announced ambitions to
14 trillion metric tons of oil every year. On the other, reach net-zero carbon emissions in the coming years.
the environmental and social costs of the energy Such declarations make good headlines and mark
sector are now under increasing scrutiny. Carbon a real shift in approach for businesses built on the

12
emissions from the burning of fossil fuels are driving extraction of hydrocarbons from the ground. The
climate change, while at a more local level energy industry is still debating, however, just what it means
extraction can leave lasting scars on landscapes, to be a net-zero energy company. bp, one of the first
communities and ecosystems. companies to announce a target, includes three kinds
TRILLION Maintaining the benefits of energy while minimiz-
ing its harms is a complex challenge in which every-
of emissions in its calculations. According to the
internationally recognized Greenhouse Gas Protocol,
The number of tons of
oil consumed by humans one has a role to play. The individuals, households scope 1 emissions are those generated directly by the
every year and businesses that consume energy need to do company in its operations. Emissions generated by
their part by reducing waste and making considered others to produce energy and materials consumed
choices about the products and services they buy by the company are classified as scope 2. And
and use. Producers meanwhile, especially the giant scope 3 emissions encompass those generated by
energy companies that provide most of the world’s the use of a company’s products. bp has included
oil and gas, are under pressure to show that they are its scope 1 and 2 emissions in its target, which it
STEPPING ON THE GAS: taking their environmental and social responsibilities says add up to around 55 million tons a year. It has
bp’s onshore compression seriously. also included a further 415 million tons of scope 3
project in Trinidad,
The leaders of those companies are listening. In emissions generated by the use of the oil and gas it
which has the potential
to deliver around recent years, a trickle of projects and policy changes produces in its own upstream operations.
200 million standard cubic has become a rush, as many of the world’s largest The bp announcement specifically excludes a
feet of gas per day. bp is oil and gas players seek to transform themselves much larger quantity of emissions generated by the
dedicating one of four
new divisions to gas and
low-carbon energy.

12
 PEDAL POWER:
Cycling past the Saudi Aramco
oil processing facility at
the Abqaiq oil field, Eastern
PLANT LIFE: province, Saudi Arabia.
Engineering work at
bp’s chemical facility in
Texas City, U.S.

oil and gas products that it processes or sells on be- The companies involved are pursuing a wide range
half of other organizations. That includes oil from oth- of strategies, including investments in renewable en-
er companies that passes through bp refineries, for ergy technologies and electricity distribution, as well
example. Explaining the policy to journalists, Bernard as efficiency improvement initiatives within their own
Looney, CEO, bp, said that it had come to this decision operations. bp is even altering the whole structure
to avoid double-counting: Oil produced by other of its business, dedicating one of four new divisions
companies would inevitably form part of their own to gas and low-carbon energy. For all these players,
emissions reduction targets by 2050. The company however, the ultimate success of their zero-carbon
has, however, set a target to halve the overall carbon initiatives will depend on factors only partially within
Photos: Faisal Al Nasser/Reuters (previous page); Marc Morrison/BP; Stanislav Krasilnikov/TASS/Sipa USA/ddp; BP

intensity of everything it sells by 2050 or earlier. their control, including technological advances
Royal Dutch Shell made its own net-zero an- and substantial shifts in regulations and consumer
nouncement in April, saying that it had decided to behaviors.
intensify its ambitions and significantly reduce emis-
sions in line with the universal recognition that global Local action
warming now needs to be kept within an increase of Global energy transition is a long-term project, but
1.5° C. Unlike bp, Shell includes only its scope 1 and there is also plenty of opportunity for energy com-
2 emissions within its target, although it is aiming for panies to take action at a local level to optimize their
a deeper 65% cut in the carbon intensity of the prod-
ucts it sells by 2050.
Most recently, Total made its own net-zero
commitment, adopting a hybrid of the bp and Shell
approaches. Total says it wants to reach net-zero for
scope 1 and 2 emissions worldwide by 2050, and has “There is growing interest
also included the scope 3 emissions of its customers in logistics strategies that
in Europe. It is also aiming for a 60% reduction in the
carbon intensity of its worldwide product portfolio. reduce emissions, and even in
If the details differ, one thing unites the net-zero zero-carbon logistics offerings.”
commitments made by these major energy players:
Nobody yet knows how the targets will be achieved. Michael Wiedemann, President, Energy Sector, DHL

13
FOCUS ENERGY

CABLE GUYS:
Connecting solar panels
at a Silicon Ranch Corp
solar generating facility in to the company’s waste management yard or other
Tennessee in the U.S.
approved waste disposal or recycling sites.
In China, Shell has worked with local communi-
THEY ARE THE FUTURE: ties to restore and improve the environment around
In countries such as Oman,
energy companies are a network of decommissioned oil wells. Once the
implementing societal well sites have been dismantled and the equipment
initiatives that benefit the removed, around 8,000 tons of concrete remaining
next generation.
at each site is crushed and used as a building material
to improve local roads and irrigation systems. The
BLADES OF GLORY: company remediated the land around the sites by
The largest wind
turbine in the world in adding new topsoil and planting beans to enhance
Rotterdam harbor. the fertility of the soil.
On Thevenard Island off the coast of Western
Australia, engineers working for Chevron faced
a different sort of challenge during a program to
operations, improve the environment and support decommission a number of oil wells. The island is a
communities. Many are doing just that. In Oman, nature reserve and an important breeding ground
for example, the country’s organization Petroleum for sea turtles, raising concerns that the lights from
Development Oman (PDO) is working with DHL to the 24-hour decommissioning work would disorien-
implement a waste management program built tate the baby turtles, preventing them from finding
around circular economy principles. The program their way to the sea. To allow the project to continue
aims, wherever possible, to find safe and economi- safely, the company worked with local experts to
cally productive uses for waste generated during oil set up fences and lighting controls across the site.
extraction. Drill cuttings are being reprocessed into With these measures in place, and by shutting down
cement for the construction industry, for example, work temporarily during peak hatching periods, the
and condensate generated by gas wells is collected company was able to clear the island quickly without
and transported to refineries, where it can be turned harming its fauna.
into useful oil products. Bahwan DHL (BDHL), DHL’s
supply chain arm in the sultanate, manages the Sustainable supply chains
collection and transportation of PDO’s non-hazard- The scale and complexity of the energy sector means
ous and hazardous waste from the point of origin any attempt to tackle sustainability challenges must

14
 involve the entire supply chain, with equipment

3 QUESTIONS FOR…
makers, subcontractors and service providers all
involved in the effort. Michael Wiedemann, President,
DHL Energy Sector, says that, in conversations with
customers, environmental and social considerations
are rising up the agenda. “Safety has always been 1. How is the energy sector changing as the world
the number-one concern for our energy customers,” moves away from fossil fuels?
he says. “They want to ensure their people are safe, Every individual, every home and every business
as well as the communities touched by any part of relies on energy, and the coming decades will see a
their supply chain. An important part of our offer to complex and gradual transition as we shift to low-
the sector is that we understand their protocols and and zero-carbon energy sources without disrupting
requirements, and we have people who are trained to that vital lifeline. There’s no doubt that the move to
do things the right way. more renewable sources has created opportunities
“In recent months, however, we have seen much for new market entrants, but the major oil and gas
greater focus on wider environmental issues,” he companies also have a central role to play in that

65
adds. “Our energy customers want us to track and change. Those businesses have the technical skill,
report our carbon emissions, and there is growing the financial strength and the customer reach to take
interest in logistics strategies that reduce emissions, on the challenge. We can already see how many of
and even in zero-carbon logistics offerings.” the big players are evolving from being primarily oil
This year’s eye-catching environmental commit-
ments from major energy players came before the
PERCENT and gas companies to becoming energy providers in
the broadest sense.
full impact of the COVID-19 crisis, which has seen oil The cut in carbon
intensity that Shell aims
­prices plunge to zero or even below in some regions. to make to the products 2. What do you see as the most important
Will the shock be enough to derail companies’ carbon- it sells by 2050 attributes for success in the energy transition?
reduction ambitions? Wiedemann doesn’t think so. I believe that two characteristics will be vital: diver-
“When we work with energy industry customers to im- sity and purpose. Diversity, because tomorrow’s
prove supply chain efficiency, we are looking at a wide energy needs will be met by a much broader range
range of measures: consolidating activities, bypass- of sources and technologies, including fossil fuels,
ing supply chain steps or finding synergies between renewables and new energy storage technologies.
upstream and downstream operations, for example. And purpose, because the relationship between
Those measures reduce the demand for transporta- energy and society is changing. Energy is an import-
tion, which leads directly to lower emissions. There is ant part of the world’s development with respect to
no conflict between cost and carbon.” TURNING TURTLE: healthcare, education, prosperity – and particularly
Jonathan Ward Chevron engineers took the battle against climate change, which affects com-
steps to protect wildlife
while decomissioning oil panies and individuals alike.
Photos: Daniel Acker/Bloomberg; Charles O. Cecil/Alamy/mauritius images; Cultura/mauritius images; Getty Images; DHL

wells in Australia.
3. The coronavirus crisis and the resulting eco-
nomic shock has created other challenges for the
sector. How are energy companies coping?
There’s no doubt that this is a very difficult year for
energy companies, as it is for everybody. But these
businesses have always operated in a cyclical indus-
try. They are used to dealing with short-term prob-
lems without losing sight of their long-term strategy.
The crisis is going to delay some investments, and
increase the focus on cost and operational efficiency,
but I believe that most of our customers have the
stamina and the vision to maintain their course.

Michael Wiedemann
President, Energy Sector,
DHL
michael.wiedemann@dhl.com

15
FOCUS EXECUTIVE VIEW

JULIEN POUGET:
Senior Vice President
of Total’s Renewables
division.

16
 LONG-TERM
RESPONSIBILITIES
A broad energy company setting itself on the path to carbon neutrality.

W
ith more than 100,000 employees and reach net-zero by the same date for products sold
operations in over 130 countries, Total is in Europe, in line with the EU net-zero emissions
one of the world’s “supermajor” energy targets. Total also announced it will make similar
companies. Founded in 1924 by the French govern- carbon neutrality commitments in all countries or
ment, the group’s current form owes much to its regions willing to set similar targets at governmen-
mergers in 1999-2000 with two other European tal levels. Finally, it’s aiming for a 60% reduction in
oil majors at that time: France’s Elf Aquitaine and the overall carbon intensity of its global product
Belgium’s Petrofina. Today, Total is a broad energy portfolio by 2050, capping emissions at 27.5 grams
company that produces and markets fuels, natural of carbon per megajoule of energy produced.
gas and low-carbon electricity.
Total says that its ambition is “to become the A head start
responsible energy major” – and on May 5 this year, Net-zero emissions commitments from big compa-
the company made a significant step toward turning nies with an oil and gas portfolio are still a rarity, but
that motto into a reality. Just as the global ener- Total’s announcement didn’t come out of the blue. It
gy industry was reeling from the double shock of has a track record in low-carbon activity, including
the coronavirus crisis and an escalating price war, a significant focus on gas and a sizeable renewable
Total Chairman Patrick Pouyanné announced the energy business.
company’s new climate ambition to get to net-zero In 2016, Total cemented its ambitions to be a
emissions, together with society, by 2050. major player in the energy transition by establishing
Total aims to be as clear as possible about the Gas, Renewables and Power (GRP) as a separate en-
nature of its commitment. It breaks the pledge down tity within its organization. As Senior Vice President
into three steps. First, it wants to achieve net-zero of the Renewables division, Julien Pouget oversees
emissions across its worldwide operations by 2050 one of the key segments of that branch.
or sooner. In technical terms, that means eliminat- “Total’s low-carbon businesses,” says Pouget,
Photo: Michel Labelle/Total

ing or offsetting the organization’s entire scope 1 “support the company’s emissions reduction ambi-
and scope 2 emissions by the middle of the century. tions in two ways. One part of the business is helping
Second, it wants to tackle the emissions produced by to reduce the carbon footprint of our own sites and
customers when they consume the energy products those of our partners. We do that with a wide range
it sells. Its target for these scope 3 emissions is to of solutions, including on-site renewable electricity

17
FOCUS EXECUTIVE VIEW

generation, natural carbon sinks, biogas, and tomor- wind power segment, inducing most recent invest-
row, hydrogen, as well as research into carbon cap- ments in the offshore wind and floating offshore
ture and storage and other innovative technologies.” wind developments.
Is it odd that a company with extensive expe-
Scaling up rience in offshore oil and gas production should
The second part of the strategy involves the de- hold back from offshore wind for so long, given the
velopment of zero-carbon electricity for sale to similarities between the technical and operation-
­customers. “Since the creation of the GRP branch, al challenges of the two sectors? Pouget offers a
Total has made a significant step change in its counterargument. “I think maybe that it was because
renewable energy production. Our capacities have we have so much offshore experience that we were
grown exponentially in the last four or five years,” cautious about offshore wind,” he says. “We know
says Pouget. Back in 2016, he notes, Total’s renew- exactly how difficult it is and we wanted to be sure
ables portfolio had a total capacity of about 300 that technology was mature, proven, and could gen-
megawatts. By the end of 2019 it was 10 times larg- erate electricity at an affordable price.
er, with 3 gigawatts of gross capacity of renewable “Today, renewables are more and more compet-
power generation. This year, the creation of a 50/50 itive compared to other sources of electricity. We
joint venture with India’s Adani Green Energy Limited want to invest where it’s profitable to do so, and the
(AGEL), part of the Adani Group, added another falling cost of renewable technologies means there
2 gigawatts of solar generation capacity, and the are lots of viable projects.” In the company’s rooftop
company currently has more than 3 gigawatts of solar business, for example, it often installs panels
projects under construction. By 2025, Total aims to on customer premises at its own cost, then sells
have 25 gigawatts of gross renewable capacity. the resulting clean power to those customers at a
The company is interested in all types of renew- lower price than they pay their regular utility. For
able energy and has developed strong positions in large projects, meanwhile, investment decisions are
solar and wind power. Total runs large-scale solar less and less dependent on government subsidies.
power plants all over the world, and supplies roof- “Despite renewables getting progressively to ‘grid
top-distributed power systems to businesses and parity’ or even better, it remains important for these
homeowners. It also has a significant footprint in the projects to secure a stable long-term price for the
power generated.” To achieve the ambition to be
a major renewable energy player, “We need to be
technology-agnostic,” says Pouget. “Wind and solar
power are complementary; they usually produce
at different times. Our future power systems will
depend on a mix of different intermittent sources,
together with battery storage.”
Total has already made a move into the battery
storage market with the 2016 purchase of Saft,
a French industrial battery maker. Saft batteries
LAYING THE are found in a host of applications, from satellites,
FOUNDATIONS: aircrafts and high-speed trains to backup power sys-
Philippe Montantême, tems for industrial sites. The company also supplies
Total’s Senior
Vice President, Strategy very large battery storage systems used to improve
Marketing Research. the performance and stability of electricity net-
works. Such assets are becoming another element
of Total’s renewables portfolio. In Mardyck, close to
Dunkirk, for example, it’s currently building the larg-
est battery storage system in France. When the new
facility opens this year, it will be capable of supplying
25 megawatts of electricity to the grid.

Cleaning up at the pump

Growing its renewables business will help Total re-
duce the overall carbon intensity of its activities, but
the company will not achieve its net-zero ambitions
unless its customers make radical changes to their

18
 SUN ROOF:
Total’s renewable innova-
tions include rooftop solar
technologies.

energy consumption habits. Philippe Montantême, sources. The company has also moved into ­electric
Senior Vice President, Strategy Marketing Research vehicle (EV) charging. In 2018, it acquired the largest
in the company’s Marketing & Services segment, has French EV charging operator, now Total EV Charge,
a role that puts him at the frontline of that shift. and plans to grow its network to 150,000 charging
At Total, Marketing & Services encompasses all points in Europe by 2025.
the organization’s end customer-facing activities, “All these changes are about laying the right
including around 15,600 filling stations worldwide foundations for a zero-net-carbon future,” says
and sales entities supplying gas and heating oils to Montantême, but the speed of the transition will
homes and businesses. “Marketing & Services activ- ultimately be determined by the customers’ choices.
ities account for a significant part of the company’s “We can only move as fast as the market,” he says.
revenues, but also of its carbon emissions. So we “We want to be ready to react but we have to move in
have an important part to play in this transition,” says step with society.”
Montantême. He adds that the division has already Right now, both society and the energy indus-
made significant steps along the road to emissions try are contending with other challenges. Could
reduction, including developing fuels and lubricants the coronavirus crisis derail Total’s net-zero plans?
that improve the energy efficiency of vehicles or the “Definitely not,” says Montantême. “In our business,
massive deployment of solar panels on the rooftops we must plan for the short, medium and long term.
of its service stations and industrial sites around the Today, we have what we hope will be a short-term
Photo: Caslot Jean-Charles/Total; Total

world. health crisis, and we may have to deal with a medi-

Total is now positioning itself as a retailer of low- um-term outlook of low energy prices and a difficult
and zero-carbon energy sources, too. It is, for exam- economy. But, in the long term, society still has to
ple, a major player in the supply of gaseous transport address the challenge of climate change and we are
fuels in Europe and the U.S. Montantême points determined to play our part.” Jonathan Ward
out that 30% to 50% of the gas it sells for transport
www.total.com
applications is biogas, produced from renewable

19
BUSINESS
VIEW TO A DIGITAL FUTURE
Made in the shadow of a global pandemic, the forecasts in this year’s
DHL Logistics Trend Radar reveal the accelerated adoption of new technologies,
as well as industry resilience and sustainability.

W
hat humanity tried for years, a virus All of this is taking place against a backdrop of
accomplished in several months,” say greater political and economic turmoil. As global
Ben Gesing and Jordan Toy, co-authors supply chains become increasingly volatile and
of the DHL Logistics Trend Radar, which outlines the complex, and the world economy is hit by the un-
future trends in logistics amid a transformative past anticipated impact of the pandemic, the prevalence
and the upcoming decade. They are referring to the of trade wars, national interests and social unrest
prevalence of home working since the appearance is increasing. Throughout all of this, the role of lo-
of COVID-19, but this statement also sums up the gistics in keeping the world working and sustaining
accelerated interest in embracing new technologies, modern life has never been more relevant to society.
automation and tools for digital work in the logistics With the turning point of the COVID-19
industries. crisis, some evolving practices
The 2020 report is the fifth edition of DHL’s flag- have accelerated and come
ship foresight tool, published every two years, which
surveys the technology, social and business trends
that will affect logistics in the upcoming decade. “It’s
a big year,” says Gesing, and the special circumstanc- Supergrid
es of the pandemic have meant thinking “in agile Logistics
mode.”

Changes and challenges Next-Generation

The report begins with a look back at innovations Smart Security
that have defined the industry in the millennium Containerization
Logistics
so far – among them e-commerce, technology Marketplaces
megaplatforms, robotics and smartphones. As Sustainable
Logistics
in the 20th century, when most of the tecton- Multisourcing
ic technological shifts – electricity and the Future
Sharing Economy

5
of Work
internal combustion engine, for example –
occurred in its earliest decades, the pace of Rethinking Omnichannel
Servitization Packaging Logistics
breakthroughs may now be slowing down,
but their serious adoption in supply chains Mass Personalization
BILLION is still constantly growing in breadth and
Fresh Chain

The number of people who depth. So while the technological context is Silver
now have internet access now a given, with e-commerce completely Economy
changing the way people shop and experi-
ence logistics, its applications continue to
S
expand rapidly. AR
Space Logistics 5 YE
The past decade has also seen wave <
NT
after wave of disruptive technology: artificial LEVA
RE
intelligence, 5G, the huge increase in connec-
LOW

S
AR
tivity (almost 5 billion people now have internet 0 YE
5-1
IMP

access), augmented and virtual reality, the T

AN
internet of things, the possibility of autonomous ELEV Low Impact: evolutionar
AC

R incremental improvemen
cars – each of which requires fresh adaptation.
T

High Impact: revolutiona

20
 to the forefront, such as home deliveries, a broad- even energy companies, who say they want to do the
er range of online interaction and, perhaps most same. After the recent rare spell of restricted human
notably, working from home. Shocks in demand and movement due to the virus, we’ve been given stirring
supply have led to short-term use of 3D printing (to glimpses of the planet’s resilience, with cleaner air
make personal protective equipment, for example) and clearer views (the Himalayas suddenly visible
and of last-mile delivery by robots, something which from Punjab, for example), and wildlife venturing
was difficult in the crowded city streets of pre- back into cities. It is yet to be seen whether the eco-
COVID times. nomic recovery will be as green as we might wish,
In the face of economic instability and obsta- but environmental issues are certainly going to be of
cles to trade, building supply chains that are more greater interest to more customers than ever before.
durable and sustainable is crucial. Suppliers and The elimination of plastics, which has great rel-

99
distributors will have to find ways to diversify evance to the packaging and delivery of goods, will
further, while some goods may have to be procured also come to the forefront.
and produced in multiple locations, potentially even Technological developments are bound to be
closer to home. amplified, too. For example, this year DHL will
As Gesing points out, the COVID-19 crisis may
be only the first of several pandemics, and one of
deploy a fleet of 1,000 robots from Locus Robotics,
while picking and sorting will be assisted by the
PERCENT
its lessons has been that those who don’t embrace robotic arm software developed by Covariant. With The accuracy with
which the robotic arm
digital technology will be hardest hit. an accuracy rate of 99% – a human level of dexterity software used by DHL
– the software will help maximize order fulfillment, can pick objects
A futureproof tomorrow especially during seasonal and unexpected volume
As to sustainability, three years ago DHL started on peaks.
its journey to becoming a zero-emissions But “technology is the easy part” for the industry,
organization by 2050; now there according to Gesing, and successful digital transfor-
HIGH IMPACT are many other companies, mation is still dependent on the human factor. “The
hardest part is getting people accustomed to using
these things.”
Around 550,000 people work at DHL and, he
says, they need to feel comfortable with cameras
assisting their decision-making or with using an
iPad to control a fleet of robots rather than carrying
Self-Driving
Vehicles out a series of repetitive tasks themselves. Future
3D Printing
employees and leaders will need continual upskill-
ing in order to use the sophisticated software and
Intelligence equipment now at their disposal.
3D Printing Above all, to operate successfully, logistics
Robotics & depends on trust, a connection that can be sup-
Automation Unmanned ported by technology, but ultimately only made
Blockchain Aerial Vehicles
Internet of between
Augmented & Virtualpeople.
Reality

Things The 2020 edition of the DHL Logistics

Cloud & APIs Quantum
Computing Trend Radar is based on the philosophy of
Big Data Next- staying close to customers, operations and
Analytics Generation Big Data Analytics

Wireless technology. The insights in the report do

Digital Twins
not rely solely on traditional research meth-
Bionic odologies, but more importantly on the
Augmented & Enhancement contribution of scores of industry experts
Bionic Enhancement
Virtual Reality
and DHL leaders, hundreds of employees
at relevant startups and thousands of vis-
RE
LEV itors to DHL Innovation Centers each year.
AN Blockchain

T< GP Newington
5Y
EA
RS
RE
ACT

LEV For
Cloudmore
& APIs information:
AN
T5
MP

-10 ben.gesing@dhl.com
YE
WI

ry changes with AR
S
www.dhl.com/trendradar
LO

nts Digital Twins

ary applications that are

21
Internet of Things
BUSINESS

FORTUNE FAV0RS THE BRAVE

In spring 2020, northern Italy was in the grip of the COVID-19 crisis and the small city
of Bergamo became the European epicenter of the pandemic. With an entire region under
lockdown and hit full force by what would become a global crisis of epic proportions,
teams at the DHL hubs in Bergamo and Milan went into overdrive to deliver critical goods.
Now they are looking to the future with confidence once more.

Words: Michelle Bach Photography: Mario Rota Production Milan/Bergamo: Valentina Gradoli

T
he sirens never stopped. From February medicines and also general e-commerce goods for
onward, the small Italian city of Bergamo was businesses and private individuals across Italy. Yet it
hit by the then-novel coronavirus that would was becoming apparent that the virus was spiralling
later surge across the world. On March 10, the city, out of control in Bergamo, and that if one person
nestled at the foothills of the Italian Alps, went into working at the hub became infected, it would quickly
lockdown. spread among teams. So on February 20 – when
“It was eery,” says Francesco Capelli, Operations to most of the world COVID-19 was still an obscure
Director at Bergamo Hub. “Our city was virtually threat rather than headline news – Jesus Sanchez,
silent. All we heard were announcements made MD Hubs and Gateways Italy, took the decision to
from military vans to stay indoors, and the sound of tell some 400 customs department, back office and
ambulances every three to four minutes.” support function staff at Bergamo Hub to work from
With Bergamo’s citizens staying indoors, the home. After that around 400 operations employees
streets were deserted. DHL vans were on the road, (warehouse and ramp agents) were sent home and
however. “Traditionally, in any crisis, DHL has a policy temporarily stopped work. “This was an unprece-
of last out, first in,” says Alberto Nobis, CEO Europe, dented and unusual move and the decision wasn’t
DHL Express, himself an Italian, who has been taken lightly, because it was a massive logistical chal-
working in agile mode in northern Italy since the lenge,” says Sanchez. Nevertheless, it was a decision
start of the pandemic. “Even in wars or major natural that undoubtedly saved lives.
disasters like the Icelandic ash cloud in 2010 or the At peak times, BGY handled 50,000 air shipments
2018 hurricanes in the Caribbean, we are known for from Europe and around the world every day. While
not giving up and doing what we can. This time we volumes initially dropped, both hubs and service
were never out. After a short period of reorganiz- centers had to prepare entirely new routines and
ing themselves, our teams kept on going at double source masks, gloves, hand sanitizers, disinfectants
speed, even under very difficult conditions.” and laptops for teams working from home.

At the center of the crisis Working to deliver – 24/7

Photo: Mario Rota for Delivered.

In early February, as the pandemic took hold in Whether at home or carrying out critical tasks at the
northern Italy, Bergamo Hub (BGY) – a key part of hubs and service centers, or, of course, delivering to
the DHL Express network – went into overdrive, as customers, teams stepped up, organized themselves
did its hub in nearby Milan (MXP). Teams worked day and, in many cases, even reported for work after
and night to receive, process and deliver personal losing close relatives. All were regularly updated
protective equipment (PPE), respirators, critical about the situation on the ground and received links

22
ALBERTO NOBIS:
CEO Europe, DHL Express.

23
BUSINESS

to videos on how to cope in lockdown that had been

recorded with a psychologist. “Some people call
working from home ‘smart working,’” says Sanchez.
“I call it ‘safe working.’ I truly believe the action we
took saved lives.” Normally, customers could expect
their cargo to clear customs and be delivered over-
night or within 24 hours. Despite these extraordinary
circumstances, Sanchez is proud to say that average
delivery time increased to just 48 hours, such was
the dedication of the customs team.

Motivated to overcome all challenges

“At first, members of the customs team were
concerned about how they would cope with home
working,” says Maria Caterina Benincasa, Import
Supervisor, Customs Department, Bergamo Hub.
ABANDONED
“However, these worries disappeared in the blink of
AREAS:
Bergamo’s streets an eye because a huge increase in COVID-related
were deserted shipments – such as masks and other PPE items,
during lockdown.
coronavirus tests and ventilators – began pour-
Apart from ambu-
lances and military ing into the hub. It was critical that this essential
transports, DHL life-saving equipment cleared customs, and we were
vans were mostly the ones who had to make sure it happened. That
the only vehicles on
the roads. was our motivation, our energy. Suddenly everyone
in the department found a new willingness to keep
going, to keep working, and find their own solutions
to the personal challenges they were facing.” Yet
this was no easy task, because the volume of goods
needing to clear customs was huge. From January
to May 2020, the hub registered a 115% increase
in imports of medical devices on the previous year.
To complicate matters, the team was also having to
deal with constantly evolving Italian customs legisla-
tion relating to medical devices, which changed
14 times in three months.

Finding the strength to keep going

Those remaining at the facilities in the Bergamo area
faced the daunting task of having to ensure teams
were adequately protected from the virus. It was
also crucial to protect the mental wellbeing of em-
ployees in a harrowing situation where approximate-
ly 15,000 of Bergamo’s 120,000 inhabitants had
contracted coronavirus and more than 6,000 had
died. “At first I was scared,” admits Matteo Camozzi,
Operations Supervisor at Bergamo Service Center.
“But what kept me going, and all of my colleagues
too, was the need to help others. We knew that Ber-
INTENSIVE CARE:
gamo hospital, as well as hospitals, doctors, citizens
At the beginning of the
crisis, the eyes and customers all across Italy, were relying on our
of the world were on deliveries. Personally, I also have a very strong faith,
Italy – and particularly and that sustained me throughout this crisis.”
Bergamo, which was
at the epicenter of the One man who was never afraid is Alessandro
pandemic. Caironi, a senior ramp supervisor who says his

24
 REPORTING FOR DUTY:
At Bergamo Service Center, some
JET SET: supervisors and teams
Alessandro Caironi, a senior ramp supervisor worked right through lockdown.
at Bergamo Hub. For several weeks at the start
of the pandemic, DHL planes were some of the
only ones flying around the world.

GOOD TEAM:
Maria Caterina Benincasa (foreground),
Import supervisor, Customs Department,
Bergamo Hub, with Danilo Castelli
(middle), an Import senior supervisor, and
Stefania Caprini (far right), an
Import senior supervisor.
Photos: Antonello Marangi/Alamy/mauritius images; ddp ; Mario Rota for Delivered. (5)

EMPTY SPACES:
BUSY SCHEDULE: Teams in Bergamo went
Matteo Camozzi, an operations into smart working
supervisor at Bergamo Ser- mode, delivering
vice Center, was determined to service to customers
keep deliveries moving. around the clock.

25
BUSINESS

faith gave him a lot of strength. He also credits the

strength that people from Bergamo are known
for throughout Italy as part of what made teams
so resilient. “Throughout history, there has been
a special spirit in Bergamo – we are mountain
people, used to defending ourselves, but we are
also known for being very kind and helpful,” he
comments. “This is the spirit that kept us going
and also kept us going the extra mile at work, no
matter what.”

SLIDE RULES:
Project manager Laura
Bonicalza and team
members during
construction of DHL’s
new hub at Milan’s
Malpensa Airport.

HANDLING WITH CARE:

Valentina Zaniboni, a dan-
gerous goods coordinator
at DHL’s Malpensa Hub,
ensured that critical goods
received special attention.

“Malpensa offers us
opportunities to expand
services that are critical
to us absorbing our
expanding volumes and
securing the future.”
Alberto Nobis, CEO Europe, DHL Express

26
 A new way of working ing volumes and securing the future,” says Nobis.
“Since the COVID-19 crisis we have had to modify “Bergamo has been key to our Italian operations for
our entire European and global network in ways that two decades, but due to its limited single runway
would normally have taken five years of planning and geographic location in an Alpine region, we are
and evaluation,” says Roy Hughes, EVP Network unable to expand as we need. Despite this, together
Operations & Aviation, DHL Express Europe. “At the with our gateway in Brescia, Bergamo is a key part
start of the pandemic, there were several weeks of our ‘family’ in northern Italy. La Famiglia – ‘family’
where our planes were the only ones flying around – is everything in Italy, and as one DHL family, with
the world. As passenger airlines became grounded, Malpensa, Bergamo and Brescia, we are confident
we had to find other ways of making up for cargo that we can master the future and deliver for our
capacity we normally use for a part of our Express customers, deliver growth and deliver a secure
shipments, such as securing extra charters, which future for our teams.”
we managed, albeit at high cost.”
Alberto Nobis believes that DHL has emerged
with clear priorities and a new way of working.
“First and foremost are the safety and wellbeing of
our teams because that’s also what guarantees our
continuity,” he says.
“Next is technology. Initially, our tech platform
supported 10,000 remote workers, but today there
are more than 200,000.
“Digitalization was something we were focused
on before the crisis, but this has been accelerated
and we are now helping many of our customers
transfer their business online. Technology and
digitalization will be essential to improving both our
offering to customers and the work of our employ-
ees.”
Nobis concludes: “Even though these are turbu-
lent times, we are confident we will grow in the fu-
ture. Despite a significant drop in our volumes at the
beginning of the pandemic in April, we quickly saw a
great recovery in our shipment volumes from mid-
May on. Currently we are growing at high single-digit
rates and all trends seem to be converging toward a
record high peak period from now until year-end.

Investing in the future

In Italy, this growth will also come from a facility at Mario Rota
Milan Malpensa. The company is investing in a new Born in Bergamo, Mario Rota has been a
hub that started operations in September and will photographer since 1993. He lives in the city’s
soon become a crucial part of DHL Express’ Europe- beautiful old town, the Città Alta, with his wife,
an network, with the eventual capacity to increase to a doctor at Bergamo hospital,
1,300 employees and flights linking Europe, the U.S. and his daughter. At the height
and the Middle East. of the COVID-19 pandemic,
Photos: Mario Rota for Delivered. (2); DHL; privat

“Italy is an important European center for Man- Mario spent about 100 days
ufacturing, Agriculture, Life sciences & Healthcare, in lockdown, while his
Automotive and Fashion, so there is a high volume of wife was working at the
exports from the country itself,” says Nobis. “Howev- hospital.
er, our new Malpensa Hub will also be connected to
our global hubs: CVG in Cinncinatti, U.S., and BAH in
Al Muharraq, Kingdom of Bahrain.”
“Malpensa offers us opportunities to expand www.mariorota.com
services that are critical to us absorbing our expand-

27
SOLUTIONS
A RAINBOW OVER BERGAMO
D
HL’s Rainbow Plane, a specially branded Boeing 757 that flew to 45 destinations,
made a momentous stop in Bergamo – referred to in the DHL Network by its IATA
code, BGY – to thank some 350 colleagues who had been working tirelessly around
the clock. Earlier this year, their city had been hit with full force by COVID-19 and became the
European epicenter of the pandemic.

32
The number of countries the
B757 Rainbow Plane visited
during its operation

Photo: DHL

28
 90,000+
The total distance flown in kilometers (56,000 miles)

45
The number of cities that
greeted the Rainbow Plane

29
SOLUTIONS

THE OFFICE –
BUT NOT AS YOU KNOW IT
Since COVID-19 struck, working from home and virtual meetings are no longer a
novelty. But how are we coping with this new world – and has everything changed for good?
What does the future hold for companies and their employees?

E
ven before this year’s global pandemic, the of the opportunity to slack off, for example – will have
world of work was changing. But the coro- been assuaged during the lockdown period. And
navirus has transformed it faster and more many more employees have had the chance to sam-
completely than anyone could have predicted. ple for themselves the benefits – and the disadvan-
Since most countries in the world were in partial or tages – of working from home.
full lockdown, many offices and factories were empty, Oscar Thompson is a credit analyst working for an
and international travel was more or less out of the Australian bank in Taiwan. He previously worked in
question. The usual rules simply couldn’t apply. And the office but has recently been working from home.
so, as if in a particularly grim Grimm’s fairytale, our “In terms of being productive, for me the office is a
old world was replaced by a new and unfamiliar one. more conducive environment,” Thompson says. “We
The question now is, where do we go from here? use an internal communications system, and when
Edwina Fitzmaurice, EY Consulting Global Markets, working from home, the system is slower. Working re-
Business Development, Sector and Solutions Leader, motely also requires more discipline, and there is no
who is spearheading EY’s COVID-19 Taskforce global- work/home life boundary. On the plus side, it’s more

25-30
ly, says going back to the old ways is not an option. flexible – and you can have a nap in the afternoon.”
“We’re moving to a radically new way of thinking, For Neha Gupta, a child and adolescent psycho-
living and working,” says Fitzmaurice. “We’re re-writ- therapist working at Family Tree and The Art of Sport
ing the rules of how to live.” in New Delhi, India, working from home brings partic-
Estimated percentage Rather than working in the new normal, Fitzmau- ular challenges.
of the global workforce rice talks about working in the “new abnormal.” “I find myself being more productive and getting
working multiple days
a week at home by the Perhaps the biggest change has been the switch things done faster, especially as there is no travel
end of 2021 to working from home. Global Workplace Analytics time,” says Gupta. “But the efficacy of online sessions,
(GWA), a U.S. research-based consulting firm dedi- to me, seems considerably lower than in personal
cated to preparing employers for the future of work, consultations. The screen creates not only physical
estimates that 25%-30% of the global workforce will distance between the client and me but also increas-
be working at home on a multiple-days-a-week basis es resistance in the client, thereby impacting the
by the end of 2021. therapeutic relationship.”
But without dependable access to the internet,
Home office pros and cons communcation can be frustrating. “Internet in India is
“The change in how and where people work will have not the best everywhere,” says Gupta. “Therefore, the
far-reaching implications for the built environment, efficiency of the session rests hugely on the internet
sustainability, labor markets, transportation infra- speed and connectivity on that particular day.”
structure, regional planning, tax and labor laws, and The COVID-19 outbreak was an unprecedented
more,” says Kate Lister, the company’s president. “It’s event that forced workplaces to ramp up digitali-
not going to be work as we knew it.” zation efforts. “We had to wholly and quickly adapt
It makes sense for businesses to encourage con- everything – how we work, learn and recruit new
tinued working from home. On average, employers colleagues – to a virtual setting,” says Afra Morris,
who allow employees to work from home part-time a digital media manager at DHL, which has shifted
save about $11,000 per year for each employee all its recruiting to virtual modes; 80% of classroom
working remotely. training to creating learning journeys in different
Many of managers’ reservations about remote formats; and in-person meetings to video and audio
working – the fear that workers will take advantage communication - via Teams and Zoom. “By removing

30
 the mental barrier of office-centric collaboration ­ oogle CEO Eric Schmidt, who, appearing on the TV
G
and socializing,” Morris explains, “we've been able to program “Face the Nation,” stated: “My guess is we’ll
develop a global working experience and grow closer have more demand for office space. Not less, because
as a team.” people will want social distancing.”

Work-life balance – and boundaries Internet interactions

As Thompson found, it can be a challenge for em- Sabine Müller, CEO, DHL Consulting, sailed through
ployees to separate their work and home lives when her learning curve near the beginning of the lock-
working remotely. And then there’s the social aspect. down by identifying four lessons for virtual office
Though few regret not spending hours in their cars management: communication, vision, digital tools
or on crowded, potentially virus-infected buses and and staying healthy and social.
trains, many managers and employees miss the inter- In addition, accidental benefits of lockdown – such
action of office life. as the reduction in carbon emissions and improve-
For all these reasons, the likelihood is that, in ment in air quality, or the partial “re-wilding” of some
future, most people will combine working from home cities – have underscored the importance of industry
with working in the office. becoming environmentally sustainable in the long
Fitzmaurice predicts that rotas of various kinds term.
will be implemented in the office environment in All in all, it seems the pandemic has fundamen-
order to facilitate social distancing. Moreover, she tally changed attitudes. Indeed, Fitzmaurice sees the
believes measures such as mask-wearing, tempera- transformation in thinking as being comparable to the
ture checks, cafeterias either not opening or opening Industrial Revolution or the Enlightenment.
but serving only pre-packaged foods, and regular “In many ways, COVID-19 is being seen as a
sanitizing of buildings are likely to be with us for a wake-up call,” she says. “We’ve all seen how fragile
Illustration: Danae Diaz for Delivered.

long time. we are as a species, and ESG [Environment and Social

Remaining office areas will have to be expanded Governance] is becoming much more important, and
to accommodate social distancing, with employers boards are taking it very seriously. There is a very live
needing to expand working areas to allow for more conversation around that, and leaders realize they
space between workers, partitions and directing are being watched and that the values they espouse
the flow of footfall, explains CNN. They cite former affect their brands.” Cathy Dillon

31
VIEWPOINTS

Delivered. upskills with…

32
BRIGHT JAJA
 The entrepreneurial Nigerian-born CEO of iCreate pandemic, connecting them to clients, training and
Africa explains why he’s on a mission to rebrand vital business resources. “The platform creates a digital
representation of their skills and services, and allows
skills such as welding and plumbing and make them
clients to schedule services and transact through an
more appealing to young people. interactive payment system,” explains Jaja.
Despite the pandemic, he believes this is an exciting

A
time for Africa. “I want to create a solution that the
s a 10-year-old growing up in Abuja, Nigeria, next generation can benefit from,” says Jaja. “Africa is
Bright Jaja would go to the local market where the future of the world, and we need to empower and
his mother worked as a trader. “Before I went upskill our young people so they can be ready for the
to school, I’d help arrange her stock,” he says. “Then, amazing opportunities becoming available.”
after school, I’d go to the market to help her sell. I
spent more time there than I did in the classroom.”
Plainly, Jaja – who recently appeared on the Forbes When did you get the idea for iCreate Africa?
Africa 30under30 list – was an entrepreneur from I used to go into a school to teach skills to kids. Also,
a young age. At 20, he set up a dance studio called I looked at how the ministry of education was tack-
Redance Africa, then won the Abuja Young Fellowship ling the skills gap and unemployment problem and

750
Award and was the youngest speaker at the first TEDx realized it didn’t have any new, innovative ideas. Times
event in Abuja. are changing, and you can’t fall back on the same old
His latest project, however, has really made system you used five years ago.
people sit up and take notice. In 2017, he founded
The number of young
iCreate ­Africa, a social enterprise that aims to ad- How does iCreate Africa work?
people who participated in
dress the challenge of youth unemployment across iCreate Skills Fest events When we started, the idea was to create a hub for skills
the continent by championing skills development. “I in 2019 that will be required in the labor market in the next
thought: ‘Why is it that young people aren’t doing jobs 10 to 20 years, including construction, fashion, arts,
that already exist in the labor market?’,” says Jaja. beauty and technology. We do have a Skill Hub (based
“Jobs like bricklaying and carpentry, for example. It’s in Abuja), which serves as center for skills services, and
because society has defined that technical skills are for where young people can get together, display their
people who aren’t ‘educated.’ ‘Educated’ people go to work and collaborate. But that wasn’t enough. I knew
university, get a degree and come out the other end as we had to make people understand that their skills are
a lawyer, doctor or accountant. But that’s a stereotype. a global currency.
Education is everywhere.” Jaja is therefore desperate
to “rebrand” technical and vocational skills that will be Why has Skills Fest been successful?
in big demand in Africa in the next 20 years. One of the biggest problems we had in Nigeria is that
One of the ways he’s doing this is via a skills compe- people weren’t proud of their skills. Instead, they
tition called the iCreate Skill Fest, which iCreate Africa thought of their skills as something they had to do in
has hosted in Abuja, Kaduna, Enugu and Lagos in part- order to survive. Now, at Skills Fest, everyone is paying

5
nership with companies such as Bosch and Sterling more attention to sharpening their skills because there
Bank. Competition entrants compete in numerous skill are lots of opportunities. Skills Champions can even
categories – including welding and fabrication, video become brand ambassadors for companies, which, in
production and drone piloting. The winners, known Nigeria, is something that traditionally only happens
as Skills Champions, receive cash prizes, tools and
equipment and, most important of all, training. Ideally,
MILLION to celebrities. For example, Bosch signed an iCreate
bricklayer as a brand ambassador. So everybody wants
Jaja wants to empower Skills Champions to become The number of jobs to get to the final – and that helps create interest in the
Bright Jaja wants to create
entrepreneurs and get them to the point where they over five years by bridging skills they have.
can each employ five people. the skills gap in Nigeria
Following on from the success of Skill Fest, Jaja is How do you reach young people to get them involved?
launching the world’s first technical and vocational Through media and videos. We’re also developing a
skills league in 2020. The iCreate Skills League (ISL) mobile phone app to highlight all the skilled trades
will feature 37 teams picked from technical schools available and the opportunities they offer. Plus we
from each state in Nigeria. “The teams are going to be publish a skills magazine called iCreate that showcas-
made up of – for example – the best tilers, bricklayers, es the Skills Fest winners – and we’re planning a Skills
barbers and plumbers from each school,” reveals Jaja, Park, an environment where young people can work
who wants to replicate the idea across the continent. together and be inspired by each other. My message
Photo: Ejionueme Ngozi

In response to the COVID-19 crisis, iCreate Africa to young people is: “Don’t wait for someone to tell you
has recently launched a digital platform, www.Skillers. what to do. You are the solution.” Tony Greenway
ng, to support the seamless operation of skilled
www.icreateafrica.com
professionals and service businesses amid the global

33
 –› THE DEBATE ‹–
I
n these times of seemingly permanent crisis, good leadership is Is it perhaps possible that – whisper it – women make better leaders in
essential, and not easy to find. Most of the world’s leaders are – crisis situations than men? In the second installment of our series The
still – men. Increasingly, however, some of the most prominent debate, this fascinating possibility is explored by author, speaker and

”
and respected leaders are women: Chancellor Angela Merkel of
Germany, for example, and prime ministers Jacinda Adern of New
Zealand and Sanna Marin of Finland. An analysis published in the So-
cial Science Research Network suggests that “COVID outcomes are
systematically and significantly better in countries led by women …”
social activist Dr. Auma Obama and Deutsche Post DHL Group’s Head
of Global Media Relations Anita Gupta. Based on their observations
of what constitutes good leadership, they provide their viewpoint
on whether women outperform men at the top when the going gets
tough and immediate, far-reaching solutions are urgently needed.

Anita Gupta: Do women make better leaders in a crisis? Based In an increasingly volatile and unpredictable world, it’s vital
on my experiences, the answer to this question is a clear yes. for any organization to focus on its diversity in general, not
Women perform very well as leaders, particularly in times just on gender. There is no doubt that mixed teams are a great
of crisis. In my career, I have encountered many women with source of strength, as they draw from a huge pool of valuable
excellent crisis management skills – both in business opera- experiences. An organization’s leadership needs to fully reflect
tions and in communications. Likewise, in politics, it currently the diversity of its customers and other stakeholders. Only
appears that countries led by women have mounted a strong then will it be sensitive enough to respond to the changes in
public health response to the coronavirus crisis – just look at expectations, views and demands that can eventually lead to
New Zealand, Germany, Taiwan or Finland. abrupt challenges – or new opportunities. There is no doubt
that bringing many different opinions to the table can only
So, why might women make better leaders in a crisis? An improve decision-making.
argument that I find quite convincing is that women are more
comfortable with multitasking. A crisis requires many different, Therefore, I am convinced that societies and companies have
high-priority elements to be managed simultaneously. The key much to gain when they fully tap the power of diversity – not
facts, the likely impact and possible courses of action need to just in times of crisis. Fortunately, we have seen rapid prog-

”
be established fast, with a response team structured to monitor ress in diversity – also in leadership ranks. Organizations have
the situation 24/7, act quickly and proactively deal with all become much more permeable and inclusive. Nevertheless,
affected stakeholders in real time. my dream is that, at some point, we will no longer have to talk
about gender, equal opportunities or diversity – because it will
This requires keeping a cool head, scanning all developments become a natural part of our lives.
with 360-degree radar, and efficiently switching between the
different key priorities to contain the crisis – usually under ex-
treme pressure. In my experience, women do very well at this. Anita Gupta is Senior Vice President Global Media Relations
But of course you can’t generalize, as there are & Regional Head of America, Communications Sustainability
many men who are also adept at multitasking. Brand at Deutsche Post DHL Group. Previously, she was
On the whole, however, I believe that women responsible for Communications & Sustainability in Asia
may have certain advantages in this regard. Pacific/EMEA, after having worked in various lead-
ership functions at Citibank and American Express.
If you think I’m building up to singing the A Rotarian and a global citizen with roots in India
praises of female leaders and making a and New York, she has also developed community
plea for the world to be run by women support programs with the Missionaries of Charity,
… Wrong! Yes, I think there is much to an organization founded by Mother Teresa, imple-
be said for promoting more female mented a women’s employment program in Venezuela,
leadership – in politics as well as in introduced indirect micro-finance lending to women in
business. But the ability to manage unserved communities and pioneered DPDHL’s Global
crises is not the sole require- Volunteer Day.
ment of being a leader, and not
every woman leader is a better Ms. Gupta is a Global Advisory Council member of
leader than a man. What’s Vital Voices, a non-profit organization promot-
more, I very much believe in ing women’s economic, political and social
balance. advancement around the world.

34
 ”
Dr. Auma Obama: I have no doubt at all that women make ­ verywhere – from the household or in businesses right up to
e
better leaders in a crisis. No matter at what level, practically the highest levels of leadership and power – showing that they
throughout our whole lives we are trained to deal with crisis. are able to handle any crisis, in any of the above-mentioned
Ask, for example, any woman who is a sister, aunt, wife, mother areas.
or grandmother. Women are lifelong crisis managers. Whether
it’s dealing with a 40-degree fever in the middle of the night or It’s my personal quest to ensure that we see more women rise,
a fall off a bike resulting in a broken tooth or limb, nine out of assert themselves and take their place at the table of lead-
10 times it’s the woman who steps up, rushes in and saves the ership. We have the skills – and the experience! It’s time we
day, or the night, 24/7, 365 days of the year, every year. stopped stepping back and letting the men take the lead and/
or credit for achievements that we have, in equal measure,
So, armed with years of experience, it’s no wonder that we are contributed to. That’s what my foundation, Sauti Kuu, is all
able to step up and lead at any level in a crisis. Speed of re- about. It’s about making sure the girls don’t get left behind, and
sponse, clear-headed focus, multitasking, mixed with empathy: that the boys learn to accommodate the girls, while learning
It’s all in a day’s work and part of that lifelong training. other social, emotional and technical skills. It’s about equity –
being judged by the strength of your character and deeds and
We are socialized to nurture, to persevere as primary care- not by your gender; about women being given the chance to
givers – and not only as mothers. Almost all girls experience show what they are made of, and their bringing their skills and

”
this from a very early age. I remember my own childhood in experience to the forefront. Our more recent history reflects
Kenya, growing up as the only girl among brothers. Only I this, showing us that women can be equally good or even bet-
was expected to help with the cooking and the household ter leaders than men. Not because it’s a battle of the sexes, but
chores, while my brothers were allowed to play – not so much because it’s just a fact. For the longest time, behind every great
at my parents’ house, but definitely at my grandmother’s. This man was a great secretary (PA) and/or a devoted wife!
kindled a spark of rebellion in me and turned me, at a very early
age, into something of a champion for gender equity, greatly
influencing my later work with children and young people, and Dr. Auma Obama is the founder and Director of the Auma
leading to my founding the Auma Obama Foundation Sauti Obama Foundation Sauti Kuu, international keynote speaker,
Kuu (Kiswahili for “Powerful Voices”). But it also made me not book author and guest lecturer on the topics of ecological and
just a great homemaker, but the one who, when needed, could economic sustainability and social responsibility. Dr. Obama
quickly jump into any difficult situation to save the day! Ask was born and raised in Kenya and studied in Germany, where
anyone in my family. So many times I heard that I should have she received a master’s degree from Heidelberg University.
been the firstborn son (!). It was obviously not enough to excel She also studied at the German Film and Television Academy,
as a girl. My competence, although a result of my upbringing as Berlin, during which time she also gained a doctorate at the
a girl, was attributed to my being tough like a boy!? A University of Bayreuth.
paradox.
Active in a number of organizations, Dr. Obama
Today things are changing, of course, at least is a Counsellor, as well as the Chair of the
in many parts of the world. Globalization and Children and Youth Commission of the World
internet connectivity are opening up our soci- Future Council. She also sits on several
eties in a way that cannot but include women boards. Her bestselling memoir “And Then
as critical players in the bigger scheme of Life happens” was published in 2012. Dr.
things. Take Saudi Arabia, for example, where Obama is the sister of the 44th U.S. President
young women, or indeed women of every age, Barack Hussein Obama.
now have opportunities to stride out into
Photos: Emmanuel Jambo; Andreas Kuehlken/DHL

the world in ways that their mothers

would never have dreamed of. Or look
at the many female entrepreneurs
all across Africa that are taking their
rightful place at the continent’s tables sautikuufoundation.org
of power and being recognized for
it. Women are proving their metal sh-m.de

35
VIEWPOINTS

AFRICA, NOW IS YOUR TIME!

The liberation of young Africa’s energy and drive, together with the continent’s immense
natural wealth and abundant environmental and cultural resources, could launch a
power and passion as potent and transformational as the time when the first humans left
Africa about 1.5 million years ago to spread across and prevail over the world, believes
Amadou Diallo, CEO, DHL Global Forwarding Middle East and Africa.

AMADOU DIALLO
Amadou Diallo has been CEO of DHL Global Forwarding Middle
East & Africa since June 2017. He is the founder of Saloodo! G
­ mbH.
He was previously CEO of DHL Freight, CEO Africa and South Asia
Pacific, DHL Global Forwarding, prior to which he was Chief Finan-
cial Officer of Deutsche Post DHL Logistics Divisions and Manag-
ing Director for the integration of Exel and DHL. Mr. Diallo has more
than 25 years of experience in the tourism, banking, express and lo-
gistics industries. He is Senegalese and fluent in several ­languages,
including English, German, French, Fulani, Wolof and Spanish.
Mr. Diallo is Chairman of Amref in Germany and on the boards of
­Welthungerhilfe, Africa 2.0 and Schiller International University.

amadou.diallo@dhl.com

saloodo.com

A
couple of years ago, McKinsey published a survey about this potential and energy springs from – and, more importantly,
growth in Africa. I can’t say I was surprised to discover that how it can be harnessed and where it’s going.
two-thirds of all respondents thought that the continent’s Africa is lucky to be both resource-rich and resourceful. First,

Illustration: Nina Tiefenbach for Delivered. (based on a photo by Banouna Diallo)

combined GDP will be among the fastest-growing in the world this is a continent that has youth on its side. It’s blessed with a
over the next 20 years, because I think so too. young population – the youngest on the planet, in fact – that is
When a country has immense wealth – in terms of both natural hungry for knowledge, democracy, growth and quality of life. The
resources and passionate, bright and talented people – it should people are impressively dynamic, unceasingly creative and keen
do well. In the case of Africa, this holds true for the entire conti- to make their mark on their respective countries and the world. It’s
nent. And yet, to date, only some of Africa’s countries do well, while reassuring to know that the future is in their hands.
the great majority of them lag behind the rest of the world. Much Then there’s Africa’s geological good fortune. One study found
potential is wasted, as poverty and deprivation resulting from that the continent has around 600 million hectares of uncultivat-
corruption and post-colonial exploitation are still the order of the ed arable land, roughly 60% of the unexploited global total. This
day in many places. opens up the tantalizing possibility of Africa feeding the world, al-
Nevertheless, things are changing, and post-COVID-19 Africa though it’s an opportunity that has yet to be unleashed. And while
is on track to emerge as the one of the world’s fastest-growing it’s true that Africa still needs to build its own food self-sufficiency,
continents. Anyone can see that Africa is ripe with potential and change is in the air. Take Senegal, which used to be one of the big-
fizzing with energy. It was, however, gratifying to know that other gest importers of food – particularly rice – from Vietnam, Thailand
people agreed with me. What I find truly fascinating is where all and India. Now the country is increasing rice production within its

36
own borders, thus allowing investment that would have been spent visit Senegal, as it would be for a European or a U.S. citizen. That
on food imports to be made in other areas. can’t be right. The administrative burden at these inherited borders
Africa also has approximately 30% of the planet’s mineral has long needed to be simplified so that Africans can easily access
reserves, many of which are used in battery development, making each other’s markets, allowing people, capital and goods to move
it a huge draw for companies in the technology sector that create around freely.
connected innovations to power the world. Indeed, there were – at That’s why the African Continental Free Trade Area (AfCFTA) is
the last count – more than 600 tech hubs distributed across the such a game-changing moment. Created by 54 of the 55 na-
continent, in countries as diverse as South Africa, Nigeria, Morocco, tions recognized by the African Union, AfCFTA’s launch has been
Ethiopia and Rwanda. In fact, Rwanda – where Mara smartphones delayed due to COVID-19. But when it finally comes into force –
are manufactured – recently partnered with China’s Alibaba to hopefully in 2021 – it will make it easier for local and international
establish Africa’s first electronic world trade platform. companies to set up manufacturing platforms, while ­simulta-
Lastly, but no less importantly, Africa is replete with “tradition- neously opening up a huge domestic market (an expected 1.4
al” energy resources. Mozambique, for example, holds 100 trillion billion people by 2025). It will also – according to an estimate from
cubic feet (Tcf) of proved natural gas reserves – which, incredibly, the U.N. Economic Commission for Africa – boost intra-African
is more than Qatar. Nations such as Nigeria, Angola, South Africa, trade by 52% by 2022. Dismantling red tape and dispensing with
Senegal, Morocco, Egypt, Libya and Gabon are oil-rich; but Africa tariffs will create opportunities for entrepreneurs, bring huge
is also a popular location for renewable energy companies that are economic power and influence, and help rid Africa of its damaging
keen to harness its limitless solar and hydro power potential. colonial and post-colonial thinking.
In this last regard, Africa’s liberated young people are already
A growing manufacturing center one step ahead. They’re simply not interested in looking back to
Mix all of this together, and the result is affordable energy on a vast how things used to be or politely maintaining the damaging colo-
scale – which, combined with the young population, makes the nial status quo. Instead, their aspiration is to run their own lives,
continent an extremely attractive location for manufacturing firms. make change happen and generate new business opportunities
An added bonus is the geographical advantage of being close to inside their own markets. It’s why so many small companies are
huge consumer markets in Europe, the Americas and Asia. In fact, currently rising up across Africa.
I believe Africa is reaching a turning point because it currently dis-
plays the same dynamics that were seen in Asian manufacturing Jettisoning old ways of thinking
centers such as China, Vietnam and Pakistan before their exponen- It’s crucial that African leaders and politicians adopt the same
tial growth. modern mindset. For example, Abiy Ahmed Ali, the Ethiopian prime
For instance, industrial zones are growing in locations such minister, and Édouard Ngirente, the Rwandan prime minister, are
as Kenya, Ghana, Rwanda and Morocco. Currently, Morocco’s in their mid-40s and possess youthful outlooks that have rejuve-
industrial zones annually produce 600,000 cars – which would nated their respective countries. This is how it should be, because
otherwise have to be imported. That’s a promising development, Africa’s young people now expect and demand a revitalized and
because when most of the vehicles driven in Africa are made in efficient leadership and a high level of transparency that consigns
­Africa, it will be a catalyst for more jobs and more investment. corruption to the dustbin of history. They want governments that
Then there’s Ethiopia, which has grown as a center for apparel are accountable for their actions and leaders who will invest in
manufacturing and was recently called “Africa’s new growth en- tangible projects that make a real difference to the lives of their cit-
gine” by the World Economic Forum. izens. And they want high-caliber education systems that guaran-
Of course, more – much more – needs to happen in order for tee free and equal access to learning for boys and girls so that they
Africa’s manufacturing potential to be unharnessed. Major steps can go on to become the innovation drivers and wealth creators of
forward will be African autonomy; efficient, low-cost energy; and tomorrow.
intra-African free trade. While there is still a lot more to do – like anywhere else – the
excitement, energy, passion and determination across the conti-
Benefits of Africa’s common market nent is palpable because there’s a feeling that, by shaping its own
The borders in Africa have been stifling its development for de- destiny, Africa is on the threshold of an enormous change – one
cades. The irony is that these are not natural borders. They were that could entirely transform its standing in the world. Now we
set during the Berlin Conference of 1884, when Europeans and need to step up a gear, capitalize on that incredible potential, and
the U.S. carved up the continent into chunks, designing regional make it happen.
maps in a completely arbitrary way with little or no thought for We are now shaping our destiny by ourselves and should reap
local cultures, ethnicities and languages. That’s why it is today as the benefits for our own people – and thereby, for the world.
complicated for an Algerian to visit Morocco, or for a Kenyan to That’s why I shout out loud and clear: Africa, your time is NOW!

37
VIEWPOINTS

WHAT’S THE STORY, MR. OTTO?

PRINTING TO PROTECT OTHERS

To meet the huge demand for visors needed by intensive care doctors during the
coronavirus pandemic, technician Philipp Otto repurposed the 3D printers at the
Deutsche Post branch in Hagen, Germany, to produce them.

I
work with my trainees in the operating systems technology other protective equipment, hospitals were in urgent need of
department in Hagen. We have two 3D printers running 24/7. visors to protect healthcare professionals from possible infection.
Until recently, they used to manufacture spare parts for letter A friend of mine suggested that we could produce them on a 3D
and parcel center sorting machines. That was before the advent printer right here at the branch. I was immediately intrigued with
of the coronavirus. the idea and decided to figure out how we could do it. We found
When the crisis hit Europe, everyone was aware of how hard the template for the visor on the internet. All we had to do was
medical staff were working, and how desperately they needed install a program for layer printing, and we were ready to go.
personal protective equipment (PPE) to keep them safe while I pitched the idea to our branch manager, Karl-Heinz Behrens,
caring for coronavirus patients. The close contact they had with who immediately jumped on board. So I started production with
those infected with the virus put them at serious risk of infection. my trainees. Now our 3D printers are turning out headbands
I got my idea during the March vacation, which I had to spend for protective visors. It really is a win-win situation, because the
at home due to the corona pandemic. I heard that, in addition to trainees under my supervision have an opportunity to make a
positive contribution, and they can learn something at the
same time.
In addition to the 3D printer we already had on site, a second
one was quickly added. In just four hours, the printers can cre-
ate two headbands with mounting strips and studs, to which an
elastic band and the transparent visor are then attached.
In simple terms, what we’re doing makes use of the same
concept as a hot glue gun. Eighty layers, each just 0.28 millime-
ters thick, are built up one on top of the other to produce each
headband. We’ve now produced a total of 600 protective visors
to help the hospitals in the region. And to top it off, the materi-
als for each visor cost less than €2 ($2.36). Katharina Stahl

FINE PRINT:
Trainer Philipp Otto (right) and
trainee Julian Dworaczek (left) produce
protective visors on 3D printers.

80 600
Photos: DHL; Mario Rota for Delivered.

FACT: The number The amount of

A layer-printing template was of layers protective visors
installed on the 3D printers so they needed to already produced
could make the headbands for the make each to help regional
protective visors headband hospitals

38
1.5
M I L L I O N
The amount in euros that was raised by “Delivering Love to
Italy” and #noisiamoDHL – a fundraising campaign created
by Simona Lertora, Marketing Director, DHL Express Italy, for
hospitals in Italy during the COVID-19 pandemic. Starting in
Bergamo, the first funds were used to purchase 350,000 sur-
gical masks for the city’s hospital, and then donations were
made farther afield as the campaign reached traction via so-
cial media and was also promoted by the national press.

Donations can still be made at:

bit.ly/33PwnIz

39
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