It’s not long ago that more than 80% of DSV’s earnings were generated in Europe. Actually, a big part of the motivation behind the acquisition of UTi was to gain and develop new markets. In 2017, the split is closer to 50/50, not because we have lost market share in Europe, but because the addition of UTi significantly changed our footprint.
So from every perspective, DSV is now a global rather than a European player; and globalisation has become a general theme.
In the August issue of Moves, our corporate magazine, there are feature stories from every DSV continent – Africa, Asia, Australia, North America, South America and Europe – which clearly demonstrate our enhanced footprint and service offering, not least in emerging markets. You can also read up on our global leadership training programme; and even the column is dedicated to the theme of global cyber-attacks.
Governing a large global organisation
With the business integration of UTi now in the last phases, and our business once again fully focused on selling on old as well as new markets, we are now able to refocus on our Environmental, Social and Governance (ESG) profile.
Focus on ESG is a clear expectation of an international corporation, and something we fully support in DSV. The expectation is expressed from multiple sides; customers, authorities, investors and DSV’s own employees. However, it’s not easy to ensure a unified approach to ESG across a very large global organisation spanning many cultures.
It’s very much a work in progress, something we need to work at, and while this work has of course been on-going in both UTi and DSV for several years, in some ways, we need to start again and rethink, because we are different – bigger and more diverse.
The DSV Code of Conduct is an important pillar in the construction of ESG across our new organisation, as it outlines our universal approach to professional and ethical behaviour. It cannot be qualified or bent – it must be observed and interpreted the same way on all continents, across borders and cultures.
Other pillars are our global values and global agreement with Red Cross | Red Crescent, because together these initiatives help define a clear ESG profile for DSV. And more initiatives will surely follow to support the existing ones.
A clear profile makes a difference
And it’s important that we can demonstrate to internal and external stakeholders that we are a well-governed company with a clear profile. It makes it easier to make decisions about DSV, whether it’s a decision to (keep) work(ing) for us, sign on as a customer or buy DSV shares.
Jens Bjørn Andersen
Excerpts from the editorial of Moves from August 2017