CEO Today - UK Awards 2022

increase capacity in the network to cope with a 50% uplift in parcel volumes at the start of the pandemic and then run like that as the ‘new normal’, immediately. We were lucky in that we were already building a massive new overnight sortation facility in Hinckley before the pandemic, so we were able to bring that online and get it fully operational last year. That’s the level of investment we’ve been making over the last 10 years in the UK, and it paid dividends having that in the pipeline. But we also had to accelerate the expansion of the local depot network to cope with the demand. We were able to open 15 new sites in 6 months and again, we’d been planning that investment, we just had to really fast-forward it! As a result, we had a record-breaking peak last year – the Black Friday and Christmas period – which is always a massive focus for the business. Have there been many exceptional challenges that you have had to overcome in your new role? We went through the equivalent of three years growth at the start of the pandemic, almost overnight. The operation is still running at that level and that has meant looking for improvements in efficiencies and different ways of doing things on an ongoing basis, while also looking after the team and recruitment. Similarly, Brexit is still an issue. We provide delivery services to around 200 different territories but most of our international traffic is to and from the EU. We deal with all different sizes of customers on the international side of the business and I think everyone found last year tough going. But by the end of the year we were definitely seeing things improving. I think this year is about continuing to rebuild that traffic. The driver shortage has been a long-term challenge for the whole industry, but it certainly came to a head last year. We’ve had our own recruitment and retention initiatives running for years. For example, incentivising staff from the warehouse and other parts of the business to consider a driving career with DPD, and we had over 800 applications this year. In June we went up a gear, establishing our own accredited test centre at our head office in Smethwick, which employs DVSA examiners. As a result, I think we’re in a really strong position going forward. What motivates you to excel as a leader at DPD? First and foremost, the people. The DPD team is incredible. We work in a very tough sector. It is an industry where you, the business, everyone has to perform every single day, no matter what the weather, the traffic or anything else throws at you. We are in the spotlight. But it creates the most incredible people who go above and beyond, every time. Also, working with the very best online retailers. There is so much innovation in that sector and we have created some fantastic partnerships. We are responsible for their delivery service and I think that drives us to keep investing and improving, to be the best we can be. There is also the sense that we can genuinely drive change. The delivery industry has changed beyond recognition in the last ten years and I think we’ve played a huge part in that with technology and improving the customer experience. And we can see it with our sustainability work. We get frustrated at times, for example, when we can’t get hold of enough electric vehicles in the UK. But it is because we want to have the cleanest, greenest and most sustainable business, as soon as possible. Can you tell us anything about DPD UK’s plans for 2022 and beyond? One of our big aims is to be the UK’s most sustainable delivery company. This year we plan to have over 3,000 electric vehicles on the road in the UK and our vision is that by 2023, we will have 5,000 EVs and 30 city centres delivered on all-electric vehicles. We went through the equivalent of three years growth at the start of the pandemic, almost overnight. The operation is still running at that level and that has meant looking for improvements in efficiencies and different ways of doing things on an ongoing basis CEO Today Un i t ed Ki ngdom Awa rds 202 2 www. ceotodaymagazine . com 10

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