Uniting 100,000 employees to transform a global business.

Issue
In 2008, DHL experienced significant losses and a fragmented culture. Operating in 220 countries, the company needed to unify the employee experience and ensure consistent alignment with its brand promise worldwide. The challenge was amplified by the sheer scale of its workforce – 100,000 employees working across 46 different languages.

Insight
DHL’s diverse workforce was a key strength, but it also challenged cohesion. Employees needed a genuine connection to the mission and each other. Lasting change required translating values into daily actions and building shared ownership globally.

Idea
The Certified International Specialist (CIS) programme catalysed change. It began with a two-day Foundation, followed by tailored modules to build expertise and collaboration. Branded content, such as live-action films and interactive presentations, supported an engaging learning experience.

CIS was integrated into daily operations through personalised passports, performance reviews, and career development criteria. Completing each module earned a passport stamp, reinforcing progress and engagement. The programme’s design ensured it was memorable, scalable, and impactful.

Impact
Within two years, DHL returned to profitability, earning €1.8B in 2009 and €2.4B in 2011. CIS redefined company culture and contributed to DHL being named the world’s top Great Place to Work in 2021. By connecting employees to the brand promise, the programme also enhanced the customer experience.

Press