Your default browser language is set to . Browse this site in another language: Continue color Created with Sketch.

Reports and Whitepaper

Read logistics-related industry reports, & sector-specific important-export guides here.

View all resources
  • Newsletter subscription (View Sample)
  • Get a sales representative to contact me
  • I agree to the  Terms and Privacy Notice
ALSO WORTH READING

Decarbonization strategies: From DIY to Do It Together

In the pursuit of low carbon emission logistics, companies are realizing that getting to the finish line will not be a solo effort.
In the pursuit of low carbon emission logistics, companies are realizing that getting to the finish line will not be a solo effort.
23 October 2024 •

Can you DIY decarbonization?

Imagine a world ‘fueled’ by renewable energy – endless electricity driving everything from cars and cranes to buses and buildings. Many experts say the idea is optimistic but feasible.

But how do we get there? The overall trend is clear and encouraging: the world is striving to become greener, and companies are increasingly developing decarbonization strategies. Yet how much can one company do on its own?

Global organizations like ours can make strides independently, but much depends on factors beyond our direct control, such as public infrastructure, the ramp-up of renewable energy, and new technology. And the cost of do-it-yourself decarbonization projects can be high. Since 2021, we have invested nearly €900 million in technologies, processes, and solutions to decarbonize our business.

A goal without a grid

Case in point: As we build our sustainable fleet, our electricity demand will triple or quadruple the amount we need today. That is one of the reasons we recently signed a ten-year contract with RWE Supply & Trading to purchase around 104 gigawatt-hours of electricity and launched a partnership with E.ON to equip our distribution centers in Germany with fast-charging infrastructure.

The RWE deal covers about 19 percent of our current annual electricity needs in Germany, which is substantial but not a silver bullet. Still, partnering with RWE represents a step forward in our decarbonization strategy that hopefully helps drive the general transition to renewable energy.

"Over time, with the electrification of our fleet, our electricity demand will triple or quadruple the amount we need today," said
Erik-Jan Ossewaarde, Senior Vice President of Global Sourcing Operations, Energy & Equipment at DHL Group.

We are not alone in our decarbonization process

The RWE deal, a so-called power purchase agreement (PPA), is part of a noticeable trend. PPAs currently account for 35 percent of the total procured renewable power among companies surveyed by S&P Global. According to Oxford University’s Net Zero Tracker (NZT), half of the world’s largest companies are committed to net zero.

However, the reality is a bit like driving through heavy traffic on a rainy day – slow progress, frustrating delays, and constant uncertainty, which make the journey far more challenging than anticipated. The NZT reports that only 4 percent of global corporate net-zero commitments fulfill the ‘starting line’ criteria set by the United Nations Race to Zero campaign, a collection of non-state actors committed to a standard set of actions aimed at halving global emissions by 2030. We joined the Race to Zero in 2021.

The stark contrast between stated and achieved decarbonization goals might seem like failure or insincerity. But the real hurdles to progress are the complex political, economic, technological, and societal challenges. The biggest challenge is that sustainable infrastructure lags behind ambition: the power cord does not reach the outlet.

Extending that cord comes with a hefty price tag: McKinsey estimates that a net zero world will require $275 trillion in cumulative spending on physical assets, including the successful deployment of emerging and untested technologies. Companies, communities, governments, and individuals are stuck in the middle, grappling with tough decisions on investment timings, options, and methods to decarbonize.

Sustainble green building. Eco-friendly building in modern city. Sustainable glass office building with tree for reducing carbon dioxide. Office with green environment. Corporate building reduce CO2.

Decarbonization from the ground up

A decarbonization strategy has to start somewhere. And like most DIY projects, it begins at home.

At DHL, we have created a Carbon Neutral Building (CNB) Framework to guide the process of decarbonizing our facilities. It includes 20 standard and 15 advanced efficiency and decarbonization ‘levers’ for CNB design identified by our Corporate Real Estate team.

The DHL Express offices at our Leipzig Hub are a real-life example of CNB in action: Five office buildings and a multi-story car park with an on-site solar installation generating some 75 percent of its energy needs. Even the DHL logo is a solar panel.

Solar power is arguably the most straightforward solution for DIY decarbonization. It immediately lowers external electricity demand and can reduce heating emissions. Unfortunately, it does not work on every roof, the initial costs remain high, and storing solar energy for later use is still quite expensive.

For many companies, real estate accounts for only a tiny portion of total emissions. But buildings are highly visible to employees, customers and other external groups – from policymakers to the press. So, while even a complete portfolio of CNBs can only do so much to support our decarbonization goals, they pave the way for tackling one of the trickiest infrastructure problems logistics companies face: decarbonizing road transport.

"The term ‘carbon-neutral building’ is misleading because they are much more than that. They are part of a local ecosystem and the backbone of the charging infrastructure for zero-CO2e-emission transport," said Jakob Wegenast, Head of Global GoGreen at DHL Supply Chain.

Let’s go electric

An electric world fueled by renewable energy really is not so far-fetched. For example, we plan to electrify 60 percentof our last-mile pick-up and delivery (PuD) vehicles by 2030. Combine that with carbon-neutral buildings powered by green electricity, and you see just what that world could look like.

But here again, this realistic and feasible blueprint on paper can prove to be extremely complex and difficult to build in the face of insufficient infrastructure.

Electrification is undoubtedly one of the most essential parts of the decarbonization process. While we are on track to meet our last-mile goal, we are also working to increase the use of sustainable fuels, such as biofuels and hydrogen, and electric vehicles for heavy-duty transport to 30 percent by 2030. The first step in achieving these goals is aligning the electricity supply at DHL facilities with on-site EV charging infrastructure.

Most of our EVs are PuDs – smaller vehicles and vans charged overnight at DHL facilities. Although we can manage the overall increase in electricity consumption and peak power demand for these vehicles, things get more complicated when we introduce trucks because they need more power. Due to the higher mileage and average electric consumption, it takes the same amount of electricity required for 60 PuD vans to charge one electric linehaul truck.

Although decarbonization solutions like these can help a facility reduce electricity consumption and increase on-site renewable energy supply, building the necessary charging capacity is a long-term project. For example, if we electrify 80-100 percent of all our vehicles in Germany, our electricity demand would increase sevenfold. This power must come from renewable sources to achieve our decarbonization goals.

This is where DIY decarbonization strategies hit a roadblock. And why we need other solutions to bridge the gap, including collaboration with like-minded companies.

"It’s not like you can just keep adding new cables to existing charging points as your fleet expands. You need expanded grid connectivity and generation capacity, and both will take time to implement," said Michael Lohmeier, Vice President of the DHL Group Clean OPS Technology Center.

From roads to runways: Infrastructure upgrades for clean operations

Here are just a few of the ways to decarbonize the logistics industry

Sustainable aviation fuel (SAF)

Fossil fuels in aviation cause ~2 percent of global CO2 emissions each year. SAF can effectively reduce CO2 emissions by up to 80 percent compared to conventional jet fuel.

Electrifying the last mile

Significant progress has been made in last-mile delivery and some mid-range linehaul operations. By 2030, DHL aims for 60 percent of its pickup and delivery (PuD) vehicles to be electric. Some 25,000 electric PuD vehicles are on the road already.

Sustainable maritime fuel (SMF)

The industry is exploring alternatives (e.g., biofuels, ammonia, hydrogen, electric) but faces challenges like costs and lack of infrastructure or international standards.

Multi-modal transport

Multi-modal solutions help optimize transport routes, using the most energy-efficient mode for each leg of the journey (e.g., diesel truck transport causes around 5x more carbon emissions than rail transport).

Solar energy

The simplest way to install renewable energy on-site, often with a payback within ten years or less. DHL Express’ new hub in Atlanta generates over 50 percent of its electricity using solar panels.

Charging heavy-duty vehicles

Truck chargers need high-power output (megawatts) for fast charging (under an hour) to meet trucker schedules. One electric linehaul truck requires as much electricity to charge as 60 PuD vans.

Dynamic charging

Dynamic charging uses overhead lines to top up truck batteries as they drive, increasing range and reducing reliance on bulky batteries, making electric trucks more practical.

Electric planes

Electric or hydrogen-powered long-haul aircraft will probably not be available until the next decade at the earliest. E-planes will likely be only smaller aircraft for shorter ranges, like Alice – a plane we are testing in partnership with Eviation Aircraft.

The decarbonization process is a team sport

In the past, many companies developed their business model based on the available infrastructure. That is changing – and this new perspective requires a fundamental shift in how companies approach infrastructure. They need to look beyond what is there now and consider future needs and the ability to expand. That means joining forces with unconventional partners, such as power providers, exploring new territory with familiar partners, such as customers, and forming alliances with like-minded businesses to encourage change in public policy.

Our agreement with RWE to purchase renewable energy from an offshore wind farm is a case in point. It shows that a traditionally straightforward transaction between the public power grid and a corporate customer can now be a private sector negotiation, where companies like us utilize scale to secure significant renewable energy deals.

Another prime example can be seen in efforts to electrify long-haul transport by partnering with third-party charging station providers or using public charging infrastructure. High-power charging stations for electric linehaul trucks are not yet common on public grids, which is why we are running pilot programs to evaluate the technology. In the US and Europe, more than 50 electric trucks, ranging from 7.5 to 60 tons, are in operation. Our partnership with E.ON to expand EV charging infrastructure for heavy-duty trucks in Germany is a part of these efforts.

Unconventional partnerships like these also show how early adopters from the private sector can influence long-term infrastructure development. The deeper the transformation goes, the more we need to cooperate to drive demand and mitigate risk.

The scaling up of SAF production in recent years is evidence of this trend. In 2023, global production of SAF reached over 600 million liters, up from 8 million in 2016. This is a direct result of committed partners collaborating to drive demand. Over the past few years, we have worked with partners to purchase millions of liters of SAF, which, together with several multi-year agreements, currently represent roughly 14 percent of the global market. SAF made up 3.2 percent of our annual aviation fuel consumption in 2023, making DHL the only company above 3 percent in the airline industry. Overall, SAF use is still low but rapidly accelerating as more companies join together to create the demand needed to boost supply.

A decade ago, the idea of a logistics company working with wind farms and grid operators would have seemed far-fetched. Today, such collaborations have become commonplace to ensure all stakeholders can scale their contribution to decarbonizing the sector.

"The deeper the transformation goes, the more you need cooperation," said Volker Ratzmann, Head of Corporate Public Policy DHL Group.

From DIY to DIT: Do it together

Our collaborations with RWE and E.ON are perfect examples of how fostering proactive supplier relationships can contribute to a more sustainable ecosystem.

Like in a demanding race, each stride toward decarbonization requires endurance and determination. After all, it is a marathon, not a sprint. And companies can only do so much on their own.

The bottom line is that companies like DHL Group should do what they can to decarbonize while also proactively closing the gap in areas outside their direct control. Despite the distance yet to cover, the progress achieved so far is a testament to the collective effort of all stakeholders, each playing their part in this enduring race towards sustainability.

"Infrastructure has many different components. If we take a holistic view, there are many opportunities to move things along. Decarbonization is not going to happen overnight or in a single action," said Jakob Wegenast, Head of Global GoGreen at DHL Supply Chain.

This story was first published on DHL Delivered and was republished with permission.


RELATED TOPICS
RELATED TOPICS