May 19, 2020

DHL: enhancing its human workforce with robotics and RPA

Brittany Hill
6 min
DHL: enhancing its human workforce with robotics and RPA

Following a visit to DHL’s innovation center in Troisdorf, Germany, Business Chief takes a look at some of the robotics DHL is utilising to enhance its workforce.

When it comes to DHL’s logistics operations, Oscar de Bok, CEO of DHL Supply Chain, highlights the need for flexible solutions as supply chains become increasingly complex. De Bok says that it is imperative that a large global company such as DHL has a strategy that utilises digitalisation and collaborative robotics to enhance value and ensure its workforce is unified and connected. “The future is exciting. The future is about innovation and making sure we continuously improve,” says de Bok.

DHL has recently come to the end of its 2020 strategy and is now driving towards 2025, focusing on ‘delivering excellence in a digital world’. Between now and 2025, the company plans to invest US$2.2bn into digitalisation and robotics. 

Robotics and RPA innovations at DHL

“Digital culture is something we constantly enforce within DHL Supply Chain,” says Markus Voss, CIO and COO of DHL Supply Chain. He emphasises that the company has made great efforts to ensure its employees grow alongside its innovations, fostering a culture of working collaboratively with robotics and robotic process automation (RPA) as opposed to being replaced by it. “To date, I have not seen a single site where we have introduced technology and had job losses. In fact, it is quite the contrary: workers are usually more satisfied and we attract more people,” says Voss.

Cleaning robots - Neo

“Don’t start with the most complicated,” says Markus Kückelhaus, VP of Innovation and Trend Research at DHL. “Start with something easy, cleaning robots are not the most complex solution, but a good solution that we can roll out today. Statistics show that the most used robotic solution is cleaning robots for private homes, so why don’t we industrialise it?” 

DHL has currently deployed its Neo cleaning robots - developed by Avidbots - to multiple standard warehouses around the world where the environment is right for them. “Typically, in a warehouse a person is driving through to clean it overnight and it is a tedious job. We say this is something a person doesn’t need to do, we can use cleaning robots instead,” says Kückelhaus.

‘Follow me’ robots

“A simple pluck and play solution,” notes Kückelhaus. This robotic solution, designed by DHL’s partner Effidence, automates the simple trolley design, following an associate to help transport items across long distances. “Once full, you can simply press a button and it will automatically go to the unloading area, detecting any obstacles on its way, while another one is sent to replace it,” explains Kückelhaus. However, Kückelhaus does note that the disadvantage of these robots is that they cannot integrate with a company’s warehouse management system.


Aisle picking robots - Locus

Similar to the ‘follow me’ robot, the aisle picking robot, developed by Locus Robotics, helps associates to pick items. However, this one differs from the ‘follow me’ robot due to it ability to integrate with warehouse management systems. This robot moves independently around the warehouse to an aisle where items need to be picked and waits for an associate. Once the item has been picked and scanned, it takes off by itself again to cover the long distances instead of the associate. “Where we have deployed these robots we have seen an increase in efficiency of 200%,” says Kückelhaus.

Robotic arms - Sawyer 

Designed as a collaborative tool to reduce strainful and repetitive tasks. Sawyer is a pluck and play robotic arm that doesn’t need to be caged thanks to its pressure sensors which detect when someone comes close to it. “This is a safe robot certified to work jointly with people,” says Kückelhaus. In addition, the robot is on wheels so it can be easily moved to wherever it is needed. Currently, 19 of DHL’s sites in the UK are using co-packing. 

The benefits and challenges of robotics and RPA 

While DHL sees many benefits from robotics and RPA, such as standardisation of its processes, increased productivity, increased efficiency and better use of employee talent by reducing time spent on repetitive tasks, it doesn’t shy away from the fact that innovation comes with challenges too. 

When it comes to robotics, particularly picking robots, Kückelhaus explains that item complexity and speed is still a negative factor for robots that can pick items. When conducting tests, the robots could only pick limited shapes and sizes in addition to picking 73% less per hour than human associates. “Technology combined with people is the best combination,” he notes.

Other challenges include change management. “We have taken a lot of effort to explain and develop people alongside our innovations,” says Voss. “It’s all about talking. We have many forums where there is an open, constructive and positive dialogue around the topic of technology. In addition, we are doing many things in terms of educating people, our certified programme drives the understanding of the necessity of innovation and the opportunities that it brings. Finally, our startup lab is a great vehicle for getting engagement from our workforce. Through the lab, employees can pitch ideas to the board to be funded and developed in a safe environment to drive it to the next phase,” he adds. 

Low labour costs in developing markets is another challenge that Voss highlights. “If you have developing markets with relatively low labour costs, then introducing highly sophisticated robotics is going to come with a long payback. We have had these challenges in Latin America and parts of Asia where high impact robotic solutions are not yet ready to be rolled out. Sometimes, we still have to deploy these solutions due to scarcity of labour being so heavy that we have to implement it regardless of a longer payback.” However, Voss does note that, with the cost of robotics reducing with every new generation, regional deployment will soon no longer be a challenge. 

Finally, Voss highlights the importance of integration. “Although this is not a problem, it has to be acknowledged that just putting in a robot is not going to be the optimal fix for a particular problem,” he explains that the connection between robotics and a business’s warehouse management system needs to be fully integrated, something which Voss is currently putting a lot of work into to have an adaptable and standardised interface.


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Jun 12, 2021

How changing your company's software code can prevent bias

Lisa Roberts, Senior Director ...
3 min
Removing biased terminology from software can help organisations create a more inclusive culture, argues Lisa Roberts, Senior Director of HR at Deltek

Two-third of tech professionals believe organizations aren’t doing enough to address racial inequality. After all, many companies will just hire a DEI consultant, have a few training sessions and call it a day. 

Wanting to take a unique yet impactful approach to DEI, Deltek, the leading global provider of software and solutions for project-based businesses, took a look at  and removed all exclusive terminology in their software code. By removing terms such as ‘master’ and ‘blacklist’ from company coding, Deltek is working to ensure that diversity and inclusion are woven into every aspect of their organization. 

Business Chief North America talks to Lisa Roberts, Senior Director of HR and Leader of Diversity & Inclusion at Deltek to find out more.

Why should businesses today care about removing company bias within their software code?  

We know that words can have a profound impact on people and leave a lasting impression. Many of the words that have been used in a technology environment were created many years ago, and today those words can be harmful to our customers and employees. Businesses should use words that will leave a positive impact and help create a more inclusive culture in their organization

What impact can exclusive terms have on employees? 

Exclusive terms can have a significant impact on employees. It starts with the words we use in our job postings to describe the responsibilities in the position and of course, we also see this in our software code and other areas of the business. Exclusive terminology can be hurtful, and even make employees feel unwelcome. That can impact a person’s desire to join the team, stay at a company, or ultimately decide to leave. All of these critical actions impact the bottom line to the organization.    

Please explain how Deltek has removed bias terminology from its software code

Deltek’s engineering team has removed biased terminology from our products, as well as from our documentation. The terms we focused on first that were easy to identify include blacklist, whitelist, and master/slave relationships in data architecture. We have also made some progress in removing gendered language, such as changing he and she to they in some documentation, as well as heteronormative language. We see this most commonly in pick lists that ask to identify someone as your husband or wife. The work is not done, but we are proud of how far we’ve come with this exercise!

What steps is Deltek taking to ensure biased terminology doesn’t end up in its code in the future?

What we are doing at Deltek, and what other organizations can do, is to put accountability on employees to recognize when this is happening – if you see something, say something! We also listen to feedback our customers give us and have heard their feedback on this topic. Those are both very reactive things of course, but we are also proactive. We have created guidance that identifies words that are more inclusive and also just good practice for communicating in a way that includes and respects others.

What advice would you give to other HR leaders who are looking to enhance DEI efforts within company technology? 

My simple advice is to start with what makes sense to your organization and culture. Doing nothing is worse than doing something. And one of the best places to start is by acknowledging this is not just an HR initiative. Every employee owns the success of D&I efforts, and employees want to help the organization be better. For example, removing bias terminology was an action initiated by our Engineering and Product Strategy teams at Deltek, not HR. You can solicit the voices of employees by asking for feedback in engagement surveys, focus groups, and town halls. We hear great recommendations from employees and take those opportunities to improve. 


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