DHL Case Study In 2011 DHL decided that the UK service award programme it had in place in its Supply Chain division needed to do more to underline how the business values employee loyalty. Although the scheme was designed to play an important part in reinforcing relationships between managers and employees, only 20% of those eligible for rewards among its 40,000 employees were either receiving or redeeming them. Edenred was given the task of overhauling the scheme, with the primary objective of boosting take-up of the service programme. DHL also wanted to deliver more consistency in its reward offering to employees. The strategy Edenred identified that the key areas for improvement in the scheme needed to be around choice of reward, transparency in how is reward linked to length of service

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