Unpacking the Workforce Impact of the Evri and DHL Merger

The announcement that Evri and DHL eCommerce, the e-commerce logistics specialist of DHL Group, will merge to form a new delivery giant signals a transformative shift in the logistics sector. Beyond the operational synergies and competitive positioning, this union will have significant implications for workforce dynamics, talent strategy, and the cultural integration of two very distinct organizations.

A New Powerhouse in Logistics

Evri (formerly Hermes UK) and DHL Group are combining to create a formidable entity in last-mile and international delivery services. The strategic move aims to enhance market reach, optimize network efficiencies, and strengthen their position against Amazon and other major players.

However, while operational integration may be complex, aligning people strategies and cultural values will be even more challenging — and critical to the long-term success of the merger.

The Workforce Challenge: Combining Two Different Worlds

DHL Group and Evri bring very different workforce experiences to the table:

DHL Group is recognized for its strong Learning & Development (57.33%) and Collaborative (46.19%) environment but struggles with issues such as Work-Life Balance (-30.07%) and Sense of Purpose (-50.99%).
Evri excels in creating a highly Collaborative culture (68.75%) and shows strengths in being Progressive(34.80%) and Empowered (19.61%), yet it faces serious challenges around Diversity & Inclusion (-32.35%) and Supportive Leadership (-27.01%).

The risk? Cultural friction could easily derail performance if these underlying workforce dynamics are not proactively managed.

Dimension	DHL Group	Evri
Supportive	-23.4	-27.0
Career Progression	-0.3	-2.2
Progressive	-32.1	34.8
Collaborative	46.2	68.8
Empowered	-15.7	19.6
Agility & Bureaucracy	-21.1	6.8
Pay & Rewards	17.7	-19.0
Work-Life Balance	-30.1	-15.4
Learning & Development	57.3	-18.2
Tech in Workplace	2.8	-25.3
Diversity & Inclusion	13.2	-32.4
Purpose	-51.0	-35.0

Talent Implications: Opportunity and Risk

In a tight labor market, the merger offers new opportunities for career development, cross-skilling, and global mobility— provided that employees see a future for themselves in the combined entity.

Without deliberate cultural integration efforts, though, the organizations risk high attrition, internal competition, and declining engagement — just at the moment when resilience and loyalty will be most needed.

A snapshot of how Evri’s Culture is currently performing

Success Will Depend on:

Clear cultural vision: Leaders must define what the combined culture should look and feel like — not defaulting to the “louder” culture.
Workforce listening: Early and ongoing feedback from employees across all levels will be crucial to navigate tensions.
Visible commitment to DEI and Wellbeing: Addressing Evri’s DEI challenges and DHL’s work-life balance issues head-on will send powerful signals to employees and customers alike.

Culture is the Real Delivery Challenge

Operational synergies may grab the headlines, but workforce experience and culture will determine the long-term success of the Evri-DHL merger. The combined leadership team has a once-in-a-generation opportunity to craft a culture that drives innovation, collaboration, and shared purpose — but it will require bold action and relentless focus.

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