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Drawing on his transition from CFO to SVP & MD, the leader shares how his financial background helps him balance operational excellence with a people‑first approach.
Ageing populations, shifting skill requirements, and the rise of automation and AI are reshaping the logistics sector. To stay ahead, DHL Express is doubling down on attracting and retaining diverse, tech-savvy talent, to drive innovation and resilience, while creating an environment where these employees feel valued, motivated, and empowered.
“We are committed to creating a safe, inclusive, and high-performance culture that empowers our employees to thrive in a rapidly changing environment,” says Andy Chiang, Senior Vice President and Managing Director, DHL Express Hong Kong and Macau (pictured above), in an interview with HRO’s Tracy Chan.
This commitment is reflected in continuous learning opportunities designed to equip teams with the digital and technical skills of the future, alongside initiatives that foster diversity and inclusion.
“By investing in our people today, we’re building a workforce ready to meet tomorrow’s challenges and drive sustainable growth for the industry,” Chiang adds.
Read the full interview below.
Q: With a stint in the Chinese Mainland and now leading operations in Hong Kong and Macau, how would you compare the challenges and opportunities across these markets?
Leading operations across Hong Kong and Macau presents unique challenges and opportunities. These markets are highly dynamic, with distinct customer expectations and cultural nuances. My experience in the Chinese Mainland, combined with financial expertise and a deep understanding of the DHL network, enables me to approach these differences strategically and deliver sustainable growth. Customers’ expectations guide us – we adapt our approach to local market needs by putting ourselves in their shoes to deliver the best possible experience.
At DHL Express, we embrace our values of ‘respect’ and ‘result’ no matter where we are. ‘Respect’ means appreciating diverse perspectives and cultural nuances, fostering collaboration and trust across teams, while ‘result’ keeps us focused on delivering excellence together for our customers.
Our commitment to diversity, equity, inclusion, and belonging (DEIB) ensures every voice matters. We celebrate differences as strengths, creating an inclusive culture that sparks innovation and makes working at DHL rewarding. By living these values everywhere, we are well-positioned to meet evolving customer needs and strengthen DHL’s leadership in the region.
Q: DHL Express has been named one of Hong Kong’s Best Workplaces (Great Place to Work®) for 10 consecutive years and ranked number one for the past two. What core values have been key to sustaining this achievement?
DHL emphasises on building a culture of trust, respect, and genuine appreciation for every individual’s contribution. By fostering a supportive work environment, DHL creates a sense of belonging that empowers employees to thrive.
Transparent communication is fundamental to our workplace culture. Initiatives like the annual ‘employee opinion survey’ (EOS) allow for anonymous feedback while regular small group meetings promote direct engagement between supervisors and their teams.
DHL Express Hong Kong has consistently boasted a high EOS score, reflecting the effectiveness of our initiatives in fostering an engaging environment. Investment in ‘Certified International Specialist’ training, reward and recognition programmes, and wellbeing initiatives have further strengthened our employees’ sense of belonging and pride, helping to maintain their high levels of engagement and motivation even amidst changing business landscapes.
This approach has solidified DHL's legacy of excellence, ensuring high standards of service for both employees and customers.
Q: Logistics has traditionally been seen as a male-dominated industry. How is DHL Express fostering a diverse and inclusive workplace?
By actively promoting DEIB, we bring together people with diverse backgrounds, skills, experiences, and perspectives across all levels. We provide growth opportunities aligned with employees’ skills and experiences, enabling everyone to make a meaningful contribution.
To nurture this inclusive culture, we host global celebrations such as International Women’s Day and International Men’s Day, alongside year-round DEIB activities that embrace diverse perspectives. We also organise events like ‘Customer Service Week’, ‘I Love IT Day’, and ‘Finance Count’ to recognise the values of different functions and their contributions to the company.
Recognition is a cornerstone of our culture. From ‘Annual Appreciation Week’ to recognition programmes like ‘Employee of the Year’, ‘Long Service Awards’, and the ‘Sales Champions Club’, we ensure contributions are valued.
Our ‘DHL’s Got Heart’ programme honours employees who exemplify compassion and community spirit. Also, our participation and success in external awards enables us to celebrate our achievements with every employee who has contributed to creating a fantastic workplace.
We also have the ‘Career Marketplace’, which serves as DHL's internal hub for career development. The portal offers personalised job and learning recommendations based on the employee’s skills and aspirations indicated by them. This shows our commitment to finding a candidate best suited for the role based on aptitude and attitude and not gender.
Through volunteering and community programmes, employees live our purpose beyond the workplace, fostering a sense of belonging and shared impact. These initiatives strengthen our culture of care and empower employees to make a difference in society.
Q: How would you describe your leadership style, and how has it evolved over the years?
My leadership approach is rooted in the principles of respect and results – creating a trustworthy work environment while sustaining a high-performance mindset.
I believe in being open to feedback and maintaining transparency. I regularly initiate face-to-face conversations to listen to our people and gather their insights for improvement.
This year, I initiated a regular forum – ‘Management Dialogue’ – among functional heads and senior managers to drive cross-functional collaboration and spark innovative ideas. These practices help us to adapt quickly to market changes and deliver exceptional results for our customers.
Equally important is celebrating success. I believe success without celebration is not complete. Beyond our ‘Annual Appreciation Week’ and ‘Employee of the Year’ ceremony, we also organise milestone celebrations to honour the vital contributions of our people.
By combining clear communication, trust, and a people-first mindset, we aim to build strong teams that drive sustainable growth and reinforce DHL’s leadership in the region.
Q: How has your financial background shaped your approach to balancing operational excellence with employee engagement?
Transitioning from CFO to SVP and managing director has given me a unique perspective on leadership. My financial background instilled a strong focus on discipline, transparency, and data-driven decision-making, which remains central to how I balance operational excellence with employee engagement. It has also deepened my understanding of market dynamics and profitability drivers, enabling me to make informed strategic decisions.
I believe these two priorities go hand in hand. Financial rigour enables us to allocate resources effectively, invest in the right tools, and maintain efficiency, while a people-first approach ensures those strategies are embraced and executed with passion. By combining financial discipline with a human connection, we create an environment where employees feel valued and empowered to succeed.
Q: Transparent communication is a cornerstone of DHL’s workplace culture. How do you ensure that employee feedback translates into meaningful and actionable change?
Over the past decade, DHL’s approach to employee experience has evolved to align with the changing aspirations of its workforce. Central to this evolution is our commitment to listening to employees.
Our annual EOS and open forums ensure that employee feedback directly informs key decisions. Actions are communicated back to employees with clear “you said, we did” updates. For example, we believe that it’s important to maintain our employees’ health and wellbeing. We continue to offer on-site health screening and health talks, as well as enhance employees’ healthcare benefits to fit their needs.
Besides the various DEIB activities, we also leverage digitalisation to enhance the employee experience. New joiners benefit from streamlined and digitised onboarding processes that provide essential information and resources even before their day one.
Q: Management buy-in is essential for successful implementation of workplace initiatives. How do you ensure alignment across leadership levels with the company’s vision and goals?
At DHL Express, we ensure alignment by creating clarity, fostering collaboration, and leading by example. It starts with transparent communication of our vision and goals, so every leader understands not just the “what” but the “why” behind our strategies. For instance, we hold townhalls and share regular updates to keep everyone informed and engaged.
I prioritise open dialogue across leadership levels, hosting regular meetings and cross-functional brainstorming sessions to gather insights and address challenges collectively. These conversations help us translate global priorities into actionable local strategies while reinforcing our shared commitment to operational excellence and employee engagement.
We encourage leaders to act with ‘Head, Heart, and Guts’ – ‘Head’ for being results-oriented and leveraging talent strengths; ‘Heart’ for providing purpose and building trust; and ‘Guts’ for focusing on clear priorities and staying positive amid challenges and change. Coupled with ‘BITE’ – have the will to win and succeed collaboratively, driving opportunities for growth as an entrepreneur in our network – this approach ensures alignment and accountability across all levels.
Q: How do you see technology shaping the future of logistics, and what is your advice to other leaders on leveraging tech better?
At DHL Express, we see technology as a powerful enabler of both operational excellence and the employee experience.
While digital tools are becoming more prevalent, the key is to leverage technology not just for efficiency and productivity, but also to provide the right training and resources so employees can adapt with confidence. For example, we’ve invested in advanced technology platforms to enhance the quality and productivity of our sales and customer service functions. In our ground facilities, employees work alongside automated systems and AI to reduce repetitive tasks, increase efficiency, and minimise workplace injuries.
Our approach also includes best-in-class HR processes, harmonising people systems, and automating workflows to simplify tasks and free up time for value-added work.
Beyond operations, we use internal communications platforms like the ‘Smart Connect’ mobile app to engage with frontliners and the Career Marketplace to support professional growth and development – ensuring employees have clear pathways to advance their careers.
We’ve also accelerated the adoption of collaboration tools such as cloud services, file sharing, and communication portals, and introduced hybrid townhalls to connect with frontline teams more effectively.
My advice: Invest in technology with a people-first mindset. Tools and automation should not only drive business performance, but also make work easier, more meaningful, and more connected for employees. When technology and human engagement go hand in hand, innovation thrives.
Q: Concluding the interview on a wellness note, how do you maintain a healthy work-life balance amidst your demanding role?
I prioritise staying active because physical wellness fuels mental resilience. I practise yoga regularly and I’m also turning to golf. Sports help to clear my mind while keeping a sense of healthy competition in a relaxed setting.
I also embrace the ‘Fit to Lead’ philosophy, which means leading by example when it comes to health and wellbeing. Regular exercise, mindful breaks, and quality time with family keep me grounded and energised to perform at my best. Beyond yoga and golf, I enjoy hiking and travelling with my family – activities that help me recharge, gain fresh perspectives, and truly unwind.
All photos / Provided (Lead image: Andy Chiang, Senior Vice President and Managing Director, DHL Express Hong Kong and Macau)
The excerpt of this article first appeared in the H2 2025 edition of Human Resources Online's Hong Kong e-magazine. Explore the full e-magazine here for insightful features and exclusive interviews with leaders across diverse industries!
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