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T N T E x p re s s
the brand style guide
T N T E x p re s s
For TNT to maintain its strong global brand
awareness, a consistent look and feel is required
across all of brand communication collateral. Not
only should the corporate identity standards be
maintained at all times, but the “look and feel” /
corporate style should likewise. This will constantly
reinforce the brands values and attributes on a
multitude of levels. As each collateral piece will vary
in format and business need. This guide is to be
viewed, as a tool to explain the relevance and
relationship of each element required in building a
unified corporate style.
welcome
to the company plan
T N T E x p re s s
The TNT Corporate Logo:
The preferred treatment of the TNT logo is the
positive orange application on white, as shown on
this document. Wherever possible the TNT logo
should be placed top right on a clear white surface.
Always maintain the minimum clear space
requirements as stated later in this document. The
TNT logo is always used in conjunction with the
TPG endorsement, unless otherwise dictated.
The TNT Corporate Colour:
The amount of the corporate orange colour
(Pantone 021) has been reduced from that originally
stated in the identity launch guidelines. By allowing
for more white space across the collateral, your
communication may appear fresher and modern.
The use of the colour has been limited to highlighting
points in the body copy or as a band of colour in
the top third of your page format.
TNT Express
www.tnt .com
our seven key processes
1. Winning and keeping profitable customers
2. Delivering on time and in perfect condition
3. Issuing clean invoices and getting paid
4. Recruiting, equipping, developing and
empowering people
5. Maintaining safe and secure work places
6. Creating and strengthening competitive
edge
7. Making money
T N T E x p re s s
The “Orange” Band:
This band forms the purpose of a linking device
across all the various collateral elements and as a
ribbon / seal of approval. It also acts as an area into
which you can place primary headings and secondary
visuals. The band of colour can be broken up with
the introduction of white lines to add a dimension
of speed.
TNT Express:
The TNT divisional descriptor “TNT Express” is
always placed into a tab above the orange band,
separate from the logo. It must always be written
upper and lowercase in Gill Sans bold as shown
here.
Primary Headings:
Primary headings are always placed into the orange
band and are written in gill sans light lower case.
right f irst t ime
2. Del iver ing on t ime and in perfect condit ionProcess owners: Ken Matthews - Director Security TNT Express; David Burton - Executive DirectorTNT Express; Christian Drenthen - Managing Director TNT Express Air & Road Networks
In order to delight our customers with fault free ser vice we must collect and deliver allconsignments within promised timescales. Our mission is to provide the fastest and mostreliable express delivery services for customers. We must not oversell the capabilities of thecompany and it is our duty to provide customers with sound advice about how to protecttheir consignments from damage or loss. Measuring our operational performance day in dayout with a view to eliminating bottlenecks helps the organisation become even faster andmore reliable in providing the range of door to door express deliver y ser vices offered bythe company.
Daily use of our key performance indicators for the process of deliver ing on time and inperfect condition enables us to:
• improve the percentage of total consignments delivered on time• reduce the percentage of mis-sorted and mis-routed consignments• increase the on time proof of delivery input percentage• reduce claims costs as a percentage of total revenue
3 . I ssu ing c lean invoices and gett ing pa idProcess owner : Michael Murray - Finance Director TNT Express
Our administration must be perfect and a right first time approach to the issuing of invoiceshelps reduce costs through the elimination of customer billing queries. Selling our no discountsimplified rate cards eliminates the complexity of special tariffs and enables our administrationpeople to issue accurate invoices. Delivering on time and in perfect condition also helps usavoid potential invoice queries or disputes that could arise through operational failures. Ourcustomers are more likely to pay on time if we issue accurate invoices and follow the agreedTNT Express commercial policy.
Our key performance indicators for the process of issuing clean invoices and getting paidhelp us to reduce the:
• number of debtor weeks• percentage of total debt that is more than 60 days old from the date of invoice• incoming invoice queries as a % of invoices issued• number of outstanding invoice queries
4 . Recruit ing , equipping , developing and empowering peopleProcess owner : Shwan Moubarak - Director IS & HR TNT Express
We must ensure the organisation is proper ly resourced with well trained people who havepositive attitudes together with a desire to help the company achieve our vision and mission.Best practice processes for recruiting, equipping, developing and empowering people havebeen identified for deployment throughout the entire organisation. We recruit for attitudeand train for aptitude. The success of the company depends upon sharing knowledge andeveryone in the organisation has a duty to help colleagues provide friendly fault free servicefor customers. People are at the hear t of ever ything we do and our home-grown timberpolicy of promotion from within on merit helps the company to outperform all oppositioncarriers.
Our key performance indicators for the process of recruiting, equipping, developing andempowering people guide us in:
• improving our people satisfaction survey scores• maintaining and developing our status as a recognised Investor in People organisation
5 . Mainta in ing sa fe and secure work p lacesProcess owners: Ken Matthews - Director Security TNT Express; David Burton - Executive DirectorTNT Express
We create and maintain an environment where TNT Express staff can work safely and providehigh levels of security for consignments entrusted to our care . Our approach ver y muchdepends upon identifying and eliminating potential hazards. Safety working groups exist inall company-operated locations and systematic approaches are taken everywhere to eliminatehazards. Security is a vital par t of our ser vice and customers are entitled to expect we willhandle their consignments with the same level of care that would be provided if they personallydelivered the goods. We become a good neighbour by minimising adverse environmental impactsand playing an active role in suppor ting our local communities.
Our key performance indicators for the process of maintaining safe and secure work placesare intended to help us reduce the number of:
• lost time accidents per 100 employees• consignments lost or damaged within the workplace
6 . Creat ing and strengthening compet i t ive edgeProcess owners: David Burton - Executive Director TNT Express; Shwan Moubarak - Director
IS & HR TNT Express; Christian Drenthen - Managing Director TNT Express Air & Road Networks;Michael Murray - Finance Director TNT Express
We maintain our competitive edge by being the fastest and most reliable express deliver ycompany. Our goal is to delight customers and provide friendly fault free service. The futureof the organisation depends upon our ability to differentiate TNT Express from all oppositioncarriers and this means we must continuously improve the quality of the company. Competitiveedge is developed by empowering satisfied TNT Express people and building close relationshipswith quality suppliers that include all our sub-contract drivers. The company operates in manydynamic market places and we cannot afford to stand still so it is impor tant to benchmarkthe activities of TNT Express with those of other wor ld class organisations. TNT Expressinnovates by introducing new or improved ser vices and through this approach all managersare responsible for continuously strengthening the competitive edge of the organisation. Wedevelop unique systems and exploit technology to differentiate the services provided by thecompany. Best practice approaches are implemented by using the framework of the EFQMexcellence model and the Investors in People standard to run our business.
Measur ing our key performance indicators for the process of creating and strengtheningcompetitive edge enables us to continuously improve:
• customer loyalty measurement scores• mystery shopper scores• transit time test results
7 . Making moneyProcess owners: Alan Jones - Group Managing Director TNT Express; Ken McCall - Regional Vice President Asia, Middle East & Africa; Tom Bell - Managing Director TNT Express Services UK & Ireland; Giuseppe Smeriglio - Managing Director TNT Express Italy; Donald Pilz - Managing DirectorTNT Express Germany; Marie-Christine Lombard - Managing Director TNT Express France and French Africa; Roger Corcoran - Managing Director TNT Express Australia; Jan Schipper - ManagingDirector TNT Express Benelux; James McCormac - Managing Director TNT Express IBU;
We strive to beat our previous best performances and this involves continuously increasingthe profits earned at every TNT Express location. Making money is the outcome of all theother key processes and very much depends upon the quality of leadership provided throughoutthe organisation. We make money by realising the vision and mission of the company throughapplication of the key processes. Our managers suppor t and apply the principles of valuebased management in making investment decisions and managing performance.
Weekly measurement of our key performance indicators for the process of making moneyhelps us to achieve:
• earnings before interest and tax budgets• economic profit targets• positive revenue quality yields
1 . Winning and keeping prof i tab le customersProcess owner : David Burton - Executive Director TNT Express
We achieve profitable revenue growth by focusing on small and medium sized users of expressdeliver y ser vices through our proven territor y sales management system. Providing fr iendlyfault free service helps the company win and keep profitable customers. Consignments carriedmust be compatible with our network facilities and we only target those customers who areprepared to trade with us on straightforward no discount simplified rate cards that producepositive returns for the company. We offer value for money rates and application of ouragreed commercial policy enables the organisation to achieve continuously improving revenuequality yields that out-pace cost inflation in the company.
Our key performance indicators for the process of winning and keeping profitable customersare measured to help us increase:
• revenue per week• number of trading customers per week• no discount contract agreement revenue per week• number of no discount trading customers per week
Our r ight fir st time processes differentiateTNT Express from al l other carr ier s andprov ide a f r amewor k for ach iev ing thecompany vision. Whether it’s the way we loada vehicle, plan a delivery route, label a packageor invoice a customer we aim to do it r ightfirst time every time.
Our succes s depends upon ever yoneunderstanding and constantly improving theser vices provided by the company. We havegrouped all our activities within seven r ightf i r s t t ime processes . A l l the processesincorporate best practice approaches and aremanaged by process owners at every level ofthe organisation. We measure the outcomesof each process us ing key performanceindicator s that enable us to continuouslyimprove our results.
Our seven right first time processes are:
• Winning and keeping profitable customers
• Delivering on time and in perfect condition
• Issuing clean invoices and getting paid
• Recruiting, equipping, developing and
empowering
people
• Maintaining safe and secure work places
• Creating and strengthening competitive edge
our seven key processes
T N T E x p re s s
Body Copy:
Body copy is always laid out in Gill Sans regular.
You can highlight paragraphs, sub headings or bullet
points by using the TNT orange. The body copy is
to be set with minimum leading (line space) of
150%. This allows for the layout to give an uncluttered
clean impression and enhances legibility.
Visual Language
The visual language on each collateral element is
driven by a business need, but one should keep in
mind that at all times the visuals should represent
a strong business to business theme. The TNT
hardware (trucks, planes etc) should be used as
secondary reinforcement visuals. The primary visual
language should always reinforce the personality of
TNT; the commitment, the global services and the
people who make TNT an industry leader.
T N T E X P R E S S
Our aim is to be the fastest and most reliable provider of express delivery services. Providing the best service enables
us to delight customers and be the most successful global business to business express delivery company. TNT
Express has seven key processes that provide a framework for achieving our vision and everyone in the organisation
has a vital role to play in getting it right first time every time.
www.tnt .com
TNT Express
our seven key processes
A M e s s a g e f ro m A l a n J o n e s ,Group Manag ing D i rec tor, TNT Express
The EFQM excellence model provides a fir st class framework for helping peoplethroughout our company to make TNT Express the fastest and most reliable carrier.
EFQM Excel lence Model
ENABLERS RESULTS
INNOVATION AND LEARNING
Key PerformanceResults
Leadership
People
Processes
People Results
Policy & Strategy
Partnerships & Resources
Customer Results
Society Results
The Investors in Peoplestandard helps us train allTNT Express people to do
their jobs
Our sales force sells nodiscount simplified tariffs tobusiness to business express
delivery users
Partnerships with oursuppliers including sub-
contract drivers help us tobe the fastest and most
reliable carrier
Making TNT Express a greatplace to work increases thesatisfaction of our people
Delighting customers withfriendly fault free service
creates value for ourshareholders
Using quiet aircraft andtaking other measures
friendly to the environmentimproves our reputation
Our managers unify the TNTExpress team and recogniseoutstanding performances that
enable us to be the mostsuccessful express delivery
company
Continuously improvingprofits and other excellentresults are the outcomes of
all our work
Our seven key processesenable everyone to worktogether to achieve the
mission and vision of thecompany
Use of the EFQM excellence model helps us take a holistic view of all improvementactivities in the entire organisation and standards such as Investors in People aretools that enable TNT Express to deploy best practice approaches throughout thecompany.
Our seven right first time key processes provide an excellent framework for becoming the fastest and
most reliable business to business express delivery service provider in all the markets served by TNT
Express.
The results of TNT Express have improved dramatically since we streamlined the activities of the
organisation within the seven key processes in mid 2001 and this winning formula is unique to our
company in the global express delivery market.
Getting it right first time every time is vital to the success of the company and depends upon
implementation everywhere of all the processes. Our processes owners are responsible for helping
you to succeed in your job and continuously improving all the work involved in the seven processes.
We are eager to delight customers with friendly fault free service and the company is absolutely
committed to equip everyone in TNT Express to achieve this objective.
Indeed our aim is to identify best practice approaches that can be deployed throughout the organisation
for each of the seven processes and these are developed in our excellence meetings held at regular
intervals.
Above all we want your ideas and suggestions for improving the performance of the organisation. For
example communication with drivers has been considerably improved by installation of in-cab technology
and you will know of many other opportunities that exist for improving our efficiency. Every piece of
work carried out by you is important and sharing your ideas for improvement around the company
can produce enormous benefits.
The key performance indicators linked to each of the seven processes are shown in this booklet and
we will continue to improve the overall results of TNT Express by focusing all our efforts on improving
these few simple measures.
Your efforts on behalf of the company are much appreciated and do make a real difference to our
results. So please put your ideas forward and help us to get it right first time every time.
Alan Jones
Group Managing Director
TNT Express
T N T E x p re s s
The TNT logo must be surrounded by adequate
clear, otherwise known as “minimum clear space”.
Minimum clear space ensures immediate recognition
and maximises the impact of the logo. Minimum
clear space is the distance allowed between the
logo and surrounding elements, such as typography,
illustrations, photographs and the trim edge of a
printed item. Surrounding elements should always
be “X” distance from the TNT logo.
The TNT logo must always stand alone. Other
names are entirely separate elements and should
never be positioned alongside the TNT logo, and
never closer than the minimum clear space allows.
Other names can be set in their own specific style,
but must remain in the corporate typeface.
TNT Express
www.tnt .com
our seven key processes video
T N T E x p re s s
the corporate identityThe TNT logo must be surrounded by adequate
clear, otherwise known as “minimum clear space”.
Minimum clear space ensures immediate recognition
and maximises the impact of the logo. Minimum
clear space is the distance allowed between the
logo and surrounding elements, such as typography,
illustrations, photographs and the trim edge of a
printed item. Surrounding elements should always
be “X” distance from the TNT logo.
The TNT logo must always stand alone. Other
names are entirely separate elements and should
never be positioned alongside the TNT logo, and
never closer than the minimum clear space allows.
Other names can be set in their own specific style,
but must remain in the corporate typeface.
x
x
x
x
x
x
x
x
x
x
T N T E x p re s s
the corporate coloursThe TNT corporate colours are as much a part of
the corporate identity as the corporate logo - and
are equally mandatory. The corporate colours are
used to ensure visual consistency. Factors such as
paper quality and printing methods can influence
the appearance of the TNT colours. Therefore,
when printing, please ensure that the corporate
colours are produced accurately.
The TNT orange should always be printed as a spot
colour. However, if only 4-colour process (CMYK)
is available (e.g. magazine advertising), please use
the specifications mentioned.
spot colour
021pantone
60% magenta95% yellow
process100% black
process
blackpantone
0% cyan0% magenta
0% yellow0% black
process
whitepantone
4 colour process
T N T E x p re s s
the corporate typographyThe primary TNT corporate typeface is the
complete Gill Sans family.
- gill sans light
- gill sans regular
- gill sans condensed
- gill sans italic
- gill sans bold
- gill sans bold italic
- gill sans extra bold
When used consistently, Gill Sans complements the
total TNT corporate identity. When creating body
text, upper and lower case characters are permitted.
To highlight text, please use Gill Sans Bold. The
secondary corporate typeface is Times, which is
used only on personal computers when creating
body text for correspondence.
A B C D E F G H I J K L M N O P Q R S T
U V W X Y Z
a b c d e f g h i j k l m n o p q r s t u v w x y z
, . / ’ ; : ! @ $ % & 1 2 3 4 5 6 7 8 9 0
gill sans
