The orange world 2009 GW moves 02 GW world 04 On the move globally, in orange 06Management Board at Gebrüder Weiss Holding AG 14 Gebrüder Weiss Holding Annual Report 2009 16 Department reports 20 Time unites in it: movement 44 Gebrüder Weiss locations 60
GW moves 02 03 As well as goods and data, GW also moves people who come into contact with the orange network, internally or externally. We are moving forward with our customers, with a forward- looking approach and innovative ideas. As a logistics specialist, GW optimises and controls global supply chains. We offer global solutions through our international network. Our main goal is Service Excellence. We aim to inspire and move our custo- mers with our services and products. We are aware of our financial and social responsibility as a business and seek environmentally-friendly solutions.
Austria Lauterach Bludenz Feldkirch Graz Hall Hörsching Switzerland Kalsdorf Altenrhein Kennelbach Pratteln Leoben Zurich Leobendorf Italy Serbia Leopoldsdorf Bozen Dobanovci Linz Bosnia-Herzegovina Novi Beograd Maria Lanzendorf Sarajevo Slovakia Maria Saal Bulgaria Senec Pöchlarn Sofia Bratislava Salzburg Kazanlak Košice Sulz Croatia Žiar nad Hronom Wels Zagreb Žilina Werndorf Macedonia Slovenia Vienna Skopje Ljubliana Wiener Neudorf Romania BrnikVienna-Schwechat Bucharest Koper Wolfurt Agigea Czech Republic Wörgl Arad Rudná Germany Bacau České Budějovice Memmingen Cluj Modřice Hamburg Constanta Ostrava Lindau Sibiu Prague Passau Řičany-Jažlovice
GW world 04 05 China Shanghai Beijing Chengdu Chongqing Dalian Guangzhou Nanjing Ningo Qingdao Ukraine Shenzen Kiev Tianjin Mukachevo Urumqi Hungary Xiamen Dunaharaszti Xi’an Hajdúböszörmény India Zhanjiang Vecsés Chennai Hong Kong USA Ahmedabad Kowloon Chicago Bangalore Japan Atlanta Jaipur Tokyo Boston Jodhpur Canada Denver Kandla Mundra Montreal Houston Kanpur Toronto Los Angeles Kolkata Singapore Miami Mumbai Singapore New York Nag Pur Taiwan San Francisco New Delhi Taipei UAE Pune Thailand Dubai Tiruppur Bangkok Tuticorin
On the move globally,in orange More room for growth: GW acquires the BUG-Alu site In order to be as well prepared as possible for the future, in autumn 2008, the Board of Directors decided to acquire the former BUG-Alu building in Kennelbach. After over nine months of planning and conversion, it was finally ready at the end of July /early August. Around 140 employees from the Head Office in Lauterach and the IT Services in Wolfurt were transferred to the new location. With office space of around 2,500 m², the building can accommodate some 160 work stations, in- cluding all of the necessary infrastructure and eight meeting rooms. A highlight of the building is the lavish meeting room on the 5th floor, which has impressive state-of-the- art technology and a large terrace. “By acquiring the BUG-Alu site, we have achieved two essential objectives: we again have space for growth and the central departments remain close to us,” says GW‘s Chairman Peter Kloiber. At the BUG-Alu building, GW is betting on environmentally friendly technology for electricity generation and hence on sustainability. By installing a 19 m² solar plant, not only 10,000 kWh is saved but also around 2 tonnes of CO2.
06 07Logistics capacities increased: New GW terminal in Maria Saal enters into operation With the implementation of the new logistics terminal in Maria Saal at the start of August 2009, GW set itself on a course to become the leading logistics provider in Carinthia. On the 30,000 m² site, 2,500 m² of new logistics and 3,500 m² of the most modern transshipment areas were created, together with 1,300 m² of office space. Total investments amounted to 8.5 million. All former GW warehouses in Carinthia have been concentrated at the new terminal, which has a direct rail connection for wagon traffic. Through the extension, GW has secured sufficient capacity to be able to offer its clients complete logistics solutions, from parcels to full container loads and from warehousing to fine order picking. With the new terminal, GW has not only increased its logistics capacity in Maria Saal but has also created new jobs in the region, and within Carinthia, it is also focusing on the initial and further training of young employees, with a total of six apprentices to be trained. The lo- gistics terminal in Maria Saal can be ex- panded over the next few years to a full logistics and transshipment area of over 9,000 m², if the demand arises.
On the move globally, in orange Major added value for customers: GW expands in the Balkans region In November, GW took over the established freight forwarding and logistics company Eurocargo in Serbia, taking a significant step in expanding into the Balkans. As Chairman of the Board Wolfgang Niessner explained, “By taking a majority stake in Eurocargo, we are not only strengthening our local and regional organisation, but are also sending a clear signal that we are consistently pursuing our strategy of positioning GW in the long term as an outstanding provider of logistics solutions in Central and Eastern Europe.” Serbia is an important lynch- pin in the Balkans. Within Serbia, Gebrüder Weiss and Eurocargo employ around 120 people. Of these, some 100 employees work at Eurocargo‘s newly built site in Dobanovci, with a further 20 active at various branches and customs posts. The takeover has allowed GW to expand its exis- ting portfolio of services: international and national general cargo and charge transport, air & sea services, distribution and procurement solutions and customs clearance. From now on, the services which it offers in Serbia will also include services in the area of warehouse logistics (including hazardous goods), as well as customs clearance with its own customs offices for the offered services. The merger means added value for clients, who will have access to Gebrüder Weiss‘ global network and outstanding quality standards.
08 09Market entry: Gebrüder Weiss inaugurates operations in Macedonia In October, Gebrüder Weiss celebrated its entry into the Macedonian market. With the entry into operation of the Skopje site, GW can guarantee seamless execution of transport from and within the Balkans region. “With this step, we are able to offer consistent quality and more service to and from Macedonia to our existing clients. In addition, through our independent local representa- tive office, we can position our GW services even more effectively within the market,” says Thomas Moser, Regional Manager for Southeastern Europe. In Macedonia, GW took over customs clearance and distribution for prestigious clients. In organisational terms, Gebrüder Weiss Skopje is associated with the country organisation in Sofia. Four transports per week will be offered from Sofia, with two connections from Vienna. Thomas Moser sees particularly strong development potential in Macedonia for distribution and procurement to and from Western Europe. The regional manager believes that the areas of ware- house logistics and logistics solutions will increase in importance due to the entry of Western companies. In the medium term, we plan to expand our range of services and launch a proprie- tary logistics facility.
On the move globally, in orange State-of-the-art: the new GW logistics terminal in Bucharest With the completion of the 15 million euro terminal in Bucharest, Gebrüder Weiss continued its exten- sive programme of investments in Eastern Europe. The terminal provides a 8,000 sqm logistical storage area, a 2,500 sqm cross-docking area as well as 1,350 sqm of office space for the hundred emplo- yees. The terminal offers ultra-modern infrastructure, situated perfectly in terms of transportation directly on highway A1. The new premises are equipped with state-of-the-art technology with respect to security and IT business tools. The extensive portfolio of the local terminal allows for individual logistics solu- tions and complex projects and thus an even higher level of quality. At the same time, important steps were taken to consolidate the countrywide GW network. Three new FTL offices were established in Constan- ta, Cluj and Bacau, a new cross docking area was built in Bacau and a further FTL office with a cross-docking area will be implemented in Sibiu. ‘Furthermore, we have acquired a parcel of land in Arad. We have temporarily moved into a rented building, until the new premises are finished. This was necessary in order to have the continuing ability to offer our customers the usual GW service in this quickly growing region,’ says Regional Manager Thomas Moser.
10 11Even more customer value: The first cut of the spade in Senec On 1 July 2009, Gebrüder Weiss turned the first spadeful of earth in Senec, Slovakia for the construction of the new logistics terminal. The new building, budgeted at€8.5 million, began operating this spring. The Senec facility in- cludes a 3,800 m² transshipment hall, a 4,600 m² logistics hall and 1,300 m² of office space, and employs around 100 people. According to Regional and Country Manager Jürgen Bauer: “With this new facility, we will concentrate our activities in the Greater Bratislava area at a central location. This allows us to offer even more efficient solutions to our clients in the areas of transport and logistics on the basis of optimised process flows.” The logistics terminal has both ISO 9001:2000 and TAPA certification, with the latter guarantee- ing the highest safety standards due to state-of-the-art technical installa- tions. Gebrüder Weiss Slovakia was founded in 1993 and is represented at five locations: Bratislava, Senec, Žiar nad Hronom, Košice and Žilina. In addi- tion to comprehensive 24-hour distri- bution and logistics, since 1995 GW has offered international consolidated and full-load transport to and from Slovakia.
On the move globally, in orange In the land of the maharajahs: Gebrüder Weiss increases its impact in India By acquiring an interest in Tricon Shipping, which has been renamed Weiss-Röhlig India, GW has moved ahead with its expansion into the Asia- Pacific area. “In Tricon, we have found a company which is almost a perfect match for us, on account of its professionalism, client focus and culture,” explains the senior executive of the Air & Sea divi- sion, Heinz Senger-Weiss. GW and its partner Röhlig each hold a 25% stake in Weiss-Röhlig India, with the remaining 50% remaining under the control of the founder of the company and long-standing CEO B.R. Rangamani, who has over 20 years‘ experience in the Indian transport and logistics sector. “Through full integration, our team in India can exploit its strengths and develop further even more effectively,” says Rangamani. With its stake in Tricon Shipping, GW has established a sustainable presence in one of the most important growth markets in Asia and can operate within India under a single group umbrella. GW has thus developed from a pure agency partnership to a complete service provider covering the entire logistics value creation chain. Weiss-Röhlig India employs 150 people. With 14 branches across the entire country and headquar- ters in Chennai, the entire Indian market is covered. The range of services includes air & sea transport processing, project logistics, customs clearance, warehousing and distribution.
12 13Expansion in Southeast Asia: GW‘s first office in Thailand At the start of 2009, Gebrüder Weiss invested in the Thai market, inaugura- ting another joint venture with its longstanding partner Röhlig in the Bangkok metropolitan area. Even in times of economic downturns and uncertainty, Gebrüder Weiss sought with this step to emphasise the positive, investing in the future. Through the involvement of its longstanding partner in Thailand, “East-West Logistics Co. Ltd.”, which is one of the top 20 carriers in the country, the joint venture was able to draw on an excellent infrastructure from the start. “With the establishment of Weiss-Röhlig Thailand Ltd., we took another important step towards Southeast Asia,” says Joe Lässer, Director of Air & Sea. Gebrüder Weiss‘ global network also benefited from the establish- ment of the new local company. While Thailand is traditionally known as an exporting country, in recent years, there has been a notable increase in im- ports. Weiss-Röhlig Thailand Ltd. employs 15 people. The office in the capital is directed by the experienced Australian Bill Meale, who had already been active in Thailand as a sales representative for several years before the establishment of the subsidiary.
14 15Peter Kloiber Wolfram Senger-Weiss Heinz Senger-Weiss Wolfgang Niessner, CEO
Gebrüder Weiss Holding AGAnnual Report 20092009 was certainly one of the most difficult yearsin a long time for the entire sector. With a 10% de-cline in production worldwide, a global recessionwhich had a particularly negative impact on Europe,uncertainties in the financial markets and sharpcurrency fluctuations, transport and logistics wereunable to avoid the disagreeable consequences.Gebrüder Weiss was heavily affected by the muchcited crisis, but was nevertheless, under the givencircumstances, able to maintain its figures at anacceptable level and close the financial year witha profit. Unavailable quantities of products and grow-ing price pressure led to low capacity utilisation forgeneral cargo and warehouse capacity, as well asthe further erosion of margins. A variety of measuresWolfgang Niessner, CEO
16 17therefore had to be taken with the objective of individual regions held their ground or were ablereducing costs on the one hand, and on the other to distinguish themselves through the successfulof avoiding an impact on its outstanding service implementation of major projects. The “Overseas”quality. Measured by the stability of client relation- areas (primarily Asia) again provided evidence thatships and objective external evaluations of quality, the Weiss-Röhlig Organisation is on the right track.GW has achieved this objective. In evaluating 2009, however, we should not ignoreBoth in the “land transport/logistics solutions” that GW, building on a solid foundation, under-and in the “Air & Sea” areas, the comparison with took significant investments and changes of course.2008 is sobering, although this corresponds with Infrastructure projects in Austria, Romania andthe general sector trend. By contrast, the parcel Slovakia were concluded or initiated and the globaland consulting activities fulfilled our high expecta- network significantly strengthened, e.g. with thetions. A look at regional developments shows that establishment of a local company in India. Substan-“Western Europe” (Austria/Switzerland/Germany) tial sums were also invested in (further) training,and Central and Eastern European countries were R&D and in state-of-the-art technologies, as wellmost heavily affected by the recession, although as in the vehicle fleet. Through the acquisition ofDistribution of added value across the departments n d tio an r ta ss e po pr e ns ex ic tra po l ns na rt a r, erv l g Se tra tio na tin s s rie l s ic om ul a & io st nd n r ou e at t s la ter Ai gi C arc N us on Lo In C C % % p % % % 12 14 11 6% 4%28 25
Annual Report 2009 shares in Eurocargo/Serbia and Diehl/DE-Esslingen, Service Excellence – Commitment, were summa- GW succeeded in securing and strengthening its rised, explored in greater depth and communi- position in the Balkans and in Baden-Württemberg. cated both externally and internally. With the new slogan “GW moves”, we are attempting to do Despite all the current challenges, 2009 marked the justice to both the physical and emotional aspects. initiation of the “2020” project, which has major relevance to the future of GW. Beside operational, In difficult times, the support of shareholders, super- structural and technical issues, the project concen- visory boards, clients, partners and employees trates on “Markets and People”. The initial corpo- is particularly valuable and meaningful. We would rate targets to be set and dealt with were “Product like to take this opportunity to thank you for your development”, “Innovation” and “Marketing”. In support. With these prerequisites, GW will be able addition, the four core values which characterise to stay on course and continue to define both its GW‘s profile: Independence – Sustainability – direction and its speed. Net turnover 00 01 02 03 04 05 99 20 20 20 20 20 20 19 5 2 3, 9 2 ,3 9, 5, 7, 3 8 6 9, 57 60 70 3, 49 55 78 42
18 19 June 2010 Wolfgang Niessner, MBA Chief Executive Officer Gebrüder Weiss Holding AG 07 08 09 06 20 20 20 20 6 ,1 ,2 8, 5 0 3 98 831, 94 in million €87
Department reportsLand transport were achieved. “For me, the tremendous results underline the strength and flexibility of the orga- nisation.” Above all, he noted that the operatingStrong even with headwinds managers had produced peak performancesOn the one hand, there were difficult general on this point. The branches thus received supporteconomical conditions. On the other, growth in in technology terms, as is often the case. For aconsignments, improvements in quality, heavy long time, modern information technology hasinvestments and new products. The orange land been providing more efficiency, consistency andtransport organisation also showed its strengths transparency for internal processes, and GW hasin a crisis. consistently investigated and exploited new “We have invested a lot in the past in order technical opportunities.to be able to offer seamless logistics at the highestlevel in our home markets,” says Walter Konzett, Climate protection on the railsthe director responsible for Land Transport Product Gebrüder Weiss also took new paths by introdu-Management at Gebrüder Weiss, “and this effort cing the Orange Combi Cargo (OCC). As the firsthas really paid off.” It is not for nothing that the ICD private logistics company in Austria, in January(Intracorporate Destination) area, which includes 2008, it initiated a unit train, which from then onthe transport routes between the GW locations, has linked to Vienna and Vorarlberg on a daily basis.once again recorded a record profit: 663,000 con- The transport alternative, which is both environ-signments were transported within the orange net- mentally friendly and economical, was so wellwork. As Konzett nevertheless adds, this was achie- received that only a few months later, a secondved “with falling tonnages and declining revenues.” partial train service was introduced between Vienna and Salzburg. The environmentally friendlyAn outstanding performance project also succeeded in convincing the marketThere is no question that a strong headwind blew in 2009. According to Konzett, the two trainsduring the crisis year of 2009, so that Konzett achieved capacity utilisation of over 80% duringappreciates all the more that the group as a whole the course of the year. “Overall, with the OCC,stayed on course. “Beside the outstanding ope- we shifted 21,000 HGV journeys from Austria‘srating performance, we also succeeded in main- roads to its railways. Not least, this representstaining quality at a high level, even increasing it a saving of around 12,000 tonnes of CO2.”in certain areas.” In addition, heavy investments In 2009, GW accelerated ecological trans-created the best preconditions for healthy growth port in Switzerland as well. “From Basel, wein the future as well. Among other things, GW es- transported more than 1,000 articulated trailerstablished a new country organisation in Macedonia, by rail to the German Ruhr district and severalinaugurated the most modern logistics terminals hundred to Scandinavia,” says the director ofin Bucharest and Maria Saal, and at the end of land transport, and GW will also be betting morethe year, acquired an established freight forwarder strongly on such innovative and sustainablein Serbia, and with the Balkan states of Bosnia- solutions in the future.Herzegovina, Serbia and Macedonia, three countryorganisations were immediately integrated into Quality leader in SAEthe ICD network. The exceptional service quality of Gebrüder Weiss In order to offset increasing cost pressure, was apparent in 2009, not least in System Allianceproduct management worked intensively with Europe (SAE), Europe‘s leading general cargothe branches on process optimisation. As Walter network. “We were undoubtedly again among theKonzett emphasises, this was extremely success- ‚quality leaders‘ of the Alliance,” Walter Konzettful, since from time to time, enormous savings says delightedly. In the central quality evaluations,
20 21 “ Beside the outstanding operating performance, The exceptional service quality of we also succeeded in maintaining quality Gebrüder Weiss was apparent in 2009, at a high level. not least in System Alliance Europe (SAE).the GW locations ranked among the leaders ” In this way, since September, a HGV with a two-without exception. man crew has transported goods collected in Five years ago, GW played a significant role Lauterach to Barcelona, where these flow directlyin the establishment of the SAE: an alliance which into the national system of its partner Salvatbrings together the expertise and technical know- Logística. “And within the Barcelona postcodehow of leading medium-sized freight forwarding region, these are delivered on the same day,”companies. When a client applies to its regio- says Mori-Schwarzenberger. The branches of itsnal transport company, the complete range of the partner Zufall in Fulda and Göttingen function asEuropean groupage platform is available to it. hubs for transport to Denmark and Sweden. FromWithin this grouping, in 2009, GW transported al- there, consignments continue on the same daymost 2.8 million consignments. This year, the to Copenhagen, Kolding, Malmö and Borås. Sur-SAE network again grew consistently. New part- face distribution is then assumed by the Northernners were added in Italy, Turkey and the Baltic, European Itella Group. For the first time, threewhile existing partners introduced further ope- partners initiated such a consortium project withrations. To date, System Alliance Europe has GW, and the result is clear. Both the Scandinavian47 members and a total of 166 branches. and Spanish platforms have got off to a very good The Gateway Concept, already introduced start. From an overall perspective, the network ofin 2008, offers comprehensive, transparent and partners nevertheless failed to maintain its growthefficient logistics and was extended further in trend of previous years. “As a consequence of the2009. Konzett adds: “Through the consolidation crisis, numbers of inbound and outbound consign-of consignments, an efficient system has arisen ments declined slightly in 2009,” reports Martinwhich can provide optimum service quality and Schmidt, pointing out that developments differedthe necessary safety with regular and timed de- entirely from region to region.partures.” Among other things, the cooperation with Bischoff International closed in the plus column,Efficient partner transport which likewise represented proof of a successfulFor Gebrüder Weiss, a similar concept has also change of partner, since in June 2009, GW‘s long-been successfully deployed in European trans- standing German partner Militzer & Münch trans-port by partners. Since 2009, the pooling of con- ferred its domestic land transport activities tosignments has permitted daily departures to the freight forwarding company Bischoff, head-Spain, Sweden and Denmark, a frequency which quartered in Naila, Upper Franconia. Accordingfew Austrian competitors can match. “This now to Schmidt, it was already a challenge to hold con-results in significantly faster transit times for our signments. “The fact that we were even able toclients,” which represents the major advantage, show gains is all the more gratifying.”as is explained by Ulrike Mori-Schwarzenberger,who together with Martin Schmidt, is responsiblefor the Western Europe area.
Department reports Land transport in “Through the new location, we were able to service clients in the East of the country more rapidly.” Central and Eastern Europe Above all, national traffic developed positively. In this area, there was a sharp increase in consign- ments of almost 50%. Already at the start of the year, GW Slovakia suc- ceeded in winning a large client order: “Through For GW Hungary, the growth trend in domestic the agency of our partner Heppner, the French business also continued in 2009. “The consignment BIC group entrusted the distribution of their en- volume again increased relative to the previous tire range for Germany and Austria to us,” notes year by around 25%, and at the same time, we suc- Markus Jelleschitz, the Country Manager for ceeded in improving our delivery and collection Slovakia. Since March 2009, GW calls in at BIC‘s quality,” says Country Manager Thomas Schauer. central warehouse in Sered on a daily basis and The driver for this development proved not least to delivers the collective goods either directly or be a leading international manufacturer of house- via the main transconsignment centre in Maria hold appliances, for which Gebrüder Weiss has Lanzendorf, thereby guaranteeing a 24- or 48-hour been executing national distribution for some time. service for the entire region. As a consequence “In 2009, we inaugurated an additional location of the satisfactory collaboration, in the meantime, specifically for this client, at which we operate a GW has also been commissioned to supply three logistics warehouse of a total of 7,500 m2.” more markets. “The preparations for distribution The difficult environment significantly charac- in Hungary, the Czech Republic and Slovakia have terised the past year: Hungarian economic perfor- already been initiated,” Jelleschitz notes conten- mance declined dramatically, exports collapsed and tedly, projecting corresponding increases in vo- the transport market was dominated by a bitter lumes in the future. To date, GW handles around price war. “Given these circumstances, we concen- 1,500 consignments for BIC. trated primarily on retaining existing clients and Since spring 2010 onwards, a modern termi- making further improvements in quality of handling, nal at Senec, near Bratislava and inaugurated in in which we were successful,” Schauer concludes. 2009, has been providing an even better basis for transport and logistics solutions. South-Eastern Region: Romania, Bulgaria, Macedonia and the Ukraine In 2009, GW Czech Republic also implemented In 2009, the South-Eastern region grew further: in numerous activities. “During the last financial the autumn, Gebrüder Weiss inaugurated a location year, we concluded several major projects at the in Skopje. “By so doing, we are now in a position same time,” reports the Country Manager Harald to offer seamless transport to and from Macedonia,” Prohaska. In this way, since April, Gebrüder Weiss reports the responsible Regional Manager Thomas has been operating a logistics centre of almost Moser, “and this to the usual high service standards 11,000 m2 in Rudna, in the form of a cross-docking of GW.” Its initial clients include prestigious com- warehouse, on behalf of a well-known high- panies such as HP and Daikins. Moser sees future tech client. The Czech organisation faced a major potential above all in the areas of distribution and challenge, above all for the integration of land procurement, since more and more Western com- transport and the logistics division of Hellmann panies will discover the Balkan region. Worldwide Logistics. “From April onwards, the The Bulgaria country organisation, to which branch of Hellmann in Ostrava was fully integrated the location belongs in organisational terms, also into the orange network, in both operational and played its part in the successful launch of GW organisational terms,” explains Prohaska, pointing Skopje. There will be four connections a week out that by virtue of good preparation, GW imme- between the Macedonian capital and Sofia, with diately benefited from the network extension: the introduction of two further connections be-
22 23tween Vienna and Skopje. As the Regional Manager Integration into the orange network will bereports, in part, there was a sharp contraction in completed in the first half of 2010.the economies of Romania, Bulgaria and the Ukraineduring the last financial year. “Despite the difficult All in all, as Schafer sums up, 2009 was a “dif-general conditions, in 2009 we were able to en- ficult year.” “The economic crisis evidently didn‘tsure several significant orders and to make major stop at the borders of the Balkan countries.”progress in development from an organisational Foreign investment was curbed and the transportperspective.” sector also suffered from the sharp decline in im- Undoubtedly, the highlight for Gebrüder Weiss ports. “Under these conditions, we were unablein Romania was the entry into service of the new to build on the high growth in revenues in volumesterminal in Bucharest. “Our degree of recognition of previous years.”within the country increased significantly, in parti- There was nevertheless good news to an-cular on account of prestigious new clients,” says nounce from domestic traffic. In particular, theMoser. With the state-of-the-art installation, we country organisations in Croatia and Slovenia achie-shall once again fulfil the expectations of a top ser- ved growth in consignments in this area. “We havevice provider for transport and logistics solutions. also succeeded in making gains with FCL,” saysFurthermore, the acquisition of sites in Arad and Erich Schafer. Not least, made-to-measure logisticsSibiu, as well as the extension of the domestic net- solutions contributed to the success. Among otherwork, prepared the ground for further growth. things, Serbia gained a German manufacturer of con- In the Ukraine, GW pushed ahead in the area sumer goods as a new client and in autumn 2009,of full container loads, at the same time extending Croatia took over procurement for a DIY chain.feelers into new markets. “We can execute FTLtraffic with Russia, Moldova, Belarus and theso-called ‚Stan countries‘ such as Kazakhstan toa higher level of quality and are experiencinggrowing demand in this area,” argues the Regio-nal Manager. Likewise, since 2009, the Ukrainiancountry organisation has been servicing a regulargroupage line to Belarus in collaboration withthe Maria Lanzendorf branch.South-Western Region:Slovenia, Croatia, Bosnia-Herzegovina, SerbiaGebrüder Weiss massively strengthened its pre-sence in Serbia, the linchpin of the Balkan region,in November 2009. “With our majority stake inthe established freight forwarder Eurocargo, weare now optimally placed to position ourselvessustainably as a provider of logistics solutions,”Erich Schafer notes contentedly. For the RegionalDirector responsible for the operation, the acqui-sition of the company with its total of 100 emplo-yees is undoubtedly the most important event ofthe past year. Already during the following weeks, the 30GW employees relocated to Eurocargo‘s newly builtinstallation in the Belgrade suburb of Dobanovci.
Department reports Air & Sea development of India, it was thus beyond question that we would enter this market ourselves,” says Heinz Senger-Weiss. Although various doors were On a tried and tested course for new shores open to GW, he notes that “We consciously took In 2009, Gebrüder Weiss Air & Sea navigated rough our time to weigh up all of the possibilities, in order seas but steered a steady course, with its joint ven- ultimately to find the best solution.” ture with Röhlig facing the competition in Thailand The path to the subcontinent ultimately led right at the start of the year, before finally begin- to an established Indian freight forwarding com- ning its long planned adventure in India shortly pany, Tricon Shipping Pvt. Ltd., in which GW and afterwards. With 15 locations and a committed Röhlig took an overall stake of 50%. “In Tricon, team, GW has been well prepared from the begin- we have found a company well matched with ours, ning to accompany its clients from its internatio- on account of its professionalism, client focus nal Air & Sea network in this dynamic market of and culture,” stresses the head of the Air & Sea the future. division. With the renaming of Tricon Shipping as In 2009, the transport sector again faced a Weiss-Röhlig India, in September 2009, GW estab- practical test. If declining transport volumes had lished itself in a sustainable way as a complete already dominated everyday life in the previous service provider for the entire logistics value crea- year, the tense situation was exacerbated even tion chain in one of the most important growth further. A collapse in prices added to overcapacity, markets of Asia. Approximately 165 people work creating a constellation of circumstances which in the 15 branches and GW is on the ground in pushed many market participants to their limits. all of the major business centres in the country. Heinz Senger-Weiss, CEO of Air & Sea, sees Weiss-Röhlig‘s headquarters is in the port city of the origin of this development in a capacity arms Chennai on the East coast. race. “For years, shipping companies and airlines After the first few months of operational col- behaved as if two digit growth rates would never laboration, Heinz Senger-Weiss gives a positive end.” According to him, the latest events have now summary, noting that the decision in favour of shown how drastically slowdowns may occur. Tricon Shipping had proven itself to be the correct Nor was Gebrüder Weiss spared the turbulence one: “We know that we have an experienced and in the international markets. It was thus a question strong partner beside us and that its entire team is of adapting daily business to the changed frame- motivated not only to accompany the course of work requirements, in which, according to Senger- Weiss-Röhlig India, but also to participate actively Weiss, “Developing regions in particular had a in shaping it.” For Gebrüder Weiss, the jump into doubly difficult task.” At the same time, in 2009 India also represents a major cultural challenge. GW‘s management again pursued its group stra- “On entering new markets, we already aspired to tegy aggressively. Entirely in this sense, the Weiss- maintaining local realities, and at the same time, Röhlig joint venture was launched in the market to conveying those values which represent GW,” of the future, India, as well as in Thailand. says the board member. “Combining the best of East and West into a successful whole is once GW goes India again our objective.” Within the orange logistics company, there is a tradition of traffic between Europe and India, with Thailand: a market of opportunity partners having operated its transport business Weiss-Röhlig was already facing the competition within the subcontinent for decades. In the mean- in Thailand in January 2009. In the aspiring country, time, more and more companies have been direc- its joint-venture partner Röhlig opened its own re- ting their attention to the land of the Ganges. “In presentative and sales office years ago and has the light of growing demand and the dynamic subsequently built up know-how in this region of
24 25South-East Asia, acquiring valuable insights into Think bigits business life. In June, even before the official start of Weiss- In the meantime, as an exporter, Thailand Röhlig India, GW and Tricon gave an impressivehas developed into a genuine alternative to the demonstration of their strengths. The task was to“giant” China. In particular, smaller producers transport a complete water treatment plant fromdiscover very good general conditions here. This India to Austria. Seven heavy goods vehiclesis an opportunity which an increasing number of were necessary to transport 18 crates with a totalGW‘s clients want to know how to use, as Heinz weight of 40 tonnes from the manufacturing loca-Senger-Weiss reports: “Many companies, which tion in Goa to Mumbai, whence it was transportedpreviously only had a local presence in China are further by air to Vienna. This was the largest airnow also opening their own locations in Thailand, freight consignment dispatched from Mumbai inin order to benefit from the advantages of the mar- the history of Tricon, and a genuine highpoint ofket.” As such, it was a logical step for us to begin the Weiss-Röhlig joint venture.operating in Thailand, “in order to be able to offerthese clients a full service range and the high On to Olympiaquality standards to which they are accustomed,” There are some 12,000 kilometres between thesays the Air & Sea director. municipality of Alberschwende in Vorarlberg and the Olympic venue of Whistler in Canada. In July,A modern centre Gebrüder Weiss sent the “Austria House”, a com-Some things were also done in an entirely different munication centre and crowd puller at the Olympicsarea: in this way, a new software application, which and Paralympics, on this route. The two-storeyhas been introduced into the network step-by-step passive house was fitted into six containers, whichsince 2007, offers support for transport handling. were transported from Wolfurt to Hamburg andAs Senger-Weiss points out, “Technology forms the from there, across the high seas to Montreal.heart of our business. It was our objective to make Furthermore, there is no return transport, sincethe network operational on an efficient and reliable for the first time, an “Austria House” will not bebasis with a new IT solution, and during the course dismantled after the Games, but made availableof this, to design the processes in a consistent, to the local population for subsequent use.clear and efficient way.” In the meantime, the roll-out has been largely concluded. With hindsight, Heinz Senger-Weiss com-ments that “it was a rocky road to remodel theingrained processes.” But ultimately, the effortswere worthwhile. “The Air & Sea Software createdthe preconditions, not only for improving produc-tivity but above all for the further improvement ofquality on a continuous basis.”
Department reports Logistics bundled completely automatically by region, coun- try and final recipient, customs clearance is orga- nised and all the necessary transport documents Networked action and delivery notes are prepared. The consign- Networking was the order of the day in 2009 for ments are then ready for collection by the respec- logistics system management. One of the main tive final carriers. tasks was to create synergies in the business. The special feature of this logistics solution Ultimately, teamwork resulted in a logistics so- now becomes clear: in Rudna, a sophisticated lution par excellence. technology platform connects all the transport In the financial year just ended, th e internal services providers involved to one another. This group network was consistently developed and is no easy task, as Stiastny stresses, “since dif- knowledge transfer was driven forward in regular ferent systems and processes had to be integra- workshops. “On the one hand we integrated the ted to incorporate the businesses into the day- eastern European branches more firmly into our to-day business.” He is even happier that the en- logistics network,” says Harry Stiastny, Head of tire scheduling now also runs on GW systems. Logistics System Management,“ and on the other “That means that all carriers are using the same we intensified global co-operation with our Air & technical tool.” Sea organisation.” The main focus was on Asian In-house specialists were called on to adapt markets. “We see exciting opportunities, especially the various processing systems in the hub: the in respect of whole-of-Europe logistics concepts information logistics specialists at subsidiary inet- for customers in China,” Stiastny adds. This focus logistics. To this end, they implemented a combi- will therefore be pursued in future too. nation of proven GW technology and custom soft- As regards Europe, the system manager is ware solutions. sure that the demand for innovative logistics so- lutions will rise especially in Romania. This was one of the circumstances that prompted Gebrüder Weiss to open a new modern terminal in Bucharest in 2009. “This gives us the perfect conditions to respond flexibly to the increasing demands on lo- Gebrüder Weiss gistics in the region.” parcel service One project made boundless commitment across disciplines, branches, national borders and even businesses a reality in 2009, a project that could Success down the whole line probably be called the epitome of logistics solu- In 2009, DPD once again lived up to its role as tions: the new hub for an international technology Austria‘s leading B2B parcel service: with just group. Within just six months, Gebrüder Weiss under 36 million parcels, the partners Gebrüder planned and implemented the nearly 11,000 m2 Weiss, Lagermax and Schachinger again achie- consolidation centre in Rudna in the Czech Repu- ved an excellent result, increasing turnover by blic. The facility started operation in the summer. 1.6 percent. Since then, GW has been collecting around 120 “You can‘t assume that you will be able to lorry loads of goods from the major customer‘s increase turnover in times like this,” says Ewald various sub-contractors‘ depots and bringing Müller, who is very happy with the result. For the them to the hub. “There we prepare the consign- director of the Gebrüder Weiss parcel service (GWP), ments for onward transport, both physically and the driving force behind the success is once again technically in terms of data,” explains Harry the services that DPD further expanded this year. Stiastny. The two million parcels per annum are “For example, we started the dispatch of catalogues
26 27in February in response to a specific customer re- important assembly products such as screws, pinsquest,” explains Müller. “This means we can now and fixtures delivered to industrial operations asoffer an alternative to traditional dispatch of printed well as building sites. “In this area in particular, ourmaterial.” The service is not limited to catalogues, Track & Trace services prove their worth,” saysbut also extends to sales samples, calendars and Ewald Müller. For example, “StarTrack” uses Googleadvertising material. DPD already offers collection Maps to establish the driver‘s route and providesfrom the production site, enabling the customer to information on when delivery will be made. It is notconcentrate entirely on its core business. A host of for nothing that Würth describes the parcel serviceextra services also allows resources to be saved on as the “perfect partner for the last mile.”printed materials, which are often expensive to pro-duce. Another innovation is parcel notification. On Record set thanks to online boom. The successfulrequest, recipients can now be notified promptly partnership between DPD and primetime and DiTechby SMS or e-mail of when delivery will be made – has existed since March 2001. And the companieswhich of course makes things a lot simpler. had special reason to celebrate at the beginning of December because the computer specialist dis-Rewarding proof of confidence. That good service patched its 100,000th parcel. Even in this year ofis the pre-requisite for customer loyalty was shown crisis, the online business has boomed, resulting inat primetime too: the specialist in express and extra shipment numbers increasing by a total of 15 per-services also grew slightly this year. The many ad- cent compared with the previous year. “The manage-ded-value services such as cash on delivery struck ment of DiTech acknowledges that we not onlya chord. A co-operation with the German Hermes have the most comprehensive product range of alllogistics group also came into being mid-year. The Austrian parcel services but also take the best carelatter withdrew from the Austrian market for enve- when handling high-tech products,” says Müllerlopes and deliveries and consequently handed over about the co-operation.its activities to primetime and Post AG. Müller says,“Since then 55,000 parcels a month have been col- Farewell and welcome. As of the end of the year,lected and/or delivered throughout Austria.” Ewald Müller is retiring after more than 24 years There is positive news in wine deliveries too, re- working at Gebrüder Weiss. For almost twelve years,cording an increase of 6 percent in 2009. “We have Müller guided the fortunes of the parcel service,continuously expanded our product range, including during which period the company certainly made itsthe two-bottle box in spring 2009, and launched mark. His position at the head of the company isthe portal www.weinlogistik.at in the autumn,” the taken by Andreas Winkelmayer, who has long beenGWP boss reports. Vintners and wholesalers can a companion to Müller in the business and an indu-order their wine boxes directly in the online shop. stry expert: together with Müller, Winkelmayer hasIn wine deliveries in particular, Müller believes in- represented the interests of GWP on the KEP boarddustry expertise makes the difference: “Only a par- since 2006 and prior to that he headed up the prime-tner that is familiar with the requirements for opti- time express service, which is now managed bymum wine delivery can score points with vintners Daniel Neumann.and wholesalers.”Partner for the last mile. The high quality of theservices on offer was also a crucial factor thatpersuaded Würth, the connecting and assemblytechnology wholesaler, to trust DPD‘s services fora further three years. Since the beginning of theco-operation in 2005, the German group has sentaround three million parcels via DPD, containing
Department reports Subsidiaries and brands to be responsible for up to 30% of overall costs.” He notes as an example that a builder‘s yard with its processes may be a decisive cost factor. Training collaboration with the Federal Construction Guild x|vise and the organisation “Austria Bau” will now increase awareness of logistics within the sector. However, things started in the middle with the client Tomaselli Pioneering solutions Gabriel Bau: for the Vorarlberg-based company, With a logistics check, including a package of x|vise planned a modern logistics installation and measures, in 2009, x|vise captured the spirit of optimised the organisation of the builder‘s yard. the age. There was also a new boost for building logistics. And the advisory team was awarded The distinctive solution approach and imaginative an innovation prize for its efforts. work of the advisory teams was also distinguished The economic motor, which had long been in 2009. The Austrian trade journal dispo saw in run at full throttle, hummed more softly in 2009. In x|vise “a company which has resolutely pursued the knowledge that it would be difficult to increase new paths for years and which pragmatically seeks revenues in this situation, many companies turned pioneering solutions in all areas of logistics.” For their attention to their value creation. “With higher the editorial, this was reason enough to award it cost pressure, lean processes are becoming ever their first-ever innovation prize. Stiastny is pleased more important,“ with x|vise‘s chief executive Harry with this recognition: “We have never been satis- Stiastny justifying this development “in logistics fied with expressing recommendations, but place as well.” value on designing effective practical solutions with At the start of the year, x|vise thus presented our clients.” According to him, innovation is not only a tool which allows the status quo of logistics to be creativity but also provides genuine added value.“ efficiently determined and optimised in a targeted way: the logistics check. Companies such as Röfix, Omicron, Schmidt‘s trading company or Kastner & Öhler opted for this consulting day, which shed light on the strengths and weaknesses, opportunities and dangers of logistics organisation. On the basis of the knowledge obtained, the advisers finally drew inet-logistics up a comprehensive list of measures for increasing productivity. “If the correct cog is turned, there will not Peak performance only be medium-and long-term improvements Services that go beyond the run-of-the-mill have in logistics, but also numerous quick wins,” with made inet-logistics one of the leading providers of Stiastny indicating the opportunities for cost sav- transport management systems (TMS) in less than ings within the company. Rapid successes, on a decade. In its anniversary year 2009, the GW which a company depends in challenging times. subsidiary has repositioned itself to reap the best It is thus not surprising that most participants in possible benefit from future growth opportunities. the logistics check subsequently attempted con- It all started with an ambition to make trans- crete optimisation projects. port logistics in companies simple, transparent and efficient. inet-logistics has remained true to this In 2009, building logistics formed a focus within the philosophy to this day. And the unbroken pioneering sector. “Within the building industry, logistics is spirit has borne fruit: the GW subsidiary stands frequently not perceived as such. And this,“ Harry on the threshold of exponential growth in the TMS Stiastny states, “Despite the fact that it proves itself market, an area that IT analysts believe has a great
28 29future. “In order to cross this threshold, we delibe- Gebrüder Weiss Rail Cargorately developed the organisation in 2009 and madeit even more professional,” says CEO Oswald Werle.The range of products and services was further Still on trackrefined and internal structures modified. A rebran- Gebrüder Weiss Rail Cargo defended its marketding exercise brought inet‘s profile into sharp focus share in 2009 with Service Excellence – and atand centred on the company‘s performance. For the same time positioned itself as a specialist inmany logistics managers, inet has now become a future markets in south-eastern Europe.household name for confidence, agility and excellent “When the economy is doing well, we do well,”performance. Werle is proud: “With this strong brand, said Rail Cargo director Walter Dolezal during thewe can effectively pursue our goal of becoming one boom for his industry. 2009 showed the other sideof the top 5 providers of transport management so- of the coin for Rail Cargo. “The difficult economiclutions in five years.” situation and the associated price war have affec- ted the results as expected,” says Dolezal. GW RailIn terms of the market, the key themes of 2009 were Cargo‘s primary objective, therefore, was to securetransport optimisation and cost reduction. And inet its existing market share. “That we managed to dowas able to pass on savings to customers quickly. so we consider a major success.”The strategy of connecting the partners in the logis-tics chains, across sites and companies, via the In- Dolezal attributes the cargo industry‘s confidenceternet proved its worth. “We have always made all in GW to the high quality of service. “Our team alsoour software products available to our customers via responds quickly and capably when things are ur-the web,” says Oswald Werle. In addition to rapid gent. And our customers value that.” For example,implementation, the main benefits of such software Rail Cargo again carried bulk goods with a totalsolutions are also financial. This means initial invest- weight of around a million tonnes even in 2009. Thement is low and during operation, the actual work- type of goods transported range from oversizedload determines costs. plastic pipes destined for Greece to carriage-loads of fertiliser intended for Turkey.In 2009, a host of well-known businesses againchose to rely on inet. These included motorcycle Overall, we have managed to position ourselves inmanufacturer KTM, which entrusted the inet team the market as a specialist for south-eastern Europewith the optimisation of its processes for special over the last financial year, says Walter Dolezal. “Ittransports. Air, sea, overland, courier or express can be assumed that the economic upturn will bringservices - since the beginning of November, tende- the greatest growth in transport for the newest EUring and scheduling of all special orders have been member states of Romania and Bulgaria.” And Railhandled using the transport scheduling and trans- Cargo is already setting the points for the futureport order management modules. The Kapsch group markets.now also uses inet TMS to assign its transportsspecifically to the most suitable logistics provider.However varied the requirements of business indifferent industries may be, ultimately they all bene-fit from reducing their process costs and greatertransparency.
Department reports dicall gone from strength to strength, in terms of both tasks and the sites served. “Since 2009, we have also worked for the western depot in Sulz in the Quality wins Vorarlberg region and hence for all the GWP sites.” Young, dynamic, highly competitive and in the The dicall team now serves a total of around 9200 middle of a revolution. The call centre industry Austrian parcel customers. came under pressure too in 2009. Whilst cus- tomers‘ quality demands rose, increased com- petition kept driving prices down. The result: a market adjustment from which high-quality service providers such as dicall were ultimately able to benefit. dicall Manager Florian Maurer is happy with the development of the Customer Care Centre: “All three business areas, including incoming and outgoing calls and training, remained consistently tectraxx High Tech Logistics at the previous year‘s level, as did the number of employees.” For Maurer, if nothing else this is a success of the corporate philosophy. “Because B2C challenge we have always focused on our customers and When large electrical appliances are sent to private their needs and we are not prepared to compro- customers, efficient logistics are not the only re- mise on quality.” quirement. Technical expertise is just as important. tectraxx manages this balancing act with custom In 2009, this attitude also won over a well-known service concepts, for which there was high demand mobile telephone service provider, among others. again in 2009. Specifically, it was a promotion campaign, concei- “Delivery to the end customer poses a real chal- ved on a broad canvas, which the company had lenge for transport service providers, dealers and implemented in the past partly in-house and part- manufacturers,” says Wolfgang Leuthner, manager ly with various service providers. dicall offered a of tectraxx High Tech Logistics. Recipients who complete package and won the contract, Maurer are only home at the beginning and end of the day, explains. “And because, we were told, the balance residential buildings in out-of-the-way places or between price and quality was an ideal fit.” With a lack of facilities for loading and unloading make effect from autumn 2009, dicall staff contacted economic transport handling difficult. Technical small and medium-sized enterprises throughout skills are then also often needed on site to connect Austria, made appointments for the large field appliances to the water and power supply or to sales team and, in the process, brought the supp- remedy any faults. lied database up to date. In light of rising customer demands and increas- As early as 2002, the Gebrüder Weiss parcel service ing pressure on costs, high-tech businesses are (GWP) faced the challenge of offering the best poss- increasingly looking for a professional partner to ible accessibility to its customers whilst at the same provide “all-round support” for their customers. time taking the burden off its employees. The solu- “We have been providing comprehensive ser- tion was the dicall Customer Care Centre which was vice for end customers on behalf of well-known set up at that time. “Right from the start we acted mail order companies for years,” says Leuthner. as a central access portal for customers and reci- “In 2009, Interspar Austria and Neckermann also pients of the five depots in eastern Austria,” Florian decided to work with us because of our many Maurer says. And over time, the partnership has years of experience.”
30 31Since September, tectraxx has been responsible thanks to leisure+sports logistics. “Adidas com-not only for delivering household appliances and missioned us to come up with a plan to distributeconsumer electronics for all 52 Interspar hyper- these balls and other World Cup merchandise inmarkets, but also for installing, assembling and very short order,” explains product manager Klausconnecting them, as well as disposing of old appli- Bannwarth. Stock was supplied to shops in Austriaances properly. Deliveries are made across the as well as central and eastern Europe.whole of Austria as well as to neighbouring EUcountries. Just a few weeks later, the high-tech Time is generally the decisive factor in the sportlogistics specialist started working for Necker- and leisure industry. “Technological developmentsmann. “The mail order firm commissioned us to in the industry are very quick, so the industry alsocarry out home deliveries of goods weighing more expects great speed and flexibility from its logis-than 30 kg,” says Wolfgang Leuthner. In addition tics,” says Bannwarth. leisure+sports logistics canto brown and white goods, this also includes not only meet these demands in full but can alsogarden tools, furniture and leisure items. The GW deliver high quality.business unit‘s service range from collection fromthe warehouse to delivery and commissioning, as Apart from the imminent football mega-event inwell as removal of packaging and old appliances. South Africa, the experienced industry logistics partner also worked more intensively on reorgani-“For end users, these co-operations mark a new sation projects in 2009. After all, the economiclevel of service quality,” says Leuthner. “Because situation has put a damper on the sports industrywe combine efficient logistics with stringent tech- too. Consequently, the leisure+sports logisticsnical services to create a custom solution for our team actively approached its customers with con-customers which will grow continuously along with crete measures for optimising processes and re-the demands of the market.” And, for the tectraxx ducing costs whilst maintaining quality. And thatmanager, it goes without saying that demands and commitment bore fruit. “Over the year we wereconsumer expectations will continue to grow. able to maintain our existing business and even expand it to some extent,” concludes Bannwarth. Meanwhile leisure+sports was already preparing for the upturn. Klaus Bannwarth sees opportunities for the GW industry solution particularly in the Balkans, an area in which the logistics groupleisure+sports logistics is currently expanding: “Our local branches are already well-placed to distribute system goods. As soon as the market picks up, we will certainlyPerfect timing be supporting one or more customers in this boo-leisure+sports logistics was active in football even ming region.”before the World Cup in South Africa. And evenoutside football, the industry logistics specialistswere always on the ball. On 4 December 2009, the football world‘seyes turned with curiosity to Cape Town as thedraw for the groups marked the starting signal forthe 2010 World Cup. The same evening also sawthe launch of “Jabulani”, the official match ball ofthe tournament. Just days later, Adidas‘ high-techproduct was available in the shops - not least
Department reports “ Moreover, the range of continuing professional The challenges for those involved in personnel develop- development needed to be adapted to the ment at GW changed in a very short period of time. ” changed conditions and needs. automotive logistics “Many suppliers, including prestigious ones, slid into insolvency,” reports Pichler. Moreover, count- less projects were stopped or put on ice “until after The black year of the automobile industry the crisis, which we already feeling.” Against this Losses in the billions, corporate collapses and take- trend, automotive managers nevertheless managed overs. With the traditional car manufacturing city to launch a number of successful initiatives: of Detroit prostrated, and Bosch, the largest sub- among other things, from 2010 onwards, Gebrüder contractor in the world, in the red for the first time Weiss and a German partner will operate a distri- since the Second World War, 2009 was probably bution centre for a well-known tyre manufacturer the hardest year in the history of the automobile in Western Hungary. industry. automotive logistics nevertheless fought “In 2009, we got off with a black eye, but we back bravely. are not out of the woods yet,” Kurt Pichler says A sector between hopes and fears. The auto- with conviction. If the surveys of a prestigious con- motive logistics Competence + Solutions Centre sultancy firm are to be believed, the level of 2008 operated during 2009 in an environment in which will only be achieved again after 2013, while many the most important thing was to protect existing suppliers claim that they have already overcome the business and to recalculate. Omnipresent: the often crisis. “Be that as it may,” says Pichler, “we have desperate search by all market players for poten- long since offered ourselves to the sector as a re- tial cost savings. liable partner, and will continue to do justice to this Considering this, the conclusion of Kurt Pichler, claim.” According to him, not least, the internal Head of Automotive Business Development, is a stability of the company and intensified collabora- positive one: “In so far as we were able to exert in- tion with GW‘s branches provide support. fluence, we succeeded in retaining existing clients.“ All in all, losses and gains approximately balanced each other out.” Lower inventories in client supply chains nevertheless made heavy demands on GW automotive logistics, since this increases require- ments with regard to transit times and precision of delivery, and this for lower revenues and under constant competitive and cost pressure. Enormous global production overcapacity worldwide was not brought under control, despite states scrapping bonuses, which were still causing sales figures to skyrocket at the start of the year.
32 33Personnel development Action learning makes it possible to kill two birds with one stone, says Helmut Schöpf about the branch‘s commitment: “Not only is a solution foundThe learning organisation for an existing problem, but the employees enjoyA business that is always moving forward. That new experiences and gain extra skills - on both aresponds to both internal and external stimuli and technical and a personal level.”adopts them as the driving force behind constantdevelopment. Whose people learn from one anot- Initiatives like these show that personnel develop-her and help one another to progress. A business ment has not only tackled the challenges posedthat acquires new experiences even from difficult in 2009 as cited at the top, but has mastered them.situations - like Gebrüder Weiss in 2009. Remaining a learning organisation despite the The challenges for those involved in person- difficult economic and political climate - that wasnel development at GW changed in a very short Helmut Schöpf‘s primary goal. “Because learn-period of time. And fundamentally too. “Whereas ing must not stop, even in bad times,” he saysjust a few months ago our focus was on issues emphatically.such as employer branding, corporate culture orrebranding,” explains their head, Helmut Schöpf,“during 2009 we became increasingly geared tothe operation of the business.” Active support forprojects on organisational development becamethe order of the day.Moreover, the range of continuing professional de-velopment needed to be adapted to the changed IT-Servicesconditions and needs. Priority was given to inter-nal knowledge. “Our advantage was that we havealready trained up employees as ‚specialists‘ across Seamless communicationthe group in the past, and they can pass on their “Deployment on many fronts” was the 2009 slo-experience and expertise to interested colleagues,” gan for employees of the orange IT-Services. Theysays Schöpf. More and more of these internal know- strengthened the nerve centre of freight forwar-ledge seminars were offered in the “orange college” ding, which provides the Air & Sea organisationin 2009. Along side this, however, those involved with an efficient tool and also took over supportin personnel development also pursued completely for PC users in Gebrüder Weiss‘ parcel service.new ways of promoting learning on the job. The heart of orange information technology now beats in Kennelbach: Gebrüder Weiss tookValuable incentives for this came from a wide var- over the site there of the former frontage builder,iety of regions in the business such as from Maria BUG-Alutechnik. In June 2009, the 125 employeesLanzendorf, where the familiar principle of “learning of the IT-Services department of Wolfurt moved intoby doing” was deliberately being used. Personnel the new premises only a few kilometres away anddevelopment on site encouraged what is known as rapidly settled in, as the IT-Services manager Klausaction learning. The management specifies a sub- Heim recounts: “It was important for us to createject that is essential in the company but for which a productive working environment here. Ultimately,there is hardly any time in day-to-day business. Pro- the entire transport and logistics business shallject managers and volunteer team members then be managed by EDP systems.” And his team isdevelop a project plan and actually implement it. ensuring that GW employees throughout the world encounter perfect technical conditions.