oN tHe go, worLdwIde - Media – HAVI Logistics

News from HAVI LogIstIcs
suPPort IN tHe LANd of
tHe rIsINg suN
HAVI LogIstIcs' oPPortuNIty
for gLoBAL growtH
HAVI LogIstIcs
HAs ArrIVed
from good to
greAt
HAVI LogIstIcs serVes
BP PoLANd
oN tHe go,
worLdwIde
No.17
August 2008 The Global Lead Logistics Provider

02 Editorial
A recogNIzABLe
ImProVemeNt
eVery INItIAtIVe we tAke, every message
we send, every signal we transmit
– be it on the telephone, during discussions,
in advertisements, with our trucks, in
brochures or in the Internet – has an effect.
And these effects gradually add up to paint an
intangible picture of the company which we
call its “image”. To make our company’s image
- our aspiration and culture - more visible
to all our stakeholders, all our European and
worldwide active Food Service Logistics (FSL)
companies will be united under the brand HAVI
Logistics.
In our changing world customers seek
orientation. They are looking for reliability and
lasting values. With our strong brand HAVI
Logistics we will provide security. HAVI
Logistics will be “The Global Lead Logistics
Provider” for the Food Service Industry. Because
of its size and its unique broad service offering,
as well as its underlying quality base HAVI
Logistics can keep this promise.
tABLe of coNteNts
HAVI Logistics offers genuine added
value to our customers. We support them to
make their core business even more efficient
and successful. That is the profile of the brand
HAVI Logistics, that is our positioning and that
is exactly what we want to make visible with
our new brand identity.
You will notice that a centric element of
the new brand is the Alpha “A”. Our unique
character stands for: our passion for logistics,
our well known reputation, recognized experience,
operational excellence, 100% customer
orientation, our corporate culture and much
more. The soul of Alpha and the ones of our
individual Food Service Logistics companies
throughout Europe will forever live in the new
brand. With this step we unite more than 4.100
valuable, trusted and motivated employees under
one single brand. We are convinced that
this is an important precondition for the further
growth of our company - as “The Global Lead
Logistics Provider”.
coVer story: oN tHe go, worLdwIde 03/04 HAVI Logistics – One company, one name,
one logo 05 Presenting our new face to the world 06 Why a brand is so important 07 S.T.I.
Freight Management 08 IAMM impressions - One brand with body and soul
09 HAVI Logistics has an own corporate song
New customers 10 Coffeeheaven is our new customer in Eastern Europe 11 Distribution
for BP in Poland
eNVIroNmeNt 12 Freeze with the sun 13 We use AME biofuel 14 HAVI Logistics in Italy
is certified according to ISO 14001:2004
New serVIces 14 GAUDI Phase III 15 Invisible Delivery in Hungary and Italy 16 ISIS
supports the European distributors 17 Support in the land of the Rising Sun
News IN BrIef 18 First international HR meeting I Results of SQI and DQMP 19 New
Dutch DC I DC extension in Poland I Best of Green 20 Retirement of Käthe Eickel I
System First Award for ISIS I Our team in Denmark is Cutting Edge
Luca Gnecco, CEO HAVI Global Logistics
Imprint
Proprietor HAVI Global Logistics GmbH
Publisher Christoph Thünemann
content and style editor Jasmin Schürgers
HAVI Global Logistics GmbH, Geitlingstraße 20,
47228 Duisburg, Germany
Tel: +49 (0) 20 65 695 258
Fax: +49 (0) 20 65 695 252
Email: info@havi-logistics.com
http//www.havi-logistics.com
Publisher council Luca Gnecco, Haluk Ilkdemirci,
Hans-Werner Krohn, Sven-Carsten Sachse
Layout Simone Lenth, denkmalfrei, Kardinal-Galen-
Str. 1, 47051 Duisburg, Germany
Printer Druck-Service Weirich GmbH, Industriestr. 17
41564 Kaarst, Germany
Currently we publish news from about the European
HAVI Logistics companies. In future we also will report
about global HAVI Logistics events.
This and the following editions would not be realized
without the great help of our HAVI Logistics members
and all the other System Players. Thanks in advance for
sending interesting topics to be published in future.
This brochure is printed on Aleo Silk 130 g/sqm. Aleo is produced using 50% recovered fibre with 50% virginfibre,
and is an FSC certified product. Further more Aleo is climate neutrally, That means, that the unavoidable greenhouse
gas emissions, which educe during the production, are determined by ClimatePartner and regulated by special investments
for a climate protection-project. Further information under www.climatepartner.com.
oNe comPANy, oNe NAme,
oNe Logo
we use tHe term corPorAte socIAL
resPoNsIBILIty (CSR) to describe
the way we live out our values and
do business. We take opportunities whenever
they arise and steer clear of risks created
by various economic, ecological and social
developments. For us, achieving a good balance
between the economic, ecological and
social aspects of doing business is at the core
of CSR. In so doing, we safeguard our longterm
success and our ability to do business in
the future. At our group of companies, therefore,
economic success is the precondition
for, as well as the target of, responsible corporate
action.
we see ourseLVes As A resPoNsIBLe
comPANy. Because of this self-image, we
take the interests of our stakeholders – our
shareholders, employees, customers, neighbors
and suppliers – into account when making
decisions. In our fast-moving day and age,
these groups are increasingly looking for permanent
and dependable values. A smoothly
Cover Story
we Are emBArkINg oN our future wItH HAVI LogIstIcs
HAVI Logistics has arrived: CEO Luca Gnecco presented our new brand image
at the annual Management Meeting held in Divonne, France. All of the 25 Food
Service Logistics (FSL) companies will soon be united under one name and one logo. This is a milestone in the
company's growth and the climax of our efforts to redefine ourselves as a one-of-a-kind global brand.
functioning corporate culture and a policy of
sustainable CSR set us apart from our competitors.
The values generated by our corporate
culture and CSR have earned us the respect
of our stakeholders, who consequently
hold us in high esteem. This makes us a very
strong brand.
IN tHe PAst 27 yeArs we have developed
from the germ cell of a German company into
an international logistics network comprising
25 FSL companies plus an additional 15
service companies. These 40 companies are
united by a single successful company history
even though they all have different names and
logos. Together, they look back on more than
a quarter of century of providing logistics services
to the Food Service Industry in Europe.
Since the early days of the company our employees
have been connected by a uniform
passion for logistics, a common vision and
a shared commitment regardless of whether
they work in Portugal, Russian, Norway or Italy.
By giving the 25 Food Service companies
03
a single name – HAVI Logistics – the company
has reinforced this unique connection and
strengthened our front-runner position as the
Lead Logistics Provider on the European logistics
market. Further more, by uniting all our
European and worldwide active FSL companies
under one roof and under one brand in
future, we paved the way for an incomparable
global brand.
However, our brand is more than the sum
of its new name, new logo and new slogan.
It takes a lot more to build a brand. Recognition
is needed for a genuine brand to become
established. This recognition must come
from many groups: the company's employees,
present and potential customers, competitors
and business players in general. A company is
respected for achievements that trigger a positive
response and lead to constructive action.
A company has to put its heart and soul into
its brand; otherwise, it runs the risk of having
a brand that is just a logo and a name.

04 Cover Story
Cover Story
HAVI LogIstIcs Is more tHAN A NAme
ANd A Logo. Our uniform name and logo show
the world that we are a tight-knit community.
They symbolize that we are a company and
feel like a company. Our brand is a symbol for
the services we provide as a company. We are
working to achieve a brand that will be more
powerful than the grand total of all the names
and logos previously assembled under the Alpha
Group umbrella. It is now up to us to put
our soul into the new name and our life into
the new brand. We want our employees to be
able to identify with HAVI Logistics and to continue
doing their work with pride, enthusiasm
and passion – just as they have for the past
27 years. This is the only way we can ensure
that the name HAVI Logistics will stand for everything
we have achieved jointly so far and
everything we want to achieve for our customers
in the future. And it is the only way for HAVI
Logistics to grow and to receive all the recognition
our corporate group deserves.
Our work force in Europe – currently over
4,100 strong – will continue to provide reliable
logistic services under the new name. HAVI
Logistics will maintain its previous practice of
offering its customers a comprehensive logistics
concept featuring “one-stop shopping”.
When the company was founded, we already
promised to meet all of our customers' requirements
with respect to optimal food safety, reliable
control of the supply chain and innovative
logistics concepts without losing sight of our
environmental and social responsibility. And
even if we are talking more than ever before
about our willingness to make changes, this
will not have the slightest impact on our values
and our corporate principles.
IN tHe Next few moNtHs the new HAVI
Logistics trademark will be introduced. Next
to the company name and logo, the company
trademark will include a slogan which reflects
our service portfolio – namely “all in one” – and
Our trucks (see above) and our business premises speak a common language – The language of HAVI Logistics.
the claim that we are “The Global Lead Logistics
Provider“. There will be changes across
the board. Besides all of the company letterheads,
the vehicle fleet, buildings, employee apparel,
publications, Intranet and web site will
be brought into line with the new brand image.
The name and logo of IPLPerseco will remain
unchanged. Both business divisions, IPL
and Perseco, adopted the new global branding
between 2005 and 2006 as part of a strategic
collaboration with HAVI Global Solutions.
The name and the logo of ISIS, which performs
a Strategic Support Function to realize our
LLP vision, are now under review. The merger
of all eleven S.T.I. companies – led by HAVI
Logistics and Keystone – to form a new enterprise
called S.T.I. Freight Management is
in the offing (See also the article on page 07).
The potentially renaming of our IT companies,
IT devisions and our recycling company ESM
would be decided case-by-case.
NAme, Logo ANd cLAIm stANd for our ImAge
PreseNtINg our New fAce to
The basic components of the HAVI Logistics design are the name, the logo
tHe worLd and the claim. The HAVI Logistics corporate design creates a uniform identity
for all domains and at the same time leaves sufficient individual license for creativity and content. Our new image
communicates a lively, unmistakable and self-confident picture of our company.
tHe tyPogrAPHy of tHe NAme “HAVI
LogIstIcs” signals modernity, energy, reliability,
openness. The outstanding feature
of the typography is the “Alpha” character
which connects to the letter “A”. This is
not only a well-known symbol of tradition and
experience in food service logistics, but also
stands for our 100 percent customer orientation
and service. “Alpha”, the first letter in
the Greek alphabet, also refers to our philosophy:
we lead, we break the mold, we are innovative
when our customers’ interests are at
stake. The “Alpha” character is organic and
distinctive and linked with the typeface of the
name. It lends the typography of the name
“HAVI Logistics” something that is absolutely
unique and represents operational excellence,
self-reliance, a solid reputation and a passion
for logistics.
tHe HAVI LogIstIcs Logo consists of three
graphic elements which together form the initial
letters of our name, the “H”. The two slightly
slanted vertical lines, which resemble the
lanes of a road, are executed in shades of blue.
Blue is a color which signals confidence, authority
and sovereignty. It also stands for cold
and thus for our expertise in freshness and
refrigeration. The blue elements are connected
to form a silver triangle pointing upwards and
to the right. The dynamics of this element symbolize
forward movement, speed and leadership.
The HAVI Logistics “H” is our identification
mark: clear, dynamic, confident and distinctive.
It indicates the markets we are active
in and stands for speed, for our claim of leadership,
and for a company which consistently
goes further than others.
our corPorAte cLAIm stANds for our
VIsIoN and the promise we give our customers
as “The Global Lead Logistics Provider”. We
are committed to be the first and to remain in
front. Where we lead – so do our customers.
Besides the claim that we are
“The Global Lead Logistics
Provider”, we
05
have the slogan “all in one” which states what
differentiates us and what makes us special.
We do everything for our customers. We bundle
all the services centered around the supply
chain to make our customers’ lives easier and
their businesses more successful. Logistics
with HAVI Logistics means “one stop shopping”.
And that is exactly what we promise with
our globally valid slogan: “all in one”. This slogan
reflects the good standing and self-confidence
of a large and global enterprise.
Our vision, our values and the image we
project, as well as what moves us and what we
move: all of this is conveyed by the new corporate
design reflected by our business papers,
our internal and external communication
tools, our advertising,
and our employee apparel as well as
by the appearance of our trucks, on our
buildings, and the emblem on our flags.
In the near future all these “windows to our
company” will be designed in the new HAVI
Logistics look.

06 Cover Story
Cover Story
07
tHe fIrst ImPressIoN couNts
wHy A BrANd Is so ImPortANt
A company’s image, that is, its brands, products or services, plays an increa-singly important role in customers’
decisions and ultimately in customer retention, too.
ImAges ProVIde orIeNtAtIoN and are a key
factor for success among the competition.
Although HAVI Logistics is not in the consumer
goods business, the same laws apply
to us: we do not reach potential customers just
by providing good services, but also through a
positive image and a professional, unique and
attractive appearance.
McDonald’s, Coca Cola and IBM are
known throughout the world. These brands
are associated with specific content – and perhaps
emotions, too. The experts at the American
company Brand Solutions Inc. also define
a brand as a symbolized, emotional, rational
and cultural representation of what the observer
associates with a particular company or
product. Of course a brand is more than just
creating and publicizing a name and a logo.
The company’s name has to be “brought to
life” and made clearly identifiable and turned
into something that the observer can experience.
A brand must embody the personality
of a company. So it always has to be directly
linked to the services the company provides,
because the values to be communicated have
to be created in everyday business before the
desired brand image can spread into the public
consciousness and gain a foothold there.
Therefore it is all the more important not only
for HAVI Logistics to have a strong vision, but
that we – and all of our over 4,100 employees
in Europe – also share this vision and pursue
our common goals by acting in concert.
tHe HAVI LogIstIcs Logo always has a link
between the graphical element “H” and the
HAVI Logistics type logo. Together they form
our group’s new, unmistakable brand. Our new
image is straightforward, genuine and cred-
ible – just like the HAVI Logistics Group itself.
The brand is modern, but still solidly reliable.
It’s striking, without looking too jazzed up. It is
holistic and uncompromising. We use this image
to underscore the presence of the name
HAVI Logistics and our abilities in the minds
of our customers, employees and stakeholders.
We are aiming for a high level of recognition
all around the world. HAVI Logistics’ corporate
design possesses a unique identity in
all areas and immediately makes an authentic
impression. It tells people that we are capable
and efficient, we can continue making innovations,
we achieve sustainable growth and
we’re here to stay.
A comPeLLINg cAse for cHANge
s.t.I. freIgHt mANAgemeNt
The year 2008 will be a
very special one for
S.T.I. - the most important year in the history of the organization: The merger of all eleven S.T.I. companies – led
by HAVI Logistics and Keystone – to form a new enterprise called S.T.I. Freight Management is in the offing.
wItHIN tHe LAst few yeArs the European
McDonald’s supply structure has
changed fundamentally. A Europeanization
process has taken place, with considerable
consequences for the operation of transports.
At the same time, the transport market
has changed drastically in Europe, too.
S.T.I. is forced to adapt to the market. To meet
McDonald’s expectations and the challenges
of the general market, a joint venture under
the name S.T.I. Freight Management has been
founded and will have an impact on the three
areas described below.
1) owNersHIP cHANges The present ownership
model of S.T.I. is very complex. In the
future S.T.I. will have only two shareholders.
The new company will take over the shares of
the individual S.T.I. companies entirely. It will,
of course, be much easier to control the system
and to manage new joint business.
2) orgANIzAtIoNAL cHANges The new system
will eventually have an impact on McDonald’s
local markets and current relationships with
local country DCs. For example, S.T.I. will be
responsible for benchmarking both for national
and international transports. Responsibility
for business development will be centralized
so that S.T.I. can create similar business approaches
through single management.
3) tecHNoLogy ANd Process cHANges The
electronic order-processing system will have
a positive impact on McDonald’s and on current
distribution companies. Through the new
business intelligence IT platform, S.T.I. is able
to conduct business case studies more easily.
The change is designed to achieve ultimate
efficiency and, at the same time, maximum effectiveness.
s.t.I. freIgHt mANAgemeNt wILL Be esseNtIAL
for competitive inbound freight in the
McDonald’s supply chain. The new organiza-
tion will effectively respond to market changes
and future developments. S.T.I. Freight Management
will create a pan-European freight
management network in which decisions, profits
and risks are shared. The new brand is the
only answer to the concentration of European
freight business. The next step of registering
the new company is in full swing. Operations
commenced from August 2008 onward.
Advertising

08 Cover Story
SONG LYRICS
“EVEN BETTER THAN BEFORE”
Lead logistics all in one
Means customized solutions
'Cause when all is said and done
We're on track for Number 1
(It's) What we call “one-stop shopping”
It's the people, only people
We motivate employees
How our know-how, talent, energy
Achieve the highest quality
Yeah-eah ...
Chorus:
A thousand ways to get there
(But) One source is all you need
For a bright tomorrow
(That) Gives you time and sets you free
HAVI ...
HAVI Logistics!
If your data's running wild
Migration's just the answer
If your archive's old and gray
We can find a brand-new way
(That's) A promise for the future
Global concepts, that's for sure
They keep a process flowing
How our know-how, talent, energy
Achieve the highest quality
Yeah-eah ...
Chorus:
HAVI Logistics!
Just one source is all you need
HAVI Logistics!
Give you time that sets you free
HAVI Logistics!
HAVI ...
HAVI Logistics!
We're even better than before
our New BrANd Is PreseNted At tHIs yeAr’s IAmm
oNe BrANd wItH Body
ANd souL
The venue for the 20th IAMM (International
Management Meeting) was Divonne-les-
Bains in France. On June 18, 2008, 56 delegates assembled in the Rohne
Alpes region on the western shore of Lake Geneva to exchange ideas on
the recent development of our company and not least to welcome a new
era with our new brand HAVI Logistics.
wHere we Are goINg, why we are going
there, how are we going there
and what will each of our employees
contribute to make our future successful?
These were the questions the presenters
put to the participants of the IAMM. Stimulated
by the presentations by the various divisions
of our company, all the management
representatives engaged in a candid dialog on
the ubiquitous topic now being discussed beyond
the confines of the meeting – “One brand
with body and soul” – meaning our strength
as one group, our physical “body”, i.e. infrastructure
and resources, and our organization
as a whole, i.e. human resources: our people
that form the “soul” of our group.
The highlight of the first IAMM day was
the announcement of our new brand: HAVI
Logistics. On the second day there it was,
beautifully styled in color. When the manag-
ers entered the conference room that morning
they did not see the familiar Alpha Group
logo. Instead, the new design for “The Global
Lead Logistics Provider” HAVI Logistics was
there to welcome the participants.The groups
then turned their attention to the new look.
Group work has always been highly appreciated
by all participants at the IAMM. All the
managers have the opportunity to speak their
mind and openly share ideas and insights,
discuss current issues among themselves and
come up with recommendations. In the presentations
on the first day the participants learned
where our group is heading, and the group
work followed on from this by addressing the
question: “How do we get the job done”?
we kNow “wHAt” we HAVe to do. We
have defined it over and over again. The group
work, lead by Prof. Paul Strebel – the Sandoz
Family Foundation Professor at IMD (Interna-
[3]
[2] [4]
[1] The 56 IAMM participants exchanged ideas on the recent development of our company [2] learned to define the
"how" and the "when" from Prof. Strebel of all we want to accomplish [3] [4] and welcomed a new era with our new
brand HAVI Logistics.
[1]
tional Institute for Management Development
in Lausanne) – helped to define the “how” and
the “when” of all the different things we want to
accomplish. Prof. Strebel gave a presentation
to the HAVI Logistics management on different
aspects of how to develop and progress
effectively at this time of change.
Every two years a McDonald’s European Distribution
Meeting (EDM) follows directly after
the IAMM. This year the 10th EDM was
held on June 20. Around 100 participants
from 36 companies proudly represented the
logistics network for McDonald’s in Europe.
The common goal of McDonald’s and all the
distributors is to make the supply chain for
HAVI LogIstIcs Now HAs Its owN corPorAte soNg
eVeN Better tHAN Before
In future the world will not only see our new brand, but also hear it! Since
June we have had our own corporate anthem, which has been recorded
by a very special choir to produce a unique HAVI Logistics sound.
corPorAte ANtHems not only have cult
status, but also express a feeling of
togetherness, a common identity and
above all a corporate culture and ideology
shared by the company’s employees. A corporate
anthem binds the employees to the
company, enhances team spirit and boosts
motivation – one brand with body and soul!
IBM has a song, and so do Hewlett-Packard,
Henkel and Philips. And the trend has now taken
hold in our company too, as we launch our
new brand. Not least our management team
should also be motivated to tackle the tasks
facing them. During the International Manage-
Cover Story 09
McDonald’s even better, to get further ahead
of the competition and to give full support to
McDonald’s strategy, and thus their “Plan to
Win.” By making these goals our own, we not
only support McDonald’s, but also enhance
the image and therefore the future of our own
new brand, HAVI Logistics.
Sixteen representatives of our fantastic
customer McDonald’s attended the
EDM. This extremely strong showing by
McDonald’s was a clear signal of how highly
they regard the suppliers, and in particular HAVI
Logistics, as an exceptionally important part
of the McDonald’s system.
ment Meeting (IAMM) we visited a recording
studio (here prevails a continual coming and
going of stars like e.g. Phil Collins and Pink)
and set our strategy and our goals to music –
with a professional singer. Yet the recording is
also highly authentic: it includes the voices of
our top management since the refrain is sung
enthusiastically by our nearly 60 HAVI Logistics
employees from all over Europe. You will soon
be able to hear the HAVI Logistics anthem on
our web site, as on-hold music on the telephone,
and occasionally you may also hear a
member of the HAVI Logistics choir humming
it in the corridor.
When the budget's tight and thin
And value add a factor
That's the spot where we begin
Getting customers to grin
With schedules right on target
Added value, guaranteed
An enabler for growth
That's how our know-how, talent, energy
Achieve the highest quality
Yeah-eah ...
Chorus:
HAVI Logistics!
Just one source is all you need
HAVI Logistics!
Give you time that sets you free
HAVI Logistics!
HAVI ...
HAVI Logistics!
We're even better than before
With teamwork you can count on!
'Cause one source is all you need!
For a bright tomorrow
(That) Gives you time and sets you free!
HAVI Logistics!
'Cause one source is all you need!
HAVI Logistics!
Give you time that sets you free!
HAVI Logistics!
'Cause one source is all you need!
HAVI Logistics!
Give you time that sets you free!
HAVI Logistics!
'Cause one source is all you need!
HAVI Logistics!
Give you time that sets you free!
HAVI Logistics!
'Cause one source is all you need!
HAVI Logistics!
Give you time that sets you free!
HAVI Logistics!
© 2008 HAVI Logistics - Corporate Communications

10
coffeeHeAVeN Is our New customer IN eAsterN euroPe
coffee drINkers feeL rIgHt at home in the
friendly and well-lit coffeeheaven outlets,
where the decor is colorful and the music
never too loud. coffeeheaven is a contemporary
self-service coffee house chain. The 89
coffeeheaven stores are all located at the best
addresses in the downtown areas of cities in
Poland, the Czech Republic, Bulgaria, Slovakia
and Latvia.
At these outlets coffee drinkers can sip
their favorite brew while sitting on cozy leather
benches, colorful upholstered armchairs or
straight-backed wooden chairs. The humorous
sayings about coffee tacked to the walls
– such as “A morning without a coffee is like
sleep!” – help to create a down-home atmosphere.
The bright contemporary interiors of
the coffeeheaven shops invite young people
in particular to drop in for a quick espresso or
cappuccino. At coffeeheaven coffee friends
can order e.g. a “café latte” with the obligatory
crown of foamed milk – topped off with a
dash of chocolate or cinnamon powder if desired.
For customers who are not transported
to seventh heaven by a cup of coffee alone,
coffeeheaven offers a delicious assortment of
specialty coffees (such as frozen cappuccino)
and other goodies (such as muffins, cookies
and tasty wraps). With its absolutely divine selection
of coffees and irresistible ambience, coffeeheaven
lives up to its name and represents
the best in contemporary coffee house culture
in Eastern Europe.
New Customers New Customers
HAVI LogIstIcs IN “coffee HeAVeN”
In November 2007 our Distribution Company in the Czech Republic took over the complete distribution for
coffeeheaven. Thanks to the enthusiastic attitude of our Czech colleagues, this contemporary and lifestyleoriented
coffee chain has developed into another success story for our group of companies.
IN tHe BegINNINg our cooPerAtIoN wItH
coffeeheaven was based on the business relationship
with the Belgian company Jean
Jacques de Messier (JJDM). HAVI Logistics
in the Czech Republic only stored the goods,
while the supplies were actually delivered by
JJDM's transport subcontractor. The coopera-
tion between JJDM and coffeeheaven was terminated
in November 2007, when our Czech
team took over the complete business. In this
business partnership our role involves ownership
of the goods, warehousing in all temperature
zones, procurement and electronic
ordering. We provide everything needed for
customer service and give full support to coffeeheaven's
purchasing department. However,
not only the coffeeheaven stores in the Czech
Republic are supplied by HAVI Logistics. We
also manage all aspects of cross-border distribution
for coffeeheaven stores in Bratislava
(Slovakia) and Budapest (Hungary). In cooperation
with the HAVI Logistics companies locally,
we also supply coffeeheaven stores in Romania
and Bulgaria. More than 100 different ambient
goods, 15 frozen articles, fresh oranges
and sandwiches are delivered daily to 23 coffeeheaven
stores in Prague, Brno, Bratislava
and Budapest.
estABLIsHINg tHe BusINess posed a great
challenge for everyone at HAVI Logistics. It is
only because of the enthusiastic attitude of our
employees that we have achieved our present
success. In the near future coffeeheaven plans [3]
to extend its business to Prague and a number
of other big cities in the Czech Republic and
Slovakia. The vision is to establish and generally
develop the business in Eastern Europe
with a special focus on the Polish and Ukrainian
markets. HAVI Logistics plans to support
coffeeheaven in every way possible and to be
part of the coffeeheaven success story.
HAVI LogIstIcs tAkes oVer tHe dIstrIButIoN for BP IN PoLANd
from good to greAt
In 2005 BP, the leading European gas station
chain, signed a contract with our Dutch company
for logistics services. BP regarded getting HAVI Logistics to supply this market as a pilot project for a possible
strategic shift in the control of the supply chain for more than 10,000 gas stations throughout Europe. Now
our cooperation with BP in the Netherlands is a success story, and just recently HAVI Logistics has also started
supplying service stations in Poland.
In BP shops the customer get fresh food
and chilled beverages.
Want a fresh, flavourful cup of coffee and a
wide range if great snacks fast? - Welcome to
Wild Bean Café!
PoLANd is not only the third-largest BP market
in Europe, but also the fastest growing.
Since the petroleum giant started doing
business in Poland in 1991 it has opened
over 350 service stations in the country. More
than 200 of them are owned by BP and about
150 are dealer-owned.
Since August our Polish distribution company
has been supplying a large proportion of
the total assortment to a total of 204 BP owned
gas station shops. This assortment will be centrally
distributed by our Distribution Centers in
Poland, consists of ambient, chilled and frozen
items and also includes the ingredients and articles
for BP’s food service concept “Wild Bean
Café”. We now transport more than six million
packaging units for BP Poland every year. In
addition, the whole ordering process and the
invoicing is done through HAVI Logistics.
gAININg BP As A New strAtegIc customer
in Poland represents another milestone
in the history of our group. At the same time,
this development consolidates the partnership
between BP and HAVI Logistics and proves
our customer’s confidence in us, so the way
is now prepared for us to supply further BP
markets in Europe.
BP Business Poland –
facts and figures
Assortment + volumes
1,200 SKU (ambient, chilled, frozen)
6 mill cases p.a. (interim), 8.9 mill cases
p.a. (including car care)
Ordering + delivery
204 sites
Electronic ordering process
24 hrs. lead time
3 deliveries / site / week (average)
15 trucks
11

12 Environment Environment
13
IN osuNA we get tHe eNergy for our deeP-freeze stores from tHe suN
PHotoVoLtAIcs - freeze wItH tHe suN
Photovoltaic technology is an environmentally-friendly alternative for generating electricity. First of all Spain with
more than 2,500 hours of sunshine every year, is one of the best places for harvesting energy using solar panels.
As an especially environmentally-friendly company that acts sustainably, HAVI Logistics naturally adopted this
eco-innovation. At the end of 2006 the corner stone was laid for a photovoltaic system to be installed on the roof
of our Distribution Center in the Spanish town of Osuna.
tHe suN is a gigantic and virtually inexhaustible
power plant. Every year it supplies the
Earth with over 219,000 trillion kilowatt
hours of energy – free of charge. This is 3,000
times more than what the total global population
consumes. Photovoltaic technology utilizes
this natural energy from the sun. More and
more people regard its use as a powerful and
economically sound alternative to generating
electricity from fossil fuels or nuclear power.
Germany and Spain are pioneers in this field.
These two environmentally-friendly European
countries account for around 90 per cent of the
total global photovoltaic market. Spain has all
the advantages necessary for this type of solar
project: reasonably priced plots of land with
points for feeding power into the grid, at least
300 days of sunshine every year, sunshine (solar
radiation) that is strong enough to provide sufficient
energy, and good rates of payment from
the Spanish energy companies.
At tHe eNd of 2006 HAVI LogIstIcs IN sPAIN
stArted planning a photovoltaic system for the
roof of the Distribution Center in Osuna. Andalusia
is virtually ideal for the solar project. In
the summer months top temperatures reach
around 40 degrees Celsius. The annual insolation
is between 1,350 and 1,750 kWh/m².
By comparison, in Germany the figure
comes to only about 1,000 kWh/m².
The fact that the Distribution Center faces
south is also ideal, as is the pitch of the roof.
Our Distribution Center in Osuna has an an-
nual electricity consumption of 858,862
kWh. The photovoltaic system supplies
233,931 kWh, i.e. around 30 per cent of annual
requirements. And in doing so we are not
doing any damage at all to the atmosphere.
On the contrary, we are doing a considerable
amount of good. By using solar
power we are reducing the output
of dangerous greenhouse gases by
a massive 175 tonnes of CO 2. If we had plant-
Photovoltaic is energy in
its most innovative form
Photovoltaic systems convert sunlight directly
into electrical power. This happens
inside solar cells, which are made of semiconductors
that turn light into electricity.
The word “photovoltaic” comes from
“phos” (Greek for “light”) and the name of
the Italian physicist Alessandro Volta. Photovoltaic
systems use solar cells to convert
our inexhaustible and free sunlight directly
into electrical energy. No matter whether
this is carried out on a small scale by photovoltaic
hobbyists or on a large, industrial
scale, all these applications that convert
light directly into electricity have one thing
in common: they utilize one of the most environmentally
sound forms of energy production
– the photovoltaic effect.
ed 7,000 trees in Osuna instead of building our
DC, they would have the same effect on the
environment. HAVI Logistics is going to invest
€ 700,000 in the solar project in Osuna, which
will be amortized in about eight years.
However, our friends in Spain had to overcome
some political and municipal obstacles
before construction of the photovoltaic system
could finally start in July. The first solar system
at HAVI Logistics should be finished some time
in the last quarter of this year. This means that
we not only will become even more indispensable
to effective climate protection, but we will
also realize the oxymoron “freeze with the sun”,
since we will actually use 70 percent of the energy
we get from the sun to run the deep-freeze
stores in our Spanish DC.
Areal photo of our DC in Osuna. The roof of the building
has a perfect adjustment for the photovoltaic system.
HAVI LogIstIcs coNVerts Its VeHIcLe fLeet to Ame BIofueL
PuttINg used cookINg oIL
In Austria we've been filling up the tank with it since 2002. Now our compa-
IN tHe tANk nies in Germany, Hungary and Sweden are following this lead. We're talking
about AME (acid methyl ester), a biodiesel manufactured from used cooking oil. The oil used to make French fries
for example ends up in the tanks of our trucks, where it makes a huge contribution to fighting global warming.
tHe NeArLy 525 trucks in the HAVI
Logistics fleet are among the “greenest”
seen on the roads anywhere in Europe.
The fleet runs mainly on alternative fuels. In the
past we used biodiesel fuel made from rapeseed
oil. HAVI Logistics today employs pure
plant oil in the Netherlands and natural gas in
Switzerland. For several years we have been
also placing our bets firmly on AME. Fatty acid
methyl ester is a regenerative raw material containing
a low percentage of sulfur. Using AME
instead of conventional diesel reduces soot
emissions by a good 50 percent. What's more,
AME is biodegradable and non-toxic. For six
years now our Austrian company has been filling
the tanks of 13 trucks with this environmentally
friendly alternative fuel. And the really neat
thing is, the used cooking oil comes from the
deep fat fryers at McDonald's restaurants. This
means that our frying oil business is a two-way
street: we deliver frying oil to our customers and
fill the fuel tanks of our trucks with transesterified
used cooking oil. Any way you look at, this
cycle is good for the environment.
why Ame?
AME is an ecologically sound und highquality
alternative to fossil fuel. It is manufactured
mainly from used cooking oils
and fats.
AME is produced by a chemical process
(transesterification) combining oil molecules
and methanol with the help of a
catalyst.
environmental advantages
· a renewable raw material
· high oxygen concentration – approx. 11%
· low sulfur concentration – only 0.001%
· lowers soot emissions by as much as 50%
· reduces emissions of carcinogens
· biodegradable and non-toxic.
· creates a profitable use for used frying oil (cycle)
Since June of this year HAVI Logistics in
Germany has been operating 155 trucks on
AME. In Germany the use of biofuels is a firm
constituent of the federal government's strate-
gy for reducing CO 2 emissions. At the moment
there is even talk of using, and offering financial
incentives for, this kind of “two-life-cycle fuel”.
At all six of our Distribution Centers in Germany,
AME fuel can be obtained at the company's
own biodiesel filling stations.
LIke ALL tHe otHer HAVI LogIstIcs com-
PANIes, our company in Hungary delivers hundreds
of liters of fresh oil daily to McDonald’s
restaurants. Starting this year, our Hungarian
team has been picking up the used cooking
oil at the restaurants and bringing it to a processing
center where AME is produced from it.
In Hungary we use AME to fuel the interliners
which carry hamburger buns and other highvolume
items from Budapest to our Austrian
company in Vienna.
In June of this year Sweden joined the
club of AME users at HAVI Logistics. The Scandinavian
country is the number 2 worldwide
in environmental protection. This ranking was
confirmed by the study on the Environmen-
tal Performance Index (EPI) conducted by the
Universities of Yale and Columbia in collaboration
with the World Economic Forum and the
Research Center of the European Commission.
Practically 19 trucks at our Swedish HAVI
Logistics company have the technical capability
to operate on AME. Present plans call for 14
trucks to be operated on biofuel initially during
a test phase.
Tests like this are absolutely necessary
and have so far been carried out at all the HAVI
Logistics companies for a certain period of time
prior to actual in-service use. Biodiesel fuels
possess different properties than fossil fuels.
Under certain conditions they can damage engines
which are not equipped for them.
The AME used to operate the Swedish
trucks was also produced from used cooking
oil collected at McDonald’s restaurants. As soon
as the test in Sweden has been completed with
good results, our distribution company in Norway
will introduce this environmentally friendly
alternative fuel.
wItH tHe successIVe coNVersIoN of our
truck fLeet from mineral-oil-derived diesel to
AME, we are acting environmentally and at the
same time helping our customer McDonald’s to
get a firm handle on its CO 2 emissions. The use
of AME reduces emissions of greenhouse gases
by 82 percent in comparison with conventional
diesel. The EU has also set the goal of converting
20 percent of the fuels used in the road
transport sector to alternative fuels by the year
2020. All the HAVI Logistics companies together
now already achieve 34.3 percent (!) and thus
over-shoot the national targets by a long way.
[1] That's the size of a Biodiesel factory in Germany.
[2] From the deep fryer in the tank – this cycle is good for
the environment.
Picture provider PETROTEC

14
Environment I New Services
coNgrAtuLAtIoNs oN PeAk greeN
Our Italian-based company is the sixth within HAVI Logistics to
PerformANce! have its exemplary environmental protection activities certified.
In June our Italian friends were certified according to the environmental standard ISO 14001:2004 and have thus
committed themselves to consistently follow the environmental goals set by this standard and to permit an annual
inspection by an external consultant.
tHe eNVIroNmeNtAL ActIVItIes of both Distribution
Centers – Bomporto and Monterotondo
– were rated as “superior” by the external
Italian auditor “Certiquality”. The audit report
stressed the importance of cleanliness and
order in the warehouse, procedures applied according
to the spirit of the law, separate collection
of hazardous and recyclable materials, and
documentation in general.
Next stePs IN HAVI LogIstIcs’ most ImPortANt Project
gAudI PHAse III
The beginning of this year saw the start of the third phase of
GAUDI - what is probably the most important project in our
group’s history. By the end of 2008, the delivery of supplies to the 43 existing test restaurants will be improved
and new licensees integrated into the project.
After germAN AutomAted dIstrIButIoN
got off to a very promising start about 18
months ago, the project for automatic
goods delivery is becoming increasingly popular
in McDonald’s restaurants and among the
licensees. GAUDI’s second phase has been
completed successfully, 43 restaurants are involved
in the project, and the requirements
have been described and calculated.
customers regArd tHe gAudI serVIce
As BeNefIcIAL. Now more licensees would like
to get to know GAUDI, so in the future additional
restaurants will be integrated into the test on a
voluntary basis. However, the number of par-
Our Italian Company has to prepare for
the very important recertification in 2011. However,
there is no cause for concern. Past experience
has shown that an effective environmental
management system can definitely be
achieved with the active support of all employees.
We therefore thank everyone for their contributions
towards environmental protection
within HAVI Logistics – both now and in the fu-
ture.
ticipating restaurants must remain manageable.
If any more restaurants are interested, it will not
be possible to include them until we have developed
and implemented the necessary tools –
the processes and the supporting systems.
The demand tells us that we are on the
right course. But there is still a lot to do before
we can offer GAUDI for the whole market: we
need to optimize the cost framework and at the
same time develop the supporting tools.
AcHIeVINg tHe desIred resuLts IN tHe
sHort term is our motto. “Improve 43”, the
project team set up especially for this supreme
We are all obliged to take a critical look
at our activities from economic and ecological
points of view and to handle available resources
carefully. We hope that the exemplary environmental
awareness of the certified companies in
Austria, the Czech Republic, Germany, Hungary,
Switzerland and last but (of course) not least
Italy will inspire many within HAVI Logistics to
emulate them.
The top priority of the "Improve 43 Team" is to totaly concentrate
on GAUDI. (v.l.t.r.) Michael Frantz, Hartmut Busch,
Christian Will, Gabi Kaiser, Eva Beck and Adam Guse.
goal, concentrates on precisely these tasks.
The working group is comprised of six experts
from different fields who are directly involved in
GAUDI. “Improve 43” holds regular meetings,
for which the team members are released from
all other tasks, because the top priority is to
reveal potentials for improvement and develop
the corresponding measures.
At this time we are right in the middle of
the third phase of the project. Current tasks
include the exceptionally important testing of
the IT application that has been developed especially
for GAUDI.
tHe HAVI LogIstIcs serVIce INVIsIBLe de-
LIVery means that the McDonald’s restaurant
is totally freed of all tasks that are
part of the delivery process. We handle the entire
physical delivery including shelving (full putaway).
The restaurant crew is relieved of tasks
related to shelving and stock rotation. Invisible
Delivery allows deliveries to take place during
or after a restaurant’s opening hours.
IN 2006 HAVI LogIstIcs IN HuNgAry started
Invisible Delivery with one team making deliveries
to five restaurants where goods receptions
are difficult to handle because of, for example,
capacity problems, slipways, elevators or stairways.
To ensure that the team is knowledgeable
about all products and the system from the first
day on, the most experienced warehouse shift
leader was selected to lead the first team. The
feedback coming from both the restaurants and
the Invisible Delivery team was very helpful for
establishing standards and pinpointing areas
and procedures which need to be optimized.
After a six-month test period all participating
restaurants gave positive feedback.
McDonald’s have been giving their full support
to this project from the first day on; our
customer not only requested an extended test
with three teams for 16 restaurants from March,
2007 on, but also a business case, prepared
by our Hungarian friends, concerning full market
roll-out.
The success of ECOSIMA had a huge effect
on the acceptance of Invisible Delivery: during
ECOSIMA our Hungarian company proved
New Services
INVIsIBLe deLIVery Is tested succesfuLLy IN HuNgAry ANd ItALy
secretLy ANd sILeNtLy tHrougH
tHe BAck door
As part of McDonald’s goal to focus even more on restaurant
operations and provide even more service for their customers,
HAVI Logistics had the idea of relieving the restaurants of all logistics tasks. This concept is called Invisible Delivery;
it is a special service that is already offered in Germany and Turkey and will soon be offered for the Hungarian
and Italian restaurants as well.
Our new service had a positive effect on distribution as well
since no personnel have to have to be made available for
incoming goods reception.
that they were experts in logistics not just within
the Distribution Center and during deliveries but
at the restaurants as well. During ECOSIMA delivery
frequencies and storage capacities were
harmonized; this resulted in optimal storage
conditions at restaurants and optimal – mostly
decreasing – delivery frequencies. Hungary is
our first market with a real plan to roll out Invisible
Delivery to all restaurants by the end of
2010. This is a big achievement and part of
HAVI Logistics' joint strategy to relieve the restaurants
of logistics burdens.
IN tHe wHoLe of ItALy there are 365
McDonald’s Restaurants which must be supplied
– like all other stores of our customer
worldwide – with all required food and nonfood
articles reliably and on time. For our Italian
friends supplying most of the McDonald’s restaurants
in cities such as Rome is an enormous
challenge. The Eternal City has a population of
over 2.7 million people in the city center and
more than 3.4 million in the metropolitan area.
During the day, heavy traffic characterizes the
cityscape. A solution had to be found and the
best way would be to supply the restaurants
during off-peak hours. For this reason, we decided
to test Invisible Delivery in Italy at the beginning
of this year.
From the very beginning, the service
specs and the selected restaurants for the pi-
lot phase were carried out in full alignment and
1. Top priority: reducing complexity and relieving the
restaurants of delivery tasks.
2. Time savings for employees, who can take care of
other (more important) things once they have been
relieved of tasks such as in coming goods reception
and shelving.
3. Simplified shift planning since the restaurant no longer
has to make personnel available for deliveries.
4. Deliveries can be made even at night, when the restaurant
is closed. This means there is no disturbance
of restaurant operation (e.g. trucks blocking the parking
lot). Everything is ready when the restaurant opens!
15
coordination with the local McDonald’s organization.
In the first step, 14 McDonald’s restaurants
in Rome and 13 restaurants in Milan were
supplied invisibly over a period of five months.
All goods brought to these restaurants are delivered
directly into the restaurant storage areas.
While the driver offloads the truck, workers of
the Italian merchandisers Evolution and DP&V
carry all goods into the restaurant storage areas
and place them directly on the shelves.
The main challenge in Invisible Delivery is to offer
the customers a financial advantage on top
of relieving them of all logistic tasks. A 5-month
test proved that is really possible: in fact, the
total fee McDonald’s is paying for the Invisible
Delivery service is lower than the internal costs
necessary to manage all delivery-related activities
and tasks.
IN tHe Next moNtHs the test will be extended
to additional Italian cities with a high
concentration of McDonald’s restaurants. Moreover,
the integration of franchisee stores will be
part of the next step. In order to get reliable and
consistent information, the test period has been
extended to February 2009. Time will tell if HAVI
Logistics in Italy will be the next company in our
organization coming through the back doors of
McDonald’s restaurants offering Invisible Delivery
for the Italian market. However, we are confident
that this is going to happen!
1. Delivery dates can be coordinated
with a minimum of effort (even in the
event of changes made at short notice).
2. Transport savings are made possible by
the more flexible tour planning
3. The delivery drivers have fewer problems
with traffic restrictions in large
cities.

16
The ISIS Data Services Team
consists of Elizabeth Zeneli,
WRIN/WSI coordination;
Stephanie Pape, SCIPS administration;
and Reinhard Steup,
department head.
New Services New Services
IsIs suPPorts tHe euroPeAN dIstrIButors IN BecomINg wrIN/wsI comPLIANt
meetINg tHe Needs of tHe
suPPLy cHAIN Better
Since the 1st of
April our HAVI
Logistics company ISIS has provided a new service by performing the recently established
WRIN/WSI coordination function between McDonald’s distributors in Europe
and HGS. The service goal is to support the European markets in becoming WRIN/
WSI compliant on a sustainable high level.
IsIs, euroPe: HAVI Logistics is constantly
striving for process standardization in all
areas of business responsibility. Our goal
is to promote the establishment of best practices
and ensure the continuous improvement
of process efficiency and leverage opportunities
inside our own area and with other AOW*
in order to meet the highest customer expectations.
In the last Issue of our company newspaper
we presented many interesting aspects
of SCIPS (supply chain inventory purchase
sales), the new Supply Chain Data Warehouse
operated by ISIS. One thing mentioned
in this issue was the re-introduction of the
McDonald’s Global WRIN/WSI (worldwide
supplier identification scheme) rules as a
prerequisite for the successful operation of
SCIPS.
But SCIPS is not the only topic of interest.
The state of the WRIN numbering scheme
in Europe has been continually raised as an
issue in all the available forums dealing with
Supply Chain Integration (e.g. supplier round
tables, supplier councils, etc.). The know-how
regarding the numbering scheme and its underlying
business rules seems to be erratic
when we look across Europe. Unclear definitions
of the WRIN rules lead to different interpretations
(e.g. Is the WRIN supplier-specific
or not?). Last but not least there are technical
limitations in the restaurant systems, limitations
which lead to uncontrolled use of local
WRIN instead of global WRIN.
In order to improve the efficiency of the
WRIN/WSI request process and, as a consequence,
compliance with global standards,
HAVI Global Solutions (HGS) and ISIS Europe
have reworked the concept to support a more
regional approach regarding food items and
operating supply items:
tHe wrIN/wsI coordINAtor serves
as a single point of contact to the HAVI
Logistics Distribution Centers and the suppliers
requesting new WRIN/WSI. This function
ensures that the information provided for a new
request is complete and accurate and that the
request is valid. It interacts as the Zone of Europe
Responsible with HGS, which owns the
WRIN/WSI assignment process on a global
level. Additional responsibilities of this European
role are to provide training regarding the
global WRIN/WSI business rules and to monitor
and report the development of compliance
on each market.
ISIS will take this opportunity to evaluate
the current end-to-end process in terms
of simplification and optimization potential in
order to better meet supply chain needs in the
future. Opportunities for process efficiency,
system integration and quality output have
to be investigated to add value to our processes
and to pass this added value on to
our customers.
The service is provided by the ISIS Data
Services Team currently providing the WRIN/
WSI coordination and the SCIPS administration
service.
* AOW means "areas of the world" and is an established
term in the McDonald’s system.
HAVI LogIstIcs suPPorts tHe jAPANese mcdoNALd’s mArket
suPPort IN tHe LANd of tHe
rIsINg suN
Japan has recently acquired major importance for
our group. In the last few months the management
of McDonald’s Japan and the Japanese distribution company Fuji Echo visited various
HAVI Logistics companies to learn all about our tools and processes for steering the supply
chain for McDonald’s. Ultimately, the Japanese McDonald’s market should benefit from
our recommendations as “The Global Lead Logistics Provider.”
fujI ecHo is a 100% subsidiary of Fuji Baking.
In addition to producing McDonald’s
buns, the bakery supplies a large number
of Japanese supermarket chains and convenience
stores with baked goods and convenience
products. Fuji Baking also operates
several delis and its own bakery shops. In
1978 Fuji Echo took over the goods distribution
for 218 McDonald’s restaurants throughout
Japan. Now there are 4,000 restaurants
and, like our own group, Fuji Echo has also
grown parallel to McDonald’s in recent years.
The distribution company opened new Distribution
Centers in order to optimize the delivery
supplies to the restaurants and thus to bring
down the distribution costs.
Only around 15% of Japan’s land area can
be cultivated – the interior is largely comprised
of jagged mountain ranges. For this reason a
large proportion of the products for McDonald’s
has to be imported. For example, all the French
fries come from the United States, and meat is
imported from the USA, Australia and Thailand.
Supplying all of McDonald’s Japanese restaurants
every day is a masterpiece of logistical organization.
The Japanese market does not yet
have a one-stop-shopping concept, a traceability
system and important tools and processes
for relieving McDonald’s restaurants of logistics
activities. Introducing these items is Fuji Echo’s
key objective for the coming years.
tHIs Is wHere HAVI LogIstIcs cAN PLAy
A mAjor roLe as “The Global Lead Logistics
Provider”. All over the world the tools and processes
we have developed are regarded as exemplary.
Our reputation as a pioneer reached
Japan long ago; people know that our wide-
ranging experience in steering the supply chain
for our customers makes us specialists and a
helping hand for Fuji Echo.
Several visits by the Fuji Echo management
to HAVI Logistics companies in Germany,
the Netherlands and Spain, and return visits by
our employees to Japan, have laid the foundations
for the newly founded partnership with
our friends in the Far East. Over a period of
several weeks our Japanese colleagues gained
a detailed impression of how we manage the
supply chain for McDonald’s in Europe. For our
part, during on-site visits we got a picture of
the goods distribution for the McDonald’s restaurants
in the Land of the Rising Sun.
In the coming weeks we will draw up
our initial recommendations for supporting
Fuji Echo implementing potential projects for
McDonald’s. We are delighted to have created
a stable basis for the future cooperation
between our two organizations. Not least, this
partnership strengthens HAVI Logistics’ position
as “The Global Lead Logistics Provider”
on the worldwide logistics market.
17
Shake hands for a good part-
nership: Luca Gnecco and
Tadao Okusu, Managing Direc-
tor Fuji Baking Group and Ex-
ecutive Advisor Fuji Echo during
the meeting in our German DC
in Wustermark in February.
In consequence of spacious
restrictions the Japanese
McDonald's restaurants are often
integrated in existing buildings.
Multifloors and so called
"walk-throughs" are not rarely.

18 News in Brief
tHe emPLoyees LIke tHe tAste
New Hr strAtegy for sAtIsfIed emPLoyees
ANd HeALtHy growtH. A satisfied workforce
makes a crucial difference to the success of
a company. The 40 European HAVI Logistics
companies have more than 4,100 employees
who must also enjoy doing their job if they are
going to be motivated and committed to their
daily tasks and thus encourage the continuing
expansion of their employer. This may sound
like a simple recipe for ambitious corporations,
but in fact it is the result of years of hard work,
the constant addition of new ingredients and
continuous mixing in the HR strategy kitchen.
tHe New INgredIeNts for HAVI LogIstIcs’
recIPe for success were presented at our
HR managers’ first international meeting. The
strategy pursued by the management remains
directed at generating growth – growth throughout
the corporate group and with it growth in
terms of well trained staff. To achieve the for-
QuALIty meAsuremeNt Process
At HAVI LogIstIcs
tHe sQI (suPPLIer QuALIty INdex) is used to
continuously measure quality assurance at
HAVI Logistics, and we are proud of the high
scores – between good and excellent – consistently
achieved by our companies. Although
our customer McDonald’s has been increasing
its audit expectations regarding SQI, our HAVI
Logistics companies have achieved top performance
scores in every market.
tHe dIstrIButor QuALIty mANAgemeNt
Process – dQmP for short – is a McDonald’s
quality audit which has been mandatory for
all HAVI Logistics Distribution Centers since
mer, the latter have to be tied to the company.
And we can only do that if our staff are satisfied,
motivated and loyal to the company. Our HR
officers orientate their work on four areas that
focus on the employees. These four areas are:
hiring new employees, filling them with enthusiasm,
ensuring their further development and tying
them to the company. Guidelines and measures
have already been defined and are being
introduced. We hire only well qualified and highly
motivated staff. We have a wide range of specific
measures and benefits intended to achieve
the highest level of satisfaction amongst the entire
workforce. We train our employees and offer
courses and seminars; ultimately we measure
our success by means of employee surveys and
assessments by superiors.
The two-day meeting resulted in an
old recipe with new ingredients for the HAVI
Logistics HR managers to take back to their
the beginning of 2008. Previously, our European
DCs were audited at regular intervals
according to the Food Safety Criteria of the
AIB (American Institute of Baking). The DQMP
audit is far more complex. Not only do the
DQMP auditors examine every last corner of
the DC. They also inspect the entire documentation
sector and review reports at the
distribution company to detect weak points.
However, food safety is still a major part of
the DQMP quality audit. The first results of
the new DQMP audits (shown beside) have
been unanimously positive.
companies. All the participants were also sure
that it will not only taste good to the employees,
but will also contribute to healthy growth and
lasting success throughout our organization.
[1] The 32 “HR cooks” definitly will not spoil the broth. The
specialists in Human Resources Management will have a
share in the employee success throughout HAVI Logistics.
[2] Javier Augusti, CSO and Vize President presented the
HAVI Logistics business strategy to the participants.
[3] Hans-Werner Krohn, Vize President HR and Corpo-
rate Communications & Environment opened the first HR
meeting.
The first results
of the new dQmP audits
germANy DC GüNzBurG 97.4 %
HuNgAry DC GyAL 98.7 %
ItALy DC romE 96.3 %
ItALy DC BomPorTo 98.0 %
turkey DC ISTANBuL 90.6 %
ukrAINe DC KIEV 97.6 %
ukrAINe DC DNEProPETroVSK 95.5 %
[2]
sINce 1989 HAVI LogIstIcs IN tHe NetHer-
LANds HAs BeeN BAsed At NIjkerk, about 60
km from the capital, Amsterdam. In September
of this year our Dutch team will move into the
tailor-made Distribution Center in Amersfoort,
south of Nijkerk.
The new DC is “cutting edge” because it
is equipped with a state-of-the art cooling system.
The new system uses ammonia, which
achieves a very high performance coefficient
and is environmentally friendly. Thanks to its
combination of chamber coolers and the air
duct system, there are low noise emissions
growINg fAst IN
PoLANd
oVerALL tHe PoLIsH mArket Is growINg Very
fAst. We have already completed the extension
of our southern Distribution Center,
which was newly built in Tychy in 2006, and
are planning the extension of our DC in Warsaw.
Furthermore, we rented an interim facility
in Poznań in the western part of Poland to
serve all outlets of our new Polish customer
BP within a 24-hour lead time until we open
our third own DC there in 2009. This third
location will allow us to significantly reduce
transport cost for McDonald’s.
HAVI Logistics is setting up a highly competitive
logistics infrastructure for the benefit of
McDonald’s and BP in a market where the demand
for high quality food service logistics is
growing. There are lots of opportunities for our
business and our Polish team to grow.
News in Brief
our New dutcH dc Is customIzed for
mcdoNALd’s ANd BP’s BusINess
and no defrosting inside the warehouse. It is
easy to maintain, avoids ice formation on the
evaporator, and provides a smooth and welldistributed
supply of cooled air. The new DC
will allow HAVI Logistics to bundle all operations
for McDonald’s and BP Netherlands at
one facility and to finally exploit the operational
synergies. This will put us in a position where
we can expand our current service from 83 BP
outlets to all of the 200 company-owned outlets
in the Netherlands. Our cooperation with
BP is a huge success story proving the joint
benefits of our supply-chain business model.
sHowed
worLdwIde
tHe Best mcdoNALd’s environmental initiatives
in Europe were launched at the World Wide
Convention in Orlando on April 16th, 2008. In
that McDonald’s Europe “best of green” brochure
McDonald’s has collected some of the
best environmental practice examples within
the McDonald’s System to encourage and inspire
everybody to continue to engage even
[1] The first DC impressions before laying of the
cornerstone. [2] [3] The new DC under construction.
19
better in this important area. Besides many
good examples concerning the protection of
the environment, the environmentally friendly
logistics “made by HAVI Logistics” is on the
very fore. At least there are 10 per cent of the
whole brochure dealing with three special environmental
highlights of the HAVI Logistics area:
presented for the total McDonald’s world.
[3]

20 News in Brief
"mANAge tHe comPANy weLL for me!"
kätHe eIckeL retIres After 25 yeArs On June 6 Käthe Eickel
closed down the "salt mine" – as she once referred to her desk and the piles of work on it during an interview – and became a retiree. For 26.8
years come this June the Secretariat on the Executive Level of our Company Headquarters had been her world – at least during the working day.
For several weeks now, Käthe, formerly Personal Assistant to Luca Gnecco, has had more time to devote to her private life. As a new grandmother,
she is sure to be at least as indispensable to her family as she was to the entire HAVI Logistics company for the last quarter of a century.
LookINg BAck to her original employment
interview with Andreas Rost, Käthe Eickel says:
"I was sure that I wouldn't get the secretarial
position that had been advertised". The day of
the interview turned out to be totally chaotic.
The Eickels had not found anyone to look after
their son Andreas. In this desperate situation,
Käthe made a quick decision: "I simply took him
along". She remembers that she arrived at the
interview somewhat flustered. Andreas Rost,
however, was completely laid back. He gave
the boy some colored pencils and paper to keep
him busy. During the interview, which was long
and intensive, little Andreas was suspiciously
quiet. "As Andreas Rost and I shook hands before
I left", she remembers, "we saw the reason:
My son had 'redecorated' the rug". She adds:
"I don't know if they ever got the stains out!"
“system fIrst AwArd” for IsIs
In the past 27 years we have refined our skills
and developed new services in order to create
more value for our customers. To achieve
this goal, we have moved important information
in both directions along the value chain at
McDonald's. We started this process by introducing
Back Office functions; later we set up
the Supply Chain Integration Department. Because
we wanted to present a single face to
our customers around the world, we changed
our name from SCI Europe to ISIS – "Intelligent
Supply Chain Integration Services." Today ISIS
provides four main services: Sourcing and Optimization
Solutions, Data Services, Planning
and Replenishment Solutions, and Business
Intelligence and Analytics.
Käthe Eickel got the job anyway, of course. Since
1 October 1981, however, a lot has changed at
the company: WLS has witnessed the founding
of 39 European subsidiaries, the company has
changed its name, and the corporate group has
grown by leaps and bounds. As the company
grew, so did the amount of administrative work.
Käthe, who had trained as an "industrial clerk" in
her youth, was given two secretaries as assis-
tants; later she was promoted to the position of
Personal Assistant to the CEO. She remained in
this position after Andreas Rost stepped down
from the position of CEO in 2006. Käthe Eickel
was now the P.A. of Luca Gnecco, and in this
capacity she was intimately involved in all of the
company's doings. Käthe Eickel, the "mother of
the company", will be sorely missed by the entire
work force.
We all know that change is not easy at the beginning,
especially for the people directly affected.
The team at ISIS deserves this award
because it has taken on the task of making
the changes that are required from a Total System
perspective. During the process the team
spirit never wavered even if the team sometimes
carried more than its share of the burden
while reaping less than its share of the benefits.
The team members have realized that individual
interests and internal power struggles pose a
major obstacle to our long-term success. For
this reason, they have disregarded all narrowminded,
silo-based approaches and have instead
focused on putting the "System First".
They know that what is good for the custo-
coNgrAtuLAtIoNs! our teAm IN deNmArk Is cuttINg edge
The first “Cutting Edge Award” ever was presented
to our friends in Denmark at this year's IAMM.
From 2005 to 2008 HAVI Logistics in Denmark
has made a substantial contribution to the corporate
group with capable employees, good
business results and sustainable growth. It has
achieved very good results in its Employee Satisfaction
Survey 2006 and has followed up with
persistence on the company's Action Plan. This
company has initiated and successfully moved
forward with the “Leadership Training Program”
and “bench strength” is constantly a top management
priority. The “Cutting Edge Award” for
our team in Denmark also stands for outstanding
performance in implementing strategy by acquiring
strategic customers to the mutual benefit of
McDonald’s and HAVI Logistics. The entrepreneurial
employees of our Danish company have
quickly translated opportunities into sustainable
growth to make their company the no. 1 Food
Service Logistics Provider in Denmark.
As a result of our very successful co-operation
with the restaurant chains Bone’s and Jensen’s
Bøfhus in Denmark, we have doubled the capacity
of our DC in Vejle. With 12,000 m² of capacity
in the DC, our team in Denmark is prepared
to further expand its business with strategic and
valued customers in the next few years.
Käthe Eickel in the middle of the HAVI Logistics
Executive Board
"Manage the company well for me!" These were
the words Andreas Rost traditionally spoke to
his secretary before leaving on a business trip.
"Manage the company well for me". This is surely
what Käthe Eickel thought as she left the company
with a tear and a smile on June 6.
Peter Voskühler, Managing Director ISIS accepted the
award representative for the whole team of ISIS.
mer is ultimately good for the entire group. The
"System First Award" was presented to the ISIS
team in recognition of the "system thinking" they
have consistently demonstrated.
Jorgen Bertelsen, Managing Director in Denmark
accepted the "Cutting Edge Award" for his team in
Vejle.