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No.19
April 2009
news from HAVI LogIstIcs
we proudly present havi
logistics in china
our operations in
greater asia
Quality starts in
the head
interview with haluk ilkdemirci
and hans-dieter hojnacki
real Beauty comes
tQm – total Quality
management
from inside
The Global Lead Logistics Provider

02 Editorial
QuAlity is whAtever the
customer wANts
wHen our compAny wAs founded In
1981, right away we strived for fulfilling
all our customers’ demands for
the highest standard of food safety, reliable
management of the supply chain and innovative
logistics concepts – while at the same
time exercising uncompromising environmental
protection and social responsibility.
In short, over 27 years ago we obligated ourselves
to introduce Total Quality Management
(TQM). Even today nothing about this
promise to our customers has changed.
Over 6,000 HAVI Logistics employees all
around the world are providing reliable logistical
services as “one-stop shopping”. Total
Quality Management has a key role in this.
HAVI Logistics would not be anything like as
successful as it is if we had not made quality
our corporate philosophy back then. All
our employees at all levels and in all areas
work constantly on optimizing and develo-
tAble of coNteNts
ping quality, because quality is not only a
corporate goal but a never-ending process.
Above all, however, “quality” is determined
by the customer. The top priority is achieving
customer satisfaction. But we believe that it
is nowhere near sufficient just to carry out
our tasks well, to work carefully, always be
reliable, fast and clean, and avoid making
errors. We want to be the perfect service
provider that not only thinks the way its customers
think, but also anticipates what they
want. We are constantly striving to optimize
our customers' work flow and efficiency by
applying TQM. Total Quality Management is
also the common thread running through
this issue and I am sure that you, our readers,
will discover many things that maybe
you did not know about HAVI Logistics.
I wish you inspiring reading!
coVer story: totAL QuALIty mAnAgement 03 I 04 Real beauty comes
from inside 04 I 05 Not a day goes by without improvements 06 I 07
Interview with Haluk Ilkdemirci and Hans-Dieter Hojnacki 07 Do you
know how a refrigerator works? 09 In the food business a constant
minus is a giant plus
compAny news 10 High quality logistics network I IPL stands for quality
11 Improving quality, safety and transparency 12 I 13 We proudly
present HAVI Logistics in China
enVIronment 14 I 15 Benefiting not just the environment 15 Certificated
environmental measures
new serVIces 16 Generating efficiencies with greater standardisation I
Invisible Delivery in Sweden 17 Quality improvement with PRINCE2
news In BrIef 18 Customer satisfaction is our goal I Move to Portugal's
far north I “Employee of the year” contest 19 Highly desirable for
our customer dm I A new look for HAVI-Logistics.com I Did you know ...
20 DC extension in Austria I Latest update – newly rebranded companies
alphabet 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.
Luca Gnecco,
Chairman and 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
Phone: +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, Philosophen-
weg 12, 47051 Duisburg, Germany
printer: Druck-Service Weirich GmbH, Industrie-
str. 17, 41564 Kaarst, Germany
The graphics on page 05 and 06 are kindly provided
by tqm.com Deutschland.
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.

eAl beAuty comes
from iNside
Total Quality Management (TQM) is not practicable for many companies
in a fast-moving business world with expectations of short-term
profits. They cannot conceive of quality as a corporate philosophy. It has always been clear to HAVI Logistics
that a company’s external image results from the quality of its work. After all, a good character is attractive or,
in other words, real beauty comes from inside.
tQm Is tHe nAme given to the thorough
and continuous activity of recording, inspecting,
organizing and monitoring all
areas of a company, which introduces quality
as a goal of the system and guarantees
it in the long term. However, TQM is not an
independent system of management, a standard
or a law. TQM means striving to make all
the company’s products and services market
leaders. This is done with the aid of all the
existing parts of the management system –
such as quality management, environmental
management, safety management and human
resources management – quality techniques
and methods for initiating a company-wide
improvement process. TQM requires
the full support of all employees if it is going
to bear fruit.
sInce our compAny wAs founded in
1981, TQM has been an integral part of HAVI
Logistics’ corporate culture. TQM – actually
a child of the 1940s – did not reach European
shores until 1988. It was invented in the
USA by “William Edwards Deming”. But after
the end of the Second World War no one
bothered to pay it any attention because the
focus was on maximizing production volume
in view of the reduced global production
capacities after the War. In war-torn Japan,
on the other hand, Deming’s work met with
more success. Here, Total Quality Management
rapidly became a highly regarded ma-
Cover Story
nagement philosophy; as early as 1951 the
first Japanese company won the “Deming-
Award” for especially high quality standards.
In the decades that followed, the Japanese
Quality checks throughout the whole supply
chain are part of our corporate culture and influence
the daily activity of all the staff.
conquered larger market shares all around
the world with their high-quality, keenly priced
products. They were so successful that
even US companies looked at what Japan
was doing and discovered Deming’s quality
philosophy. It was finally applied by renowned
companies in the USA in the 1970s and
1980s. Then at the end of the 1980s TQM
finally also arrived in Europe.
03
tHe mAIn prIncIpLes of tHe tQm-
pHILosopHy IncLude:
■ Quality is based on the wishes of the
customer.
■ Quality is achieved with input from the
employees at all units and levels.
■ Quality comprises several dimensions
that have to be operationalized by app-
lying certain criteria.
■ Quality is not a goal but a never-ending
process.
■ Quality refers not only to products, but
also to services.
■ Quality requires active participation and
hard work.
The fundamental idea is that quality management
should not be restricted to the technical
functions for ensuring product quality,
but to the relationship between the company
and its customers. The top priority is customer
satisfaction, which can only be achieved
in the long term through sustainable development
of the company itself.
>> continued on page 04

04 Cover Story
>> continued from page 03
HAVI Logistics puts customer satisfaction
right at the center of all its activities on
cLAssIc QuALIty AssurAnce
the basis of quality features – at all levels in
the hierarchy. Accordingly, we follow a holistic
quality management approach pervading all
areas of our company. The most important
parts of this quality management approach
are data protection, our Continuous Improvement
Process (CIP, see also the article below),
our emergency management, project
administration, quality indicators, quality policy
– which all our employees can read about
in the quality management handbook – and
HAVI Logistics’ organization charts, process
descriptions, working instructions, HACCP
and QIP. tQm produces resuLts when it is part
of corporate culture and influences the daily
activity of all employees. Scientific studies in
the USA have shown that companies that
have introduced Total Quality Management
are able to achieve greater turnover and
profits, higher productivity, better share per-
Not A dAy Goes by without
improvemeNts
formance and faster growth in the num-
ber of jobs than their competitors.
Companies that are able to beat off the
competition have a strong image and appear
authentic – and these values characterize HAVI
Logistics, too!
Be diligent and frugal: this is the recipe for success of the
automobile manufacturer Toyota. The underlying principle
here is to avoid waste and make improvements every day. Under the name of “kaizen”, this philosophy has
steadily gained ground since it was introduced in Europe in the early 1990s. The essence of the kaizen way
of thinking has been put into practice at HAVI Logistics. The company has adopted important modules of the
Continuous Improvement Process (CIP), which was developed in Europe on the basis of kaizen.
KAIzen (KAI = cHAnge; zen = for tHe
Better) is a Japanese philosophy for
life and work based on a constant
striving for improvement. At the workplace,
kaizen aims for continuous, never-ending improvement
in all parts of the company and
involving all members of the workforce and
all levels of management. The starting point
for kaizen activities is the realization that there
are problems at every company. A corporate
culture should be established, as a platform
for solving problems, in which everyone
Comparison of classic quality assurance and the TQM approach.
feels free to admit that problems exist. Improvements
in quality and reduction of costs
culminate ultimately in enhanced customer
satisfaction. Kaizen is especially important
in the context of quality management and
is an important element of Total Quality Management
(TQM). Within the TQM process it
is less a concrete method and more a general
mind set which all employees can internalize
and put into practice at their own workplaces.
The basic motto of kaizen is:
totAL QuALIty mAnAgement
HACCP and QIP in combination with our traceability
system guarantee the highest possible
food safety through quality control of all articles.
“Not a day should pass at the company
without improvements of some kind.”
Therefore the task of advocating this
principle at the company, and making it a
central element of corporate culture, falls
primarily to the management. However, all
other employees are called upon to make
proposals for improvements and implement
them in their immediate work environments.

HAVI LogIstIcs Is ALwAys open for
cHAnges of tHIs KInd. We are in fact totally
reliant on ideas from our employees.
The message communicated by the management
of HAVI Logistics - “If we want
everything to remain as it is, everything
has to change!” - is very closely linked to
the Japanese concept of kaizen. At HAVI
Logistics this mode of thinking and viewing
the world has evolved from the general management
concept of the “Continuous Improvement
Process” (CIP). CIP is an attitude
that must be adopted by all participants and
means continuous improvement with an impact
that is as sustainable as possible. CIP,
which has implications for process and service
quality, pervades the entire company.
It is implemented via a process of continual
small incremental improvements - in contrast
to large, abrupt, incisive changes - by means
of continuous team work. CIP is a fundamental
principle of quality management;
for example, it is an indispensable element
of ISO 9001. At HAVI Logistics these fundamental
concepts are promoted by management
and the entire workforce. In addition
to management meetings, and Eu-
Cover Story
ropean and national operations meetings,
also held by management, we conduct regular
quality circles, called “DC Monday Meetings“,
with employees from the Warehouse,
Transport and Customer Service units.
The “summer schools” held on various
topics at HAVI Logistics are also very effective.
Any member of the workforce can
put forth an idea here; it is acknowledged
that everyone is an expert in his or her work
area and potentially an agent of change.
Regardless of whether you want to optimize
internal work sequences, avoid unnecessary
costs or use resources optimally,
the most important objectives pursued by
these management and employee circles are:
■ Economic and entrepreneurial re-
quirements: Involving all employees as
experts in the work sequences at their
particular workplace. This expert know-
ledge is then put to use to realize potenti-
als for improvement and to eliminate sour-
ces of defects.
■ Service quality: Optimizing internal work
sequences in order to cut costs while
at the same time maintaining a con-
stant high service quality.
■ Process quality: Preventing unnecessary
costs by eliminating waste (of time, ma-
terials, human resources, energy, etc.).
■ Defects and process risks: Preventing
costs by following a zero defects strate-
gy (defects should simply not be allowed
to occur).
■ Competitiveness and capacity for
growth: Achieving optimal use of resour-
ces (e.g. time, materials, etc.) by impro-
05
ving processes (core processes and
accessory processes). This frees up re-
sources that can be used to generate fur-
ther growth.
wHetHer you Are tALKIng ABout
KAIzen, CIP or one of the many measures
and models used at HAVI Logistics, the
core idea is the same: promotion of the incremental
and continual improvement of
work sequences, processes or products
by all employees of the company as the
most important foundation of Total Quality
Management.
The so called Demingcycle or PDCA-cycle
describes four different phases of kaizen and
the continuous improvement process: Plan, Do,
Check, Act.

06
iNterview with hAluk ilkdemirci
ANd hANs-dieter hojNAcki
“Quality starts in the head.” This statement by
Andreas Rost* represents one of the keys to Total
Quality Management (TQM) at HAVI Logistics.
The management of quality, an important business
success factor, is an absolute must at HAVI
Logistics – an opinion shared by Haluk Ilkdemirci,
COO HAVI Global Logistics, and Hans-Dieter
Hojnacki, Managing Director Operations, HAVI
Logistics Germany.
alphabet: Why is Total Quality Management so
important to HAVI Logistics?
Haluk: Maintaining and improving high quality is
at the core of our daily life at HAVI Logistics. It
is our main goal as the “Global Lead Logistics
Provider” to serve our customers in the best
possible way, striving for complete customer
satisfaction. Our constant focus on the customers’
needs and wishes is the driving force
behind our long-term business success. This
customer focus has to be embraced by everyone
in our company whatever their position.
We can only achieve our aim of “customer satisfaction
first” by committing to and assuring
the underlying idea of “quality first.” Having
said this it is obvious that we at HAVI Logistics
will continue to put our emphasis on improving
our high quality standards just as we
have done in the past.
alphabet: What is the fundamental idea of TQM
at HAVI Logistics?
Hans-Dieter: The main TQM principles are firstly
100% customer satisfaction, secondly 100%
employee satisfaction, thirdly zero mistakes
right from the beginning, and fourthly low cost,
best value. Enabling our customers to steadily
increase the gap between themselves and
their competitors by offering them innovative
tailor-made solutions is the basis for our longlasting
business relationships. These business
relationships are only possible because we
provide our customers with the highest levels
Interview
of service, quality
and punctuality,
which are prerequisites
for customer practicing our TQM.
satisfaction. Customer
satisfaction is the main reason for the profitable
growth path we have followed in the past
27 years.
Haluk: The main idea of TQM is to proactively
manage processes in a way that leads to perfection
and excellence from the beginning. We
strive for best practices in our business world.
Applying best practice means that we must
organize new services and processes so that
we avoid making any mistakes. Mistakes have
direct negative impacts on customer satisfaction.
Correcting mistakes requires effort on
the part of our employees causes them stress
and increases our costs. This is related to the
Haluk Ilkdemirci and Hans-Dieter Hojnacki (f.l.t.r.) are role models,
*Andreas Rost is the founder of the Alpha Group. The former President and CEO of our organization went into retirement in 2006.
fourth TQM principle Hans-Dieter mentioned:
low cost, best value. We always provide our
customers with best value. As the price influences
customer satisfaction, we continuously
have to work on the productivity of all our
processes. This increases the gap between
ourselves and the competition and also raises
customer satisfaction.
alphabet: You have both stressed the importance
of the employees in TQM. What role
does the HAVI Logistics management play?
Haluk: Quality starts in the head and it has to
become a way of life for all our employees. The
HAVI Logistics management can only expect
our people to “live TQM” if we practice it ourselves.
Therefore all HAVI Logistics Managers
have to be role models, practicing our quality
standards and thus establishing credibility
among our staff.
Hans-Dieter: HAVI Logistics is a service company
which means that the value added for
our customers does not result from technical
equipment but from our employees’ daily efforts.
These efforts can only have the best possible
results if the managers acknowledge the
accomplishments of their employees, motivate
them, look after them (when they are facing pri-

vate challenges, too), organize business processes
well and provide all their employees
with correct, functional tools. Only satisfied
employees create satisfied customers.
Haluk: A team will not be able to fulfill customers’
requirements unless the environment
in which they work enables them to be
creative and develop innovative solutions.
It is the management’s task to create and
maintain an open-minded culture by putting
company values into practice. Therefore
open communication between different
levels and functions is crucial for sharing
ideas and making further process improvements.
alphabet: The phrase “We’ve always done it like
that!” is known to block change in many companies.
How does HAVI Logistics view this?
Hans-Dieter: The principle HAVI Logistics
follows here is to put together a set of "building
blocks" for our global activities. Continuous
improvement at HAVI Logistics is being
pursued by means of a constant process
of small improvements in cross-functional
teams. Additionally there are management
meetings as well as European and national
operations meetings at which the best practices
of different HAVI Logistics companies
are shared and discussed. Furthermore, we
at HAVI Logistics Germany conduct regular
quality circles called “DC Monday Meetings”
with employees from the Warehouse,
Transport and Customer Service units. In
these meetings we also evaluate existing
processes and discuss improvements and
innovations from the different viewpoints of
the participants.
Haluk: At the European Management Meeting
in Riga, Latvia, in 2007 our CEO Luca
Gnecco hit the nail on the head when he
said: “If we want everything to remain
as it is, everything has to change.” That
is the all-pervading philosophy at HAVI
Logistics. Constant change is the most important
aspect of our company. Continuous
improvement on all levels is what drives our
customers and us forward.
Cover Story 07
do you kNow how A refri-
GerAtor works?
The refrigeration of foodstuff
works with the help of
elementary physics. The so-called Joule-Thomson effect characterizes the fact that
gas warms when it is pressurized, e.g. in a compressor. When the pressure is removed,
the gas cools. This is the theory behind refrigeration.
tHe prActIcAL AppLIcAtIon of tHIs
tHeory is based on a concept developed
by the physicist Carl von Linde in 1876.
A pressurized gaseous refrigerant is conducted
through a system of coils, also
known as a condenser, causing the gas to
warm. As the gas expands it cools on the
exterior. It cools enough to become liquid
again and flows through an expansion valve,
reducing the pressure. Based on the
Joule-Thomson effect, the liquid continues
to cool below the original temperature prior
to pressurization. At this point, the cooling
effect can be put to use. In the refrigerator
or cooling unit, there is another system of
coils called the evaporator. According
to the laws of thermodynamics,
temperatures can
only decrease. This is why
the cold refrigerant soaks
up some of the warmth
in the refrigerator compartment.
Then it again
turns gaseous and flows
back to the compressor,
where the cycle starts
again.
tHe refrIgerAtIon
process worKs pretty
much the same
way in the cooling
units of the HAVI
Logistics DCs. A
compression cooling
cycle maintains the
freezers at a requir-
ed temperature.
The evaporators hang from the ceiling,
and the compressors are located in a separate
room. It’s obvious that our frozen
and chilled goods not only have to be
stored at prescribed temperatures whi-
The refrigeration process in the cooling units
of HAVI Logistics works pretty much the
same way as in a conventional refrigerator.
le in the warehouse, but the same
temperature control must also be
maintained during transport. This is
the reason why all HAVI Logistics
trucks are equipped with compression
cooling systems.
The evaporators hang from
the ceiling of the storage
space in the truck's interior,
while the compressor is
usually mounted on the front
side of the exterior or under
the freight vehicle.
The first Linde-refrigerating machine.
A model from around 1900.

08
Zero defects is
our GoAl
Cover Story
Whereas classical quality assurance follows the principle that “zero defects
cannot be achieved,” Total Quality Management maintains the principle that “zero
defects is the goal.” When it comes to quality, HAVI Logistics ranks right up there in the premiere league, is already
certified in several countries, and in quality checks is not uncommonly awarded the accolade of “Top Performer.”
BeIng tHe Best for our customers is
one of our most important goals. HAVI
Logistics subjects all its units to thorough
testing at regular intervals. For example, every
year the European Distribution Companies are
checked against the Supplier Quality Index
(SQI). The external assessors are interested
in all areas contributing to an organization’s
success and have divided them up into the
following categories: management, system
first, optimized supply, quality management,
innovations and costs. A total of 100 points
can be awarded in this test. Almost all the
HAVI Logistics companies come out as “Top
Performers” in the SQI check, scoring over
80 points. In 2004 HAVI Logistics in Germany
scored a massive 97.1 points – a European
record! At this time a new system is being
introduced to replace the current SQI system
in our companies. During the course of 2009
the first HAVI Logistics companies will be tested
using the new standard, the Distribution
Performance Index (DPI). We will inform
you about changes to the workflows and the
new requirements associated with DPI at HAVI
Logistics in one of our issues coming soon.
up to 2007 tHere wAs one more meAsure
for ensuring TQM in our Distribution
Centers in the form of regular AIB (American
Institute of Baking) checks. Once a year
the AIB carried out various quality checks at
our Distribution Centers – without prior warning!
The maximum score in an AIB check
was 1,000 points. Even the tiniest contamination
shaved points off the score. In almost
all cases HAVI Logistics ranked “superior,” i.e.
we scored over 900 points! This meant that
we were often regarded by AIB’s assessors
as a global benchmark.
tHe AIB cHecKs In tHe HAVI LogIstIcs
dIstrIButIon centers were replaced by the
Distributor Quality Management Process
(DQMP) at the beginning of 2008. DQMP is
a worldwide quality check that all McDonald’s
distributors undergo. It is far more complex
than AIB. Not only are the farthest corners of
the Distribution Center examined, but in addition
all the documentation and reports are
examined for possible weaknesses. DQMP
is based on a catalog of questions containing
over 100 points. Frequently the examiners
do not find the slightest little thing
to object to in our Distribution Centers and
our impressive DQMP results of well over
90% are a testament to our Total Quality
Management. In 2008 our German HAVI
Logistics Distribution Center near Hamburg
scored the absolute maximum of 100%, proving
that HAVI Logistics pursues comprehensive
quality management.
some of tHe HAVI LogIstIcs compAnIes
have had their quality management certified
separately. Our promotion specialist IPL and
the forwarding company S.T.I. (Germany) are
certified in accordance with the international
industrial standard ISO 9001. While IPL
was being tested and certified by an independent
assessor from the German technical
certification organization DEKRA in November
last year (please read also the article on
page 10), S.T.I. was already recertified – fol-
germAny DC NEu WuLmSTorF 100,0%
tHe resuLts of tHe new dQmp AudIts In
europe (shown below from September
2008 till March 2009) have been unanimously
positive again.
BeLgIum DC oLEN 93,8%
czecH repuBLIc DC KLADNo 92,9%
denmArK DC VEJLE 98,2%
fInnLAnd DC VANTAA 95,8%
germAny DC DuISburG 99,6%
germAny DC NEu WuLmSTorF 100,0%
germAny DC ILSFELD 99,1%
germAny DC WuSTErmArK 99,6%
germAny DC bINGEN 99,1%
norwAy DC FroGNEr 98,2%
portugAL DC CArrEGADo 98,4%
spAIn DC DAGANzo 93,6%
spAIn DC bArCELoNA 99,1%
spAIn DC oSuNA 91,6%
spAIn DC TENErIFE 97,7%
spAIn DC GrAN CANArIA 96,7%
sweden DC TumbA 97,0%
sweden DC GoTHENburG 95,7%
swItzerLAnd DC oENSINGEN 98,0%
lowing on from its successful initial certification
in 2001. For the period up to recertification,
both teams have set themselves the
goal of continually optimizing the already very
high quality of the services they offer today as
part of a continuous process of improvement.

food sAfety is becoming an ever more important
aspect for HAVI Logistics’ quality management.
In the Distribution Centers hygiene
is top priority and the standard far exceeds
the applicable legal regulations. The highest
quality standards are implemented along the
customer’s entire supply chain in accordance
with HACCP and QIP.
HAVI Logistics in Hungary has even
been certified according to the very important
standard ISO 22000 for its performance
in food safety. In 2006 HAVI Logistics
in Hungary was the first of all HAVI
Logistics companies and also the very first
logistics company in the whole of Hungary to
successfully pass this certification. Our experience
in the field of HACCP, our knowledge
of procedures like First In First Out (FIFO) and
iN the food busiNess A coNstANt
miNus is A GiANt plus
The cold is our ally. Customers rely on HAVI Logistics’
promise to deliver perishable goods in only a top quality
condition daily. To be able to keep this promise, HAVI Logistics Distribution Centers and trucks are equipped with some
technical refinements, not to mention a few ice-cold specialties.
food HAs Its enemIes. Millions and millions
of fungi (including yeasts and molds), salmonella,
and streptococci can ruin food,
making it unfit for human consumption. Spoilage
which takes place from the inside out -
caused by over-ripening or rotting or by the
process whereby fats and oils become rancid
- are all forms of spoilage which have to be
prevented at all costs. Because this has been
known for quite some time, the human race
has developed a few counter-measures to preserve
its food. Processes like boiling, smoking,
salting, drying or marinating in vinegar protect
food from spoilage. These conservation techniques
all have something in common: they
change the product so that it looks different
after it has been treated; it tastes and smells
different and is no longer a natural product.
The technique of refrigeration is unlike
any other. When foodstuffs are placed in a
Cover Story
the overall tracking of goods has paid off very
well. We showed that our Hungarian team understood
the requirements of this standard
and applied its elements in a very expedient
way – contributing to our highest standards in
food safety throughout HAVI Logistics.
And when it comes to the traceability
of foods, too, HAVI Logistics was already in
a position to trace foodstuffs before EU Regulation
178/2002 came into force in 2005.
When the EU Regulation was introduced we
continued to develop our existing traceability
system and launched a comprehensive
EDP project.
AnotHer Aspect tHAt Is At LeAst eQuAL-
Ly ImportAnt for our QuALIty is our indicators
(key figures), which we use to assess our
cooled environment quickly enough after they
have been harvested or produced (or in the
case of meat slaughtered) microorganisms
don’t have a chance. And yet the product still
retains its original integrity. A temperature of
0° Celsius slows the microbiological, physical,
and chemical activities considerably and
keeps food fresh longer. In fact, if a food product
is cooled to under -18° Celsius, these
activities completely cease. This is the temperature
which completes the freezing process.
The formation of crystals between the cells
stops. Products which are stored at a temperature
of -18° Celsius can be kept for a longer
period of time without any noticeable loss of
quality. Because other food-preservation methods
which are also “product neutral,” such
as the irradiation of food or storage in controlled
environments, are time consuming and
expensive, refrigeration has established itself
as the best storage method for food products.
If food Items Are not gIVen constAnt
AttentIon, irreparable damage can occur. For
HAVI Logistics' customers, a delivery which
does not meet all specifications could have
severe consequences. For this reason, all deliveries
are subject to continual HACCP program
controls. HAVI Logistics employees carry
out temperature checks of the goods with
calibrated probe thermometers at four different
points in the delivery chain - starting at
the point when they are picked up from the
producer. Even a temperature of -17.9° Cel-
09
own performance. Punctuality and reliable
delivery are the top items. In 2008, 96.30%
of our deliveries arrived punctually, i.e. at the
time agreed with our customers. This is an
outstanding result when you consider that
we - unlike our competitors - have agreed a
tolerance of 30 minutes before/after the specified
delivery time. HAVI Logistics’ delivery
reliability is also something we can be proud
of. Last year 97.51% of our deliveries were
picked correctly and arrived at the customer
in perfect condition.
However hard we work at comprehensive
quality management, the fundamental
idea at HAVI Logistics remains the same: quality
is not a goal, but a never-ending process
for achieving total customer satisfaction.
HAVI Logistics has set its own standard, prescribing
a transport temperature of - 20° Celsius
from the DC to the customers, a temperature
lower than what the law stipulates.
sius is reason enough to reject the goods.
During transports and during storage in the
warehouse, temperatures are constantly checked
and recorded. In fact, HAVI Logistics has
set its own standard, prescribing a transport
temperature of -20° Celsius from the DC to
the restaurant, a temperature five Grad Celsius
lower than what the law stipulates as limit
value. Up until the very last delivery, a probe
thermometer check is conducted at the requisite
checkpoints and the results are recorded.
HAVI Logistics boasts with a certain degree of
confidence: nobody knows the frozen and refrigerated
food chain better than we do. Nobody
conducts checks and keeps records as
intensively as we do. When it comes to food
safety, we exclude every risk.

10
Company News
hiGh QuAlity loGistics
Network
HAVI Logistics uses state-of-the-art
software from AXXOM.
HAVI Logistics is proud to announce a new service called “logistics network
optimization” using state-of-the-art software.
optImIzIng our LogIstIcs networK is
crucial for us to remain competitive in
the market. The costs of raw materials
and transportation are increasing in the medium
term, influenced by short-term price fluctuation.
To position HAVI Logistics in its role
as “The Global Lead Logistics Provider,” we
have to ask the following questions:
■ Is our logistics network as good as it
can possibly be?
■ Do we provide the most efficient net-
work for our customers?
■ Do we have the transparency to take the
right decisions for today and tomorrow?
■ How can we react fast in a changing
environment and in emergencies?
In order to answer these questions in the
most appropriate way, we have implemented
a new service called “logistics network opti-
mization.” With this new service, we will be able
to optimize the flow of goods from the HAVI
ipl stANds for QuAlity!
IpL HAs responded to tHe compLexIty of
tHe promotIon BusIness, which has been
rising continually since the company’s
foundation in 2000, and to the increasing
demands customers placed on both established
and new IPL services, with ongoing
monitoring and optimization of processes.
And the results were recently confirmed
by the German technical certification
organization DEKRA. An intensive quality
audit of the whole company in accordance
with EN ISO 9001:2000 verified IPL’s high
quality standards in November last year.
The independent auditor from DEKRA
Certification Services GmbH verified that
IPL’s daily processes met all the legal requirements
in accordance with the worldwide
industrial standard for quality management
ISO 9001:2000. The certificate confirms in
black and white that IPL’s quality management
system operates effectively and complies
with the standard. For the period up to
recertification in 2009, IPL has set itself the goal
of continually optimizing the already very high
quality of the services it offers today as part of
a continuous process of improvement.
Marcus Hill, auditor from DEKRA (center) and Consultant Christiane Neeb during the presentation of
the certificate to all IPL employees.
Logistics Distribution Centers to our customers
reduce kilometers and minimize transport
costs.
for tHIs strAtegIc LogIstIcs And dIs-
trIButIon pLAnnIng we use the state-ofthe-art
optimization software ORion-PI ®
Value Network Optimization, developed by
AXXOM. This program is one of the leading
technological solutions for the integrated
analysis, simulation, design and optimization
of strategic and tactical network scenarios
in logistics and distribution. ORion-PI ® offers
an end-to-end optimization approach which
covers every relationship within the supply
chain: from customer relations, production
plants and Distribution Centers to suppliers,
manufacturers and distributors. It allows
an accurate representation of the network,
even if it consists of thousands of locations,
customers and products. ORion-PI ® is also
used by well known companies such as
Henkel, Avon, MAN, DHL, BASF.
Acording to the HAVI Logistics’ functional realignment
process of the Happy Meal-, Promotions-
and Packaging-Function, IPL Perseco
will move from HAVI Logistics to HAVI Global
Solutions. This process has started and will
be finalized over a few months. This positions
IPLPerseco to benefit from the global leverage
and functional leadership of the Perseco and
IPL businesses under the HAVI Global Solutions
umbrella, while maintaining the benefits
of a close alignment and leverage with HAVI
Logistics in Europe.
In addition to that movement, HAVI Global
Solutions also has been consolidated the pan-
European supply chain integration functions of
ISIS under its umbrella since March 1st.
These two organizational changes are intended
to fully align the HAVI Global Solutions’ internal
resources for delivering supply chain and
promotion management services in a manner
that maximizes the future benefit to all HAVI
Logistics customers.

Company News 11
improviNG QuAlity, sAfety
ANd trANspAreNcy
The main elements of a cutting-edge organization
are concentration on core competencies
and efficient business processes. HAVI Logistics is going to achieve fundamental quality improvements
in standardization by implementing SAP.
fIVe out of sIx compAnIes have errors
in more than ten percent of their master
data records. And one in ten companies
has errors in over 30 percent, owing
to duplicates, incorrect classifications or incomprehensible
material texts. These are the
sobering results of a survey by the specialist
firm Omikron Data Quality. The main causes
are that the processes and rules for updating
master data are not sufficiently defined,
responsibilities are not made clear, or there
is no software solution ensuring automatic
data updates.
zero errors Is our goAL, and of course
this also applies to the extremely important
updating of our master data and how our finance
processes are handled. To this end
we have been using a standard business
software program since the beginning of this
year to support us in the area of finance.
SAP ERP is the main product from the German
software company SAP. ERP stands for
"Enterprise-Resource-Planning", which gives
users an integrated view of all the parts
of a company that are relevant to business.
ERP software products are constructed as
modules and cover the areas of invoicing,
human resource management and logistics.
We use the modules FI (Financials) and CO
(Controlling) for setting universal corporate
standards for the areas of financial accounting
and controlling, and for monitoring them
in the long term. SAP ERP should guarantee
that HAVI Logistics’ corporate structure is
mapped in a client and that the system users
operate solely within a system landscape.
This environment consists of standards such
as the Group Chart of Accounts (GCoA) and
harmonized master data. A huge step on the
way to standardization is the migration from
a solution called Kissels, which is installed
separately in each of the HAVI Logistics companies
for handling the Chart of Accounts,
master data and reporting. Our new standard
software environment supports multiclient
and language concepts and offers industry
standards for HAVI Logistics business
processes. The implementation of the new
business software is a major project for HAVI
Logistics. One project team consisting of Finance
Key users, IS specialists and external
Mirza Hasanagic (Accounts payable team member) shows the function of SAP ERP to the team and
the project managment of the Shared Service Center.
consultants has been formed to design the
template, and configure and implement SAP
country by country.
At present SAP is used principally in our
Shared Service Center (SSC) in Prague (see
also the article on page 17), which went into
service for the German companies in January,
at the same time that SAP was introduced.
This HAVI Logistics service unit offers
standard accounting services to the HAVI
Logistics organization. SAP ERP is a key element
in realizing this support.
In future ALL HAVI LogIstIcs compAnIes
should benefit from the standard business
software. Standardization will proceed
as part of the SAP roll-outs in HAVI Logistics
countries and the process of switching their
accounting services to the SSC. For example,
the HAVI Logistics companies will use
the Group Chart of Accounts (GCoA) and
harmonize their master data. This will produ-
ce optimized results in the form of a unified
structure and improved evaluation options.
to expAnd tHe use of sAp another project
will be implemented at HAVI Logistics:
“iSAW” (Invoice Scanning, Archiving, Workflow).
Once iSAW is in place, all incoming
invoices will be scanned locally by HAVI Logistics
employees, automatically sent to a
central digital archive, and fed into an electronic
workflow. This is where the invoices
will be checked and released by the relevant
member of staff, the SSC and the cost center
manager, and they will then be posted in
SAP automatically.

12
we proudly preseNt hAvi
loGistics iN chiNA
As “The Global Lead Logistics Provider” HAVI
Logistics has expanded its business throughout
Europe, North America and Greater Asia. HAVI Logistics now has over 6,000 employees providing total logistics
solutions to a wide range of strategic customers. In the next few issues of alphabet, we will introduce
to you our HAVI Logistics companies located and working in the Asian region. In this issue, we will focus on
our operations in Mainland China.
Be fIrst, Be fAst, Be dIfferent. This is the
motto HAVI Logistics has used to expand
around the world. HAVI Logistics
is one of three pillars within the organizational
structure that makes up the HAVI Group
LP. The other two companies, “The Marketing
Store” and “HAVI Global Solutions” support
HAVI Logistics to provide a full range of solutions
to its customers to compliment its logistics
services. HAVI Logistics currently makes
deliveries to nearly 13,300 retail outlets around
the world from 72 Distribution Centers!
HAVI LogIstIcs In cHInA began operations
with what the President of HAVI Logistics
Greater Asia, Bill O'Brien, calls "barely viable
facilities, deteriorating warehouses, trucks in
need of maintenance and repair, and a dearth
of freezers.” Today HAVI Logistics in Mainland
China has a workforce of over 600 employees
and a growing network of China’s most modern
facilities and Distribution Centers, making
Company News
HAVI Logistics in China provided food logistics
services for all the catered restaurants and
McDonald’s inside the Olympic venues.
HAVI Logistics the leading model of cold chain
and food safety for the last 16 years. HAVI Logistics
now provides customized cold chain
logistics services to over 1,100 McDonald’s
restaurants, as well as a number of other highprofile
multi-national Quick Service Restaurant
chains and retailers. Currently, HAVI Logistics
in Mainland China operates three Distribution
Centers (Beijing, Guangzhou and Shanghai),
two satellite Distribution Centers (Wuhan and
Shenyang), one depot (Chengdu) and a bonded
warehouse (Shenzhen). In China, HAVI
Logistics has led the industry in providing true
lead logistics solutions that include: inventory
management and demand planning, routing
optimization, in-store logistics as well as customized
ordering systems.
product sAfety HAs Been A Hot topIc
In cHInA in recent years, with reports of tainted
pet foods, fake drugs, toxin-coated cosmetics,
and milk powder. This has led to numerous
product recalls, import/export bans
and more stringent food safety laws in China.
The government has pledged to boost its safety
standards, but many companies across
China have started to realize that they must,
as a matter of urgency, begin to pay greater
attention to ensuring that their products
are distributed, stored and handled in the re

quired temperature range to guarantee freshness
and safety to the consumer. Since the
start of HAVI Logistics’ first Distribution Center
in Guangzhou, the company has led the
way in guaranteeing the highest logistics food
safety standards in the most reliable and efficient
way available on the Mainland. By pro-
HAVI LogIstIcs cHInA:
fActs & fIgures
Foundation:
• HAVI Logistics Guangzhou: 1993
• HAVI Logistics Beijing: 2000
• HAVI Logistics Shanghai: 2001
Land area:
• Guangzhou: 12,500 sq.m.
• Beijing: 12,000 sq.m.
• Shanghai: 11,000 sq.m.
Size of the Distribution Center:
• Guangzhou: 5,000 sq.m.
• Beijing: 7,300 sq.m.
• Shanghai: 5,100 sq.m.
Employees: 600
Trucks: 50
Delivery points: 1,220
The HAVI Logistics staff in Beijing and the HAVI Group LP Top Management
as well as HAVI Logistics Executive Board.
Company News 13
viding China’s most stringently temperaturecontrolled
facilities and trucks, HAVI Logistics
has become the first choice for all companies
focused on food safety and having the
highest international standards. In recognition
of this, HAVI Logistics was chosen by the
Beijing Olympic Organizing Committee to provide
food logistic services for all the catered
restaurants and McDonald’s inside the Olympic
venues (see also the article in Issue 19 or
go to our video on www.havi-logistics.com /
News & Media).
“tHe BIggest cHALLenge fAcIng us In
cHInA “While such assets should not be undervalued,
both domestic and foreign businesses
need to channel their resources to
people and systems. That means optimizing
networks, routing, and assets,” Bill says. “Only
then can we create a cost-efficient perishables
chain that maximizes value for retailers and restaurants.
Bill O’Brien has charted an unconventional
course, overseeing from scratch the
development of a world-class cold chain in a
region plagued by food-safety issues. Today
two factors account for the success of HAVI
Logistics in China. The first, which also has
to do with the HAVI Logistics culture, is that
our Chinese team shares an intense dedication
to its customers. The second reason for
HAVI Logistics’ success is its people. Mainland
China’s management team has been responsive
to HAVI Logistics’ values, goals, and
strategic focus, which has been extremely innovative
for the Chinese market. In summary,
the entire HAVI Logistics organization is proud
of the past and excited for the future of HAVI
Logistics in China.
HAVI Logistics in Mainland China has
a workforce of over 600 employees
and a growing network of China's
most modern Distribution Centers.
You find further information about HAVI Logistics
China under www.havi-logistics.com

14
The new Distribution Center in Amersfoort is equiped
with cutting-edge technology.
beNefitiNG Not just
the eNviroNmeNt
In December of last year our HAVI Logistics team in
the Netherlands relocated from Nijkerk to a new Distribution
Center in Amersfoort. The new DC has not only been built to the latest technical standards, but is also
equipped with a new type of refrigeration system making it especially environmentally friendly. The new DC building
benefits both the environment and the employees.
wHen It comes to tHe QuALIty And tHe
sAfety of the foodstuffs that we store
and transport, HAVI Logistics eliminates
all possible risks. This also affects the
choice of refrigerant. Carl von Linde (see article
on page 07) operated his first functional
refrigeration system using ammonia. Alt-
To protect the employees - in case of a damage -
at DC Amersfoort the piping for ammonia is installed
at the outside of the building.
Environment
hough this is a natural substance, it is difficult
to handle and technically awkward to use,
and in concentrated form it is hazardous to
human beings. Today HAVI Logistics operates
most of its refrigeration systems with
the environmental friendly refrigerant R404.
For several years, while searching for a natural
refrigerant, we have been following in the
footsteps of Carl von Linde and working on
the safe re-introduction of ammonia into refrigeration
systems. We are justifiably proud
that, with the introduction of ammonia in our
German HAVI Logistics Distribution Center in
Duisburg and in our Belgian DC, we are now
using ammonia again for refrigeration.
In our new dc In Amersfoort we are
also expecting good results from ammonia as
a refrigerant owing to its high coefficient of
performance and environmental soundness. In
order to protect the employees from any leaks
of gaseous ammonia - which is actually only
dangerous at high concentrations - the pipes
carrying the ammonia are located on the DC‘s
external wall, and they are made of rust-free
materials so as to provide extra protection.
Other technical refinements of the new
refrigeration system are the combination of
chamber coolers and the air duct system,
low noise emissions and no defrosting inside
the warehouse. The novel refrigeration system
avoids ice formation on the evaporator
and provides a smooth and well distributed
supply of cooled air, and it is much simpler to
maintain. And in good HAVI Logistics fashion,
in the Amersfoort DC, too, the energy generated
during cooling of the frozen storage areas
is not just released into the environment
as waste heat. At HAVI Logistics a heat recovery
system captures and uses this energy
to heat the dry storage areas and the offices.

And of course our new Distribution Center in
the Netherlands is equipped with one of these
systems.
despIte ALL tHIs cuttIng-edge tecHnoLogy,
the employees at our Dutch HAVI
Logistics company had mixed feelings about
the new DC and the move to Amersfoort. They
were very keen on an extremely efficient and
ultra-modern solution. But they were concer-
State-of-the-art compressor
ned by the fact that their new workplace was
approx. 10 kilometers away from the old one.
Out of the 220 employees, 120 live in the town
of Nijkerk itself. Sixty of them could walk to
HAVI LogIstIcs’ commItment to tHe
enVIronment means that our distribution
company in Turkey chooses the most environmentally
friendly processes, consciously
makes optimal use of natural resources,
and insists on environmentally friendly production
procedures that save energy and
prevent waste. The importance of complying
with environmental laws is self-evident. The
continuous reduction of energy consumption
by means of innovative storage techniques
or heat-recovery systems for heating
offices and ambient storage areas is a
basic component of environmental policy
in Turkey and at most of the HAVI Logistics
locations.
Environment 15
work or go by bicycle. Now they would have
to switch to taking the car, on a route that included
a busy freeway. This would have been a
considerable extra burden not only on our staff
but also on the environment. In the end one of
the warehouse staff asked if we could acquire
a company motor scooter - which turned out
to be the solution to the problem. With motor
scooters congested freeways would no longer
be an issue and the drive to work would be
quick and safe for all the employees. We did
a general calculation, and also compared the
costs of a standard motor scooter and a battery-powered
one. The environmentally friendly
alternative won on all counts. An electric scooter
can manage a whole 70 kilometers on a fully
charged battery. It is “filled up” again by plugging
it into the normal electricity supply - which
is also much simpler than filling the tank with
gasoline at a gas station.
now tHe moVe to the new Distribution
Center has been completed successfully. Everything
about the DC in Amersfoort is great. It
is not only equipped with a large number of
technical features and, most importantly, environmentally
friendly ones, but it also addresses
the concerns of HAVI Logistics’ employees to
a degree that only a good employer can. Ano-
In January our Turkish-based company
was audited for the first time for compliance
with DIN EN ISO 14001. The audit protocol
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. HAVI
Logistics in Turkey was certified by the external
audit company First Quality Certification
(FQC) and now has to prepare for
recertification in 2011.
ther very important aspect is the fact that the
new DC allows HAVI Logistics to bundle all the
operations for our customers McDonald’s and
BP Netherlands at one facility and finally to exploit
the operational synergies.
certificAted eNviroNmeNtAl
HAVI Logistics in Turkey has its exemplary environ-
meAsures mental protection activities certified according to DIN EN
ISO 14001 and has thus committed itself to consistently follow the environmental goals
set by this standard.
Ata Akici, Environment Coordinator
and Altan Sekmen, Managing
Director HAVI Logistics
Turkey (right).

16
New Services
GeNerAtiNG efficieNcies with
GreAter stANdArdiZAtioN
As of January 2009 HAVI Global Logistics has been managing the accounting services for
the European HAVI Logistics companies centrally from Prague. This step and the foundation
of a new company named HAVI Logistics Shared Services s.r.o (SSC) have opened up new
vistas for HAVI Logistics.
Part of the project team for the
organizational setup of the Shared
Service Center and the simultaneous
configuration and implementation
of SAP. The Finance- and
the Controlling-Department as
well as HAVI Logistics Information
Services are closely linked together
dependent on the success of the
Shared Service Center. (order from
left) Stefan Tittel, Ralf Kreuzenbeck,
Peter Looks, Jovanka Vajce, Ullrich
Wegner, Christof Schwarberg,
Michael Hoier and
Andreas Koetter.
iNvisible delivery
iN swedeN
tHe HAVI LogIstIcs’ InVIsIBLe de-
LIVery concept means that the
McDonald’s restaurant crew is totally
freed of all tasks that are part of
the delivery process. Invisible Delivery
allows deliveries to take place during or
after a restaurant’s opening hours.
wItH our current performAnce
And suBstAntIAL mAr-
Ket opportunItIes HAVI Logistics
will grow steadily in the years to
come. To enable this growth it is appropriate
to reorganize and standardize
our accounting processes more
efficiently and to support them with
new scalable cutting-edge technology.
Since January of 2009 we have been
combining all relevant accounting activities
at one “Shared Service Center,”
initially for the first five HAVI Logistics
companies. In the course of 2009 and
2010 selected accounting activities of
all the remaining European HAVI Logistics
companies will be taken over by
the Shared Service Center. Located in
Prague, the capital of the Czech Republic,
the company will provide the European
companies with excellent accounting
services covering accounts
payable, accounts receivable, general
ledger and fixed assets.
Simultaneous with the opening
of the Shared Service Center the implementation
of the new SAP accounting
software is a major cornerstone of
our growth strategy (please read also
the article on page 11). As essential
Between feBruAry And August
of tHIs yeAr our Swedish-based HAVI
Logistics company tested our Invisible
Delivery service in eight McDonald’s
restaurants. The target is to roll out
the service to nearly all 100 restaurants
in Stockholm, Gothenburg and
Malmoe during 2010. The success
steps in the execution of such a project,
boundaries needed to be broken
down, new working procedures had to
be implemented and, most importantly,
clear targets, roles and responsibilities
had to be defined.
tHe ImproVement of our orgAnIzAtIon
is the key success criterion
for all of our employees to secure and
support the growth strategy of HAVI
Logistics. The main elements of a cutting-edge
organization are standardization
and concentration on core competencies.
We have achieved fundamental
improvements with the opening
of our Shared Service Center and the
implementation of SAP. A lot of work,
enthusiasm and passion has been invested
in these projects. The central
element of the successful SSC implementation
is the excellent support provided
by everyone involved. In the future
our HAVI Logistics companies can
concentrate on their core task of providing
competitive logistics solutions to
our customers even better than before.
Now we have to start generating efficiencies
with greater standardization so
that we will be “fit for the future.”
One HAVI Logistics’ idea of relieving the McDonald’s restaurants
of all logistics tasks is called Invisible Delivery. It is a special
service that is already offered in Germany, Hungary, Italy and Turkey and will soon be offered for the
restaurants in Sweden as well.
of our service ECOSIMA (Economic
Store Inventory Management Assistance)
had a huge effect on the acceptance
of Invisible Delivery: during
ECOSIMA our Swedish company
proved that they were experts
in logistics not just within the Distribution
Center and during delive

ies 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.
In practice Invisible Delivery means that
the driver of HAVI Logistics offloads the truck,
while workers of the Swedish merchandiser
Komet carry all goods into the restaurant
storage areas and place them directly
on the shelves. The joint project group
(including members from HAVI Logistics
Sweden and McDonald’s Sweden) has put
a lot of effort into defining the exact tasks
for the merchandiser and a manager of
Komet received intensive training at HAVI
Logistics in Sweden.
tHe BIggest cHALLenge for our team
in Sweden was the task of making deliveries
to the McDonald’s restaurant serving the
prInce (Projects in Controlled Environments)
is a structured project management
method for executing projects
successfully. The first outlines of what we
now know as PRINCE2 were already established
in 1975 under the name of PROMP-
TII. The British Central Computer and Telecommunications
Agency (CCTA) used
PROMPTII as a standard method for all government
projects. In 1989 the CCTA released
PRINCE, which superseded PROMPTII.
The CCTA (now the Office of Government
Commerce) continued to develop the method.
In 1996 a new release was introduced
called PRINCE2, which incorporated years
of experience and best practices, and provided
a structured approach for carrying out
all kinds of projects.
due to tHe InternAtIonAL recognItIon
enjoyed by PRINCE2 and its applicability
and scalability in different types of projects,
HAVI Logistics selected this project management
method as the standard for executing
its projects. The Program Management Office
(PMO) at HAVI Logistics IS selected the
method and is responsible for its continuing
deployment within the organization. PMO offers
employees who are or will be participa-
New Services
guests of the Gothenburg Horse
Show. This big event was
hosted by Sweden's Scandinavium
arena between February
19 and 22 and was awaited
with bated breath. This is because
the McDonald's restaurant
received two full trucks on
the final day of the Horse Show
and the putting-away process
took approximately eight to ten
hours. Titti Bergqvisit, Manager
of the McDonald's restaurant
located at the Horse Show: "It was the
smoothest Horse Show week ever, excellent
logistics process."
In tHe next montHs the test will be extended
to additional Swedish cities with a
high concentration of McDonald’s restaurants.
Moreover, the integration of franchisee
stores will be part of the next step.
QuAlity improvemeNt
with priNce2
ting in projects the opportunity of enrolling
on a two-day PRINCE2 Foundation training
course and certification. The PRINCE2 training
course is delivered by the certified training
institute “Insights International” and provides
an essential overview for understanding
and utilizing the method and enabling people
to speak the same language.
tHe HAVI LogIstIcs HumAn resources
department organizes the PRINCE2 training
cycles. After two years of sharing the
PRINCE2 experience with the organization,
we can proudly say that HAVI Logistics has
more than 140 PRINCE2-certified employees,
and the next training courses in Duisburg
(Germany) are already scheduled for 22
and 23 April 2009.
The PRINCE2 training course provides
a good ‘instrument’ for obtaining the essential
know-how for structuring and executing
a project. When additional support and/or a
review is wanted, PMO is there to help. With
the lessons learned and experience gained
from previous projects, as well as its insight
into the PRINCE2 method, PMO is available
to support you in structuring your roadmap
to project success.
Our Swedish team proved
its excellence in Invisible
Delivery by supplying the
McDonald's Restaurant in
the Scandinavium arena at
Gothenburgs Horse Show.
NeFiSo (New Financial Solution)*, Weblog Implementations
and the Common Software Solution for S.T.I. Network
(CSSN) are examples of the many successful projects that HAVI Logistics has conducted in recent years.
To reinforce and ensure such success, HAVI Logistics uses the PRINCE2 project management method.
* The NeFiSo project from HAVI Logistics IS provides the required IT platform to support the finance
processes and to replace the existing solution for Financial Accounting (KISSELS) at HAVI Logistics.
Part of the PRINCE2 PMO:
(f.l.t.r.) Dana Moses, Project
Controlling and Administration;
Christian Matull, Senior
Manager; Theresa Dicke,
HR Assistant; Herman van
Dasselaar, Consultant
Methodology Management
and Shafag Aliyeva, Junior
Consultant Methodology
Management.
17

18
News in Brief
The HAVI Logistics website is presenting a new face to the world, with a completely new
Media Center and an extensive picture database.
A New look for hAvi-loGistics.com
wItH tHe reBrAndIng of our compAny, we
have taken on an entirely new Corporate Identity
(CI). Our behavior, our communication, and
the Corporate Image we project both inside
and outside the company have been revamped
and harmonized across the board.
Our HAVI Logistics website, which offers
various language options, is the digital show-
case of the company. Visitors to www.havilogistics.com
are greeted by an attractive
design and a clear-cut navigation structure;
they consequently experience HAVI Logistics
as being technically competent, experienced
and innovative. Our new homepage welcomes
visitors to the HAVI Logistics World
and invites them to enter the virtual representations
of the six central divisions:
Our HAVI Logistics Website in traditional Chinese language
is now available under www.havi-logistics.com
Company, Services, Jobs & Career, News &
Media, References and Contact.
tHe HAVI LogIstIcs serVIce pHILosopHy
Is exempLIfIed By the division of News & Media.
At this virtual Media Center, the company
extends a warm welcome to journalists and
other opinion leaders by offering them the
possibility to access information about the
company without having to enter a password.
The new Media Center is the central portal to
the HAVI Logistics World and offers visitors
a wealth of materials: corporate brochures,
our corporate newspaper alphabet, press
releases (available in several languages), the
latest news about HAVI Logistics, and a brand
new picture database.
In tHe HAVI LogIstIcs pIcture dAtABAse
journalists and interested members of the
public can view photos showing all aspects
of the company. Picture editors can research
stories here free of charge and download those
photos that have been released for publication
outside the company. The nearly 100
motifs currently available depict all areas of
activity at HAVI Logistics; the topics range
from corporate culture, customers, design,
environment and services straight through to
transport and logistics. Whether you are looking
for a photo of a truck, a distribution center,
employees or design elements, you can
find the entire HAVI Logistics World, with all of
its diversity, in the new picture database.
“employee of the
yeAr” coNtest
HAVI LogIstIcs estonIA kicked off a special
motivational competition in 2007 – the “Employee
of the Year” contest. All employees of
the company who "consistently perform above
and beyond what their job descriptions require"
are eligible to vie for this award.
tHe IdeA or the contest caught the imagination
of the entire workforce immediately
when it was put forward in 2007 by Janek
Saareoks, Managing Director of HAVI
Logistics Estonia. By creating the award,
Saareoks hoped to create a very special motivation
for high performance that was not based
on monetary rewards but on more personal
incentives.
2008
Janek Saareoks surrounded by the top
performers on his team. First row (from left):
Illi Niinlaub, Eda Siivelt, Gerlin Mets. Second
row (from left): Janek Haljasmets, Mihkel
Mäehans, Ove Vikat, Mart Kahro, Marek
Tamm.
According to the contest rules, every member
of the workforce has a chance to name
three people who are, in his or her opinion,
the best “team players” in the particular department.
The employees' direct superiors
are then asked to comment on the work performance
of the nominees. All the employees
who have received the “Employee of
the Year” award have exemplified exceptional
levels of work performance and displayed
great respect and loyalty toward HAVI
Logistics and their job responsibilities.
tHe worKforce At our estonIAn HAVI
LogIstIcs company consists of a total of 213
people working in nine departments. Each department
nominates one candidate for the title
of “Employee of the Year.” The 2008 winners
were rewarded with the recognition of their colleagues,
a certificate and even a small party.

The progress of construction work on March 17, 2009.
move to portuGAl’s
fAr North
tHe Huge expAnsIon By our customer
mcdonALd’s in recent years has had tangible
impacts, even in Portugal. Not only has it opened
new restaurants, but also the volume of
goods delivered per restaurant has increased.
These welcome effects took our Portuguese
distribution company to the limits of its capacity.
Supplying 122 Portuguese McDonald’s restaurants
and the Warner Bros. businesses made it
necessary to build a second Portuguese DC.
tHe BuILdIng of tHe new dIstrIButIon
center with a total of 2,620 square meters.
in Canelas in the District of Porto in northern
Portugal began in September of last year. It will
start operations in May with the supplying of 44
restaurants. The average distance from the new
DC to our customer's restaurants is now only
68 kilometers, which is convenient for supplying
the restaurants in the north of the country, and
so in Portugal our HAVI Logistics trucks now
cover 1 Million kilometers less per year.
tHe openIng of tHe new dc in Porto offers
HAVI Logistics the opportunity of crossborder
distribution to twelve Spanish restaurants
in Galicia. HAVI Logistics Portugal and
HAVI Logistics Spain are currently investigating
the total impact of this solution.
some AdVAntAges of tHe
new dc In porto:
■ Reduction of 44% in the total mile-
ages
■ Closer contacts with each restaurant
■ Punctual transportation, less af-
fected by road traffic
■ Opportunity to react faster in case
of stock recovery and product
replacement
■ More opportunities to develop spe-
cial services (Invisible Delivery)
■ Positive impact on the environment
because of reduced fuel consumption
(318,000 liters less per year).
News in Brief
hiGhly desirAble for
our customer dm
tHe dm BusIness in Austria started in March
2008 (see edition 18) with the delivery of fresh
products for the so-called “Gesunde Pause”
(Healthy Break). Starting with the delivery
of 14 shops in the western part of Austria
in July 2008, HAVI Logistics Austria now
provides the complete services for 34 dm
stores. Twice a week we deliver an assortment
of around 70 different fresh products
for preparing fresh soups, salads, smoothies
and juices. In December of last year HAVI
Logistics in Austria reported a new record:
the monthly tonnage handled for dm increased
from 54 to 67 tonnes. About 300 deliveries
with more than 28,000 crates were
distributed to our new customer.
And the business continues to expand:
currently a test is underway on the delivery of
bananas in Styrofoam boxes. The dm business
in Austria is extremely successfully. Recently
the manager of a dm store said “thank you”
to our team in Austria in written form: “HAVI
Logistics gets top marks as a distributor. The
driver is always very competent and friendly.”
did you kNow ...
…tHAt in the last five years HAVI
Logistics realized savings of several million
euros for the McDonald’s system?
At tHe end of 1999 a service called “Cle-
an up” was implemented at HAVI Logistics:
since then this service has been extended in
close cooperation with McDonald's, our European
Distribution Centers and suppliers.
Since 2004 Clean up has been offered as
a dedicated service to the McDonald’s sys-
tem and has proven to deliver significant
benefits. The function of Clean up is to seek
continuously for overstocks in our HAVI
Logistics DCs. The available overstocks are
reported using communication platforms
such as McNet and A-lex. In this way poten-
tial buyers can be identified within the
McDonald’s system. All relevant parties are
involved during the re-selling of the overstocks.
The purchasing company pays the
19
13 tons on average is the weight of such a digger.
A heavy burden for the forwarder, but no-brainer
for our Freight Manager S.T.I.
customer sAtisfAct-
ioN is our GoAl
our freIgHt mAnAger s.t.I. has been organizing
the most varied transport services for its
customers using the most different routes for
over 25 years now. No matter whether these
transports go overland, by sea or by air,
S.T.I. always provides the same outstanding
quality. The company even makes an excellent
job of tricky orders such as transporting
350 tonnes of mining equipment to Turkey,
exercise machines from the Far East to
Germany, and 400,000 kilograms of frozen
Chicken McNuggets for McDonald’s Japan.
customer sAtIsfActIon Is ALwAys
top prIorIty for our Freight Manager – it is
absolutely essential to effective quality management.
In 2001 S.T.I. had its TQM certified
as meeting EN ISO 9001. In fact S.T.I.
can boast that several months ago it was
recertified for the second time according to
the stringent requirements of the European
industrial standard. Are we going to rest
on our laurels? Or sit back and relax? Not
at a HAVI Logistics company! S.T.I. recently
tackled the next challenge head-on and
assisted a German importer of construction
machinery in procuring four diggers.
Our Freight Manager, a specialist in customs
clearance, took care of all the paperwork
for the front-end loaders in Rotterdam’s harbor.
The extremely satisfied customer was
then able to transfer the heavy goods onto
a gooseneck trailer by itself.
same price as if it had bought the stocks
directly from the supplier. Additional costs
(e.g. for transport, customs duties, labels,
etc) must be carried by the selling DC.
At tHe end of 2008 the Clean up service
celebrated its fifth anniversary of hard work
and common, dedicated effort. Today we are
proud to report: in the last five years we have
realized a total 7.2 million euros in savings for
the entire McDonald’s system.

20
dc exteNsioN iN AustriA
to Keep pAce wItH tHe rApId growtH of our
customer McDonald's all over Austria, HAVI
Logistics has expanded its Austrian Distribution
Center. The extension will be completed
in April of this year.
tHe constructIon pHAse started in
August 2008. Not for the first time HAVI
Logistics had undertaken to build an extension
at one of its European Distribution Centers
with operations still in full swing. In the
case of our Austrian-based company 2,200
sq.m. of floor space have to be built while
customers’ goods are being picked up,
loaded and delivered - all with the reliability
customers have come to expect from HAVI
Logistics.
[1]
As ALreAdy mentIoned in the last edition
of alphabet, we are currently in the process
of coordinating the roll-out process for all
HAVI Logistics companies. In the upcoming
editions of alphabet we will inform you of
further developments concerning the next
steps we are taking to become a unique
global brand.
News in Brief
[2] [3]
This is what the skeleton of the building looked
like in September 2008. Only two months later
the new dry warehouse was ready for our team
in Austria to move in. Once installed, HAVI
Logistics continued its order-picking activities
in the new surroundings without batting a proverbial
eyelash.
[4]
re-branded companies in europe
The old ambient warehouse adjoining the
new building was torn down without closing
down operations at the site. A new
frozen goods warehouse is now being built
on the same spot.
Setting-up the shelving: together with the
previous frozen goods area, the new extension
includes a new 2,000 sq.m. warehouse
for frozen products. There is still
a lot of work to be done before the new
warehouse can be commissioned as planned
in April 2009!
date country New Name former Name
01.04.09 SE HAVI Logistics AB Scandlog AB
16.02.09 DK HAVI Logistics ApS Danlog ApS
28.01.09 BE HAVI Logistics BVBA MLS N. V.
20.01.09 NL HAVI Logistics B. V. MLS B. V.
15.01.09 NL HAVI Logistics Environmental ESM BV
Services B. V.
12.01.09 NL HAVI Logistics IS B. V. Alphasoft
29.12.08 PT HAVI Logistics Lda. DC Bens
23.12.08 LT HAVI Logistics UAB Logislita UAB
01.12.08 ES HAVI Logistics FSL, S. L. LINK Servicios Logisticos S.L.
01.12.08 IT HAVI Logistics s.r.l. Italog s.r.l.
01.12.08 NO HAVI Logistics AS Loginor AS
21.11.08 EE HAVI Logistics OÜ Baldis Estonia OÜ
03.11.08 PL HAVI Logistics sp. z o.o Logpol sp. z o.o
03.11.08 FI HAVI Logistics Oy MD-Scand Oy
15.10.08 CZ HAVI Logistics Shared Services s.r.o. new company
09.10.08 DE HAVI Logistics GmbH WLS GmbH
20.08.08 EU HAVI Logistics IS GmbH amigon GmbH
27.07.08 EU HAVI Global Logistics GmbH Alpha Management GmbH