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04 09
We Generate Our
HAVI Has a Strong
Presence at
McDonald’s
Worldwide
Convention
alphabet
THE HAVI LOGISTICS MAGAZINE
Quality Is What
the Customer
Demands
Quality arises whenever the customer’s
wishes are correctly identifi ed
Own Green
Energy
18
Higher Quality
in Supply Chain to
IKEA
Shops and
Restaurants
26
08 2012

2
3
9
Content
Editorial
Development
4
6
7
Environment
8
HAVI Has a Strong
Presence at McDonald’s
Worldwide Convention
Quality Without Compromise
You Can’t Buy Compliance
“Best of Sustainable
Supply 2012” Award
We Receive a
“Sustainability Charter”
We Generate Our
Own Green Energy
Publishing Information
Proprietor:
HAVI Global Logistics GmbH
Publisher:
Hans-Werner Krohn
Content and Style Editor:
Jasmin Schürgers
Improvement
10
HAVI Global Logistics GmbH
Geitlingstr. 20
47228 Duisburg, Germany
Phone: +49 (0) 20 65 / 695 541
Fax: +49 (0) 20 65 / 695 252
Email: info@havi-logistics.com
www.havi-logistics.com
Successful Logistics for the
Euro 2012
Quality & Service
12
14
16
17
Quality Is What the
Customer Demands
Quality Is Not a Goal But
a Never-Ending Process
Interview with
Lukas Curschellas
Change for the Better
10
4 9
Publishing Council:
Haluk Ilkdemirci,
Arnd Christochowitz,
Hans-Werner Krohn,
Sven-Carsten Sachse
Layout:
SanderWerbung GmbH
Hans-Pfi tzner-Str. 31
47057 Duisburg, Germany
Printer:
DRS Weirich
Business Print Service GmbH
Industriestrasse 17,
41564 Kaarst, Germany
Enlargement
18
19
20
21
Just a Moment
22
23
Higher Quality in the Supply
Chain to IKEA Shops and
Restaurants
We Aquire Our First Customer
in the Hotel Segment
Llaollao - International
Expansion Is Assisted by
HAVI Logistics
HAVI Logistics Turkey
Grows with Its New
Customers
Certifi ed as an “Especially
Authentic Employer”
Staying Focused…
14
Awards for HAVI Logistics
Poland
This and the following editions could 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 the future.
alphabet is printed on Satimat green (Antalis)
200 g/sqm (cover) and 150/sqm (content).
Satimat green is produced using 60% recovered
fi ber with 40% virgin fi ber, and is an FSCcertifi
ed product. Furthermore, Satimat green is
climate neutral.
www.fsc.org
QUALITY
MIX
FSC ®
Paper from
responsible sources
C021878
QUALITY
QU QUA QU QUA Q LIT IT ITY

source cover: thinkstock / sewing dummy over white
source p. 3: fotolia / tom · source p. 14: thinkstock /Ryan McVay · source p. 20: LlaoLlao · source p. 22: Roberts Coffee
20
21
Editorial
Dear Friends and Partners
of HAVI Logistics,
The business of our customer, and
therefore also our business, is infl uenced
by many external and internal factors such
as the situation of the world economy,
food scandals and cost-cutting initiatives
which hamper our efforts to carry out
our growth plans. As we cope with these
challenges, it is very important that we do
not lose sight of our customers’ top priority,
namely quality!
Ever since our company was founded in
1981, we have always tried our best to
satisfy all our customers’ demands for
the highest standards of quality and food
safety, reliable supply chain management
and innovative logistics concepts. At the
same time our logistics activities were
always in line with environmental sustainability
and corporate social responsibility.
This promise to our customers remains
unchanged up to the present day and is
becoming even more important.
Achieving customer satisfaction is our top
priority. We believe that it is not suffi cient
to simply carry out our tasks well, to work
carefully, to always be reliable, fast and
clean, and to avoid making errors. It is not
enough to just fi ne tune our range of services;
instead, we also have to refi ne the
quality of the services we deliver and the
way they are performed. We want to be
the perfect service provider – the one who
does not only think the way its customers
think but also anticipates their future requirements
and comes up with innovative
solutions.
Quality and food safety are the essence
of our customers’ business. Our customers
expect a lot from us and our services.
They expect to receive the goods they
have ordered in the right quantity and
quality and at the right time and place.
They expect a proper fl ow of goods and
information provided without any compromises.
They expect that quality and food
safety will not suffer while operational effi
ciency continuously increases. It goes
without saying that we are fully dedicated
to meeting our customers’ expectations.
Summing up, we acknowledge that our
customers’ demands are nothing new for
us. We can only achieve customer satisfaction
by committing to and ensuring
quality and food safety. We constantly
strive to optimize our customers' supply
chain and help them in becoming better
and excelling in the products and services
they offer.
I hope you will enjoy reading the magazine.
Yours sincerely,
Haluk Ilkdemirci, President HAVI Logistics Europe
alphabet I AUGUST 2012
3

4
Development
HAVI Has a Strong
Presence at
McDonald’s Worldwide
Convention
On April 23-26, more than 15,000 McDonald’s owner/
operators, suppliers and company employees gathered
in Orlando, Florida for the 2012 McDonald’s
Worldwide Convention. It was a celebration of System
progress, a rally to drive for a bolder future and a
showcase of the tools and solutions available
to drive even greater results.
HAVI had a strong presence at this
year’s Convention, with employees from
the HAVI Group and all three HAVI companies
attending and making the most
of the opportunity to connect with our
customers. HAVI Global Solutions and
The Marketing Store were two of the 250
exhibiting suppliers on the exhibition
fl oor, which covered more than 700,000
square feet, while examples of HAVI were
featured in multiple other booths.
HAVI People all over the
Convention Floor
Over 100 HAVI employees from all of our
business units and from countries around
the world were present on the Convention
fl oor to help share the HAVI story and listen
to our customers as they toured the
Convention fl oor over the fi ve days.

Logistics experts from HAVI Logistics Europe
and HAVI Logistics Asia were ready
to answer questions in the Supply Chain
booth as were team members from HAVI
Global Solutions in the packaging area of
the same booth.
HAVI demonstrated its leadership on the
sustainability front by coordinating the
diversion of over 41 tons of food waste so
that it could be composted rather than being
dumped into a local landfi ll. A running
ticker sign showed attendees how many
pounds of waste were being diverted on
a minute-by-minute basis - a great way to
start a conversation about the recycling
support HAVI can provide to Owner Op-
erators both in the U.S. and around the
world. A three minute video from HAVI
Logistics Environmental Service about the
zero waste initiative in The Netherlands
and Belgium ran continuously, reminding
everyone who passed by that it is possible
to convert or recycle all forms of waste
that come out of a McDonald’s restaurant.
This was the overall theme of the Convention
and appeared in the global sessions,
the area of the world sessions and all over
the exhibit fl oor. The clear message was
that consumers expect more from brands
Brand Br Ambition – Good Food,
Good G People, Good Neighbor
Kevin Newell
Think Bold. Act Bold. Be Bold.
McDonald’s unveiled its
new Brand Ambition in one
of the global sessions, and
it was reinforced in every
area of the world session,
showing alignment around
the the System. Global Chief Brand Offi cer
Kev Kevin Newell described the Brand Ambi-
tio tion as a set of “internal screens” for ac-
tio tion, not an external advertising campaign.
HHe
said it captures McDonald’s potential
to
touch the world like no other Brand and
mmake
a difference for customers, commu-
nities nnities
and the planet. He also emphasized
the the importance of working together as a
Syst System and with customers – because
“inc “incredible power is unleashed when we
do do things together.”
Sustainability
Su
SSustainability
was a big focus for the
CConvention
and will play an increasing
rrole
in McDonald’s business going forward.
It was an integral part of the Brand
Ambition messaging and the exhibit fl oor
showcased it in a variety of ways: green
leaf logos highlighted exhibit booths with
a product or message supporting sustain-
today than
ever before, and McDonald’s must push
for a bolder future. Continuing to lead in
the marketplace will require out-of-the
box thinking, creative ideas and bold
action in line with McDonald’s priorities
of optimizing the Menu, Modernizing the
Experience and Broadening Accessibility.
ability and recycling of various materials
was available on the Convention fl oor.
Leadership Transition
McDonald’s CEO Jim Skinner retired at
the end of June so the Convention was
a celebration of his role in McDonald’s
success and the legacy he leaves behind.
Jim expressed his confi -
dence in his successor,
Don Thompson, and in
new COO, Tim Fenton. Don
made it clear that the transition
would be seamless, emphasizing
that McDonald’s
would continue its focus
on the Plan To Win and the
three global priorities going
forward.
Don Thompson
Tim Fenton
“We at HAVI can be proud to be such an
important supplier for McDonald’s,” says
Russ Smith. “We should feel confi dent in
the future direction of the company. There
are plenty of opportunities for us to help
McDonald’s continue to grow and, as a
result, help our business grow. We have
a key role to play in helping McDonald’s
meet the challenges the future will bring,”
he continued.
alphabet I AUGUST 2012
5

6
Development
Quality Without Compromise
Now that HAVI Logistics has taken over salad distribution in Spain,
it is delivering the entire range of goods for McDonald’s
restaurants safely and reliably in this country, too.
A McDonald’s restaurant uses up to 8
different types of salad leaves – romaine,
iceberg, batavia, frisee, spinach, rocket,
Lollo Rosso and tatsoi (which originated
in Asia) – and all of them are grown under
controlled conditions that are carefully
monitored. In Spain McDonald’s uses
salad leaves and tomatoes grown in fi elds
in the Spanish provinces Navarre, Málaga
and Canary Islands. Just like all other
locations of McDonald’s around the world,
these sites are subject to strict quality
controls – from cultivation and harvesting
of the leaves, all the way to their use in
one of the 428 Spanish McDonald’s restaurants.
And supplying these extremely
sensitive products requires safe and reliable
logistics.
HAVI Logistics in Spain assumed responsibility
for this complex process in June of
this year. Working in collaboration with STI
Freight Management, it ensures smooth
transportation of all salad items.
If the greens are stored and transported
at the optimum temperature, they can be
kept for at least 7 to 13 days. During this
period they are harvested, packaged and
transported to the suppliers’ warehouses,
and taken from there by STI to our Spanish
DCs. Here they are stored, picked and
dispatched to the McDonald’s restaurants,
where they are freshly prepared for the
customers – a tour de force of logistical
organization that gives McDonald’s complete
confi dence in our promise of quality.
Controlling the supply chain to the
McDonald’s stores on the Canary Islands
is an additional challenge. Some salad
products can be kept for a minimum of
only seven days. To guarantee 100 percent
quality and freshness for the goods, we
had to adapt the weekly delivery schedule
for those restaurants. Now the salad products
reach all the 30 McDonald’s stores
on Gran Canaria and Tenerife just one day
after they are harvested.
The customer service team receives orders
for salad from Monday through Friday.
Our employees work out the quantities
they have to order from the three
different factories. On average, they pass
on about eight orders a day to the producers.
On Fridays there are often up to 20
orders since the quantities for the weekend
have to be added. Each McDonald’s
restaurant receives two to four salad deliveries
per week. Over a year this amounts
to around 6,000 tons of tomatoes, green
leaves and fresh fruits.
“Using our HAVI Logistics standards, we
have been able to familiarize ourselves
without any problem with the new workfl
ows needed,” says Managing Director
Pedro de Bernardo. “Now we supply the
whole range of goods to all restaurants.
McDonald’s had confi dence in our promise
to always deliver 100 percent quality
and food safety – without making any
compromises.”
Controlled
quality at
McDonald’s
When the freshly harvested
goods are received, their quality
and temperature are checked.
During processing the most
varied factors are monitored,
such as temperature, quality of
the cut, cleanliness, composition
and humidity.
When the goods are packaged,
there is another check for
temperature, metal inclusions,
appearance and tightness
of the seal.
Every day the company’s own
lab conducts sensory tests and
rapid microbial tests (for E. coli).
Only if the results are absolutely
faultless are the products
allowed to be delivered to the
McDonald’s restaurants.
Retained samples are taken
several times a day.
As an extra safety measure,
external laboratories regularly
examine microbiological status
and test for pesticides.

You Can’t Buy Compliance
In business, compliance means conforming to relevant laws, rules, specifi cations or policies – both internal and
external. Compliance is not an invention of smart lawyers but a basic principle of applicable law; a company’s longterm
business success depends on following the rules. Now, what does compliance mean for HAVI Logistics and
how do we ensure a holistic approach to compliance?
With ever more regulations and the
need for operational transparency, organizations
are increasingly adopting consolidated
and harmonized compliance
measures. This ensures that all necessary
governance requirements can be met
without duplicating work unnecessarily.
100% compliance –
no exceptions!
HAVI Logistics has implemented many
compliance tools, the most important of
which is our strong compliance culture.
Ever since the company was established in
1981, we have abided by our statements
that “we uphold the laws of the land” and
“law and order are social values we hold
in the highest esteem” in our corporate
culture and have always expected all our
employees to be role models concerning
these principles.
In 2008, we stated that violations of these
principles would not be tolerated, in our
“Code of Ethical Business Conduct.” As
a consequence, we established a whistleblower
hotline and the Compliance Committee,
which investigates potential violations
of the applicable rules and initiates
appropriate action. Throughout our corporate
history, we have also issued a variety
of guidelines and internal controls to guide
our employees.
Of course, this may seem like a lot. Yet our
continuous growth brings new challenges.
Different countries have different legal requirements,
new customers have new
needs regarding food quality and safety,
and new employees might not always be
aware of our cultural heritage. Given this
development, it is apparent that we need
to do more to ensure that we know what
compliance means and can act compliantly.
In particular, we need a more holistic
and structured approach to compliance
management.
The HAVI Logistics Compliance Committee
has assigned the task of successively
optimizing our existing compliance management
system to Petra Luzar, Director
Corporate Legal Department. The international
consultancy fi rm KPMG has helped
us hold several workshops. We would now
like to familiarize you with the status of the
task and the next planned steps.
First of all, the Compliance Committee reaffi
rmed that compliance is recognized as
a key success factor at HAVI Logistics.
Petra Luzar, Director Corporate Legal Department
“We formulated the misson statement:
Compliance Management at HAVI
Logistics should foster the established
culture of complete (100%) adherence
to legal requirements and internal policies
and standards while proactively addressing
corporate risks in light of continuous
growth.”
In several reiterations, many of our internal
specialists from different areas of expertise
including Operations, Finance, HR and IT
then helped identify our biggest compliance
risks. They identifi ed worst case scenarios,
supposing that we had not even
implemented the existing mitigating measures
(e.g. guidelines, internal controls) and
evaluated which of these would harm HAVI
Logistics most – either fi nancially, or indirectly
as a result of harming our customers.
The gross risks will now form the basis
for a thorough gap analysis, i.e. we will
again apply our internal expertise to identify
which mitigating measures we have
implemented in relation to which risk, and
whether these measures are appropriate
and suffi cient to reduce said risk – preferably
until it vanishes. The results of the gap
analysis will be used to determine the optimum
measures to close the gaps. These
will probably include revising existing
guidelines to increase their comprehensibility,
and providing appropriate training for
people expected to follow the guidelines.
This will enable us, over the mid-term, to
ensure that we have a structured and holistic
compliance management system that
enables people within our organization to
access and understand the relevant rules
easily and also enables HAVI Logistics to
check and document for audit purposes
that these rules have been followed.
Yet the fact that we are optimizing our existing
compliance management system
does not mean we can now relax and wait
for implementation. All of us must be aware
that we are in charge of compliance and
can be held responsible. We all need to
be role models and to live our values and
our culture. We need to know and apply all
the relevant rules and should always ask
ourselves whether what we’re doing is correct.
Furthermore, we should seize the opportunity
to address any questions we may
have about compliance to the Compliance
Committee, which will be able to provide
guidance on all compliance matters.
Any questions can be addressed
to the Compliance Committee
compliance@havilog.com,
or call Petra Luzar at +49 2065 695695.
alphabet I AUGUST 2012
7

8
Environment
The specially designed green trucks are a familiar
sight on the roads in the Netherlands and in
Belgium.
HAVI Logistics Environmental Services
(HES) has received the award entitled
“Best of Sustainable Supply 2012.” The
HAVI Logistics environmental services
company was honored by the McDonald’s
Corporation for its Reverse Logistics project.
Around 400 companies from all over
the world were nominated for the award,
with which McDonald’s pays tribute to
suppliers who have introduced sustainable
environmental management practices.
A jury including McDonald’s top management
and representatives of the World
Wildlife Fund (WWF) chose HES as one of
the winners.
From restaurant to recycling point: since
1991 HAVI Logistics Environmental Services
in Amersfoort has been respon-
“Best of Sustainable
Supply 2012”
Award
Praise from McDonald’s
for action on sustainable
environmental protection.
sible for waste management logistics for
the McDonald’s restaurants in the Netherlands.
The specially designed green
trucks deployed by the environmental
services company are a familiar sight on
the roads in Belgium, too. They call at almost
280 McDonald’s restaurants, where
they pick up refuse such as paper, foil,
vegetable fat and waste food and bring
them to the recycling point. “The world of
recycling and processing waste is a very
dynamic one where new solutions come
to market on a daily basis. It is HAVI Environmental
Services’ role to develop from
all these options the best solution for our
customers and manage this on a daily
basis,” explains Olav Gribnau, Managing
Director of HAVI Logistics Environmental
Services. The company has now received
recognition for this commitment: “The
nominations show that McDonald’s supply
chain currently is in an excellent position
to make safe and sustainable deliveries
of food products,” says Jose Amario,
Executive Vice President of the Global
Supply Chain, Development & Franchising
at McDonald's. “We really appreciate
the efforts made by all our suppliers.”
Olav Gribnau views the “Best of Sustainable
Supply” award as both an honor and
an incentive. “Being singled out for this
award by McDonald’s is recognition of
the work we have done in the past and at
the same time a vote of confi dence from
our customer in the new developments
we will continue to pursue in the fi eld of
reverse logistics.”
HAVI Logistics Among the
First Companies to Receive
a “Sustainability Charter”
Every year since 2008 HAVI Logistics Belgium has successfully obtained
a national “Environmental Charter” issued by the Belgian government. Not
only has the team located in Belgium been audited according to the applicable
environmental regulations; it also had to meet at least three additional
requirements with respect to the environment.

We Generate Our Own Green Energy
New special photovoltaic system for generating our own electricity
A total of 3,024 solar modules,
350,000 kilowatt hours of energy, and CO2 emissions reduced by around 131 tonnes
every year – these are the statistics for the
new photovoltaic system that went into
operation at the end of April on the HAVI
Logistics Distribution Center in Günzburg,
Germany. It is based on a model that has
been unique in Germany to date: HAVI
Logistics obtains green solar power generated
by this system on good terms and
conditions, and in return we waive the
rental fee for having the installation on our
roof.
“With conventional systems, all the energy
is fed into the electric power system and
its monetary value is paid out to the solar
In 2011 HAVI Logistics was one of a
few companies chosen to participate in
a new initiative: the “Sustainability Charter.”
Whereas the Environmental Charter
has an environmental focus, the requirements
for obtaining the Sustainability
Charter are far more extensive. First of all,
a company must have received the Environmental
Charter at least three years in
succession. Furthermore, it has to pass a
“Sustainability Check” aimed at evaluating
its previous efforts in the areas of “people”
and “prosperity.”
energy producer,” explains Harald Klein,
Senior Manager Customer Support, who
is also responsible for HAVI Logistics’
environmental projects in Germany. “In
our case we make the 8,400 square meter
roof available and in return we receive all
the solar energy we need to supply our Distribution
Center.” This comes to 350,000
kilowatt hours of energy annually – which
is a huge amount, equal to the average
consumption of 100 German households
– and it is generated on the roof of our
Günzburg Distribution Center. We use
100 percent of this green electricity ourselves.
“At the same time our new photovoltaic
system reduces annual CO2 emissions by around 131 tonnes,” Harald
Klein points out. And this contribution to
environmental conservation is truly visible
in Günzburg: a large display at the Distribution
Center shows employees and visitors
the amount of energy produced daily,
the total amount generated, and the CO2 savings realized since the solar power
system was installed.
Once a company has been accepted and
allowed to apply for the Sustainability Charter,
it has to meet the following minimum
requirements:
three requirements related
to the environment
two requirements related
to people
one requirement related
to prosperity
After HAVI Logistics introduced photovoltaic
systems in Spain and Italy, Günzburg
became the third company site in Europe
to start generating solar power. With this
system, HAVI Logistics reduces its CO2 emissions by approximately 400 tonnes
every year. And the fi gure is set to rise:
for the medium term HAVI Logistics is
planning additional solar power installations
on its Distribution Centers in Europe.
Together with four other companies, HAVI
Logistics Belgium has successfully obtained
the certifi cate. On June 1 of this year it was
handed over to Els Thys, Management Assistant
and QSE Coordinator at HAVI Logistics
Belgium, by Rik Röttger, member of
the Antwerp government responsible for the
environment.
For the upcoming year the Belgian team has
already committed again to obtain this charter
as part of its efforts to ensure an optimized
sustainable supply for our customers.
alphabet I AUGUST 2012
9

10
Improvement
Successful
Logistics for
the Euro 2012
For Poland and Ukraine the Euro 2012 was surely the
greatest sports event of all time. For HAVI Logistics,
it presented a stupendous logistics challenge – probably
the greatest we have faced since we started
working for McDonald’s.
From June 8 to July 1, 16 national
teams fought for the European title in
fi ercely-contested matches held in worldclass
stadiums in Poland and Ukraine. Ultimately,
Spain emerged the winner after a
tense fi nal against Italy. The Spanish team
won due to a combination of factors – precise
preparation, tactics, teamwork, speed
and perfection on the fi eld – that aptly
describe the logistics provided by HAVI
Logistics for the numerous McDonald’s
restaurants in the fan zones and stadiums.
Working with McDonald’s, the HAVI Logistics
teams in Poland and Ukraine started
more than a year in advance to do the
groundwork for the major logistics effort
that would be required during the Euro
2012. Large-scale events of this kind require
intricate coordination of our customer
expertise, sales planning, and transport
and warehousing logistics. Whereas
our Ukrainian team “only” had to make
deliveries to McDonald’s, their Polish
counterparts also had to ensure that the
services they provided to BP and Coffee
Heaven were of the accustomed quality.
“These intensive preparations were vital
and made in close consultation with our
customer,” says Andreas Röder, Managing
Director of HAVI Logistics in Poland.
“In addition to McDonald’s restaurants,
the BP shops and Coffee Heaven outlets
reported brisker business during the Euro
2012.”
Way before the games, McDonald’s and
HAVI Logistics identifi ed locations in and
around the fan zones in Poland and
Ukraine where sales were expected to
soar. “Emergency measures” were then
introduced at both HAVI Logistics and Mc-
Donald’s for the 355 existing McDonald’s
restaurants and 13 McDonald’s restaurants
to be set up especially for the tournament.

The idea was to prevent outof-stock
situations at all costs.
McDonald’s and our local HAVI Logistics
companies decided to boost warehouse
stocks in both countries several weeks
before the big event.
Our goal was to keep all the restaurants
fully supplied during the European Championship.
This meant that on average 50%
more pallet spaces had to be provided for
each warehouse sector. To achieve this
goal, additional warehouse space was
rented near the stadiums in both countries.
McCafé made its debut at the
Euro 2012 this year.
This happened, for example, at the media
centers in the Polish and Ukrainian football
stadiums. At the media center of the
German Football Association in Danzig, a
complete McCafé was set up to offer the
German players and organizers typical
German specialties as well as a new item
currently making waves in Germany: bubble
tea!
Just setting up and equipping the McCafé
outlets was a logistics tour de force: STI
Freight Management transported all the
restaurant equipment from Germany to Poland
while HAVI Logistics Poland supplied
the entire product assortment.
Every employee of HAVI Logistics in Poland
and Ukraine was involved in preparing
for the expected onslaught of fans. The
Customer Service teams were on duty 24/7
and 86 trucks, many sporting the Euro 2012
design, were on the road virtually non-stop.
On top of all this, our dispatchers and
drivers had to observe the special restric-
tions imposed on suppliers to the stadiums
and fan zones – such as making deliveries
only at night or using vans instead
of big trucks. Drivers delivering directly to
the stadiums had to be accredited and underwent
stringent security checks at the
entrances.
“Despite the many adverse conditions
and the staggering amount of overtime
we put in, our teams were in high spirits
and really pulled together,” said Sergey
Ustinov, Managing Director of HAVI
Logistics Ukraine. “Extra delivery trips,
weekend work and night deliveries were
all part of the package but none of this put
a damper on the commitment and enthusiasm
of our employees.” Andreas Röder
added: “It is true that the employees involved
were affected by Euro 2012 fever.
More importantly, however, they were
working together to reach the common
goal of making the football tournament
a success for our customer.” Thanks to
perfect preparations and smooth deliveries,
the Euro 2012 was a huge success
for both McDonald's and HAVI
Logistics.
alphabet I AUGUST 2012
11

source: thinkstock / centimeter 4
12
Cover Theme
Quality & Service
Quality Is What the
Customer Demands
Our world is dominated by buzzwords concerning quality:
automation, rationalization, lean management,
globalization, Internet, etc. Quality management is
another term heard frequently and often determines
a company’s competitiveness.
Quality arises whenever the customer’s
wishes are correctly identifi ed.
In other words, it is the customer who
determines what quality is.
Every company depends on
satisfi ed customers.
The quality of a company’s products and
services, as well as the type of relationship
it has with its customers, has always
been a key factor determining its market
value. Not only are ever higher demands
being placed on quality; quality is now required
in many different areas – ranging
from a friendly reception over good service
up to fast spare-part delivery. And all
these demands are being made despite
the constant pressure on prices.
A binding defi nition of what constitutes
good quality is drawn up by each industry
and continually updated. Examples of
industry-specifi c quality regulations are
source: thinkstock / service bell
the international HACCP hygiene
standard in the food industry and the
stringent quality standards that the automotive
manufacturers demand of their
suppliers.
The Crafts and Trades Regulation Codes
describe, in some cases very precisely,
which technical rules are to be observed.
Companies that do not meet the quality

source: thinkstock / sewing dummy over white
standards in their industry are soon
swept off the market.
However, industry-specifi c standards
alone are often inadequate.
Entrepreneurs who want to succeed
in the marketplace have
to repeatedly ask themselves
what else
they can do in order to offer high-quality
products (and to be better than their competitors).
For this reason, every product and service
has to undergo critical scrutiny on a
regular basis. Can the service provided be
improved? Could the customer service
be better? Are the employees’
customer orientation and
knowhow up to date? Does
the product meet customers’
wishes today and will it meet
them tomorrow?
Paying attention to quality involves
setting down the quality
requirements for a product or
The History of Quality Management
Quality management was invented
in the U.S. by William Edwards Deming.
However, after the end of World War II
his ideas were widely ignored: the international
business community was more
concerned at that time about rebuilding
the production capacities destroyed
worldwide during the war. Yet in wartorn
Japan his ideas fell on more fertile
PDCA cycle by William Edwards Deming
The demands placed on the
quality of a product change
continually.
ground. In the Land of the Rising Sun
quality management soon became a
respected philosophy: as early as 1951
a Japanese company was the recipient
of the Deming Award for especially
high quality standards. In the following
decades Japanese manufacturers conquered
market shares around the world
with their high-quality, reasonably priced
source: panthermedia / Randolf Berold
service. Quality must be controlled and is
therefore a task for the management.
However, quality management will not
succeed until it is part of the corporate
culture and infl uences the daily actions
of all employees. The results of scientifi c
studies conducted in the U.S. show that,
in comparison with their competitors,
companies with quality management programs
have higher turnover and profi ts,
greater productivity, better stock performance
and faster-growing workforces.
Despite all their efforts to achieve comprehensive
quality management, companies
should never lose sight of one central
idea: quality is not a goal but a never-ending
process guided by the ideal of perfect
customer satisfaction.
products. Eventually U.S. companies
turned their attention toward Japan and
discovered Deming's quality philosophy.
In the 1970s and 1980s this philosophy
was also introduced at U.S. companies,
and in the late 1980s quality management
fi nally reached Europe. Some of
the fundamental principles of this philosophy
are stated below:
Quality is geared to the customer.
Quality is achieved by employees
in all sectors and at all levels.
Quality has several dimensions;
these have to be made
operational by applying
appropriate criteria.
Quality is not a goal but a
never-ending process.
Quality refers to services
as well as products.
Quality requires a proactive
approach and hard work.
alphabet I AUGUST 2012
13

source: thinkstock / Ryan McVay
14
Cover Theme
Quality & Service
QUALITY
QUALITY
We make sure all our corporate divisions
get a thorough checkup on a regular
basis. AIB GMP audits, the Distributor
Quality Management Process (DQMP)
and the Distribution Performance Index
(DPI) are examples of the quality checks
that external experts from independent
institutes and McDonald’s management
conduct at our Distribution Centers. Frequently
the auditors cannot fi nd anything
at all that needs to be improved. Almost
all the HAVI Logistics companies come
through these checks with fl ying colors,
i.e. they are ranked either “excellent”
(DQMP) or “superior” (AIB GMP).
Several HAVI Logistics companies have
had their quality management systems
audited and are now certifi ed according
to globally recognized standards such as
EN ISO 9001, ISO 22000 or the environ-
Quality Is Not a Goal
But a Never-Ending Process
For more than 30 years now HAVI Logistics has been the Lead Logistics Provider
for the food service industry. We're in the premier league when it comes
to quality. We have weathered various crises by consistently pursuing our goals:
100% employee satisfaction, 100% customer satisfaction, zero tolerance on
errors right from the outset, and continual improvements to all workfl ows.

mental standard ISO 14001. And it is true
that our quality management system covering
the HAVI Logistics group extends far
beyond EU regulations. Food safety is a
major aspect of the highest importance.
All along our customers’ supply chains we
guarantee the highest quality standards in
line with HACCP and QIP. Our traceability
system allows uninterrupted tracking of
goods between the suppliers, our Distribution
Centers and our customers’ delivery
points.
The indicators we use to measure our performance
are equally vital in our efforts
to guarantee quality. Our top priority is to
ensure punctual and reliable deliveries.
On average, 97% of all our deliveries in
Europe during the fi rst quarter of this year
arrived on schedule. Reliability of supply
is something we can be proud of at HAVI
Logistics. During the same period an average
of 93% of all deliveries were correctly
picked and arrived at the customer in perfect
condition.
Yet, however much effort we put into our
extensive quality management process,
our guiding principle still remains the
same: quality is not a goal but a never
ending process geared to ensuring total
customer satisfaction. “Not a day should
go by without some improvement in the
company,” is the thought behind the Japanese
“kaizen” life and work philosophy.
According to kaizen (kai = change; zen
= for the better), one should aim for continuous,
unending improvement in all areas
– and this refers to all the employees,
managers and executives. Better quality
and lower costs ultimately result in greater
customer satisfaction.
Outside Japan the basic ideas of kaizen
have been adopted under the name
“Continuous Improvement Process” (CIP).
This has become a permanent part of HAVI
Logistics’ quality management.
“Consider each day how you
can do something better.”
CIP is not a tool but a way of thinking, a
way of perceiving workfl ows and processes
and making all of this second nature.
The process is based on “empowering”
the HAVI Logistics workforce and a fundamental
openness coupled with the will
to change in the company.
CIP is implemented in an ongoing process
of small improvements – unlike the
large quantum leaps when far-reaching
changes are made – realized through continuous
team work. These basic thoughts
are encouraged in our companies by the
management and all staff members. We
therefore hold regular quality circles in addition
to the management and operational
meetings.
Quality begins in the mind and has become
a fundamental way of life for all
HAVI Logistics employees. In this respect
our management acts as a role model
because the ideas will only appear cred-
QUALITY
PUNCTUALITY
ible to the workforce if the management
also lives up to our quality standards. But
nobody’s perfect! People in general, like
employees and executives, are not infallible
and learn something new every day.
For this reason we regularly monitor our
customers' satisfaction and obtain feedback
on our quality and our services. The
messages from our customers are very
constructive and we use them as a springboard
for the continuous, targeted exploitation
of our potentials.
Ultimately the customer determines what
quality is, and our approach to customer
relations is a major part of our quality
strategy. For example, today we can even
build on our punctuality, reliability and
top quality by adding the forward-looking
development of additional services and
innovations. This enables us to solve
problems before our customers are even
aware of them. After all, their expectations
are changing all the time, just like our own.
In order to survive, HAVI Logistics, too, is
forced to continually expand its portfolio
of services and to anticipate how to satisfy
our customers’ future expectations.
IMPROVEMENT
SERVICE
INNOVATION
alphabet I AUGUST 2012
15
source: thinkstock / Thinking men

16
Cover Theme
Quality & Service
Interview with Lukas Curschellas
Quality: An Unchanging Part
of the HAVI Logistics World
A quality management system geared to sustainability and continuity has
to be carefully developed, implemented and controlled. This in turn requires
particular structures within the company, such as an internal steering committee
and one or more quality control offi cers who coordinate our quality
management activities. To fi nd out more, alphabet interviewed Lukas
Curschellas, Operations Manager at HAVI Logistics Switzerland, who has
been responsible for implementing our Europe-wide quality management
scheme since 2010.
alphabet: How does our quality management
compare with that of the competition?
Lukas Curschellas: Compared with
other logistics service providers in the
food service industry, we are clearly in the
passing lane – especially when it comes
to customer satisfaction. We have often
been a step ahead of the market and developed
and defi ned quality standards
that only became enshrined in law much
later, or were introduced by other companies
years afterward to improve their competitiveness.
alphabet: Can you give us some examples?
Lukas Curschellas: Yes, one would
be the probe thermometer connected to a
portable printer. Under HACCP, the temperature
of the goods in the supply chain
is measured at several critical control
points. For this we developed an international
standard for all HAVI Logistics companies:
a thermometer that transmits its
measurements to a portable printer via an
infrared connection. The printer creates
labels indicating not only the temperature
measured, but also the date and time of
the measurement. Our corporate history
contains numerous examples of the introduction
of such quality standards.
alphabet: Since when have quality
management and the development of
standards been part of the HAVI Logistics
strategy?
Lukas Curschellas: The topic is as
old as HAVI Logistics itself. If there's one
aspect in our HAVI Logistics world that
never changes, it's delivering goods of
the highest quality. We regard it as our
responsibility to preserve the high qual-
ity of the products entrusted to us all the
way from the suppliers to the customers,
thus satisfying our customers’ high quality
standards.
alphabet: How do you organize and
implement quality standards?
Lukas Curschellas: Food safety is our
top priority. One very important aspect is
to defi ne and communicate goals. This
gives us a common understanding of the
objective and how to achieve it. However,
regular checks are equally important; they
enable us to recognize when we have
made errors or are on the wrong path –
at a much earlier stage. Furthermore, a
successful quality management system
throughout the company needs to be
backed up by an information concept –
this creates transparency. Circulars, notices,
departmental meetings, employee
newspapers and Intranet pages all support
and promote transparency for our
customers, partners and employees. “Do
good and then talk about it!” – The same
applies to realizing quality management:
“Talk about it and inform others.”
alphabet: How can individual employees
contribute to its implementation?
Lukas Curschellas: Quality management
is a joint task for everyone in the
company. Therefore it is important that
all of us are involved in carrying out the
measures and activities. Knowledge and
expertise are fundamental to this. HAVI
Logistics’ employees receive training in
the basics of quality management and in

applying the relevant quality management
tools. On-the-job training, support from
colleagues and targeted practical application
all hone our employees’ skills and
increase safety in the continuous implementation
of quality management.
alphabet: Which tools and methods
does HAVI Logistics use to realize quality
management?
HAVI Logistics’ employees’ receives training
and the basics of quality management
Lukas Curschellas: Tools such as the
“PDCA* cycle,” which promote work in
quality circles, internal audits, workshops,
and surveys both of customers and of employees
are all used to achieve structured,
effi cient implementation of quality management.
Of course, we also have to supply
all the necessary human and other resources.
Intelligent IT systems, suffi cient
funding, employees and working time –
which, incidentally, should not be underestimated
– enable HAVI Logistics to put
quality management into actual practice.
Independent, external auditors verify HAVI
Logistics’ high quality standards at regular
intervals in either scheduled or unannounced
audits.
alphabet: Thank you very much for
talking to us.
*PDCA cycle, see also page 13
Change for the Better
HAVI Logistics in Hungary is drawing on the basic
principles of kaizen in order to implement a continuous
improvement process (CIP).
CIP is nothing new at HAVI Logistics.
At many HAVI Logistics’ companies,
continual improvements are developed in
so-called quality circles. Our team in Hungary
recently started using the Japanese
work philosophy of kaizen, which means
“change for the better.” The aim of kaizen
is to optimize and perfect processes step
by step. Teamwork lies at the heart of
both CIP and kaizen.
At HAVI Logistics Hungary CIP is supported
by trainers and coaches from the
KAIZEN Institute Hungary. These coaches
fi rst briefed the
company's management
on how
kaizen works and
how it can be put
into practice. The
next step was to
hold a training seminar
for the 16 members
of the quality
circle.
The quality circle
is mentored by the
management of the
Hungarian company.
Four mentors, including Managing
Director Zoltán Valentinyi, have assumed
the role of “kaizen ambassadors.” The
members of the quality circle – drivers,
warehouse workers, offi ce staff and managers
– come from many different parts of
the company and meet once a week during
work hours. This process taps into the
store of ideas, knowledge, experience and
willingness to assume responsibility available
at the company.
The fi rst quality circle got underway at
the beginning of the year. Under the supervision
of a chairperson, four working
groups identifi ed and analyzed possible
in-house problems that could adversely
affect quality. The employees self-reliantly
developed solutions and tested their feasibility
during the everyday operation of
the company over a certain period of time.
“We therefore did not work on theoretical
solutions, but absolutely practical ones
that were tested and introduced carefully,”
explained Zoltán Valentinyi. “This fi rst
quality circle based on kaizen already
showed that we can optimize many small
processes at the company by taking concerted
joint action,” reported Zoltán happily.
“It is not only
operative aspects
that play a role here
but also possible
fi nancial savings
and the reduction of
CO 2 emissions, and
most importantly to
me, It was amaizing
to see that people
from different functions
just sit around
one table and work
hard on one subject…
in different
types of clothes…
and they collect real business data by interviewing
others, measuring distances,
etc. in the warehouse and put all these
information together to fi nd a good solution…”
the Managing Director added.
A variety of methods and tools are needed
to plan and implement CIP successfully.
There are no rigid requirements here:
each company has the leeway to select
the tools best suited to its problems. For
HAVI Logistics Hungary the CIP method
based on kaizen has proved its worth. The
upshot is that the next quality circle will
start in September.
alphabet I AUGUST 2012
17

18
Enlargement
Higher Quality in the Supply Chain
to IKEA Shops and Restaurants
It’s been one year since HAVI Logistics made its fi rst delivery to IKEA Portugal. The
IKEA food business model is quite different from other customers and poses a real
challenge. Nevertheless, not only the partnership between IKEA and HAVI Logistics
has evolved very successfully, but so have the quality and effi ciency of the stock
management for the IKEA shops, restaurants and employee canteens in Portugal.
source: Ikea
There are three IKEA furniture stores
in Portugal. Since 2011 HAVI Logistics
has been supplying the restaurants, shops
and employee canteens with a total of 317
items in all three temperature ranges. HAVI
Logistics is involved in the entire IKEA
supply chain, all the way from procurement
to delivery of goods to the stores.
And the supply chain had to be defi ned in
cooperation with the new customer before
our work could begin.
This was no easy task if you consider
the geographical situation of the two
Distribution Centers in Portugal and the
distribution layout for supplying IKEA’s
three locations. Neither the HAVI Logistics
warehouse in Porto in the north of the
country, nor the Lisbon DC in the south,
is designed for storing the complete IKEA
range. The idea was to control the fl ow
of goods between the suppliers, our Distribution
Centers and the IKEA stores so
Chilled
Frozen
Ambient
that the majority of the items would only
have to make a stopover with us. A full 85
percent of the total volume only gets as far
as the docks of our DCs, while we physically
store the other 15 percent.
Today ambient goods are stored in Lisbon,
whereas the temperature-controlled
goods are stored in Porto. Orders from the
three IKEA stores arrive at our Distribution
Center in Lisbon, where the steering
process starts. We use a cross-docking
procedure to redistribute the goods as required
and pick them directly in the warehouses.
Only then does the goods distribution
get underway to the local IKEA
stores.
The greatest challenges within this special
supply chain model arise in having to con-
Porto DC
Lisbon DC
2 del/wk
2 del/wk
The graphic shows the supply chain model for IKEA Portugal
Northern Region
Southern Region

João Monteiro, Goods Receptionist IKEA Food,
and our Portuguese driver Mário Correia
sider goods rotation, the various shelf lives
and the different storage temperatures all
at the same time. Perishable goods with a
short shelf life can only be integrated into
the supply chain in close cooperation with
the suppliers.
“Ever since the fi rst contact with IKEA four
years ago, we have been in very close
communication with the company,” recalls
Carlos Mendonca, Managing Director
of HAVI Logistics Portugal. “The level
of cooperation, the target alignment and
our wish to make this project clearly advantageous
to IKEA was something that
we needed to reinforce. Both IKEA and
HAVI Logistics have committed resources
and ideas, and work towards successful
implementation,” he continues.
We are able to celebrate the fi rst year of
our cooperation jointly with our customer,
as this coincided with our monthly operational
meeting review. Therefore we hear
from IKEA about how our partnership has
evolved as well as the quality and effi ciency
of our operations and staff members.
Helder Ferreira, responsible for IKEA Food
in Portugal, said: “With HAVI Logistics we
raised our quality standards in stock management
as well as in HACCP – extremely
important topics for IKEA Portugal. Many
objectives that we have considered
achieving together with HAVI Logistics
have already been accomplished during
this fi rst year of work; the balance from this
partnership is undoubtedly very positive.”
We Acquire Our First Customer
in the Hotel Segment
Our Dutch team starts working with Van der Valk
As of May 14, 2012 HAVI Logistics
Netherlands is the new logistic partner
of Van der Valk International.
The number one hotel chain in the
Netherlands is HAVI Logistics’ fi rst
customer in this segment.
Besides being the number one hotel
chain in the Netherlands, Van der Valk International
is also quite a unique company
in that it is totally family owned. In 1939
Martien and Rie van der Valk opened a
restaurant in Voorschoten. Thanks to hard
work and a welcoming, family-friendly approach,
their business was soon a success.
Together with their eleven children,
they built a large number of hotels and restaurants
in the years following World War II.
“Thanks to the challenging set-up of the Supply Chain
Model for Van der Valk, we can deliver close to 5,000 articles
to our new customer. Today the processes are stable and we
are in the phase of optimization. The idea is that our success
will attract other Van der Valk hotels, causing our company
to grow.”
Olav Gribnau,
Managing Director
at HAVI Logistics
Netherlands
Today, their grandchildren and greatgrandchildren
have managed to develop
the company into the largest hotel and
restaurant chain in the Netherlands with
59 branches in this country and another 25
hotels in countries all around the world. Total
revenue amounts to 540 million Euros.
The contract between HAVI Logistics and
Van der Valk was signed on April 20, 2012.
HAVI Logistics IS has developed an Internet-based
ordering tool called iWeb especially
for our new customer. With this excellent
platform all the Van der Valk hotels
are now able to make their orders and to
transfer them directly to the HAVI Logistics’
Customer Service Department.
HAVI Logistics in the Netherlands serves 16
Van der Valk hotels: 12 in the Netherlands,
three in Germany and one on the island of
Bonaire in the Dutch Antilles. All the core
articles – around 180 frozen, 20 chilled and
10 ambient products in total – are put on
stock at our HAVI Logistics Distribution
Center in Amersfoort. All other articles,
such as for example fi sh, meat and vegetables,
are delivered directly by the suppliers
on a daily basis through a cross-dock
process.
Compared with other customers in the
Netherlands like McDonald’s, BP and Vapiano,
the hotel chain is much more versatile
in terms of product assortment and
demands. This is a new challenge not only
for our Dutch Team, but for the entire HAVI
Logistics organization.
alphabet I AUGUST 2012
source: Van der Valk
19

20
Enlargement
International Expansion is
Assisted by HAVI Logistics
Since March of this year, HAVI Logistics in Spain has been making deliveries to the
outlets of Llaollao. The local franchise company sells frozen yogurts and toppings
made on its premises. Thanks to the great demand for these low-calorie treats,
Llaollao will meet its impressive growth forecasts before the end of this year.
Frozen yogurt has fewer calories than
ice cream, but tastes every bit as good. In
the U.S. it is available in many ice cream
parlors and supermarkets. In Spain the
rising demand has been covered by Llaollao
for around two years now. Everyone
is crazy about this frozen delicacy because
it is healthy, fat-free, and low in calories,
but at least as tasty as the “cream”
version. The trendy franchise chain has
discovered a niche in the market and now
operates 76 ice cream parlors – sorry, frozen
yogurt parlors – 70 of them in Spain,
fi ve in Portugal and one in Belgium.
Even the ambience is appealing: the
shops have a modern décor in a combination
of green tones and other light colors.
The Llaollao slogan – The natural yogurt
experience – obviously comes to life here.
Customers can enhance the great basic
fl avor with a large number of natural ingredients
and choose from a wide selection
of sauces, fruit, nuts and candies to create
their very own frozen yogurt experience.
The frozen yogurts are always freshly
prepared at the counter to individual customers’
orders. HAVI Logistics Spain supplies
the Llaollao branches with 40 different
articles in the fresh and dry goods ranges.
Llaollao is expanding
rapidly in Spain
The franchise company plans to open 40
new cafés by the end of the year. While
neighboring Portugal and Belgium, too,
have already caught the “Llaollao fever,”
the Spanish frozen yogurt maker is planning
to enter the markets in Russia, Singapore,
France and Morocco as well.
Pedro de Bernardo,
Managing Director at
HAVI Logistics Spain
“Llaollao has a clear focus on the
quality of all their products, and the role
of HAVI Logistics is key to integral management
of their supply chain, ensuring
both excellent service and the highest
quality standards. From the beginning,
Llaollao has seen HAVI Logistics as a
leading provider with a global presence
that can assist the company in its
planned international expansion.”
source: LlaoLlao

HAVI Logistics Turkey Grows
With Its New Customers
Over recent years HAVI Logistics Turkey has been able to gain some strategic
and important new customers. In the last twelve months alone, the Distribution
Centers in Izmir and Sekerpinar have started supplying three new customers:
the bistro and coffee chain Robert’s Coffee, the local burger restaurants of
Etiler Marmaris, and the international supermarket chain Tesco Kipa.
Etiler Marmaris
For Etiler Marmaris, one of our largest
competitive advantages is our growth
alongside McDonald's. And the local fastfood
restaurant chain also has a rich history.
Etiler Marmaris was founded in Turkey
in the early 1960s – even if at that time
it was not like it is today, with its trendy,
modern dishes.
Etiler Marmaris has expanded greatly.
Today it has 67 restaurants across the
country, and since August of last year 43
of them have been supplied by our Turkish
Distribution Center in Sekerpinar. The
deliveries include 120 different articles in
three temperature categories. We have
now been working together for about
one year. Altan Sekmen, Managing Director
at HAVI Logistics in Turkey, sums
up the situation: “With our HAVI Logistics
service portfolio we are able to provide a
tailor-made supply chain solution to Etiler
Marmaris. Once the start-up period was
over, we were heading for a win-win situation.
Our customer is satisfi ed because it
now has more time to concentrate on its
core business. We are satisfi ed because
we have the opportunity to share our resources
with more customers.”
source: Etiler Marmaris
Tesco Kipa
source: Tesco Kipa
The supermarket chain Tesco was
founded in 1919 by Jack Cohen, working
from a market stall in London’s East End.
Over the years the business has grown and
the company now operates in 14 countries
around the world, employing over 500,000
people and serving tens of millions of customers
every week.
Tesco entered the Turkish market in 2003.
The company has expanded considerably
since then and currently has 148 stores in
24 Turkish cities. With 7,500 employees,
Tesco Kipa is one of the leading retail institutions
in Turkey.
HAVI Logistics Turkey started providing
services to 78 stores in August 2011. Storage
and delivery of the frozen goods are
managed by our Distribution Center in Izmir.
Turkey is a very dynamic and fast-growing
market. A large number of potential
new and strategic customers exist and they
are expanding at an incredible speed.
They are looking for tailor-made solutions
to support their strategies. In addition to 191
McDonald’s restaurants, HAVI Logistics
Turkey now supplies eight (333 delivery
points) other big-name customers.
Robert’s Coffee
Since March 2012 Robert’s Coffee –
the largest coffee shop chain in the Nordic
countries, which has its own gourmet coffee
roaster – has been one of HAVI Logistics’
new customers. The chain covers the entire
coffee-producing process – from the
coffee tree to the cup. The secret of the
perfect cup is the fresh roasted gourmet
coffee.
Robert’s Coffee was founded by Robert
Paulig in the Finnish capital, Helsinki, in
1987. Now the chain has almost 80 coffee
shops in Finland, Sweden, Estonia, Denmark,
Singapore and – since 2010 – Turkey,
where we supply 24 outlets. They include
the Robert’s Coffee in the street İstiklal
Caddesi in Istanbul. One critic described
the atmosphere and the coffee products
as an incomparable delight. “The café
is located in an outstanding art nouveau
building whose décor still evokes bygone
days. An old chandelier and four stained
glass windows depicting the four seasons
make you feel as if you were sipping coffee
someplace in France at the turn of the 20 th
century.” It is not only the coffee products
but also the numerous snacks and deserts
that are very popular with the diners.
HAVI Logistics supplies the product assortment
of 200 different deep frozen, fresh
and dry goods. Robert’s Coffee benefi ts
from our proven know-how in food safety
matters. When the environmentally friendly
family business was looking for a reliable
logistics service provider, we scored an extra
plus point with our sustainable logistics
concept.
alphabet I AUGUST 2012
source: Robert’s Coffee
21

source: thinkstock / Green's Point Lighthouse, Newfoudland.
22
Just a Moment
Certifi ed as
an “Especially
Authentic
Employer”
Seal of Approval for HAVI Logistics from the Deutsche
Employer Branding Akademie
HAVI Logistics has now become the
fi rst logistics provider to be awarded the
“Authentic 2012” seal of approval. This is
the result of the testing procedure called
“Deutsche Arbeitgebermarke 2012”
(“German Employer Brand 2012”). The
procedure initiated by the Deutsche Employer
Branding Akademie (DEBA) and
carried out by the GfK Group examines
companies’ attractiveness and quality as
employers. HAVI Logistics scored well in
particular because of the very credible
way it presents itself to the outside world.
“Our assessment shows that HAVI
Logistics’ internal operations enable it to
keep its promises to others,” explains
Paula Thieme, academic manager at
DEBA, putting it in a nutshell. The test
of employer attractiveness included nine
external and internal criteria for success
such as perception, profi le, degree of
identifi cation and credibility. The survey
covered employees with many years of
service under their belts and new employees
as well, along with external
young professionals, students and trainees
for various occupations. “This method
enables us to give the fi rms reliable
feedback about how convincingly their
employer brand comes over on the labor
Paula Thieme, academic manager at DEBA
markets,” Paula Thieme explains. “HAVI
Logistics has a homogeneous and pleasant
image. Most of all, the corporate language
appears particularly honest and
therefore goes down well with applicants.”
HAVI Logistics recognized early on just
how important employer branding has become,
especially at times when specialists
are increasingly diffi cult to fi nd. We work
continuously on building up a strong and
attractive employer brand. “In this period
we have learnt to be different and to distinguish
ourselves positively from competitors
on the labor market,” explains
Hans-Werner Krohn, Vice President Human
Resources and Corporate Communications
at HAVI Logistics.
Hans-Werner Krohn, Vice President Human
Resources and Corporate Communications
at HAVI Logistics
The company prioritizes authenticity and
sustainability. “The face we present to
the outside world must be congruent with
everyday working life. We would like to
win over future employees with our expertise,
our corporate culture and our corporate
goals, and retain them in the long
term.” Krohn said. For this reason he sees
the certifi cation as an authentic employer
as success, praise and incentive all rolled
into one. “We have taken the right path to
continue safeguarding our competitiveness
on the market for skilled employees.
However, the results also tell us that
there is still room for improvement.” In the
future HAVI Logistics will therefore launch
measures for optimizing its employer attractiveness.

Staying Focused …
An the end of May the HAVI Logistics
European Leadership Team met in
Scotland for their annual European
Management Meeting and the European
Distributors Meeting, which takes place
every two years. They heard from Haluk
Ilkdemirci, President of HAVI Logistics
Europe, and from Bob McGonigle, COO of
the distributor Martin-Brower.
While these joint meetings have been going
on for many years, this was the fi rst
time that only two logistics distributors
were present to share best practices and
hear from our key customer, McDonald’s.
Focus was the key theme of the meeting.
Haluk challenged the team to seek
more opportunities to make all processes
common across the many countries HAVI
Logistics serves. According to Haluk, “We
need to focus on less but deliver what we
promise.” He also shared the fi ve pillars
of the HAVI Logistics strategy for success:
➊ Profi table growth with McDonald’s
➋ Accelerated growth
with strategic customers
➌ Development of and migration
to a new solutions portfolio
➍ People-organizing for success
and building leadership capability
➎ Leveraging our environmental
expertise to achieve acrossthe-board
sustainability
HAVI Group CEO Russ Smyth supported
the theme of focus by reinforcing the message
of doing a few things very, very well.
He also challenged the team to leverage
the expertise across HAVI in areas like
packaging, supply chain management and
sustainability to help gain new customers.
Andreas Roeder, Managing Director
at HAVI Logistics Poland
“The Forbes Diamond title is considered
both recognition and appreciation
for our hard work. We expect that HAVI
Logistics’ recognition in Poland will grow
stronger as part of a strong international
Lead Logistics Provider.”
HAVI Group’s and HAVI Logistics’ Top Management
(from left) Haluk Ilkdemirci, Russ Smyth
and Y. S. Kong
He also reminded everyone that McDonald’s
expects us to be innovative and to
provide new solutions across the markets
we serve.
Both distributors, HAVI Logistics and
Martin-Brower, shared their sustainability
stories and were encouraged by Karl Fritz,
Chief Supply Chain Offi cer of McDonald’s
Europe, to spend more time together to
share best practices for the benefi t of the
McDonald’s system.
“Forbes Diamond” and “Poland’s Most
Productive Companies” for HAVI Logistics
HAVI Logistics Poland
has achieved a high
ranking in both the
“Forbes Diamonds
2012” and “Poland’s Most Productive
Companies 2011” competitions.
The Polish edition of Forbes magazine
publishes a list of companies that have
increased their value most dramatically in
the past three years. These companies
are dubbed “Forbes Diamonds” for attaining
positive fi nancial results in the years
2008-2010.
One of Poland’s Most
Productive Companies
The company Profi les International reviewed
the fi nancial and operating results
of 5,620 companies in Poland covering
46 different categories. HAVI Logistics was
ranked number 1 in the transportation
industry. The report stated that HAVI
Logistics Poland “consistently implements
an employee-friendly company culture in
which commitment is translated into a
distinctive company economic result.”
Andreas commented: “Providing exceptional
services tailored to the needs of
demanding customers is possible only
with precisely defi ned operational
indicators. This
prize provides an
independent evaluation
of the reliability
and effi ciency
of our processes
and the high quality
service we provide to o
our customers.”
alphabet abet I AUGUST T 2012
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source: café nero / Advertising