2528,5 kB - Media – HAVI Logistics


2528,5 kB - Media – HAVI Logistics

In tImes of need, HAVI steps

up to tHe cHALLenge

our focus Is

on peopLe

It's ALL In our



November 2009

InterVIew wItH

LucA gnecco

our worLdwIde socIAL


corporAte cuLture At

HAVI LogIstIcs

news from HAVI LogIstIcs

The Global Lead Logistics Provider

02 Editorial

HAvI LogIstIcs Is LIke

AN orcHestrA

wHy Is It so ImportAnt to HAVe A

strong corporAte cuLture? Because

it is crucial to know who we

are, what our goals are, and how we intend

to achieve them. And it's vital that we talk to

each other whether we "talk shop" or chat

about personal stuff. If we don't communicate

our ideas, hopes and needs, we will never understand

what the others are thinking and

feeling. Without open lines of communication,

HAVI Logistics will not be able to present a

united front to the world and to its own

workforce and even our services will be less


wHAt Is tHe meAnIng of corporAte cuLture?

This issue of alphabet is devoted to this

question. Our corporate culture is primarily a

philosophy for all our employees to live by.

Shared values and goals enhance the quality

of our daily interactions. They secure sustained

economic growth for our company and protect

our jobs. By pulling together, the members

tAbLe of coNteNts

of the workforce create the opportunities for

self-fulfillment offered to each and every employee

by HAVI Logistics as the "Global Lead

Logistics Provider."

A compAny Is LIke An orcHestrA. We at

HAVI Logistics view ourselves as a group of

skilled soloists. If we play together well, the

audience will love us. If some members of the

group play the wrong notes, however, our performance

will be a disappointment. To achieve

the harmony on which our entire existence

hinges, we need a "score" as a kind of compass.

It should become obvious to you, as you

read this issue of alphabet, that our corporate

culture serves as a kind of GPS device for our

daily work. It helps all our employees to optimize

their contributions to the HAVI Logistics

success story. What it boils down to, ultimately,

is individual responsibility plus team spirit.

Only by pulling together, and doing our best

as individuals, we can put our corporate culture

into practice every single day.

coVer story: corporAte cuLture 03 I 04 For better or for worse

05 It’s all in our beHAVIour 06 I 07 Interview with Luca Gnecco

compAny news 08 We are what we do I Joint targets joint solutions

09 Just a push of the button

HumAn resources 10 Team Spirit Inside 11 Do you speak English?

worLdwIde 12 I 13 In times of need, HAVI steps up to the challenge

new customers 14 We will serve you anywhere! 14 I 15 Healthy

business relationship 15 Held in high esteem by Domino’s Pizza

enVIronment 16 I 17 Gaining green momentum

socIAL commItment 18 Helping Hands from HAVI Logistics I Toast

to Toast

news In brIef 19 STI flies first class as an IATA agent I …the better to

get to know you! 20 HAVI Logistics inside I Expansion plans not yet

completed I New truck design at HAVI Logistics Switzerland

alphabet is printed on Aleo Silk 130 g/sqm. Aleo is produced using 50% recovered fiber with

50% virgin fiber, and is an FSC certified product. Furthermore Aleo is climate neutral.

Luca Gnecco,

CEO HAVI Global Logistics

Publishing Information

Proprietor: HAVI Global Logistics GmbH

Publisher: Christoph Thünemann

content and style editor: Jasmin Schürgers

HAVI Global Logistics GmbH, Geitlingstr. 20,

47228 Duisburg, Germany

Phone: +49 (0) 20 65 695 258

Fax: +49 (0) 20 65 695 252

Email: info@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

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.

for better or

for Worse

Cover Story

Corporate culture is a company’s most valuable intangible asset.

By establishing a friendly or competitive atmosphere, it brings forth inexplicable

achievements by the employees. A strong corporate culture is a precondition of entrepreneurial success

and steers businesses safely through times of turbulence.

" deALIng wItH cuLture Is HArd work. You

have to expand your perception. You

have to examine your own thought processes.

You have to accept that there are other

ways of thinking and working. But once you

have acquired what I call the cultural perspective,

you will be surprised to find how rewarding

it is. Suddenly, the world is much clearer.

Anomalies can be explained, and conflicts understood.

Resistance to change appears normal.

The most important thing, though, is for

you to become more humble. And that humility

makes you wiser.” In those words, the

American Edgar H. Schein, surely the best

known management trailblazer in the field of

organizational culture, summarizes his findings

on what he calls “the phenomenon of corporate

culture.” It is hardly a matter for dispute

nowadays that corporate culture is a highly

important factor in the success of a business

on the market.

corporAte cuLture can be traced back

as far as the 18th century, when, for example,

an “esprit de corps” was invoked in factories

to promote identification of the workers with

their workplaces. For a long time, economists

viewed business undertakings as organizations

rationalized to serve a particular purpose.

Max Weber (1864 1920, German lawyer,

political economist and one of the founding

fathers of sociology) once preached: “Enter-

prises are rationalized organizations which, as

a conscious plan, taking account of the criterion

of cost-effectiveness, deploy people and

resources in such a way that the clearly defined

aims of the undertaking are

profitably achieved.” The irrational

dimension, expressed in behavior

such as shirking, ignoring instructions,

etc., has up to now been almost

completely ignored. Canadian

management consultant Elliot

Jacques produced some groundbreaking

ideas. In his book, The

Changing Culture of a Factory

(1951), he described the culture of

an enterprise as the accustomed,

handed-down ways of thinking and

acting in that enterprise which are

shared to a greater or lesser extent

by all its members. This definition

is wide-ranging in scope, covering

for instance production methods,

professional skills, technical

know-how, attitudes to discipline

and sanctions, the style of management

and corporate objectives,

business practices and compensation

methods, and so on.

Even if most modern descriptions of corporate

culture differ little from this, interest in

the topic has constantly increased. Above all

Source: www.iedc.si


the recovery and rise of Japanese industry in

the early 1980s produced numerous publications

on the concept of corporate culture.

With its Total Quality Management, Kaizen and

Quality Circles (see also alphabet

no. 19), Japan advanced

to be a model for Western industrialized

societies. There

were attempts to find out

what made Japanese firms

so successful. One of the

central findings was that the

advantage was rooted not in

superior technology or a more

efficient structure per se, but

rather in the partly unspoken

rules and implicit standards

which influenced the actions

of the Japanese workforce.

Edgar Henry Schein (born

1928) has made a notable

mark on the field of organizational

development in

many areas, including career

development, group process

consultation, and organizational

culture. He is generally

credited with inventing the

term "corporate culture."

tHe pHenomenon of

corporAte cuLture suddenly

became the subject of great

attention in all the world’s important

industrialized nations.

Corporate culture is now postulated

as a decisive variable

for competitive and successful

companies and their management,

and is an established phrase in every

manager’s vocabulary. In spite of its currency,

the term still lacks a firm definition. In

>> continued on page 04

04 Cover Story

>> continued from page 03

many cases the values, norms and convictions

concealed behind the construct of corporate

culture are sometimes too soft, too intangible.

According to Edgar Schein, the following has

emerged as the lowest common denominator

for a definition:

“Corporate culture is a pattern of

common basic premises which the

group has learned in mastering

its problems of external adaptation

and internal integration, which

has proved successful and is thus

considered obligatory, and which

therefore is passed on to new members

as the rationally and emotionally

correct approach in dealing with

those problems.”

Stated slightly differently, corporate culture

is a dynamic fabric of values, norms and

convictions shared by employees, which has

evolved over a long period and steers the

behavior of the collective comprising all the

employees of an enterprise in a particular


The success of a company

depends on the dedication

of its employees.

tHe functIons of corporAte cuLture

are above all those of identification, integration,

communication and coordination, motivation,

innovation and satisfaction of customers’

needs. The motivation function is of

especial importance in corporate culture; as

motivated employees can better identify with

the company, perform better, and by doing

so increase both customer satisfaction and

commercial success. Often enough one asks

oneself, what is it that really makes a business

successful: Is it the price policy? Is it

the organization or the better advertising?

These factors are not alone in making a business

successful. The success of a business

is just as dependent on the attitude and consciousness

of the people who work in it. Of

course, the employees have to be receptive

to the corporate culture and actively support

it. When the employees and management

identify themselves with their company, they

stand together for better or for worse an

ace that many competitors do not have up

their sleeves.

It's ALL IN our


Cover Story

In these times of globalization and dynamization, when

economizing is the order of the day, individuals are increasingly

consigned to the margins. Thanks to its strong corporate culture, HAVI Logistics is a

people-oriented business. At HAVI Logistics, people are not just units of production here,

every individual counts.

HumAn beIngs not only have an

existential need for security, but

also higher aspirations such as

self-fulfillment, recognition and responsibility.

Competitive advantages derived

from product innovations or new developments

in manufacturing processes

are rapidly eroded in times like these,

but not those resulting from factors

such as motivation, knowledge, creativity,

commitment, innovative ability and

identification of staff with their company.

That is exactly where corporate culture

comes to bear. It lets employees know

what they are doing and why they are

there, and helps them to identify with

the business. Its importance, therefore,

simply cannot be overestimated.

eVery empLoyee At HAVI LogIstIcs

Is sometHIng specIAL and has

an important job that contributes to

the success of our company. Dr. Gerd

Wiendieck, Professor of Occupational

and Organizational Psychology at

the University of Hagen, once said of

HAVI Logistics: “It is clear that success

has many fathers and mothers, for it

would not be possible without a committed

workforce. But behind or below

that there is another, just as effective,

source: the culture of the enterprise as

a system of values which give our actions

an aim and a direction. There are

only a few companies where this is seen

clearly and the culture itself is regarded,

valued and cared for as the basis of

success. HAVI Logistics is one of those

companies.” Could you imagine any

greater compliment to our employees?

HAVI LogIstIcs In europe Is mAde

up of 4,800 empLoyees. People with different

backgrounds, religions and cultures

working together to provide logistical

services to our customers.

This heterogeneity is both an opportunity

and a risk. Our integrative cor-

porate culture unifies this great diversity

of individual cultures. The corporate

culture of HAVI Logistics is founded on

respect for others, emphasizing what

we all have in common. It promotes a

feeling of belonging, creates an identity

and strengthens loyalty. This, too,

is one of the pillars of HAVI Logistics


Every new member of staff is familiarized

with our corporate culture as

quickly as possible. The topic is broadened

and deepened in our introductory

training courses for new employees.

Employee surveys and appraisals

of superiors provide an indication of

how widespread and firmly anchored

our corporate culture is. Our culture

brochure which, by the way, has just

appeared in a new edition vividly illustrates

our message. Corporate culture

is indeed omnipresent at HAVI


“Services are provided by

people, not by machines.”

The words are easy to understand,

but the principle is hard to follow.

Respect for the achievements of others

is the foundation on which shared

values and aspirations are built. The

paramount objective of HAVI Logistics,

to establish a system of Supply Chain

Management that is just as perfect as it

is all-encompassing, is only really motivating

when the individual achievements

of employees are embedded in a comprehensive

system without getting lost

in it. People want to be acknowledged

as individuals. The performance of our

company as a whole is only possible

with respect for the achievements of the

individuals who work for us. And that

is what makes our employees proud

and creates a bond between them and

their employer.

empLoyee orIentAtIon and a simultaneous

focus on customers and

costs appear to be mutually contradictory.

Nevertheless, these objectives

are two sides of the same coin, and

one cannot be achieved without the

other. This conviction is also an integral

part of our entrepreneurial thinking at

HAVI Logistics. We have learned that if

you take care of your customers, costs

and employees, profits will take care of

themselves. In spite of rapid growth in

the past 28 years, we at HAVI Logistics

have kept our feet firmly on the ground.

We do not indulge in expensive prestige

campaigns, show events or luxury

investments. Our offices and Distribution

Centers are simply but effective designed

and furnished. The main things

at HAVI Logistics are functionality and

quality, not demonstrations of size and

power. Not that we hide our entrepreneurial

success. On the contrary, we

display it unobtrusively, and in that way

most effectively.

HAVI Logistics is “The Global

Lead Logistics Provider” for the food

service industry. We would not be true

to that slogan if we were to abandon

our corporate culture with its human

face and adopt a purely economic one

in which there were no people, but only

a workforce. Only because everyone at

HAVI Logistics pulls together and everyone

in our orchestra plays the right

instrument at the right time, will our vision

soon become reality. Our corporate

culture is an important key. Each

and every one of us can play an active

part in this corporate culture day by

day, in everything they do. In this way

we can close the gap between reality

and our overriding objectives, and so

come closer and closer to our ideal.

It’s all in our beHAVIor… be HAVI

our HAVI!


INtervIeW WItH

LucA gNecco

Our focus is on people, and our day

to day culture is one of confidence and

trust. It is of prime importance for the CEO of HAVI Global Logistics, Luca Gnecco,

that all our employees share the same values, promote the same culture and pursue

the same aims for HAVI Logistics.

alphabet: HAVI Logistics is a growing company

with a strong corporate culture. What

is the effect of the values you share in terms

of sustainable commercial success?

Luca: More and more businesses are discovering

just how important values are. And they

are surely becoming even more important

in these times of economic crisis. Values,

however, need time to grow and establish

their credibility in daily life. At HAVI Logistics,

these values have crystallized over the past

28 years. We all share and consciously follow

the same value complex. Our common

values and objectives improve the quality of

our everyday dealings with each other. They

secure sustained growth for our company,

and of course they also protect our jobs.

alphabet: What, then, are the primary values

at HAVI Logistics?

Luca: Many of our values, insights and principles

go right back to the time when our

company was founded. They have to do with

how we see people, how we interact, and

how the company is managed. They have

to do with taking action and being innovative.

They have to do with our environmental

consciousness and our social commitment.

To make our entrepreneurial and social responsibility

perfectly clear, we have emphasized

the importance of these values once

again in our new HAVI Logistics corporate

culture booklet.

alphabet: Are the HAVI Logistics’ values not

Cover Story

subject to constant change like everything


Luca: Everything is subject to constant

change. HAVI Logistics has, of course, also

evolved in the past 28 years. We have constantly

expanded our service portfolio for

McDonald’s, we have gained new customers,

we have grown enormously and have

developed into a Global Lead Logistics Provider.

Ultimately, we even changed our name,

and all the HAVI Logistics companies will in

future bear the same name and the same

logo. The basis of our corporate culture will

be the same. But we will adopt our values

to the needs of the day and we will add new

ones when we see the necessity. Our new

corporate culture booklet clearly reflects our

“branding” and incorporate new elements

that are relevant to us and to the business

environment of today. We have incorporated

the “HAVI Logistics Philosophy,” we have

adapted the Corporate Goals to reflect our

partnership with McDonald’s and our growth

strategy with new customers. We have added

a chapter on “innovation” and we have

included a dedicated chapter for Environmental

Awareness and one for Corporate

Citizenship & Social Responsibility.

alphabet: Won’t that constant growth in

Europe also have an impact on the HAVI

Logistics values?

Luca: With around 4,800 employees throughout

Europe, we depend greatly on our people

acting on their own initiative and consistently

pursuing our

goals. Initiative

and consistency

are therefore


which also rank

high up in the

HAVI Logistics

values. In the

final analysis,

all HAVI Logistics


have one main

aim in common:

long-term commercial


for our customers

and for us

as well. For it is

only on an economically


basis that we can

achieve another

of our aims: selffulfillment.


two things go

hand in hand.

How do I see

my company?

What role do

I play as an


member of the

HAVI Logistics staff? The answers to those

questions form our image of ourselves, our

corporate philosophy, which guides us in

our daily work and shapes our behavior at

the workplace. We only can work hand in

hand and achieve our common goals if we

all have the same picture, the same philosophy,

in our minds.

alphabet: So how do you manage to imprint

the HAVI Logistics values in the minds of all

the employees?

Luca: There are a large number of ways in

which we make our ideal corporate culture

clear to the staff. We live it day by day. Our

managers act as role models. We are responsible

for the well-being and performance

of those working with us. We keep

our people informed. We give them support

and encourage them in their endeavors. On

the other hand my impression that our corporate

culture is being put into practice in all

the HAVI Logistics companies is confirmed

by our last employee satisfaction survey. In

the upshot, a very large percentage of the

people questioned said they were proud to

be part of the HAVI Logistics family.

alphabet: And how do you motivate HAVI

Logistics’ managers to do that?

Luca: Together with the pronounced intrinsic

motivation of our managers, which can

be seen from our low fluctuation rate on the

management level, leadership plays a major

role at HAVI Logistics. Reliability, consistency

and clear guidelines are of great importance

here. Many of our top managers

have worked their way up within the company,

have spent their careers with HAVI

Cover Story 07

Logistics, have grown with the company and

are profoundly familiar with our ideal corporate


alphabet: You mention careers. How is the

corporate culture reflected in the employees’

professional development?

Luca: That is a very important aspect. All

of us are intelligent, performance-oriented

individuals. Like all individuals, we need a

working environment in which we can develop

our skills and use our capabilities. Aft-

er all, we can only be creative and productive

if we have the opportunity to exploit our

potential for learning and development to

the full. Against this background, HAVI Logistics

does everything it can to broaden the

entrepreneurial horizons of our employees.

We encourage them to take on as much

responsibility as they can. Willingness and

ability to take on responsibility help us to

secure the company’s long-term development.

We all have our talents, and our skills

are waiting to be used. That’s why we want

our employees to find the right jobs within

the Group, and, just as importantly, we

all have to maintain and expand our skills

and personal strengths. It’s one of the main

points we stress in our new culture booklet,

after all: “The only competitor who can beat

you is you!”

alphabet: Thank you Luca!


customer satisfaction survey ·

We Are WHAt

We do

Only one thing safeguards our future as a

service provider, namely satisfied customers.

That's why our customers are in many ways the

boss. Regular customer satisfaction surveys

are an important part of our corporate culture.

We recently conducted a customer satisfaction

survey together with all the European HAVI

Logistics companies in 23 different languages.

We are happy when our customers are

satisfied with our work.

we process tHeIr orders rIgHt AwAy. We

take their comments seriously. We implement

their suggestions whenever this is

practical and appropriate. We respond immediately

to complaints. We are always open for new ideas and

incorporate the feedback from our regular customer

surveys in our actions. This September we once

again put the way we treat our customers to the test.

After many regular and individual country customer

surveys, for the first time in HAVI Logistics history, we

conducted a Europe-wide survey. The results of the

survey will enable us to identify areas within the entire

HAVI Logistics organization where there is room

for improvement. Furthermore, they will help us to

raise our quality, which is an essential element of our

corporate culture.

An ImpressIVe 78 percent of our customers

voluntarily and anonymously completed the questionnaire

we provided as online version. The data are

already analyzed by the independent marketing research

and consulting firm YouGovPsychonomics.

All data will be treated as confidential by YGP. The

results of the survey are a valuable input for our company.

The strengths and weaknesses our customers

have identified in the various sectors and the results

will be scrutinized with the aim of improving the action

we take as a company in the future. By continuously

reviewing our instructions, standards, processes

and circumstances, we can find ways and means

to improve them. In the final analysis, superior quality

is the result of making continual improvements. This

constant striving for the highest quality is the way we

put our corporate philosophy into practice.

Company News

JoINt tArgets

JoINt soLutIoNs

The Internal Advisory Team (IAT) of HAVI Logistics plays a major role in

the development of strategies for the further development of our company by

providing valuable input to the Board of Directors (BoD). After all, the continuous

sharing of knowledge between all the HAVI Logistics companies is one

of the cornerstones of our corporate culture. In an interview with alphabet,

Alexander von Saurma, Managing Director Trade at HAVI Logistics Germany

and the IAT leader, talked more about the responsibilities of the IAT.

alphabet: Back in the days of the Alpha Group a

five-member management team called the Alpha

Advisory Board (AAB) shared the responsibility

for important decisions made by the company.

Since recently the AAB has been meeting

under the name IAT. Is it only the name that

is different or have the topics and objectives

changed as well?

Alexander von saurma: Our main job is to give the

BoD feedback on topics that are of fundamental

importance, from both a tactical and strategic

standpoint, for the further development of

HAVI Logistics. This was the objective pursued

by AAB, too. As part of our growth strategy, we

have to make many important decisions. Consequently,

we have deliberately included this goal

in our statutes.

alphabet: How are the members of the IAT chosen

and how long are their terms of office?

Alexander von saurma: The six members of the

IAT are appointed by the CEO for a one-year

term. They could be reappointed for an indefinite

time. The IAT is composed of one representative

from each of the five Food Service Logistics

(FSL) regions and this is new a representative

from our Freight Management sector. The current

members are Rickard Niedomysl, Managing

Director in Sweden, Andreas Röder, Managing

Director in Poland, Alexey Kashirin, Finance Director

in Russia, Nerio Zurli, Managing Director

Trade in Italy, Marco Cossu, Managing Director

STI Italy, and myself.

alphabet: What is IAT's scope of responsibility?

Alexander von saurma: The input for our IAT meetings

comes from the HAVI Logistics companies

in Europe and from the BoD. We meet once

or twice annually; each member is responsible

for giving intensive thought to the topics on the

agenda and for coming up with solutions. At

the IAT Meeting the members develop a joint

recommendation for action which is to be supported

by all members of the IAT. At the end of

our two-day meeting, we present the Action Plan

we have developed to the BoD. The BoD makes

the final decision as to what action should be

taken. The members of the IAT then pass the

feedback on to their HAVI Logistics "ambassador

countries." One recent development is the

appointment of IAT members who are relatively

new to the company. This has proved to have

a very positive effect since it gives us a chance

to profit from the experience they have gained

outside HAVI Logistics as well.

alphabet: Many thanks!

Alexander von Saurma

Just A PusH of

tHe buttoN

Company News

Thanks to our GS1 Standards* we are able to track the important

and sensitive products of our customers on their way from the distribu-

tion center to the particular delivery points. This masterpiece of tracking and tracing gives our customers a

really good feeling.

"To stay a step ahead in life, you have

to act while others are still talking."

John F. Kennedy

In tHe bAckground is the EU Directive issued

in 2005 on the 100% traceability of foods.

Years before this legislation was passed,

HAVI Logistics was able to trace foods along

the entire supply chain of their customers right

back to their origins. The standard we developed

back then to guarantee transparency in

the supply chain was called EAN-128 and is

now called GS1-128. Since then we have acquired

the capability to follow goods movements

within our distribution centers. What's more, we

can track the transfer of goods at the interfaces

between suppliers and our distribution centers

and between our distribution centers and the

delivery points. This means that goods can be

traced in both a "downstream" and "upstream"

direction at HAVI Logistics.

"Warehousing on Wheels"

Whenever possible HAVI Logistics drivers

stop at suppliers to load new goods on their

way back to the distribution center after a delivery

tour to a customer. This is called internally

“backhaulage.” With a handheld device, the

drivers can directly register the goods they have

picked up themselves. This ensures the traceability

of the goods. The truck terminals then

feed the data into our system instantaneously or

with a time delay depending on the availability

of a radio link. This "Warehousing on Wheels" is

practiced at HAVI Logistics all over Europe.

When goods are received at our HAVI

Logistics distribution centers, the barcode labels

of each individual pallet are scanned by

warehouse employees using another handheld

device. The data recorded in this way are processed

into a computer system called Catellae,

developed by the Danish company Lyngsoe.

This system enables efficient recording of all information

that was bar-coded by the manufacturer,

ranging, for example, from the best before

date and the type and number of packing

units to the manufacturer's article number. The

Catellae software is already in use at more than

30 of HAVI Logistics' 44 distribution centers.

Moreover, the system will be launched soon in

Russia and Turkey.

Michel Perren, warehouse employee at HAVI Logistics Switzerland, scans the barcode labels of each

individual pallet.

The handheld devices conforming to the

GS1 standard also play an important role during

order-picking. They are furnished with a permanent

WLAN link to the main system that allows

real-time stock adjustments. Every single orderpicking

list can be viewed there, and for every

picking item the corresponding storage location

is listed. Before picking goods from the shelves,

the employee scans in the respective barcode.

The system automatically checks whether there

is any stock with a closer best before date. After

picking, the remaining stock amount at the picking

location has to be confirmed to the system. If

this figure deviates from the theoretical stock, an

error message is displayed and corrective measures

have to be taken. These functions reduce

errors in order-picking and inventory.

wItH our trAckIng & trAcIng system, we can

also raise our transport speed at HAVI Logistics.

Various food suppliers, e.g. manufacturers of

poultry products, must obtain biochemical testing

certificates and releases for their products. With

our new standard we can already enter the goods

into our logistics system, and transport them to

our distribution center. The system blocks these

goods from being picked until the positiv release

has been issued. Prior to the introduction of the

Catellae System, the goods were withheld at the

supplier, and precious time was lost.

we know exActLy wHIcH goods wILL be de-

LIVered to wHIcH customer. This is a big advantage

in the case of product recalls. Thanks

to the consistent application of the GS1 barcode,

all HAVI Logistics distribution centers are


The Swiss warehouse employee Fabian Hafner

while printing barcode labels.

able to locate all items already delivered. They

are also able to locate items still on stock within

ten minutes and with just one push of the button.

After this time both the sales units affected and all

shipments of the goods in question are for orderpicking

In this situation the IT system is exceedingly

helpful. It provides us with valuable information

such as where the items are now located (i.e.

on which delivery tour) and which customers have

received such goods. It can also pinpoint the time of

delivery and the quantity of goods delivered. Within

two days HAVI Logistics is ready ro accept all the

return deliveries.

*GS1 is an international not-for-profit association dedicated

to the development and implementation of global standards

and solutions to improve the efficiency and visibility

of supply and demand chains globally and across multiple

sectors. The GS1 System of standards is the most widelyused

supply-chain standards system in the world.


Human Resources

teAm sPIrIt INsIde

The second European Human Resources Meeting took place in Brühl, Germany, on September 3 and 4.

A total of 30 human resources managers from various HAVI Logistics companies spent those two days discussing

important HR measures to support our European growth strategy.

“Standardize, simplify, systemize and

optimize HR processes”

was the message of the HR strategy that

Hans-Werner Krohn, General Manager Human

Resources Europe passed on to his staff

during the two-day meeting. The HR strategy

embraces “People” as an essential cornerstone

of our Corporate Strategy. As we grow,

therefore, we will have to focus on developing

the capabilities of the present HAVI Logistics

employees and on attracting the best

new people.

our empLoyees Are tHe pILLArs of our

busIness. It is not important whether someone

has been with the company for a long

time or has just recently joined. What counts

is for us to focus the commitment and capabilities

of all our people to make our customers’

goals our own. Our employees have

to be in a position to do everything to satisfy

our existing and new customers one hundred

percent. To ensure that these objectives

continue to be reached in future, the

“Key Initiatives” for the coming year 2010

were presented to the participants in the HR

Meeting. Among these, new personnel marketing

activities are to draw in the best applicants

from the labor market and make sure

that HAVI Logistics employees are the very

best. People already employed by HAVI Logistics

are to be given the opportunity to expand

their job-related skills on a continuous

basis by individual development planning and

systematic training. And last but not least,

our corporate culture will be in the spotlight

at all management training courses. For it

is up to our managers to set an example to

our employees.

A concLudIng worksHop helped the

participants to digest the messages conveyed

by the Management Meeting and examine

the topics presented more deeply via

teamwork. HR Europe will incorporate the results

obtained by the teams in the conceptual

planning of the relevant personnel strategies.

Those handouts will in future serve our European

HR managers as a guideline and assist

in standardizing our HR processes.

Katrin Heythausen,


Human Resources 11

Do you speak english?

Joao Casimiro,


Erika Pavliukoviciute,


Konstantin Maximov,


Jiri Babka,

Czech Republic

Our corporate language is English. By making English the common language at the company, we have

created a uniform communications culture for all the HAVI Logistics companies in Europe. This is another way

in which HAVI Logistics has taken action to broaden the professional horizons of its employees. To foster their

continuing professional development, we offer regular English classes. The lessons are interactive, flexible and

held in a virtual classroom.

engLIsH for eVery LeVeL of profIcIency

and without leaving your workplace; this

does not mean, however, that employees

who want to improve their English have to

study in isolation. They can practice their skills

as part of a group. For HAVI Logistics employees

who value the advantages of interactive,

flexible learning, but do not want to miss

the atmosphere of personal instruction, we

provide the opportunity of learning English in

a virtual classroom. This innovative learning

method is offered by Berlitz, an international

communications and training company.

The principle is simple and ingenious at the

same time, and is reminiscent of the language

laboratories of our schooldays. The

difference, of course, is that we are all sitting

at different workplaces, in different HAVI

Logistics companies and countries, instead

of in a single classroom. Using this approach,

employees in smaller locations can

now also benefit from the big network in our

group, and get an English training that fits

to their level of proficiency without having to

undergo expensive individual trainings.

once tHey HAVe Logged In, the students

go the right website for their scheduled lessons;

from this site they can communicate

live with the Berlitz teachers via headset and

microphone. The students interact with their

teacher as if the lessons were being taught

in a conventional school. A language course

comprises 48 hours of instructions; each

student is given a schedule before the virtual

course starts. At the end of the "school year"

there is a final exam; the student's progress is

transparent to the teaching staff and to the

employee's superiors. To top it all, there is a

guarantee of success: at the end of every language

course, Berlitz guarantees and certifies

that the participants have raised their English

proficiency by one Berlitz level.



IN tImes of Need, HAvI stePs

uP to tHe cHALLeNge

The HAVI Group is a financially disciplined

organization that understands

how to harmonize its financial responsibility to its divisions, shareholders and customers on the one hand and

its responsibility to communities in need and our environment on the other. The employees of HAVI and therefore

of course those of all the three pillars of our American parent company are aligned on one important

point: we help out with commitment and resources where it really makes sense!

wHAt dIstInguIsHes HAVI and its main

affiliates HAVI Global Solutions, HAVI

Logistics, HFS North America (which

will change its legal form to HAVI Logistics North

America in mid December) and The Marketing

Store from other caring businesses is our proven

commitment to our employees, our desire

to give something back to the communities in

which we work, and our respect for our planet.

Social responsibility is at the heart of our business

philosophy. In consequence, for example,

we support the Ronald McDonald House Charities,

and we will continue to improve the lives of

children and their families by donating and by

taking part in various activities. Our employees

support charitable associations and institutions

locally by simply “giving their time.” Helping does

not just mean donating money, but also taking

an active part in other ways. In the communities

where we work, we support local projects

for children, young people, senior citizens, the

sick and the homeless. We also provide active

assistance to aid programs in the wake of natural


“What sets HAVI apart from other corporate

citizens is our proven commitment

to our people, our desire to give back to

the communities in which we operate,

and our respect for our planet. Corporate

Social Responsibility is at the very

heart of our strategies and philosophy.”

Chuck Schulman, Chief Governance

Officer and Trustee

HAVI gLobAL soLutIons (HGS) has been

providing a helping hand to charities in their local

communities for years. The employees of

HGS have built relationships with their communities,

contributing their time, money and goodwill

to help local not-for-profits. For example, HGS

volunteers have been a great support to Hesed

House in Aurora, one of the largest homeless

shelters in Illinois. Over 40 employee-volunteers

have provided food and/or served dinner at the

shelter. They have also held collections for muchneeded

items such as toiletries, winter clothing

and linens. HGS has also created a strong partnership

with Ronald McDonald House Charities

of Chicago and Northwest Indiana. With the help

of volunteers the charity has provided more than

20,000 nights of a “home away from home” to

families of children receiving medical treatment

at nearby hospitals. Another of the groups that

HGS helps through volunteering is the Family

Shelter Service in Downers Grove, Illinois. The

shelter’s mission is to provide support services

for victims of domestic violence and to help

educate people about the impacts of domestic

violence. HGS volunteers landscape, paint and

clean the facility among other services that help

the shelter function on a daily basis.

HAVI LogIstIcs also centers its social commitment

on the children’s charities established by

its customer McDonald’s. For our 4,800 people

in Europe, it is a welcome obligation to get everything

moving and support the Ronald McDonald

House Charities. That involves, for instance, golf

tournaments, home-made Christmas cards, employee

donations and even hands-on support in

building and maintaining the “homes away from

home.” In 2008, thanks to about 38,000 euros

in donations from HAVI Logistics employees, the

company was able to create a unique playground

experience for the Ronald McDonald House. HAVI

Logistics gave new meaning to the word “park”

by building a playground truck. The truck, which

is constructed from robust larch and oak wood,

stands at 2.5m high, 2m wide and 12m long.

More than 30 different features let children put

their playful imaginations in overdrive, possibly

contributing to faster recuperations. But it is not

just the major events that keep our joint social

responsibility in mind at HAVI Logistics. Generosity

on a small scale has become a company

watchword, and has left an indelible mark on our

corporate culture.

Hfs nortH AmerIcA helps fundraise for the

Breast Cancer Network of Strength. In addition,

it organizes a team to participate in the Chicago

Walk to Empower. Employees and their family

members from all Chicago divisions participate

as one team. The Chicago Walk to Empower

is held in downtown Chicago along the lakefront

(rain or shine) and has over 30,000 participants

each year. With over 150 walkers, this

year’s “HAVI Hope” team was the largest ever.

Over the last three years collectively, HFS North

America has raised over $60,000 to help fund

programs offered by Breast Cancer Network of

Strength. Its fundraising efforts have

helped support programs such as

a 24/7 support center, free breast

cancer screenings and clinics for

women in underserved communities,

free subscriptions to breast

health magazines and many other

programs and services for those

affected by breast cancer. The

employees of HFS North America

are proud to participate in

this walk each year and do their

part to provide hope for the

many whose lives are touched

by breast cancer.

tHe mArketIng store Compliance

Teams have organized

programs with the company’s factories

such as the Sports Gala (outdoor

track and field and cheerleading

competition) and Talent Showcase

(indoor dance competition) to

support the factory workers. They also

took part in other projects within the local

community such as having factory

workers visit homes for the elderly and

volunteering at schools and orphanages. In

2006 The Marketing Store Compliance Team

explored the possibility of rebuilding schools in

a poor rural area of China. It developed a plan

to work with local government on the renovation

of a school. Funding was provided through

the government, solicited funds and an additional

$26,000 contribution from its core factories. In

June 2007, The Marketing Store completed work

on the Sowers Hope Primary School in the Shangpo,

Zhanjiang province. The school provides education

for 1,000 primary school children. With

its first success, The Marketing Store knew there

was still much more that it could and should do.

In 2008, it constructed a Second School in Louhu

District in Heyuan City for 800 students, including

hearing-impaired and mentally and physically

challenged students. The Marketing Store will

continue to financially support the children who

need special funding to graduate.

HAVI empLoyee VoLunteers generously contribute

their time, energy, and resources to the

fabric of the societies of which we are a part. And

they will continue

to reach out

and assist those who

need it as part of how we

work together. We believe that by

strengthening our relationships with our

community we strengthen ourselves. HAVI has

created a website to educate, celebrate and share what

all its employees do to make our world a better, safer and

greener place: www.havireach.com

The HAVI Logistics

playground truck at

a Ronald McDonald

House (picture above).


The "HAVI Hope"

Team participated

in the Chicago Walk

to Empower (picture


Fiona Fennel and

Rhonda Byrd (HGS)

while preparing food

for the homeless

shelter Hesed House

(picture above).


© HAVI Logistics - Corporate Communications


New Customers

We WILL serve you HeALtHy


The Old Wild West is a new shooting star in the restaurant

heaven of Italy. Since June of this year HAVI

Logistics has been happily making deliveries to all the steak houses of the original restaurant

chain in Italy.

gIgAntIc steAks, Texan specialties, salads,

grilled chicken, potatoes and other

delicious meals: the 28 Old Wild West

restaurants in Italy were originally steak houses

with a Far West theme. The Old Wild West

brand belongs to CiGiErre (Compagnia Generale

di Ristorazione), which is one of the top emerging

Italian companies in the modern refreshment

market in Italy. According to a survey made by

Ristorando, the most important monthly magazine

for the market, it is the one with the highest

percent growth year by year, having expanded

in the last two years by about 150%!

HAVI LogIstIcs ItALy made its first contact

to Old Wild West in January 2008. The steady

growth exhibited by this restaurant chain clearly

called for a supplier who could replace the

previous hodgepodge of deliveries with logistics

services all from one source. During its

very first conversation with Old Wild West, HAVI

Logistics managed to convince it that we were

the ideal candidate for the job of restructuring

the logistic steps within the restaurant chain.

First we checked the Supply Chain of our potential

new customer; this was the groundwork for

developing the perfect solution meeting its logistic

requirements. HAVI Logistics offered to take

over the entire strategic purchasing of the goods

required by the Old Wild West restaurants. This

offer was too good for Old Wild West to turn

down. We set out immediately to find new suppliers

to replace the previous wholesalers and,

on top of that, put together a whole new product

range for the steak house chain.

wItHIn two montHs HAVI Logistics had

assembled a starter package of 35 products

from three different zones. The costs for the new

product assortment were far lower than for the

merchandise which Old Wild West had previously

obtained from its wholesalers. On June

18 of this year, finally, HAVI Logistics started to

make deliveries to 20 restaurants all over Italy.

Today we are already supplying 28 restaurants

and six more are scheduled to open by the

end of the year.

besIdes tHe pLAnned growtH to up

to 100 locations during the next two years,

the most important thing is the real partnership

that has been established between HAVI

Logistics and Old Wild West. The relationship

with the restaurants is managed competently by

our Italian colleagues in customer service, following

procedures established by a joint work

force consisting of representatives from HAVI

Logistics and a number of restaurant licensees

and/or directors and headquarters members of

CiGiErre. Operations is managing the customer

completely within ILOS and traceability tools and

transportation routes are merged with those of

other HAVI Logistics customers.

The satisfaction of Old Wild West is

close to 100%!

HAVI Logistics has received many compliments

from different restaurants for our punctual

and professional service. CiGiErre, today a “local

star” in the Italian market, has plans to grow by

venturing into other formats and to start doing

business in other countries. We are up for it and

will be able to serve them anywhere!



STI Freight Management has

added an important strategic

partner to its customer base.

Since June of this year, our

freight forwarding company has

been handling full truck load

transportation for Sadia in Brazil

one of the world’s leading

manufacturers of refrigerated

and frozen foods, and one of

Brazil’s largest exporters.

sAdIA Is portuguese for

“HeALtHy.” The company was

founded in southern Brazil in

1944, and currently employs over

60,000 highly motivated people

worldwide. Sustained high growth

brought sales to a level of over 4.2

billion euros in 2008, making Sadia

not only Brazil’s largest poultry producer,

but also one of the world’s

leading manufacturers of refrigerated

and frozen foods. Exports to

over 100 countries around the globe

already account for around 50% of

the company’s sales volume, with

which Sadia is now Brazil’s largest

exporter of meat and poultry products.

In 19 modern factories, Sadia

produces over 2.5 million tonnes

of chicken, turkey, pork and beef,

deep frozen products, ready-made

meals, and also pastas, margarine

and desserts in top quality each

year. The goods are deep frozen for

transport on container ships to the

Netherlands and Germany, and distributed

from there to downstream

manufacturers and retailers throughout


tHe InItIAL contAct wItH

sAdIA was made in early 2009. Following

the completion of our new

distribution center in Amersfoort,

Netherlands, our aim was to obtain

contracts for bulk storage. The

prospect of a partnership between

Sadia and HAVI Logistics became

apparent in the very first talks. In

April, finally, the company invited

tenders for full truck load and less

than full truck load transport services

in Europe. With our affiliate STI,

we were of course able to fulfill that

request. Our transport management

company submitted a bid,

which was accepted on account

of our extensive service portfolio

and the competitive prices it was

able to offer as a member of the

STI network. Since June, STI has

been transporting full truck loads

for Sadia from the Netherlands to

manufacturers in Germany, France,

Ireland and the UK. For STI, this is

a new strategic customer relationship

which is intended in a first step

to lead to a volume of over 600 full

truck loads per year.

The partnership with

Sadia is to be further

extended in future.

New Customers 15

HeLd IN HIgH esteem by

domINo’s PIzzA

For HAVI Logistics in Switzerland

the starting shot will be fired

for making deliveries to Domino's Pizza in the end of November. HAVI Logistics will

supply 12 stores of the biggest pizza delivery service worldwide from our distribution

center in Oensingen.

LIke most corporAte success storIes

Domino's started out small, with just one

store in 1960. The original goal of Domino’s

founder Tom Monaghan was to open three

pizza delivery stores. That’s why there are three

dots on the logo. However, in 1978 the 200th

Domino's store opened, and then things really

started cooking. By 1983 there were 1,000

Domino's stores and by 1989 there were 5,000.

Today there are more than 8,000 stores including

more than 3,600 outside the United States.

Each day, more than 1 million customers enjoy

hot, delicious Domino’s Pizza products on every

inhabited continent on earth. Founded as a

single store in 1960, Domino’s Pizza is today the

recognized world leader in pizza delivery.

domIno’s pIzzA In swItzerLAnd is owned

by Global Brands SA, which also operates and

owns the exclusive master franchise for Domino's

Pizza in Luxembourg and Liechtenstein.

So far Domino's Pizza has been developing its

own central distribution and dough manufacturing

system based in Lausanne. This relieves

the stores of the task of having to spend long

hours making dough, grating cheese and preparing

toppings. The company's own logistics

set-up had to be changed since Global Brands

SA would like to keep up its expansion plans

to increase from currently 12 outlets in Switzerland

to over 50 and to re-build Domino’s Pizza

in Switzerland with the suppliers and other

partners concerned, for example, with quality,

food safety and assured supply. At the beginning

of 2008 we were asked to take over logistics

services for Domino’s Pizza in Switzerland.

The management of Global Brands SA considered

that HAVI Logistics, as the long-time supplier

to McDonald’s, was the only alternative to

its own logistics set-up.

“The high quality level of

HAVI Logistics is acknowledged”

Bruce Vandenberg, member of the board,

Global Brands SA

In tHe meAntIme the bakery Deliciel AG

is offering to produce the dough for Domino’s

Pizza in Switzerland. In a first step the HAVI

Logistics DC in Oensingen will take over the

physical goods flow from the DC and from Deliciel

to the stores of Domino’s Pizza. As the next

step, HAVI Logistics wants to offer Domino’s

Pizza the complete service package, including

goods account und goods ownership. In

Europe, Domino’s Pizza is already active in the

UK, Spain, the Netherlands and Denmark. A

successful co-operation with HAVI Logistics in

Switzerland could be the starting point of further

business in other markets.

fActs & fIgures for

domIno’s pIzzA

founded: 1960

stores: 8,000 worLdwIde

empLoyees: 145,000

turnoVer: 5 bILLIon us doLLArs

sALes: more tHAn 400 mILLIon

pIzzAs per yeAr


gAININg greeN



HAVI Logistics is constantly

looking for new ways to enhance

its care for the environment. As a logistics company, we naturally focus

on transportation in that regard. We are, quite frankly, proud of what we

have achieved to date.

our efforts to mAIntAIn An enVIronmentALLy frIendLy fLeet of VeHIcLes pay off in every

new journey, for that means we not only save valuable resources, but also reduce emissions

of the climate-killer carbon dioxide by several thousand tons per year. How do we do that?

The principle is very simple, and in general just means reducing and optimizing. We shorten

transportation distances by constantly improving our route plans. We regularly train our

drivers, who can then optimize fuel consumption in our fleet. We run our trucks on environmentally

friendly fuels such as natural gas and biodiesel produced from rape seed oil or used

cooking oil, and thus reduce CO emissions.




HAVI LogIstIcs swItzerLAnd has been making

use of this alternative since as early as

1996. There, around 50 % of all transportation

services for our customer McDonald’s

are performed by rail. Regular rail transport

also takes place between Germany and

Austria. While we use our innovative Mobiler

system for loading in Switzerland, freight

We Put tHe goods oN handling at the other European goods yards

is performed by crane. In this way, for ex-

tHe rIgHt trAck

ample, cooking oil from the Walter Rau

company in Germany has been loaded on

With all our efforts to reduce pollutant emis-

rail trucks at Duisburg station since 2006.

sions from transporting goods, we as a logis-

The fat is transported to Austria, collected

tics company are still reliant on the roads for

there by our drivers and taken to our dis-

our transportation routes and on trucks as tribution centre in Korneuburg. There, our

the means of transport. Exceptions, however, trailers are reloaded, this time with drinking

prove the rule, and so we not infrequently straws, which arrive at our Duisburg DC

draw upon alternative transportation methods. around two days later. Each trip managed

Freight transport by rail is especially popular at this way saves 1.3 tons of CO . 2

HAVI Logistics.


HAVI LogIstIcs spAIn has been delivering

buns via intermodal transport instead of

conventional road transport since 2008.

The buns are produced by the FSB Bakery

located in Olesa, near Barcelona. Previous-


ly, the buns had to be transported around

960 km by truck. With the intermodal transport

solution, the buns are loaded in a container

equipped with a cooling system and

transported by truck to the railway station

in Barcelona 40 km away. The container

is transferred to the train serving the route

between Barcelona and Algeciras. For the

last 230 km from the station in Algeciras to

our distribution center in Osuna, the container

has to be reloaded onto a truck that

covers the final stage. This “green solution”

manages to cut out approximately 45 %

of the kilometers traveled by road and ensure

reduces emissions of CO . As buns


are frozen products, temperature control is

fundamental. The containers are equipped

with a remote temperature control system.

In cases of emergency, a contingency plan

with traditional supply by road can be implemented.

Since June 2008 cooking oil from the Walter

Rau factory has been transported intermodally

to our distribution centers in Daganzo

and Osuna, and also to our Portuguese

DC in Lisbon. The cooking oil is loaded at

the factory in Neuss and transported to the



of Rotterdam in the Netherlands. From

there, it travels by ship to the ports of Bilbao

and Lisbon. For deliveries to Spain, it

is transferred to a train that covers the route

from Bilbao to Madrid. The last stage is the

journey from the station in Madrid to Daganzo

or Osuna by truck. With this solution

we cut out about 80 % of the kilometers we

would otherwise have to travel on the road.

Cooking oil out, canned

tomatoes back

Since August of this year, we have also

been transporting cooking oil by intermodal

transport to our HAVI Logistics distribution

center in Bomporto, Italy. The pallets are

first transported to the goods yard in Cologne.

Our trailers are then loaded on the

freight train by crane and taken directly by

the environmentally friendly rail route to the

arrival station in Italy, where our Italian colleagues

are already waiting for them. Once

again, cranes are used. The trailers are once

again hitched to our HAVI Logistics trucks

and transported straight to our distribution

center in Bomporto.

Since this July we have also been transporting

frozen pizzas from Duisburg to Oslo

for a customer of STI. Here too, part of the

journey is covered by rail. Our trailers never

come back to Germany empty: filled with

out-of-house trays for McDonald’s or peeled

Italian canned tomatoes for Vapiano, they

travel back in the same environmentally

friendly way to their home DC in Duisburg.

This enables us to relieve the environment of

between 1.1 and 1.3 tons of CO 2 per tour.

All these intermodal transports are managed

in cooperation with our own forwarder STI

Freight Management. With these measures

HAVI Logistics once again demonstrates

that we make use of sustainable transport

solutions to supply our customers wherever

possible and economically feasible.


We WANt veHIcLes No

otHer comPANy HAs

do you remember the development of our

double-decker truck in 2002? There were

some really inventive people at work,

with our HAVI Logistics innovation even

creating a furor in the trade press. The

principle of our environmentally friendly

solution is quite simple, though: use two

separate loading levels and independent

suspension instead of a wheel-to-wheel

axle. The result is added cargo space

between the wheels, making room for 14

additional Euro pallets and saving half an

additional trip by a conventional truck on

every journey to be made.

In germAny we now HAVe four doubledecker

trucks achieving optimum utilization

of weight and volume capacity in transshipment

operations. The four vehicles have

already driven 1.5 million kilometers each,

and are now to be replaced by a new, even

more environmentally friendly generation.

The four new trucks are fitted with engines

that meet the Euro 5 standard. The refrigeration

systems no longer rely on diesel

generators, but are fed with electric power

from the trucks, reducing overall fuel consumption.

Furthermore, the insulation of

the trailers has been improved.


speAkIng of euro 5 in a number of HAVI

Logistics companies we are successively

upgrading our fleet to comply with the new,

clean standard. But what does the Euro 5

standard really mean? Fuel combustion

creates carbon dioxide (CO 2 ) and carbon

monoxide (CO). In addition, the nitrogen in

the air combines with oxygen to form nitrogen

oxide. As several nitrogen oxides are

formed, the mixture is termed NOX. These

NOX contaminants can cause respiratory

diseases and induce allergies, and play

a part in creating the respiratory poison

ozone. The carbon monoxide is predominantly

created when the engine is starting

up or idling, and it is a highly toxic gas. The

CO 2 is responsible for the present global

warming. In Euro 5 vehicles, the emissions

of these harmful substances are drastically

reduced. Our truck suppliers are currently

testing the suitability of the engines for additional

operation with our ecologically sound

fuels such as AME and FAME biodiesel.

In fInLAnd, germAny And sweden we operate

trucks with an overall length of 25.25

meters for truck and trailer. This leads to a

30 to 50 % higher loading capacity compared

to the maximum values in most European



HeLPINg HANds from

HAvI LogIstIcs

“Let tHe sun rIse oVer our cHILdren” describes

a social project organized by our HAVI

Logistics employees in Turkey. We have always

been impressed by the words of Ray Kroc, the

founder of McDonald’s, and have implemented

them fully in our corporate culture:

“We have an obligation to give something

back to the community that gives

so much to us.”

toAst to toAst

A group of mcdonALd’s frAncHIsees In ItALy

has been taking part in a very special social initiative

for the last three years. Together they cycle

through Italy to raise money for the Ronald

McDonald House Charity (RMHC). This year

Pietro Rizzo (below) our colleague and Managing

Director of HAVI Logistics in Italy also

put his heart and soul into the “Toast to Toast”

cycling event.

“Toast to Toast” was born in 2007 and

recalls the American “Coast to Coast” event.

The first bike tour was attended by about 15

people. In four days they went from Ancona

(210 km northeast of Rome) to Rome. At

this year’s “Toast to Toast” event, a total of

40 people supported by a couple of vans and

two motorbikes took part: right in the middle

was Pietro Rizzo, Managing Director of HAVI

Logistics in Italy.

on June 27 the cyclists started out in Milan,

reaching Brescia after approx. 130 stren-

Social Commitment

Besides supporting the Ronald McDonald

House Charity, our employees also help local

charities and institutions, local children, youth,

the elderly, sports and active lifestyle initiatives

in the communities in which we operate.

HAVI LogIstIcs empLoyees In turkey

have just completed a social responsibility

project called “let the sun rise over our children.”

It was part of the annual plan of HAVI

Logistics Turkey to support two schools,

one in Diyarbakir in southeastern Turkey and

the other in Cayirova near our distribution

center. Both schools are known for

uous km in the saddle. On the second day

they pedaled about 140 km from Brescia to

Trento. On the third day the idealistic athletes

were rewarded with the most beautiful part of

the tour: the approx. 190 km over the Dolomite

Mountains to the lovely city of Belluno.

On the last day of the trip all 40 participants

reached Udine, a city near the Slovenian border;

everyone was happy to have completed

the entire trip without any injuries. The bicycle

trip brought in about 9,000 euros for the

RMHC. The donation was handed over personally

to a representative of the Ronald Mc-

Donald House in Brescia during the group's

stopover in that city.

“toAst to toAst”

HAs become An ImportAnt

eVent for McDonald’s

Italy. All participants

are proud to bike together

for several hundred kilometers,

wearing a tricot with

the McDonald’s and HAVI

Logistics logos and contributing

to the noble cause of

the RMHC in Italy. “We have

a big audience and McDonald’s

visibility among these

people is very high everywhere.

We are happy to be

McDonald’s road ambassadors

for some days,”

says Pietro Rizzo

The children at the schools in Diyarbakir

and Cayirova said thank you to HAVI

Logistics and its employees in Turkey

with a commemorative plaque and

some flowers.

their very bad conditions and

both are full of poor students.

After getting permission from

the Turkish Ministry of Education, the

colleagues in Turkey, besides contributing to

the campaign financially, collected money from

our customers, suppliers, family members and

friends of HAVI Logistics employees. At the

end, a respectable sum was recorded. HAVI

Logistics decided to support all the students

at these two schools with stationery packages,

including notebooks, pencils, crayons, watercolors,

erasers, pencil sharpeners and pencil

boxes. Thanks to this social commitment,

1,260 children now own the basic kit of school

material and perhaps have a greater motivation

and a chance to make something out of

their lives.

“It is nice sharing this experience with

some friends, spending many hours per

day on a very narrow seat, arriving at the

hotel in the evening, washing dirty clothes

for the next day, talking about the past

efforts and sharing expectations and

thoughts about the next one,” he continued


The plans for the future are very ambitious: in

2010 the idea is to export the “Toast to Toast”

concept to Orlando, Florida during McDonald’s

World Wide Convention. We can't wait to see

how we do it!

(f.l.t.r.) Kruno Karacic and Stefan Gödde are trained in the handling

of hazardous materials. Karl-Heinz Pfitzner, Managing Director STI

(standing) pushed the decision to become an IATA agent.

stI fLIes fIrst cLAss

As AN IAtA AgeNt

STI Germany became an International Air Transport Association

(IATA) booking agent in August. This is the most

important step for our freight management company in expanding

its export air freight activities and, not least, enormously

increasing its competitiveness on this fiercely contested


News in Brief

IAtA, the umbrella organization of the airlines, was founded in Havana,

Cuba, in April 1945. IATA’s objective is to promote safe, scheduled

and cost-effective air transport of passengers and freight, and to encourage

cooperation between all businesses involved in international air

transport services. As an IATA agent, a forwarder is entitled to conduct air

freight business in its own right and to cooperate with all IATA airlines.

tHe AdVAntAges an IATA license brings became clear to STI around

a year ago. Since then, our forwarder has been preparing to meet the requirements

the association sets for its booking agents. To qualify as an

IATA agent, a forwarder has to fulfill two important conditions: it has to

demonstrate the viability and creditworthiness of its business, and employ

at least two people who are trained in the handling of hazardous materials.

Stefan Gödde and Kruno Karacic from STI in Duisburg, Germany,

successfully completed this additional training at IATA and thus played a

significant role in ensuring that our forwarder received its important license

in August.

As An IAtA bookIng Agent, STI is optimally equipped to face the challenges

of the international freight transportation market. With the soughtafter

license, it can expand its export business in the air freight sector. “We

are competitive, and above all we are now fully accepted in the global NTFN

network of forwarding agents,” says Karl-Heinz Pfitzner, Managing Director

at STI. HTFN is a worldwide association of medium-sized air and ocean

freight forwarding agents. With its license as an IATA agent, STI will be able

to benefit from additional orders coming from that network. Now our export

business can really take off First Class, of course, as IATA membership is

reserved for the largest and most prestigious airlines.

… tHe better to get

to kNoW you!

A fAIrytALe unfolded at

the summer festival staged

by our colleagues at HAVI

Logistics Estonia. Not only

the motto of the event was

fabulous so too was the

feeling of togetherness everyone


fAIrytALe cHArActers

were the summer

festival’s theme, and people

were invited to attend

in appropriate fancy dress.

The imaginative and lovingly

chosen costumes alone

put the 243 employees of

HAVI Logistics Estonia in

an exuberant mood. But

the idea behind the festival

went far beyond that

masquerade. During the

event, the employees were

requested to form groups

and shoot a 10 minute silent

movie based on the

story of “Little Red Riding



All the teams were

faced with the challenge

of selecting the actors, a

cameraman, an executive

producer and a costume

designer from among their

ranks. Honestly, could you have kept a straight face

in this situation? Our colleagues had a hard job preparing

the film set and then stopping themselves

from ruining everything by collapsing in peals of

laughter. Later on, everyone viewed the day's productions

together. Suddenly, though, there was no

more talk of a silent film production. Against expectations,

all the shorts had a soundtrack, and

all the witty and sometimes uncalled-for comments

could be heard. Of course, all the films

won awards, and the best actors and crew behind

the cameras were presented with an Oscar.

All employees from HAVI Logistics

Estonia had a really nice time

by meeting the demands of the

summer festival's theme: fairytale


Happiness does not come from work

alone, as all those attending the summer event

found. One further valuable side-effect of the

fairytale party was that employees from different

departments were able to get to know

each other better, and their work together will

benefit from even more “Team Spirit Inside” in

the times to come.


News in Brief

HAvI LogIstIcs INsIde

John Repke (52) has accepted the position

of Global Chief Financial Officer

(CFO) of our newly formed single division

HAVI Global LLP, effective November 1,

2009. He reports to Luca Gnecco, CEO

HAVI Global Logistics. John brings with

him nearly ten years' experience at our main

shareholder, HAVI Group, LP, where he held

the positions of Global Controller and Global

CFO. He has a thorough knowledge of our

company and our business as well as strong

relationships across the HAVI Group.

Arnd Christochowitz (41) joined HAVI

Global Logistics as an Officer of the company

and Vice President Finance, Europe effective

October 1, 2009. Arnd is now a member

of the Board of Directors of HAVI Global

Logistics Europe. He also reports to Luca

Gnecco. Following his apprenticeship as a

bank clerk with Dresdner Bank, Arnd took up

John Repke

Arnd Christochowitz

business studies at the University of Applied

Science in Aachen, Germany and at Stirling

University in Scotland. After graduation he

started his professional career with Procter

& Gamble in 1994. During his 14 years with

Procter & Gamble, he held various positions

with increasing responsibilities and gained

broad experiences through various international


In 2008 Arnd took over the role of CFO

for BASE, a Belgian mobile communications

provider located in Brussels.

A warm welcome to John and Arnd. We hope

you’ll feel really at home at HAVI Logistics.

NeW truck desIgN At HAvI LogIstIcs


As of October, the Swiss were the first to appreciate a new McDonald's design on

HAVI Logistics trucks. All trucks transporting goods from our distribution center to the

restaurants for our customer McDonald’s and our 24 rail containers now fully reflect the

spirit of food service logistics. The new layout literally conveys the message of “freshness

and quality” for which McDonald’s products are renowned. This new “realness”

has in the meantime been adopted on all promotional materials from McDonald’s Switzerland,

and can for example be found in the new design of the packaging.


yet comPLeted

Flags were already hoisted at our distribution

center in Kazan in July of this year.

The warehouses comply with the HAVI Logistics


our tHIrd dIstrIbutIon center In russIA

opened its doors in July of this year. Since then,

23 trucks have been on the road supplying our

customer McDonald’s in the region of Kazan.

Kazan is the capital city of the Republic

of Tatarstan, Russia: with a population of 1.1

million it is one of Russia's largest cities. Located

750 km to the south of Moscow, Kazan

is a major industrial, commercial and cultural

hub, and remains the most important center of

Tatar culture. Since April 2009 Kazan has had

the legal right to brand itself the "Third Capital"

of Russia, approved by the Russian Patent Office.

Kazan is situated at the confluence of the

Volga and Kazanka Rivers in central European

Russia. The famous Kazan Kremlin is a World

Heritage Site.

some 31 mcdonALd’s restAurAnts, each

having a volume three times as big as an average

restaurant in Western Europe, are already

served from our new distribution center in Kazan.

The warehouses and the office area are

rented. Together they have an area of 3,480

square meters. A total of 3,500 tons of goods

are stored in a total of 2,572 pallet spaces. The

30-member workforce ensures high quality delivery

of these goods to our customer in the Kazan

area. With this third distribution center in

Russia our growth strategy is not yet fully implemented.

Two further distribution centers one

in Rostov and the other one also in Moscow

are planned for the Russian market.

More magazines by this user
Similar magazines