imperial - Panopa

News 1-08-2 englisch:News 2/05.2 30.04.2008 17:43 Uhr Seite 1 

1/2008 

Imperial News 

S T A F F A N D C U S T O M E R M A G A Z I N E 

The Imperial Group 

prospers: 

Acquisition of 

FoodTankers AB 

and Amadeus 

Schiffahrts- und 

Speditions GmbH 

The Most Powerful 

Push Boat on the 

Rhine Sails for 

Imperial Schiffahrt 

GmbH 

Focus on the 

“Panopa Strategy 

2010” at the Panopa 

Annual Meeting 

2007 

neska Head Office – 

A Service Provider 

for All 

From a Filling 

Station to a Global 

Player – The 

Beginnings of 

Imperial Holdings 

Limited


2 E D I T O R I A L 

Dear employees, 

dear customers, 

The calendar year 2008 began with a 

very sad event for the Imperial Group: 

Bill Lynch, the much respected former 

CEO of Imperial Holdings Limited, died 

on 21st January at the age of 64 follow - 

ing a serious illness. We recently re - 

ceived further bad news telling us that 

the chairman of the supervisory board 

of Imperial Holdings Limited, Leslie 

Boyd, had passed away unexpectedly 

on 28th March after a short illness at 

the age of 71. 

Bill Lynch and Leslie Boyd both had a 

huge influence on Imperial Holdings 

Limited. 

Under the leadership of Bill Lynch, 

Imperial Holdings Limited grew over 

the last 30 years from a vehicle trading 

business to become the successful en - 

terprise we know today, with global 

operations and some 44,000 em - 

ployees. Bill Lynch also constantly promoted 

the fortunes of our corporate 

group in Europe since the takeover of 

ThyssenKrupp in 1999. He was always 

a reliable and far-sighted partner for 

us. 

Hubert Brody, the successor to Bill 

Lynch, has been the new CEO of 

Imperial Holdings Limited since 

November 2007. Thulani S. Gcabashe, 

who joined the supervisory board in 

January 2008, took over as its chairman 

with effect from 1st April. 

We are facing gigantic challenges in 

Europe. The volume of goods traffic in 

the European Union, with its 27 member 

states, will increase by around 60 

per cent up to 2020. In Germany alone, 

a doubling of goods traffic on the roads 

can be expected. The railways, inland 

waterways and trucks will be required 

in equal measure to move the massive 

volumes of goods. The on-going expansion 

of the EU since the 1990s has 

turned Germany into the hub for trade 

and logistics in Central Europe. 

Germany's foreign trade looks set to 

grow at an average rate of 9 per cent 

per annum and the majority of German 

foreign trade, namely 75 per cent, takes 

place in Europe. 

There is thus a huge potential for 

growth in inland shipping and terminal 

handling for a logistics provider such 

as the Imperial Logistics International 

Group. We will furthermore exploit 

new growth markets. That is why the 

Imperial Logistics International GmbH 

recently made two strategic acquisi - 

tions to secure a share in the markets 

for short sea shipping and the bulk 

transport of liquids with sites in 

Sweden, Poland and Hungary. At this 

point I would like to cordially welcome 

the employees of Amadeus Schiffahrtsund 

Speditions GmbH in Duisburg and 

FoodTankers AB in Karlshamn/Sweden 

to our company. 

South Africa, too, is reaping benefits 

from the global expansion of the 

markets for raw materials and the rise 

in trade. In view of the enormous 

potential for growth on the African 

continent, we intend to further expand 

our logistics activities and car hire and 

vehicle trading operations there. With 

the aim of focussing on our strengths in 

logistics and automobiles, Imperial 

Holdings Limited disposed of its avi - 

ation and tourism businesses at the 

start of the financial year. The resulting 

cuts will nevertheless enable renewed 

growth in our core fields over the long 

term. 

Imperial Logistics International has 

therefore set itself the target of tripling 

its result and earnings in Europe 

within five years. We expect to achieve 

this ambitious target with the help of 

our highly motivated workforce and 

thanks to the trusting ties we have 

with our customers and suppliers. 

Gerhard Riemann 

Executive Director of Imperial Holdings 

and Chief Executive Officer of 

Imperial Logistics International GmbH


IMPERIAL 

New Acquisition of FoodTankers AB in Sweden 4 

Amadeus Schiffahrts- und Speditions GmbH Joins the 

Imperial-Group 5 

Imperial Adjusts its Financial Year to International Standards 6 

Personnel 6 

citi run 2008: Become a Member of the ILI Team 7 

IMPERIAL REEDEREI 

Qualifications Required on Board 8 

TMS “Synthese14” 9 

Personnel 9 

The Most Powerful Push Board on the Rhine Sails for 

the Imperial Schiffahrt GmbH 10 

Organisation, Insurance and Liability for Transport by Inland 

Waterway at the Centre of the CMNI Meeting 11 

PANOPA 

Gillhuber Continues to Be a Premium Partner for Transports 

Between Germany and Great Britain 12 

Panopa Assumes Fleet Management for Protection One 13 

Panopa’s Expertise in Steel Logistics Gains Recognition 14 

Focus on “Panopa Strategy 2010” at the Panopa 

Annual Meeting 2007 14 

New Central Spare Parts Warehouse to Open Shortly in Herten 15 

NESKA 

neska Head Office – A Service Provider for All 16 

Personnel 16 

Terminal Expansion for CTS in Cologne Harbour 17 

IT Relocation, Quality System Introduced 17 

IMPERIAL SOUTH AFRICA 

Last Farewell to Bill Lynch, Last Farewell to Leslie Boyd 18 

From a Filling Station to a Global Player – How it all Began 19 

Publisher: Imperial Logistics International GmbH 

Kasteelstraße 2 • 47119 Duisburg • Germany 

Phone +49 203 8005-0 • Fax +49 203 8005-168 

E-mail: imperial@imperial-international.com 

Editors: Imperial Logistics International GmbH 

vom Hoff Kommunikation GmbH, Düsseldorf 

3


4 I M P E R I A L 

New Acquisition of FoodTankers AB 

in Sweden 

The recent acquisition of FoodTankers AB, Öland in Sweden, demonstrates that the Imperial Logistics 

International Group is vigorously pursuing its strategy started last year of further growth in the transport of 

liquid foodstuffs. The tank logistics firm Laabs in Hildesheim is now followed by the FoodTankers Group with 

branches in the Netherlands, Poland and Hungary. Imperial Logistics International GmbH (ILI) holds a majority 

stake in the FoodTankers company, which was previously owned by Forbus AB as a subsidiary for 20 years. This 

increases the ILI fleet for the transport of liquids to around 180 trucks. 

Since 1st January 2008 the FoodTankers trucks belong to the ILI Group. 

This purchase has added a further 

operator in the transport of 

liquid foodstuffs to the Imperial 

Group with retrospective effect to 1st 

January 2008. The FoodTankers company 

was founded in Sweden in 1955 

by Evert Olssons. By 1982, the group 

was already carrying continental 

transports to Western and Central 

Europe with 25 units. The group was 

renamed FoodTankers in 1997 after 

acquiring a further corporate concern. 

The business continued to grow in the 

following years. In the course of this 

development, subsidiaries were estab - 

lished in Hungary and Poland in 1999 

and 2000, and a further subsidiary in 

the Netherlands followed in 2004. 

FoodTankers serves around 200 cus - 

tomers in Western and Central Europe 

and carries over 20,000 transports at a 

Imperial News 1/2008 

distance of more than 15 million kilometres 

each year. The main items 

trans ported are vegetable oils, fruit 

juices, chocolate, glucose, sugar and 

also beer. 

Like Laabs, FoodTankers is also a member 

of TANKCEU, an umbrella transport 

organisation which promotes the 

interests of leading tank transport 

companies in the foodstuffs and chem - 

icals industries. 

The strategic addition of Laabs, now 

followed by the FoodTankers Group, 

has enabled the Imperial Group to 

attain a significant position in the 

market for transporting liquid foodstuffs 

and has decisively extended the 

mobile pipeline between the foodstuffs 

industries. FoodTankers will 

continue to be run under its own name 

and with its management based in 

Karls hamn/ Sweden. Tomas Petterson, 

Managing Director of FoodTankers, 

has been appointed Managing Director 

of Laabs alongside Dieter Kahns, 

whilst Dieter Kahns in turn becomes 

Managing Director of FoodTankers. 

This gives both managers joint responsibility 

for broadening the cooperation 

between the two companies and for 

generating further growth. The previous 

owner of Forbus, Rolf Nilsson, 

will continually be in possession of 49 

per cent of FoodTankers. Furtheron, he 

will continue to be associated with the 

company on the Supervisory Board of 

FoodTankers.


I M P E R I A L 

Amadeus Schiffahrts- und 

Speditions GmbH Joins the Imperial 

Group 

The Imperial Reederei Group, part of Imperial Logistics International GmbH (ILI), has expanded its short sea 

shipping activities. The acquisition of a majority holding in Amadeus Schiffahrts- und Speditions GmbH is the 

result of strategic deliberations to become increasingly involved in this growth market. 

The Imperial Reederei Group took 

over the majority stake in Duis - 

burg-based Amadeus Schiffahrtsund 

Speditions GmbH as at 1st 

January 2008. It is planned to merge 

the Short Sea Shipping department at 

Imperial Reederei & Spedition GmbH, 

part of the Imperial Reederei Group, 

with Amadeus. This will firstly gen - 

erate synergies, and secondly bring to - 

gether customer relationships and 

freighting space in an optimum manner. 

Amadeus is not an unknown quantity 

for the Imperial Reederei Group: The 

two Duisburg-based companies have 

already been working together on a 

basis of trust for more than ten years 

now. The merger of the two businesses 

thus represents a logical further de - 

velopment in this close collaboration. 

The Managing Directors of Amadeus 

Wolfgang Stevens and Wolfgang Nowak 

– to gether with their proven team – 

will now steer short sea shipping oper - 

a tions, an important growth segment, 

towards success in close cooperation 

with the Imperial Reederei Group. 

“Both sides can only profit from the 

great experience both companies have 

in this business”, emphasises Karl- 

Heinz Bellmer, Chief Executive Officer 

of the Imperial Reederei Group. A 

further benefit brought by the merger 

of the Short Sea Shipping department 

with Amadeus is that a succession 

arrangement has now been found for 

Michael Schweiger, Managing Director 

of Imperial Reederei & Spedition. He 

has successfully run short sea shipping 

operations for many years and 

now – after handing over the reins – is 

departing into well-earned retirement. 

The focus of Imperial Reederei & 

Spedition to date has been on coastal 

W. Stevens and W. Nowak, the Managing 

Directors and Co-Partners of Amadeus. 

shipping in the traditional short sea 

runs around the North Sea and the 

Baltic, Great Britain, the Iberian 

Peninsula and the Mediterranean. 

These operations are to be expanded 

even further in the future by means of 

the collaboration. 

The opportunities for further success - 

ful growth provided by the merger are 

excellent. According to the European 

Commission in its current prognosis 

for the future, short sea shipping will 

be the fastest-growing means of transport 

up to 2020, thereby expanding 

by 59 per cent. The decision to become 

increasingly involved in short sea 

shipp ing is therefore a strategic 

challenge for the Imperial Reederei 

Group. As the market leader in Europe 

in the field of commercial inland shipping, 

it will be able to implement this 

decision with commitment in the 

years to come. 

The Amadeus Schiffahrts- und Speditions GmbH is part of the Imperial 

Reederei Group since 1st January 2008. 


5


6 I M P E R I A L 

Imperial Adjusts its Financial Year 

to International Standards 

The Imperial Logistics Inter - 

national (ILI) Group is shifting 

the end of its financial year from 

31st May to 30th June. This brings it 

into line with the group parent 

Imperial Holdings Limited. The latter, 

in turn, is moving the end of its financial 

year from 25th June back to 30th 

June. All group companies will then 

end their financial years on the same 

date. 

This move corresponds to internation - 

al standards. It produces better com - 

parability and greater transparency 

for the annual accounts. The decision 

has thus been welcomed on the capital 

markets. 

The conversion will mean extra work 

for some companies in the ILI Group: 


Nicole A. 

Müller-Natanski 

Legal department 

Nicole Müller-Natanski joined the Legal department at 

Imperial Logistics International GmbH (ILI) on 1st May 

2007. The graduate in commercial law worked for a re - 

putable lawyers' office in the district of Kleve for many 

years, then as an assistant to management in a company 

in NRW. In addition, she has been a lecturer for some 

years now at private educational institutions, including 

the Educational Society of Universities for Economics & 

Management (FOM), Faculty of Law, and also works as 

an examiner for the Chamber of Lawyers in Düsseldorf. 

Nicole Müller-Natanski, mother of a thirteen-year old 

daughter, says: “At ILI I will be primarily concerned with 

contract, traffic and transport law.” 

Two complete sets of accounts need to 

be compiled in Germany and Poland 

because a financial year there may not 

be longer than twelve months. This, 

however, is allowed in the Nether - 

lands, Belgium and France, so that the 

group companies there still only need 

to prepare one set of accounts this 

year. 

One thing is clear: There will be less 

than one month available to compile 

Personnel 

the additional accounts. The prepar - 

ations are even now in full swing. The 

new closing date for the accounts will 

already be self-evident by next year. 

Further information is available from: 

Reimund Kuche, Head of Group 

Accounting and Controlling 

+49 203 8005-228 

Uwe Pauli 

Auditing 

! 

Uwe Pauli took over as the new head of Internal Auditing 

at Imperial Logistics International GmbH (ILI) on 1st 

January 2008. The 41-year old graduate in business 

studies previously worked for Exel Services GmbH, and 

had been responsible for the EMEA Region in Internal 

Auditing since 2005. After the takeover by Deutsche Post 

AG at the end of 2005, Mr Pauli moved to the Logistics/ 

Express Germany division in 2006. The change to ILI 

keeps Mr Pauli in the same industry: “Even whilst I was 

studying in Dortmund I worked for a carrier. The logis - 

tics sector has always featured prominently throughout 

my career.” The father of two children prefers to spend 

his free time with his family.


citi run 2008: Become a 

Member of the ILI Team 

The starter's gun for the 4th 

Duisburg citi run sounds on 14th 

August 2008. The runners take 

on a course of 5.5 kilometres through 

Duisburg city centre and around the 

inland harbour. The largest running 

event for companies and associations 

in the Ruhr features an attract ive range 

of side events and a big After-Run 

party. The citi run will thus again not 

only attract numerous runners, but 

also several thousand spectators. As in 

the previous year, Imperial Logistics 

International GmbH (ILI) is one of the 

premium sponsors of the event. 

Why not join in? As a spectator or even 

as a runner yourself! You can form an 

ILI team together with your work 

colleagues. “The run is unique every 

year”, enthuses Wolfgang Naroska, 

one of the experienced ILI runners. 

“With the spectators urging us on, the 

atmosphere, support from col leagues 

during the run – it's simply great 

fun!” The joint effort in 2007 led to 

success: One of the ILI runners 

came under the top ten from the 

2300 participants. 

If you, too, would like to take part 

in the citi run, please register by 

2nd June 2008 with the Marketing 

department by phoning +49 203 

8005-290. 

I M P E R I A L 


7


8 I M P E R I A L R E E D E R E I 

Qualifications 

Required on Board 

The Imperial Reederei Group relies on a highly qualified, motivated workforce 

for its modern fleet of ships. 225 employees currently work on the 

tankers, cargo barges and push boats belonging to the Imperial Reederei 

Group. 

Where push boat shipping is 

concerned, some 90 people 

are currently employed 

around the clock on the point-to-point 

push boats run by Imperial Schiffahrt 

GmbH. The crew varies between six 

and seven members, depending on 

whether the boat is pushing four or six 

lighters. The crews of the tankers run 

by WIJGULA Wijnhoff & Van Gulpen & 

Larsen B.V., the cargo barges of Nieder - 

sächsische Befrachtungs gesell schaft 

(NVG) and Imperial Reederei & Spedi - 

tion GmbH and the harbour tugs be - 

longing to Imperial Schiffahrt are similarly 

in constant deployment, referred 

to by insiders as “continuous shipping”, 

regardless of whatever weather conditions. 

Apart from constantly expanding and 

modernising their fleets, the com - 

panies in the Imperial Reederei Group 

rely on well qualified ship's personnel 

to fulfil the stringent requirements of 

their customers with regard to the 

safety, punctuality and reliability of 

the transports. 

The basis for these qualifications is the 

three-year dual training course for 

inland shipping. There are currently 

20 young men in fixed training pos - 

itions. The apprentices get to know all 

the types of ships deployed by the 

Imperial Reederei Group during their 

training by means of a rotating work 

roster. This means that they are well 

prepared for the practical part of their 

work as sailors, whether this be on a 

pusher convoy or on a tanker barge. 

The theoretical part of the course is 

taught at the Rhein nautical vocational 

college in Duisburg in the form of 

blocks of approximately three months 

in each year of training. 

Sailors from all over Germany met up in Rostock for the training course on fire protection. 


Apart from recruiting new workers, 

great significance is attached to the 

further training of the ships’ personnel 

in the human resources work of the 

companies in the Imperial Reederei 

Group. This includes not only courses 

to qualify as a ship's captain and to ex - 

tend the papers as a matter of course, 

but also continuous further training in 

handling and transporting our custom - 

er’s goods. Particularly worthy of 

mention here are the advanced train - 

ing courses for chemicals and petro l - 

eum goods. A further focus is on safety 

on board. 

In the meantime, the annual “skippers' 

meetings” have become a permanent 

fixture in the calendar of the captains 

who sail all kinds of vessels along 

European waterways for the Imperial 

Reederei Group. An interesting framework 

programme here presents the 

opportunity to look at broader topics. 

Further important aspects are the 

mutual exchange of experiences and 

the informative talks with management 

and the Planning & Scheduling 

and Technical Shipping departments 

with the aim of constantly reviewing 

internal and external work processes 

and, if necessary, improving these. 

This underlines the team philosophy 

at the Imperial Reederei Group which 

includes both highly motivated crews 

and well run office systems.


I M P E R I A L R E E D E R E I 

TMS “Synthese 14“ 

The TMS “Synthese 14” was put into service at an inaugural ceremony in 

Krimpen on the Ijssel in June 2007. The double-hulled tanker was built to 

the state-of-the-art and is operated by the WIJGULA Wijnhoff & Van Gulpen 

& Larsen B.V. shipping company, a subsidiary of the Imperial Reederei 

Group. The “Synthese 14” is able to carry 2036 tons and will sail along 

the various waterways of Western Europe, as do all the vessels belonging 

to the Dutch shipping company. 

The TMS “Synthese 14” was de - 

livered nine months after her 

sister ship, the “Synthese 12”. 

The ultra modern ship was officially 

christened at the inaugural ceremony 

under the supervision of the ship's 

godmother Karin Bellmer, the wife of 

the management board chairman of 

Imperial Reederei GmbH. The vessel 

has since been in continuous oper - 

ation for WIJGULA. 

The motorized tanker is 86 metres 

long, 11.40 metres wide and has a 

Johannes Merkert 

took on the position of Directeur 

Géneral at Transest S.A.S., a sub - 

sidiary of Imperial Reederei GmbH, 

in December 2007 and is to 

succeed Gérard Beck on 1st June 

2008. Mr Merkert previously 

worked as an executive secretary 

at Gebr. Väth KG in Würzburg for 

several years, where he was responsible 

for shipping, harbour 

operations and personnel. The 39year 

old is married and has two 

children. In his spare time he likes 

to go skiing, he reads a lot and is a 

committed Francophile. 

draught of 3.36 metres. The carcass of 

the ship was built at the Begej Wharf 

in Zrenjanin in Serbia, which special - 

ises in the construction of tankers such 

as the “Synthese” ships. The hull was 

taken to the Netherlands 

for the final fittings. 

Personnel 

Antoinette van de Pol 

joined the management of Imperial 

Shipping GmbH, a subsidiary of 

Imperial Reederei GmbH, on 1st 

January 2008. The 42-year old will 

continue to work at WIJGULA 

Wijnhoff & Van Gulpen & Larsen, 

another subsidiary of the Imperial 

Reederei Group, as quality man - 

ager and head of the Personnel 

department. Ms van de Pol is 

married and gets around a lot in 

her spare time – whether this be 

through travel, sport or with her 

dog. 

The ship is deployed for various cus - 

tom ers in the chemicals and metal 

industries and can transport both 

acids and lyes as well as explosive and 

toxic liquids. 

The shipping company WIJGULA is 

based in Druten in the Netherlands 

and specialises in the transport of 

liquids. Its fleet includes 42 modern 

tankers of various sizes and fittings. 

The “Synthese 14” is the latest 

addition to Wijgula's fleet of tanker 

barges. 

Dietmar Steinbüchel 

Powers of proxy were issued to 

Dietmar Steinbüchel on 1st Decem - 

ber 2007. The trained freight forwarding 

officer joined Imperial 

Reederei & Spedition GmbH, a 

subsidiary of Imperial Reederei 

GmbH, in 2005 from EWT 

Schiffahrtsgesellschaft. He is 

responsible there for planning & 

scheduling/freight cargo/acquisi - 

tion for Rhine shipping. 


9


10 I M P E R I A L R E E D E R E I 

The Most Powerful Push Boat on the 

Rhine Sails for Imperial Schiffahrt GmbH 

Imperial Schiffahrt GmbH purchased the push boat previously known under the name “A. Auberger” from the 

French shipping line CFNR on 7th December 2007 as part of its ambitious investment programme. The push boat 

was promptly renamed “Herkules II” and now bears the signal colours of the Imperial Reederei Group. 

The most powerful point-to-point push boat on the Rhine bears the colours of the Imperial Reederei Group. 

The ship is 40 metres long, 13 metres 

wide and has a draught of 

1.90 metres. The “Herkules II” 

will be deployed in future on the continuous 

run to Duisburg-Huckingen for 

the new supply contract concerning 

800,000 tons of injection coal each year 

for the Krupp Mannesmann foundry 

works (HKM). Six push lighters are also 

currently being constructed in Poland 

for this purpose. 

After an intensive, two-week conver - 

sion at the Meiderich Wharf and by the 

Kleinholz company, the “Herkules II” is 

now resplendent in the familiar colours 

of the Imperial Reederei Group. The 

fact that the push boat was able to be 

brought up to the high standards of 

Imperial Schiffahrt's fleet was particu- 


larly due to the hard work of the 

newly composed crew, who supported 

the conversion work around the clock. 

The vessel was not only given a new 

coat of paint, the complete mess and 

living quarters for the crew were also 

modernised and the bridge fitted with 

the latest nautical equipment. 

Its Deutz engines with over 6000 HP 

output provide the “Herkules II” with 

the greatest pushing power on the 

Rhine. At a potential pushing tonnage 

of over 17,000 tons, the push boat will 

sail between the sea ports in the 

Netherlands and the Rhine harbours 

in the Dutch and German hinterlands 

to help meet the ever growing requirements 

of the clients of Imperial 

Schiffahrt GmbH. 

Alongside the nine point-to-point push 

boats which all bear the name 

“Herkules”, the shipping line's fleet 

also includes two harbour tugs, almost 

80 push lighters and the passenger 

ship “Franz Haniel 14”. Imperial 

Schiffahrt GmbH thereby offers one of 

the largest push boat fleets available 

on the European market. The Duis - 

burg-based company will thus con - 

tinue to serve its customers in future 

as an efficient and expert provider of 

transport services. 

We wish the “Herkules II” and its crew 

bon voyage at all times and hope that 

it will always have a hand's width of 

water under its keel.


I M P E R I A L R E E D E R E I 

Organisation, Insurance and Liability 

for Transports by Inland Waterway at 

the Centre of the CMNI Meeting 

The focus was on the “Contract de Transport Merchandise en Navigation Interiéur“ (CMNI) plus questions of 

liability and insurance in inland waterway shipping at an event arranged by Imperial Reederei GmbH on 

27th October 2007. 

The CMNI, in English the “Budapest 

Convention on the Contract for 

the Carriage of Goods by Inland 

Waterway Shipping”, has to date been 

ratified by Bulgaria, Croatia, Luxem - 

bourg, the Netherlands, Romania, the 

Russian Federation, Switzerland, the 

Czech Republic, France and Slovakia. It 

is also in effect on German waterways 

since 1st November 2007 and it changes 

the daily work of shipping and logistics 

companies. At the end of October 2007, 

more than 70 employees of Imperial 

Reederei GmbH and its subsidiaries 

found out about how the CMNI affects 

their work. 

The convention applies to all commer - 

cial, cross-border transports of goods 

when the loading harbour or place of 

takeover and the unloading harbour or 

point of delivery are situated in two 

different countries. The member states 

can nevertheless exclude individual 

waterways from the scope of the CMNI. 

The contract furthermore only applies 

to freight, yet not to towing and pushing 

contracts. 

The agenda for the event also included 

questions of liability and insurance in 

the organisation of transports by inland 

waterways. Among other things, Udo 

Griewatz and Stefan Rogge from Regent 

Insurance Brokers (Europe) GmbH in - 

formed the participants about the dif - 

ferent types of insurance and the costs 

to be expected in a case of damage. 

They additionally demonstrated the 

way Regent works using a case study 

Over 70 employees of the Imperial Reederei Group found out about the CMNI. 

Regent Europe explains the types of 

insurance. 

taken from practice, the sinking of the 

MS Allegro on 22nd March 2007. The 

company has functioned as “companybound” 

insurance broker for Imperial 

Logistics International GmbH since the 

end of 2001 and also for the Imperial 

Reederei Group since 2004. 


11


12 P A N O P A 

Gillhuber Continues to Be a Premium 

Partner for Transports Between 

Germany and Great Britain 

Gillhuber Logistik GmbH has helped to ensure that cars can be successfully produced in Great Britain for more 

than two years now. As part of the exclusive Premium Network operated by a well-known German car maker 

based in the southern part of Germany, Gillhuber delivers components both to a spare parts warehouse and 

several production works in Great Britain. This flourishing collaboration is to be set forth in future. 

Gillhuber Logistik GmbH, a company 

owned by Imperial 

Logistics International GmbH, 

has been part of the Premium Network 

run by the automobile manufacturer 

since 2005. The previous contract was 

put out to tender once more with effect 

to 1st November 2007 and was again 

awarded to Gillhuber. This means that 

the company will continue to supply 

the British spare parts warehouse in 

Bracknell near London and other lo - 

cations. 

Gillhuber furthermore supplies the 

production works in Swindon and 

Oxford with parts from other plants 

and from European system suppliers. 

Guido Roth, managing director of 

Gillhuber Logistik GmbH, says: “These 

two sites give us an excellent local presence, 

so that we are able to offer our 

customer the best possible logistics 

and create the means for cost-saving 

just-in-time and just-in-sequence de - 

livery services.” 

The Premium Network was launched 

with the aim of simplifying and unifying 

the logistics processes. The work 

concentrates on sensitive, just-in-time 

transports between the sites in 

Germany and Great Britain. Yet this 

route presents a particular challenge 

for just-in-time deliveries: In par - 

ticular, crossing the Channel is an 

incalcul able factor due to the weather. 

Gillhuber receives a collective call-up 

order each day for the warehouse in 

Bracknell and provides the number of 

trucks and trailers required at the central 

stores in Bavaria. The system 


“Whoever stops 

improving has stopped 

being good.” 

Philip Rosenthal, Businessman 

suppliers who provide parts for the 

production works announce their de - 

liveries a day in advance. Gillhuber 

makes the according arrangements, 

collects the shipments of several suppliers 

and transports these to England. 

Guido Roth: “We're able to react flex - 

ibly and can swap trailers, for instance, 

where urgent goods are concerned. 

This involves changing the towing ve - 

hicles twice along the route to shorten 

the journey time.” Production in Great 

Britain has been stepped up consider - 

ably in recent years. Guido Roth: “As a 

part of this exclusive network, 

we are able to grow with our 

customers: The majority of the 

85 new tractive machines that 

we are currently bringing into 

operation will be deployed for 

the runs to Great Britain.” In the 

meantime, more than 100 trucks 

are underway between Ger - 

many and Great Britain every 

day. 

The 85 new tractive machines 

demonstrate Gillhuber's commitment 

to modernising and ex - 

pand ing its own fleet of trailers. 

150 brand new mega-trailers had al - 

ready been acquired in 2007. The company 

is thereby keeping ahead of the 

special requirements of the market. 

The newly acquired vehicles are powered 

by 440 HP engines, in accordance with 

the Euro-5 exhaust gas standard, and 

fitted with the latest telematic sys - 

tems. “This enables us to transmit 

planning and scheduling information 

to the driver via the GPS system. The 

driver, in turn, can communicate with 

the central office by GPS”, explains Mr 

Roth. 

Some of these vehicles have already 

been delivered. The rest are to follow 

over the next few months. Gillhuber is 

thus investing in the future.


Panopa Assumes Fleet 

Management for Protection One 

Panopa Logistik GmbH assumed 

the fleet management tasks for 

Protection One GmbH as from 

Human Resources News 

1st March 2008. Protection One, based 

in Meerbusch, installs and operates 

monitoring systems as a security ser - 

Language Courses now Internationally Certified 

Panopa Logistik GmbH has offered foreign language courses to its staff for many 

years now. Recently the teaching has been focussed on certified language 

courses. 

French, Spanish and English, these languages dominate the world. English, above 

all, is becoming ever more important for the staff at Panopa and the whole of the 

Imperial Logistics International (ILI) Group. For this reason, Panopa converted its 

language training to recognised certificates for business English from November 

2006 to December 2007. There was a “Skill Audit Certificate” for beginners and 

the “LCCI Certificate” at intermediate level. Participants who successfully complete 

the advanced course were awarded the “Cambridge Certificate”. 

We congratulate all those at Panopa and ILI who took part. These courses will be 

on offer again in autumn. 

Panopa Looks after the Health of its Workforce 

Staff at Panopa Logistik GmbH successfully completed a ten-week training course 

under the title “Back care school” during Autumn 2007. Exercises to relieve the 

backbone and the “correct way to sit and lift” showed the participants how they 

can take care of their backs whilst at work. 

The health of the workforce is a prime concern at Panopa. Flu injections – as a 

major component in the company's internal health care scheme – were therefore 

again available to staff at Panopa. 21 employees took advantage of this in October 

2007 and thus sailed through the winter in good health. 

P A N O P A 

vice for commercial properties. It is 

the leader in the field of acoustic and 

visual remote monitoring of buildings 

in Germany. 

Panopa now manages the fleet of some 

50 cars and delivery vans. Its range of 

services extends from the management 

of leased vehicles through to 

administering fuel cards. The complete 

process of procuring new vehicles – 

from the initial offer to ordering, regis - 

tration and delivery through to 

monthly reporting and billing – 

rounds of the service spectrum of 

Panopa's Fleet Management department. 

Panopa's Fleet Management department 

currently manages around 850 

vehicles. Of these, some 50 per cent 

belongs to the Imperial Logistics 

International Group. The other half is 

owned by third party customers. 

Further information is available from: 

Helmut Schniederjohann, Head of 

Department Automobile Logistics 

+49 203 8005-172 

www.panopa-flottenmanagement.de 


13


14 P A N O P A 

Panopa’s Expertise in Steel Logistics 

Gains Recognition 

Panopa Logistik GmbH is organising onward transports of steel between Belgium, Luxembourg, Germany and 

Eastern Europe on behalf of an international steel producer. The recent invitation to tender was won by Panopa in 

the face of stiff competition from serious rivals in Germany, Belgium and the Netherlands. 

The order involves shipments 

from Belgium, or to be precise 

from Liege (region of Wallonia) 

and from Geel (near Antwerp), and 

also from Bremen. A decisive factor in 

winning the invitation to tender was 

the decades of experience that Panopa 

has in steel logistics: “We know steel as 

a product from our storage management 

operations and as a transport 

firm”, explains Thorsten Domke, head 

of the Central Transport Organisation 

department in Duisburg, “and Panopa 

has a good reputation among Euro - 

pean steel producers.” The transport 

routes which start in Liege and Geel 

run through the Ruhr, to Lower 

Saxony and the new German states in 

the East. Liege is furthermore the 

start ing point for shipments to Eastern 

Europe. Around 90 per cent of the 

transports consists of steel coils for the 

automotive industry and some 10 per 

cent of sectional steel from Luxem - 

bourg. Open trucks are used to transport 

the sectional steel, with extend - 

able, telescopic semi-trailers for lengths 

up to 22 metres. The coils, in contrast, 

are moved by vehicles with special 

coil-holding hollows. 

Panopa took over the transports to 

Germany on 1st August 2007 and the 

deliveries to Eastern Europe as from 

1st January 2008. A fruitful collabor - 

ation stretching back many years is 

thus being set forth: Panopa's Central 

Transport Organisation department 

has been working together with the 

steel producer ever since 1994. The 

tonnage has been continually in - 

creased over the course of the years. 

The eastward extension of the EU, in 

particular, has opened up new opportunities, 

which Panopa is eagerly 

exploiting. The broader cooperation 

will raise the overall scope of shipments 

by 35,000 tons per annum. 

Focus on the “Panopa Strategy 2010” 

at the Panopa Annual Meeting 2007 

2010 

The future strategic alignment of 

Panopa Logistik GmbH was the 

main topic at Panopa's 17th 

annual meeting on 7th December 2007 

in the Mercator Hall in Duisburg. 

Dr. Andreas Hucht, head of the 

Planning and Consultation department, 

kicked off by presenting a paper 

entitled the “Panopa Strategy 2010” on 

behalf of an in-house work group composed 

for the purpose. Among the ques- 

tions discussed by the employees in 

the interdisciplinary workshops that 

followed was that of which fields 


Panopa should particularly concen - 

trate on in future. The colleagues fur - 

thermore talked about how further 

synergies could be reaped within the 

company and in which areas. 

Over 80 per cent of staff subsequently 

thought that it was a good idea to discuss 

such topics in a workshop format. 

This positive feedback was also re flect - 

ed in the results from the afternoon. 

“We were delighted with the ideas and 

presentations that emerged from the 

workshops”, declared Heinz-Gerd 

Sprenger, chairman of the management 

board. For this reason, the company 

will continue with its policy of 

refining future corporate strategy 

together with the employees in work - 

shops. A further meeting was held in 

February to build upon the useful 

work started in December. 

A high level of commitment and support 

from all members of staff will 

lastly be a decisive factor in the successful 

implementation of the “Panopa 

Strategy 2010”.


June 2008 is the big day: 

After a project time of just 

27th 

fourteen months, Panopa 

Logistik GmbH will then open its new 

central spare parts warehouse in 

Herten with an area of 25,000 square 

metres. Some 80,000 articles of all 

shapes and sizes will be stocked there, 

from tiny screws to large agricultural 

machines. An office building almost 

1000 square metres in size is likewise 

virtually finished. The final accept - 

ance date is scheduled for 30th April. 

In order not to hinder the on-going 

P A N O P A 

New Central Spare Parts Ware - 

house to Open Shortly in Herten 

We Congratulate 

35 years of service 

Edeltraud Grei 

Eisenhüttenstadt 

Marianne Schönfeld 


Peter Wagner 


work in the Spare Parts Logistics 

Centre in Dortmund, which will con - 

tinue to operate, Panopa can only re - 

locate at night and at the weekends. 

The 80,000 articles, 75,000 small load 

containers and 25,000 palettes stored 

to date in Dortmund must be moved to 

Herten. This huge logistical challenge 

is to be mastered in just two months. 

Customers will then benefit from two 

independent spare parts logistics 

centres in Dortmund and Herten. 

The official opening ceremony will be 

held on 23rd October 2008. 


15


16 

N E S K A 

neska Head Office – A Service 

Provider for All 

Duisburg, Kasteelstraße 2: That is the home of neska's head office and the place where the company's management 

board is based. A total of six departments with 23 employees and two trainees administer and support the 

companies in the neska group from here. The neska Personnel and IT departments have their offices nearby in 

Ruhrort Harbour, Kiffward 6-20. 

l. to r.: Stefan Berger, Philipp Bartels, Jörg Hörter, Marlies Haack, Heinz Bartels, Edith Poschmann, Heinz Andrae, 

Raimund Vollmer, Waltraud Krahn, Heike Krapp, Silvia Preuss-Reimann, Michael Kreuzkam, Marcus Banse, Nadine Belz and 

Angelika Amir 

The management board bears the 

overall responsibility for the 

neska branches and companies 

in the neska group. Apart from general 

management duties, a particular responsibility 

is to steer the strategic alignment 

of the business with skill and 

fortune via short decision-making 

paths. That is why the ever growing 

corporate structure is divided between 

Heinz Bartels, Karlheinz Klee and 

Hans-Peter Wieland. Mr Bartels is not 

only chairman of the management 

board at neska, but also a member of 

the management board at Imperial 

Logistics International GmbH (ILI) and 

oversees the head office. Together with 

his colleague Mr Klee, he addition ally 

controls the handling operations for 

conventional piece and bulk goods. 

Mr Wieland, a member of neska's 

manage ment board since 2005, bears 

the overall responsibility for the de - 

velopment of container terminals and 


for the ever more important market 

segment of intermodal respectively 

container traffic. 

Personnel 

Power of attorney was issued to 

Bettina Lichtenberger for the 

neska branch in Mannheim with 

effect from 1st June 2007. 


Andreas Wolpers, head of the 

Technical department at Laabs 

GmbH, with effect from 1st 

December 2007. 


Nicole Sukop, assistant in the 

Management/Personnel department 

at Laabs GmbH, with effect 

from 1st December 2007. 

In the Quality/Organisation/Adminis - 

tration department, Heinz Andrae 

attends to the management systems of 

neska, for example the quality system 

as well as environmental and risk 

management. The Internal Control 

Standards (IKS) were also defined 

here. These regulate the work proced - 

ures and responsibilities in the 

Accounts department and, among 

other things, contain guidelines for the 

cash office. Brochures, image films 

and the neska pages in the Imperial 

News are furthermore compiled here. 

Waltraud Krahn and Heike Krapp in 

the secretarial office not only deal 

with the settlement of travel expenses, 

cost invoicing and contract control, 

but also arrange the appointments and 

travel planning of the management 

board. 

A further central department at head 

office is Personnel. This is not only an 

internal service provider for ILI and


Terminal Expansion for CTS in Cologne Harbour 

Container Terminal GmbH (CTS), a subsidiary of neska Schiffahrts- und Spedi - 

tionskontor GmbH, can further expand its Rhine-Sea-Land service in Cologne- 

Niehl Harbour. The free storage space is now being extended by 20,000 to 

150,000 square metres to further improve the handling of trimodal traffic. 

The urgently required free space was created on the grounds of Cologne 

Harbour by demolishing unused halls belonging to the neska branch there. 

the Imperial Reederei Group, but also 

has external customers. “We see 

human resources as a dedicated service 

function and have been marketing this 

segment to third parties with increas - 

ing success”, explains Raimund 

Vollmer, Head of Department. A so - 

phis ticated software assists in wage 

settlements and administrative work. 

An invoicing department books the 

transactions and thus creates trans - 

parency in the business. That is done 

by Martin Ophuisen and Stefan Berger 

with their three colleagues. Alongside 

routine activities, such as posting 

business transactions, monitoring the 

receipt of payments or preparing the 

end-of-month accounts, a balance 

sheet is also prepared here every 

month. This is because the group's 

parent company requires prompt and 

comprehensive information concern - 

ing the financial development of the 

Imperial companies. Whether monthly 

reports, forecasts or budgets: The 

figures are prepared here accordingly 

and reported to the central Imperial 

Controlling Office. 

The IT department supports the loca - 

tions in all relevant questions. 

Procuring and administering hardware 

and software, data protection 

and security, planning and supervising 

IT systems are just some of the tasks 

undertaken by Jörg Hörter and his 

team. The growing importance of IT in 

the operative business is shown by the 

increasing numbers of customer hookins 

via individual and standard interfaces. 

Customer bonding is literally 

promoted here by the paperless 

exchange of data. 

The IT department has furthermore 

served as a training office for the last 

three years. Young people are trained 

here to become IT communication 

engineers. 

Nowadays neska also recruits university 

graduates, such as Philippus 

Nielsch and Torben Wohland. They are 

to be deployed in the locations where 

they can get to know the processes and 

become closely involved in projects in 

the logistics business. “The aim is to 

prepare the trainees for management 

positions at neska”, explains Mr 

Bartels. “If they prove themselves 

during this time, they can make their 

careers with us.“ 

The opportunities will certainly be 

there: neska is growing and the re - 

quire ments on the head office are likewise 

increasing. It therefore intends to 

further expand its position as a ser vice 

provider within the company. Mr 

Bartels explains: “We as head office 

want to offer yet greater support to the 

locations in their successful work.” 

N E S K A 17 

IN A NUTSHELL 

IT Relocation 

The IT department at neska 

Schiffahrts- und Speditionskontor 

GmbH moved to new premises in 

Duisburg Harbour in Autumn 

2007. Kiffward 6-20 is now the 

address. The new location is perfect: 

The technical equipment can 

be fully housed in a separate 

server room. That makes the overall 

administration much easier. 

The complete IT systems at neska 

are controlled from the new facil - 

ities by department head Jörg 

Hörter plus four members of staff 

and two trainees. They further - 

more support their colleagues in 

all questions concerning computers 

and IT. 

Quality System 

introduced 

The TÜV Rheinland has certified a 

comprehensive, process-oriented 

quality system for Pohl & Co. 

GmbH, Hamburg, and Rhein-Ruhr 

Bulk Terminal (RBT) in Duisburg. 

Both companies were certified to 

the standards of the ISO Norm 

9001:2000 in mid-January 2008. 

The Norm is recognised throughout 

the world and is regarded as 

proof of the development, deployment 

and continuous improvement 

of the quality system. Pohl & 

Co. and RBT started the implementation 

early in 2007. 

Imperial News 1/2008


18 

I M P E R I A L S O U T H A F R I C A 

Last Farewell to Bill Lynch 

Bill Lynch, Chief Executive Officer (CEO) of Imperial Holdings Limited for many years, passed away on 

21st January 2008 after a serious illness at the age of 64. Imperial Holdings developed under his leader - 

ship into what it is today: A respected and successful global business. Bill Lynch was awarded the sought 

after title of “World Entrepreneur of the Year” in 2006 for his exemplary management skills. 

Bill Lynch determined the success story at 

Imperial, particularly with his individual man - 

agement style oriented to people. This united high 

expertise with a great trust shown towards customers, 

suppliers and staff. 

He gave those around him the feeling that he trusted 

them and that he wanted to take on the future with 

them. Bill Lynch primarily relied on the self-responsi - 

bility of his workers and he was firmly convinced that 

growth has its origins in the freedom enjoyed by in - 

dividuals to make decisions. His motto “Act rather than 

talk!” is a reflection of this. He was sure that “A lot of 

people have ideas, yet don't bring them to fruition.” 

These exceptional management qualities, his inspired 

visions and ambitious targets won him the renowned 

title of “World Entrepreneur of the Year” in 2006 from 

the auditing company Ernst & Young. The jury judged 

Bill Lynch to be the epitome of an entrepreneur. He 

started off with nothing, but over the next 30 years led 

the company from one triumph to the next. 

Sad news reached us shortly before going to press. 

Leslie Boyd, Supervisory Board chairman at 

Imperial Holdings Limited, died suddenly on 28th 

March 2008 after a short illness. Leslie Boyd had been 

chairman of the Supervisory Board since 2001 and 

knew the European and international financial markets 

inside out. 

He was co-founder of the “South African Chamber of 

Business” in 1990, the members of which include the 

150 largest companies in South Africa. In 1999/2000 he 

was President of the “South Africa Foundation” (re - 


Bill Lynch grew up in Ireland. In 1971, at the age of 27, 

he and his wife Ann emigrated to South Africa where 

he joined the Imperial Motors vehicle dealership. 

Mr Lynch's strategic management, aided by numerous 

takeovers, turned the car dealership business into a 

corporation that nowadays provides services in vehicle 

trading, logistics, transport and tourism. Around 44,000 

employees in three continents today generate a turn - 

over of around 65 billion Rand. 

Bill Lynch stepped down from the operative management 

of the company on 4th July last year for reasons 

of health, and passed the daily business on to the then 

general manager Hubert Brody. Bill Lynch nevertheless 

continued to assist Hubert Brody and the management 

team with advice drawn from all his experience and 

knowledge. 

Bill Lynch stamped his personality onto Imperial Holdings. 

His business credo – concentration on the essentials 

and customer-oriented thinking as a prerequis ite for 

success – lives on as our corporate philosophy. 

Last Farewell to Leslie Boyd 

named in 2005 as “Business Leadership South Africa”). 

The South African was highly respected for his exper - 

tise and specialist knowledge by colleagues and busi - 

ness partners alike. 

As chairman of the Supervisory Board of Imperial 

Holdings Limited, he was also able to contribute his 

many years of professional experience to the logistics 

sector. He also visited the Imperial Logistics Inter - 

national Group in Duisburg as chairman, the positive 

development of which he had always supported. 

Leslie Boyd passed away at the age of 71.


I M P E R I A L S O U T H A F R I C A 

From a Filling Station to a 

Global Player – How it all Began 

Imperial Holdings Limited is characterised both by continuous growth and by continuity of management. In this 

interview, Gerhard Riemann, Executive Director of Imperial Holdings and Chief Executive Officer of Imperial 

Logistics International GmbH, gives an insight into the impressive development of the business. 

Imperial Holdings Limited has only 

been around for 50 years, yet has 

since developed into an internation - 

ally operating corporation with 

around 44,000 employees. How has 

this been possible in such a short 

time? 

Imperial Holdings has its roots in a 

filling station in South Africa. A certain 

Percy Abelkop first sold petrol there and 

repaired cars. The enterprise continued 

to grow over the course of time: He 

began selling used vehicles and soon 

afterwards new ones. New vehicles 

nevertheless need to be financed and 

insured. Percy therefore offered these 

services, too. Always oriented to the 

needs of customers, he thus constantly 

expanded his business. So Imperial 

Holdings arose from quite humble be - 

ginn ings. 

Can the corporation of today be compared 

with the filling station of 

yesterday? 

Yes. It all belongs to Imperial Holdings as 

before – although nowadays, of course, 

in another dimension. Last year Imperial 

Holdings sold around 200,000 vehicles 

and is the largest automotive dealer in 

South Africa. As in the past, this also 

includes repair shops. We are also the 

largest car rental operator in the Cape 

and a major leasing agent for cars. Over 

the course of the years, the vehicle financing 

business led to the establishment of 

the Imperial Bank, a property financer, 

whilst a significant, international insur - 

ance company developed alongside this. 

The logistics and transport sector likewise 

grew in parallel. 

To what is the impressive development 

attributable? 

The main impetus came in the last 35 

years, once Bill Lynch had joined the 

company. Right from the start, his strate- 

gic decision-making helped to contin u - 

ally expand the business – first in South 

Africa, then increasingly abroad. The 

decentralised corporate structure, which 

has always been a characteristic feature, 

was nevertheless maintained. 

How did Imperial Holdings find its 

way to Germany in 1999? 

Imperial Holdings had been very success - 

ful in its fields of business in the 1990s. 

Yet by then, the business had become so 

big that opportunities for growth in 

South Africa in certain fields were limit - 

ed. Imperial Holdings therefore began to 

look abroad for potential acquisitions. 

We, as nestrans Logistik GmbH and part 

of ThyssenKrupp AG, were a suitable 

candidate. The company and the phil - 

osophy of the management working here 

fitted in with Imperial Holdings. 

What kind of a philosophy was that? 

The chemistry between the people was 

right. We discovered that we saw and 

dealt with a lot of things in the same way 

– even though we didn't know each 

other. That naturally creates trust. The 

philosophy of a service provider close to 

its customers was just as important for 

us as it was in South Africa. 

So you moved to Imperial Holdings, 

too? 

Yes, I changed to Imperial Holdings at 

the express request of Bill Lynch. And as 

the remaining management also all 

moved and have remained to this day, we 

were able to set forth the business seamlessly. 

A successful change also depends 

upon a motivated workforce who 

have trust. How have the employees 

responded to the change? 

The complete management team made 

the move. That was naturally an impor- 

tant sign for the workforce: “Nothing has 

changed at the top, so hopefully it's 

business as normal.” 

A decisive factor was the trust placed in 

us by Imperial Holdings: Management 

and staff were treated as experts, the lo - 

cal knowledge and functioning structures 

were used and retained. We were, and still 

are, able to develop independently. This 

has obviously provided an incentive and 

motivated everyone. The same still 

applies today because Imperial Holdings 

continues to be a fully decentralised 

organisation. With 44,000 em ployees and 

a turnover of around 65 billion Rand, the 

head office of the holding company in 

Johannesburg still only em ploys some 30 

staff. In view of this de centralised 

approach, the progress we've made here 

in Germany is therefore attributable, in 

the main, to our own initiatives. 

How do you see the future of 

Imperial Holdings? 

When I first got to know Bill Lynch, he 

told me he wanted Imperial South Africa 

to grow at a rate of at least 25 per cent 

each year. After catching my breath, I 

asked: “That's all very well to have such 

a target, but what do you achieve in practice?” 

He replied: “Always more, actually.” 

And that's how it was, that's been the 

development of Imperial Holdings. We 

have a get-things-done philosophy, mean - 

ing that we have ambitious growth targets 

for the whole group – through operative 

expansion and via acquisitions. The 

main thrust here will be in our core 

business. Here in Europe we want to 

triple our turnover and profit over the 

medium to long-term. 

But one thing that will not change is the 

corporate policy of decentralisation, also 

one of the legacies of Bill Lynch. With 

Hubert Brody as the new CEO, it is safe 

to assume that Imperial Holdings will 

continue down the path to success. 


19


Imperial Logistics International GmbH 

Kasteelstraße 2 

47119 Duisburg 

Germany 

Phone +49 203 8005-230 

Fax +49 203 8005-284 

E-mail: imperial@imperial-international.com 

vom Hoff Kommunikation GmbH, Düsseldorf

imperial - Panopa

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