Inside Laser - The Laser Group

An internal publication keeping the team informed, involved and updated.
The Laser Group
Level 2, Dean Street Arcade, Dean Street,
Newlands, Cape Town, South Africa
Telephone: +27 21 659 4000
Facsimile: +27 21 659 4090
Email: info@laserserv.co.za, Web: laser.co.za
From the Editor
This issue of inside Laser is filled with
news of exciting developments taking
place across the Group!
The objective of inside Laser is to share
information that is both relevant and
interesting, with all of our stakeholders.
This will ensure a better understanding
of The Laser Group and its operating
divisions and will help toward fostering a
greater sense of belonging to the Group.
On the one hand, improved
communication is associated with
enhanced employee performance,
motivation and retention. On the other, it
is also an opportunity to promote the
brand, reveal launches, campaigns or
initiatives and to advise of growth taking
place at the various divisions.
Equipped with more information, you will
have the opportunity to promote The Laser
Group in an accurate and positive manner.
We present you with the Winter edition.
Feroza Petersen
Winter 2008
In this issue
Message from the Centre
Laser strong in the face of Challenges
Time Freight launches
new corporate identity
GAC Laser moves goods
from Antwerp to Rosslyn
from Cape To China
Laser gears up for 2010
Opportunities for the Group
Dawn Wing awarded
Pursuing customer excellence
ISO 9000 and Part 108
Focus on Laser Logistics
Planning for the future
Partners expand
with global network
Giving a little hope
to children through CSR
Addressing climate change
Meet a colleague

Message from the Centre
In this segment the Group CEOs share some of The Laser Group’s highlights.
As always, it is with great pleasure that we have another opportunity to share
with you some of Laser’s highlights over the last quarter and our thoughts as to
the prospects for the months ahead.
02
CHALLENGES & OPPORTUNITY
In the last issue of Inside Laser, we briefly
referred to the challenges and opportunity
presented by a downturn in the economy.
Since then, there has been ongoing
downward pressure much of it brought
about through ‘global’ weakness. A housing
crisis in the US, rising inflation in many
countries around the world, surging food
and oil prices.
All these factors have contributed to a
less positive outlook than the one that
existed this time last year. But, whilst this
is the case, Laser is well placed under the
circumstances and will indeed be able to
grasp some of the opportunities that will
present themselves at this time.
GROUP FINANCIAL RESULTS
During the last quarter, the Group’s
financial results for the year to
31 December 2007 were finalised and
duly approved by shareholders. We are
delighted to report that the Group
matched the growth trend of previous
years (25%) and exceeded turnover and
profitability forecasts.
Whilst strong financial performance is
always an imperative, what was particularly
pleasing was that these results were
achieved at the same time that the Group
embarked on a number of initiatives that
provide for enhanced infrastructure
necessary to support the business in the
medium to long term.
Some of the ‘fruits’ from these initiatives
are noted in this publication.
IN PURSUIT OF SERVICE
EXCELLENCE
Two very important achievements this
quarter warrant special mention because
they illustrate the ongoing emphasis placed
on improved business process and the
consequential enhanced service to our
customers. Dawn Wing’s ISO 9000 (quality
control) accreditation and its pro-active
measures to comply with the more
stringent Civil Aviation regulations have
ensured that it continues to differentiate
itself from its competitors and all of this
in pursuit of service excellence.
AMBITIONS & PRIORITIES
In the last publication, we referred to
Laser’s four ‘ambitions and priorities’
(below) and we are pleased to note that
progress has been made on each of them.
1 Developing Laser into a dominant
logistics brand.
2 Developing DPD Laser into a regional
express operator with an
international outbound offering.
3 Developing GAC Laser into a
prominent contributor within
the GAC global network.
4 Developing Laser Logistics into a
more diverse ‘niche’ operator
with a substantially increased
scale of business.
There has been substantial interaction
with our international partners and
through this interaction, new and more
substantial relationships are being forged
by our people. Exposure to different and
sometimes better ways of doing things is
always a consequence of these developing
relationships. And critically, this ongoing
interaction is resulting in some notable
new business opportunities.
/ continued on page 3

...continued from page 2
FOCUS ON LASER LOGISTICS
During this quarter there has been added activity at
Laser Logistics.
Valuable time has been spent by executives on the
analysis and re-definition of the Laser Logistics ‘way
forward’. This engagement has reinforced the resolve
to add more critical mass to our existing fulfillment
offering whilst developing an enhanced capability to
support those customers seeking one logistics provider
offering multiple services. Critical to this capability
will be the provision of a ‘solutions’ based outcome.
LASER SUPPORTS 2010
World Cup 2010 is less than 2 years away now. We
have a strong sense that this event is a wonderful
opportunity for Laser to leverage internally the
excitement and expectation that it will present. Whilst
we also believe that commercial opportunity will
result, emphasis and investment will be placed to
ensure that everyone of our staff benefit in some way
or another from the event. As a South African company,
we believe we have a firm obligation to be actively
contributing to the event but even more importantly
contributing to the legacy and the benefits that should
follow post the event.
INNOVATION, COMMITMENT & PASSION
Whilst acknowledging that we are, both as individuals
and as a company, in more uncertain and less positive
economic times, we are fortunate that Laser is a
Group of established businesses served by many
exceptional people. As we lead into the typically more
active trading months, we urge you to continue to
seek ways of improving everything that we do and
more particularly, to continue doing it with the same
commitment and passion that our customers have
experienced over the last many years.
Michael Fuller & Philip Hayes
Message from the Centre
In this segment the Group CEOs share some of The Laser Group’s highlights
The Laser Group
Organogram
Mission
Laser’s mission is to be a provider of
logistics services to business operating
within and beyond the borders of South Africa through
innovative solutions,
technology and service excellence.
Management Policy
Financial
To improve the value of each shareholder’s investment.
To maintain adequate financial strength to support the
Group’s growth objectives.
Operational
To ensure that each operation strives to provide its
customers with excellent service.
Social Responsibility
To acknowledge and consciously act on our social and
environmental responsibilities.
People
To enable all employees to participate in the organisation
with a sense of accomplishment and pride.
To meet or better employment equity commitments,
maintaining at all times non discriminatory employment
practices.
Governance
To continually strive to improve the principles of corporate
governance and to maintain an organisation that adheres
to a prescribed code of ethical behaviour.
03

Group Activity: Expanding Laser
In this segment, we keep you updated on recent developments experienced at Laser.
DRIVEN to DELIVER
Time Freight’s Corporate ID refreshed
04
1984
2002
2005
2008
Illustrated above, Time Freight’s brand evolution
The impact of the company’s
driver performance and service
to customers is significant. Time
Freight’s distribution network is
one of the most competitive in
the market.
Unlike the majority of the
competition, the company’s own
operations network and drivers
represent more than half the
employee population.
In 2007, The Laser Group (Laser)
developed DPD Laser through its
partnership with GeoPost (GeoPost is
Europe’s 2nd leading road express operator)
in its Express Distribution business. This
joint venture has been a milestone in Laser’s
evolution and had a positive impact on the
Group, and in particular, Time Freight.
The launch of DPD Laser brings together
two established businesses operating in
the ‘express’ distribution market
augmenting the Group as a regional express
operator with a substantial international
offering. With this expansion comes both
regional and international development
responsibility for Laser and a real
opportunity for DPD and Laser to gain
competitor market share.
Review of Corporate Identity
Time Freight is “Driven to Deliver” and a brand
new marketing campaign is underway to
position Time Freight as a well-known regional
logistics business with dominant
representation throughout the country.
A strategic imperative for any developing
business is the ongoing assessment of the
effectiveness of its brand and corporate
identity. The establishment of DPD Laser
and the consequential ‘shared belonging’
led to a review of the logos of its operating
brands, and more recently that of Time
Freight.
Critical to formulating the brand evolution
was the brief to build on the existing brand
equity; refresh the current logos; introduce
the DPD Laser brand and create a more
simplistic “look and feel”. Etienne van
Ravesteyn, CEO of Time Freight (pictured
right) says, “Further to the above brief, the
aspects of movement, simplicity and
flexibility for change were also introduced.”
Furthermore, the drivers receive
regular feedback from customers
regarding the distribution and
service, and the company can
define and confirm its proprieties
in terms of quality and productivity
in this area.
Some measures to improve
internal dysfunctions and create
more added-value for customers
have already been implemented.
Among them the analysis of routes
to plot the best route for deliveries,
which led to streamlining the rest
of the operation; and reducing
driver working hours thereby
giving them time off to rest and
improve alertness, which also
contributes to road and driver
safety.
An illustration of the brand evolution
through the various periods of Time Freight’s
growth is shown left.
Significant investments by DPD
Laser
Over the last year, DPD Laser invested
significantly in Time Freight’s infrastructure,
with hubs opening in Mossel Bay and Cape
Town during 2007 and the purpose-built
Time Freight depot and offices at Riverhorse
Valley in Durban, opening earlier this year.
Currently the company enjoys an impressive
footprint with over 80 owned depots and
dedicated agents strategically positioned
throughout the country.
Exciting times ahead at Laser
There are exciting times ahead - the
prospective company evolution following the
shift and dedication to move closer to partner
DPD bodes well for both GeoPost and Laser
to further evolve into a stronger international
company.
Etienne van Ravesteyn with new branding
Saluting Time Freight Drivers
This quarter reports a decreased
accident rate - well done to all! David Ncwabe of Time Freight

Group Activity: Expanding Laser
In this segment we keep you updated on recent developments experienced at Laser.
Every picture tells a story...
see what’s ‘brewing’ at GAC Laser
GAC Laser leads the way to Rosslyn.
Aerial view of four tanks on the vessel whilst one of the tanks is lowered
to the truck to be transported.
GAC Laser does more than just manage freight. The company was
commissioned by the Ziemann Group to import five brewery tanks for
SAB Miller from Antwerp to Rosslyn. Each tank weighed 25 tons and
was 22m long by 6m in diameter.
Carol Holland, Terry Keegan and Yasen Khan of GAC Laser in Durban
were on site at Richard’s Bay port.. Carol says, “It took 8 hours to offload
the tanks using two 150 ton ship cranes and lots of attention to
detail. Once on the truck, the transport traveling time to Rosslyn was
about 7-10 days. Eskom and Telkom were requested to move lines where
they would risk being damaged by the tanks”.
The project entailed Forwarding from Antwerp via Zust & Bachmeier,
SA Port clearing, SARS clearance, pre-plan meetings with the vessel
agents, Stevedores, port authority, port operations, the transport fleet
owner and crane operators.
Joachim Breitenbach of Ziemann, Germany said that he was extremely
happy with the management of the project and thanked GAC Laser for
their expertise and efficiency. Carol said “The 8 months of estimating,
planning and negotiating with vessel agents, the port and crane owners
was time well spent in ensuring that operations such as these run
smoothly!”
From Cape
to China
Steel towers, Oil rigs
& Containers
5
brewery tanks
from
Antwerp to Rosslyn
Terry Keegan, Carol Holland,
Joachim Breitenbach on site in
Richard’s Bay.
Expanding in Johannesburg
GAC Laser has been investing heavily in infrastructure in
Johannesburg. Grant Palmer joined the team in January 2008
to head up the region. Grant comes with much experience
in business management, and has a combined 15 years of
service in the freight forwarding industry. Previously, Grant
was a senior executive at ZA Trans.
Nationally, GAC Laser increased the Johannesburg team
and recruited new sales executives, with experience in the
logistics industry. Along with the sales team, GAC Laser
has bolstered the back office by upskilling existing staff and
expanding the operational capacity.
A warehouse of 5 000sq.m and yard of 15 000 sq.m was commissioned and upgraded for more
than R800 000.
Administrative area refurbished
The 25 ton tank carefully being hoisted off the vessel.
Grant Palmer
Upgraded warehouse
With the huge expansion of connectivity through Africa, the company has acquired the export work for Africa Cellular
Towers. They provide steel towers to one of the biggest cell phone operators in Africa. Also in the steel sector, GAC Laser
continues to arrange the forwarding and clearing for vast quantities of highly graded quality Marine Steel for Cape Marine
Steel, which is being used for the repair and maintenance of oil rigs.
Another project recently completed was the movement of a container manufacturing plant from Atlantis in the Cape to
Tianjin in China. 58 general purpose 40 foot containers, 11 flatracks and two 40 foot open tops were moved during June.
Driven by the commitment of all GAC Laser’s employees, the company philosophy of being customer and employee centric
simultaneously promises to be a successful combination!
Visit GAC Laser’s new website: gaclaser.co.za
05

Events & Media
In this segment we share exciting information about Africa’s preparation for 2010 FIFA World Cup South Africa.
AFRICA gears up for 2010
“South Africans should treat this decision with humility
and without arrogance because we are, after all,
equal”, said Nelson Mandela after FIFA President
Blatter announced that South Africa will be staging
the world’s greatest sporting festival.
The Laser Group is proud to be a part of this
historical occasion, setting the stage to showcase
the country to the rest of the world.
One glance at the steady progress the cranes
towering above stadiums and other 2010-related
construction projects are making in each and
every host city, should provide an affirmation
that South Africa is moving in the right direction.
Taking Africa to the World
To be the best World Cup ever, however,
challenges every single person and organisation
in the country to help and become champions.
Cities must aspire to the highest standards. The
2010 FIFA World Cup South Africa, the world's
biggest single-code sporting event - in terms of
television audience, bigger than the Olympic
Games - is in a class of its own.
The Centre of the World
For four weeks starting on 9 June 2010, South
Africa will be the center of the world. The
indirect spin-offs from improved perceptions
abroad could have a great, long-lasting impact,
not only on South Africa and its development
but on the continent as a whole. A successful
World Cup will help change the perceptions
that a large number of foreign investors hold
of Africa.
2010 FIFA World Cup South Africa matches will
be held in 10 stadiums: two in Johannesburg and
one in each of the other eight host cities.
Together, the 10 stadiums will host 64 matches
and seat more than 570 000 people during the
course of tournament.
Five of the 10 are existing stadiums, which are
being upgraded. Soccer City, the venue of the
opening and final match, is currently undergoing
a major upgrade. The other five stadiums are
being built from scratch.
The Laser Group and its operating divisions
have a strong network of depots and warehouses
in and around each of the host cities.
06
Unique opportunities to fast track
urban development
Our cities are now co-operating, and the impulse
to compete is slowly giving way to an
understanding that benefits that accrue are seen
as national public goods. In other words, job
creation, economic growth, improved service
delivery and infrastructure development, and the
forging of a collective identity, must be realised
and felt throughout the country, and not just in
particular locales. Whilst cities are growth engines,
and the World Cup presents unique opportunities
to fast track urban development, it is a glorious
chance to rebuild underdeveloped and peripheral
areas.
Setting the Stage
Free State
Gross capacity:
48 000
Soccer City
Gross capacity: 94 700
Greenpoint Stadium
Gross capacity: 70 000
Ellis Park Stadium
Gross capacity: 61 000
Port Elizabeth
Gross capacity: 48 000
Already Winners
Jobs for thousands
It has been estimated that the 2010 FIFA World
Cup South Africa will create some 129 000 jobs,
contribute around R21 billion to South Africa's
gross domestic product (GDP) and generate
another R7.2 billion in government taxes.
Increased tourism
350 000 visitors are expected to spend R9.8 billion
in the country.
3776 children from 51 countries will participate
in ceremonies.
Media
2,5 terabytes of data transmission will be broadcast
in over 213 countries, with 73 000 hours of live
programming scheduled to take place.
Hospitality & Fan Parks
Corporates will host approximately 323 000
hospitality guests in special suites, and
400 000 people are expected to fill fan parks.
Catering
6,2 million drinks are estimated to be sold on site
- Budweiser is the official beer sponsor, and Coke
the soft drinks sponsor.
3.5 million Big Mac’s will sold at the World Cup
- Mc Donald’s is the official fast food supplier.
Royal Bafokeng
Gross capacity: 42 000
Mbombela
Gross Capacity: 46 000
Loftus Versveld
Gross capacity: 50 000
Peter Mokaba
Gross capacity: 46 000
Durban Stadium
Gross capacity: 70 000
South Africa’s leading athletes are ready to put in a top performance at the 2008 Summer Olympics in Beijing. To all athletes, let the Olympic
spirit inspire you to reach your goals and realise your dreams. Best wishes from The Laser Group.

PROUD SUPPORTERS
Equipping Laser to reach more goals
Gary Bailey
Events & Media
In this segment we share exciting information about Africa’s preparation for 2010 FIFA World Cup South Africa.
A proud South African company, The Laser
Group plans to fully participate in the 2010 FIFA
World Cup South Africa, and make the most of
opportunities presented before, during and after
2010.
To share the magnitude and excitement of the
upcoming world class event, Laser invited Gary
Bailey to share his GamePlan 2010 at a workshop
held in July 2008.
The Laser Group Workshop
Gary Bailey, a well-known TV personality,
goalkeeper for Manchester United and England,
and Kaizer Chiefs soccer player, has researched
the past four World Cups and Olympic Games.
He enthusiastically shared his experience and
learning’s with the team - his goal is to assist
South Africans to maximise the opportunities
the Game presents to the country.
Gary’s enlightened talk clarified the Rules of the
Laser Group participants at the workshop held in Cape Town
Game, outlined the legal and other requirements
of FIFA, the LOC, SAFA and the government, as
well as the opportunities, benefits and threats that
lie ahead. Gary said, “This is a wonderful
opportunity to come together as a country!”
Challenges
However, he also highlighted the two main concerns
he has for 2010. Firstly road, airport and port
congestion is an area not yet resolved and he
advised that the Group devise a special strategy
around its logistics planning so as not to
compromise delivery of service to customers.
Secondly, Gary stressed that the inability to sustain
law and order is most concerning. SAPS reported
that the deployment of police officials at venues
and areas marked for 2010 security will cost
R640m while the procurement services will cost
R665m. But Gary still remains skeptical and stated
that FIFA and their security teams would have to
take the lead where this is concerned.
The countdown has begun - the FIFA
Confederations Cup scheduled to take place in
June 2009 will give some indication of the nation’s
ability to host the 2010 World Cup.
Laser’s plans for 2010 FIFA World Cup
1) Be seen to be a Proudly South African
organisation committed to helping SA make
a success of the event.
2) Gain buy-in and excitement for the 2010 FIFA
World Cup at Laser through an internal
awareness campaign reaching all its people.
3) Accelerate Laser’s business development
through marketing its uniqueness, culture and
values.
4) Maximise capacity - invest in people, resources
and infrastructure to leverage the increased
opportunities in the run up to 2010 and the
post-event activities.
LADUMA
'Laduma!' is the South African equivalent to 'Goal!'
It is exclaimed with gusto by goal-crazy South African
fans. It is a Zulu word which literally means 'it thunders'.
This could also be an apt description as the crowd
erupts in riotous cheers after a goal. The slogan was
first popularised by the veteran Zulu TV commentator
Zama Masondo, who screamed "Laduma" after each
goal in the same way Latin commentators often cry
"Gooooool" after a successful strike in their broadcasts.
You’ll definitely hear the SA supporters sing
'Shosholoza', which has become a sports chant of
encouragement for the South African teams. It was
originally a song sung by migrant workers traveling
from Zimbabwe to South African mines, but has now
been adapted as a song of encouragement. In Zulu, the
word Shosholoza means 'move forward'.
What's plastic, a mere long, brightly coloured and
sounds like an elephant? It's the Vuvuzela, the noisemaking
trumpet of South African football fans, and it's
come to symbolise the sport in the country. There's
uncertainty on the origin of the word "Vuvuzela". Some
say it comes from the isiZulu for - wait for it - "making
noise". Others say it's from township slang related to
the word "shower", because it "showers people with
music" or, more prosaically, looks a little like a shower
head.
Read more about GamePlan 2010 on Gary’s website: gameplan2010.com
07

Group Activity: Expanding Laser
Part t 108
Proactive certification
The Civil Aviation Authority is about to amend the
current Civil Aviation Regulations with Part 108. Air
cargo security requirements for carriage by air have
become more stringent and enforceable, with the
view to combat modern
day terrorism that
threatens air safety.
Eddie Vosloo,
National Operations
Executive at Dawn
Wing (pictured right),
says, “Part 108 is a
preventative programme
which sets the security
measures and procedures
to safeguard against acts
of unlawful interference
with air cargo. Currently,
not all air cargo is subjected to security controls,
the freight industry is fragmented and most industry
employees are not trained in air cargo security”.
Proactive measures already taken
The accreditation process will be completed by
January 2009 and Dawn Wing has already applied to
become a regulated agent. Vosloo says,”Dawn Wing
has been proactive and quite a few measures have
already been put in place such as
security control, new work flow designs and upgraded
equipment”.
Since March 2007, security and background checks
on all staff were completed and verified by Lexus
Nexus. A registered security officer was appointed.
Workplace skills training courses are already
underway with Approved Dangerous Goods training
for all staff involved in the process.
Benefits
Accredited companies are said to enjoy preferential
treatment with airlines, there is also the potential
reduction in liability insurance premiums, improved
security systems and therefore improved operating
efficiencies.
In addition, the implementation of Part 108 will
create jobs since additional staff are required to help
process and screen cargo i.e. they are to open,
inspect and seal cargo.
Companies that do not comply will not be able to
lodge on specific dedicated flights; cargo will be
staged and might take 12-24 hours to be processed
at the airlines.CAA inspections are due from August
to November 2008 and all branches will be audited.
08
In this segment, we introduce the Group and keep you updated on recent developments experienced at Laser.
Awarded
to
Dawn Wing
Internal Campaign
The internal communications campaign which include posters illustrating the Dawn Wing
values, were designed as an internal call to action for Dawn Wing employees.
The main objective of the campaign is to inspire and motivate front-line employees
representing the brand. Another objective is to foster a positive internal culture and an
improved work environment, which will instill pride in people to reflect a more professional
image to the client. Each department will receive 3 sets of posters consisting of the QUICK,
SMART, RELIABLE call to action.
Dawn Wing’s commitment to service excellence
and good corporate practice hopes to ensure
that its clients needs are met in the most efficient
and effective manner possible. Dawn Wing recently
applied and received the International Organisation
for Standardisation (ISO) 9001:2000 Quality
Management Standards (QMS) qualification.
This is a QMS that ensures that global quality
requirements are met and that customers are
provided with great service. Dawn Wing’s
commitment to service excellence and good
corporate practice hopes to ensure that its clients
needs are met in the most efficient and effective
manner possible. Dawn Wing recently applied
and received the International Organisation for
Standardisation (ISO) 9001:2000 Quality
Management Standards (QMS) qualification.
This is a QMS that ensures that global quality
requirements are met and that customers are
provided with great service.
Dawn Wing proudly received its certification
during May this year. The company will conduct
annual external audits to ensure that the ISO
standards are maintained.

Laser Logistics executives participated in a facilitated strategy
workshop in June. The workshop provided a forum to reass
and gain consensus amongst executives as to the key
development areas that required emphasis and ongoing
implementation.
Group Activity: Expanding Laser
In this segment, we introduce the Group and keep you updated on recent developments experienced at Laser.
Strategy Workshop
SUMMARY OF KEY FOCUS AREAS
1) Providing a significantly up-scaled niche fulfillment
capability;
2) A supply chain solution capability, providing a
one-stop logistics solution for customers;
3) Develop a Group key account management capability
within Laser Logistics;
4) Manage a centralised Group procurement capability;
and
5) Promote the Laser Logistics brand and a single
brand promise.
Above:
Richard Sterne in new apparel reflecting GAC, South
African Airways and Laser logos. Laser has entered
into a 2 year joint apparel sponsorship with GAC.
Since his Johannesburg Open win in January, Richard
has competed largely in the US with some
represntation in Europe and the Middle East. His
best performances include 33T in the Dubai Desert
Classic and 25T in the US Masters.
build
the
brand
In this segment, we share snippets of media coverage and events that took place across the Group.
Above: Dawn Wing was the official ‘logistics’ provider
for the Cape Epic mountain bike race from Knysna to
Stellenbosch.
BRAND INTEGRATION
One way in which to build and strengthen a brand is to make it as visually accessible
as possible. The branding on Laser Logistics’ vehicles, signage and corporate material
promote the brand very successfully.
The layout of the logos below highlights the brand Laser Logistics, whilst simultaneously
distinguishing it from the service offering, i.e. Warehousing & Distribution, Cold Chain
Distribution, Haulage & Cross Border and Truck Rental. The dominant branding is
therefore Laser Logistics, and this corporate identity will be rolled-out in phases through
the brand integration strategy, one of the areas highlighted at the workshop.
Above: JP van Der Linde promoting
Time Freight at the ‘Iron Man’ race in
Port Elizabeth.
Events & Media
Above: Lutcin Van Kraayenburg
of Time Freight won the trophy
at the ISKA US Open Championship
held in Orlando,Florida.
Above:
As official logistics supplier to Manchester United Soccer Schools, GAC Logistics supplied training kits
and equipment to thousands of young players worldwide.
09

Partner Activity
In this segment inside Laser features partner developments on the global front.
The Laser Group’s International partners are themselves substantial global logistics businesses. Laser partnered with GeoPost Intercontinental SAS (a
subsidiary of La Poste, the French Post Office) in its Express Distribution business and with Gulf Agency Company Ltd (GAC) in its International
Forwarding business. These significant transactions saw much effort and focus during year 2007 in ‘bedding down’ the new relationships and formulating
plans to take Laser into the future. Read more about partner developments on the global front.
Above:
Anne-Sophie Plagnard
Director: English-Speaking Africa
Left:
Gunnar Ludgren
GAC Logistics Manager
Europe and Africa
Below: Wolfgang Lehmacher
Chief Executive Officer
GeoPost Intercontinental SAS
The GAC Group bought the UK-based shipping and logistics group,
OBC, in an amicable acquisition.
GAC (Australia) added a 14th port office to its national network, just
six months after the company was established. The latest addition, in
Darwin, further expands GAC's coverage of strategic ports around the
Australian coast.
GAC won the coveted "Best Ship Agent" award at the inaugural Seatrade
Asia Awards held in Singapore. The Awards recognises achievements
made by companies in taking steps to improve maritime safety, strengthen
security of ships and port facilities and protect the environment.
GAC opened a logistics support facility in Kakinada to support the
offshore industry on India's east coast.
GAC expanded its network in West Africa with the signing of an alliance
agreement with GETMA International to provide ship agency and
logistics services.
10
Small parcel sorter at the DPD Superhub in Birmingham
GAC Laser International Logistics is a company jointly owned and controlled
by The Laser Group and Gulf Agency Limited (GAC). GAC was established
in 1956, and is the largest independent shipping, marine and logistics provider
in the world, with more than 240 offices covering 1 000 locations worldwide.
Right:
Bill Hill
Group Vice President
GAC Logistics
DPD Laser Express Logistics is a company jointly owned and controlled by
The Laser Group and GeoPost Intercontinental SAS, a wholly owned subsidiary
of GeoPost, a parcel distributor specialist made up of the Express subsidiaries
of the La Poste Group. GeoPost, through its operating subsidiaries, is the
second largest express operator in Europe. Branded DPD, GeoPost aspires
to be the world’s 5th largest integrator.
GeoPost transports 530 million parcels worldwide annually, owns 600 hubs and
depots, operates 23 000 vehicles and services 300 000 customers in 230 countries
and territories around the world.
GeoPost employs 20 000 staff representing 40 different nations.
DPD is the international network and world class brand of GeoPost.
The DPD International network with more than 500 operational sites in 39
countries is the most homogenous and dense road based network in Europe
and extends worldwide to the most important regions of business.
With both Classic and Express services, DPD offers a wide range of shipping
options with the highest quality standards for domestic and international needs.
Most of GeoPost’s transport is made via the DPD European linehaul, a transportation
mode that produces around 8 times less CO2 emissions than air transport.
DPD Russia has recently won one of the most prestigious nominations, ‘'The
Best Freight Forwarding Logistics Company.’
G2G Gets Athens Boost
In mid May, more than 20 GAC Logistics managers met to find ways to improve
GAC-to-GAC (G2G) cooperation and explore business opportunities. Hosted
in Athens by Greece General Manager, Constantinos Mouskos, the meeting was
considered a raging success.
Close to 40 action points were agreed, relationships were built or restored, and
a new level of confidence and trust established amongst the people present. One
month after the meeting, the level G2G cooperation increased to include 73 action
points. Cargo was beginning to move and expectations for further business increases
remained high. Of particular note is the amount of information sharing and joint
activity to secure new business customers.
The G2G team - see Simon Hayes and Grant Palmer of GAC Laser in back row on the far right.

Group Corporate Social Responsibility
In this segment, we highlight the Group’s corporate social responsibility initiatives.
G
Addressing Climate Change
The Group’s Corporate Social Responsibility (CSR) focus is on the upliftment
Is it just a trend or are we truly committed to the conservation of
our world? Addressing climate change should be an essential part of
of children, entrenching a CSR culture of social upliftment that produces
any Group’s corporate social responsibility and sustainability vision.
meaningful change and simultaneously inspires a culture of social responsibility
amongst Laser employees.
iving
a little hope
Proceeds from Laser’s Annual Golf Day were donated to three
charities, supporting children in need.
The Sunflower Fund
Woodside
Sanctuary
Woodside serves as a place of
safety for family relief for
Profoundly Intellectually
Challenged Children. It also
offers sanctuary for abandoned
and abused profoundly disabled
children.
Little Angels
Little Angels is a safe and nurturing
home to abandoned mentally and
physically challenged children.
Children are assisted to develop
to their full potential through the
implementation of a Stimulation
& Development Rehabilitation
Programme.
The Sunflower Fund raises awareness and funds to increase the number of donors
on the SA Bone Marrow Registry which will improve the chances of a life saving
transplant to patients suffering from life threatening blood disorders such as leukemia.
“We think sometimes that poverty is only being hungry, naked and homeless.
The poverty of being unwanted, unloved and uncared for is the greatest
poverty.”
Mother Theresa
Under Laser’s spotlight
G r e e n
Did you know
South Africa is the no. 12 polluter in the world with an annual CO2
emission of 437 million metric tons which accounts for 1.6% of total
world emissions?
‘The Green Movement’ -
moving beyond recycling
The green movement in business is moving beyond recycling paper,
water bottles and cans. The logistics industry has come under the
spotlight when it comes to fighting global warming. In transportation,
carbon is not only emitted via trucks and airplanes, but from trains,
ocean tankers and ships as well.
Global introduction of Green Regulations
Worldwide more and more regulations are being enacted and enforced
regarding carbon emissions and other “green” issues. SA’s National
Treasury together with the Department of Environmental Affairs (Cape
Times, 30 July 2008) was mandated to investigate proposals to reduce
emissions of greenhouse gases as the State prepared to formulate
climate change policy. A proposed carbon tax and emissions trading
system will soon be introduced as part of the climate change framework
envisioned as the holistic approach to dealing with climate change in
South Africa.
DPD’s initiatives
DPD aims to reduce its mail transport-related CO2 emissions by 15%
over the next four years. DPD has made a significant investment in
this area, including a conversion from traditional petroleum vehicles
to electric cars and other zero-emission vehicles. DPD recently launched
the whyflyparcels.com website that informs visitors in a credible and
practice-oriented way about the modeshift and its background. The
core element of this website is the ECO Calculator. With just a few
clicks it compares the greenhouse gases which are emitted by air
transport in comparison to road transport.
Laser will be introducing conservation measures as its contribution
to addressing the impact of global warming on the environment.
An indication of initiatives that the Laser Group
will be rolling out in future:
1) Create an awareness, within the Group,
of global warming via an internal awareness
campaign, including distributing Al Gore’s
documentary ‘An Inconvenient Truth’
and other inspiring material;
2) Reduce paper wastage and
encourage recycling;
3) Implement more effective
route planning systems and
therefore reduce the total fuel
consumption and carbon emissions; and
4) Use energy saving devices e.g.
renewable electrical energy.
11

Profiling our People
In this segment, we introduce you to fellow colleagues across The Laser Group.
Managing Operations at GAC Laser
Meet Basil Hanival
Operations Manager and Executive at GAC Laser since July 2007,
Basil Hanival is said to manage the ‘heart’ or the ‘engine room’
at GAC Laser. Based at the offices in Cape Town, Basil oversees
the sea imports, air imports, sea exports and air exports
departments as well as the forwarding department.
Basil is also the Chairman of South African Association of Freight
Forwarders (SAAFF) in the Western Cape, National Director of
SAAFF, as well as the Chairman of Zonnebloem Nest School
Governing Body.
Born in District Six in Cape Town, Basil’s childhood was not
without challenges, but he says that his past has instilled great
values and ethics in him.
“I am not an active sportsman anymore, but love watching all
sports on television. I play the occasional ten-pin bowling with
my son”, says Basil.
The Time Freight management team was photographed at the last management meeting,
proudly in front of the new Time Freight logo.
Ivor Keppler, founder of Time
Freight decided to move to a nonexecutive
position, after 22 years
of actively running the business.
Ivor has been appointed Chairman
of Time Freight since January.
The move to a non-executive
position has enabled him to spend
more time pursuing other interests.
Ivor was recently seen competing
in a local showjumping competition
sporting the Time Freight colours.
Congratulations, Ivor!
Appointments
Cheslyn Kleyn was appointed Financial Manager
at Time Freight in Pietermarizburg. Cheslyn was
previously the financial accountant at The Laser
Group in Cape Town.
Candy Botha was promoted to National
Marketing Officer at Dawn Wing head office.
Candy joined the company 7-months ago
and is responsible for all Dawn Wing’s
marketing.
Benita Buitendag has been appointed as the
Johannesburg Branch Manager at Dawn Wing.
Benita previously held positions in operations,
sales and account management.
Opinions expressed are not necessarily those of the Board or Management of The Laser Group.
The Editorial committee reserves its editorial rights.