The leap of the Orange Tiger The groupwide campaign just launched will carry the service-oriented philosophy of Gebrüder Weiss into India. More Information on Page 3 Weiss-Röhlig India at a glance From the economic centre of Mumbai to the vibrant metropolis of New Delhi to the port of Chennai – WR is there. Pages 6/7 GW moves ... not just goods and data, but also people who come into contact with the orange network. Page 8 The Air & Sea Magazine from Gebrüder Weiss BAY OF BENGAL BANGLADESH CHINA BHUTAN NEPAL THAILAND LAOS BURMA VIETNAM CAMBODIA PAKISTAN AFGHANISTAN Jodhpur New Delhi Jaipur Kanpur Kolkata Nagpur Mumbai Pune Chennai Bangalore Tiruppur Tuticorin Ahmedabad Kandla-Mundra
Transcript
The leap of the Orange TigerThe groupwide campaign just launched will carry the service-oriented philosophy of Gebrüder Weiss into India. More Information on Page 3
Weiss-Röhlig India at a glanceFrom the economic centre of Mumbai to the vibrant metropolis of New Delhi to the port of Chennai – WR is there. Pages 6/7
GW moves
... not just goods and data, but also people who come into contact with the orange network. Page 8
The Air & Sea Magazine from Gebrüder Weiss
B A Y O F B E N G A L
B A N G L A D E S H
C H I N A
B H U T A N
N E P A L
T H A I L A N D
L A O S
B U R M A V I E T N A M
C A M B O D I A
P A K I S T A N
A F G H A N I S T A N
Jodhpur
New Delhi
JaipurKanpur
Kolkata
Nagpur
MumbaiPune
Chennai
Bangalore
Tiruppur
Tuticorin
Ahmedabad
Kandla-Mundra
orange globe – editorial
Serving the entire Indian market represents a major challenge for transport companies in several respects. Firstly, the size of the country means that long distances are involved. Then there is the infrastructure, which is not ideal in many places. For instance, at 3.3 million kilometres, the road net-work is extensive, but only half of it
is tarmaced and most of the traffic is concentrated on a few highways, which frequently become congested.
This means that production plants often have inadequate connections to international transport hubs. This situation is heightened by the current trend of relocating industry from the economic centres towards the interior, such as southwards from Mumbai towards Goa: companies are often located several hundred kilometres away, making the supposedly uncomplicated transport in the Indian city much more complex.
The country’s rapid growth is also pushing air and seaports to the limits of their capacity. It is no coincidence that the Indian government’s investment package for infrastructure projects amounts to 450 billion US dollars up to 2015, a substantial part of which will go towards improving the transport system. So a lot of things are
on the move on the subcontinent. Until the major infra-structure projects are complete, the task will be to come to terms with the prevailing conditions.
Between June and October, we have to cope with pos-sible events of a totally different kind. That is when almost the whole country is affected by the Monsoon. In the Mumbai area, almost 900 litres of rain per square metre have fallen in a day – in Germany the annual average rain-fall is 750 litres. During these months, exports to India should always be wrapped in waterproof packaging and allowance should be made for longer transit times across the board. Severe flooding can affect pre- and onward carriage in the interior as well as work in ports so that arriving ships cannot dock or be unloaded and departures are delayed.
Our adviceInform your Air & Sea contact person well in advance of forthcoming shipments to India. With forward planning and the professional support of the team from Weiss-Röhlig India – particularly on customs matters – your goods will reach their destination safely and by the best possible route.
India is playing an increasingly important role in the global economy as a producer and as a consumer. The Indian economy is based on several pillars and is constantly driven by an ever increasing consumer class.
India’s potential is shown by the fact that it manages to maintain its growth despite major hurdles in terms of infrastructure. While inter-
national transport hubs such as ports and airports have undergone constant development in recent years, trans-port connections in the rest of the country remain basic. This is all the more difficult as transport within India is restricted to road and rail. Inland waterways are virtually non-existent for geographical reasons.
Nevertheless, Indians now see the creation of an infra-structure to match the expectations of an economic nation as a great opportunity – for foreign investment, continued growth and rising prosperity. An opportunity that the government doesn’t want to miss and is seizing with both hands. One thing is clear: this will bring improvements in many areas in the short and medium term.
This is an extra incentive for us to position GW as a professional service provider for India with global connec-tions. This goal is a major step in our new campaign. The “Orange Tiger” will provide a first-class service and excellent products within the existing global network – particularly in our European domestic markets. Once again, cross-cultural understanding is paramount: good cultural understanding between those within GW forms the basis for customer enthusiasm and lasting quality.
We realise this cannot be achieved overnight. We also know that we will have to work hard to achieve long-term stability in the Indian market. Our staff in Europe and India have already prepared intensively for this service offensive. You can read all about the “Orange Tiger” on the next page.
The economic crisis marked a turning point. As 2009 progressed, the shock of the crisis gave way to a new reality. In spite or perhaps because of this, it was important for us to stick to our values and act in a more transparent way. In order to accommodate the different cultures and languages within our company, we have revised our corporate values. You can find out what makes up GW and what “moves” our staff anew each day on page eight.
I hope you enjoy reading about this.
Heinz Senger-Weiss, Board of Management Member
Michael Büchele, Air & Sea Manager Marketing and Sales, on India’s infrastructure, freight traffic during the Monsoon and the importance of forward transport planning.
orange globespeditions-abcUseful information on transport in India
Customs House Agent As a Customs House Agent (CHA), Weiss-Röhlig India usually carries out customs clearance itself unless instructed otherwise by the customer. Carriers without licences have to use authorised local agents, involving an additional player.
Customs clearance Unlike in Europe for example, in India all air shipments clear customs at the airport of arrival and sea shipments at the place indicated on the bill of lading. This may be the destination port or an Inland Container Depot (ICD).
Inland transport Shipping containers are transported to the respective ICD via Indian Railways. This is arranged directly by the shipping company, not the forwarder.
Contact details To ensure smooth pick-up/delivery in India, full details of the Indian consignor/ee are essential (address, contact person, telephone, e-mail).
Documents Hitches such as missing documents invariably cause delays in customs clearance and sometimes incur storage costs. It is important to make sure that the invoice, certificate of origin and the necessary accompanying documents are complete.
165 highly motivated employees. 14 offices. Nationwide service. Full range of services. The foundation for Weiss-Röhlig India’s success was laid a long time ago. Since April, staff in India and Europe have joined forces to optimise the conditions for transport between the two continents. Through the new “Orange Tiger” groupwide campaign, Gebrüder Weiss is also bringing its service-oriented philosophy to India.
Gebrüder Weiss first made established links with the Indian subcontinent decades ago. In the last 17 years, the logistics group has looked after its customers’ Indian busi-ness with the support of reliable, well-connected local agents. These agents include Tricon Shipping Pvt. Ltd. Under the leadership of its founder, B.R. Rangamani, the transport company’s 165 employees now bring their wide experience of the Indian market to the Air & Sea network: Since September 2009, Tricon has been given a new name and now operates under the orange and blue flag.
Fourteen branches in the main commercial centres of Delhi, Mumbai, Kolkata and Bangalore provide the best connections in all 28 states. Weiss-Röhlig India presents itself as a professional partner for all parts of the value chain. It offers the full range of services from international air and sea freight transport to project logistics, storage and distribution to customs clearance. And something that Indian forwarders by no means expect: these services are not outsourced but almost exclusively performed by Weiss-Röhlig staff.
Cultural connections – Customer enthusiasmTherefore, just over six months after the establishment
of the Weiss-Röhlig India joint venture, the organisations in WeissLand and India have joined forces for the purpose of service development. “Orange Tiger” will be launched in April with the aim of offering Air & Sea customers around the world uniform standards.
The orange big cat is intended to lead to the same goal as the “Orange Dragon” Chinese campaign in the past and then the “Orange Eagle” in North America. The goal is to optimise conditions for transport between the continents – and to inspire customers in every corner of the world.
Concrete measures that will be implemented in the next few months include the development of innovative
The advantages GW offers your Indian business
Flexible network Over 6,000 people in 40 countries all over the world ensure flexibility and security. Whether they are in Europe, India, the USA or China: all staff taking care of your Indian shipments belong to the “orange family”. There are no middlemen to make the transport arrangements unnecessarily complicated. Quick decision-making and rapid responses are standard.
Asia meets Europe Our multicultural identity makes us strong. The know-how of our team in WeissLand fuses with our Indian staff’s knowledge of the South Asian market and the mentality there to form a major success factor.
Your personal experts on IndiaOur staff engage in continuing professional development. Besides technical content, training courses also impart intercultural skills. So GW’s staff are always up to date, not just in the area of transport and logistics. And we’d be delighted to share our knowledge of the country and its culture with you.
Local India Competence CentreWhat if your Indian business partner needs urgent shipping information in the early hours of the morning? No problem. A personal contact person will deal with your concerns and give expert advice on transport and logistics matters 24 hours a day.
Direct groupage containersThe more often goods are transshipped en route between India and Europe, the higher the risk of the consignment being damaged. Regular groupage containers which are shipped directly from the Indian commercial centres to numerous destinations in WeissLand minimise this risk – not to mention transit time and transport costs.
The leap of the “Orange Tiger”
From emerging nation to economy miracle: Economists paint a glowing picture of India’s future as a world power. By 2050, they expect it to be the third largest economy after the USA, close behind China. With the establish-ment of the joint venture Weiss-Röhlig India last autumn, Gebrüder Weiss extended its know-how to this major market all at once.
orange globe – topic
products such as efficient groupage systems, the intro-duction of high quality standards for Indian transport and last but not least comprehensive transfer of knowledge. Our employees in India and Europe will be specifically trained not only to be experts in their fields and to know their markets but also to be familiar with the different cultures. In this way, the “Orange Tiger” will carry the service-oriented philosophy of Gebrüder Weiss into India, the market of the future.
Chhatrapati Shivaji Terminus (Victoria Terminus until 1996) has been a UNESCO World Heritage Site since 2004.
Service standards at a glance:
India quote: 4 hoursQuoting for standard transport from or to India to take place promptly within four hours if requested.
Flight details: 1 hourFor air transport from WeissLand flight details to be issued within one hour, for transport from India within 24 hours.
Transport documents: 24 hoursHouse bill of lading (H B/L) and air way bill(AWB) available within 24 hours after sailing or take-off.
Invoices – clear and easy to understandA clearly laid out invoice with easily understandable items creates transparency.
The Indian elephant took a long time to get going. Many social, political and economic chains have kept it rooted to the spot for the last 60 years. But it is now catching up fast. Although India is still faced with major challenges, the country is on the verge of becoming a world power.
The bicycle bells ring incessantly, the metal tins hanging from the rack like bunches of grapes rattle. The rider fights his way through the Mumbai traffic. Bablu is in a hurry like every morning. He has to get to the station to catch his train. Bablu is a dabbawalla – “lunchbox man”, a very responsible job in the city by the Arabian Sea.
In Mumbai there are many different ethnic groups and religions. As they have different culinary tastes and religi-ous dietary requirements, they prefer to eat food prepared at home at work too. The dabbawallas deliver it to them, supplying more than 200,000 lunchboxes every day – in time for lunch. The aluminium tins known as “dabbas” travel up to 75 kilometres.
A code made up of numbers, letters and different colours identifies the origin and destination of every dabba. The wallas work in teams made up of between five and 20 members. The delivery service works like clockwork – without a computer or any other technical equipment. Only one tin in 16 million is lost. Forbes Global Magazine was so impressed with the efficient service provided by the dabbawallas of Mumbai that it awarded them a Six Sigma Rating in 1998.
India’s infrastructure offensiveThe dabbawallas bridge the gap between tradition and
modern times. And Indians are proud of them. The speedy couriers show that things can work well in India despite all the hindrances such as the lack of infrastructure. A major factor in the success of the dabbawallas’ service is the railway. Because it’s hard to get anywhere in the city jungle on the roads. With 72 stations covering 251 kilo-metres, Mumbai has the largest rail network of any city in the world. But the trains are terribly overcrowded and
old-fashioned. Many of the coaches date from the time of the Raj.
In fact, the infrastructure remains India’s Achilles heel. In spite of the growing population and expanding economy, many projects are already underway to eliminate this deficit. Experts believe that this would allow the Indian economy to grow up to two percentage points faster each year. So, investments of over 450 billion US dollars are planned by 2015.
One of the critical points to be worked on is the trans-port infrastructure. Although India has one of the most extensive road networks in the world, the roads are not up to requirements. About 70 per cent of goods are trans-ported by land. This means that goods often take a long time to reach the cities.
Golden QuadrilateralSo, in 1998, the National Highway Development Pro-
gramme (NHDP), comprising numerous sub-projects, was approved. One of these subprojects is the Golden Quadrilateral: the trapezoid connection of the cities of Delhi, Mumbai, Kolkata and Chennai by a four to six lane highway. The project is scheduled for completion in 2010. By 2015, over 50 billion US dollars are to be invested in the expansion of the road network.
A lot of money is also being pumped into the railways. The main plans include the expansion of two corridors specially for goods traffic. They will connect Nhava Sheva, the largest container port in the country situated near Mumbai, with freight terminals around Delhi and the northern city of Ludhiana with the port of Kolkata.
The airports are also being expanded. For instance, the new international terminals in New Delhi and Mumbai are scheduled to open in 2010 or 2011.
Far-reaching changes are also necessary – and under-way – in the area of energy and power supply. Even in affluent districts of the cities there are frequent powercuts.
India has taken a long time to find its feet economically. But the country by the Ganges is always one of the first important future markets to be mentioned. If the forecasts are correct, the 21st century could be India’s century.
orange globe – focus
The elephant is catching up. While GDP averaged 4 per cent between 1951 and 1990, the Indian economy grew by an average of 7 per cent from 1995 to 2008. The OECD puts the figure at 6.1 per cent for the 2009 financial year.
In the top 4. According to the IMF, based on GDP adjusted for purchasing power, the twelfth largest economy in the world lies in fourth place – behind the US, the People’s Republic of China and Japan.
A big country with small shops. India has the highest retail density in the world. Retail trade is characterised by small traders who account for about 98 per cent of the market. Only four per cent of businesses are larger than 46 m².
Media mecca. Some 55,000 newspa-pers and magazines are published in India – more than any other country in the world. The total circu-lation amounts to over 140 million copies.
The
loses its chainselephant
from a better position: since independence, India has kept its democracy. It is politically stable and has an open society in which creativity and private enterprise are encouraged. One reason why the community works well could be that most Indians are in a minority in their own country. The essence of Indian pluralism is the idea that people can be several things at once. There is no such thing as a “typical Indian” as there might be a “typical Spaniard”.
“If America is a melting pot, then to me India is a thali – a selection of sumptuous dishes in different bowls”, writes the Indian writer and UN Diplomat Shashi Tharoor in his book “The Elephant, the Tiger and the Cell Phone”. “Each tastes different, and does not necessarily mix with the next, but they belong together on the same plate, and they complement each other in making the meal a satisfying repast.”
On the one hand, the government is pressing ahead with the development of the national supply network and improving electrification in rural areas. On the other hand, energy policy has taken another direction. Whereas India’s energy requirements were previously met mainly by coal-fired power stations, the current plan is to make greater use of solar power instead. After all, this shines on the sub-continent 250 to 300 days a year – and has a correspondi-ngly high potential. The aim is to produce 20 gigawatts of solar power by 2022. This roughly corresponds to the out-put of twenty nuclear power stations.
Another ambitious “solar project” is intended to improve the quality of life of people in rural areas: under the “Lighting a Billion Lives” campaign, solar lamps will shine in India’s villages – 200 million of them.
Healing the GangesEven the holy river of the Ganges is on the brink of a
major change. Prime Minister Manmohan Singh has per-sonally ordered the clean up of the polluted watercourse. Thanks to state-of-the-art purification plants, by 2020 the river will be as clean as its source in the Himalayas.
However, the numerous activities to create a “modern India” do not meet with approval in all areas, such as Dharavi for example. The largest slum in Asia is a city within a city. About 600,000 people live there. They don’t just drift along from day to day, they work hard. There are businesses for recycling plastic, leather workers, potteries and much more. However, Dharavi is famous for some-thing you wouldn’t expect to find in a slum: for its jewellers. Over 100 of them. And customers come there from far and wide.
Now, the chaotic Dharavi is to be converted into an upmarket district – at least according to the plans of the Mumbai city authorities. Including a shopping arcade and green spaces. In future, the inhabitants will be housed in blocks of flats. But they are afraid that their trade will suffer. Before the shops were right on the street so people could shop as they passed by. In future, customers will have be lured into the high-rise buildings first.
More private investors – including foreign ones – will have to be persuaded to come on board in Public Private Partnerships to fund the planned infrastructure projects. The government expects to attract foreign direct invest-ments amounting to 150 billion dollars by 2012.
Melting pots and “thalis”When discussing India’s requirements and prospects, a
comparison is often made to its neighbour China – with the observation that India is lagging behind China. However, this overlooks the fact that the liberalisation of the Indian economy did not begin until 1991, whereas in China it began at the end of the seventh decade of the previous century.
By the beginning of the 90’s, Shanghai was no glittering metropolis and far from being one of the most modern cities in the world. Two thirds of the Chinese population were still working in the fields at that time. Even in India, 600 million people currently depend directly or indirectly on agriculture. However compared to China, India starts
With 72 stations covering 251 kilometres, Mumbai has the largest rail network of any city in the world.
India is the largest wind energy market in Asia and the 4th largest globally.
If America is a melting pot, then to me India is a thali – a selection of sumptuous dishes in different bowls.— Shashi Tharoor in “The Elephant, the Tigerand the Cell Phone”
„
Southern India regionChennai The capital of the state of Tamil Nadu is known as the “Detroit of India”. In the past, many international motor companies have set up plants in the traditional centre of the Indian motor industry and almost 90 per cent of local suppliers are also based there. In recent years, the city formerly known as Madras has also risen to become the second largest location for software development after Bangalore. The port of Chennai, the second-largest in India, handled its millionth container in 2008.
Chennai is the location of the headquarters of Weiss-Röhlig India as well as one of the most important opera-tional branches in the country. The office acts as a full-service provider, has an extensive fleet of vehicles and has established a reputation in the market as an expert in project business.
Bangalore Its status as the centre of the Indian high-tech industry has earned the capital of the state of Karnataka the nickname “the Silicon Valley of India”. Besides IT, aerospace and increasingly biotechnology are important industries in Bangalore, as the city is called. And this is also where India’s first Inland Container Depot was built: ICDs allow import containers delivered by rail or truck from nearby ports to clear customs. Weiss-Röhlig Bangalore’s main area of business is global air and sea freight transport.
Tuticorin Tuticorin has been a hub for international trade for centuries. The port which opened in the seventies is now one of the largest cargo handling centres for containers in India. Cargo bound for Europe is normally transported via Sri Lanka, where feeder ships arrive at the hub in Colombo in just twelve hours. The Weiss-Röhlig team in the port is mainly involved with sea freight exports. The main exports are garnet sand, coconut fibres and textiles.
Tirupur The rapidly growing industrial city is the home of the Indian cotton industry. With about 90 per cent, the firms based there account for the lion’s share of exports of cotton knitwear. Therefore, the focus of the Weiss-Röhlig offices in Tirupur is on textile logistics.
Western India regionMumbai Mumbai is the commercial, economic and finan-cial centre as well as the home of the famous Bollywood film industry. With just over 14 million inhabitants, the capital of the state of Maharashtra is the most highly popu-lated city in the country. Apart from finance, the main eco-nomic sectors in the former Bombay are cotton, chemicals, cars and electricals. Among the cosmopolitan city’s main assets is its modern port and airport infrastructure. Chha-trapati Shivaji International Airport is the busiest airport in the country and a hub for air freight. Two ports also serve the city: firstly Mumbai Port, mainly used for break-bulk cargo and secondly Nhava Sheva sea port on the west coast, handling 55 to 60 per cent of India’s total container traffic. 40 staff look after Weiss-Röhlig customers locally.
Pune In the space of a few years, the once modest univer-sity and garrison town near Mumbai has been transformed into an economic metropolis with over five million inhabi-tants. New industrial estates and technology parks are constantly springing up and international companies are flooding to the city. Alongside the long-established indus-tries of glass production, sugar processing and forging, the motor industry, IT and renewable energy are increa-sing in importance in Pune. Due to their geographical pro-ximity, the Weiss-Röhlig offices in Pune and Mumbai work closely together.
Kandla-Mundra Along the Gulf of Kachchh, on India’s west coast, lies the port of Kandla, which handles about a third of India’s imports as well as the largest private port in the country, Mundra. This now handles around 30 million tons of cargo per year and wants to reach 100 million tons in the next few years.
Ahmedabad The economic centre of the state of Gujarat has a flourishing chemical and pharmaceutical industry and is attracting more and more foreign companies. Ahmedabad’s international airport has daily flights con-necting it with Delhi and Mumbai amongst other places.
Nagpur Nagpur is right at the heart of India The city in Maharashtra boasts the largest industrial area in Asia, in
Mr Rangamani, how has the flow of goods between India and Europe changed over the last two decades? India’s policy of economic reforms has brought about
a drastic change in the international flow of goods. The former “Swadeshi” movement, whose aim was for the country to be self-sufficient, was characterised by severe restrictions on imports, high import duties and even an ever expanding licence system. Then from 1991 onwards, the liberalisation of trade brought lower customs duties, privatisation, reforms of the currency market and deregu-lation of industry. As a result, economic growth increased from three to eight per cent in a decade. These measures also opened up markets in Europe or the USA to Indian exporters. In 2008, India’s exports amounted to a total of 176 billion US dollars and imports to 305 billion USD.
India is forecast to be among the top 5 economic powers by 2020. What opportunities and challenges do you think this will bring for the transport sector in the next few years?Such dynamic development will obviously bring about
many new trading relationships with industrialised and emerging nations all over the world. This will definitely benefit the transport and logistics sector. That is why it must also support India on its way to the top. Many of the global players which are driving this development process expect professional one-stop logistics solutions in the medium term Therefore, I see the need for qualitative growth in our sector in the next few years. And Weiss-Röhlig India is best placed to deliver this.
How does Weiss-Röhlig India currently present itself in the local market? How can you stand out against the competition?With locations at the main strategic points of the
country, we can offer a seamless, comprehensive service in the areas of customs, air and sea freight, project logi-stics, transport and warehouse logistics. And unlike many of our competitors, we provide most of the services in house with our own staff.
What are your expectations of the partnership with Gebrüder Weiss and Röhlig? What are your next goals?Through this joint venture, we became part of a global
network. This means above all that we can now offer our customers around the globe a uniform, high quality service. But also that we will grow together. I also believe that the transfer of know-how between continents is important. At present we are concentrating on strengthe-ning our core business. We will then expand our range of services focusing on supply chain management and logistics solutions and grow with India’s economy.
Weiss-Röhlig IndiaAll locations at a glance
orange globe – interview
orange globe – reports
Growing with India’s economy
Mumbai is the commercial, economic and financial centre as well as the home of the famous Bollywood film industry.
B.R. Rangamani, CEO of Weiss-Röhlig India, on trade relations between India and Europe, the forthcoming changes in the transport sector and the future prospects of the newly-established joint ventures.
B A Y O F B E N G A L
B A N G L A D E S H
C H I N A
B H U T A N
N E P A L
B U R M A
P A K I S T A N
N
BIHAR
SIKKIM
ASSAM
MEGHALAYA
ARUNACHALPRADESH
MIZORAMTRIPURA
MANIPUR
NAGALAND
ORISSA
ANDRAHPRADESH
TAMIL NADUKERALA
KARNATAKA
GOA
MAHARASHTRA
GUJARAT
MADHYA PRADESH
UTTAR PRADESHRAJASTHAN
HARYANA
PUNJAB
JAMMU & KASHMIR
HIMACHALPRADESH
UTTARANCHAL
JHARKHAND
CHHATTISGARH
WESTBENGAL
Jodhpur
New Delhi
JaipurKanpur
Kolkata
Nagpur
MumbaiPune
Chennai
Bangalore
Tiruppur
Tuticorin
Ahmedabad
Kandla-Mundra
Haldia
Paradip
Marmagoa
Cochin
New Mangalore
Vishakhapatnam
Guwahati
Hyderabad
Nedumbassery
Indore
Amritsar
Raxaul
Thiruvananthapuram
SuratPiparav
Nhava Sheva
Anantapur
Chandigarh
Rajkot
Patna
Darjiling
orange globe – news
GW brings Austria to Expo Shanghai 2010Under the motto “Better City, Better Life” Expo
2010 will take place in Shanghai from 1 May to 31 October. With more than 200 participating nations and 70 million visitors expected, this should be the largest world exhibition ever.
As an official partner of Expo Office Austria, Gebrüder Weiss is handling all transport involved in the large Austrian presentation. From clothes such as dirndls and lederhosen to consumables for the delegation, goods are collected and grouped at Maria Lanzendorf and then transported to Shanghai in several phases. At the Expo in China, Austria will be represented in a 2,000 square metre pavilion entitled “Austria – feel the harmony”. For more infor-mation about the world exhibition go to: http://en.expo2010.cn
GW takes over Serbian company EurocargoAt the end of 2009, Gebrüder Weiss acquired a
75 per cent interest in the international freight for-warder Eurocargo, strengthening its organisati-on in the Balkan republic. Eurocargo currently has about 100 staff. GW has branches in Dobanovci and Leskovac, customs offices on the Hungarian and Croatian borders and an Air & Sea terminal in Belgrade.
Green energy in logisticsGebrüder Weiss is relying increasingly on environ-
mentally friendly technology for power production and is facing its greatest environmental challenges in this respect: energy consumption and emissions in the supply chain. The latest example is the Kennel-bach branch which was acquired in the summer of 2009. A 19 m² solar system has been installed there. This not only saves about 10,000 kilowatt-hours of power representing operating costs of 3,000 euros, but also reduces CO² emissions by about 2,000 kilogrammes .
the suburb of Butibori. The local Inland Container Depot uses the Nhava Sheva Gateway.
Kanpur The city in Uttar Pradesh is among the largest producers of textiles and leather goods. Other industrial sectors represented include mechanical engineering, cycle manufacture and chemicals. In 1959, the govern-ment founded the Indian Institute of Technology Kanpur, one of seven elite technical universities in India.
Northern India regionNeu-Delhi India’s capital, situated in the union territory of Delhi, is an economic and commercial centre, a traffic hub and a cultural centre. The city with millions of inhabitants boasts a diverse processing industry, producing textiles, electrical and electronic equipment, precision tools and cars, for example. And a wide range of arts and crafts give an insight into the country’s cultural heritage. Along with Mumbai, New Delhi is the main gateway for global transport.
Jaipur The capital of Rajasthan is known as the “Pink City” due to its pink buildings. The main industries include the stone industry, jewellery, furniture production and chemicals. Jaipur’s Inland Container Depot (ICD) has good transport connections to the ports of Nhava Sheva and Mundra. Weiss-Röhlig Jaipur is mainly involved in sea freight export.
Jodhpur Due to the dry climate, the city in the Thar desert is known as India’s Sun City. In addition to arts and crafts, jewellery and furniture, textiles, metallic objects or sports items are also produced there. There is also an ICD in Jodhpur.
Eastern India regionKolkata The capital of the state of West Bengal forms the third largest conurbation in the country and the economic centre of eastern India. It boasts the only inter-national airport in the region and the second most impor-tant port in India. Kolkata’s processing industry mainly focuses on jute, chemicals and petrochemicals, ship-building and mechanical engineering. The main exports are fertilizer, paper, iron and steel, manganese ore and leather goods. The outsourcing wave has already brought the city tens of thousands of well-paid jobs, particularly in software development and hardware production, in call centres, publishing and healthcare – and is conti-nuing to grow. For Weiss-Röhlig India, Kolkata is the gateway to eastern India.
orange globe – inside
GW moves
Imprint: orange globe, the customer magazine of Gebrüder Weiss Ges.m.b.H. Media owner, publisher, distributor: Gebrüder Weiss Ges.m.b.H., Bundesstrasse 110, A-6923 Lauterach Responsible for the content: Michael Büchele, T +43.5223.206.441. Editorial staff: Silke Lechner, T +43.5223.206.449. Production: Raimund Fink. Design: Dalpra&Partner, Götzis, Language adaptation: Markus Grabher, grabherdesign.com, Print: AV+Astoria Druckzentrum GmbH
Who we are. What we stand for.
the orange way of IndependenceWe have a long history as an independent family firm, with a solid basis and are constantly developing. Our independence enables us to determine the direction and rate of our development for ourselves. Long-standing partnerships enrich our network. Our central concern is the current and future requirements of our customers, who can rely on GW’s ability to perform.
Independence can be viewed from many different perspectives. I believe that our efficient, global network also fosters independence. It means that you can rely on professional partners, fully committed to our common customers, in Europe and further afield. Finally, Gebrüder Weiss’ long-term corporate goal also reflects our independence: we want to be the best transport and logistics provider in our region, rather than the biggest. We demonstrate this day by day. Anyone who works with us also feels it.
Martin VašíčekSeafreight Manager Czech Republic
As well as goods and data, GW also moves people who come into contact with the orange network. We are moving forward with our customers, with a forward-looking approach and innovative ideas. As a logistics specialist, we optimise and control global supply chains. We offer global solutions through our international network. Our main aim is Service Excellence. We aim to impress with our services and products. We are aware of our financial and social responsibility as a business and seek environmentally-friendly solutions. So that our customers experience this: GW moves.
Peter WaldenbergerProcess Management Sustainability
the orange way of SustainabilityWe want and need sustained success in order to ensure that we remain competitive through investment and inno-vation. We are also conscious of our great responsibility in the sensitive area of transport and logistics to develop and deploy state-of-the-art environmentally-friendly and sustainable systems.
Sustainability is based on three pillars: economics, ecology and social responsibility. In the past, GW’s success as a traditional business was mainly based on intelligent commercial activity and awareness of social responsibility. Now the environment is playing an increa-singly important role. In 2010 we now have to heighten awareness of environmentally sound management and take specific measures. These range from economical use of power and fuel to investing in alternative energy sources and equipment to calculating our carbon footprint.
Anja RigasApprentice Air & Sea Terminal Wolfurt
the orange way of CommitmentOur distinctive company profile stands out both internally and externally. Our highly professional approach is demonstrated by superior commitment to, engagement with and respect for our customers and staff. Exceptional identification by loyalty, willingness to learn and trust. GW’s value lies in living out these values.
At GW I feel I’m well looked after – in big or small matters. Apprentices are supported and challenged within the group. Our training doesn’t just involve the actual course, but also a wide range of impromptu seminars from English lessons to IT training that prepare us for our later career. Another thing I value: here everybody is happy to share their knowledge. In all of the departments I’ve visited so far, I was included from day one and soon given my own area of responsibility. It’s good to feel your work is valued.
Karl-Heinz UnterlercherCargo Handling Air & Sea Terminal Innsbruck
the orange way of ServiceExcellenceOur aim is to impress our customers. Therefore, our day-to-day work is based on exceptional quality of service. With a seamless organisation extending across national borders, we have created the optimum conditions. Our staff’s expertise and solution-oriented approach are impressive. We are constantly striving to improve and developing proactively.
I drive my truck to customers’ sites every day – and have been doing so for 13 years now. What does this involve? Above all extra awareness. Of course this means taking good care of the goods entrusted to me. But I believe it also means impressing customers with my detailed knowledge of their companies and products. Lending a hand with loading, staying calm even in stressful moments, always being ready with a handshake or a pleasant word – I take that as read. Ultimately, Service Excellence is the sum of the experience and commitment of everyone at GW.
