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Archives for April 2020

TT Club warns of risks arising from the accumulation of cargo

As consumer demand and manufacturing production slows in many parts of the world, cargo, either in containers or stripped from transport units, is building up in warehouses, port terminals and inland depots. International freight and logistics insurer, TT Club warns of the additional risk this is bringing operators.

The current pandemic has disrupted global supply chains in a wide variety of ways. In particular, the lag in its effects between the large-scale sourcing regions of China and other parts of Asia and the consuming markets of Europe and North America has caused significant build-ups of goods produced in the former regions but not now required in the later.

Such accumulations include cargo in containers at both transhipment and destination port terminals, as well as import consignments that have been delivered to warehouses and distribution centres (DC). These are primarily non-essential products, for which there is little demand as retail outlets are closed or supplies for production lines that are either static or at reduced capacity.

In the UK for instance, the latest estimates are that 90% of the country’s warehouse capacity is full, with the UK Warehousing Association (UKWA) forecasting no available space by two weeks’ time. One high-street fashion retailer has reportedly leased 40% more storage than it would have under normal circumstances.

“Security is clearly the most dominant of the risk issues as operators seek alternative storage,” comments Michael Yarwood, Managing Director Loss Prevention at TT Club. “Whether it’s taking up buildings not usually used for storage or laden vehicles parked adjacent to a full warehouse, or simply facilities unfamiliar to the operator, the security regime may not be of a similar standard. This concern is not just limited to fencing, lighting, security patrols and CCTV, but also communication with hauliers delivering cargo to the unfamiliar premises. There is also the constant danger of vehicles being diverted into the hands of criminals; so-called round the corner theft,” emphasises Yarwood.

The physical characteristics of a temporary facility may also be unsuitable in a range of ways, such as weather-tightness, phytosanitary issues, uneven hard standing. Further, consideration needs to be given to the nature of the cargo and the capability to handle and store hazardous materials and specialised commodities correctly (such as high value or temperature controlled). These factors may also extend to inappropriate or substandard handling equipment and the requirement to subcontract labour and security personnel from previously unknown sources. Where possible, established standards should be maintained, including undertaking full due diligence.

Yarwood also draws attention to the importance of maintaining records and an efficient documentation flow. “In a situation where goods and cargo units are located in unusual facilities, perhaps off-site at some distance, it is vital for accurate records of movements, storage times and potential drawdown requirements to be preserved.”

Such bottlenecks in the supply chain through the lack of demand for goods may be temporary as diminishing orders start to affect the flow through. However, one of the knock-on effects currently being experienced is that some port terminal operators, along with their ocean carrier customers, are attempting to help importers by delaying delivery and/or providing temporary storage for containers.

A recent survey by the International Association of Ports & Harbors (IAPH) shows a mixed picture at ports around the world. “35% of ports reported an increase in utilisation of warehousing and distribution facilities for foodstuffs and medical supplies, with some ports reporting capacity shortages,” the analysis shows.

Peregrine Storrs-Fox, TT Club’s Risk Management Director, commented, “There will be regional variations within these trends of course. As inbound congestion on terminals rises, we are seeing some European ports offering off-terminal storage for undelivered import containers. In the current extraordinary environment, all involved in the supply chain should be taking extra steps to assist in finding solutions. Care must be taken however to ensure that in providing such a facility, operators do not expose themselves to additional liability and risk.”

Many of the potential risks and liabilities that apply to warehouse and DC operators will face a terminal or carrier in placing undelivered containers in temporary storage locations. In addition, container and cargo damage potential could be heightened in facilities unaccustomed to handling full containers. There is a heightened risk of phytosanitary issues where off-terminal storage locations may have less permanent surfaces or increased exposure to vegetation and pest ingress, particularly if the storage is long-term. The dwell time of such containers may also become an issue if the cargo is eventually abandoned as the goods become ‘off-season’ or the importer ceases to trade. The question of traceability then becomes a more critical issue.

TT Club remains vigilant in its care for its Members’ concerns and will continue with risk management and loss prevention advice to the freight and logistics industry during the current crisis. A dedicated Coronavirus Guidance page is available HERE


About TT Club

TT Club is the established market-leading independent provider of mutual insurance and related risk management services to the international transport and logistics industry. TT Club’s primary objective is to help make the industry safer and more secure. Founded in 1968, the Club has more than 1100 Members, spanning container owners and operators, ports and terminals, and logistics companies, working across maritime, road, rail, and air. TT Club is renowned for its high-quality service, in-depth industry knowledge and enduring Member loyalty. It retains more than 93% of its Members with a third of its entire membership having chosen to insure with the Club for 20 years or more.

“K” Line : Change of Directors and Audit & Supervisory Board Members

Kawasaki Kisen Kaisha, Ltd. (“K” Line) has decided during a board meeting held on 30 April 2020 on several changes of Directors and Audit & Supervisory Board Members. 

To read this press release in its entirety,  please visit their website :

“K” Line : Change of Executive Officer

Kawasaki Kisen Kaisha, Ltd. (“K” Line) has decided in a board meeting held on 30 April 2020 on changes of Executive Officer.

Name: Atsuo Asano

New Position: Representative Director, Vice President Executive Officer

Current Position: Representative Director, Senior Managing Executive Officer

Please see the full list of responsibilities of Executive Officers scheduled on and after June 23, 2020 on the website :

“K” Line to participate in the United Nations Global Compact

Kawasaki Kisen Kaisha, Ltd. (“K” Line) is pleased to announce that it has signed the United Nations Global Compact (the “UNGC”), an initiative proposed by the United Nations, and has been registered as a participating company on April 20, 2020. We have also joined Global Compact Network Japan, which is UNGC’s local network in Japan.

The UNGC is a voluntary initiative in which companies and organizations act as good members of society and participate in the creation of a global framework for sustainable growth by demonstrating responsible and creative leadership. Signatory companies and organizations are required to support and implement the UNGC’s 10 principles on human rights, labour, environment, and anti-corruption.

“K” Line has defined ESG (Environment, Social, Governance) initiatives as an important management issue. On the occasion of participating in the UNGC, we will further strengthen our efforts so as to contribute to the realization of a sustainable society, hence strive to improve our corporate value.

The Ten Principles of the United Nations Global Compact


Principle 1: Businesses should support and respect the protection of internationally proclaimed human rights; and

Principle 2: make sure that they are not complicit in human rights abuses


Principle 3: Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining;

Principle 4: the elimination of all forms of forced and compulsory labour;

Principle 5: the effective abolition of child labour;

Principle 6: the elimination of discrimination in respect of employment and occupation.


Principle 7: Businesses should support a precautionary approach to environmental challenges;

Principle 8: undertake initiatives to promote greater environmental responsibility; and

Principle 9: encourage the development and diffusion of environmentally friendly technologies.


Principle 10: Businesses should work against corruption in all its forms, including extortion and bribery.

GEODIS and DELTA DRONE launch “GEODIS Countbot”, an innovative warehouse-inventory solution

A very innovative solution, “GEODIS Countbot” is a stabilized automated system that includes a drone and is able to do inventory and inventory control. Inventory can be done in real time, without human intervention other than a supervising operator and without any special equipment.

“GEODIS Countbot” is the result of over three years of R&D and testing to create a reliable automated inventory service that does not require any additional stationary equipment inside the warehouse and is totally safe, protecting both people and property.

Built by both DELTA DRONE, specialized in civilian drones for professional use, and GEODIS, international leader in transport and logistics, this new service revolutionizes warehouse inventory: “Inventory is a time-consuming activity and can be risky for humans, requiring operations to be shut down and the rental of personnel lifts. With “GEODIS Countbot,” inventory can now be carried out quickly, automatically and safely,” explains Romain Cauvet, global Engineering director, Supply Chain optimization, GEODIS.

In terms of performance, the first assignments performed in real time, in a 10 000 m2 warehouse, allow us to estimate inventory time at under three hours instead of the one to two days it used to take.

The solution combines a robot, a telescopic mast that can reach up to 10 meters and a drone that ensures the stability and therefore the quality of the images collected. It has been the subject of several patent applications.

16 high-resolution cameras are positioned along the mast. The unit moves automatically through the aisles, following trajectories entered beforehand in the robot’s memory thanks to an initial full mapping of the site. As it moves, the cameras photograph the pallet barcodes end detect anomalies, if any. All the data are then reported to the WMS (Warehouse Management System).

From an operational and commercial standpoint, the partners plan to deploy the solution progressively to many warehouses throughout the world, whether or not they are GEODIS warehouses. In Europe, sales of the systems will benefit from the support and existing network of Ott Ventures, Delta Drone’s new reference shareholder, representing close to five million square meters in warehouse space and industrial sites located in various countries, in particular, the Czech Republic, Germany, the Netherlands and Russia.


GEODIS is a top-rated, global supply chain operator recognized for its passion and commitment to helping clients

overcome their logistical constraints. GEODIS’ growth-focused offerings (Supply Chain Optimization, Freight

Forwarding, Contract Logistics, Distribution & Express, and Road Transport) coupled with the company’s truly

global reach thanks to a direct presence in 67 countries, and a global network spanning 120 countries, translates

in top business rankings, #1 in France, #4 in Europe and #7 worldwide. In 2019, GEODIS accounted for over

41,000 employees globally and generated €8.2 billion in sales.

About Delta Drone: The Delta Drone Group is an international player in the field of civilian drones for professional use. It provides a range of professional solutions specifically designed for targeted sectors, as well as a complete selection of related services.

Delta Drone is listed on Euronext Growth Paris – ISIN code: FR0011522168

Also listed on Euronext Growth 33 443 695 BSA Y – ISIN code: FR 0013400991


Photographs to accompany this press release can be found at:

Copyright for photos: © Comeandcomm


Please following this link to view the video to accompany this press release:

Dachser builds on its growth driver

Revenue up by a solid 1.6 percent in 2019; European overland transport grows 2.9 percent; EUR 151 million invested in logistics facilities and IT systems

Kempten, April 7, 2020. Even as the global economy becomes increasingly weaker, Dachser was able to continue growing in 2019. The logistics provider increased its consolidated net revenue by a solid 1.6 percent to EUR 5.66 billion. Driving this growth was again the Road Logistics business field, net revenue rose by 2.9 percent to EUR 4.60 billion. In contrast, the Air & Sea Logistics business field saw a decline of 4.1 percent, mainly attributable to weaker demand for air freight services for automotive customers.

The revenue growth at the Group level contrasts with declining shipment and tonnage figures. Although the number of shipments was down by around 3.7 percent from 83.7 to 80.6 million, tonnage fell only slightly compared to the previous year, slipping by 1.0 percent from 41.4 to 41.0 million metric tons. “When the economic wind turns, quality and reliability count more than ever,” says Bernhard Simon, CEO of Dachser. “That’s why we’re all the more committed to ensuring our employees are well-qualified and motivated and why we’re continuously investing in our network, our processes, and our IT.”

Business development in detail

Dachser’s Road Logistics business field—which comprises the transport and storage of industrial goods (European Logistics) and food (Food Logistics)—continued to provide stability while driving growth at the company. In 2019, Road Logistics increased its consolidated net revenue by 2.9 percent from EUR 4.47 to 4.60 billion. The Business Line European Logistics contributed 3.63 billion Euro (+2.4 percent) to the Road Logistics revenue. “Cross-border services remained strong and contract logistics saw positive development throughout Europe. Although the situation on the freight market relaxed in the course of 2019, the shortage of drivers and lack of qualified personnel in Germany and many other European countries continues to be our most pressing challenge,” Simon explains.

Dachser’s Food Logistics business line achieved the strongest growth in 2019, recording revenue growth of 5.1 percent from EUR 917 to 964 million. The number of shipments handled declined by 1.7 percent and tonnage saw a slight rise of 0.6 percent. “Food Logistics has been a reliable pillar of our business model for years,” Simon says. “The alliances with our partners in the European Food Network have proven to be extremely stable and fruitful.”

In the Air & Sea Logistics business field, revenue declined by 4.1 percent in 2019, from EUR 1.19 to 1.14 billion; the number of shipments was down by 5.6 percent. “In Air and Sea Logistics, we’re feeling the effects of the business climate, which is very volatile and greatly impacted by the disruptions to world trade,” Simon says. “In our air freight business, the effects of the weak demand for transport services from the German automotive industry are particularly evident.” In 2019, Dachser took steps to future-proof this business field. These included adding the life sciences/pharmaceutical and fashion & sports sectors to its customer portfolio and expanding rail services along the New Silk Road. Air and sea transports, particularly for LCL, were connected more tightly with the European overland transport network. In addition, the rollout of Dachser’s Othello transport management system, developed in-house, is now essentially complete. “By mid-2020, we will use our own transport management system to handle 99 percent of all shipments. The resultant improvements in efficiency and productivity allow us to add further value for our customers,” Simon says.

In the coronavirus crisis – An anchor of stability in difficult times

To further improve the quality of its services, last year the family-owned company invested EUR 151 million in the construction or expansion of transit terminals and warehouses and in IT systems and technical equipment. Investments of a similar amount are planned for the current year, too. However, due to the coronavirus outbreak, Dachser, like many companies, will have to readjust its targets. Simon explains: “The final impact on our business is difficult to predict; all we can do is reassess the situation daily and respond accordingly, taking an agile and flexible approach.  In view of the current restrictions on business activities, we can’t avoid a downturn in volume in our industrial goods business, especially in Spain and France. However, in terms of our service portfolio and customer structure, we deliberately adopt a very broad position so that we can adapt well to new scenarios. As a logistics provider, we are a key link in the basic supply chain for the food sector, and we expect this business to remain relatively stable.”

Dachser further increased its equity ratio in 2019 to over 57 percent. With its current workforce of some 31,000, Dachser has more employees than at any other point in its history. “We’re very proud of this because our employees are the heart and backbone of the service we provide. Securing jobs is our top priority in 2020,” Simon says. “We also want to remain a stable and reliable partner for customers and subcontractors. Together, we’ll overcome the crisis surrounding the coronavirus with fair prices and fair remuneration, and lay the foundations for future growth.”

Overview of net revenue:

About Dachser:

Thanks to some 31,000 employees at 393 locations all over the globe, Dachser generated consolidated net revenue of approximately EUR 5.7 billion in 2019. That same year, the logistics provider handled a total of 80.6 million shipments weighing 41.0 million metric tons. Country organizations represent Dachser in 44 countries. For more information about Dachser, please visit

“K” Line response to COVID-19 in Japan

Since February 2020, “K” Line has implemented/expanded remote work programs in response to the spread of COVID-19 to ensure the safety of company employees as first priority.

In case of a stay-at-home requirement by the Local Government, followed by a state of emergency issued by the Japanese government, “K” Line will implement remote work program for all employees whose working offices/homes are located within the requested area in Japan until the requirement lifted.(*)

The “K” Line Group will implement every possible measure to ensure the health and safety of our employees as first priority, and taking appropriate action following Government guidelines.

Thank you for your understanding and support as we make our best efforts to maintain the global supply chain and provide safe and stable service during this unprecedented situation.

(*) Due to anniversary of foundation, our offices in Japan will be closed on April 8th.

Dachser organizes transportation by block train along the New Silk Road

DACHSER Rail Services transport chemical products to the Chinese market from Ludwigshafen in Germany in half the time.

Kempten/Ludwigshafen, April 2, 2020  – BASF entrusted its long-standing logistics provider Dachser to handle a first block train to China. The train of 42 containers carrying BASF products arrived in the Chinese city of Xi´an. Dachser took take care of all organizational aspects—including coordination with train operator RTSB GmbH, customs clearance, and distribution of the goods in China.

Starting at the KTL Kombi-Terminal Ludwigshafen and making its way to China via Poland, Belarus, Russia, and Kazakhstan, the block train’s journey took just 14 days—more than two weeks faster than it would have by container ship. The rail transport via the “New Silk Road” is particularly interesting for chemical companies whose production sites are located in rural areas of China, far away from the seaports.

The KTL terminal in Ludwigshafen plays a key role in BASF’s logistics concept. It serves as a hub, where BASF bundles European cargo and loads the containers onto the trains. Germany’s largest inland terminal is directly adjacent to BASF’s main plant. Up to 30 trains bound for over 20 economic centers across Europe depart from the terminal every day.

Weekly departures to begin following start-up phase

Because rail gauges vary in size along the route, the containers are reloaded onto different trains in the Polish village of Małaszewicze and at the Kazakh border with China. Measuring some 40 feet in height, the cube containers are loaded primarily with granulates, fuel additives, and catalysts. The train’s final destination was the city of Xi’an in central China.

From there, Dachser North China handled customs clearance and distribution of the BASF goods to their recipients by truck. In the start-up phase, more train departures from Ludwigshafen to Xi`an are scheduled.

“Faster than sea freight, cheaper than air freight, easy to schedule, and reliable: when it comes to fulfilling certain logistics requirements, rail transport to China along the New Silk Road is an excellent alternative to air and sea freight that adds value,” explains Thomas Krüger, Managing Director, Dachser Air & Sea Logistics EMEA. “Demand for DACHSER Rail Services is growing all the time, and we’re especially delighted to have a global market leader like BASF place its trust in our solutions.”

Taking a long-standing partnership to the next level

For several decades, Dachser has been collaborating closely with BASF to transport palleted chemical products within Europe and store them safely. Dachser operates two warehouses for hazardous materials: one in Hungary and one in Romania. Both meet the highest safety standards and their performance has been evaluated in accordance with SQAS. “The first train to Xi’an has taken our logistics partnership with BASF to a new level,” says Michael Kriegel, Department Head Dachser Chem-Logistics. Dachser’s industry solution combines standardized logistics services and expertise in handling dangerous goods in a global network with bespoke solutions for customers from the chemical industry.

About Dachser:

A family-owned company headquartered in Kempten, Germany, Dachser offers transport logistics, warehousing, and customer-specific services in two business fields: Dachser Air & Sea Logistics and Dachser Road Logistics.

Thanks to some 30,600 employees at 399 locations all over the globe, Dachser generated consolidated net revenue of approximately EUR 5.6 billion in 2018. That same year, the logistics provider handled a total of 83.7 million shipments weighing 41.3 million metric tons. Country organizations represent Dachser in 44 countries.

For more information about Dachser, please visit

About KTL Kombi-Terminal Ludwigshafen GmbH:

KTL Kombi-Terminal Ludwigshafen GmbH is the German inland terminal with the highest volume and considers itself to be one of the leading terminals in Europe in terms of efficiency, safety and innovation. The company, founded in 1999 and owned by BASF SE (40%), Kombiverkehr (20%), Hupac (15%), Bertschi and Hoyer (12.5% each), currently offers its customers up to 30 train departures a day to 20 economic areas in Europe. KTL works together with 8 combined transport operators, 9 railway companies and more than 100 forwarders without discrimination. By further consistent standardisation of interfaces as well as automation and digitalisation of processes, KTL intends to further expand productivity and service quality in combined road/rail transport.

About RTSB GmbH:

The family-owned company RTSB GmbH – Rail Transportation Service Broker, is a leading rail operator along the “New Silk Road” with headquarters in Friedrichsdorf, Hesse. Flexible, intermodal logistics services for transport companies, mainly in the rail segment, are provided in 19 branches spread over 13 countries along the Eurasian Corridor. RTSB has more than 20 years of experience in the CIS region and also operates the Eurasian Railway Carrier licensed in Germany and Poland together with the Belarusian state company Belintertrans.

In 2019, RTSB generated sales of around 300 million euros and handled over 3000 block trains between China and Europe, moving a total of 422,500 TEU by rail. Further information on RTSB can be found at

TT Club Continues Guidance to the Freight Industry Amid COVID-19 Crisis

As the unfolding consequences of the coronavirus pandemic continue to disrupt international trade, freight transport specialist insurer TT Club is maintaining its advice service to stakeholders along the global supply chain.

London, 1st April 2020

Over the coming weeks there will be considerable uncertainty for stakeholders through the entire transport industry as the global economy slows, governments prioritise specific supplies, consumer spending decreases and personnel shortages become more prevalent. However, the need for the supply chain of essentials – foodstuffs, pharmaceuticals and medical equipment – to remain robust and efficient will be more critical than ever. The demand to maintain reliability, and continued flexibility of the services provided, will be acute for many stakeholders, faced with the common three business imperatives during the current crisis of staff, customers and cash.

In this unusual, indeed unprecedented environment, TT Club points out that all sectors of the industry will be put under pressure by customers and suppliers to help mitigate potential issues, losses and liabilities. The scenarios faced will be many, various and complex, affecting port, terminal and warehouse operators as well as carriers across all modes, forwarders and logistics companies. TT Club aims therefore to continue providing an advisory service that is supportive and alive to the additional and unfamiliar risks and liabilities being presented.

“As we have advised in the past, fundamentally there is a need to communicate; to have an open dialogue with customers and suppliers and a good understanding of fast-changing controls and regulations imposed by local, national and even international authorities,” comments Peregrine Storrs-Fox, TT Club’s Risk Management Director. “The physical movement of cargo is understandably experiencing delays due to cancelled ship sailings, shortage of air freight capacity and land border checks and these disruptions to the norm will cause friction between the various links in the chain. An understanding of ‘what is going on’ by participants in the chain will serve to ease such friction.”

Those involved in the global transport industry are by their nature experienced problem solvers often employing innovative solutions. Where contractual relationships are in place, the supplier is generally obligated to explore all reasonable options to mitigate a potential loss arising in circumstances such as presented by this coronavirus outbreak. As Storrs-Fox comments, “Any party seeking in the event of a future dispute to rely on a ‘force majeure’ defence may well face the burden of evidencing that they took all reasonable steps to mitigate the loss”.

Depending on the individual stakeholder responsibilities, there are a number of proactive risk mitigation strategies that may be considered. Clearly, keeping well informed and maintaining open channels of communication with the national or local authorities relevant to the business obligations will be key, both to compliance with additional requirements and service to customers – even recognising that such obligations may be in another part of the world and possibly managed through a partner.

Many established ‘crisis management’ plans will be relevant for the circumstances faced, even if the scale and scope of the current disruption was not envisaged. Such frameworks will, however, assist in identifying vulnerabilities that may impact the ability to fulfil usual obligations or carry out standard business requirements. The specifics of this virus – such as exposure through contact with surfaces – necessitates consideration of additional protections and training for staff and will almost certainly make usual personnel and site security procedures more complex.

While TT Club looks to provide supportive and relevant advice, it is also building a dedicated page of available materials ( in order to share good practice findings from around the globe. In amongst all the strain of responding to the immediate crisis, however, the Club urges stakeholders to maintain as much normal rigour as possible in their internal systems and processes, in sound safety practices and in robust physical and cyber security. As Storrs-Fox concludes, “Such standard business ‘hygiene’ retains lasting significance, alongside the much heightened health hygiene to which we are all responding”.


About TT Club

TT Club is the established market-leading independent provider of mutual insurance and related risk management services to the international transport and logistics industry. TT Club’s primary objective is to help make the industry safer and more secure. Founded in 1968, the Club has more than 1100 Members, spanning container owners and operators, ports and terminals, and logistics companies, working across maritime, road, rail, and air. TT Club is renowned for its high-quality service, in-depth industry knowledge and enduring Member loyalty. It retains more than 93% of its Members with a third of its entire membership having chosen to insure with the Club for 20 years or more.

“K” Line : Notice on the Planned Recording of Extraordinary Loss on Valuation of Investment Securities

Kawasaki Kisen Kaisha, Ltd. (“K” LINE) announces that it is planned to record the extraordinary loss on valuation of investment securities in the consolidated financial results for the fiscal year ending March 31st, 2020

  1. Recording the extraordinary loss

“K” LINE plans to record the loss on valuation of investment securities by the impairment accounting process during the fourth quarter of the fiscal year ending March 31, 2020, for investment securities classified as “available-for-sale securities” where market value showed no prospects for recovery as a result of significant declines.

The total amount of the loss on valuation of investment securities during the fourth quarter of the fiscal year ending March, 31 2020 (January 1, 2020 to March 31, 2020) : 5,260 Million Yen

2. Expected financial results for the fiscal year ending March 31st, 2020

 By recording above, it is forecasted that the financial results for the fiscal year ending March 31st, 2020 is to be adjusted downward compared to the previous forecast announced on January 31st, 2020, however, the other events shall be taken into consideration, the final consolidated financial results are scheduled to be announced on May 11th, 2020.