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CEO Message for CDP2020 “A List” award ― Earning Highest Rating “A” for Five Consecutive Years―

January 18, 2021 by

On January 14, CDP2020 “A List” award, hosted by CDP Worldwide-Japan, was held online and Yukikazu Myochin, President & CEO of “K” LINE delivered message as one of the ”A List” companies in the event.

The video message is posted on “K” LINE’s YouTube channel.

“K” LINE YouTube channel  https://youtu.be/OCvR7AL8KPI

“K” LINE corporate website  https://www.kline.co.jp/en/index.html  *click top banner

“K” LINE was selected as ”A List 2020”, the top rating, on climate change from CDP, which is a non-profit global organization (NGO) engaging in activities for realizing sustainable economy, on December 8, 2020. 53 Japanese companies were in the list and only 4 companies were selected for more than five consecutive years.

Filed Under: "K" Line

“Kawasaki Integrated Maritime Solutions” is certified for innovative technology

January 14, 2021 by

～ First “Innovation Endorsement” for Products & Solutions accredited by ClassNK ～

“Kawasaki Integrated Maritime Solutions”, jointly developed by ”K” LINE and Kawasaki Heavy Industries Group, obtained the first certification of “Innovation Endorsement” (*1) for Products & Solutions which ClassNK newly launched certification program for innovative technology.

Since the system released 2016, it has been installed on about 140 vessels including chartered vessels. We are utilizing variety of applications with operation data that automatically sent to shore from vessels for detection of abnormalities with live data monitoring, performance analysis to maintain and manage fuel efficiency, and optimum navigation support to maintain safe and economical routing.

ClassNK verified system configuration and functions from many perspectives, “Kawasaki Integrated Maritime Solutions” was authenticated as innovative solution utilizing digital technology.

We have been accumulated many kinds of ship’s operation data from 2001 when developed electric ABLOG system (*2). We will continue to promote innovative activities such as engine plant fault diagnosis with our big ship’s data and the latest digital technology.

Through these efforts, “K” LINE will continue to improve our safe and environment-friendly operation on all our fleets.

(*1) “Innovation Endorsement” is a certification service by third party for innovative technology which ClassNK launched in July 2020. It is to certify the worth and possibility of advanced technology with digital transformation to stakeholders, to achieve issues like safety improvement or environmental conservation, and continuously development.

(*2) Abbreviation of the Abstract log which is important record of voyage to know situation of vessel navigation. It includes navigation data such as vessel position, distance for next port, average speed, weather condition, and bunker consumption, etc.

Related Links

Please see below links for related news releases.

2016/06/28　Joint development project of “K-IMS”; Integrated vessel operation and performance management system

https://www.kline.co.jp/en/news/other/other3295047094663452046.html

2017/10/10　 Installation of “KAWASAKI Integrated Maritime Solutions Navigating System” to

operated/managed vessels

https://www.kline.co.jp/en/news/other/other-7407457734171039514.html

2019/12/04　 Completed Additional Development (Phase-2) of “Kawasaki Integrated Maritime Solutions”

https://www.kline.co.jp/en/news/other/20191204EN/main/0/link/20191204EN.pdf

2021/01/05　Expanding “Kawasaki Integrated Maritime Solutions” to chartered vessels

https://www.kline.co.jp/en/news/other/other-5620095637992119501/main/0/link/210105EN.pdf

Filed Under: "K" Line

GEODIS expands and renames its specialist Project Logistics business

January 14, 2021 by

Leading logistics services provider GEODIS is widening its range of worldwide project logistics services. At the same time, GEODIS is positioning this specialized offer with a new name in the market, changing from GEODIS Industrial Projects to GEODIS Project Logistics.

The name change reflects the more diversified service portfolio of GEODIS in this sector which now goes beyond serving the industrial segment. In addition to GEODIS’ growing activity in the Renewable Energy market, as well as the company’s evolving offer for the Oil & Gas industry, GEODIS is integrating its Aid & Relief business as well as its Marine Logistics teams into the expanded project logistics organization.

“GEODIS Project Logistics represents the full spectrum of services we offer today”, said Luke Mace, Senior Vice President Project Logistics at GEODIS. “While the logistical challenges of each sector can be very different, all have very important requirements in common: expertise in handling, attention to detail and quality of service. Such are the foundations of GEODIS Project Logistics. Our clients can have confidence that our diversification will strengthen our services through extended expertise, a continuous drive for innovation and our high standard for safety and compliance.”

GEODIS Project Logistics is offered in over 30 countries. 550 project logistics specialists worldwide operate in the sectors of Oil & Gas, Renewables, Rail, Nuclear, Mining, Power, Infrastructure, Petrochemical Production and Refining, Aid & Relief, Marine Logistics and Governmental Services.

GEODIS – www.geodis.com 

GEODIS is a top-rated, global supply chain operator recognized for its 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, #6 in Europe and #7 worldwide. In 2019, GEODIS accounted for over 41,000 employees globally and generated €8.2 billion in sales.

Filed Under: GEODIS

Harren & Partner adds jack-up vessel Wind Lift I to its fleet and launches SAL Renewables

January 13, 2021 by

Bremen, 13 January 2021

The offshore renewables sector is about to meet a new contender in the rapidly expanding market for offshore wind. With Harren & Partner’s addition of the versatile jack-up vessel Wind Lift I to its fleet, SAL Renewables launches as a specialised provider for offshore wind services and installation with a strong asset in its portfolio. Born as a sister company to the renowned heavy lift shipping company SAL Heavy Lift, this new specialised entity focuses on the offshore maintenance and installation of wind turbines and their corresponding components.

The Harren & Partner Group is as busy as ever with its work in the global wind energy sector. Already an established and preferred logistics provider to contractors and turbine manufacturers in the offshore wind sector, SAL is taking another significant step in expanding its footprint in the field of renewables. Today, SAL Renewables opens its doors as a supplier of specialised vessels as well as maintenance and installation solutions to the offshore wind industry.

SAL Renewables proudly launches with a specialised vessel in its fleet: the Wind Lift I – a 2010-built dynamic positioning (DP) jack-up crane vessel ideally suited for offshore wind maintenance projects as well as the installation of wind turbine parts. With a 500 t capacity, high outreach offshore crane and a fully equipped accommodation block for up to 50 people, this highly versatile asset also has a strong track record.

“Wind Lift I represents an important enhancement of our fleet. It extends our scope of action to provide our customers with comprehensive, yet customised solutions,” says Heiko Felderhoff, Managing Director of SAL Renewables. “Wind Lift I is a highly adaptable vessel. There are only few things that it can’t do, it’s kind of like a Swiss army knife. This asset makes for a great start for our new venture with SAL Renewables.”

Matthieu Moerman, Head of Projects at SAL Renewables, adds: “Megawatts capacity of wind parks keep increasing and old wind parks will need to be renewed with new turbines or decommissioned. With Wind Lift I we are not only targeting the installation and maintenance market but also decommissioning and upgrading of old existing wind parks.”

The Wind Lift I was recently deployed by SAL for a hydraulic hammer test as part of an offshore wind project in the North Sea. Despite for the season’s unpredictable weather patterns, the vessel managed the job perfectly.

In addition to Wind Lift I, SAL Renewables also holds access to the offshore DP2 heavy lift ship Blue Giant.

SAL Renewables benefits from the years of wind experience in the group, and employs specialists with extensive expertise in the sector. SAL Renewables is not involved in any traditional heavy lift shipping operations, which are performed by SAL Heavy Lift as the transport and logistics arm. As such, SAL Renewables is a perfect complement to SAL’s existing services – providing comprehensive, complete maritime solution for the offshore wind industry.

Dr. Martin Harren, Managing Director of Harren & Partner, explains the strategy behind the founding of SAL Renewables and the acquisition of Wind Lift I: “Wind power has been a cornerstone of our business in the past few years, and we continue to see significant projects here. The world’s demand for energy is higher than ever before, and a major energy transition is currently underway. The projects resulting from this change are crucial to our business. SAL Renewables is a perfect supplement to our established logistics business, but also something new. By offering maintenance and component installation services predominantly for the wind turbines themselves, we are expanding our total service offerings to the global renewables market while also meeting the toughest individual demands and expectations in the offshore markets.”

SAL Renewables is based in Bremen – a convenient location to leverage the diverse and far-ranging resources within the Harren & Partner Group and SAL Heavy Lift.

About SAL Renewables

SAL Renewables is a sister company to the renowned heavy lift shipping company SAL Heavy Lift and a member of the Harren & Partner Group.

The company specialises in offshore maintenance and support services targeted towards the offshore wind sector.

Through its access to specialised, diverse and advanced offshore vessels with dynamic positioning and/or jack-up capabilities, SAL Renewables offers a wide range of expert, cost-efficient services – including vessel time chartering, specialised engineering solutions and complex project management services.

SAL Renewables meets the highest standards with regard to quality, technical innovation, health, safety and environment. SAL’s large network of sales offices and exclusive agents across more than 20 countries ensures our strong global outreach. SAL has a green perspective, is committed to building a greener tomorrow through its services and technical innovations.

Filed Under: Harren & Partner

“GEODIS City Delivery” for even faster urban deliveries

January 12, 2021 by

With its new digital platform, GEODIS enables retailers to deliver goods such as fashion items, health and personal care and high-tech merchandise directly to US consumers from the closest retail store in just a few hours thanks to a combined delivery network of traditional carriers and private individuals.

“We wanted to have our own technology, based on our expertise in transport and logistics, to support the deployment of new services for even faster urban delivery. This technology utilizes already existent resources and helps to relieve congestion in urban centers. With this new platform, GEODIS can roll out a new distribution network in an extremely agile manner, anywhere in the world and very quickly,” says Marie-Christine Lombard, CEO of GEODIS.

A digital application and control center to ensure real-time tracking

GEODIS has developed its own digital platform. Incorporated in it is a driver mobile application called GEODIS Zipline for the dedicated use within its partners network and for individuals providing the local delivery services.

Order tracing is a priority for retailers and the consumer. Both are looking for reliable advice on an individual package’s predicted delivery time.  GEODIS Zipline provides such visibility and closely monitors all deliveries via a centralized web application, supporting both clients and drivers with real time data.

Individuals, selected according to a rigorous process, may choose to take countless deliveries throughout the day, or simply choose deliveries that align with their own daily commute. Drivers have visibility to see a live map with available orders in their area, and then independently select those they prefer. Drivers may chat with the support center through a messaging service embedded within the GEODIS Zipline driver app.

“This powerful mobile technology provides each driver with a central point of communication, a benefit that makes the opportunity to work with GEODIS highly attractive”, points out Gina Anderson, Vice President of Solutions & Growth of the Supply Chain Optimization line of business of GEODIS. “Beyond the freshness of crowdsourced delivery, our technology allows us to offer our customers, particularly retailers and e-merchants, an innovative logistics solution that draws simultaneously on all the transport capacities available in the market,” says Anderson.

GEODIS Zipline has already helped manage thousands of deliveries each week by companies across the US.

GEODIS – www.geodis.com 

GEODIS is a top-rated, global supply chain operator recognized for its 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, #6 in Europe and #7 worldwide. In 2019, GEODIS accounted for over 41,000 employees globally and generated €8.2 billion in sales.

Filed Under: GEODIS

Dachser organises vaccine logistics in Berlin

January 7, 2021 by

Logistics provider to manage warehousing of vaccine cool boxes and their distribution to vaccination centres, hospital pharmacies, and mobile vaccination teams.

Kempten, Berlin – With Covid-19 vaccinations starting in Germany, Dachser is stepping up to organise vaccine logistics in the German capital on behalf of the Berlin Senate.

Working on behalf of the Berlin Senate, Dachser will manage the vaccine supplies upon their delivery to the central vaccine warehouse. It will also undertake daily quality-assured deliveries to Berlin’s six vaccination centres, eleven hospital pharmacies, and up to sixty mobile vaccination teams. The requisite vaccine equipment will be supplied from a warehouse operated by the logistics provider.

“We’ve been working in close collaboration with the Berlin Senate since July this year to store personal protective equipment and rapid coronavirus tests and distribute these to healthcare facilities in the city,” says Olaf Schmidt, General Manager of Dachser’s Berlin-Brandenburg logistics centre in Schönefeld. “We’re pleased to be providing our logistics expertise to support this supply chain that is so important for society.”


About Dachser

Dachser, a family-owned company headquartered in Kempten, Germany, provides transport logistics, warehousing, and customised services in two business fields: Dachser Air & Sea Logistics and Dachser Road Logistics. The latter consists of two business lines: Dachser European Logistics and Dachser Food Logistics. Comprehensive contract logistics services and industry-specific solutions round out the company’s range. A seamless shipping network—both in Europe and overseas—and fully integrated IT systems ensure intelligent logistics solutions worldwide.

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 organisations represent Dachser in 44 countries. 

For more information about Dachser, please visit www.dachser.com

Filed Under: Dachser UK

Shippers urged to take more responsibility for supply chain safety

January 7, 2021 by

International freight transport and logistics insurer TT Club wants cargo owners to be more aware of safety issues arising from poorly packed containers and misdeclared goods. Urging them to make good practice in the supply chain part of their ESG (environmental, social and governance) policies

London, 6th January 2021

TT Club’s analyses consistently indicate that two thirds of incidents related to cargo damage are caused or exacerbated by poor practices at the time of packing goods into a freight container. Such supply chain malpractice results in multi-million dollar losses, including tragic containership fires with loss of seafarers lives and significant delays. Extrapolating known figures, all such incidents are estimated to result in economic losses exceeding USD6 billion per year.

Cargo interests, whether retailers, manufacturers, traders, exporters and particularly importers, which rely so heavily on the global supply chains that transit thousands of miles of ocean and land transport need to take responsibility to ensure the risks are mitigated.

“The dangers are not just restricted to chemical cargoes, such as those used in paints, cosmetics, cleaning products, fertilisers, weedkillers and aerosols of all types. A wide variety of consumer goods, as well as components used in the manufacture of industrial products, domestics white goods and automobiles, if incorrectly handled in transit can cause major disasters,” comments Michael Yarwood, Managing Director, Loss Prevention at TT Club.

“The list is long and often surprising – BBQ charcoal, battery powered electronic devices, fireworks, hand sanitizer, wool, cotton, vegetable fibres, marble, granite and other building materials, fishmeal, seed cake and many more. Those involved in sourcing, importing, storing, supplying or selling such commodities should ensure their procurement and logistics standards are of the highest level.”

Sustainability and environmental impacts are subjects that are constantly in the public eye and there is an ever-heightened sense of urgency to act responsibly to reduce waste and the carbon footprint. However, the risks of supply chain dereliction frequently go unnoticed. Yet, mishandling of cargoes can result in unacceptable danger to those employed in their movement, to the environment, the general public, and not insignificantly to brand reputations.

And the concerns extend far beyond awareness of commodity-specific risks. Packaging and dunnaging already need to comply with safety and environmental standards, but there are increasing demands around recyclable and biodegradable materials. Furthermore, international attention is being directed urgently at phytosanitary risks – the avoidance of visible pest contamination in the movement of freight. Since not every responsible actor will physically see the potential contaminants, it is a matter of considering the origin of the goods being sourced, the location for packing, the season and biology of pests (when eggs or seeds are most likely), the compliance of the required packaging and the prevailing conditions at the time of packing the container(s).

As CSR (corporate social responsibility) and ESG policies come under increasing scrutiny, those entities that profit from the efficiencies and opportunities of the global and regional supply chains need now to be confident that those acting on their behalf in preparing, packaging, packing and dispatching their goods are doing so in accordance with industry standards, and within the applicable regulatory frameworks.

“So, what are ‘industry standards’? The simple answer is the Code of Practice for Packing of Cargo Transport Units (CTU Code),” advises Yarwood. “This is a joint publication of IMO[1], ILO[2] and UNECE[3]. It provides comprehensive information on all aspects of packing and securing of cargo in freight containers and other transport units across all sea and land transport modes. The Code guides not only those responsible for packing and securing cargo, but also those who receive and unpack the goods. It also addresses the vital issue of correct description and declaration of the goods, including any specific information about the treatment of dangerous goods.”

The full CTU Code is most comprehensive, but for those wishing to navigate it for guidance on their particular function or commodity, it might appear a little complex, especially for those unfamiliar with the processes. TT Club has therefore, along with its fellow partners in the Cargo Integrity Group*, compiled a ‘Quick Guide’ to the Code. This includes a Checklist of actions and responsibilities for those packing cargoes in freight containers specifically. The aim is to make the Code accessible to as many operatives as possible, encouraging them to adhere to the good practices that it specifies.

The complexity of supply chain relationships across the globe makes it no easy task to achieve material change in behaviour and practice. It is recognised that beneficial cargo owners, and in particular buyers and retailers, often hold an influential position in the supply chain and can exercise control on the way that specifications and contracts are drawn up between entities. They are regarded as vital in disseminating good practice information and insisting on compliance by those suppliers of goods and services who they employ either directly or indirectly.

The Global Shippers Forum (GSF) represents the interests of cargo owners in international supply chains. James Hookham, Secretary General, recognises the crucial role cargo owners have in promoting high standards of safe and ecologically-responsible container packing, stating, “In addition to the serious health and safety risks already described, poorly packed containers can also cause damage to adjacent cargoes in the event of incident and have been a cause of major consequential losses for shippers. GSF played a leading role in the development of the advice in the CTU Code and contributed to the writing of the ‘Quick Guide’ and the Container Packing Checklist.”

Furthermore, combatting the inadvertent transfer of invasive plant and animal species via contaminated cargoes and shipping containers is now a major priority for many governments around the world anxious to protect vital economic and ecological industries in agriculture and natural resources. The CTU Code and the associated guidance material sets out practical steps that can be taken to minimise this real and serious threat to trading nations.

James Hookham concluded, “Insofar as these practices will help minimise the impact of cargo movements on the environment and on people that come into contact with them, they are a valid item for inclusion on the ESG agenda of all responsible businesses.”

[1] International Maritime Organization www.imo.org

[2] International Labour Organization www.ilo.org

[3] United Nations Economic Commission for Europe www.unece.org

* Container Owners Association (COA), the Global Shippers Forum (GSF), the International Cargo Handling Co-ordination Association (ICHCA) and the World Shipping Council (WSC).

ENDS

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.

www.ttclub.com

[1] International Maritime Organization www.imo.org

[2] International Labour Organization www.ilo.org

[3] United Nations Economic Commission for Europe www.unece.org

Filed Under: TT Club

Expanding “Kawasaki Integrated Maritime Solutions” to chartered vessels

January 5, 2021 by

“K” Line have started the installation of the integrated ship operation and performance management system “Kawasaki Integrated Maritime Solutions” on chartered vessels, whilst their owned ships are also being equipped.

This system, released in 2016, has so far been installed on about 140 vessels, mainly those owned by “K” Line. It has a variety of smartphone and PC applications that are used for early detection of abnormalities with live data monitoring, performance analysis to maintain and manage fuel efficiency, and optimum navigation support to maintain safe and economical routing.

In the future obtained big data and information will be shared not only with the operator but also the ship owner and ship manager through a common platform in the cloud and can be monitored with multiple eyes to accelerate elaborated vessel operation and management.

Through this expansion, “K” LINE will make a safe, environment-friendly, more solid and highly qualified operation on all their fleets.

Reference:

Please see below link for related news releases.

Announcement on June 28, 2016
Joint development project of “K-IMS”; Integrated vessel operation and performance management system

https://www.kline.co.jp/en/news/other/other3295047094663452046.html

Announcement on October 10, 2017
Installation of “KAWASAKI Integrated Maritime Solutions Navigating System” to operated/managed vessels

https://www.kline.co.jp/en/news/other/other-7407457734171039514.html

Announcement on December 4, 2019
Completed Additional Development (Phase-2) of “Kawasaki Integrated Maritime Solutions”

https://www.kline.co.jp/en/news/other/20191204EN/main/0/link/20191204EN.pdf

Filed Under: "K" Line

Burkhard Eling takes up role of CEO at Dachser

January 5, 2021 by

The next generation has arrived: A new Executive Board team for the new year

Kempten, January 5, 2021 – On January 1, Burkhard Eling became Chief Executive Officer (CEO) and Spokesperson of the Executive Board of logistics provider Dachser. He heads the Corporate Strategy, Human Resources, Marketing executive unit, which also includes Corporate Key Account Management and the Corporate Governance & Compliance division. Eling succeeds Bernhard Simon, who will take over as Chairman of the Supervisory Board of the family-owned company in mid-2021.


Burkhard Eling, Chief Executive Officer (CEO) and Spokesperson of the Executive Board of Dachser

Also moving to the Supervisory Board with Simon is the former Chief Operations Officer (COO) Road Logistics, Michael Schilling. In response, Dachser has made further changes to the Executive Board as of January 1, 2021. Two Dachser managers of many years’ standing have been promoted to the logistics provider’s operational management body: Stefan Hohm as Chief Development Officer (CDO) and Alexander Tonn as COO Road Logistics. They are joined on the Executive Board by Robert Erni, who left DSV Panalpina to join Dachser on September 1, 2020 and has taken up the role of Chief Financial Officer (CFO). The five-man Executive Board team is completed by Edoardo Podestà, who has been COO Air & Sea Logistics since October 2019.

Career as CFO with focus on innovation

Eling, 49, joined Dachser in 2012 as deputy head of the Finance, Legal and Tax executive unit. He joined the Executive Board as Chief Financial Officer (CFO) the following year, since when he has been responsible for the logistics provider’s group-wide strategic idea and innovation management program.With a degree in industrial engineering, Eling joined Dachser from the engineering and service group Bilfinger SE, where he was Head of the controlling and internal audit departments, CFO of a US subsidiary and of an international facility management service provider. Eling started his career with the construction companies Hochtief AG and Philipp Holzmann AG.

With sound judgment and agility

“My fellow board members and I are taking over an extremely robust and fast-growing company that even the challenges of the coronavirus crisis haven’t managed to throw off course. With their tremendous know-how and commitment, the people at Dachser have succeeded in maintaining the supply chains of our global customers even under adverse conditions,” says Burkhard Eling, CEO of Dachser. “With the trust and support of the founding family, we as an Executive Board team, will preserve the unique, people-oriented culture of Dachser as a family-owned company. At the same time, we will continue to develop the company with sound judgment and agility on its way to becoming the world’s most integrated logistics provider,” Eling continues.

Dachser’s Executive Board
(l-r) Robert Erni, Alexander Tonn, Burkhard Eling, Edoardo Podestà, Stefan Hohm

New Executive Board team with a wealth of experience

Alexander Tonn is a new member of Dachser’s Executive Board as of January 1, 2021. As COO Road Logistics, he will be responsible for the European overland transport networks for industrial goods and food. In addition, he will continue to lead the European Logistics Germany business unit. Tonn, 47, has been with the company for over 20 years, having held managerial positions including at Dachser’s Allgäu logistics center in Memmingen and at company headquarters, where he was responsible for the logistics provider’s global contract logistics business for several years.

Stefan Hohm, 48,will head the newly created IT & Development executive unit as Chief Development Officer (CDO). Hohm has been working for Dachser for 27 years, during which time he has managed, among other things, the branches in Erfurt (Thuringia) and Hof (Upper Franconia). Most recently, he was Corporate Director for the logistics provider’s research and development work as well as its Corporate Solutions business. Besides the further development of IT, he is now also responsible for worldwide contract logistics.

Burkhard Eling’s successor as CFO is Robert Erni, an internationally experienced logistics finance manager, who took over as CFO on January 1, 2021 after a four-month induction and transition phase. Before joining Dachser, the 54-year-old Swiss national was Group CFO at logistics provider Panalpina for nearly seven years.

There are no changes to Dachser’s air and sea freight business, which has been led by Edoardo Podestà, COO Air & Sea Logistics, since October 2019. The 58-year-old Italian, based in Hong Kong, became Managing Director of Dachser’s air and sea freight business in the Asia Pacific business unit in 2014. Podestà is also a highly experienced Dachser manager. He joined the company in 2003 when it acquired the joint venture Züst Ambrosetti Far East Ltd.

 
About Dachser

Dachser, a family-owned company headquartered in Kempten, Germany, provides transport logistics, warehousing, and customized services in two business fields: Dachser Air & Sea Logistics and Dachser Road Logistics. The latter consists of two business lines: Dachser European Logistics and Dachser Food Logistics. Comprehensive contract logistics services and industry-specific solutions round out the company’s range. A seamless shipping network—both in Europe and overseas—and fully integrated IT systems ensure intelligent logistics solutions worldwide.

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 www.dachser.com

Filed Under: Dachser UK

2021 New Year Message from the President

January 4, 2021 by

“Finding opportunity for transformation in hardship”

Aiming to be a company that responds to change and contributes to the future

The New Year Message delivered by Yukikazu Myochin, President & CEO at “K” Line

To everyone throughout the entire “K” Line Group and its stakeholders, I extend my very sincerest Happy New Year wishes.

When I gave my New Year Message last year, I could not have imagined the awaiting year that would change the shape of the world. The spread of COVID-19 still threatens the health of many people and has an impact on their lifestyles and the economy, and the efforts of healthcare workers and steps being taken to resolve the situation are continuing day and night. At the same time, transformation of work styles and digitalization have progressed while living with COVID-19, and I feel that there is a greater need for sustainability of society and the company.

The COVID-19 pandemic and the Management Plan

At the start of last year, we were fumbling our way forward in the dark as COVID-19 spread across the world. The Company has deepened discussions to launch a new medium-term management plan from April, but faced with significant changes in the business environment, the plan was completely revised and announced as the “Management Plan” in August.

The “Management Plan” outlines the issues to be addressed in the short term and the direction to be taken in the medium to long term. The spread of COVID-19 has brought forward phenomena thought to yet to come, such as the reduction of crude steel production in Japan and a decrease in the number of vehicles exported, revealing potential issues and concerns. Amid such conditions, we revised all business plans from scratch with a view to the business environment after COVID-19, and also completely redrew our investment plan accordingly. Following a conservative scenario, we planned to reduce costs and risks through the rationalization of fleet size and ensured a suitable level of investment for the company. We aim to be profitable even with low economic growth by well-balanced operation of the company’s four core businesses without placing disproportionate emphasis on any of the dry bulk, energy transportation, car carrier or logistics/shortsea-coastal businesses. Improvement of financial standing is a significant management issue, and we would like to steadily build up our own capital by ensuring we make a profit and use this for future development.

Looking back on 2020

During the first half of the current fiscal year, the COVID-19 pandemic had the most substantial impact on the dry bulk and car carrier businesses of “K” Line. In particular, it had a deep impact during the first quarter, with crude steel production in Japan down by 30 percent year-on-year and the number of vehicle transportation being halved. However, we made an effort to swiftly control the damage by executing around half of the fleet reduction of more than 20 vessels that had been set out for the current fiscal year in the Management Plan during the first half of the fiscal year. In the containership business, ONE reached cruising speed in its third year with synergies emerging and best practices being steadily realized. In addition, the recent restructuring of the industry also had the effect of enabling us to flexibly reduce the number of voyages without lowering service quality in response to the sudden decline in demand due to the COVID-19 pandemic. In addition to reducing operating costs, we have also contributed to the reduction of environmental impact through the appropriate allocation of vessels according to demand.

Although our handling of COVID-19 began with fumbling our way forward in the dark, the direction to take has been clarified by the Management Plan and so far we have been able to proceed as anticipated.

Direction and challenges for 2021

Although concerns about the disease spreading again remain, the movement of goods has not stopped, and each countries are finding ways to balance prevention of the spread of the disease with the economy. In such conditions, the dry bulk and car carrier businesses that were significantly affected by COVID-19 have left their most difficult period and are on the way to recovery. We will continue to endeavor toward stable management in the energy transportation and logistics/shortsea-coastal businesses, and ONE will continue flexible allocation of vessels according to demand in the containership business. Through such efforts, we aim to be profitable across all divisions in the second half of the fiscal year.

The rationalization of fleet scale mentioned in the Management Plan has proceeded according to plan and medium- to long-term contracts are also progressing on schedule. The expansion of our capital base has exceeded initial plans due to improvement of performance, and we will aim to achieve the goal of restoring shareholders’ equity to 150 billion yen by the mid-2020s ahead of schedule by progressing without easing up on the liquidation of non-core business assets that we have previously been working on.

We will further strengthen efforts aimed at safety, the environment and quality, and accelerate both the Safety and Environmental Technology Project and the Alternative Fuel Project being implemented across the entire company. Furthermore, we have fully commenced business reform through BPR amid the significant changes in the business environment. By reviewing tasks and operational flows from the ground up and optimizing business processes throughout the entire company including the unification of data, we intend to be able to devote more time to more creative tasks.

The importance of sustainability

People have been forced to make significant changes due to the spread of COVID-19, providing a renewed awareness of the importance of sustaining society, the environment and the economy, which is sustainability in a word. Although demand for international transportation temporarily decreased through this, it has retained underlying stability, and we have been repeatedly reminded of the importance of the sustainability of shipping as a lifeline and infrastructure supporting people’s life and the economy.

The company is conducting ESG management and has positioned efforts aimed at safety, the environment and quality as priority issues in the Management Plan and will aim to ensure sustainability into the future.

In terms of the environment, we revised the “K” Line Environmental Vision 2050 last year, establishing greenhouse gas reduction targets exceeding those of the IMO. In order to achieve these, we are currently examining implementation plans for each business division in a project spanning the entire company. One specific move is expansion of utilizing LNG fuel. Last year, we commenced the LNG fuel supply business in the Chubu Region, and following ship management of an LNG fuel supply vessel in Singapore, we are also scheduled to complete construction of the company’s first LNG-fueled vessel this year. Testing aimed at the practical implementation of “Seawing” using wind power is also underway. Furthermore, research on next-generation fuels is also being conducted through a companywide project with the aim of halving the total amount of greenhouse gas emissions as targeted for 2050.

In terms of the aspect of safety, which is positioned as the “S” in ESG, we will strengthen safety in navigation of all vessels regardless of whether owned or chartered, and the systems for supporting this. COVID-19 has accelerated the digitalization of society, including maritime industries. In addition to expanding the use of the “K-IMS” integrated vessel operation and performance management system to chartered vessels, we will also promote the reduction of crew workloads and work style reforms through the digitalization of work on ships and research on the utilization of telecommunications technology on ships.

The stagnation of crew rotation due to COVID-19 has placed a physical and mental burden on crews and their families and brought about concerns for safety navigation associated with this. Although the situation is gradually improving, the company is working with the relevant organizations to ensure a healthy working environment and safe operation.

COVID-19 has had a significant impact on the company’s business. Meanwhile, we have been able to use the critical situation as an opportunity to fundamentally revise our business plan and make efforts to strengthen sustainability. Adversity presents us with the opportunity to change. The highly uncertain environment will continue, but we should remain responsive to change, and taking action toward the aim of being a group that contributes to the future.

In closing, I wish all of you, the members of the entire “K” Line Group and your families, good health and prosperity as we celebrate the New Year and pray that all our ships will navigate safely throughout 2021.

Filed Under: "K" Line
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