Annual Report 2002

Gebrüder Weiss Holding AG – Consolidated

Facts and Figures

Amounts in Euro 000’s

A 6923 Lauterach Bundesstrasse 110 T +43.5574.696.0 F +43.5574.70928 service@weisslogistics.com

Short Financial Year

An orange world in 2002

Gebrüder Weiss Holding AG

Income Statement

2002

07-12/2001

2000/01

761,231 -187,335 573,896 -374,038 199,858 -118,385 -43,319 38,154 -16,861 762 22,055

385,336 -101,492 283,844 -183,038 100,806 -57,340 -22,823 20,643 -8,554 983 13,072

751,993 -196,832 555,161 -358,390 196,771 -109,094 -43,105 44,572 -17,644 748 27,676

31.12.2002

31.12.2001

30.6.2001

29,336 108,990 134,865 273,191

31,604 109,161 128,291 269,056

33,750 114,036 125,378 273,164

114,727 48,450 110,014 * 273,191

111,648 34,336 123,072 269,056

123,100 34,251 115,813 273,164

40.3 %

45.7 %

42.4 %

2002

07-12/2001

2000/01

Gross profit / net sales EBITDA / net sales EBT/net sales

34.8 % 6.7 % 3.8 %

35.5 % 7.3 % 4.6 %

35.4 % 8.0 % 5.0 %

Number of employees

3,209

3,217

2,985

Sales Duties and taxes Net sales Cost of sales Gross profit Personnel expenses Other income/expenses EBITDA Depreciation of fixed assets Financial result EBT

Balance Sheet Assets Cash and marketable securities Current assets Fixed Assets Total Assets Liabilities and Shareholders’ Equity Current liabilities Long-term liabilities Shareholders’ equity Total Liabilities and Shareholders’ Equity

Gebrüder Weiss GmbH MAKOM Bundesstrasse 110 A 6923 Lauterach Graphic Design Dalpra & Partner, René Dalpra, Joachim Zettl Photography Adolf Bereuter, Michael Stelzhammer

Equity ratio

Copy editor Christoph Strolz Printed by Buchdruckerei Lustenau

An orange world in 2002

Key Figures

* following restructuring

Gebrüder Weiss Holding AG – Consolidated

Facts and Figures

Amounts in Euro 000’s

A 6923 Lauterach Bundesstrasse 110 T +43.5574.696.0 F +43.5574.70928 service@weisslogistics.com

Short Financial Year

An orange world in 2002

Gebrüder Weiss Holding AG

Income Statement

2002

07-12/2001

2000/01

761,231 -187,335 573,896 -374,038 199,858 -118,385 -43,319 38,154 -16,861 762 22,055

385,336 -101,492 283,844 -183,038 100,806 -57,340 -22,823 20,643 -8,554 983 13,072

751,993 -196,832 555,161 -358,390 196,771 -109,094 -43,105 44,572 -17,644 748 27,676

31.12.2002

31.12.2001

30.6.2001

29,336 108,990 134,865 273,191

31,604 109,161 128,291 269,056

33,750 114,036 125,378 273,164

114,727 48,450 110,014 * 273,191

111,648 34,336 123,072 269,056

123,100 34,251 115,813 273,164

40.3 %

45.7 %

42.4 %

2002

07-12/2001

2000/01

Gross profit / net sales EBITDA / net sales EBT/net sales

34.8 % 6.7 % 3.8 %

35.5 % 7.3 % 4.6 %

35.4 % 8.0 % 5.0 %

Number of employees

3,209

3,217

2,985

Sales Duties and taxes Net sales Cost of sales Gross profit Personnel expenses Other income/expenses EBITDA Depreciation of fixed assets Financial result EBT

Balance Sheet Assets Cash and marketable securities Current assets Fixed Assets Total Assets Liabilities and Shareholders’ Equity Current liabilities Long-term liabilities Shareholders’ equity Total Liabilities and Shareholders’ Equity

Gebrüder Weiss GmbH MAKOM Bundesstrasse 110 A 6923 Lauterach Graphic Design Dalpra & Partner, René Dalpra, Joachim Zettl Photography Adolf Bereuter, Michael Stelzhammer

Equity ratio

Copy editor Christoph Strolz Printed by Buchdruckerei Lustenau

An orange world in 2002

Key Figures

* following restructuring

Contents

2

Geography and Highlights in 2002 WeissLand West WeissLand Central and Eastern Europe WeissLand China and the Far East

14

From yesterday to today

18

Foreword by Heidegunde Senger-Weiss

20

The Gebrüder Weiss Directors’ Report

28

National Transport

30

Surface Transport in Western Europe

34

Surface Transport in Central and Eastern Europe

36

Air & Sea

40

Integrated Logistics

46

The Gebrüder Weiss Parcel Service

48

Information and Communications Technology

50

The Supervisory Board Report

50

The Board of Directors and the Supervisory Board

52

The Consolidated Balance Sheet

54

The Consolidated Profit & Loss Account

55

Cash-flow

56

Notes to the Consolidated Accounts

60

Gebrüder Weiss Addresses

Geography and Highlights in 2002

2

3

WeissLand West Germany Employees: 154 Locations: 6

Expansion to Memmingen Gebrüder Weiss Deutschland has strengthened and expanded its presence in the northern area of Lake Constance by investing in a new terminal in Memmingen.

Gebrüder Weiss Holding AG: the

Family celebration The “Wirt-

new parent company With effect

schaftsBlatt” voted Gebrüder

from 1.1. 2002, the entire transport

Weiss the best family business in

and logistics organisation of

Austria in early 2002.

Gebrüder Weiss was restructured, with Gebrüder Weiss Holding AG

Key software With the introduction

as the parent company. The trans-

of the new software for surface

formation took place primarily

transports, Ciel, in our branches in

because of the present size of the

Wolfurt and Innsbruck, three

business: as a result of the in-

branches have now been working

crease to EUR 24 million, the paid-

successfully with the latest tech-

in capital has more than tripled.

nology since the end of 2002.

Grass-Beschläge (metal fittings)

Sensation in Tyrol After the new

New Air & Sea Cargo Terminal

transfers its entire logistics

site in Wörgl came into operation

optimizes line transport In April

operations to Gebrüder Weiss

in October, the next big event took

a new Air & Sea Cargo Terminal

Since March, Gebrüder Weiss has

place in the Tyrol: the search for

was opened for the Lake Con-

been operating a paper-free, high-

a new location in Innsbruck was

stance region at the Wolfurt freight

rack warehouse with space for

successfully concluded in autumn

station. The site at the freight

8,500 palettes, for the well-known

with the acquisition of a logistics

station and container terminal

Vorarlberg metal fittings producer,

area of more than 100,000 m2 in

offers ideal connection oppor-

Grass. This outsourcing project

size in Hall in the Tyrol, represen-

tunities to and from international

has meant Gebrüder Weiss taking

ting the opening up of a new,

air and sea ports with Gebrüder

over the world-wide transport

strong business sector involving

Weiss line transport.

logistics operations as well.

car distribution in western Austria.

Austria Employees: 2,280 Locations: 49

As a result, Gebrüder Weiss now

Outsourcing at Eybl In October

operates a terminal for combined

2002, Gebrüder Weiss took over

transport in Hall, jointly with

the transport department of the

ÖKOMBI.

automotive component supplier, Eybl, and thereby the entire transport logistics.

Switzerland Employees: 159 Locations: 7

Move to Basle New demands on

Logistics for Leica The

the site and a shortage of space

stereomicroscopy unit of Leica

made the transfer of the Muttenz

Microsystems AG Heerbrugg

Branch to Basle essential. The

commissioned Gebrüder Weiss

Basle branch now has modern

with the restructuring of its entire

offices and functional warehouse

logistics operations in 2002.

and terminal space.

All employee numbers are average figures for the 2002 Financial Year. Only the main locations are marked on the maps because of space considerations, however all locations are detailed (including Customs Clearing Offices, Logistics Centres, Representative Offices etc.)

Italy (South Tyrol) Employees: 2 Locations: 1

Further integration of the Air & Sea Office in South Tyrol (Alto Adige). The integration of the joint venture Brigl Weiss into the international Air & Sea Network continued.

Geography and Highlights in 2002

6

7

WeissLand Central and Eastern Europe

Expansion of the logistic warehouse capacity In order to meet the continuing higher demands on

Hungary Employees: 198 Locations: 2

The Czech Republic Employees: 206 Locations: 7

logistics services, the Rudna

New Hungaroweiss Terminal

New Structure for HW24 The

New infrastructure has been crea-

national distribution system HW24

ted for modern integrated ware-

has been adapted to the Hungarian

housing and transport logistics in

demands. The 24 hr surface

Hungary with the commissioning

distribution is now controlled by

of the 13,000 m2 terminal in

the central site at Dunaharaszti.

Logistics Centre has been expanded by approx. 4,000 m2.

Dunaharaszti in July 2002.

National distribution system developed An efficient national house-house distribution system

Slovenia Employees: 22 Locations: 2

is an important element of any logistics solution. With the implementation of such a system, Gebr端der Weiss has completed a further important step in its development in Slovenia in 2002.

New location Ljubljana

Croatia Employees: 19 Locations: 3

Gebr端der Weiss has opened a new site with its private bonded warehouse in the potential

Successful development The

business region of Ljubljana.

strengthening of international transports and the development of a logistics infrastructure has formed the focus of activities for the young Croatian Gebr端der Weiss Team.

Slovakia Employees: 43 Locations: 4

New office in Eastern Slovakia Eastern Slovakia is a region in upheaval. In order to fully utilise the resulting opportunities, Gebr端der Weiss has set up a Sales Office in Kosice.

Start of construcion at two locations Building work commenced on modern logistics centres both in Bucharest and

Romania / Bulgaria Employees: 47 Locations: 8

Sofia. This started the countdown

Expansion in Romania The

towards a new era: western

Romanian branch network has

standard logistics and transport

been extended, with the latest

operations.

location at Arad.

Geography and Highlights in 2002

10 11

WeissLand China and the Far East

Hong Kong: joint venture with Rรถhlig The continuing success of the joint ventures with Rรถhlig in

Hong Kong Employees: 56 Locations: 1

China and Singapore was extended to Hong Kong by combining the activities of both partners also there.

China Employees: 74 Locations: 8

Project Business Weiss-Rohlig

Expansion to Urumqui Weiss-

increasingly established itself as a

Rohlig opened the eighth represen-

capable project operator. In addi-

tative office in China in the provin-

tion to the organisation of trans-

cial capital of Urumqui. Urumqui is

port for an entire factory from

situated in the extreme north west

France to China, for example,

of the country.

Weiss-Rohlig also handled the entire tour logistics of the James Last Star Orchestra.

Continuing growth The WeissRohlig Air Freight Team now has a new modern office at Changi

Singapore Employees: 15 Locations: 2

Airport. Despite a decline in the overall economy, Weiss-Rohlig continues to increase sales in Singapore on an ongoing basis.

Among other areas, air freight export has been greatly strengthened by successes in the market.

History

14 15

From yesterday to today: Gebrüder Weiss has been in the transport business for more than 550 years

The history of Gebrüder Weiss began in 1330 in Fussach on Lake Constance, when the name “Wizze” (later Vis, then Weiss) first appeared on the tax register of the St Gallen Monastery.

More than 100 years later (1445) there was mention of the Milanese Messenger Service – a transport route from Lindau over the Alps to Milan, operated by the Weiss forefathers until the 19th century.

One of the first clients of the messenger service Vis & Spehler was Ulrich Fugger from a major German trading company with its Head Office in Augsburg. At the end of the 15th Century the Fuggers set up a branch in Milan and used the Milan Messenger Service transport route for transporting goods and people to and from Italy.

One of the most famous passengers of the messenger service was Johann Wolfgang von Goethe, who travelled from Milan on Wednesday 28 May, 1788, on schedule and arrived at Fussach, Lake Constance on Monday 2 June.

Another important passenger, Franz Xaver Mozart, son of Wolfgang Amadeus, described his adventurous journey from Italy to Austria in early 1820 in his diary.

The founding of the business in Fussach Three years later, in 1823, the present Gebrüder Weiss business was founded in Fussach by Josef Weiss and his step-brothers, Leonhard and Johann Alois Karl.

The relocation of the business headquarters to Bregenz took place in 1872, after the railway line from Lindau to Bludenz was opened. During this time branches were set up in the AustroHungarian Empire, in Vienna, Venice, Genoa, Triest, as well as in Buchs in Switzerland.

In the historically significant year of 1889, when Archduke Rudolf of Austria took his life in Mayerling, Ferdinand Weiss acquired the respected freight company, Schubert & Voeth in Vienna. In 1906 he set up the twelfth Gebrüder-

Weiss branch in the Swiss border town of St Margarethen. Following his death, his son Anton took over the management of the company.

As a result of the First World War (1914 – 1918) all branches south of the Alps were lost.

Anton Weiss died in 1921 and his son Ferdinand Weiss initially took over the management with his uncle, Adolf Jerie (who died in 1925). The business developed rapidly, and in 1932 Gebrüder Weiss opened a branch in Hamburg, and later in Wels /Upper Austria.

However, the Second World War then began and in 1945, at the end of the war (direct bombing of the office building in Vienna, most of the warehouses at railway stations had completely burnt out), Ferdinand Weiss had to start from the beginning again.

1955 – Positive Development The business rapidly took off again, and in 1950 Gebrüder Weiss commenced the expansion in Austria with the opening of branches in Innsbruck, Graz and Linz. In 1955, the year the Austrian State Treaty was signed, the number of employees rose to 640 and annual sales amounted to Austrian Schillings 235 million. The rolling stock consisted of 116 units/vehicles, with a total capacity of 490 tons; there was a total of 20,400 square metres of space available for transhipment and warehousing.

When Ferdinand Weiss died on 23 May 1968, after 47 years of developing the company, his daughter Heidegunde and her husband, Paul Senger-Weiss, took over the management of the business, which had expanded to 13 branches in Austria with a total of 939 employees in the intervening period.

With the start of the next generation, a new era of internationalisation began. The market position of the business was strengthened by the expansion of the branch network available.

Heidegunde and Paul Senger-Weiss invested in modern sites and built up a dense network of European surface transport operations, together with the air and sea freight business. In 1975 Gebrüder Weiss recorded sales of more than two billion Schillings. That meant sales of one million Schillings for every hour worked!

When the “Iron Curtain” fell in 1989, Gebrüder Weiss utilised the favourable atmosphere and began to expand into neighbouring Central and Eastern European countries. In Hungary, Czechoslovakia, Slovakia and – after the collapse of Yugoslavia – Slovenia, local subsidiary companies were established. In addition, new branches were opened in the Far East: in Shanghai, Quingdao and Hong Kong.

The expansion of the branch network in the Central and Eastern European countries and the investment in modern terminals took place within a few years, and in 2001 the countries of Croatia, Bulgaria and Romania were added, together with three additional towns in China.

The European WeissLand Region today comprises 89 branches and stations from Basle to Bucharest. The headquarters of the corporation continues to be in Vorarlberg.

The *orange way – the combination of life values at Gebrßder Weiss concerns each individual of the more than 3,000 employees of varying cultures in different countries, who speak a common language: the *orange way.

*orange way Life values, a common language

Insight No. 1 Orange is the Gebrüder Weiss colour. Our way of acting in the interests of customers, taking the environment into account, making contacts outside the organisation and carrying out our work is summarised as the *orange way and is described using key values as guidelines: Courage to take on a challenge Gebrüder Weiss sees itself as a transport and logistics partner for medium sized European companies and faces difficult competition from service companies who operate throughout Europe and on a global basis. We set ourselves this challenge and will use our competitive advantages successfully.

A people organisation Gebrüder Weiss has a personalised face. We talk direct to clients to promote communications, solutions to problems, enthusiasm and tangibility. With our regional operations in the WeissLand, we are personally available to do our best for our clients.

Market awareness Gebrüder Weiss actively formulates and markets products and a range of services in clients’ interests today and for the future.

We see our clients as partners in pursuing new innovations on a joint basis.

Network capability Gebrüder Weiss puts the focus on capability developed over decades and the formulation of international networks, joint ventures, together with cooperations in individual business sectors. We are therefore a reliable and experienced partner in a networked world.

Transparency and readiness to learn Gebrüder Weiss operates openly and transparently in all its processes for its clients and provides quality assurance by means of the pursuit of qualifications and modern information and communications technology.

Commitment and continuity Gebrüder Weiss sees itself as an independent, self-contained family business with a long term perspective of organic growth. This leads to financing from cash-flow which requires commitment to the observation of targets and rules of the business, internally and with our clients.

Profitability and economy Gebrüder Weiss professes a business policy which is geared towards profitability and economy, in the interests of longterm survival and secure partnerships with our clients.

18 19

Foreword by the CEO, Heidegunde Senger-Weiss

Gebrüder Weiss has a history of more than 550 years in transport within the Alpine region. Today we are an Austrian family-owned, medium-sized, transport and logistics corporation with 3,200 employees. We aim to provide reliable and quality-conscious services for our customers, relying both on tradition and experience – with many long-serving, motivated employees – as well as on new innovations in information and transport technology.

We are international oriented and work within Europe and worldwide with a network of mediumsized partners, who are just as capable in their home countries and operate locally as we do in our region. Based on our key country of Austria, we operate the Alp-Danube region from Basle to Bucharest ourselves, as our European Region.

Independence is our aim, which means being independent of banks and the stock market and organic growth, from our own resources.

Our advantages are rapid decisionmaking processes and intensive and individual attention to clients’ requirements, for which we provide additional value-added services along the supplychain. It is our intention to maintain our competitive position with the major groups in our sector.

During the last five years renationalisation has taken place in our sector in Europe. The German, English, Dutch and French post, the German, Belgian and Austrian railways which are still all mostly or wholly state owned, have bought up private freight and parcel service companies across Europe. Their funds are based on monopolies and public ownership.

Gebrüder Weiss has developed a wide range of products, which we operate as market leaders in our key countries. From parcel services to groupage and express networks, through to part

and full loads, from air freight to overseas project business, from warehouse outsourcing to e-logistics. All these products are integrated with information technology, as the continuous flow of information is almost as important today as the physical flow of goods.

Gebrüder Weiss operates on a neutral transport carrier basis. Most of our terminals have a fast rail connection. We also use – wherever possible – the opportunities for combined transport. Nevertheless, we are aware that roads are essential for transport operations for the needs of the modern work-diversified economy.

The Central and Eastern European countries continue to be growth markets in Europe, even if nowadays somewhat reduced in speed. There are hardly any private freight forwarding companies operating in these areas. In pursuit of our WeissLand strategy, we intend to develop modern freight structures from Czechoslovakia to the Black Sea – with their own transhipment and warehousing facilities and with a full geographical coverage by branches. This will give Gebrüder Weiss a more prominent position in the market, also for clients operating worldwide. As service providers, we are therefore also pursuing clients who are increasingly relocating their production to Central and Eastern European countries.

The significance of the Central and Eastern Europe region for Europe in terms of market potential relates worldwide to South East Asia and primarily the Peoples’ Republic of China.

There are no medium-sized freight forwarders in China either.

Gebrüder Weiss has developed a branch network there too, within the structure of a joint venture over the last five years, which will be extended and strengthened on an ongoing basis.

Our intensely competitive sector always involves coping with challenges. Apart from the weak economic situation in the EU the hardest ones for us at present are road-pricing, which will be introduced in Austria and Germany at the end of 2003/early 2004, and the EU expansion towards Central and Eastern Europe.

Road-pricing in Austria will make each motorway kilometre more expensive by up to 30% and will affect local as well as long-distance transport. In Germany, the most important export and transit country in Europe, the kilometre rates are less than half as much, but the average distances are significantly longer. The administration for these road taxes and their implementation within the market will be just as much as a challenge as the anticipated reduction in load capacity.

Small truckers will disappear from the market in Austria and Germany, just as they did in Switzerland following the introduction of the comparable LSVA. The EU expansion on 1 May 2004 will mean a sudden end to customs clearing for us, an activity which must be maintained up until the last minute. In the short term, therefore – as experienced in Austria in 1995 – this is a big problem for our sector. In the medium term,

however, we hope to profit from further production relocations to the new EU countries and from the increased exchange of trade.

With our broad range of products, a clear strategy and the continued focus on market awareness, innovation and cost management, GebrĂźder Weiss is confident of long-term success in an intensely competitive sector.

Directors’ Report

Gebrüder Weiss Holding AG Directors’ Report for the Financial Year from 1.1. – 31.12. 2002

20 21

The Gebrüder Weiss Organisation has had a very successful year overall, despite difficult framework conditions. After years of good economic progress the reporting year saw a noticeable economic decline in the Organisations’s main markets. Losses in quantities in the transport sector resulted in reduced use of capacity and therefore to hard battles on the price front, which had a dual negative impact. These effects, which are unfortunately normal for the sector in the event of slumps in the economy, were increasingly noticeable from the middle of the year.

The Financial Year was also characterised by changes in the corporate structure. Among other matters, the consolidated Profit & Loss Account is not directly comparable with the previous period (Short Financial Year 1.7. to 31.12. 2001).

The comparisons shown relate to the 2000 / 2001 Financial Year.

Gross sales rose by 1.2%, the net sales (sales after duties and taxes) by 3.4% to EUR 573.9 million. The value added – gross profit – reached EUR 200.1 million and was therefore 1.2% up against the comparable period.

Net sales

* SFY– Short Financial Year

Personnel expenditure rose by 8.5 %, which also had a negative impact on the ratio of personnel costs to gross profit at 59.2 % against 55.2 %.

This reflects on the one hand the salary increases under agreements with the unions and on the other hand, a reduction in the earnings per unit.

Against the previous comparable period, there was a rise in the number of shipments, which means that market shares were increased.

Despite the difficult conditions, the Gebrüder Weiss Organisation (GW) succeeded in producing a very good result, with an EBT of EUR 22.1 million and an EBITDA of EUR 38.2 million. As a benchmark comparison with other sector participants, the ratios of EBT/net sales of 3.84% and EBITDA/net sales of 6.65% represent excellent values.

Balance sheet presentation During the Financial Year the long planned organisational restructuring measures were implemented. Gebrüder Weiss Holding AG was established as the new parent company of the Organisation, with retrospective effect to 1.1. 2002, by means of the splitting-off of the Gebrüder Weiss GmbH shares and their contribution. On 1.1. 2002 the new consolidated equity was EUR 27.2 million lower than on 31.12. 2001. Placing the AG – a stock corporation – at the head of the Organisation is not aiming for an IPO, but the creation of a structure which corresponds to the size of the Organisation and its development aims.

Despite the reduction in capital by EUR 27.2 million, as a result of restructuring by means of splitting-off, Gebrüder Weiss succeeded in achieving an equity ratio of 40.3% and thereby a stable base for future development. With regard to the Basle II evaluation, our bankers gave us an excellent rating.

The trend of the requirements for the current account – trade accounts receivable less trade accounts payable – is also satisfactory as these

were reduced by 3.1% to EUR 40.1 million. There was a significant change in liabilities, reduced by liquid funds on the one hand as a result of the splitting-off of liquid resources totalling EUR 13.9 million, but also as a result of the payment of tax provisions of EUR 10.5 million and the taking on of bank debts of EUR 7.3 million, as a result of the acquisition of “Logistik Zone Tirol” (LZT) in Hall/Tyrol. Fortunately it was possible to reduce the necessary working capital

by EUR 5.8 million to the present EUR 23.5 million, thereby using resources even more efficiently.

Sector presentation The core business of the GWOrganisation is integrated groupage service in Western Europe, which despite the difficult economic situation, increased by approx. 4% in terms of quantity. The stable, strong partner network has made a significant contribution to this result. Groupage service between Western Europe and the Central and Eastern European countries was increased still further: approx.

8 % in terms of shipments. This relates mainly to intra-WeissLand-services. In preparation for the EU expansion, these ICD – intra-corporate destinations – have been given particular priority in our marketing. These measures will also continue in the future. Primarily as a result of the poor economic situation in Austria and Switzerland, the growth in national transport operations has been low. However, in the Central and Eastern European countries satisfactory increases were also achieved.

The Organisation vigorously pursued the implementation of newly won contract logistics projects, such as Alcatel in Vienna, Grass in Lauterach, Schiesser in Lindau / Memmingen as well as Leica in Switzerland, which are contributing to the long-term stability of important customer relations.

EBITDA/Net sales

Innovations in the area of software development for logistics solutions have been successfully pursued by our subsidiary inet-logistics. inet-logistics operates independently and is regarded as independent within the market. This means that competitors of Gebrüder Weiss, such as DHL (subsidiary of Deutsche Post), Fracht AG, Österreichische Post AG (Austrian Post), Cargo Partner, Lagermax, FedEx, among others, also rely on inet-logistics services. Supply-chain management is becoming increasingly significant, with the result that the market is improving for inet-logistics and innovative developments by the GW-Organisation in general.

Despite the continuing low growth in quantities and massive competitive pressure, the Gebrüder Weiss Paketdienst GmbH (Parcel Service) succeeded in maintaining its leading position in the Austrian business parcel market (B2B). This also applies for profitability. In order to strengthen the market position, an express parcel system has been developed under the trading name of Prime Time. Prime Time as well as the parcel service overall (DPD) are being handled with the Austrian freight forwarders Lagermax and Schachinger on a geographical coverage basis.

Directors’ Report

22 23

Gebrüder Weiss Rail Cargo GmbH, which is exclusively concerned with rail transport, also showed a satisfactory trend.

GW thereby made a significant contribution towards promoting the environmentally friendly rail method of transport. The, in part, low profit margin was a result of major competition with other rail transporters, particularly the ÖBB (Austrian Railways) group companies. It is hoped that the ÖBB is aware of the strategic partnership with our company as a leading private operator in Austria and will take a more neutral position as far as GW Rail Cargo is concerned.

In the overseas business (Air & Sea) there was continued strengthening of our presence in South East Asia. An additional location is under development in Guangzhou (Canton) to join the eight joint ventures (J-V) in China. In addition to Singapore, a further joint venture has been set

Distribution of the value-added by area

up in Hong Kong by combining existing activities. Just before the end of the Financial Year an application was made to set up a 75% joint venture with a Chinese partner, in line with new Chinese legislation, in order to acquire the important A-licence for Chinese business. With the positive approach of the authorities, this should be realised in early 2003. Further J-V locations are planned overseas.

Overall, the Gebrüder Weiss organisation again operated successfully during the reporting year, both in transport and in logistics, despite worsening external framework conditions. The emphasis continues to be in Austria, but with strong growth initiatives and opportunities in the other WeissLand regions, which are known to extend from Basle to Bucharest in Europe.

Investment Of the investment undertaken, the acquisition of 92.5% of Logistik Zone Tirol (LZT) should be mentioned in the first instance. This involved a very favourably located transport property in Tyrol (rail and direct motorway connection), partly owned, partly on long-term lease, covering an area of more than 100,000 m 2.

In cooperation with ÖKOMBI (the Austrian organisation for intermodal transport), Gebrüder Weiss operates a terminal for unaccompanied, combined transport on approx. 25,000 m 2 of this space. There is considerable warehousing capacity at this site, both conventional and a newly constructed high-rack warehouse. It is planned to commence the construction of a transhipment terminal during the coming year and to concentrate all the activities of the Innsbruck Branch, which are currently distributed over three sites, at LZT in Hall. After a three-year search for a suitable site, we have succeeded in securing this property for GW. As a result of the general transport policy situation, fast rail links have again become a higher priority for Gebrüder Weiss. This also

Left to right: Peter Kloiber, Wolfgang Niessner, Heidegunde Senger-Weiss and Paul Senger-Weiss

came into effect with the extension of the GWowned property in Wels/Pernau, which is situated in an ideal location, directly adjacent to the combi-terminal and the motorway.

The following additional investments were made: the completion of a terminal in Wörgl / Tyrol; the setting up of a transhipment facility at Memmingen for better coverage of the northern region of Lake Constance; the first part of a freight terminal in Sofia / Bulgaria; the expansion of office facilities in Altenrhein / Switzerland, as well as a call-centre in Kalsdorf near Graz.

A new terminal has been acquired on a rental basis in Dunaharaszti near Budapest with 10,000 m 2, in addition our rented warehouses in Rudna near Prague have been extended from the previous 8,000 to 12,000 m 2. These investments serve to prepare for the coming expansion of the EU. Investments in trucks and in information technology were approximately at the same level as the previous period at EUR 4 million. The implementation of the new software for surface transport, CIEL, presented a special challenge and it has now been implemented successfully in several branches. The further introduction of the software is planned in years to come.

Outlook for the 2003 Financial Year Most countries in which Gebrüder Weiss operates continue to suffer from declining economic activity. This has become more obvious for the Organisation also

in terms of figures, particularly during the last quarter of 2002, and is likely to continue for the entire Year 2003. This leads – even without loss of clients – to sensitive reductions in quantities, but also in part to uncertain price cutting as a result of the generally tough competition in our sector. In addition, the process of concentration in recent years and the renationalisation within the sector have contributed to this situation (i.e. acquisitions by the German, Dutch and English Postal Companies, by the German, English, but also Austrian Railways and by private groups).

In many instances gaining market shares has priority over yield considerations for these organisations.

The coming road-pricing on motorways, which will be about 2.5 times more expensive in Austria than in Germany, France or Italy, is a very great challenge for the entire sector and the GW-Organisation in particular. The introduction is anticipated initially during the 4th quarter in Germany and on 1.1. 2004 in Austria. The freight forwarders shall take on a quasi-collection function. Despite the economic situation, this tax must be fully implemented in the market, as it amounts to up to 30 % of the freight charges and cannot be accommodated within the narrow margins in the logistics sector under any circumstances.

In addition, we are involved in preparations for the coming EU expansion taking place on 1.5. 2004, which will have a negative impact on

Directors’ Report

24 25

the freight forwarding sector initially, as a result of the disappearance of customs clearing business, and will lead to reductions in staff.

This will affect us in Austria, but will primarily affect our subsidiary companies in the countries which are candidates for EU-membership. In the medium term, the EU expansion will boost our business and lead to intensive market development in the Central and Eastern European countries, even with the continuing economic weakness in Western Europe. However, in the short-term the years 2004 and 2005 will be extremely challenging.

Overall, we anticipate significantly weakened profitability for 2003 – although still acceptable on the basis of a sector comparison, however. In order to safeguard our structures in the medium term, it is necessary to progress an investment programme at the normal level in the coming Financial Year, both in terms of infrastructure, as well as in innovative developments in the software and logistics area and in staff development and training.

We believe that the Gebrüder Weiss Organisation will continue to develop positively in the long term, based on a well-trained and motivated workforce, mostly with years of experience, and stable management structures, but also on a broad base of potential clients in the market. As market decisionmaking mostly takes place outside of the WeissLand Region for European business, and of course for overseas business as well, it will be necessary to strengthen our international sales activities and cooperation with foreign partners, as well as the J-Vs overseas.

The Gebrüder Weiss Organisation will continue to grow from its own resources in future and utilise the opportunities in the market and in the product portfolio. Our employees are the decisive factor in our future, however, and we express our special thanks to them for their commitment during the last Financial Year.

Lauterach, 24 June 2003

Heidegunde Senger-Weiss

Paul Senger-Weiss

Wolfgang Niessner

Peter Kloiber

Best Family Business The „WirtschaftsBlatt“, an Austrian daily newspaper for business and finance, chose Austria’s best family business

Insight No. 2

Gebrüder Weiss was the “Best in the West” and “Overall winner in Austria”.

On 23 May 2002 the Austrian daily newspaper the “WirtschaftsBlatt” voted the Vorarlberg transport and logistics organisation, Gebrüder Weiss, the best family business for 2002.

The highly regarded jury had set itself a difficult task. Auditor Karl Bruckner, BDO Auxilia, KSV-Manager Johannes Nejedlik, Wilfried Stadler, General Director Investkredit, and the Deputy Chief Editor of the “WirtschaftsBlatt”, Erwin J. Frasl, analysed numerous applications according to figures and general details and finally arrived at the nine Federal States winners and the overall winner.

The best in the west and the overall Austrian winner was Gebrüder Weiss.

“Any recognition is pleasing, particularly as we are now the No. 1 in Austria,” commented Paul Senger-Weiss on the coveted top position.

National transport

28 29

Setting standards for distribution solutions

Despite the weakness in the economy, the “National Transport” division has been strongly represented in the market. Gebrüder Weiss has set the standards for national distribution solutions with its products Weiss24, WeissDirekt and Orange on time (express delivery 9-12-16 hrs). Traditionally this applies primarily to Austria, where, besides ÖBB, Gebrüder Weiss is the most dominant freight forwarder in national goods distribution. Corresponding solutions are also available in the Central and Eastern European countries.

In the areas of sales and volume, the standard Weiss24 product has shown a steady trend. Weiss24 has proved itself in a hotly contested Austrian market with aggressive competitors, and is a key product for the Gebrüder Weiss organisation. Its quality is a prerequisite for many of our transport and logistics services. Due to falling yields and everincreasing demands on quality, the results of Weiss24 for 2002 were no longer satisfactory.

Despite severe competition, WeissDirekt – handling partial and full truck loads in Austria – achieved an acceptable result, both in terms of volume and profitability.

Orange on time is a lavish, high-profile, quality product, which has developed well in terms of volume and income, despite the recognition that there is only a limited market available in Austria for this type of service.

However, Orange on time is an indispensable supplementary product for Gebrüder Weiss offering the highest possible degree of quality.

Surface transport in Western Europe

30 31

Alliance of the strongest

As the leading logistics service provider in the Alps-Danube Region, Gebrüder Weiss cooperates throughout Europe with regionally strong freight forwarding partners. The result: an efficient logistics network from the Atlantic to the River Elbe, from Mount Etna to the North Cape.

The 2002 Financial Year continued successfully in this important division. The economic down-turn had not yet made a serious impact in most regions of WeissLand. Surface transport in the west saw an increase in shipments of approx. 4% in comparison to the previous year, despite the tense economic situation in Europe. The “major” competitors have continued to align themselves and focus on their markets. Gebrüder Weiss has continued to challenge this model of logistical mono-cultures with its grown partner-networksystem. Innovative, internet-based IT tools are used increasingly and facilitate the rapid and reliable exchange of information between various companies. Based on technology in the supplychain and a network of regionally strong logistics partners, numerous efficient and Europe-wide procurement and distribution solutions were realised in 2002, for companies such as Schiesser or Triumph, among others.

Several quality offensives executed in cooperation with our European partners were among other important projects in 2002.

Particularly in the area of Tracking & Tracing further decisive steps were taken.

Project portrait:

Tenovis builds on special expertise for distribution in Europe Tenovis, the Frankfurt based service provider for business communications, with 6,000 employees and approx. 200,000 customers throughout Europe, has relied on the quality of service offered by Gebrüder Weiss since 2002.

The service relates to the distribution, including the handling of returns, for various communications technology products. Since the beginning of 2002 Gebrüder Weiss has arranged the supply of the Swiss and Austrian market, since July 2002 Eastern European countries have been included, with Italy joining the programme from 1 January 2003.

“We need transport on a daily basis from our Logistics and Technology Centre in Dietzenbach near Frankfurt, a 24 hr distribution service with full deliveries and collections for processing sites in both countries and the corresponding customs capability for the Swiss market,” Dipl. Ing. (Engineering Graduate) Dieter Bosse, at Tenovis, who is responsible for transport logistics, specifies some points from their profile of requirements for the new logistics service provider, for which tenders were invited internationally. “The concept provided by Gebrüder Weiss and the IT solutions already realised contributed to our decision to use this service provider.”

Sonja Cavegn Age 23 years Marital status Married with a husband who works for GW Resident at Hรถrbranz She likes Openness, honesty, directness But not Deception, lies, empty promises

Equal opportunities 23-year old Sonja Cavegn has been putting her foot down for two and a half years !

Insight No. 3

Gebrüder Weiss at Lauterach was looking for a driver for small HGVs. “My husband works as a driver for Gebrüder Weiss Wolfurt and advised me to apply.”

Sonja Cavegn, a pretty girl from Vorarlberg, with short, dark hair and green eyes and an HGV licence, did just that and was taken on immediately – contrary to all the other companies she had applied to. “I was always being told that women were not suitable for this job. They were looking for a man. It was so frustrating!”

It was November, cold and foggy, just before the onset of winter. Possibly the worst time to take a job as an HGV driver. But Sonja gritted her teeth and got behind the steering wheel, encouraged by her boss at that time with the words “Sonja, burn rubber!”

The feeling of freedom She transports “anything that fits into” her orange-coloured four and half ton lorry, between Hohenems and the Arlberg.

Her independence and this wonderful feeling of freedom make the job attractive for Sonja. “Of course, it is not so great when you are on the Arlberg putting on snow chains at minus 10 degrees.” She has long since learnt to overcome these and other difficulties on the road.

“The working atmosphere is very friendly. Simply great!” She and Hilde Sutterlüti, the other female HGV driver at GW Lauterach, are highly regarded and respected by their 31 male colleagues. At the beginning, Sonja was shocked of the rough language used at the warehouse, but has got used to it in the meantime.

Surface transport in Central and Eastern Europe

34 35

Let’s go East Project portrait

Cooperation with Eybl: the outsourcing of a transport department Since the opening up of Eastern Europe in the late 80’s, Gebrüder Weiss has used Austria’s geographically ideal situation to develop an efficient logistics link between Western Europe and the emerging countries of Central and Eastern Europe. With its dense network of branches and established partners, together with an efficient Central and East European hub in Vienna, Gebrüder Weiss is one of the most experienced specialists in transport and logistics solutions from and to Central and Eastern Europe today.

Gebrüder Weiss established several important milestones in 2002 in this key business area. The new logistics centre in Dunaharaszti, Hungary, 25 km south of Budapest and situated directly on the MO motorway, commenced operations in July. With this generously proportioned terminal and corresponding land reserves, there is capacity beyond the requirements of the Hungarian market. The region surrounding Budapest has the potential to become the hub for South Eastern Europe. This investment has equipped Gebrüder Weiss for this eventuality.

In 2002 the construction of a new terminal in Sofia commenced for Cargolog Weiss, Bulgaria.

A large 3,000 m2 terminal is being built here as the first stage. This terminal should be expanded in further stages and become the hub for the Black Sea area and the Southern Balkans in the medium term.

Commencing EU preparations Organisational preparations for the EU expansion have started in the Gebrüder Weiss branches in the countries joining the EU.

In October 2002 Gebrüder Weiss took over the transport department of the Eybl Organisation and set up a branch with three employees in Krems for this purpose.

“It is no accident that cooperation took place between two ‘genuine’ Austrian companies. Our advanced logistics capability and strength in Central and Eastern Europe were additional important factors in the decision-making process for Eybl,” explains Erich Schatz, Head of the Customer Care Centre (CCC) in Vienna.

The Eybl-Organisation concentrates on the development and production of interior textile upholstery for vehicles and supplies the majority of European car manufacturers. With approx.

4,000 employees, Eybl produces and processes high quality materials for seating upholstery and interior cladding at 13 sites in Germany, the Czech Republic, Slovakia, Hungary and Romania, among other countries.

Smooth transport operations guaranteed The organisation between the Eybl sites, all technical matters regarding customs clearance and the transport of an annual volume worth in excess of EUR 13 million are some of the tasks undertaken by Gebrüder Weiss in Krems, where Eybl has its Head Office.

The smooth operation of transportation is guaranteed by the IT-supported shipment monitoring. In addition, Gebrüder Weiss provides support for Eybl in the logistical planning for new projects. “Eybl wants to achieve concrete targets with the outsourcing of the logistics area.

On the one hand, a clear increase in efficiency by means of structured logistical processes, on the other hand, connection with a modern IT system in order to speed up the flow of information. In addition, the logistics costs should naturally also be reduced,” says Erich Schatz, explaining the clear requirements set by Eybl.

The Cooperation Agreement between Gebrüder Weiss and Eybl has been “agreed for an indefinite period.”

Air & Sea

36 37

A new impetus for Air & Sea Freight

In the 2002 Financial Year there were some important changes in the Air & Sea division, a central feature being the further expansion of the WeissRohlig joint venture. In Hong Kong, the air and sea freight operations, previously operated separately, were combined with Röhlig Hong Kong and concentrated in a joint venture. The resulting advantages have been very successfully implemented in the market by a broadly based marketing and sales promotion throughout the entire European area covered by the Gebrüder Weiss Organisation.

The new approach of the Gebrüder Weiss Hamburg Branch is also linked to the increased cooperation with our partner, Röhlig: the team based on the river Elbe has been concentrating on interesting niche products since 2002, under the new company name “WOAC” – Weiss Ocean + Air Cargo.

Important changes in the WeissLand In the 2002 Financial Year there were also some important changes in the homeland of Gebrüder Weiss.

The last two GW offices were linked to the Air & Sea Management Software LDV at the Budapest and Bratislava branches, which completes the introduction of the new software. In order to guarantee the efficient and continuous flow of information beyond the limits of the company, we have undertaken extensive data linking with our overseas agents in 2002.

Both in Budapest as well as in Prague, the previously separate operations of Air Cargo and Sea Cargo teams have now been relocated to new joint offices at the relevant airports. During the summer of 2002 there were big celebrations for the opening of the new Air & Sea Terminal Wolfurt.

New locations in China The 2002 Financial Year was largely devoted to the preparation for the opening of new locations in China. In addition, preparations were made for the setting up of the representative office in Guangzhou by the Gebrüder Weiss joint ventures with Röhlig in Hong Kong.

In the early part of 2002 the representative office in Urumqui (China) was opened and has already integrated well into the Chinese network.

New market “project logistics” China is increasingly becoming a favoured location for European and US production. Capital goods for production have to be shipped to China and the finished products shipped to Europe and the USA. In order to utilise this trend, a department for project forwarding services has been set up in Shanghai with five employees at present.

In autumn 2002, Weiss-Rohlig commissioned a local software company to develop a new IT programme for China. This project should be completed on schedule by July 2003.

Jürgen Bauer Age 33 years Marital status Single GW-position Branch Manager of GW Vienna since 1 July 2002 Hobbies Sailing and roller-blading

Jürgen Bauer – a challenger The manager of Vienna Branch with a weakness for Eastern Europe

Insight No. 4 He has a passion for major projects for clients. The Czech Republic is his second home.

And any leisure time – even if short – he spends preferably on his catamaran on the Neusiedlersee. Jürgen Bauer, 33, took over at the Gebrüder Weiss Vienna Branch on 1 July 2002.

He was born on 16 June 1969 and grew up in Neunkirchen in Lower Austria. Primary school, Grammar School – the usual – after which he studied law for two years. After the unexpected death of his parents, the 20 year-old broke off his studies and looked for a more short-term education with practical experience and foreseeable conclusion. The WIFI in Vienna was offering a two-year professional course for Management Assistants in Freight Forwarding and Transport at that time. Just the right thing for Jürgen Bauer.

“Directly after graduating in 1993 I realised that I wanted to add to the basic knowledge I had gained there.” As a result, Jürgen Bauer also attended the Professional Academy at Lörrach and graduated in Business Management, specialising in Freight Forwarding and Transport. “I then received the offer from Director Denk – he was responsible for Eastern Austria and Eastern Europe at Gebrüder Weiss – to become Assistant to the Branch Manager at the Branch in the Czech Republic, to help in developing it from scratch. An interesting challenge, which was just what I wanted.”

At that time, Gebrüder Weiss was still confronted with the old structures of the state-owned operations in the Czech Republic. There had been no opportunity to develop warehousing or modern logistics services for a long time. “In principle, Gebrüder Weiss was only involved in planning, invoicing and communicating. When the decision was made to do everything ourselves from then on, we started to develop the operation.” And it wasn’t easy to start with. For two years Jürgen Bauer helped to convert the former deskbased Freight Forwarding operation into a lively logistics operation. The time spent in the Czech Republic had a big impact on Jürgen Bauer and Prague became his second home.

“I now have a real weakness for Eastern Europe.”

Following the successful restructuring of the Branch in the Czech Republic, Jürgen Bauer returned to Vienna and took over the Eastern Europe Department. By September 2000 he was already managing the entire European transport operations for the largest domestic branch. Since 1 July 2002 he has been managing the whole Vienna Branch.

There is no typical working day in his job, but he is happy to talk about his professional passion: “I am happiest organising major projects for clients with my colleagues. This is where most of my energy goes.”

Success – The “Challenger of the Year” Winning the “Challenger of the Year 2002”, an internal company prize initiated by Board Member Wolfgang Niessner and presented for the first time on 19 May 2003, was one of Jürgen Bauer’s biggest successes at Gebrüder Weiss. His team in Vienna won not only the “European Transport” category and gained 3rd place in the National Transport section, but was also chosen as the overall winner.

Integrated logistics

40 41

Growing customer demands

Integrated logistics services have been at the centre of the Gebrüder Weiss Organisation’s activities since the 1990’s. In recent years Gebrüder Weiss has made full use of its considerable potential, on behalf of numerous clients, by the intelligent combination and control of warehousing, transport and manipulation processes. All these efforts have gone towards improving cost efficiency, as well as increasing quality and the level of service.

The trend towards “going East” continued in 2002: more and more companies are relocating their production units to Eastern countries.

Gebrüder Weiss has benefited from this trend with its strong network in Central and Eastern Europe and the hubs in Vienna and Hungary.

The demands of logistics clients on information technology for networking with their systems and those of their clients, as well as on operational expansion, have grown noticeably during the last financial year. The high level of efficiency provided by Gebrüder Weiss in the area of information and communications technology has brought us competitive advantages in this area.

As a result of the present financial and economic situation, the high level of interest in the outsourcing of logistics processes continued in 2002. The Gebrüder Weiss logistics network received a large number of enquiries for the reorganisation of the logistics activities of our clients and was also able to win some particularly interesting logistics projects. For example, the Gebrüder Weiss Branch at Pöchlarn concluded an outsourcing contract for warehousing, handling and distribution with Prefa Aluminiumprodukte in Marktl. Gebrüder Weiss Pöchlarn manages and handles more than 2,500 different items in a high bay warehouse of approx. 5,000 m2 in size. Between 300 and 350 shipments are carried out per day.

Another example from Switzerland The business unit Stereomicroscopy, SM, owned by Leica Microsystems AG in Heerbrugg (Switzerland) commissioned Gebrüder Weiss to restructure its entire logistics system in 2002. Since April the Gebrüder Weiss branch at Altenrhein has handled the filling and shipping of orders, as well as procurement and distribution logistics from and to approx. 100 countries worldwide.

Special services for the sports and leisure sector During 2002 the new Gebrüder Weiss “leisure + sports logistics” service was launched onto the market. With special services such as the provision of anti-theft devices, labelling or price marking, but also the lacing of shoe-laces or the pumping up of footballs, Gebrüder Weiss has become a constructive logistics partner for the sports and leisure sector. In addition, ski and bike warehouses equipped with a modern, online inventory enquiry system (iWIS) are available.

New logistics consulting subsidiary establishes itself during the first year The subsidiary xvise – innovative logistics, which has been in operation at the Wolfurt site since June 2001, has made good progress during the 2002 Financial Year. Some interesting consulting projects have been successfully tackled according to the core philosophy of “practical, experience-based logistics consulting”: for example, a feasibility study for a planned hightech joint venture or a logistics concept for a major technology park. However, xvise has also become an integral support for the Gebrüder Weiss Organisation. It has become an important supplementary resource for Gebrüder Weiss branches primarily by providing consulting services for major projects. A comprehensive range of logistics seminars completes the services provided by the young subsidiary.

Upturn for the high-tech logistics unit “tectraxx” From procuring building components by means of special transport through to the Green Button service for ultimate clients, the high-tech logistics business division offers tried and tested solutions for computers, accessories, office equipment, telecommunications and consumer electronics under the trade name of tectraxx.

During 2002 tectraxx won a new major order within the high-tech sector. Following the example of Alcatel, Hewlett Packard and Panasonic, the Frankfurt service provider for business communications, Tenovis, now also relies on the quality of service provided by Gebrüder Weiss. In concrete terms, the service involves the distribution, including returns, of communications technology products.

Tenovis benefits from the special expertise obtained, among other methods, from Gebrüder Weiss tectraxx, which specialises in value-added logistics in the high-tech sector. The services on offer include not only normal deliveries but also, for example, moving of high-tech equipment onto floors without lifts, setting up of the equipment, disposing of packaging materials, completely connecting the new equipment (i.e. photocopiers) with the Green Button Service, as well as removing old equipment.

First outsourcing successes of the “automotive logistics” centre of expertise GW generates a twofigure percentage of overall sales from the car industry and its suppliers. In order to further improve the handling of the logistical requirements of this exciting sector, the “automotive logistics” centre of expertise was launched in May 2001.

In a sector which has long decision-making processes, the ongoing contact with existing and potential clients is one of the key tasks.

Contacts with both, manufacturers and suppliers, were established and also significantly intensified during 2002. Co-operation within the automotive networks and cluster initiatives have further strengthened these relationships.

In 2002 these activities brought forth the first successes. The transport business was increasingly concerned with procurement logistics, in distribution the enquiries were primarily about solutions for replacement part logistics.

For example, complete outsourcing solutions were implemented for car suppliers Eybl in Krems and Georg Fischer in Herzogenburg.

Environmentally friendly by rail

Gebrüder Weiss Rail Cargo GmbH reports a positive trend

42 43

Jubilation at the newest subsidiary in the Gebrüder Weiss Organisation Although the call centre, dicall – the latest Gebrüder Weiss subsidiary set up in January 2002 – is still in the development phase, it has already achieved a positive result in its first year. The winning of the Austrian Teleperformance CRM Grand Prix 2002, a call centre competition which has been established for 14 years, is particularly noteworthy. The quality of service and customer orientation of companies with integrated or outsourced call centres is evaluated for the purposes of this competition. dicall, as a call centre with a large amount of logistics background, competed in the “Transport & Travel” sector category and won not only the prize in that category but also the overall national competition.

The company operates exclusively in the rail transport sector. As a result, Gebrüder Weiss continues to make a significant contribution towards promoting the environmentally friendly “rail” method of transport, both in Austria and throughout Europe and thereby meets targets set within the EU. During the 2002 Financial Year, the positive trend of the previous Short Financial Year was continued. As a result of this trend, the net income achieved for the year was pleasingly above plan.

Overall approx. 860,000 tons were handled, thereby maintaining the quantities, although there were massive slumps in oil transport during the summer of 2002 as a result of the floods in eastern Austria and also in the northern part of Middle Europe, which could not be made up over the year as a whole. Transports to the successor countries to Yugoslavia was a focus of attention during the reporting year. The low profit margins in some areas were a result of the tough competition with other rail transporters, particularly companies belonging to the ÖBB Organisation. The most recent discussions lead us to hope that the ÖBB will allow our company, as the leading private supplier in Austria, to hold a neutral position on the basis of strategic partnerships.

New management established The planned generation change for the 2002 Financial Year was successfully implemented, and new direct management has been established. The improved cost structure resulting from this change will come into full effect during the coming Financial Year. In addition, forwarding effectiveness has increased.

Orange College A comprehensive programme of education for employees

Insight No. 5

Further education and training are big priorities at Gebrüder Weiss, resulting in the development of the Orange College, a training programme consisting of the Ferdinand-Weiss-Fund and internal information seminars.

“The Orange College provides all Gebrüder Weiss employees with a learning facility in which they can improve their education”, explains Helmut Schöpf, who is responsible for organisation-wide staff development at Gebrüder Weiss and initiated the Orange College.

Peter Kloiber, Board of Directors, regards further education as a strategic investment for long-term success: “An innovative, efficient and profitconscious transport and logistics group, such as Gebrüder Weiss, needs staff who are ready to improve their qualifications.” The company therefore provides a strategically focused selection of opportunities for improvement.

Specific routes of development With the Ferdinand-Weiss-Fund, an internal seminar programme has been developed in recent years, in which more than 40 different courses are on offer each year, run by external trainers.

These are mainly events on subjects such as personal development, management and teamwork, project management and the communications culture. The participants are employees from all over the Organisation.

Internal vocational training is given the same priority as to the courses on offer in the Ferdinand-Weiss-Fund. The academy approach has been adopted as the “learning system”, with courses run by internal trainers and experts, so-called professionals. At present more than 30 internal trainers are providing important expertise – from Freight Forwarding, Cost Accounting and Claims Processing to logistical processes in e-business.

Gebrüder Weiss Parcel Service

46 47

DPD – Dominant market position successfully secured

The brand name DPD – Direct Parcel Distribution – is known to be the undisputed market leader in everything to do with parcels in Austria. There are three depot operators behind this brand. The largest is Gebrüder Weiss Parcel Service, GWP, which is responsible for the DPD sites in Vienna, Lower Austria, Burgenland, Steiermark, the Tyrol and Vorarlberg. With its partners Schachinger Paketdienst (Upper Austria) and Lagermax Paketdienst (Salzburg/Carinthia), Gebrüder Weiss has been operating this successful joint product for 15 years.

In addition to first class quality in “regular” parcel dispatch, the outstanding feature of DPD is primarily the innovative dispatch solutions, such as the environmentally friendly multi-use packaging system, the DPD-Shuttle-Box, or the client-friendly exchange process, DPD-Retourlogistik.

As a result of co-operation with the Österreichische Post AG, there is also an unparalleled range of services available for the parcel customer. Examples of this are the DPD Wein (Wine) Logistik, DPD-Thermo-Logistik, the DPD Samstagsservice (Saturday Service) for particularly urgent parcels, and the unique PaketDirect-Card for cashless parcel posting at more than 2,300 post offices throughout Austria.

More security at GWP 2002 was a successful year for GWP for the most part, without any noteworthy changes. The Financial Year ended with a satisfactory result. More than 15 million parcels were transported – 2.4 percent more than in the previous year. In order to raise security standards further, a new video-based security system was installed at the depot in Leopoldsdorf. Systems of this kind should also be used in other depots next year.

Another storey has been added to the office complex in Kalsdorf near Graz. GWP has let the full additional approx. 340 m 2 to the GW Organisation’s own call centre “dicall”.

Product portrait:

DPD-Wein (Wine)Logistik With the unique DPD-Wein-Logistik, wine and sekt (sparkling wine/champagne) producers can also utilise the advantages of the “fast parcel” for their shipments. A specially developed box system, available in four different sizes, guarantees the quickest, most secure and careful transport on the market for 0.75 l-bottles of wine or sekt.

The all-inclusive solution, which covers both the dispatch costs as well as the wine packaging, makes this form of transport particularly attractive and easy to calculate.

More than just bottle post Direct Parcel Distribution (as the only parcel service in Austria with the quality certificates DIN-EN-ISO 9001 and 9002) offers an attractive alternative to the former transport solutions for bottled wine and sparkling wine.

Because wine is not just any product. Fast, but careful transport and optimum handling are therefore particularly essential.

• Dispatch takes place across Austria in 24-48 hours at the most and within the EU in an average of 48-72 hours.

• Special DPD wine boxes, proven by stiff testing, in four popular sizes for one, three, six or twelve 0.75 l-bottles or for one or three sekt bottles, offer the best possible packaging.

• DPD offers an easily calculable “all inclusive” product consisting of house to house wine parcel dispatch (collection and delivery), the special DPD wine box and automatic transport insurance of EUR 520.– per parcel.

Information and communications technology

48 49

Three times a winner: inet logistics

With its innovative products, this Gebrüder Weiss subsidiary was able to make its mark in three different competitions in 2002 alone (see below).

A further highlight of the last Financial Year: inet logistics joined the ranks of the prestigious team of “certified SAP partners”.

The company, set up in 1999, has developed into a leading supplier of web-based logistics solutions in the last few years. The key item in the product portfolio is the internet platform “logistics-server®”, which creates a link between the shippers and the transport and logistics sector and leads to an improved flow of information and increased quality of data along the supply-chain. inet-logistics offers internet applications in the areas of procurement and distribution logistics, consignment tracking and pallets administration on a modular basis and integrated into the ERP-systems of the client. New developments for repair networks and freight costs clearing complete the range of services on offer.

The solutions received three awards during 2002: Swiss Logistics Prize 2002 The Swiss Logistics Prize is awarded every year in the context of the Swiss Logistics Congress. The Swiss Logistics Society (SGL) awards the prize to excellent and unusual services in the area of logistics. inet-logistics was awarded 3rd place.

ASP-Award 2002 The trend-setting award of the ASP Organisation recognises outstanding solutions by companies which operate in the area of application service providing and online/web services. In the category of “most innovative ASP-solution” inet-logistics achieved 2 nd ranking. The decisive factors for reaching the top ranks were the practicality, degree of detail and the future orientation of the ASP-software models presented.

Innovation Manager Award 2002 The Business Circle Management Fortbildungs GmbH is one of the leading Austrian conference organisers.

Managers who recognise strategic opportunities in their businesses and implement them successfully on the internet, are invited to compete for the Innovation Manager Award. The Gebrüder Weiss subsidiary received 2nd prize for the internet-based pallets administration application “il-OPAL”.

SAP-certified “logistics connector” SAP AG is concerned with guaranteeing the compatibility between SAP R/3 and the software from thirdparty suppliers. The certification, which involves a technical interface check, is therefore an important part of the SAP partner programme. inet-logistics completed this check successfully in 2002 and can offer SAP users a certified interface between the logistics-server® and SAP R/3 systems: the “logistics connector”.

50 51

Report by the Supervisory Board for the Financial Year 1.1. – 31.12. 2002

The Management of the Gebrüder Weiss Organisation The Board of Directors The Board of Directors has kept the Supervisory Board regularly informed of the course of business and the situation of the Company. In its meetings, the Supervisory Board has carried out its responsibilities under the law and the statutes of the company, among other matters, and has advised the company on all important issues.

The appointed auditors, Auditor Treuhand GmbH, Wirtschaftsprüfungs- und Steuerberatungsgesellschaft, Vienna, have audited the Annual Report and the Directors’ Report for Gebrüder Weiss Holding AG and the consolidated Gebrüder Weiss Organisation. These audits have been completed without giving cause for complaint. The auditor has therefore confirmed that the Annual Report and the Report by the Board of Directors correspond to legal requirements and provide a view of the asset, financial and income situation of the company which is as accurate as possible.

The Supervisory Board agrees with the conclusions of the auditors and approves the Directors’ Report by the Board and the proposal for profit distribution. The Supervisory Board has approved the Annual Report, which has been determined in accordance with Section 125 (2) of Corporate Law. The Supervisory Board expresses its thanks and recognition to the management and all employees of the company for their performance during the Financial Year.

Heidegunde Senger-Weiss, Dkfm.

CEO Paul Senger-Weiss, Dl, MS Wolfgang Niessner, MAS Peter Kloiber, Mag.

Supervisory Board Dr. Sylvia Krieger Chairwoman Dr. Dieter Frisee Dr. Christian Konzett Walter-Heinz Rhomberg, Ing. Univ. Prof. Dr. Karl Sandner, Mag. Dr. Rudolf Christian Stiehl

Works Council Representatives Helmut Habersatter Siegfried Rendel

Lauterach, June 2003 Ferdinand Schmedler On behalf of the Supervisory Board Dr. Sylvia Krieger (Chairwoman)

Financial Report

Consolidated Balance Sheet

52 53

as of 31 December 2002

Assets

Amounts in Euro 000’s

2002

2001

5,554 31

2,814 0

A. Fixed Assets I.

Intangible assets 1. Concessions, industrial property and similar rights 2. Payments on account

5,585 II. Tangible assets 1. Land, similar rights and buildings, including buildings on third party land 2. Technical equipment and machinery 3. Other equipment, terminal and office equipment 4. Payments on account and assets under construction

86,005 23,352 8,387 1,836

2,814

86,300 21,367 8,765 522 119,580

III. Financial assets 1. Participating interests 2. Participating interests in associated companies 3. Investment securities

144 2,051 7,505

116,954 187 1,318 7,018

9,700 134,865

8,523 128,291

B. Current assets I.

Stocks 1. Raw materials and consumables 2. Work in progress

798 115

698 200 913

II. Accounts receivable and other assets 1. Trade accounts receivable 2. Accounts receivable from associated companies 3. Other accounts receivable and assets III. Cash in hand, cheques, bank balances

C. Prepaid expenses

Contingent receivables

101,022 656 4,173

898 102,843 396 3,280

105,851 29,336 136,100

106,519 31,604 139,021

2,226

1,744

273,191

269,056

779

1,042

Equity and Liabilities

Amounts in Euro 000’s

2002

2001

24,000

3,600

3,591 0

349 395

A. Equity I.

Share capital

II. Capital reserve 1. Tied 2. Untied

3,591 III. Revenue reserves 1. Other reserves 2. Reserve for consolidation

40,101 15,373

IV. Net profit for the year of which unappropriated profits brought forward 0 (previous year 12,906) V. Shares of other shareholders

B. Untaxed reserves 1. Valuation reserve as a result of special depreciation 2. Other untaxed reserves

744 55,072 16,363

55,474

71,435

7,446

28,612

9,127 99,638

8,391 112,782

7,784 2,592

6,803 3,487 10,376

C. Provisions 1. Provisions for severance pay 2. Provisions for pensions 3. Tax provisions 4. Other provisions

15,633 10,435 863 14,042

10,290

14,815 9,633 11,237 14,125 40,973

D. Accounts payable 1. Bank loans and overdrafts 2. Trade accounts payable 3. Accounts payable to companies in which there is a participating interest 4. Other liabilities of which taxes 5,003 (previous year 4,783) of which relating to social security 2,478 (previous year 2,308)

E. Deferred income

Contingent liabilities

49,810

42,340 60,935

17,965 61,445

329 15,197

161 15,666

118,801

95,237

3,403

937

273,191

269,056

779

1,042

54 55

Consolidated Profit & Loss Account* for the period from 1 January to 31 December 2002

Amounts in Euro 000’s

2002

1. Sales Duties and taxes

761,231 -187.335 573,896 -85

2. Change in work in progress 3. Other operating income a) Income from the reduction in fixed assets, excluding financial assets b) Income from the liquidation of provisions c) Other income

1,214 204 24,009 25,427

4. Cost of materials and other purchased services a) Cost of materials b) Cost of purchased services

-15,069 -373,953 -389,022

5. Personnel expenses a) Wages b) Salaries c) Expenses for severance pay d) Pension benefits e) Expenses for statutory social security and charges and compulsory contributions relating to remuneration f) Other social expenditures

-23,179 -66,739 -1,835 -718 -23,805 -2,109 -118,385 -16,861

6. Depreciation of fixed intangible and tangible assets 7. Other operating expenses a) Taxes, where these do not come under No. 17 b) Other 8. Operating profit (Sub-total No.s 1 to 7) 9. Income from participating interests of which from associated companies 912 (previous year 822) 10. Income from other long term securities 11. Other interest and similar income 12. Income from the reduction in, and appreciation of, financial assets 13. Expenses from financial assets of which a) Depreciation 226 (previous year 119) b) Expenses from associated companies 17 (previous year 0) 14. Interest and similar expenses 15. Financial profit (Sub-total No.s 9 to 14) 16. Net operating income (EBT) 17. Taxes on income 18. Net income for the year

-1,769 -51,908 -53,677 21,293 932 392 540 26 -289

-839 762 22,055 -7,284 14,771

Cash-flow* 2002

Amounts in Euro 000’s

Net income for the year Depreciation Additions and write-downs as a result of equity consolidation Amount realised from reductions in assets Change in long term provisions Cash-flow from the result

2002

14,771 17,087 -232 -1,036 1,214 31,804

Stocks Receivables and other current assets Accounts payable Other provisions Net cash-flow from the ordinary course of business (OCF)

-15 -2,614 14,620 -11,010

Investments in financial assets Investments in tangible assets Additions to assets from the first-time consolidation at book values Amount realised from reductions in assets Net cash-flow from investment activity (ICF)

-1,835 -23,673 -13,638 3,479

Change in equity and liabilities which does not have an impact on revenue New long term loans Changes to long-term provisions which do not have an impact on revenue and deferred income from first-time consolidation Dividends to external shareholders Net cash-flow from financing activity (FCF)

32,785

-35,667 1,184 8,957 3,750 -1,803 12,088

Change in financial resources

Liquid funds 1.1 (following splitting-off) Liquid funds 31.12 Change

* This year, as a result of the alteration of the balance sheet date from 30.6 to 31.12., we have dispensed with a comparison with the previous year, as the previous period was a Short Financial Year.

9,206

20,130 29,336 9,206

The Consolidated Accounts as at 31.12. 2002

56 57

Notes to the Consolidated Accounts

I. General notes to the accounts The Consolidated Accounts for Gebr端der Weiss Holding AG have been drawn up taking into account the principles of orderly bookkeeping and general standards, in order to provide a view of the asset, financial and income situation of the organisation which is as accurate as possible. The accounting, valuation and reporting of the individual entries have been undertaken in accordance with the provisions of Sections 268 to 276 of the Commercial Code, taking into account the special regulations for limited companies.

II. Methods of accounting and valuation The accounts for the companies included in the consolidated accounts have been drawn up in accordance with uniform principles of accounting and valuation.

The intangible and tangible fixed assets have been valued at cost of acquisition, less regular, straight line depreciation. In line with tax regulations, full annual depreciation has been undertaken for additions in the first six months, and for additions during the second six months, half of the annual depreciation. Special depreciation has been undertaken where an ongoing reduction in value is anticipated.

Throughout the organisation, use has been made of the opportunity to fully depreciate negligible assets in accordance with Section 13 of the Income Tax Act. The rates of depreciation are based on the normal operational period of use of the relevant assets. The rates of depreciation are currently 2-10% for buildings, and between 10 and 25% for other tangible assets.

Financial assets are valued at cost of acquisition, taking into account the moderated principle of the lower of cost or market.

Receivables and other assets have been recorded at nominal value less the necessary provision for depreciation. In the case of the valuation of trade accounts receivables, recognisable risks have been taken into account by means of provision for specific doubtful debts.

A general provision of 2 % has been made for receivables for which no specific provisions have been created. Receivables in foreign currency have been valued at the price applicable when the claim arose or the lower currency buying rate on the balance sheet date.

The right to include deferred taxes on the asset side of the balance sheet, in accordance with Section 198 (10) of the Commercial Code, was not exercised in the individual company accounts or the consolidated accounts.

The provisions for severance pay have been created in accordance with recognised financial principles, based on an accounting interest rate of 3.5% and a pension age of 56.5 years for women and 61.5 years for men. No deduction for fluctuation was taken into account.

The provisions for pensions were created in accordance with actuarial principles, whereby the entry age normal method was applied for rights to future pension payments. The interest rate for calculating the statutory provision is 4%.

All other provisions take into account all conceivable risks and uncertain liabilities at the time of drawing up the balance sheet, in accordance with the normal duty of care of a businessman.

Liabilities are recorded at the repayment amount. Foreign currency liabilities are valued at the exchange rate prevailing upon acquisition or the higher currency selling rate on the balance sheet date.

The total expenditure format was applied to the Profit & Loss Account.

III. Notes to the Consolidated Accounts 1. Change of the Parent Company From 2002, Gebrüder Weiss Holding AG, Lauterach, became the parent company for the Gebrüder Weiss Organisation, within the meaning of Section 224 (1) 2 of the Commercial Code.

2. Notes to the Profit & Loss Account The balance sheet date for the parent company for the organisation has been changed by General Assembly Resolution of 13 November 2001 from 30 June to 31 December – initially 31 December 2001. For this reason, no comparisons have been made with the figures of the previous year, as the previous year was a Short Financial Year.

The breakdown of sales revenue has been omitted in accordance with Section 237 (9) of the Commercial Code.

Audit Certificate According to our properly executed audit, the Consolidated Accounts correspond to legal requirements. The Consolidated Accounts provide a view of the asset, financial and income situation of the Organisation, which is as accurate as possible, taking into account the principles of orderly bookkeeping. The Directors’ Report for the Organisation is consistent with the Consolidated Accounts.

Vienna, 27 June, 2003 Auditor Treuhand GmbH Wirtschaftsprüfungs- und SteuerBeratungsgesellschaft Dr. Alfons STIMPFL-ABELE Dr. Gottfried SPITZER

Tünde Tóvári Age 29 Marital status Single Place of residence Szár Position at HW Manager of the Import Department at Hungaroweiss in Dunaharaszti Strengths “I get on well with people and I am open to new experiences” Weaknesses “I sometimes lack selfconfidence”

Exciting times in Hungary Tünde Tóvári, Department Manager Hungaroweiss

Insight No. 6 She comes from Szár, a small village 40 kilometres from Budapest. Eight years ago she commenced her professional career as a Freight Forwarding Assistant at Hungaroweiss. Since March 2003 Tünde Tóvári has been the Manager of the Import Department.

“I wanted an interesting job”, Tünde Tóvári responds to the question of why she chose a career in Freight Forwarding. “This area is exciting and it’s a challenge.”

While she attended the Technical College for Overseas Trade in Budapest, she became more and more interested in the subject of international transport.

So she chose Freight Forwarding as her special subject and after completing her education at the age of 21, landed a job with Hungaroweiss, the Hungarian Gebrüder Weiss-branch, set up in 1990 in Törökbálint near Budapest. In the meantime (2002) Hungaroweiss has opened a new terminal in Dunaharaszti and has become one of the most significant GW-branches in the Central and Eastern European Countries, as a result of its central location and the present 160 employees.

Tünde Tóvári’s working day begins early: “By seven o’clock I am in the office, where there’s a heap of work waiting for me.” At eight o’clock she meets with colleagues for a short coffee-break.

“Then I work on, until 6 pm.” She stops again to boost her energy at lunch.

“We are a really good team here at Hungaroweiss. Everyone knows his or her job and does it.” Dealing with customers and business partners is particularly important for Tünde. “I enjoy having contact with them, negotiating.”

An exciting time Next year, Hungary will become a member of the European Union. For Gebrüder Weiss and Hungaroweiss this means adapting the business to a new economic and political situation. Not much will change for Tünde on a personal level, she says. “But it certainly will in terms of my professional life! How precisely? I can’t say yet.” She will see how it goes, but it is certainly an exciting time for everyone in Hungary, with the entry into the EU in April 2004.

One of Tünde’s professional goals is as follows: “I want to increase my specialist knowledge and gain even more experience in the Freight Forwarding-business.”

60 61

The addresses of Gebrüder Weiss

HEADQUARTERS

A-4020 Linz

D-88131 Lindau

Prinz-Eugen-Strasse 33, Postfach 309

Heuriedweg 20

T +43.732.7655.0

T +49.8382.708.0

Bundesstrasse 110

F +43.732.771311

F +49.8382.708.300

T +43.5574.696.0

gw.linz@weisslogistics.com

service.lindau@weisslogistics.com

A-6923 Lauterach

F +43.5574.70928 service@weisslogistics.com

A-9063 Maria Saal / Klagenfurt Wutschein 46

SURFACE TRANSPORT

Austria

Spedition Zinner D-94036 Passau

T +43.4223.5050.0

Industriestrasse 14b

F +43.4223.5050.35

T +49.851.807

gw.kaernten@weisslogistics.com

F +49.851.807.10 info@sped-zinner.com

A-1031 Wien

A-3380 Pöchlarn

Litfassstrasse 8, Postfach 193

Manker Strasse 55

T +43.1.79799

T +43.2757.4004.0

F +43.1.7986328

F +43.2757.4004.33

Kirchhofstrasse 2

gw.wien@weisslogistics.com

gw.poechlarn@weisslogistics.com

T +49.911.958886

Spedition Zinner D-90431 Nürnberg

F +49.911.958886.20 A-6700 Bludenz

A-5020 Salzburg

Äuleweg 14-16, Postfach 22

Robinigstrasse 57, Postfach 159

T +43.5522.334.0

T +43.662.88912.0

F +43.5522.334.533

F +43.662.88912.112

gw.bludenz@weisslogistics.com

gw.salzburg@weisslogistics.com

info@sped-zinner.com

Switzerland CH-9432 Altenrhein (SG) Werftstrasse 1

A-6800 Feldkirch

A-4600 Wels

T +41.71.858.55.55

Reichsstrasse 149, Postfach 29

Wielandgasse 1

F +41.71.858.55.50

T +43.5522.334.0

T +43.7242.62311

gw.schweiz@weisslogistics.com

F +43.5522.334.41

F +43.7242.62311.33

service.altenrhein@weisslogistics.com

gw.feldkirch@weisslogistics.com

gw.wels@weisslogistics.com CH-4057 Basel

A-8055 Graz Alte Poststrasse 376, Postfach 18

ILS Wels A-4600 Wels

Uferstrasse 90 T +41.61.638.15.15

T +43.316.2904.0

Schlossstrasse 31

F +41.61.638.15.55

F +43.316.296515

T +43.7242.62311

service.basel@weisslogistics.com

gw.graz@weisslogistics.com

F +43.7242.62311.33 Sales Office

A-6021 Innsbruck

A-6961 Wolfurt

CH-8280 Kreuzlingen

Duilestrasse 16-18, Postfach 519

Am Güterbahnhof, Postfach 3

Freiestrasse 8

T +43.512.5901.0

T +43.5574.696.0

T +41.71.677.00.66

F +43.512.5901.324

F +43.5574.696.1110

F +41.71.677.00.67

gw.innsbruck@weisslogistics.com

gw.wolfurt@weisslogistics.com

gw.schweiz@weisslogistics.com service.altenrhein@weisslogistics.com

A-6923 Lauterach

A-6300 Wörgl

Bundesstrasse 110

Gewerbepark 9

T +43.5574.696.0

T +43.5332.70011

F +43.5574.79303

F +43.5332.70011.25

gw.lauterach@weisslogistics.com

gw.woergl@weisslogistics.com

Croatia HR-10000 Zagreb Jankomir 25 T +385.1.3871892

A-2333 Leopoldsdorf

Germany

T +43.1.79799 F +43.1.79799.619

F +385.1.3871834 gw.croatia@weisslogistics.com

Arbeitergasse 46 D-87700 Memmingen Karatasstrasse 6

HR-47000 Karlovac

T +49.8331.9844.0

Ilovac 29

F +49.8331.9844.225

T +385.47.637261

service.memmingen@weisslogistics.com

F +385.47.637262 gw.croatia@weisslogistics.com

Slovakia

CZ-50002 Hradec Kralove Riegrovo námsti 1493

Cargolog Weiss EOOD BG-9001 Varna

SK-83104 Bratislava

T +420.49.5533015

Sofia Str. 22, Raum 307

Stavitelska 7

F +420.49.5533064

T +359.52.600.532

T +421.2.4920.5000

gw.czech@weisslogistics.com

F +359.52.600.532 office.varna@weisslogistics.bg

F +421.2.4920.5060 gw.slovakia@weisslogistics.com

CZ-70221 Ostrava Teslova 2

SK-04001 Kosice Letna 45

F +420.59.7570160

T +421.55.72986.49

gw.czech@weisslogistics.com

Cargolog Weiss S.R.L. RO-7000 Bucures¸ ti Bd. Iuliu Maniu, 598 D - 600 A,

F +421.55.72986.51 gw.slovakia@weisslogistics.com

Rumania

T +420.59.7570163

CZ-32202 Plzen

Sector 6,

Chebska 27

T +40.2122166.10

T +420.37.7379111

F +40.2122166.50

Kosicka 2

F +420.37.7381760

office@weisslogistics.ro

T +421.41.500400.7

gw.czech@weisslogistics.com

SK-01065 Zilina

Cargolog Weiss S.R.L.

F +421.41.5004009 gw.slovakia@weisslogistics.com

Hungary

Slovenia

Hungaroweiss

RO-2900 Arad Str.Campul Linistii, Nr.1

H-2330 Dunaharaszti, Pf. 33 SLO-2000 Maribor

T +36.24.55.55.55

T +38.6.2.32068.60

F +36.24.55.55.00

F +38.6.2.32068.68

gw.hungary@weisslogistics.com

Bulgaria

Aleea Violetelor, Nr.1 T +40.268.135.196 F +40.268.135.196

SLO-1000 Ljubljana CargologWeiss EOOD BG-1184 Sofija

F +38.6.1.280.3460

Zarigradsko Chaussee-7.km, ZIT

gw.slovenia@weisslogistics.com

T +359.2.9700400 F +359.2.9700431

Czech Republic

Cargolog Weiss S.R.L. RO-2200 Brasov Bl 61, Sc C, Ap.63

gw.slovenia@weisslogistics.com

T +38.6.1.280.3450

F +40.257.289.022

MO-Dunaharaszti leágazás

Trzaska C.65

Dolenska Cesta 244

T +40.257.289.222

headoffice@weisslogistics.bg

BUSINESS UNITS tectraxx High Tech Logistics A-1211 Wien

CZ-25219 Rudna / Prag K Vypichu 986

Cargolog Weiss EOOD BG-8000 Bourgas

Gebrüder Weiss Logistik-Center Strebersdorf

T +420.311.6591.11

Graf Ignatiev Str. 7, Room 402

Scheydgasse 41

F +420.311.6591.10

T +359.56.841.603

T +43.1.27722-3549

gw.czech@weisslogistics.com

F +359.56.841.603

F +43.1.27722-1150

office.bourgas@weisslogistics.bg

office@tectraxx.com

CZ-62700 Brno-Slatina Turanka 56 T +420.5.48427211

Cargolog Weiss EOOD BG-6100 Kazanlak

automotive logistics A-4020 Linz

F +420.5.45231097

N.Petkov-Blvd. 37-A

Gürtelstrasse 24

gw.czech@weisslogistics.com

T +359.431.625.73

T +43.732.609608-22

F +359.431.641.95

F +43.732.609608-13

office.kazanlak@weisslogistics.bg

automotive@weisslogistics.com

CZ-37004 Ceske Budejovice Zerotinova 1 T +420.38.731.3060 F +420.38.731.3036 gw.czech@weisslogistics.com

Cargolog Weiss EOOD BG-4000 Plovdiv

leisure+sports logistics A-4020 Linz

Park-Hotel »St. Petersburg«, Room 2007

Gürtelstrasse 24

T +359.32.650615

T +43.732.609608-30

F +359.32.650615

F +43.732.609608-13

office.plovdiv@weisslogistics.bg

sports@weisslogistics.com

62 63

AIR & SEA

Air & Sea Terminal

Czech Republic

A-5020 Salzburg

Austria

Robinigstrasse 57 T +43.662.88912

Air & Sea Terminal A-6961 Wolfurt

F +43.662.870722

Terminal Menzies/P.O. Box 132

air-sea-salzburg@weisslogistics.com

T +4202.20.114398

Senderstrasse 34 T +43.5574.696.0

Air & Sea Terminal CZ-16008 Prague

F +4202.24.281054

Germany

air-sea-prague@weisslogistics.com

F +43.5574.696.840 air-sea-wolfurt@weisslogistics.com

Weiss Ocean+Air Cargo GmbH D-20459 Hamburg

Air & Sea Terminal CZ-70200 Ostrava

Vorsetzen 54

Privoz Teslova 2

T +49.40.54005.0

T +4205.97.570163

VIE-Speditionsgeb.Obj.263

F +49.40.54005.157

F +4205.97.570160

T +43.1.7007.32292

gw.hamburg@weisslogistics.com

air-sea-ostrava@weisslogistics.com

Switzerland

Hungary

Air & Sea Terminal A-1300 Wien-Schwechat

F +43.1.7007.33472 air-sea-vienna@weisslogistics.com Air & Sea Terminal A-8073 Feldkirchen

CH-8058 Zürich-Flughafen Frachthof West

Air & Sea Terminal H-2220 Vecsés, Lorinci út 59.

Flughafen Graz/Thalerhof

T +41.1.816 58 68

Airport Business Park, Building C4

T +43.316.294249

F +41.1.816 58 66

T +36.29.553.900

F +43.316.294249.16

air-sea-zuerich@weisslogistics.com

F +36.29.553.953

air-sea-graz@weisslogistics.com

gw.hungary@weisslogistics.com

Slovakia Italy (joint venture)

Air Terminal A-4063 Hörsching Flughafen Linz-Hörsching

Air & Sea Terminal SK-83104 Bratislava

Brigl Weiss Air & Sea Cargo SRL

Flughafenstrasse 1

Stavitelska 7

T +43.7221.64580

T +4212.4920.5000

Via Mitterhofer 1

F +43.7221.63824

F +4212.4920.5060

T +39.471.246.0

air-sea-linz@weisslogistics.com

air-sea-bratislava@weisslogistics.com

F +39.471.246.180

Air & Sea Terminal

Croatia WEISS-ROHLIG

A-6020 Innsbruck Feldstrasse 7a T +43.512.5901

Air & Sea Terminal HR-10150 Zagreb

F +43.512.5901.450

Zracna Luka Avio Poslovnica Pleso BB

air-sea-innsbruck@weisslogistics.com

T +385.1.4562141 F +385.1.6256491

Sea Terminal A-4020 Linz

F +43.732.771311 air-sea-linz@weisslogistics.com

BG-1184 Sofija

air-sea-klagenfurt@weisslogistics.com

China

Zarigradsko Chaussee-7.km, ZIT F +359.2.97004.31

Weiss-Rohlig Shanghai 200081 Shanghai, PR China 26E, Lucky Mansions

Rumania

T +43.4223.5050 F +43.4223.5050.35

T +852.2268.9300 F +852.2345.6060

A-9063 Maria-Saal/Klagenfurt Wutschein 46

Rohlig Hong Kong Hong Kong

Cargolog Weiss EOOD

T +359.2.97004 Air & Sea Terminal

Hong Kong

Wai Yip Street 213

Bulgaria

Prinz-Eugen-Strasse 33 T +43.732.7655

I-39100 Bolzano

No. 257 Siping Road T +86.21.6521.1770

Cargolog Weiss S.R.L. RO-7000 Bucures¸ ti Bd. Iuliu Maniu, 598 D - 600 A, Sector 6, T +40.2122166.10 F +40.2122166.50

F +86.21.6521.2805 airsea@weiss-rohlig.com.cn

Weiss-Rohlig Beijing

Singapore

F-7-F, Fu Hua Mansion, No.8 Chaoyang Men Avenue (N)

Depot 623 A-3380 Pöchlarn

100027 Beijing, PR China Weiss-Rohlig Singapore PTE.LTD. Singapore 169877

Manker Strasse 55 T +43.2757.8652

T +86.10.6554.1916

171 Chin Swee Road

F +43.2757.8867

F +86.10.6554.3090

#04-01 San Centre

depot623@dpd.at

airsea@weiss-rohlig.com.cn

T +65.535.3345 F +65.535.7747

116001 Dalian, PR China No. 16 Mingzi Street

Depot 627 A-6832 Sulz

Weiss-Rohlig Dalian Weiss-Rohlig Singapore PTE.LTD. Singapore 819468

Industriestrasse 16 T +43.5522.74520

T +86.411.2691.566

Unit 221E CIAS Cargo Centre

F +43.5522.74520.61

F +86.411.2691.516

45 Airport Cargo Road

depot627@dpd.at

airsea@weiss-rohlig.com.cn

T +65.546.2500 F +65.546.2820

INET-LOGISTICS

Weiss-Rohlig Nanjing 210005 Nanjing, PR China No.2 Hanzhong Road Nanjing T +86.25.4704.479

GWP – GEBRÜDER WEISS PARCELSERVICE (DPD)

F +86.25.4704.467 airsea@weiss-rohlig.com.cn

inet-logistics GmbH Depot 621 – Head office A-2333 Leopoldsdorf bei Wien

Weiss-Rohlig Ningbo

Austria

A -6961 Wolfurt Holzriedstrasse 29

Arbeitergasse 50

T +43.5574.806.0

T +43.2235.402

F +43.5574.806.1599

Rm.2607, Bank of China Mansions

F +43.2235.432.89

office@inet-logistics.com

No.139 Yaohang Street

depot621@dpd.at

315000 Ningbo, PR China

T +86.574.7309.508 F +86.574.7309.628 airsea@weiss-rohlig.com.cn Weiss-Rohlig Qingdao 266003 Qingdao, PR China Rm.309, Huiquan Hotel

inet-logistics GmbH Depot 626 A-6060 Hall in Tirol

F +86.532.2876.140 airsea@weiss-rohlig.com.cn Weiss-Rohlig Tianjin 300204 Tianjin, PR China

T +43.1.512.7771.100

T +43.5223.5802

F +43.1.512.7771.150

F +43.5223.53439

office.wien@inet-logistics.com

depot626@dpd.at

Germany Depot 628 A-8401 Kalsdorf bei Graz Feldkirchenstrasse 14-16

F +86.22.8328.0416 airsea@weiss-rohlig.com.cn

Admiralitätsstrasse 58

F +43.3135.57770

T +49.40.361.229.600

depot628@dpd.at

F +49.40.361 229 650 office.hamburg@inet-logistics.com

Depot 630 A-8700 Leoben

830011 Urumqui Xinjiang, PR China

F +43.3842.83472.14 depot630@dpd.at

No.18 South Beijing Road T +86.991.3665.803 F +86.991.3665.807 airsea@weiss-rohlig.com.cn

Switzerland

Waltenbachstrasse 7 T +43.3842.83472

Weiss-Rohlig Urumqui

inet-logistics GmbH D -20459 Hamburg

T +43.3135.2002

No. 51 Youyibei Road T +86.22.8328.0412

Annagasse 5

Schlöglstrasse 45

No.23 Nanhai Road T +86.532.2876.666

A -1010 Wien

inet-logistics GmbH CH - 4019 Basel Uferstrasse 90 T +41.61.638.1535

Depot 622 A-2100 Leobendorf bei Wien Industriezeile 2 T +43.2262.68192 F +43.2262.68192.23 depot622@dpd.at

F +41.61.638.1536 office.basel@inet-logistics.com

64

XVISE

CUSTOMS OFFICES

A-6960 Wolfurt

Austria

T +43.2522.2655 F +43.2522.85363

Holzriedstrasse 29 T + 43.5574.606-0

A-2136 Laa/Thaya Hauptstrasse 81a

x|vise innovative logistics GmbH

A-6912 Hörbranz A-2165 Drasenhofen

F + 43.5574.606-1470

Autobahnzollamt

office@xvise.com

T +43.5573.83112

Grenzbüro 257

F +43.5573.83112.6

T +43.2554.8136 F +43.2554.85488

DICALL Weiss Logistik Systeme GmbH A-8401 Kalsdorf bei Graz Feldkirchenstrasse 14-16

A-6960 Wolfurt Büro Gemeinschaftszollamt F +43.5574.696.1182

office@dicall.com

CH-9430 St. Margarethen Altfeldstrasse 9

T +43.3135.54879 F +43.3135.200.25.29

Switzerland

T +43.5574.696

A-6890 Lustenau

T +41.71.744 40 91

Grenzübergang

F +41.71.744 41 87

T +43.5577.827491

gw.schweiz@weisslogistics.com

F +43.5577.827490

service.altenrhein@weisslogistics.com

LOGISTIK ZONE TIROL A-6060 Hall

A-6845 Hohenems

CH-9434 Au

Löfflerweg 35

Grenzübergang

Grenze

T +43.5223.9001.0

T +43.5576.73771

T +41.71.744 18 12

F +43.5223.9001.59

F +43.5576.77186

F +41.71.744 42 11 gw.schweiz@weisslogistics.com

info@lztirol.com A-6812 Feldkirch-Meiningen

service.altenrhein@weisslogistics.com

Grenzübergang

GEBRÜDER WEISS RAIL CARGO

T +43.5522.74104 F +43.5522.78084

Gemeinschaftszollamt CH/AT T +43.5574.696 1258

A-1030 Wien Litfassstrasse 8

A-6960 Wolfurt

A-6800 Feldkirch-Tisis

F +43.5574.696 1182

T +43.1.79799

Grenzübergang

gw.schweiz@weisslogistics.com

F +43.1.79881.65

T +43.5522.76449

service.altenrhein@weisslogistics.com

rail.cargo@weisslogistics.com

F +43.5522.78138 A-8471 Spielfeld

FASHIONET-AUSTRIA TEXTILSPEDITION A-2333 Leopoldsdorf

Grenzübergang T +43.3453.3725 F +43.3453.3725.14

Arbeitergasse 50 T +43.223.547838

A-7013 Klingenbach

F +43.223.543839

Ödenburgerstrasse 46

info@fashionet.co.at

T +43.2687.42423 F +43.2687.42424

POSEIDON SPEDITIONS-GES.MBH MESSE- UND SPEZIALTRANSPORTE

A-2421 Kittsee Neuer Zollamtsplatz T +43.2143.30003 F +43.2143.30004

A-1030 Wien Litfassstrasse 8

A-1020 Wien

T +43.1.79799.971

Zollfreizone, Seitenhafenstrasse 15

F +43.1.7983705

T +43.1.7289516

event@poseidon.at

F +43.1.7283866

Gebrüder Weiss Holding AG – Consolidated

Facts and Figures

Amounts in Euro 000’s

A 6923 Lauterach Bundesstrasse 110 T +43.5574.696.0 F +43.5574.70928 service@weisslogistics.com

Short Financial Year

An orange world in 2002

Gebrüder Weiss Holding AG

Income Statement

2002

07-12/2001

2000/01

761,231 -187,335 573,896 -374,038 199,858 -118,385 -43,319 38,154 -16,861 762 22,055

385,336 -101,492 283,844 -183,038 100,806 -57,340 -22,823 20,643 -8,554 983 13,072

751,993 -196,832 555,161 -358,390 196,771 -109,094 -43,105 44,572 -17,644 748 27,676

31.12.2002

31.12.2001

30.6.2001

29,336 108,990 134,865 273,191

31,604 109,161 128,291 269,056

33,750 114,036 125,378 273,164

114,727 48,450 110,014 * 273,191

111,648 34,336 123,072 269,056

123,100 34,251 115,813 273,164

40.3 %

45.7 %

42.4 %

2002

07-12/2001

2000/01

Gross profit / net sales EBITDA / net sales EBT/net sales

34.8 % 6.7 % 3.8 %

35.5 % 7.3 % 4.6 %

35.4 % 8.0 % 5.0 %

Number of employees

3,209

3,217

2,985

Sales Duties and taxes Net sales Cost of sales Gross profit Personnel expenses Other income/expenses EBITDA Depreciation of fixed assets Financial result EBT

Balance Sheet Assets Cash and marketable securities Current assets Fixed Assets Total Assets Liabilities and Shareholders’ Equity Current liabilities Long-term liabilities Shareholders’ equity Total Liabilities and Shareholders’ Equity

Gebrüder Weiss GmbH MAKOM Bundesstrasse 110 A 6923 Lauterach Graphic Design Dalpra & Partner, René Dalpra, Joachim Zettl Photography Adolf Bereuter, Michael Stelzhammer

Equity ratio

Copy editor Christoph Strolz Printed by Buchdruckerei Lustenau

An orange world in 2002

Key Figures

* following restructuring

Gebrüder Weiss Holding AG – Consolidated

Facts and Figures

Amounts in Euro 000’s

A 6923 Lauterach Bundesstrasse 110 T +43.5574.696.0 F +43.5574.70928 service@weisslogistics.com

Short Financial Year

An orange world in 2002

Gebrüder Weiss Holding AG

Income Statement

2002

07-12/2001

2000/01

761,231 -187,335 573,896 -374,038 199,858 -118,385 -43,319 38,154 -16,861 762 22,055

385,336 -101,492 283,844 -183,038 100,806 -57,340 -22,823 20,643 -8,554 983 13,072

751,993 -196,832 555,161 -358,390 196,771 -109,094 -43,105 44,572 -17,644 748 27,676

31.12.2002

31.12.2001

30.6.2001

29,336 108,990 134,865 273,191

31,604 109,161 128,291 269,056

33,750 114,036 125,378 273,164

114,727 48,450 110,014 * 273,191

111,648 34,336 123,072 269,056

123,100 34,251 115,813 273,164

40.3 %

45.7 %

42.4 %

2002

07-12/2001

2000/01

Gross profit / net sales EBITDA / net sales EBT/net sales

34.8 % 6.7 % 3.8 %

35.5 % 7.3 % 4.6 %

35.4 % 8.0 % 5.0 %

Number of employees

3,209

3,217

2,985

Sales Duties and taxes Net sales Cost of sales Gross profit Personnel expenses Other income/expenses EBITDA Depreciation of fixed assets Financial result EBT

Balance Sheet Assets Cash and marketable securities Current assets Fixed Assets Total Assets Liabilities and Shareholders’ Equity Current liabilities Long-term liabilities Shareholders’ equity Total Liabilities and Shareholders’ Equity

Gebrüder Weiss GmbH MAKOM Bundesstrasse 110 A 6923 Lauterach Graphic Design Dalpra & Partner, René Dalpra, Joachim Zettl Photography Adolf Bereuter, Michael Stelzhammer

Equity ratio

Copy editor Christoph Strolz Printed by Buchdruckerei Lustenau

An orange world in 2002

Key Figures

* following restructuring