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Foreword
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History
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People
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Development of the Company Group Air Freight and Sea Freight Europe Road Transport Europe Asia
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................................................................................................................................................ 09
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Oceania, Middle East, Africa (OMEA)
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Americas
....................................................................................................................................................................... 12
Products
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Committed to Sustainability
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Hellmann Headquarters ............................................................................................................................................... 15
02
The company’s overall performance in 2009 was stron-
increase of 1.9 percent and 0.8 percent respectively.
gly influenced by the global financial crisis and the
The company also retained an impressive 97.2 percent
corresponding decline in global cargo volume as well
of all employees during this crisis period regardless
as significant rate reductions across the various regi-
of revenue and volume reductions. The company’s
ons. Currency adjusted revenue for the year reached
global cost reduction program focuses on efficient
2.47 billion Euros. On a Regional level, Europe achie-
employment of skill sets, economical and environ-
ved 57.6 percent of the total revenue followed by the
mental policies geared toward reducing and re-using
Americas with 16.2 percent, Asia with 15.3 percent
resources and productive sales strategies. In terms of
and OMEA (Oceania, Middle East and Africa) with 10.9
Products, Seafreight lead the way with an impressive
percent.
31.4 percent of total global turnover followed by Airfreight with 25.3 percent, Road freight with 24.5 per
As the market trend continued toward dispatching a
and other divisions with 18.8 percent.
larger quantity of smaller shipments, the total number of consignments decreased only slightly with a 2.6 percent reduction reported. Total tonnage and the total number of TEU’s also demonstrated a particular
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resilience toward the economic crisis with a reported
03
Throughout its more than 137-year history, Hellmann has distinguished itself with many attributes but only two differing traits; an unwavering focus on customer satisfaction and an eagerness to embrace innovation and change. Since our humble beginnings, our goal has been – and always will be – to grow alongside our customers. 1871 Carl Heinrich Hellmann founds the company as a one-man business delivering goods by a horse-drawn cart. 1925 Hellmann becomes one of the first companies to successfully replace their horse-drawn fleet with
coal-powered trucks in Germany.
1935 An innovation in efficient transport management: Hellmann launches a large scale (LTL)
consolidated freight terminal with 60 employees.
1968 After more than 20 years of post-war growth and expansion across Europe, the company’s shares are
transferred to the fourth generation, Jost and Klaus Hellmann.
1976 Hellmann becomes a founding member of the DPD parcel system service. 1982 Hellmann opens their first Asian office in Hong Kong, followed soon after by offices in the People’s
Republic of China, Taiwan, Singapore, South Korea, and more recently Vietnam, Sri Lanka and Japan.
1987 Operations begin in Sydney, Australia, followed one year later by office openings in New Zealand. 1988 Operations begin in Long Beach, California, and expansion ensues with offices in 18 U.S. cities, 6 Canadian
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cities, and additional Hellmann offices across Mexico and South America.
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1992 The Hellmann partner network expands into Eastern Europe. 1996 Hellmann celebrates 125 years of customer enthusiasm and has developed a global network of
341 offices in 134 countries.
2002 Global gross revenue exceeds 2 billion euros as Hellmann’s services become progressively more
industry-specific with products from the Perishable, Automotive, Fashion, Consumer Electronics,
Process Management, Contract Logistics & Consulting divisions.
2004 Construction is completed on the new Shanghai air freight warehouse. The company’s operations now
include 7 A-Class licenses and 23 offices in the People’s Republic of China.
2006 Hellmann receives the coveted “Award of Excellence” from the Global Institute of Logistics. 2007 Hellmann opens offices in India and Pakistan. In August, the European Logistic Center (ELC) in Munich is put
into operation and begins the distribution of spare parts for MAN vehicles. The second ELC based in Paris
begins operations in December.
2008 Best Office Award for the new building “Speicher III“ in Osnabrueck awarded by the “Wirtschaftswoche“ (a German business magazine).
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2007
1,229
1,306
1,117
545
603
579
1,732
5,146
2009
1,565
5,426
2008
1,503
5,357
2007
Despite the effects of the global economic crisis in 2009,
and talent management. Hellmann’s International Logi-
the company succeeded in minimizing staff downsizing
stics Management & Leadership programs, as well as the
by employing a combination of shift-work optimization
mentoring and the talent management programs all set
and voluntary decreases in the number of working hours.
the focus on performance. These programs also promote
Given the exceptionally high staff participation in the
active internal communication where employees directly
voluntary programs, the company reported an impressi-
participate in development of the company by commu-
ve 97.2 percent retainment of all employees around the
nicating ideas, setting plans in motion and measuring
world. The total number of employees in 2009 was 8,652
performance. The programs themselves are measured
down only slightly from the previous year. In order to
using critical analysis in order to ensure that they are
remain an employer of choice during critical times, the
continuously adjusted in accordance with both the requi-
company strengthened investments in both leadership
rements of the employees and the company.
People
06
8,652
Employees Total
2009
Employees Americas
8,900
Employees OMEA
2008
Employees Asia
8,556
Employees Europe
8,652
Development of the Company Group
2.47
In 2009, the global economic crisis had a noticeable
considered, 2009 was a very challenging year for the
influence on the company’s results, the effects of
entire logistics industry. In comparison, Hellmann
which varied widely across the different regions and
withstood these adversities quite well utilizing a pro-
products. For example, the Asia region reported a si-
active agenda, effective cost-reduction programs and
gnificant decrease in turnover of 23.1 percent* while
productive sales strategies. The company’s outlook for
OMEA only experienced a 9.5 percent* reduction.
2010 is optimistic.
When comparing global transport modes employed in the year, total airfreight revenues dropped
* Denotes figures after currency adjustment
by 25.5 percent*, global sea freight experienced a 20.0 percent* reduction, however road freight only reported a decrease of 8.1 percent*. All things
2.87
2008
2.47
2.82
2007
Total Revenue in billion €
2009
Overland
Sea Freight
Others
464.1
603.6
625.4 Air Freight
Others
Overland
Sea Freight
Air Freight
Asia
15.3
18.8
24.5
25.3
57.6 Europe
OMEA 10.9
Americas 16.2
International
44.2 Germany
Revenue of the Divisions 2009 in million €
776.4
Percentages of the Divisions 2009
31.4
Percentages of the Regions 2009
55.8
Percentages Germany / Intern. 2009
07
318.8
2009
388.3
357.0
2007
189.8
2009
260.2
2008
2007 276.8
In 2009, European Air and Sea markets were signifi-
Proactive measures in cost-reduction and efficiency
cantly affected by the global economic situation. Low
augmentation were initiated at the outset the year.
freight rates, declining sea freight volumes, particular-
The company was able to maintain its high service
ly in the second and third quarters, combined with a
levels and product quality as freight volumes began
drastic drop in air freight volumes, adversely impacted
to rise in the fourth quarter of 2009. This strategy will
the activities of the 12 European countries belonging
continue to have a positive impact in 2010.
to the region. Despite the highly volatile market conditions, the company reported impressive numbers of TEUs in the sea freight sector and although the overall tonnage reported dropped significantly, consignment numbers in the air freight division remained strong.
Air Freight and Sea Freight Europe
08
Sea Freight Turnover in million â‚Ź
2008
Air Freight Turnover in million â‚Ź
139,465
2009
147,827
139,489 88,785
2009
2007
101,291
2008
117,010
2007
2009
2008
2007
Sea Freight TEUs
2008
Air Freight Tonnage
188,728
196,880
204,144
Air Freight Consignments
318.8
Road Transport Europe
598.7 The decline in the total number of shipments, ton-
work. The harmonization of cargo handling processes
nage and turnover that began at the end of 2008
produced a reduction in costs while simultaneously
continued throughout 2009. The reduction was espe-
improving both customer service and product quality.
cially strong during the first half of the year however
As the program further expands across the continent,
showed signs of improvement during the third and
the European network is strongly positioned for 2010.
fourth quarters. In comparison to the rest of Europe, Spain was rather severely affected while both Poland and Great Britain reported only slight reductions in revenues. In order to take proactive measures, the company initiated an intensive re-organization of the complete European line operation and transport net-
Others Turnover in million â‚Ź
319.7
315.9
2008
2009
2007
2009
2008
374.3
598.7
650.7
575.7
3,982,899
2008
2007
3,876,683
2007
3,659,311
11,567,294
2009
Overland Turnover in million â‚Ź
2009
11,881,207
Overland Tonnage
2008
2007
10,678,934
Overland Consignments
09
Others Turnover in million €
11.359
9.799
5.993
129.2
168.2
2008
2009
180.4
Sea Freight Turnover in million €
2007
237.0
2009
324.8
2008
163,951
2009
323.8
161,303
2008
Air Freight Turnover in million €
2007
162,493
2007
Sea Freight TEUs
115,791
2009
125,223
2008
184,646
2009
134,202
188,003
2008
Air Freight Tonnage
2007
190,145
2007
Air Freight Consignments
Asia as a region experienced negative growth in 2009
performance of the Asian market as a whole in 2009.
with nearly all countries experiencing a reduction in
Despite the negative economic influences, the region
revenues. The effects of the global economic down-
experienced a very positive fourth quarter and the
turn on Asian trade became especially evident in the
overall number of TEUs actually increased by 1.64
first three quarters of the year resulting in a revenue
percent. Overall the number of consignments was
reduction of 23.0 percent*. The drop in revenue
only reduced by 1.79 percent and the total airfreight
for the Asian region was predominantly caused by
tonnage dropped only slightly by 7.53 percent.
a reduction in both the market buying and selling rates in addition to a sharp drop in demand from our customers. However, this development is still considered to be a positive result when compared to the
Asia
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237.0
* Denotes figures after currency adjustment
Oceania, Middle East, Africa (OMEA)
145.9
Despite the global economic crisis, the region of Oce-
up by 8.9 percent*. The Automotive Logistics division
ania, Middle East and Africa reported mostly positive
performed well under the circumstances with only a
results in 2009. The total number of consignments
0.9 percent* drop in revenue despite the crisis in the
dropped slightly year-on-year and the total air freight
automotive manufacturing sector. The Perishable divi-
tonnage for OMEA decreased by 1.7 percent. Sea
sion also continues its position as a major player in the
freight volumes rose significantly as the total number
Australian, New Zealand and South African markets
of TEU’s increased by almost 10 percent overall. The
with an increase in revenues of 14.5 percent* in 2009.
company’s dedicated industry solutions continued to expand throughout the region as the Contract Logis-
* Denotes figures after currency adjustment
tics and Consulting division reported a third successive
46.8
43.4
Others Turnover in million €
38.6
2009 145.9
2007
77.1
70.3
2008 139.8
Sea Freight Turnover in million €
168.5
Air Freight Turnover in million €
86.4
2009 39,745
2007 49,198
2008 36,140
Sea Freight TEUs
17,712
Air Freight Tonnage
18,024
2009 39,308
2008 42,516
2007 45,485
Air Freight Consignments
24,113
year of growth with distribution revenues for the year
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Others Turnover in million €
94.9
86.9
59.1
182.6
2009
223.3
2007
2009 121.4
164.3
2008
2007 150.2
247.5
Sea Freight Turnover in million €
2008
Air Freight Turnover in million €
138,883
168,108
2008
2009
172,470
164,002
2009
Sea Freight TEUs
2007
163,127
2008
175,634
Air Freight Tonnage
2007
169,884
2009
179,708
2008
2007
166,577
Air Freight Consignments
In 2009, the difficult economic climate lead to a de-
a strong sales force and experienced customer service
crease of 20.6 percent* in revenue for the Americas.
departments. The region also experienced strong
This figure, in addition to lower customer demand in
fourth quarter results with year-on-year increases in
the region, was primarily influenced by falling fuel
both the total number of TEUs and the total number
prices. Interestingly, after adjusting for the sharp
of shipments during the same period.
drop in fuel prices, net revenue only showed a slight decrease of 1.1 percent. Still, despite the reduction in overall revenue, the Contract Logistics and Consulting division reported an increase of 9.5 percent*. The region experienced excellent customer retention and aggressive expansion in market share by maintaining
Americas
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182.6
* Denotes figures after currency adjustment
Portfolio
National and Continental Road freight
CourierExpress, Parcel Services
Supply Chain Management
Airfreight, Seafreight, Sea-Air, Customs Brokerage
Direct Load, Rail Solutions
ITSolutions
Industry Solutions: Automotive, Electronics, Fashion, Healthcare, Perishables, Public Private Partnership
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For a globally active company such as Hellmann
green space maximization for exterior areas, elimi-
Worldwide Logistics, the development of economic
nation of salt usage for winter walkway and parking
interests is inherently connected to our responsibility
maintenance; sponsorship of ecological and environ-
to the environment. The idea of sustainable deve-
mentally friendly programs and the compliance of the
lopment has long been and always will be our focus.
ISO 14001 certification.
At Hellmann we are committed to working within a structured system of environmental management
We recognize that there is still much to be done and
using task-oriented methods, continuous self-monito-
we are committed to ensuring that all our business
ring and regular external auditing.
activities and services continue to be economically, socially and environmentally responsible.
For all of our activities we have goals in place to achieve sustainable development. Some of our tasks include: waste reduction and recycling, reduction of greenhouse gas emissions in all vehicles, energy saving and reduction of the power consumption in the workplace, elimination of environmentally harmful
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chemicals and cleaning agents from the workplace,
Osnabrueck
Miami
Hong Kong
Hellmann Worldwide Logistics
Hellmann Worldwide Logistics, Inc.
Hellmann Worldwide Logistics Ltd.
GmbH & Co. KG
10450 Doral Boulevard
Unit 2, G/F, Block A
Elbestrasse 1
Doral, Florida 33178
Tonic Industrial Center
49090 Osnabrueck
United States of America
26 Kai Cheung Road
Germany
Phone +1 305 406-4500
Kowloon Bay, Kowloon
Phone +49 541 605-0
Fax
Hong Kong
Fax
+1 305 406-4519
+49 541 605-1211
Phone +852 3626-8000 Fax
Hamburg
Sydney
Hellmann Worldwide Logistics
Hellmann Worldwide Logistics Pty Ltd.
GmbH & Co. KG
Airgate Business Park
Industriestrasse 100
289 Coward Street
21107 Hamburg
2020 Mascot NSW
Germany
Australia
Phone +49 40 7537-00
Phone +61 2 9667-7555
Fax
Fax
+61 2 9667-7666
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+49 40 7526208
+852 2796-7303
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