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GW moves

GW world

On the move globally, in orange

Management Board at Gebrüder Weiss Holding AG

Gebrüder Weiss Holding Annual Report 2009

Department reports

Time unites in it: movement

Gebrüder Weiss locations

The orange

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GW moves

As well as goods and data, GW also moves

people who come into contact with the orange network, internally or externally. We are moving forward with our customers, with a forward-looking approach and innovative ideas. As a

logistics specialist, GW optimises and controls global supply chains. We offer global solutions through our

international network. Our main goal is Service Excellence. We aim to inspire and move our custo-

mers with our services and products. We are aware

of our financial and social responsibility as a

business and seek environmentally-friendly solutions.

AustriaLauterach

BludenzFeldkirch

GrazHall

HörschingKalsdorf

KennelbachLeoben

LeobendorfLeopoldsdorf

LinzMaria Lanzendorf

Maria SaalPöchlarnSalzburg

SulzWels

WerndorfVienna

Wiener NeudorfVienna-Schwechat

WolfurtWörgl

GermanyMemmingen

HamburgLindauPassau

ChinaShanghaiBeijingChengduChongqingDalianGuangzhouNanjingNingoQingdaoShenzenTianjinUrumqiXiamenXi’anZhanjiangHong KongKowloonJapanTokyoCanadaMontrealTorontoSingaporeSingaporeTaiwanTaipeiThailandBangkok

UkraineKievMukachevoHungaryDunaharasztiHajdúböszörményVecsésUSAChicagoAtlantaBostonDenverHoustonLos AngelesMiamiNew YorkSan FranciscoUAEDubai

SerbiaDobanovci

Novi BeogradSlovakia

SenecBratislava

KošiceŽiar nad Hronom

ŽilinaSlovenia

LjublianaBrnik

Koper Czech Republic

RudnáČeské Budějovice

ModřiceOstravaPrague

Řičany-Jažlovice

SwitzerlandAltenrhein

PrattelnZurich

ItalyBozen

Bosnia-HerzegovinaSarajevoBulgaria

SofiaKazanlak

CroatiaZagreb

MacedoniaSkopje

RomaniaBucharest

AgigeaArad

BacauCluj

ConstantaSibiu

IndiaChennaiAhmedabadBangaloreJaipurJodhpurKandla MundraKanpurKolkataMumbaiNag PurNew DelhiPuneTiruppurTuticorin

GW world

AustriaLauterach

BludenzFeldkirch

GrazHall

HörschingKalsdorf

KennelbachLeoben

LeobendorfLeopoldsdorf

LinzMaria Lanzendorf

Maria SaalPöchlarnSalzburg

SulzWels

WerndorfVienna

Wiener NeudorfVienna-Schwechat

WolfurtWörgl

GermanyMemmingen

HamburgLindauPassau

ChinaShanghaiBeijingChengduChongqingDalianGuangzhouNanjingNingoQingdaoShenzenTianjinUrumqiXiamenXi’anZhanjiangHong KongKowloonJapanTokyoCanadaMontrealTorontoSingaporeSingaporeTaiwanTaipeiThailandBangkok

UkraineKievMukachevoHungaryDunaharasztiHajdúböszörményVecsésUSAChicagoAtlantaBostonDenverHoustonLos AngelesMiamiNew YorkSan FranciscoUAEDubai

SerbiaDobanovci

Novi BeogradSlovakia

SenecBratislava

KošiceŽiar nad Hronom

ŽilinaSlovenia

LjublianaBrnik

Koper Czech Republic

RudnáČeské Budějovice

ModřiceOstravaPrague

Řičany-Jažlovice

SwitzerlandAltenrhein

PrattelnZurich

ItalyBozen

Bosnia-HerzegovinaSarajevoBulgaria

SofiaKazanlak

CroatiaZagreb

MacedoniaSkopje

RomaniaBucharest

AgigeaArad

BacauCluj

ConstantaSibiu

IndiaChennaiAhmedabadBangaloreJaipurJodhpurKandla MundraKanpurKolkataMumbaiNag PurNew DelhiPuneTiruppurTuticorin

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More room for growth: GW acquires the BUG-Alu site

In order to be as well prepared as possible for the future, in autumn 2008, the Board of Directors decided to acquire the former BUG-Alu building in Kennelbach. After over nine months of planning and conversion, it was finally ready at the end of July /early August. Around 140 employees from the Head Office in Lauterach and the IT Services in Wolfurt were transferred to the new location. With office space of around 2,500 m², the building can accommodate some 160 work stations, in- cluding all of the necessary infrastructure and eight meeting rooms. A highlight of the building is

the lavish meeting room on the 5th floor, which has impressive state-of-the- art technology and a large terrace. “By acquiring the BUG-Alu site, we have achieved two essential objectives: we again have space for growth and the central departments remain close to us,” says GW‘s Chairman Peter Kloiber.At the BUG-Alu building, GW is betting on environmentally friendly technology for electricity generation and hence on sustainability. By installing a 19 m² solar plant, not only 10,000 kWh is saved but also around 2 tonnes of CO2.

On the move globally, in orange

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Logistics capacities increased: New GW terminal in Maria Saal enters into operation

With the implementation of the new logistics terminal in Maria Saal at the start of August 2009, GW set itself on a course to become the leading logistics provider in Carinthia. On the 30,000 m² site, 2,500 m² of new logistics and 3,500 m² of the most modern transshipment areas were created, together with 1,300 m² of office space. Total investments amounted to 8.5 million. All former GW warehouses in Carinthia have been concentrated at the new terminal, which has a direct rail connection for wagon traffic. Through the extension, GW has secured sufficient capacity to be able to offer its clients complete logistics solutions, from parcels to full container loads and from warehousing to fine order

picking. With the new terminal, GW has not only increased its logistics capacity in Maria Saal but has also created new jobs in the region, and within Carinthia, it is also focusing on the initial and further training of young employees, with a total of six apprentices to be trained. The lo- gistics terminal in Maria Saal can be ex- panded over the next few years to a full logistics and transshipment area of over 9,000 m², if the demand arises.

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Major added value for customers: GW expands in the Balkans region

In November, GW took over the established freight forwarding and logistics company Eurocargo in Serbia, taking a significant step in expanding into the Balkans. As Chairman of the Board Wolfgang Niessner explained, “By taking a majority stake in Eurocargo, we are not only strengthening our local and regional organisation, but are also sending a clear signal that we are consistently pursuing our strategy of positioning GW in the long term as an outstanding provider of logistics solutions in Central and Eastern Europe.” Serbia is an important lynch- pin in the Balkans. Within Serbia, Gebrüder Weiss

and Eurocargo employ around 120 people. Of these, some 100 employees work at Eurocargo‘s newly built site in Dobanovci, with a further 20 active at various branches and customs posts. The takeover has allowed GW to expand its exis- ting portfolio of services: international and national general cargo and charge transport, air & sea services, distribution and procurement solutions and customs clearance. From now on, the services which it offers in Serbia will also include services in the area of warehouse logistics (including hazardous goods), as well as customs clearance with its own customs offices for the offered services. The merger means added value for clients, who will have access to Gebrüder Weiss‘ global network and outstanding quality standards.

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Market entry: Gebrüder Weiss inaugurates operations in Macedonia

In October, Gebrüder Weiss celebrated its entry into the Macedonian market. With the entry into operation of the Skopje site, GW can guarantee seamless execution of transport from and within the Balkans region. “With this step, we are able to offer consistent quality and more service to and from Macedonia to our existing clients. In addition, through our independent local representa-tive office, we can position our GW services even more effectively within the market,” says Thomas Moser, Regional Manager for Southeastern Europe. In Macedonia, GW took over customs clearance and distribution for prestigious clients. In organisational terms, Gebrüder Weiss Skopje is associated with

the country organisation in Sofia. Four transports per week will be offered from Sofia, with two connections from Vienna.Thomas Moser sees particularly strong development potential in Macedonia for distribution and procurement to and from Western Europe. The regional manager believes that the areas of ware- house logistics and logistics solutions will increase in importance due to the entry of Western companies. In the medium term, we plan to expand our range of services and launch a proprie-tary logistics facility.

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State-of-the-art: the new GW logistics terminal in Bucharest

With the completion of the 15 million euro terminal in Bucharest, Gebrüder Weiss continued its exten- sive programme of investments in Eastern Europe. The terminal provides a 8,000 sqm logistical storage area, a 2,500 sqm cross-docking area as well as 1,350 sqm of office space for the hundred emplo-yees. The terminal offers ultra-modern infrastructure, situated perfectly in terms of transportation directly on highway A1. The new premises are equipped with state-of-the-art technology with respect to security and IT business tools. The extensive portfolio of the local terminal allows for individual logistics solu- tions and complex projects and thus an even higher

level of quality. At the same time, important steps were taken to consolidate the countrywide GW network. Three new FTL offices were established in Constan-ta, Cluj and Bacau, a new cross docking area was built in Bacau and a further FTL office with a cross-docking area will be implemented in Sibiu. ‘Furthermore, we have acquired a parcel of land in Arad. We have temporarily moved into a rented building, until the new premises are finished. This was necessary in order to have the continuing ability to offer our customers the usual GW service in this quickly growing region,’ says Regional Manager Thomas Moser.

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Even more customer value: The first cut of the spade in Senec

On 1 July 2009, Gebrüder Weiss turned the first spadeful of earth in Senec, Slovakia for the construction of the new logistics terminal. The new building, budgeted at€8.5 million, began operating this spring. The Senec facility in- cludes a 3,800 m² transshipment hall, a 4,600 m² logistics hall and 1,300 m² of office space, and employs around 100 people. According to Regional and Country Manager Jürgen Bauer: “With this new facility, we will concentrate our activities in the Greater Bratislava area at a central location. This allows us to offer even more efficient solutions to our clients in the areas of transport and logistics on the basis of optimised process flows.” The logistics terminal

has both ISO 9001:2000 and TAPA certification, with the latter guarantee- ing the highest safety standards due to state-of-the-art technical installa-tions. Gebrüder Weiss Slovakia was founded in 1993 and is represented at five locations: Bratislava, Senec, Žiar nad Hronom, Košice and Žilina. In addi- tion to comprehensive 24-hour distri-bution and logistics, since 1995 GW has offered international consolidated and full-load transport to and from Slovakia.

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In the land of the maharajahs: Gebrüder Weiss increases its impact in India

By acquiring an interest in Tricon Shipping, which has been renamed Weiss-Röhlig India, GW has moved ahead with its expansion into the Asia- Pacific area. “In Tricon, we have found a company which is almost a perfect match for us, on account of its professionalism, client focus and culture,” explains the senior executive of the Air & Sea divi- sion, Heinz Senger-Weiss. GW and its partner Röhlig each hold a 25% stake in Weiss-Röhlig India, with the remaining 50% remaining under the control of

the founder of the company and long-standing CEO B.R. Rangamani, who has over 20 years‘ experience in the Indian transport and logistics sector. “Through full integration, our team in India can exploit its strengths and develop further even more effectively,” says Rangamani. With its stake in Tricon Shipping, GW has established a sustainable presence in one of the most important growth markets in Asia and can operate within India under a single group umbrella. GW has thus developed from a pure agency partnership to a complete service provider covering the entire logistics value creation chain. Weiss-Röhlig India employs 150 people. With 14 branches across the entire country and headquar-ters in Chennai, the entire Indian market is covered. The range of services includes air & sea transport processing, project logistics, customs clearance, warehousing and distribution.

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Expansion in Southeast Asia: GW‘s first office in Thailand

At the start of 2009, Gebrüder Weiss invested in the Thai market, inaugura- ting another joint venture with its longstanding partner Röhlig in the Bangkok metropolitan area. Even in times of economic downturns and uncertainty, Gebrüder Weiss sought with this step to emphasise the positive, investing in the future. Through the involvement of its longstanding partner in Thailand, “East-West Logistics Co. Ltd.”, which is one of the top 20 carriers in the country, the joint venture was able to draw on an excellent infrastructure from the start. “With the establishment of Weiss-Röhlig Thailand Ltd., we took another important step towards Southeast Asia,” says Joe Lässer, Director of Air & Sea. Gebrüder Weiss‘ global network also benefited from the establish-ment of the new local company. While Thailand is traditionally known as an exporting country, in recent years, there has been a notable increase in im-

ports. Weiss-Röhlig Thailand Ltd. employs 15 people. The office in the capital is directed by the experienced Australian Bill Meale, who had already been active in Thailand as a sales representative for several years before the establishment of the subsidiary.

Management Boardof Gebrüder Weiss Holding AG

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Wolfgang Niessner, CEOWolfram Senger-Weiss Heinz Senger-Weiss Peter Kloiber

2009 was certainly one of the most difficult years in a long time for the entire sector. With a 10% de- cline in production worldwide, a global recession which had a particularly negative impact on Europe, uncertainties in the financial markets and sharp currency fluctuations, transport and logistics were unable to avoid the disagreeable consequences. Gebrüder Weiss was heavily affected by the much cited crisis, but was nevertheless, under the given circumstances, able to maintain its figures at an acceptable level and close the financial year with a profit. Unavailable quantities of products and grow- ing price pressure led to low capacity utilisation for general cargo and warehouse capacity, as well as the further erosion of margins. A variety of measures

Gebrüder Weiss Holding AGAnnual Report 2009

Wolfgang Niessner, CEO

therefore had to be taken with the objective of reducing costs on the one hand, and on the other of avoiding an impact on its outstanding service quality. Measured by the stability of client relation-ships and objective external evaluations of quality, GW has achieved this objective.

Both in the “land transport/logistics solutions” and in the “Air & Sea” areas, the comparison with 2008 is sobering, although this corresponds with the general sector trend. By contrast, the parcel and consulting activities fulfilled our high expecta-tions. A look at regional developments shows that “Western Europe” (Austria/Switzerland/Germany) and Central and Eastern European countries were most heavily affected by the recession, although

individual regions held their ground or were able to distinguish themselves through the successful implementation of major projects. The “Overseas” areas (primarily Asia) again provided evidence that the Weiss-Röhlig Organisation is on the right track.

In evaluating 2009, however, we should not ignore that GW, building on a solid foundation, under- took significant investments and changes of course. Infrastructure projects in Austria, Romania and Slovakia were concluded or initiated and the global network significantly strengthened, e.g. with the establishment of a local company in India. Substan-tial sums were also invested in (further) training, R&D and in state-of-the-art technologies, as well as in the vehicle fleet. Through the acquisition of

Distribution of added value across the departments16

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shares in Eurocargo/Serbia and Diehl/DE-Esslingen, GW succeeded in securing and strengthening its position in the Balkans and in Baden-Württemberg.

Despite all the current challenges, 2009 marked the initiation of the “2020” project, which has major relevance to the future of GW. Beside operational, structural and technical issues, the project concen- trates on “Markets and People”. The initial corpo-rate targets to be set and dealt with were “Product development”, “Innovation” and “Marketing”. In addition, the four core values which characterise GW‘s profile: Independence – Sustainability –

Service Excellence – Commitment, were summa-rised, explored in greater depth and communi- cated both externally and internally. With the new slogan “GW moves”, we are attempting to do justice to both the physical and emotional aspects.

In difficult times, the support of shareholders, super- visory boards, clients, partners and employees is particularly valuable and meaningful. We would like to take this opportunity to thank you for your support. With these prerequisites, GW will be able to stay on course and continue to define both its direction and its speed.

Net turnover

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June 2010

Wolfgang Niessner, MBAChief Executive OfficerGebrüder Weiss Holding AG

830,2

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in million €

Strong even with headwindsOn the one hand, there were difficult general economical conditions. On the other, growth in consignments, improvements in quality, heavy investments and new products. The orange land transport organisation also showed its strengths in a crisis. “We have invested a lot in the past in order to be able to offer seamless logistics at the highest level in our home markets,” says Walter Konzett, the director responsible for Land Transport Product Management at Gebrüder Weiss, “and this effort has really paid off.” It is not for nothing that the ICD (Intracorporate Destination) area, which includes the transport routes between the GW locations, has once again recorded a record profit: 663,000 con- signments were transported within the orange net- work. As Konzett nevertheless adds, this was achie-ved “with falling tonnages and declining revenues.”

An outstanding performanceThere is no question that a strong headwind blew during the crisis year of 2009, so that Konzett appreciates all the more that the group as a whole stayed on course. “Beside the outstanding ope- rating performance, we also succeeded in main- taining quality at a high level, even increasing it in certain areas.” In addition, heavy investments created the best preconditions for healthy growth in the future as well. Among other things, GW es- tablished a new country organisation in Macedonia, inaugurated the most modern logistics terminals in Bucharest and Maria Saal, and at the end of the year, acquired an established freight forwarder in Serbia, and with the Balkan states of Bosnia-Herzegovina, Serbia and Macedonia, three country organisations were immediately integrated into the ICD network. In order to offset increasing cost pressure, product management worked intensively with the branches on process optimisation. As Walter Konzett emphasises, this was extremely success-ful, since from time to time, enormous savings

were achieved. “For me, the tremendous results underline the strength and flexibility of the orga- nisation.” Above all, he noted that the operating managers had produced peak performances on this point. The branches thus received support in technology terms, as is often the case. For a long time, modern information technology has been providing more efficiency, consistency and transparency for internal processes, and GW has consistently investigated and exploited new technical opportunities.

Climate protection on the rails Gebrüder Weiss also took new paths by introdu-cing the Orange Combi Cargo (OCC). As the first private logistics company in Austria, in January 2008, it initiated a unit train, which from then on linked to Vienna and Vorarlberg on a daily basis. The transport alternative, which is both environ-mentally friendly and economical, was so well received that only a few months later, a second partial train service was introduced between Vienna and Salzburg. The environmentally friendly project also succeeded in convincing the market in 2009. According to Konzett, the two trains achieved capacity utilisation of over 80% during the course of the year. “Overall, with the OCC, we shifted 21,000 HGV journeys from Austria‘s roads to its railways. Not least, this represents a saving of around 12,000 tonnes of CO2.” In 2009, GW accelerated ecological trans-port in Switzerland as well. “From Basel, we transported more than 1,000 articulated trailers by rail to the German Ruhr district and several hundred to Scandinavia,” says the director of land transport, and GW will also be betting more strongly on such innovative and sustainable solutions in the future.

Quality leader in SAEThe exceptional service quality of Gebrüder Weiss was apparent in 2009, not least in System Alliance Europe (SAE), Europe‘s leading general cargo network. “We were undoubtedly again among the ‚quality leaders‘ of the Alliance,” Walter Konzett says delightedly. In the central quality evaluations,

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the GW locations ranked among the leaders without exception. Five years ago, GW played a significant role in the establishment of the SAE: an alliance which brings together the expertise and technical know- how of leading medium-sized freight forwarding companies. When a client applies to its regio- nal transport company, the complete range of the European groupage platform is available to it. Within this grouping, in 2009, GW transported al- most 2.8 million consignments. This year, the SAE network again grew consistently. New part- ners were added in Italy, Turkey and the Baltic, while existing partners introduced further ope- rations. To date, System Alliance Europe has 47 members and a total of 166 branches. The Gateway Concept, already introduced in 2008, offers comprehensive, transparent and efficient logistics and was extended further in 2009. Konzett adds: “Through the consolidation of consignments, an efficient system has arisen which can provide optimum service quality and the necessary safety with regular and timed de- partures.”

Efficient partner transportFor Gebrüder Weiss, a similar concept has also been successfully deployed in European trans-port by partners. Since 2009, the pooling of con- signments has permitted daily departures to Spain, Sweden and Denmark, a frequency which few Austrian competitors can match. “This now results in significantly faster transit times for our clients,” which represents the major advantage, as is explained by Ulrike Mori-Schwarzenberger, who together with Martin Schmidt, is responsible for the Western Europe area.

In this way, since September, a HGV with a two- man crew has transported goods collected in Lauterach to Barcelona, where these flow directly into the national system of its partner Salvat Logística. “And within the Barcelona postcode region, these are delivered on the same day,” says Mori-Schwarzenberger. The branches of its partner Zufall in Fulda and Göttingen function as hubs for transport to Denmark and Sweden. From there, consignments continue on the same day to Copenhagen, Kolding, Malmö and Borås. Sur- face distribution is then assumed by the Northern European Itella Group. For the first time, three partners initiated such a consortium project with GW, and the result is clear. Both the Scandinavian and Spanish platforms have got off to a very good start. From an overall perspective, the network of partners nevertheless failed to maintain its growth trend of previous years. “As a consequence of the crisis, numbers of inbound and outbound consign-ments declined slightly in 2009,” reports Martin Schmidt, pointing out that developments differed entirely from region to region. Among other things, the cooperation with Bischoff International closed in the plus column, which likewise represented proof of a successful change of partner, since in June 2009, GW‘s long- standing German partner Militzer & Münch trans- ferred its domestic land transport activities to the freight forwarding company Bischoff, head-quartered in Naila, Upper Franconia. According to Schmidt, it was already a challenge to hold con- signments. “The fact that we were even able to show gains is all the more gratifying.”

The exceptional service quality of

Gebrüder Weiss was apparent in 2009,

not least in System Alliance Europe (SAE).

Beside the outstanding operating performance,

we also succeeded in maintaining quality

at a high level.

“

”

Land transport in Central and Eastern Europe

Already at the start of the year, GW Slovakia suc-ceeded in winning a large client order: “Through the agency of our partner Heppner, the French BIC group entrusted the distribution of their en- tire range for Germany and Austria to us,” notes Markus Jelleschitz, the Country Manager for Slovakia. Since March 2009, GW calls in at BIC‘s central warehouse in Sered on a daily basis and delivers the collective goods either directly or via the main transconsignment centre in Maria Lanzendorf, thereby guaranteeing a 24- or 48-hour service for the entire region. As a consequence of the satisfactory collaboration, in the meantime, GW has also been commissioned to supply three more markets. “The preparations for distribution in Hungary, the Czech Republic and Slovakia have already been initiated,” Jelleschitz notes conten-tedly, projecting corresponding increases in vo-lumes in the future. To date, GW handles around 1,500 consignments for BIC. Since spring 2010 onwards, a modern termi- nal at Senec, near Bratislava and inaugurated in 2009, has been providing an even better basis for transport and logistics solutions.

In 2009, GW Czech Republic also implemented numerous activities. “During the last financial year, we concluded several major projects at the same time,” reports the Country Manager Harald Prohaska. In this way, since April, Gebrüder Weiss has been operating a logistics centre of almost 11,000 m2 in Rudna, in the form of a cross-docking warehouse, on behalf of a well-known high- tech client. The Czech organisation faced a major challenge, above all for the integration of land transport and the logistics division of Hellmann Worldwide Logistics. “From April onwards, the branch of Hellmann in Ostrava was fully integrated into the orange network, in both operational and organisational terms,” explains Prohaska, pointing out that by virtue of good preparation, GW imme- diately benefited from the network extension:

“Through the new location, we were able to service clients in the East of the country more rapidly.” Above all, national traffic developed positively. In this area, there was a sharp increase in consign-ments of almost 50%.

For GW Hungary, the growth trend in domestic business also continued in 2009. “The consignment volume again increased relative to the previous year by around 25%, and at the same time, we suc- ceeded in improving our delivery and collection quality,” says Country Manager Thomas Schauer. The driver for this development proved not least to be a leading international manufacturer of house-hold appliances, for which Gebrüder Weiss has been executing national distribution for some time. “In 2009, we inaugurated an additional location specifically for this client, at which we operate a logistics warehouse of a total of 7,500 m2.” The difficult environment significantly charac- terised the past year: Hungarian economic perfor- mance declined dramatically, exports collapsed and the transport market was dominated by a bitter price war. “Given these circumstances, we concen-trated primarily on retaining existing clients and making further improvements in quality of handling, in which we were successful,” Schauer concludes.

South-Eastern Region: Romania, Bulgaria, Macedonia and the UkraineIn 2009, the South-Eastern region grew further: in the autumn, Gebrüder Weiss inaugurated a location in Skopje. “By so doing, we are now in a position to offer seamless transport to and from Macedonia,” reports the responsible Regional Manager Thomas Moser, “and this to the usual high service standards of GW.” Its initial clients include prestigious com- panies such as HP and Daikins. Moser sees future potential above all in the areas of distribution and procurement, since more and more Western com- panies will discover the Balkan region. The Bulgaria country organisation, to which the location belongs in organisational terms, also played its part in the successful launch of GW Skopje. There will be four connections a week between the Macedonian capital and Sofia, with the introduction of two further connections be-

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tween Vienna and Skopje. As the Regional Manager reports, in part, there was a sharp contraction in the economies of Romania, Bulgaria and the Ukraine during the last financial year. “Despite the difficult general conditions, in 2009 we were able to en- sure several significant orders and to make major progress in development from an organisational perspective.” Undoubtedly, the highlight for Gebrüder Weiss in Romania was the entry into service of the new terminal in Bucharest. “Our degree of recognition within the country increased significantly, in parti- cular on account of prestigious new clients,” says Moser. With the state-of-the-art installation, we shall once again fulfil the expectations of a top ser- vice provider for transport and logistics solutions. Furthermore, the acquisition of sites in Arad and Sibiu, as well as the extension of the domestic net- work, prepared the ground for further growth. In the Ukraine, GW pushed ahead in the area of full container loads, at the same time extending feelers into new markets. “We can execute FTL traffic with Russia, Moldova, Belarus and the so-called ‚Stan countries‘ such as Kazakhstan to a higher level of quality and are experiencing growing demand in this area,” argues the Regio-nal Manager. Likewise, since 2009, the Ukrainian country organisation has been servicing a regular groupage line to Belarus in collaboration with the Maria Lanzendorf branch.

South-Western Region: Slovenia, Croatia, Bosnia-Herzegovina, SerbiaGebrüder Weiss massively strengthened its pre- sence in Serbia, the linchpin of the Balkan region, in November 2009. “With our majority stake in the established freight forwarder Eurocargo, we are now optimally placed to position ourselves sustainably as a provider of logistics solutions,” Erich Schafer notes contentedly. For the Regional Director responsible for the operation, the acqui-sition of the company with its total of 100 emplo-yees is undoubtedly the most important event of the past year. Already during the following weeks, the 30 GW employees relocated to Eurocargo‘s newly built installation in the Belgrade suburb of Dobanovci.

Integration into the orange network will be completed in the first half of 2010.

All in all, as Schafer sums up, 2009 was a “dif- ficult year.” “The economic crisis evidently didn‘t stop at the borders of the Balkan countries.” Foreign investment was curbed and the transport sector also suffered from the sharp decline in im- ports. “Under these conditions, we were unable to build on the high growth in revenues in volumes of previous years.” There was nevertheless good news to an- nounce from domestic traffic. In particular, the country organisations in Croatia and Slovenia achie-ved growth in consignments in this area. “We have also succeeded in making gains with FCL,” says Erich Schafer. Not least, made-to-measure logistics solutions contributed to the success. Among other things, Serbia gained a German manufacturer of con- sumer goods as a new client and in autumn 2009, Croatia took over procurement for a DIY chain.

Air & Sea

On a tried and tested course for new shoresIn 2009, Gebrüder Weiss Air & Sea navigated rough seas but steered a steady course, with its joint ven- ture with Röhlig facing the competition in Thailand right at the start of the year, before finally begin-ning its long planned adventure in India shortly afterwards. With 15 locations and a committed team, GW has been well prepared from the begin- ning to accompany its clients from its internatio-nal Air & Sea network in this dynamic market of the future. In 2009, the transport sector again faced a practical test. If declining transport volumes had already dominated everyday life in the previous year, the tense situation was exacerbated even further. A collapse in prices added to overcapacity, creating a constellation of circumstances which pushed many market participants to their limits. Heinz Senger-Weiss, CEO of Air & Sea, sees the origin of this development in a capacity arms race. “For years, shipping companies and airlines behaved as if two digit growth rates would never end.” According to him, the latest events have now shown how drastically slowdowns may occur.Nor was Gebrüder Weiss spared the turbulence in the international markets. It was thus a question of adapting daily business to the changed frame- work requirements, in which, according to Senger- Weiss, “Developing regions in particular had a doubly difficult task.” At the same time, in 2009 GW‘s management again pursued its group stra- tegy aggressively. Entirely in this sense, the Weiss-Röhlig joint venture was launched in the market of the future, India, as well as in Thailand.

GW goes IndiaWithin the orange logistics company, there is a tradition of traffic between Europe and India, with partners having operated its transport business within the subcontinent for decades. In the mean- time, more and more companies have been direc- ting their attention to the land of the Ganges. “In the light of growing demand and the dynamic

development of India, it was thus beyond question that we would enter this market ourselves,” says Heinz Senger-Weiss. Although various doors were open to GW, he notes that “We consciously took our time to weigh up all of the possibilities, in order ultimately to find the best solution.” The path to the subcontinent ultimately led to an established Indian freight forwarding com- pany, Tricon Shipping Pvt. Ltd., in which GW and Röhlig took an overall stake of 50%. “In Tricon, we have found a company well matched with ours, on account of its professionalism, client focus and culture,” stresses the head of the Air & Sea division. With the renaming of Tricon Shipping as Weiss-Röhlig India, in September 2009, GW estab- lished itself in a sustainable way as a complete service provider for the entire logistics value crea- tion chain in one of the most important growth markets of Asia. Approximately 165 people work in the 15 branches and GW is on the ground in all of the major business centres in the country. Weiss-Röhlig‘s headquarters is in the port city of Chennai on the East coast. After the first few months of operational col- laboration, Heinz Senger-Weiss gives a positive summary, noting that the decision in favour of Tricon Shipping had proven itself to be the correct one: “We know that we have an experienced and strong partner beside us and that its entire team is motivated not only to accompany the course of Weiss-Röhlig India, but also to participate actively in shaping it.” For Gebrüder Weiss, the jump into India also represents a major cultural challenge. “On entering new markets, we already aspired to maintaining local realities, and at the same time, to conveying those values which represent GW,” says the board member. “Combining the best of East and West into a successful whole is once again our objective.”

Thailand: a market of opportunityWeiss-Röhlig was already facing the competition in Thailand in January 2009. In the aspiring country, its joint-venture partner Röhlig opened its own re- presentative and sales office years ago and has subsequently built up know-how in this region of

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South-East Asia, acquiring valuable insights into its business life. In the meantime, as an exporter, Thailand has developed into a genuine alternative to the “giant” China. In particular, smaller producers discover very good general conditions here. This is an opportunity which an increasing number of GW‘s clients want to know how to use, as Heinz Senger-Weiss reports: “Many companies, which previously only had a local presence in China are now also opening their own locations in Thailand, in order to benefit from the advantages of the mar-ket.” As such, it was a logical step for us to begin operating in Thailand, “in order to be able to offer these clients a full service range and the high quality standards to which they are accustomed,” says the Air & Sea director.

A modern centreSome things were also done in an entirely different area: in this way, a new software application, which has been introduced into the network step-by-step since 2007, offers support for transport handling. As Senger-Weiss points out, “Technology forms the heart of our business. It was our objective to make the network operational on an efficient and reliable basis with a new IT solution, and during the course of this, to design the processes in a consistent, clear and efficient way.” In the meantime, the roll- out has been largely concluded. With hindsight, Heinz Senger-Weiss com-ments that “it was a rocky road to remodel the ingrained processes.” But ultimately, the efforts were worthwhile. “The Air & Sea Software created the preconditions, not only for improving produc-tivity but above all for the further improvement of quality on a continuous basis.”

Think bigIn June, even before the official start of Weiss-Röhlig India, GW and Tricon gave an impressive demonstration of their strengths. The task was to transport a complete water treatment plant from India to Austria. Seven heavy goods vehicles were necessary to transport 18 crates with a total weight of 40 tonnes from the manufacturing loca- tion in Goa to Mumbai, whence it was transported further by air to Vienna. This was the largest air freight consignment dispatched from Mumbai in the history of Tricon, and a genuine highpoint of the Weiss-Röhlig joint venture.

On to OlympiaThere are some 12,000 kilometres between the municipality of Alberschwende in Vorarlberg and the Olympic venue of Whistler in Canada. In July, Gebrüder Weiss sent the “Austria House”, a com- munication centre and crowd puller at the Olympics and Paralympics, on this route. The two-storey passive house was fitted into six containers, which were transported from Wolfurt to Hamburg and from there, across the high seas to Montreal. Furthermore, there is no return transport, since for the first time, an “Austria House” will not be dismantled after the Games, but made available to the local population for subsequent use.

Logistics

Networked actionNetworking was the order of the day in 2009 for logistics system management. One of the main tasks was to create synergies in the business. Ultimately, teamwork resulted in a logistics so- lution par excellence. In the financial year just ended, th e internal group network was consistently developed and knowledge transfer was driven forward in regular workshops. “On the one hand we integrated the eastern European branches more firmly into our logistics network,” says Harry Stiastny, Head of Logistics System Management,“ and on the other we intensified global co-operation with our Air & Sea organisation.” The main focus was on Asian markets. “We see exciting opportunities, especially in respect of whole-of-Europe logistics concepts for customers in China,” Stiastny adds. This focus will therefore be pursued in future too. As regards Europe, the system manager is sure that the demand for innovative logistics so- lutions will rise especially in Romania. This was one of the circumstances that prompted Gebrüder Weiss to open a new modern terminal in Bucharest in 2009. “This gives us the perfect conditions to respond flexibly to the increasing demands on lo- gistics in the region.”

One project made boundless commitment across disciplines, branches, national borders and even businesses a reality in 2009, a project that could probably be called the epitome of logistics solu- tions: the new hub for an international technology group. Within just six months, Gebrüder Weiss planned and implemented the nearly 11,000 m2 consolidation centre in Rudna in the Czech Repu- blic. The facility started operation in the summer. Since then, GW has been collecting around 120 lorry loads of goods from the major customer‘s various sub-contractors‘ depots and bringing them to the hub. “There we prepare the consign-ments for onward transport, both physically and technically in terms of data,” explains Harry Stiastny. The two million parcels per annum are

bundled completely automatically by region, coun- try and final recipient, customs clearance is orga- nised and all the necessary transport documents and delivery notes are prepared. The consign-ments are then ready for collection by the respec-tive final carriers. The special feature of this logistics solution now becomes clear: in Rudna, a sophisticated technology platform connects all the transport services providers involved to one another. This is no easy task, as Stiastny stresses, “since dif- ferent systems and processes had to be integra-ted to incorporate the businesses into the day- to-day business.” He is even happier that the en- tire scheduling now also runs on GW systems. “That means that all carriers are using the same technical tool.” In-house specialists were called on to adapt the various processing systems in the hub: the information logistics specialists at subsidiary inet- logistics. To this end, they implemented a combi- nation of proven GW technology and custom soft- ware solutions.

Gebrüder Weiss parcel service

Success down the whole lineIn 2009, DPD once again lived up to its role as Austria‘s leading B2B parcel service: with just under 36 million parcels, the partners Gebrüder Weiss, Lagermax and Schachinger again achie- ved an excellent result, increasing turnover by 1.6 percent. “You can‘t assume that you will be able to increase turnover in times like this,” says Ewald Müller, who is very happy with the result. For the director of the Gebrüder Weiss parcel service (GWP), the driving force behind the success is once again the services that DPD further expanded this year. “For example, we started the dispatch of catalogues

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in February in response to a specific customer re- quest,” explains Müller. “This means we can now offer an alternative to traditional dispatch of printed material.” The service is not limited to catalogues, but also extends to sales samples, calendars and advertising material. DPD already offers collection from the production site, enabling the customer to concentrate entirely on its core business. A host of extra services also allows resources to be saved on printed materials, which are often expensive to pro- duce. Another innovation is parcel notification. On request, recipients can now be notified promptly by SMS or e-mail of when delivery will be made – which of course makes things a lot simpler. Rewarding proof of confidence. That good service is the pre-requisite for customer loyalty was shown at primetime too: the specialist in express and extra services also grew slightly this year. The many ad- ded-value services such as cash on delivery struck a chord. A co-operation with the German Hermes logistics group also came into being mid-year. The latter withdrew from the Austrian market for enve- lopes and deliveries and consequently handed over its activities to primetime and Post AG. Müller says, “Since then 55,000 parcels a month have been col- lected and/or delivered throughout Austria.” There is positive news in wine deliveries too, re- cording an increase of 6 percent in 2009. “We have continuously expanded our product range, including the two-bottle box in spring 2009, and launched the portal www.weinlogistik.at in the autumn,” the GWP boss reports. Vintners and wholesalers can order their wine boxes directly in the online shop. In wine deliveries in particular, Müller believes in- dustry expertise makes the difference: “Only a par- tner that is familiar with the requirements for opti- mum wine delivery can score points with vintners and wholesalers.”

Partner for the last mile. The high quality of the services on offer was also a crucial factor that persuaded Würth, the connecting and assembly technology wholesaler, to trust DPD‘s services for a further three years. Since the beginning of the co-operation in 2005, the German group has sent around three million parcels via DPD, containing

important assembly products such as screws, pins and fixtures delivered to industrial operations as well as building sites. “In this area in particular, our Track & Trace services prove their worth,” says Ewald Müller. For example, “StarTrack” uses Google Maps to establish the driver‘s route and provides information on when delivery will be made. It is not for nothing that Würth describes the parcel service as the “perfect partner for the last mile.”

Record set thanks to online boom. The successful partnership between DPD and primetime and DiTech has existed since March 2001. And the companies had special reason to celebrate at the beginning of December because the computer specialist dis- patched its 100,000th parcel. Even in this year of crisis, the online business has boomed, resulting in shipment numbers increasing by a total of 15 per- cent compared with the previous year. “The manage- ment of DiTech acknowledges that we not only have the most comprehensive product range of all Austrian parcel services but also take the best care when handling high-tech products,” says Müller about the co-operation.

Farewell and welcome. As of the end of the year, Ewald Müller is retiring after more than 24 years working at Gebrüder Weiss. For almost twelve years, Müller guided the fortunes of the parcel service, during which period the company certainly made its mark. His position at the head of the company is taken by Andreas Winkelmayer, who has long been a companion to Müller in the business and an indu- stry expert: together with Müller, Winkelmayer has represented the interests of GWP on the KEP board since 2006 and prior to that he headed up the prime- time express service, which is now managed by Daniel Neumann.

to be responsible for up to 30% of overall costs.” He notes as an example that a builder‘s yard with its processes may be a decisive cost factor. Training collaboration with the Federal Construction Guild and the organisation “Austria Bau” will now increase awareness of logistics within the sector. However, things started in the middle with the client Tomaselli Gabriel Bau: for the Vorarlberg-based company, x|vise planned a modern logistics installation and optimised the organisation of the builder‘s yard.

The distinctive solution approach and imaginative work of the advisory teams was also distinguished in 2009. The Austrian trade journal dispo saw in x|vise “a company which has resolutely pursued new paths for years and which pragmatically seeks pioneering solutions in all areas of logistics.” For the editorial, this was reason enough to award it their first-ever innovation prize. Stiastny is pleased with this recognition: “We have never been satis- fied with expressing recommendations, but place value on designing effective practical solutions with our clients.” According to him, innovation is not only creativity but also provides genuine added value.“

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Subsidiaries and brands

x|vise

Pioneering solutionsWith a logistics check, including a package of measures, in 2009, x|vise captured the spirit of the age. There was also a new boost for building logistics. And the advisory team was awarded an innovation prize for its efforts. The economic motor, which had long been run at full throttle, hummed more softly in 2009. In the knowledge that it would be difficult to increase revenues in this situation, many companies turned their attention to their value creation. “With higher cost pressure, lean processes are becoming ever more important,“ with x|vise‘s chief executive Harry Stiastny justifying this development “in logistics as well.” At the start of the year, x|vise thus presented a tool which allows the status quo of logistics to be efficiently determined and optimised in a targeted way: the logistics check. Companies such as Röfix, Omicron, Schmidt‘s trading company or Kastner & Öhler opted for this consulting day, which shed light on the strengths and weaknesses, opportunities and dangers of logistics organisation. On the basis of the knowledge obtained, the advisers finally drew up a comprehensive list of measures for increasing productivity. “If the correct cog is turned, there will not only be medium-and long-term improvements in logistics, but also numerous quick wins,” with Stiastny indicating the opportunities for cost sav- ings within the company. Rapid successes, on which a company depends in challenging times. It is thus not surprising that most participants in the logistics check subsequently attempted con- crete optimisation projects.

In 2009, building logistics formed a focus within the sector. “Within the building industry, logistics is frequently not perceived as such. And this,“ Harry Stiastny states, “Despite the fact that it proves itself

inet-logistics

Peak performanceServices that go beyond the run-of-the-mill have made inet-logistics one of the leading providers of transport management systems (TMS) in less than a decade. In its anniversary year 2009, the GW subsidiary has repositioned itself to reap the best possible benefit from future growth opportunities. It all started with an ambition to make trans- port logistics in companies simple, transparent and efficient. inet-logistics has remained true to this philosophy to this day. And the unbroken pioneering spirit has borne fruit: the GW subsidiary stands on the threshold of exponential growth in the TMS market, an area that IT analysts believe has a great

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future. “In order to cross this threshold, we delibe- rately developed the organisation in 2009 and made it even more professional,” says CEO Oswald Werle.The range of products and services was further refined and internal structures modified. A rebran- ding exercise brought inet‘s profile into sharp focus and centred on the company‘s performance. For many logistics managers, inet has now become a household name for confidence, agility and excellent performance. Werle is proud: “With this strong brand, we can effectively pursue our goal of becoming one of the top 5 providers of transport management so- lutions in five years.”

In terms of the market, the key themes of 2009 were transport optimisation and cost reduction. And inet was able to pass on savings to customers quickly. The strategy of connecting the partners in the logis- tics chains, across sites and companies, via the In- ternet proved its worth. “We have always made all our software products available to our customers via the web,” says Oswald Werle. In addition to rapid implementation, the main benefits of such software solutions are also financial. This means initial invest- ment is low and during operation, the actual work- load determines costs.

In 2009, a host of well-known businesses again chose to rely on inet. These included motorcycle manufacturer KTM, which entrusted the inet team with the optimisation of its processes for special transports. Air, sea, overland, courier or express services - since the beginning of November, tende- ring and scheduling of all special orders have been handled using the transport scheduling and trans- port order management modules. The Kapsch group now also uses inet TMS to assign its transports specifically to the most suitable logistics provider. However varied the requirements of business in different industries may be, ultimately they all bene- fit from reducing their process costs and greater transparency.

Gebrüder Weiss Rail Cargo

Still on trackGebrüder Weiss Rail Cargo defended its market share in 2009 with Service Excellence – and at the same time positioned itself as a specialist in future markets in south-eastern Europe. “When the economy is doing well, we do well,” said Rail Cargo director Walter Dolezal during the boom for his industry. 2009 showed the other side of the coin for Rail Cargo. “The difficult economic situation and the associated price war have affec- ted the results as expected,” says Dolezal. GW Rail Cargo‘s primary objective, therefore, was to secure its existing market share. “That we managed to do so we consider a major success.”

Dolezal attributes the cargo industry‘s confidence in GW to the high quality of service. “Our team also responds quickly and capably when things are ur- gent. And our customers value that.” For example, Rail Cargo again carried bulk goods with a total weight of around a million tonnes even in 2009. The type of goods transported range from oversized plastic pipes destined for Greece to carriage-loads of fertiliser intended for Turkey.

Overall, we have managed to position ourselves in the market as a specialist for south-eastern Europe over the last financial year, says Walter Dolezal. “It can be assumed that the economic upturn will bring the greatest growth in transport for the newest EU member states of Romania and Bulgaria.” And Rail Cargo is already setting the points for the future markets.

dicall

Quality winsYoung, dynamic, highly competitive and in the middle of a revolution. The call centre industry came under pressure too in 2009. Whilst cus-tomers‘ quality demands rose, increased com- petition kept driving prices down. The result: a market adjustment from which high-quality service providers such as dicall were ultimately able to benefit. dicall Manager Florian Maurer is happy with the development of the Customer Care Centre: “All three business areas, including incoming and outgoing calls and training, remained consistently at the previous year‘s level, as did the number of employees.” For Maurer, if nothing else this is a success of the corporate philosophy. “Because we have always focused on our customers and their needs and we are not prepared to compro-mise on quality.”

In 2009, this attitude also won over a well-known mobile telephone service provider, among others. Specifically, it was a promotion campaign, concei-ved on a broad canvas, which the company had implemented in the past partly in-house and part- ly with various service providers. dicall offered a complete package and won the contract, Maurer explains. “And because, we were told, the balance between price and quality was an ideal fit.” With effect from autumn 2009, dicall staff contacted small and medium-sized enterprises throughout Austria, made appointments for the large field sales team and, in the process, brought the supp- lied database up to date.

As early as 2002, the Gebrüder Weiss parcel service (GWP) faced the challenge of offering the best poss- ible accessibility to its customers whilst at the same time taking the burden off its employees. The solu- tion was the dicall Customer Care Centre which was set up at that time. “Right from the start we acted as a central access portal for customers and reci- pients of the five depots in eastern Austria,” Florian Maurer says. And over time, the partnership has

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gone from strength to strength, in terms of both tasks and the sites served. “Since 2009, we have also worked for the western depot in Sulz in the Vorarlberg region and hence for all the GWP sites.” The dicall team now serves a total of around 9200 Austrian parcel customers.

tectraxx High Tech Logistics

B2C challengeWhen large electrical appliances are sent to private customers, efficient logistics are not the only re- quirement. Technical expertise is just as important. tectraxx manages this balancing act with custom service concepts, for which there was high demand again in 2009.“Delivery to the end customer poses a real chal- lenge for transport service providers, dealers and manufacturers,” says Wolfgang Leuthner, manager of tectraxx High Tech Logistics. Recipients who are only home at the beginning and end of the day, residential buildings in out-of-the-way places or a lack of facilities for loading and unloading make economic transport handling difficult. Technical skills are then also often needed on site to connect appliances to the water and power supply or to remedy any faults.

In light of rising customer demands and increas- ing pressure on costs, high-tech businesses are increasingly looking for a professional partner to provide “all-round support” for their customers. “We have been providing comprehensive ser- vice for end customers on behalf of well-known mail order companies for years,” says Leuthner. “In 2009, Interspar Austria and Neckermann also decided to work with us because of our many years of experience.”

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Since September, tectraxx has been responsible not only for delivering household appliances and consumer electronics for all 52 Interspar hyper-markets, but also for installing, assembling and connecting them, as well as disposing of old appli- ances properly. Deliveries are made across the whole of Austria as well as to neighbouring EU countries. Just a few weeks later, the high-tech logistics specialist started working for Necker-mann. “The mail order firm commissioned us to carry out home deliveries of goods weighing more than 30 kg,” says Wolfgang Leuthner. In addition to brown and white goods, this also includes garden tools, furniture and leisure items. The GW business unit‘s service range from collection from the warehouse to delivery and commissioning, as well as removal of packaging and old appliances.

“For end users, these co-operations mark a new level of service quality,” says Leuthner. “Because we combine efficient logistics with stringent tech- nical services to create a custom solution for our customers which will grow continuously along with the demands of the market.” And, for the tectraxx manager, it goes without saying that demands and consumer expectations will continue to grow.

leisure+sports logistics

Perfect timingleisure+sports logistics was active in football even before the World Cup in South Africa. And even outside football, the industry logistics specialists were always on the ball. On 4 December 2009, the football world‘s eyes turned with curiosity to Cape Town as the draw for the groups marked the starting signal for the 2010 World Cup. The same evening also saw the launch of “Jabulani”, the official match ball of the tournament. Just days later, Adidas‘ high-tech product was available in the shops - not least

thanks to leisure+sports logistics. “Adidas com- missioned us to come up with a plan to distribute these balls and other World Cup merchandise in very short order,” explains product manager Klaus Bannwarth. Stock was supplied to shops in Austria as well as central and eastern Europe.

Time is generally the decisive factor in the sport and leisure industry. “Technological developments in the industry are very quick, so the industry also expects great speed and flexibility from its logis- tics,” says Bannwarth. leisure+sports logistics can not only meet these demands in full but can also deliver high quality.

Apart from the imminent football mega-event in South Africa, the experienced industry logistics partner also worked more intensively on reorgani-sation projects in 2009. After all, the economic situation has put a damper on the sports industry too. Consequently, the leisure+sports logistics team actively approached its customers with con- crete measures for optimising processes and re- ducing costs whilst maintaining quality. And that commitment bore fruit. “Over the year we were able to maintain our existing business and even expand it to some extent,” concludes Bannwarth.

Meanwhile leisure+sports was already preparing for the upturn. Klaus Bannwarth sees opportunities for the GW industry solution particularly in the Balkans, an area in which the logistics group is currently expanding: “Our local branches are already well-placed to distribute system goods. As soon as the market picks up, we will certainly be supporting one or more customers in this boo- ming region.”

automotive logistics

The black year of the automobile industryLosses in the billions, corporate collapses and take- overs. With the traditional car manufacturing city of Detroit prostrated, and Bosch, the largest sub- contractor in the world, in the red for the first time since the Second World War, 2009 was probably the hardest year in the history of the automobile industry. automotive logistics nevertheless fought back bravely. A sector between hopes and fears. The auto- motive logistics Competence + Solutions Centre operated during 2009 in an environment in which the most important thing was to protect existing business and to recalculate. Omnipresent: the often desperate search by all market players for poten- tial cost savings. Considering this, the conclusion of Kurt Pichler, Head of Automotive Business Development, is a positive one: “In so far as we were able to exert in- fluence, we succeeded in retaining existing clients.“ All in all, losses and gains approximately balanced each other out.” Lower inventories in client supply chains nevertheless made heavy demands on GW automotive logistics, since this increases require-ments with regard to transit times and precision of delivery, and this for lower revenues and under constant competitive and cost pressure. Enormous global production overcapacity worldwide was not brought under control, despite states scrapping bonuses, which were still causing sales figures to skyrocket at the start of the year.

“Many suppliers, including prestigious ones, slid into insolvency,” reports Pichler. Moreover, count- less projects were stopped or put on ice “until after the crisis, which we already feeling.” Against this trend, automotive managers nevertheless managed to launch a number of successful initiatives: among other things, from 2010 onwards, Gebrüder Weiss and a German partner will operate a distri- bution centre for a well-known tyre manufacturer in Western Hungary. “In 2009, we got off with a black eye, but we are not out of the woods yet,” Kurt Pichler says with conviction. If the surveys of a prestigious con- sultancy firm are to be believed, the level of 2008 will only be achieved again after 2013, while many suppliers claim that they have already overcome the crisis. “Be that as it may,” says Pichler, “we have long since offered ourselves to the sector as a re- liable partner, and will continue to do justice to this claim.” According to him, not least, the internal stability of the company and intensified collabora-tion with GW‘s branches provide support.

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The challenges for those involved in personnel develop-

ment at GW changed in a very short period of time.

Moreover, the range of continuing professional

development needed to be adapted to the

changed conditions and needs.

“

”

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Personnel development

The learning organisationA business that is always moving forward. That responds to both internal and external stimuli and adopts them as the driving force behind constant development. Whose people learn from one anot- her and help one another to progress. A business that acquires new experiences even from difficult situations - like Gebrüder Weiss in 2009. The challenges for those involved in person-nel development at GW changed in a very short period of time. And fundamentally too. “Whereas just a few months ago our focus was on issues such as employer branding, corporate culture or rebranding,” explains their head, Helmut Schöpf, “during 2009 we became increasingly geared to the operation of the business.” Active support for projects on organisational development became the order of the day.

Moreover, the range of continuing professional de- velopment needed to be adapted to the changed conditions and needs. Priority was given to inter- nal knowledge. “Our advantage was that we have already trained up employees as ‚specialists‘ across the group in the past, and they can pass on their experience and expertise to interested colleagues,” says Schöpf. More and more of these internal know- ledge seminars were offered in the “orange college” in 2009. Along side this, however, those involved in personnel development also pursued completely new ways of promoting learning on the job.

Valuable incentives for this came from a wide var- iety of regions in the business such as from Maria Lanzendorf, where the familiar principle of “learning by doing” was deliberately being used. Personnel development on site encouraged what is known as action learning. The management specifies a sub- ject that is essential in the company but for which there is hardly any time in day-to-day business. Pro- ject managers and volunteer team members then develop a project plan and actually implement it.

Action learning makes it possible to kill two birds with one stone, says Helmut Schöpf about the branch‘s commitment: “Not only is a solution found for an existing problem, but the employees enjoy new experiences and gain extra skills - on both a technical and a personal level.”

Initiatives like these show that personnel develop-ment has not only tackled the challenges posed in 2009 as cited at the top, but has mastered them. Remaining a learning organisation despite the difficult economic and political climate - that was Helmut Schöpf‘s primary goal. “Because learn- ing must not stop, even in bad times,” he says emphatically.

IT-Services

Seamless communication“Deployment on many fronts” was the 2009 slo- gan for employees of the orange IT-Services. They strengthened the nerve centre of freight forwar-ding, which provides the Air & Sea organisation with an efficient tool and also took over support for PC users in Gebrüder Weiss‘ parcel service. The heart of orange information technology now beats in Kennelbach: Gebrüder Weiss took over the site there of the former frontage builder, BUG-Alutechnik. In June 2009, the 125 employees of the IT-Services department of Wolfurt moved into the new premises only a few kilometres away and rapidly settled in, as the IT-Services manager Klaus Heim recounts: “It was important for us to create a productive working environment here. Ultimately, the entire transport and logistics business shall be managed by EDP systems.” And his team is ensuring that GW employees throughout the world encounter perfect technical conditions.

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Electronic data interchange (EDI) with clients and partners but also between internal systems is to- day the “nerve centre” of the freight forwarding business. “Already three quarters of the 18,000 daily transport orders are received by us electroni-cally,” reports Heim. All in all, 70,000 transactions are executed every day, with an increasing trend, since by comparison with manual gathering, data becomes available faster and free of errors via a digital route, with the possibility of dispatch together with barcodes, for example. If, on the other hand, electronic data is lacking, loading and unloading becomes more difficult, with status feedback not even possible. The demands on the information systems which manage data inter-change are correspondingly high: these must be in operation around the clock, reliably and efficient-ly. When the tried and tested EDI pool reached its limits, it thus became an issue of rapidly finding a successor solution, also considering the fact that more and more companies are betting on EDI and data volumes are increasing rapidly. Together with a Berlin-based software house, GW‘s developers created the optimal solution, which since 2009 has been replacing the old EDI pool on a step-by-step basis. Heim is convinced that “in the coming years, we are optimally positioned for this.” In December 2009, 60% of all EDI data streams were already run- ning on the new system.

Change management for Air & SeaIn the same month, the employees of IT-Services completed a project on which they had been working intensively for several years. “Brno was the last GW location where we replaced the old Air & Sea software with a new application,” says project leader Martin Mennel. Heterogeneous struc- tures there had previously subjected his team to an endurance test, since processes varied and requirements were different at almost every branch.The new specifically developed software now offered a chance to optimise processes across the group, to design them in a uniform manner and conse-quently, to achieve further increases in quality and productivity in the Air & Sea division. The change management required for this made demands on

both the Air & Sea-Organisation and on IT-Services, but ultimately led to the objective. “Meanwhile, 27 stations in Europe, Japan, Taiwan and the United Arab Emirates are executing their entire air and sea freight business on the group software,” says Mennel.

Business at a glanceWith the new EDP system, the Air & Sea organisa-tion has likewise acquired an efficient controlling instrument, since GWsoft is also integrated into the group‘s internal Business Warehouse (BW) appli- cation, a reporting system which delivers valuable information, allowing business to be managed in a targeted way. In this way, management reports, route statistics or various evaluations for the air and sea freight product areas may be drawn up via BW with limited effort. Tailored reports were neverthe-less drawn up in 2009 not only for the overseas area but also for the land transport department. “Among other things, we replaced partner statistics, as well as providing toll and postage reports,” states BW project leader Markus Hölzl. “Further reports now arrive on an ongoing basis.”

Moving betterSince 2006, a HGV management system at GW‘s Maria Lanzendorf terminal has permitted more transparent processes and faster reaction times. The EDP solution logs all HGV movements at the site, manages the gates and makes this infor- mation available in real time. The management system communicates with drivers via mobile phone or pager and also regulates their access rights. Ultimately, vehicles are ready more rapidly for loading and unloading, with the involved de- partments kept up-to-date at all times on events at the terminal. After the management system was implemented in Linz in 2007, it was consistently optimised and further developed by the IT team, in close collaboration with the branches. “In 2009, we rolled out the system in nine further branches, including on a multilingual basis,” says Klaus Heim. “By now, it is being used by almost 1,000 emplo-yees in Austria, Germany, Switzerland, Hungary, the Czech Republic and Slovakia.”

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Customs services

A historical turning pointThe modernised EU customs code made demands on Gebrüder Weiss in 2009 as well. The programme included the Export Control System as well as the European registration and identification system for economic agents. With the “e-Zoll” [e-customs] initiative, the digital age has begun for the European customs union. Since 2005, customs procedures within the EU have been unified and simplified step by step, being executed in a paperless fashion and centrally managed. In this way, for example, with the aid of an automated export system, exports which begin in one member state may be concluded in another EU country, without the need to repeat the speci-fications. A significant part of this export system is the Export Control System (ECS). After the customs and tax legislation export controls, technical safety export controls were introduced in the middle of 2009. Since then, particular specifications must be made which permit a risk analysis of consignments. “In the light of the complexity of the issue, we had

IT for the parcel service By now, the IT team supports around 3,500 PC users from Basel to Bucharest, from China to Dubai, in GW and in the orange subsidiaries. “As of recent- ly, we have also been responsible at Gebrüder Weiss parcel service (GWP) for the basic operation,” re- ports Heim. In concrete terms, GW makes available office programs, Internet, mail or SAP, while the franchiser DPD continues to be responsible for the EDP systems for order execution, as well as for the hardware. In particular, this new cooperation provides GWP, which had previously carried out this task itself, with more security, since within Gebrüder Weiss, all critical business systems are highly accessible.

already held training sessions at an early stage and made the necessary technical EDP adaptations,” reports GW‘s customs manager Thomas Zeillinger. In this way, the introduction ultimately passed off smoothly.

On 1 September 2009, the registration of all eco- nomic agents active in foreign trade was also harmonised across the EU. Since then, they must mandatorily register with the so-called EORI (Economic Operator Registration and Identification) database. The allocated unique identification number is required for all information and data exchanges with the customs authorities, in parti- cular for customs applications. According to Zeillinger, during the year, tens of thousand EORI numbers must be entered into the information system across the group.

After Gebrüder Weiss became the first Authorised Economic Operator (AEO) in Austria in 2008, GW Germany can also exhibit this seal of approval for customs clearance. Further country organisations will follow. “In several EU countries the preparatory work is already underway,” reports Zeillinger.

Šárka Šoleová began her career with Gebrüder Weiss in 1998. It was immediately clear that she would be an asset for the group. Three different positions were offered to her at the same time. Eventually, she began her career with GW as an assistant to the executive board in the Prague branch. Dynamism is only one thing that Šárka Šoleová and GW have in common. This dynamism also reflects her career development within the company. She also works for Human Resources Development and has now been applying her abi-lities and know-how for four years as the marke-ting manager for GW Czech Republic. What she particularly values about everyday professional life is the multi-layered nature of her remit, the daily challenges which accompany it and the ex-cellent atmosphere within her team.

“As marketing manager, I am faced with new challenges on a daily basis. This keeps me on the move.”

Šár

ka Š

ole

ová

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Dynamism characterises her everyday professional life

Šárka ŠoleováGW Czech Republic

For almost three decades, Alois Tement has been “on the road” for Gebrüder Weiss. His “companions” are absolute heavyweights, but Alois knows how to deal with them. Some five million kilometres covered without accidents or damage also bear witness to the quality of driving of the lorry driver, as do the highest places on the podium in various contests of skill. For Alois Tement, driving a lorry was and is a dream job. In order to acquire the necessary technical know-how, before his career as a driver he served an apprenticeship as a lorry mechanic. Through his job, the resident of Dornbirn became familiar with the whole of Europe, with his job taking him from Sweden to Italy and from Ireland to Eastern Europe. Ultimately, five years ago, Alois Tement specialised in transport to the United Kingdom.

“New destinations and rapid technological progress provide movement in my profession.”

Alo

is T

emen

t

On the roadfor almost three decades

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Alois TementGW Lauterach

Yongquan Chen officially started working for Gebrüder Weiss on 3 August 1992. Back then, he only had a desk in a 25 sqm-room in a guest-house, a telephone and a copymachine from Austria at his disposal. Chen was the first person to be employed by GW in Asia. In 2009 he became the General Manager, responsible for 12 offices in China and also a member of the Gebrüder Weiss Air & Sea Managing Team. The most important things to him, both in his professional and per-sonal life, are commitment and respect: What he commits to do, he does wholeheartedly. Based on these core values, he successfully pursued his career. Furthermore, Chen has a clear goal: China should become one of the top countries within the global network. At the moment he focuses on processes and people in order to continuously improve services, win new customers and offer the existing customers additional benefit. He strongly believes in a recovery of the economic situation in China.

“What I commit to do, I do. Otherwise, I would not talk about it.”

Yong

qua

n C

hen

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Yongquan ChenWeiss-Röhlig China

Commitment and respect are his core values

Without it there is stasis. Through it, the new emerges and the old is conserved. Movement is the opposite of rest. If you wish to move something, you must move yourself. If you have the courage to seek new ways, to reach clear de- cisions and keep your eyes on your objective, you are moving, even if you pause at times. Admittedly, the course of time remains in movement. Nothing stays as it was, only change is constant. And it arises through movement. If Christopher Columbus had not set sail on 3 August 1492, on a mission from the Spanish crown to seek the shortest route to India, he would not have stumbled on America in the same year. His movement changed many things, even though America had already been discovered 500 years before him by Leif Eriksson. The fact remains that Mr Columbus had gone forth to move something. It is always the individual who changes something. Whether on a large or small scale, movement always engenders change. And upwards is not automatically forwards. A step back is also movement. Whether this is judged positively or negatively lies in the eye of the beholder and depends on his per- spective. Whether it used to be better or worse is decided by the person who reflects on it. Even whether a judgment is necessary at all.

In harmony If you reflect on movement, you cannot avoid time. It doesn‘t matter what notion we have of movement, whether it is a change of place, as in the case of Christopher Columbus, or a quantitative and qualitative change. The question is: what is time? How far does the past go? When does the future start? When does the present occur? To date, neither philosophers nor logicians have found an answer to these questions. What is indeed certain is that time is a continuum, which flows ceaselessly. As Aristotle explained, “Movement is the realisation of the possibilities inherent in being, a kind of transition without losing unity, since everything which changes by moving is moving through time and changing from something away to something towards, so that it is also true that: in the time in which it moves, and indeed in the immediate, it is impossible for the moved thing to be in a defined place in the precise sense.” With this explanation, the philosopher and thinker also explained what the opposite of movement is. Rest. To rest means “something is in one and the same place as a whole and with all of its parts.” The fact that nothing stays as it was is in the nature of things, since perfect rest is death. For as long as there is life, there will be movement – of information, goods and emotions.

Time unites in it: movement

„„

A great hunger for knowledge – the Silk Route Something new is created! The Silk Route, which is steeped in legend and the blossoming trade between the mighty Hanseatic cities developed as a consequence of the past. The driving force was trade: the exchange of goods and knowledge. Transport was more than moving products from one place to another. Through it, information about knowledge, crafts and philosophies of life reached different places. Even if the golden age of trade along the Silk Route and the Hanseatic League are long past, even today, people are moved by their histories.

In movement It arose from the desire to exchange knowledge and goods with each other: the Silk Route, a connection between Asia and Europe. While there is no documentary evidence to show exactly how old it is, scientists suspect that its origins date back to the start of the Bronze Age but do not exclude the possibility that it is even older. The origin of the trade route lies in men‘s yearn- ing for the unknown. It began with the exchange of knowledge of metal ex-traction and processing. Events nevertheless developed rapidly and goods, culture and contacts were “transported” via it. Despite political disputes, a multifaceted flow of trade rapidly developed over its length. Its golden age was during the hegemony of the Mongols in the 13th and 14th centuries, before it declined in significance and transport was increasingly shifted to sea routes. Over time, ships replaced the land-based connections along the Silk Route.

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“Only in movement, no matter how painful, is there life.” Jacob Burckhardt (1818-1897), Swiss historian.

Tim

e un

ites

in it

Luxurious fabrics In Europe, the most highly coveted Chinese product was silk, which gave its name to the Route. While for the West, the luxurious material was the most extraordinary good to be transported over the trade route, its name distorts the reality of the trade, since a multiplicity of other goods were exchanged along the route. The oldest find of Chinese silk in Europe was discovered in the grave of a Celtic prince in Heuneburg, in the district of Sigmaringen. At this time, in the 6th century BC, silk was an exceedingly rare material in the West. Like purple and glass, it was one of the luxury items during the Roman Empire. Only the richest could afford modest quantities of the luxurious material.

A complex system Besides silk, for Europeans, it was above all hides, porcelain, jade and iron and for the Chinese, gold, precious stones and glass which were transported along the Silk Route. Almost all goods changed hands several times before they finally reached their destination. The transcontinental trade was maintained by a large number of players: hundreds of thousands of animals and cattle drovers, traders and their partners. Men and animals had to be sustained over the long journey under extremely difficult climatic conditions. For this reason, merchants often relied on intermediaries. Only very few travelled its entire 6,000 km length. Dif-ferent tribes controlled different sections of the Route, such as notably nomadic tribes in Central Asia, who had mastered the extreme variations in temperature with their camels and who hence defined trade in Central Asia. Since all inter- mediaries nevertheless sought to maximise their profits, with the exception of the Mongol hegemony, this resulted in armed conflicts between intermediaries which was the beginning of the end for the Silk Route.

“The whole of humanity is divided into three classes. Those who are immo- bile, those who are mobile and those who move.” From the Arabic

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Powerful founders – the Hanseatic League While the Silk Route slowly but surely lost importance, the Hanseatic League arose in Europe, an association of low German merchants which emerged between the mid-14th and 17th centuries. During its golden age, more than 200 coastal and inland cities in northern Europe became allies of the Hanseatic League of Cities, which had been born at its first meeting in 1356. With the foundation of this Hanseatic League of Cities, the traditional adventuring associations of the previous Hanseatic League of Merchants were dissolved. As trade routes became safer, more and more merchants established their businesses at their own initiative. By sending a representative to another city, it became possible for the first time during this period to coordinate several transactions from a central point. Cities became new training centres and simple barter was extended through debentures and other forms of credit. Trade flourished. Merchants increasingly assumed a dominant position in the cities which at the same time represented the market. This rapid development was made possible by a ship: the cog. The large-bellied transport ships could accommodate particularly large cargoes so that more could be transported with only a small number of them. Besides the cog, the colours red and white became a symbol of the Hanseatic League.

Difficult decision-making The Hanseatic League was not only a significant factor in the field of the eco- nomy, but also in politics and culture. Besides trade in goods and merchandise, thoughts and ideas were also exchanged within the association of cities. The grouping of Hanseatic cities was initially a loose one, without any established agreement. Entries and exits were the order of the day. Until the mid-14th cen- tury, cities became members of the Hanseatic League through organic growth. The merchants of the city took part in Hanseatic trade and almost grew into the Hanseatic community. With the foundation of the Hanseatic meeting in 1356, formal applications for admission or readmission had to be submitted. The first Hanseatic meeting marked the starting signal for a common approach in the interests of the Hanseatic cities. Interestingly, the process of reaching a resolution at the Hanseatic meetings was based on the principle of consensus and not of a majority. Final decisions as to whether or not the decisions of the Hanseatic meeting were adopted were in any case left to the city council. The last Hanseatic meeting took place in 1669 in Lübeck, albeit with only nine of the former 200 Hanseatic cities still represented.

Gebrüder Weiss – Through the ages Gebrüder Weiss has also changed over the course of its long company history. What was once a courier service is today an internationally active transport and logistics company which was rebuilt after both world wars, which also mastered the oil crisis and the entry into the EU of Austria, and has taken steps beyond its frontiers. The origin of its long history dates back as far as 1330, when the name “Wizze” (later Vis and then Weiss) appeared for the first time in Fußach on Lake Constance, cited in the tax role for the monastery of St. Gallen. Over 100 years later (1445), the Milan courier was mentioned, a transport line from Lindau across the Alps to Milan. One of the first customers of the firm of couriers Vis & Spehler was Ulrich Fugger, from the great German trading house with its headquarters in Augsburg. At the end of the 15th century, the Fuggers founded a branch office in Milan and used the transport line of the Milan courier for the transport of trade goods to and from Italy.

Brave decision makers In 1823, the present-day company Gebrüder Weiss was founded in Fussach. The company headquarters was transferred to Bregenz in 1872, after the open- ing of the Lindau–Bludenz railway line. At this point, branches were established throughout the Austro-Hungarian Empire, in Vienna, Venice, Genoa and Trieste, but also in Buchs in Switzerland. In 1918, the branches south of the Alps were lost, and many of the established structures destroyed. With a modest, down-to-earth approach, the owners of the company not only managed to stabilise the branches in Vorarlberg, Vienna and Switzerland, but also successfully expanded them. After the destruction of the Second World War, Gebrüder Weiss initiated the work of reconstruction and expansion in Austria, with the opening of several branches. With a tenacious and realistic attitude, the traditional company be- came what it is today: a reliable partner. A company which moves not only goods and information but also people.

Tim

e un

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in it

Stable values Even when many things change, something of the old days always remains. Life is constant movement. If you want to seize life‘s opportunities, you must move. The important thing is not to lose yourself in it. Stable values and a healthy balance between an honourable preservation of the old and openness to the new form a good basis for commerce in eventful times. And which times are not eventful?

“Time is movement in space.” Joseph Joubert (1754-1824), French moralist and essayist

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For almost 15 years, Judit Adam has worked for Gebrüder Weiss. After an apprenticeship as a freight forwarder at the Hunfalvy János bilingual polytechnic in Budapest, she went straight from school to Hungaroweiss as an import consultant. It was important for her to work for an interna-tional logistics company, in order to have contact with people in other countries and with different languages. Judit Adam values the many develop-ment possibilities that GW offers to its employees. She herself set the direction of her career within the group towards IT-Services Project Manage-ment/Consulting through an offer of further edu-cation, and has worked in this area for several years from the Maria Lanzendorf site for the land transport team. In her daily work, her greatest challenge – and at the same time, her greatest objective – is to develop optimal IT solutions and thereby facilitate the everyday professional life of employees at GW‘s branches and of its clients.

“I see every completed project which moves and furthers something as a great success.”

Judi

t Ada

m

Judit Adam GW IT-Services

Optimal IT solutionsfor Weiss countries.

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Ewald MüllerGWP Leopoldsdorf

Farewell after 24 years

Ew

ald

Mül

ler

After 24 years of service for Gebrüder Weiss, 15 of which were spent at Gebrüder Weiss parcel service (GWP), Ewald Müller began his well- earned retirement at the start of this year. The former business manager of GWP, whose career began with an apprenticeship as a logistics manager, is now enjoying his free time. But he is also slightly wistful: above all, he misses the contact with his employees and the feeling of being part of a successful team. In general, he has fond memories of his time at GWP, in parti-cular, the continuously positive development in all corporate sectors, the good client relationships and the close collaboration with the joint part-ners in DPD Austria, Lagermax and Schachinger. Naturally there are particular highlights, e.g. the participation of the Post Office in GWP and the repurchase of shares, the establishment of the “dicall” call centre and the introduction of inno-vative products, such as the Shuttle Box and wine logistics.

“I have fond memories of my activities at GWP, in particular of the ongoing positive development in all areas of the company.”

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After Beat Iseli completed a commercial appren-ticeship in his home country of Switzerland, with a focus on “international freight forwarding”, his desire grew to work abroad. His zest for action ultimately took him to Hungary, where in 2003, he began to work for Hungaroweiss. Already during his first major challenge – the construction of a network for Eastern European transport from the branch in Dunaharaszti – Beat Iseli was able to demonstrate his abilities. And even today, the manager of the land transport and export depart-ment in Hungary has lost none of his enthusiasm for his job and for GW. A major professional goal of the 33-year-old is to train his young colleagues to be outstanding planners and business people and with this powerful team, to create a strong basis for business success.

“When a client says thank you, it is still something very moving for me.”

Bea

t Is

eli

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SuccessfulSwiss export

Beat IseliGW Dunaharaszti

Martin Schmidt System Management Europe

In the service of Gebrüder Weiss since his apprenticeship

Mar

tin S

chm

idt

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Martin Schmidt has been a member of the “Orange Family” for some 27 years. He even completed his freight forwarding apprenticeship with GW in Tyrol. He then passed through various areas of the com-pany, from outbound general cargo via the export department to the management of international land transport. Since the start of the year, he has been active in systems management for Europe. As the “communications hub for partner issues,” it is his stated goal to present GW to partners as a professional and reliable company, to gain their enthusiasm for GW‘s network and to contribute to the successful development of relationships with partners.

“With partnerships, we can move more.”

Gebrüder Weiss locations

HEADQUARTERS

Gebrüder Weiss Gesellschaft m.b.H.6923 Lauterach, AustriaBundesstraße 110T +43.5574.696.0F +43.5.9006.2609service@gw-world.com

LAND TRANSPORT

Austria

Gebrüder Weiss Gesellschaft m.b.H.6700 Bludenz, AustriaÄuleweg 14-16, Postfach 22T +43.5574.696.0F +43.5574.696.2795gw.bludenz@gw-world.com

Gebrüder Weiss Gesellschaft m.b.H.6800 Feldkirch, AustriaReichsstraße 149, Postfach 29T +43.5574.696.0F +43.5574.696.2725gw.feldkirch@gw-world.com

Gebrüder Weiss Gesellschaft m.b.H.8055 Graz, AustriaAlte Poststraße 376, Postfach 18T +43.316.2904.0F +43.316.296515gw.graz@gw-world.com

Gebrüder Weiss Gesellschaft m.b.H.6060 Hall, AustriaLöfflerweg 35T +43.5223.206.0F +43.5223.206.324gw.hall@gw-world.com

Gebrüder WeissGesellschaft m.b.H.6921 Kennelbach, AustriaFriedrich-Schindler Straße 12T +43.5574.696.0F +43.5.9006.1499

Gebrüder Weiss Gesellschaft m.b.H.6923 Lauterach, AustriaBundesstraße 110T +43.5574.696.0F +43.5.9006.2600gw.lauterach@gw-world.com

Gebrüder Weiss Gesellschaft m.b.H.4020 Linz, AustriaPrinz-Eugen-Straße 33Postfach 309T +43.732.7655.0F +43.732.7655.4480gw.ooe@gw-world.com

Gebrüder Weiss Gesellschaft m.b.H.2326 Maria Lanzendorf, AustriaWiener Straße 26T +43.1.79799.0F +43.1.79799.7100gw.wien@gw-world.com

Gebrüder Weiss Gesellschaft m.b.H.9063 Maria Saal, AustriaWutschein 46T +43.4223.5050.0F +43.4223.5050.3500gw.kaernten@gw-world.com

Gebrüder Weiss Gesellschaft m.b.H.3380 Pöchlarn, AustriaManker Straße 55T +43.2757.4004.0F +43.2757.4004.4860gw.poechlarn@gw-world.com

Gebrüder Weiss Gesellschaft m.b.H.5020 Salzburg, AustriaRobinigstraße 57, Postfach 159T +43.662.88912.0F +43.662.88912.3800gw.salzburg@gw-world.com

Gebrüder Weiss Gesellschaft m.b.H.4600 Wels, AustriaTerminalstraße 91T +43.732.7655.0F +43.732.7655.9310gw.ooe@gw-world.com

Gebrüder Weiss Gesellschaft m.b.H.6961 Wolfurt-Bahnhof, AustriaSenderstraße 26, Postfach 3T +43.5574.696.0F +43.5574.696.1110gw.wolfurt@gw-world.com

Gebrüder Weiss Gesellschaft m.b.H.6300 Wörgl, AustriaGewerbepark 9T +43.5332.70011F +43.5332.70011.25gw.woergl@gw-world.com

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Germany

Gebrüder Weiss GmbH88131 Lindau, GermanyHeuriedweg 20T +49.8382.708.0F +49.8382.708.300service.lindau@gw-world.com

Gebrüder Weiss GmbH87700 Memmingen, GermanyKaratasstraße 6T +49.8331.49825.0F +49.8331.49825.838service.memmingen@gw-world.com

Gebrüder Weiss GmbH90431 Nuremberg, GermanyKirchhoffstraße 2T +49.911.958886.0F +49.911.958886.20service.nuernberg@gw-world.com

Gebrüder Weiss GmbH94036 Passau, GermanyIndustriestraße 14bT +49.851.807.0F +49.851.807.10service.passau@gw-world.com

Switzerland

Gebrüder Weiss AG9423 Altenrhein, SwitzerlandWerftstrasse 1T +41.58.458.5511F +41.58.458.5522kundencenter.schweiz@gw-world.com

Gebrüder Weiss AG4133 Pratteln, SwitzerlandDürrenhübelstrasse 4T +41.58.458.5015F +41.58.458.5055service.basel@gw-world.com

Bosnia-Herzegovina

Gebrüder Weiss d.o.o.71000 Sarajevo, Bosnia-HerzegovinaDzemala Bijedica bbT +387.33.777.500F +387.33.777.504gw.bosnia@gw-world.com

Bulgaria

Gebrüder Weiss EOOD6100 Kazanlak, Bulgaria1, Starozagorska Str.T +359.431.625.73F +359.431.641.95ilia.iliev@gw-world.com

Gebrüder Weiss EOOD1582 Sofia, BulgariaProf. Tzvetan Lazarov Bldv. 97T +359.2.9700.400F +359.2.9700.431gw-bulgaria@gw-world.com

Croatia

Gebrüder Weiss d.o.o.10000 Zagreb, CroatiaJankomir 25T +385.1.3436.945F +385.1.3871.834gw.croatia@gw-world.com

Czech Republic

Gebrüder Weiss spol. s r.o.370 01 České Budějovice, Czech RepublicŽerotínova 1T +420.387.315.468F +420.387.315.470gw.czech@gw-world.com

Gebrüder Weiss spol. s r.o.664 42 Modřice, Czech RepublicCentral Trade Park Modřice,Evropská 870T +420.548.427.236F +420.547.217.102gw.czech@gw-world.com

Gebrüder Weiss spol. s r.o.720 00 Ostrava – Hrabová, Czech RepublicNa Rovince 876T +420.596.613.119F +420.225.354.577gw.czech@gw-world.com

Gebrüder Weiss spol. s r.o.251 01 Říčany – Jažlovice, Czech RepublicZděbradská ul.T +420.323.209.260F +420.323.209.200gw.czech@gw-world.com

Gebrüder Weiss spol. s r.o.25219 Rudná, Czech RepublicK Vypichu 986T +420.311.659.659F +420.311.659.669gw.czech@gw-world.com

Hungary

Gebrüder Weiss Kft.2330 Dunaharaszti, HungaryRaktár u. 2., Pf. 33.T +36.24.506.700F +36.24.506.705gw.hungary@gw-world.com

Gebrüder Weiss Kft.4220 Hajdúböszörmény, HungaryKülsö-Szoboszlói út 1.T +36.24.506.810F +36.52.371.250gw.hajdu@gw-world.com

Macedonia

Gebrüder Weiss DOOEL1041 Skopje, Macedonia24th Street, No 39 Sub IlindenT +389.2.2580.870F +389.2.2580.871gw.macedonia@gw-world.com

Romania

Gebrüder Weiss S.R.L.907015 Agigea, RomaniaJud.ConstantaComuna Agigea,Nicolae Titulescu Street, No 8T +40.341.881.664F +40.341.881.665office.ro@gw-world.com

Gebrüder Weiss S.R.L.310299 Arad, RomaniaIndustrial Zone Sth.Ogorului Street, FNT +40.357.423.913F +40.357.423.899office.ro@gw-world.com

Gebrüder Weiss S.R.L.600344 Bacau, RomaniaStr. Izvoare, Nr. 117C, C9/5T +40.334.405.412F +40.334.405.413office.ro@gw-world.com

Gebrüder Weiss S.R.L.087015 Bolintin Deal, RomaniaStr. Ithaca nr.1000T +40.372.678.500F +40.372.678.551office.ro@gw-world.com

Gebrüder Weiss S.R.L.550234 Sibiu, RomaniaStr. Henri Coanda, Nr. 12T +40.369.438.655F +40.369.438.656office.ro@gw-world.com

Gebrüder Weiss S.R.L.407039 Cluj Napoca, RomaniaStr. Criseni, FN,Sat Dezmir, comuna Apahiha, Jud ClujT +40.372.770.896F +40.372.770.899office.ro@gw-world.com

Serbia

Eurocargo d.o.o.11000 Beograd, SerbiaViline vode bbSlobodna zona BeogradT +381.11 276 00 92F +381.11 276 00 92gw.serbia@gw-world.com

Eurocargo d.o.o.11272 Dobanovci, SerbiaBeogradska bbT +381.11.3715.200F +381.11.3715.201gw.serbia@gw-world.com

Eurocargo d.o.o.34000 Kragujevac, SerbiaBrace Poljakovic 16T +381.34 301 378F +381.34 301 379gw.serbia@gw-world.com 

Eurocargo d.o.o.34220 Lapovo, SerbiaTrzni Centar Niegoseva bbT +381.34 852 590F +381.34 852 591gw.serbia@gw-world.com

Eurocargo d.o.o.16203 Vucje, SerbiaStrojkovceT +381.16 230 430F +381.16 230 402gw.serbia@gw-world.com

Slovakia

Gebrüder Weiss s.r.o.040 01 Košice, SlovakiaPrešovská 4T +421.55.729.8649F +421.55.729.8651gw.slovakia@gw-world.com

Gebrüder Weiss s.r.o.903 01 Senec, SlovakiaDial’ničná cesta T +421.2.3306.6500F +421.2.3306.6516gw.slovakia@gw-world.com

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Gebrüder Weiss s.r.o.965 01 Žiar nad Hronom, SlovakiaPriemyselná 628T +421.45.672.7400F +421.45.672.4702gw.slovakia@gw-world.com

Gebrüder Weiss s.r.o.010 65 Žilina, SlovakiaKošická 2T +421.41.56.50660F +421.41.56.51918gw.slovakia@gw-world.com

Slovenia

Gebrüder Weiss d.o.o.1000 Ljubljana, SloveniaCelovska cesta 492T +386.1.5134550F +386.1.5134564gw.slovenia@gw-world.com

Ukraine

TOW Gebrüder Weiss 04070 Kiev, UkraineNaberezhno-Khreschatytska 3-AT +380.44.5361258F +380.44.4943975valeriy.bordyuk@gw-world.kiev.ua

TOW Gebrüder Weiss 89600 Mukachevo, UkraineWul. Kooperatiwna 46,Techno Center »Karpati«ZakarpatskaT +380.3131.37973F +380.3131.37973aram.pohosyan@gw-world.com.ua

AIR & SEA

Austria

Gebrüder Weiss Gesellschaft m.b.H.Air & Sea-Terminal Innsbruck6060 Hall, AustriaLöfflerweg 35T +43.5223.206.273F +43.5223.206.482air-sea-innsbruck@gw-world.com

Gebrüder Weiss Gesellschaft m.b.H.Air & Sea-Terminal Linz4063 Hörsching, AustriaFlughafen Linz-HörschingFlughafenstraße 1T +43.732.7655.9252F +43.732.7655.9256air-sea-linz@gw-world.com

Gebrüder Weiss Gesellschaft m.b.H.Air & Sea-Terminal Vienna2326 Maria Lanzendorf, AustriaWiener Straße 26T +43.1.79.799.7770F +43.1.79.799.7771air-sea-vienna@gw-world.com

Gebrüder Weiss Gesellschaft m.b.H.Air & Sea-Terminal Klagenfurt9063 Maria-Saal, AustriaWutschein 46T +43.4223.5050.3480F +43.4223.5050.3503air-sea-klagenfurt@gw-world.com

Gebrüder Weiss Gesellschaft m.b.H.Air & Sea-Terminal Salzburg5020 Salzburg, AustriaRobinigstraße 57T +43.662.88912.3700F +43.662.88912.3809air-sea-salzburg@gw-world.com

Gebrüder Weiss Gesellschaft m.b.H.Air & Sea-Terminal Graz8402 Werndorf, AustriaAm Terminal 1cT +43.316.2904.9405F +43.316.2904.9412air-sea-graz@gw-world.com

Gebrüder Weiss Gesellschaft m.b.H.Air & Sea-Terminal Vienna1300 Vienna-Schwechat, AustriaVIE-Speditionsgeb.Obj. 263/1T +43.1.7007.32444F +43.1.7007.33329air-sea-vienna@gw-world.com

Gebrüder Weiss Gesellschaft m.b.H.Air & Sea-Terminal Wolfurt – HOH 6960 Wolfurt, AustriaSenderstraße 34/Postfach 40T +43.5574.696.0F +43.5.9006.1920air-sea-wolfurt@gw-world.com

Germany

Weiss Ocean+Air Cargo GmbH20459 Hamburg, GermanyHerrengraben 3T +49.40.54005.0F +49.40.54005.3932office@woac.de

Switzerland

Gebrüder Weiss AGAir & Sea-Terminal Basel4133 Pratteln, SwitzerlandDürrenhübelstrasse 4T +41.58.458.5170F +41.58.458.5179air-sea-basel@gw-world.com

Gebrüder Weiss AGAir & Sea-Terminal Zurich8058 Zurich-Airport, SwitzerlandFrachthof West, Büro 2-369Postfach 388T +41.58.458.5200F +41.58.458.5248air-sea-zuerich@gw-world.com

Aersped AG International8058 Zurich-Airport, SwitzerlandPostfach 15Frachthof WestT +41.58.458.5600F +41.58.458.5635aersped@aersped.ch

Gebrüder Weiss Freight Factory International AG8058 Zurich-Airport, SwitzerlandPostfach 15 Frachthof WestT +41.58.458.5640F +41.58.458.5649info@ffiag.ch

Bosnia-Herzegovina

Gebrüder Weiss d.o.o.Transport i logistika71000 Sarajevo, Bosnia-HerzegovinaDzemala Bijedica bbT +387.33.777500F +387.33.777504gw.bosnia@gw-world.com

Bulgaria

Gebrüder Weiss EOODAir & Sea-Terminal Sofia1582 Sofia, BulgariaProf. Tzvetan Lazarov Blvd. 97T +359.2.9700.400F +359.2.9700.431air-sea-sofia@gw-world.com

Croatia

Gebrüder Weiss d.o.o.Air & Sea-Terminal Zagreb10150 Zagreb-Airport, CroatiaPleso b.b., P.O. Box 30T +385.1.6265211F +385.1.6256491air-sea-zagreb@gw-world.com

Czech Republic

Gebrüder Weiss spol. s r.o.Air & Sea-Terminal Brno66442 Modřice, Czech RepublicCTPark ModřiceEvropská 870T +420.548.427.234F +420.547.217.787air-sea-brno@gw-world.com

Gebrüder Weiss spol. s r.o.Air & Sea-Terminal Ostrava700 30 Ostrava- Zábřeh, Czech RepublicU Studia 2253/28T +420.597.010.161F +420.597.010.123air-sea-ostrava@gw-world.com

Gebrüder Weiss spol. s r.o.Air & Sea-Terminal Prague16008 Prague, Czech RepublicTerminál Menzies/K letisti 57T +420.220.113.609F +420.224.281.054air-sea-prague@gw-world.com

Gebrüder Weiss spol. s.r.o.Air & Sea Terminal České Budějovice370 01 České Budějovice, Czech RepublicŽerotínova 1T +420.387.315.468F +420.387.315.470gw.czech@gw-world.com

Hungary

Gebrüder Weiss Kft.Air & Sea-Terminal Budapest2220 Vecsés, HungaryAirport Business ParkLőrinci út 59, C4. épületT +36.24.506.784F +36.29.352.901air-sea-budapest@gw-world.com

Italy

Brigl Weiss Air & Sea Cargo SRL39100 Bozen, ItalyMitterhoferstraße 1T +39.0471.246.276F +39.0471.246.180info@briglweiss.it

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Romania

Gebrüder Weiss S.R.L.Air & Sea-Terminal Cluj407039 Apahida, Romania Str. Criseni FN, Sat DezmirT +40.372.770.895F +40.372.770.899air-sea-cluj@gw-world.com

Gebrüder Weiss S.R.L.Air & Sea-Terminal Constanta900900 Constanta, RomaniaIncinta Port ConstantaCladire Radacina Mol 3, Etaj 1Cam. 113-115T +40.241.480.955F +40.241.480.958air-sea-constanta@gw-world.com

Gebrüder Weiss S.R.L.Air & Sea-Terminal Bucuresti012101 Bucuresti, RomaniaBlvd. Expozitiei nr. 1, Etaj 8T +40.372.67.8520F +40.372.67.8539air-sea-bucuresti@gw-world.com

Serbia

Cargo T. Weiss d.o.o.Air & Sea-Terminal Belgrade11070 Novi Beograd, SerbiaMilutina Milankovica 23, ulaz 1T +381.11.311.5441F +381.11.311.0547air-sea-belgrade@gw-world.com

Slovakia

Gebrüder Weiss s.r.o.Air & Sea-Terminal Bratislava821 04 Bratislava, SlovakiaMokráň záhon 4T +421.2.333.229.48F +421.2.333.229.50air-sea-bratislava@gw-world.com

Gebrüder Weiss s.r.o.Air & Sea-Terminal Košice040 01 Košice, SlovakiaPrešovská cesta 4T +421.55.729.0356F +421.55.729.8651air-sea-kosice@gw-world.com

Gebrüder Weiss s.r.o.Air & Sea-Terminal ZilinaKošická cesta 2010 65 Žilina, SlovakiaT +421.2.333.229.48F +421.2.333.229.50air-sea-bratislava@gw-world.com Slovenia

Gebrüder Weiss d.o.o.Air & Sea-Terminal Brnik4210 Brnik-Aerodrom, SloveniaAirport LjubljanaT+386.4.201.8490F+386.4.201.8494air-sea-ljubljana@gw-world.com

Gebrüder Weiss d.o.o.Air & Sea-Terminal Koper6000 Koper, SloveniaKoper SeaportAnkaranska cesta 7bT +386.5.6638.530F +386.5.6638.535air-sea-koper@gw-world.com

Ukraine

TOW Gebrüder WeissAir & Sea-Terminal Kiev04070 Kiev, Ukraine3-a Naberezhno-Khreschatytska Str., of 23T +380.44.536.1258F +380.44.494.3975nickolay.tsarkov@gw-world.kiev.ua

WEISS-ROHLIG

Canada

Weiss-Rohlig Canada IncDorval (Montreal) QC H9S 5J9, Canada185 Dorval Avenue, Suite 301AT +1.514.633.0006F +1.514.631.3330info-mtl@weiss-rohlig.com

Weiss-Rohlig Canada IncToronto, ON M9C 5E9, Canada703 Evans Avenue, Suite 201T +1.416.621.1600F +1.416.621.5656info-tor@weiss-rohlig.com

China

Weiss-Rohlig China Co.,Ltd Beijing Branch100027 Beijing, PR ChinaF-7-F, Fu Hua Mansion,No.8 Chaoyang Men Avenue (N)T +86.10.6554.1916F +86.10.6554.3090beijing@weiss-rohlig.net

Weiss-Rohlig China LtdChengdu Representative Office610041 Chengdu, PR ChinaUnit I, 6th FloorGuoxin Mansion No.77 Xiyu StreetT+86.28.8619.8000F+86.28.8619.8001chengdu@weiss-rohlig.net

Weiss-Rohlig China LtdChongqing Representative Office400020 Chongqing, PR ChinaUnit 1005, Jia Nian Hua TowerNo. 9 Walking StreetT +86.23.8679.2891F +86.23.8679.2893chongqing@weiss-rohlig.net

Weiss-Rohlig China Co., Ltd Dalian Branch116000 Dalian, PR ChinaRm 2110, MingShi Fortune CentreNo. 20A, GangWan Road,Zhongshan DistrictT +86.411.3956.9111/39569222F +86.411.3956.9000dalian@weiss-rohlig.net

Weiss-Rohlig Hong Kong Ltd510620 Guangzhou, PR ChinaUnit 1510-1511, 15F, Baoli Fengxin Plaza,Building B, Tianhe Road No.242, Tianhe DistrictT +86.20.38395088F +86.20.38104900info-guangzhou@weiss-rohlig.com

Weiss-Rohlig China Co., Ltd Nanjing Branch210018 Nanjing, PR ChinaRm 1502 Zifeng Tower (Podium)No. 8 Zhongshan North RoadT +86.25.8681.6006F +86.25.8681.6007nanjing@weiss-rohlig.net

Weiss-Rohlig China Co., Ltd Ningbo Branch315010 Ningbo, PR ChinaRoom 8608, Howard Johnson OfficeNo.230, Liuting StreetT +86.574.2788.8201F +86.574.2788.8200ningbo@weiss-rohlig.net

Weiss-Rohlig China Co., Ltd Qingdao Branch266003 Qingdao, PR ChinaRm C-1, Huiquan Dynasty HotelNo. 9 Nan Hai RoadT +86.532.8607.7890F +86.532.8287.6140qingdao@weiss-rohlig.net

Weiss-Rohlig China Co., Ltd200021 Shanghai, PR ChinaRm 1712-1719,1 Corporate AvenueNo. 222 Hubin RoadT +86.21.6340.6000F +86.21.6340.6858shanghai@weiss-rohlig.net

Weiss-Rohlig Hong Kong Ltd518001 Shenzhen, PR ChinaWorld Finance Centre, Tower A,Suite 6BNo. 4003, East Shennan RoadLuo Hu DistrictT +86.755.3306.3200F +86.755.3306.3220info-shenzhen@weiss-rohlig.com

Weiss-Rohlig China Co., Ltd Tianjin Branch300042 Tianjin, PR ChinaB22 D-E,Mansion of Triumphal ArchNo 66 Nanjing Road, Hexi DistrictT +86.22.2339.8246F +86.22.2339.8248tianjin@weiss-rohlig.net

Weiss-Rohlig China LtdUrumqi Representative Office830011 Urumqi, PR ChinaRm 1109, Markor PlazaNo.26 South Beijing RoadXinjiang ProvinceT +86.991.3665.806F +86.991.3665.807urumqi@weiss-rohlig.net

Weiss-Rohlig China Co., Ltd Xiamen Branch361006 Xiamen, PR ChinaRm 619 Minmetal BuildingNo. 226 Dongdu RoadT +86.592.3107.558F +86.592.3107.498xiamen@weiss-rohlig.net

Weiss-Rohlig China LtdXi’an Representative Office710075 Xian, PR ChinaRoom 806, Building A, Seastar City Plaza,No.37 Keji Road, Hi-tech Industrial Development ZoneT +86.029.8831.7047F +86.029.8831.7078xian@weiss-rohlig.net

Weiss-Rohlig Hong Kong Ltd524000 Zhanjiang, PR ChinaGuoMao, Bldg. B, Suite 6B06No. 53 Renmin Nan Road,Xiashan DistrictT +86.759.2660500F +86.759.2660400info-zhanjiang@weiss-rohlig.com

Hong Kong

Weiss-Rohlig Hong Kong LtdKowloon, Hong KongUnit A, 3/Floor, Pioneer Building213 Wai Yip Street, Kwun TongT +852.2268.9300F +852.2345.6060info-hongkong@weiss-rohlig.com

India

Weiss-Rohlig India Pvt. Ltd.Ahmedabad 380 007, IndiaMahakant BuildingOffice No.701, 7th Floor    T +91.079.2658.0715kishna.maniar@weiss-rohlig.in

Weiss-Rohlig India Pvt. Ltd.Bangalore 560038, IndiaNo.1794, 9th Main, HAL 3rd Stage,Indiranagar T +91.80.25210455 F +91.80.25210454 karanc@weiss-rohlig.in

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Weiss-Rohlig India Pvt. Ltd.Chennai 600 086, IndiaSteeple Reach Block B, 3rd FloorNo. 25 Cathedral Road, GopalapuramT +91.44.42980800F +91.44.42980831mathew@weiss-rohlig.in

Head OfficeWeiss-Rohlig India Pvt. Ltd.Chennai 600 086, IndiaSteeple Reach Block B, 3rd FloorNo. 25 Cathedral Road, GopalapuramRajaji SalaiT +91.44.25230437F +91.44.25230302rangamani@weiss-rohlig.in

Weiss-Rohlig India Pvt. Ltd.Gandhidham 370 201, IndiaRoom No-106,Nirav Chambers1st Floor,Plot No-13,Sector-9T +91.2836.650772F +91.2836.231105venu@weiss-rohlig.in

Weiss-Rohlig India Pvt. Ltd.Jaipur 302 020, India93/S-6, 1st Floor, Main Shipra PathT +91.141.1412400071abbasi@weiss-rohlig.in

Weiss-Rohlig India Pvt. Ltd.Jodhpur 342 005, IndiaPlot No.17, 2nd Floor, PrakashdeepStation Road Transport CentreBasni IInd Phase  T +91.291.2742101abbasi@weiss-rohlig.in

Weiss-Rohlig India Pvt. Ltd.Kanpur 208 001, India401, Kan Chamber 14/113,Civil LineT +91.512.2332006abbasi@weiss-rohlig.in

Weiss-Rohlig India Pvt. Ltd.Kolkata 700 017, IndiaUnit No. 1D, 4th Floor, No. 37Shakespeare SaraniT +91.33.40084734F +91.33.22900645pradeep.rao@weiss-rohlig.in

Weiss-Rohlig India Pvt. Ltd.Mumbai 400 059, India502/503/504, A-Wing5th Floor, Mangalya ChambersMarol Makwana Road, Andheri (E) T +91.22.42142401F +91.22.42142444p.jayakumar@weiss-rohlig.in

Weiss-Rohlig India Pvt. Ltd.Nag Pur 440 015, India203, 3rd Floor, Shri Puja App., Chatrapati NagarWardha RoadT +91.712.2250815F +91.712.2250816p.jayakumar@weiss-rohlig.in

Weiss-Rohlig India Pvt. Ltd.New Delhi 110 001, India62B 6th Floor Himalaya House23 Marg, Connaught PlaceT +91.11.23766885/886F +91.11.23314563abbasi@weiss-rohlig.in

Weiss-Rohlig India Pvt. Ltd.Pune 411 018, IndiaOffice No. 20/41, 1st FloogSukhwani Chambers, PimpriT +91.20.30622213F +91.20.27424070p.jayakumar@weiss-rohlig.in

Weiss-Rohlig India Pvt. Ltd.Tiruppur 641 603, India8/18, Sri Mahavishnu NagarAngeri Palayam RoadT +91.421.2485718F +91.421.4338910abs@weiss-rohlig.in

Weiss-Rohlig India Pvt. Ltd.Tuticorin 628 008, India48/1, Bryant Nagar, Ist Street - EastT +91.461.2336155F +91.461.2375239stephen.jeyaraj@weiss-rohlig.in

Japan

Weiss-Rohlig Japan LtdTokyo 170-0002, JapanLandmark Bldg., 3F3-20-3 Sugamo, Toshima-kuT +81.3.5961.1620F +81.3.5961.1621kazuyoshi.fujiwara@weiss-rohlig.net

Singapore

Weiss-Rohlig Singapore PTE.LTD.Singapore 169877171 Chin Swee Road #04-01San CentreT +65.6535.3345F +65.6535.7747lincoln.waters@weiss-rohlig.com

USA

Weiss-Rohlig USA LLCAtlanta, GA 30349, USA4820 Clark Howell HighwaySuite A-4T +1.404.209.3922F +1.404.920.3251michael.crandall@weiss-rohlig.com

Weiss-Rohlig USA LLCEast Boston, MA 02128, USA395 Maverick StreetT +1.630.401-9139reinhard.doermer@weiss-rohlig.com

Weiss-Rohlig USA LLCChicagoDes Plaines, IL 60018, USA351, Touhy Ave, Suite 100T +1.224.563.3200F +1.224.563.3201info-chi@weiss-rohlig.com

Weiss-Rohlig USA LLCDenver, CO 80126, USA2861 Stonington CourtHighland RanchT +1.720.524.3655F +1.303.648.5417jens.opara@weiss-rohlig.com

Weiss-Rohlig USA LLCHouston, TX 77032, USA1300 North Sam HoustonParkway East, Suite 200T +1.281.227.6666F +1.281.219.3631info-hou@weiss-rohlig.com

Weiss-Rohlig USA LLCLos AngelesEl Segundo, CA 90245, USA1960 E. Grand Ave. Suite 420T +1.310.414.9300F +1.310.414.3900info-lax@weiss-rohlig.com

Weiss-Rohlig USA LLCMiami, FL 33126, USA7200 NW 19th Street, Bldg. 5,Suite 511T +1.305.716.0884F +1.305.716.0885info-mia@weiss-rohlig.com

Weiss-Rohlig USA LLCNew YorkCranford, NJ 07016, USA20 Commerce Drive, Suite 226T +1.908.931.1500F +1.908.931.1593info-nyc@weiss-rohlig.com

Weiss-Rohlig USA LLCSan Francisco, CA 94066, USASan Bruno1250 Bay Hill Drive, Suite 113T +1.650.588.1392F +1.650.588.1792info-sfo@weiss-rohlig.com

BUSINESS UNITS

AUTOMOTIVE LOGISTICS

Gebrüder Weiss Gesellschaft m.b.H.automotive logistics 4600 Wels, AustriaTerminalstraße 91T +43.732.7655.9349F +43.732.7655.9311automotive@gw-world.com

FASHIONET

Fashionet-AustriaTextilspedition GmbH2333 Leopoldsdorf, AustriaArbeitergasse 50T +43.2235.47838F +43.2235.43839info@fashionet.co.at

Weiss-Rohlig Singapore PTE.LTD.Singapore 819454119 Airport Cargo Road #04-02 Changi Airfreight CentreT +65.6785.3393F +65.6785.0300lincoln.waters@weiss-rohlig.com

Taiwan

Weiss-Rohlig Taiwan LtdTaipei, Taiwan6/F, No. 213 Sec. 5Nanjing E RoadT +886.2.2766.1000F +886.2.2766.0002info.taiwan@weiss-rohlig.net

Thailand

Weiss-Rohlig Thailand Ltd10110 Bangkok, Thailand10/1–2nd Floor Soi Farm Watana, Rama 4 Road,Prakhanong, KlongtoeyT +66.2.3812940F +66.2.3812937-38bill.meale@weiss-rohlig.com

United Arab Emirates(UAE)

Weiss-Rohlig U.A.E. LLCDubai, UAEAl Shamsi Building, 1st Floor,Unit 120, Oud MethaP.O. Box 2737T +971.4.337.2340F +971.4.334.8143info.dubai@weiss-rohlig.net

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LEISURE+SPORTS LOGISTICS

Gebrüder Weiss Gesellschaft m.b.H.leisure+sports logistics3380 Pöchlarn, AustriaManker Straße 55T +43.2757.4004.4831F +43.2757.4004.4840sports@gw-world.com

TECTRAXX

tectraxxHigh Tech Logistics2351 Wiener Neudorf, AustriaBrown-Boveri-Straße 6T +43.1.79.799.7688F +43.1.79.799.7608office@tectraxx.com

SUBSIDIARIES

DICALL

dicall - Weiss Logistik Systeme GmbH8401 Kalsdorf bei Graz, AustriaFeldkirchenstraße 14–16T +43.810.810.210F +43.3135.2002.529office@dicall.com

INET-LOGISTICS GmbH

Austria

inet-logistics GmbH1010 Vienna, AustriaAnnagasse 5T +43.5574.806.0F +43.5574.806.1579office.oesterreich@inet-logistics.com

inet-logistics GmbH6961 Wolfurt, AustriaHolzriedstraße 29T +43.5574.806.0F +43.5574.806.1599office@inet-logistics.com

Germany

inet-logistics GmbH61440 Oberursel, GermanyIn der Au 19T +49.6171.694.16.10F +49.6171.694.16.05office.deutschland@inet-logistics.com

Switzerland

inet-logistics GmbH8330 Pfäffikon, SwitzerlandWitzbergstrasse 7T +41.58.458.5250F +41.58.458.5251office.schweiz@inet-logistics.com

RAIL CARGO

Gebrüder WeissRail Cargo Ges.m.b.H.2326 Maria Lanzendorf, AustriaWiener Straße 26T +43.1.79799F +43.1.79799.7079rail.cargo@gw-world.com

X|VISE

Austria

X|vise innovative logistics GmbH8401 Kalsdorf, AustriaFeldkirchenstraße 14-16T +43.59006.2971F +43.59006.2959office@xvise.com

X|vise innovative logistics GmbH6923 Lauterach, AustriaBundesstraße 110T + 43.59006.2950F + 43.59006.2959office@xvise.com

X|vise innovative logistics GmbH2326 Maria Lanzendorf, AustriaWiener Straße 26T +43.59006.2961F +43.59006.2969office@xvise.com

United Arab Emirates(UAE)

X|vise innovative logisticsDubai, UAEDubai Airport Free Zone, Building 5 East,Block A, Floor 2, Office 219P.O. Box 54731T +971.4.2045.021F +971.4.2045.022office@xvise.com

GWP – GEBRÜDER WEISSPARCEL SERVICE (DPD)

Depot 06266060 Hall in Tirol, AustriaSchlöglstraße 45T +43.810.810.110F +43.5223.53439Depot0626@dpd.at

Depot 06288401 Kalsdorf bei Graz, AustriaFeldkirchenstraße 14–16T +43.810.810.110F +43.3135.57770Depot0628@dpd.at

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BORDER OFFICES

Austria

6800 Feldkirch-Mäder, AustriaGrenzübergangT +43.5574.696.2780F +43.5574.696.2785

6812 Feldkirch-Meiningen, AustriaGrenzübergangT +43.5574.696.2770F +43.5574.696.2775

6800 Feldkirch-Tisis, AustriaGrenzübergangT +43.5574.696.2760F +43.5574.696.2765

6845 Hohenems, AustriaDiepoldsauer Straße 134T +43.5576.73771F +43.5576.77186

6912 Hörbranz, AustriaAutobahnzollamtT +43.5574.696.1184F +43.5574.696.1146

6890 Lustenau, AustriaReichsstraße 28T +43.5577.827491F +43.5577.827490

6960 Wolfurt, AustriaGemeinschaftszollamt AT/CHT +43.5574.696.1258F +43.5574.696.1182gw.wolfurt@gw-world.com

Switzerland

9434 Au, SwitzerlandBorderT +41.58.458.5300F +41.58.458.5309kundencenter.schweiz@gw-world.com

9430 St. Margrethen, SwitzerlandGrenzstrasse 24T +41.58.458.5330F +41.58.458.5340kundencenter.schweiz@gw-world.com

Serbia

Eurocargo d.o.o.24411 Horgos, SerbiaGranicni prelaz HorgosT +381.24 795 015F +381.24 795 016Customs.horgos@gw-world.com

Eurocargo d.o.o.22251 Batrovci, SerbiaGranicni prelaz BatrovciT +381.22 733 025F +381.22 733 133Customs.batrovci@gw-world.com

Depot 06308700 Leoben, AustriaWaltenbachstraße 7T +43.810.810.110F +43.3842.8347.214Depot0630@dpd.at

Depot 06222100 Leobendorf bei Wien, AustriaIndustriezeile 2T +43.810.810.110F +43.2262.6819.223Depot0622@dpd.at

Depot 0621 – Zentrale2333 Leopoldsdorf bei Wien, AustriaArbeitergasse 50T +43.810.810.110F +43.2235.432.89Depot0621@dpd.at

Depot 06233380 Pöchlarn, AustriaManker Straße 55T +43.810.810.110F +43.2757.8867Depot0623@dpd.at

Depot 06276832 Sulz, AustriaIndustriestraße 16T +43.810.810.110F +43.5522.70252.63Depot0627@dpd.at

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Gebrüder Weiss Gesellschaft m.b.H.

MAKOMBundesstraße 110

6923 LauterachAustria

Project ManagementThomas Konrad

Project TeamSina BalkeRenée LormansGabriele SchneiderFrank AngererRaimund Fink

Editorial TeamSina BalkeBarbara KochFrank Angerer Thomas Konrad

PhotographyAdolf Bereuter

Graphic DesignManuela Gritsch

PrintingEBERL PRINT GmbH

TranslationXplanation Language ServicesRenée Lormans

We would like to thank everyone for their support in making this annual report possible, in particular with the photography.

Gebrüder Weiss Holding AG6923 Lauterach, AustriaBundesstraße 110T +43.5574.696.0F +43.5.9006.2609service@gw-world.com