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of logistics for fresh products
are our core
value
People
4Page
What makes
tick?13 Page
e-commerce6Page
New dimension
Magazine for Raben Group Customers | December 2013
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As a result, we are trying to use every free moment to the fullest. We use hands-free while driving in order to deal with some matters we were too busy to do before.
We check the e-mail when flying. We watch the news while eating breakfast. It is time we found a moment for ourselves. It so happens that a logistics operator can be of help here. The need to optimise the time we have at our disposal as well as the constant drive to innovation make more and more companies outsource their non-core activities. Specialist companies, such as Raben Group, are investing in the latest logistics systems and perfecting their know-how so that their Customers can achieve the desired synergy effect. In this way the outsourcing offer is becoming richer and tailored to the individual needs of Customers. Among the services rendered by Raben Group there are co-packing and kitting processes. Following the instructions of the Customer we prepare specific sets of products, e.g. by adding instruction manuals and samples to the main product and packing everything in a special box. Whereas during the kitting process, we use ready-made elements originating from different sources to prepare one set or one product which is sent to end-users as a whole. This allows for extensive personalisation of individual product deliveries.
We carefully monitor the market and spot the existing or new trends in order to develop more improvements for our Customers. Raben e-Commerce for example is a comprehensive logistics solution for online sellers. Our facilities and resources allow for offering complete services for e-Commerce. The selection of the platform for this type of business activity, the appropriate sales model and warehouse services, delivering shipments, goods return, payments and servicing Customers via e-mail and phone are the tasks which make the work of an e-trader easier. After all, the relations with Customers in Raben Group are based on a win-win strategy. We understand it not as sharing the already made cake but as baking it anew, following a new, improved recipe. This culinary metaphor illustrates our approach to services which are the answer to the needs of our Customers. The new baking ingredients, i.e. outsourcing, and the increased variety of services bring not only tangible economic benefits but also help to save time, which we all really need.
With warm regards,
Ewald RabenCEO Raben Group
In Search of Lost Time
The only thing people lack nowadays is time.
Czasopismo dla Klientów Raben Group 3
CaSe StUDY
Magazine for Raben Group Customers
RedPrairieThe requirements of the logistics operator concerning the warehouse management system are usually higher
than those of any other business which runs its own warehouse processes. When selecting a new system, Raben Group looked for flexibility and broad functionality of the software, which can be adjusted
to the internal needs and demands of Customers in a fast and problem-free manner. After the multi-stage selection process, a decision was made to use the RedPrairie system.
By using this modern Warehouse Management System (WMS), Raben Group is able to offer its Customers
a wider range of services, in particular, the operations for the very demanding e-Commerce sector or more complex services which are automatically rendered in this system, such as absolute FEFO (First Expired – First Out).
The RedPrairie software is a complex system which consists of many modules and its multilayer structure has been presented in adjacent diagram. Apart from the Transport Management, the most important factor for 3PL companies is the module for Warehouse Management which, thanks to a wide range of built-in functiona-lities and programmable variants, may be successfully adjusted to different expecta-tions of Customers and the requirements of individual depots.
Out of many available options, apart from the WMS, we have decided to purchase the following modules:► Yard Management, ► Enterprise Workforce Management,► Billing, and► Integrator (for quick integration with
external systems of our Customers). At the current phase of the integration process we are focusing on WMS, Billing and Integrator.
The history of RedPrairie in Raben Group dates back to 2011 when a contract was signed with the supplier. At the same time we created the first of the current six imple-mentation teams, and three months later, in Gliwice branch of Fresh Logistics (Poland), the first implementation project commenced.
At first we assumed that such a process would last three months. Unfortunately flexi-bility and the consequent vast number of configurable parameters lengthened the operation.
”The implementation in Gliwice (Poland) was a great challenge due to the need to introduce many modifications expanding the standard, which significantly prolonged the work of all people involved in the implementation ,ˮ recalls Wojtek Danilewicz responsible for system configuration.
Quite a slow progress of work had an influence on the decision to increase the number of implementation teams. By the first quarter of 2012, we already had three such teams, each responsible for the process in com-panies: Fresh Logistics, Raben Polska and Raben Trans European Germany. Simultaneously to Poland, we were working on the new system in Germany. One of the biggest and most complex implementations was introducted to Toshiba. ˮThanks to using RedPrairie, we were able to reach a significantly higher daily performance. (…) It was the best result we had ever had in our cooperation with Toshiba!”, Rainer Eser, Branch Manager, commented on the effects of the system implementation.
The experience gained on the German market was priceless and bore fruit during next implementations. So far, the RedPrairie system is used to service almost 30 of our Customers, not only in Germany (Regensburg, Mannheim, Heilbronn), but also in Poland ‒ Fresh Logistics (branches in Gądki, Gliwice, Straszyn, Wrocław) and Raben Polska (Błonie and Piaseczno).
By the end of the first quarter of 2014, we will have finished the implementation in Germany (next stages in Heilbronn, then Duisburg and Gütersloh), and in Fresh Logistics (Poland ‒ Grodzisk Mazowiecki).
Simultaneously, we will be working on the implementation in Raben Polska (Grodzisk Mazowiecki and Gądki). Using this system, Raben Group will be servicing the total of over 100 Customers. From our perspective, the first months of work on the implementation show that after stabilising the operations in one branch, it doesn't take long to return to the initial performance but even to improve it.
The implementation teams still have a long way to go. The other branches of Raben Group are waiting for the new system and the close of the implementation process is planned for 2016. Ultimately, we will be using one WMS and not several, as it is currently.
Piotr KicińskiIT Project Coordinator
Raben Management Services
In-Store Web
Business
EMPOWEREDCategory Mgmt
Warehouse Mgmt
Workforce Mgmt
Analytics
Promotions & Trade Funds
Customer Collaboration
Supply Chain Planning
Transportation Mgmt
All Channel Commerce
S&OP
Network / Inv Optimization
Supplier CollaborationCUSTOMER
Diagram: The complexity of RedPrairie System, source: jda ‒ Provider of supply chain solutions.
4
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are our core valuePeople
Summing up our 10-year activity on the Ukrainian logistics market we would like to talk about our most precious asset – about the people. Employees who have worked with us almost from the beginning of the company; workers who have developed and gained professional experience together with Raben Ukraine.
We present to you the interviews with two of them: South Regional Manager, Sergiy Sergiyenko, and Kyiv Warehouse Manager, Mykola Kondtratyuk.
You joined Raben Ukraine in 2005. Please describe the company at that time.Raben Ukraine operated from 5 branches at that time (Kyiv, Dnipro-petrivs’k, Odesa, Lviv and Kharkiv) where about 30 Employees worked altogether. The team wasn’t big but it was very friendly. Very often we went out together and we knew each other rather well. Regional depots had only 3 workers each: the depot manager, a dispatcher and a ware-house worker. Therefore, when the volumes started to increase, I had to work simultaneously with transport, documents and with a fork-lift on the ramp as well.
Tell us about your career path in Raben Ukraine? What did you start from?I started already on the position of the South Regional Manager but I didn’t have too much managerial experience. After some time I had to learn the basics of finance, analytics and many more. In addition, I learned how to communicate with Customers, Employees and Forwarders. I’m glad I was supported by the people who worked with me, who were real experts in certain fields.
What do you like the most in your job?I like that the industry is constantly evolving and it enables continuous self-development. Both in terms of experience and in terms of new knowledge. It is also very important that our company is constantly intro-
ducing innovations in different areas (working with Customers, services, storage, etc.). It's great not only to hear about something new, but also to be able to work with it (e.g. use the newest online communication tools and new management systems).
What was the most difficult in your job?The most difficult was to sustain the pace of the explosive growth at the first stage, when we constantly lacked means of transport, people and resources. We had to keep the pace to help specialists, to find the Customers, and many more things. It was difficult to monitor and man-age the process because of big volumes of information, planning and documentation which we had to process manually. Now, because of the technological progress and investments in this area, it is much easier. We use modern tools such as Planboard or TMS Chainware.
What would you wish Raben Ukraine for the future?I wish the company to increase the growth rates and constantly introduce new technologies, trying to be-come the best company for both the Customers and the Employees. Listen to them, develop them and create highly skilled professionals dedicated to the company. Keep the leading position on the logistics market as the Most Friendly Customer Service Provider.
Sergiy SergiyenkoPlease describe your work.My everyday duties include the organization of work for two warehouses, coordination of not only many processes, but also the personnel for timely shipping and delivering of the cargo.
Why did you decide to work in the warehouse? I am a military pilot with a university degree. At some period of my life I had to change my profession and, so to say, to start all over again. Raben Ukraine offered me the job of a warehouse worker and I decided
to try. After some time I realized that, having a university diploma and certain experience, I can handle more diversified and complex tasks. Being a hardworking and responsible Employee, I stood well with my management and therefore they decided to offer me the position of the warehouse manager, which I do now. The more difficult task my management sets for me, the more interesting the process of searching for the solution.
Have you learned anything new during your work in Raben Ukraine?I worked my way up from a simple worker to the warehouse manager. Of course I’ve learned a lot. First I studied the processes connected with correct cargo placement. The specific nature of various types of goods is also important. Over the time and along with my career development, my tasks and duties became more and more complicated, I had more responsibilities, gained new knowledge and skills. There was a shift from knowledge of operational processes to competences development in the field of personnel management.
What do you like the most in your job?Diversity of the processes, complexity of the tasks, immensity of the projects and the possibility of further development.
Why would you recommend this job to others?This job is for responsible people, who are able to establish the pro-cesses and stick to the implemented procedures; for people who can be fully concentrated in case of unpredictable situation, and what’s more important, take decisions quickly.
Mykola Kondtratyuk
5Czasopismo dla Klientów Raben GroupMagazine for Raben Group Customers 5
annIveRSaRY
1 Source: Country profile 2013. Ukraine at a glance by ACC (American Chamber of Commerce).
Raben company entered the Ukrainian market 10 years ago. It was the beginning of the logistics industry formation. First trainings and seminars on the subject of logistics just started
to appear and only few 3PL operators were present on the market. First graduates with diplomas in logistics appeared in 2005. Yet lack of qualified staff was characteristic for that time. Opening of big retail chains (2003-2008) resulted in systematization and standardi-zation of logistic processes and therefore in the demand for skilled personnel. However, despite the shortage of such people, Raben Ukraine managed to fill its team with professionals really devoted to their job and the company. Nowadays the number of qualified specialists in the logistics industry is increasing, however the problem still exists. Young graduates have a very limited knowledge about the logistics profession because it is a narrow specialization requiring certain skills which can be obtained only with experience. That is why, more and more compa-nies are developing special trainee programs for the students and cultivate their own specialists within the company. Many of them work in our company.
According to many international experts, logistics and transportation remain one of the few sectors in the Ukrainian economy that are attractive for investors (along with retail trade and agriculture). This market is developing rather rapidly (by 15-30% annually)1.
On this basis we can assume that the future of Raben Ukraine both in terms of economic and labor development is positive and promising. We have already launched the project of a new warehouse construction with 20 000 m². The opening of the new warehouse is planned for 2014. Other than that we will keep our strategy by continuous development of our regional network together with our services portfolio and quality level.
In general, the year 2013 shows that the Ukrainian business world continues to move forward and, accordingly, needs different kinds of specialists to satisfy its emerging demands. The Ukrainian labor mar-ket shows positive dynamics despite the difficult economic situation. Employers continue to choose the best of the best and the list of required competences is getting longer. We are pleased to work with such experts every day.
Boris KhruslovManaging Director
Raben Ukraine
72004 2006
292
2008
557
2010
531
2013
694
10 0
00
20 0
00 40 0
00
46 0
00
2006 2007 2008 2010 2013
60 0
00m²
72004 2006
292
2008
557
2010
531
2013
694
10 0
00
20 0
00 40 0
00
46 0
00
2006
m²
2007 2008 2010 2013
60 0
00
The number of Employees in Raben Ukraine
The warehouse capacity of Raben Ukraine
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The mission of the European Food Network (EFN) is to build a leading network for intra-community transport of fresh products of the European food
sector. For the Customers of Fresh Logistics, the crea-tion of this network means a new supranational dimension based on uniform quality standards for logistics of food products which require controlled temperature – above 0°C. Within the whole chain, the offered services and quality criteria for Customers have been defined transparently (regarding legal requirements for the food sector or controlling temperature in the whole logistics chain), just like the com-mon internal standards such as processes, documentation, IT interfaces. In the logistics of fresh products (non-frozen), the European Food Network generates the total revenue at the level of EUR 1.2 billion¹ and offers over 1 million pallet spaces in warehouses suitable for the storage of food, as well as over 3,500 means of transport guaranteeing the highest standards of transport for this type of goods.
New range of services As of October 1, 2013, the whole network launched a new range of services "vivengo", referring to the time of delivering consignments, from the flexible "vengoflex" to urgent solutions at the defined date, or special deliveries on Satur-
days, Sundays or public holidays called "vengospeed plus". The time of transport is calculated according to the radius distance from the branch picking up the consignment. The new range of transit services will be gradually launched in individual countries. From the beginning of October Fresh Logistics offers "vengoflex" and "vengofix" services in its region.
► “Vengoflex” means more flexible deliveries thanks to which the Customer is able to deliver consignments according to a predefined schedule without "urgent delivery" charges.
► “Vengofix” is recommended for deliveries on a particular day required by the Customer. This solution guarantees the time of delivery convenient for the Customer and the Consignee. More products will be implemented in stages.
As a result of the introduced changes, food logistics in Europe will be more efficient and more reliable.
Justyna Dobraś-MichałowskaInternational Distribution Director
Fresh Logistics
At the beginning of June 2013, Fresh Logistics joined the group of twelve European logistics operators which form the European Food Network. The transport network covers more than 20 countries in Europe and Fresh Logistics is responsible for the operations in the region of Poland, the Czech Republic and the Baltic States.
¹ Figures for 2012.
Discover new transport standards for fresh products in EuropeVengoflex – for shipments with flexible delivery time Vengofix – for shipments delivered on the day required by the Consignee Vengospeed – for shipments with a short delivery time and daily pick-ups Vengospeed 11 – for extremely urgent shipments which may be delivered by 11 o'clock Vengospeed plus – for special needs of the Customer, when an organised delivery on Saturday, Sunday or a public holiday is required.
New dimension
productsof logistics for fresh
7Magazine for Raben Group Customers
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7
Raben Transport, known for rendering services of full truck load transports, has been providing maintenance
services for trucks since 1994. In 1995 it also became the authorised service station for DAF trucks. The maintenance services are offered to Raben Transport's own fleet, as well as to Raben Group's subcontractors and external Customers. Qualified and experienced staff, technical infrastructure, as well as a supply of spare parts, allow for rendering services at the highest level at competitive prices. Service station The Raben Transport service station has bays for mechanical and accident repairs equipped with tools for straightening frames and cabs as well as for comprehensive tyre services. Additionally, the station has diag-nostic equipment for repairs of ABS/EBS braking systems for most types of trailers and semitrailers. Also technical tests for all types of cars and trucks can be performed by its own regional motor vehicle diagnostic station. Raben Transport is an authorised service station for AMA and BAR loading platforms, as well as SAF and BPW axels. It can also provide authorised maintenance services for Eberspacher heating systems and Carrier cooling units. Additionally, as one of the few service stations in Poland, it is authorised
for repairs of Ferroplast reefer trailers by Schmitz. It also renders non-warranty services for Thermo King cooling units. Car and truck washThe car and truck wash offers the possibility of washing trucks and internal disinfection of trailers, whereas the installed modules allow for detailed cleaning of the chassis. Since 2004, the wash has operated in com-pliance with HACCP Safety Management System. The service station and the car and truck wash have the implemented and certified Quality Management System ISO 9001:2008 and Environmental Management System ISO 14001:2004.
Tailored quality The main strength of every business is the qualified staff and efficient work organization. Therefore, the Employees of the service station are UDT-certified (UDT ‒ Technical Supervision Office) to run maintenance of loading ramps. What is more, in the second half of 2012, a decision was made to imple-ment the elements of lean management. The changes concerned the improvement of internal communication, upgrading the motivational system and to boosting the effi-ciency of the team. The key objectives were achieved through the implementation of briefings, competencies matrixes, visualisa-tion charts and job descriptions.
In 2012, Raben Transport received the honourable title of the Partner of the Year of Schmitz Cargobull service network. A year later, the company was among the laureates of the TOP 1500 of the Most Effectively Managed Transport Companies, receiving the special nomination (II prize) in the category Transport Company with a Foreign Capital. Monitoring the changing trends, we are constantly striving for development so that our offer would be the optimal answer to the needs of our Customers. For more information about Raben Transport, visit: www.rabentransport.pl
Paweł KłosowiczService ManagerRaben Transport
At the right address
We offer:► vehicle check-ups, warranty and non-warranty
repairs for DAF and Schmitz, as well as for Carrier cooling units,
► comprehensive services for trailers and semitrailers of all makes,
► comprehensive accident repairs of trucks, including straightening of frames and repairs of reefer trailers,
► 24h mobile service,
► possibility of non-cash car accident and claims management services,
► servicing and replacement of tyres, servicing of cooling equipment, parking heaters and loading ramps,
► stationary and mobile sale of spare parts,
► services of regional motor vehicle diagnostic company,
► car and truck wash services.
Vehicle services
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Do you know Hu-Go?
The new electronic toll system in Hungary
Transparent and fair way of calculation From the point of view of all independent logistic operators, this toll is an external factor which significantly influences the whole transport sector in Hungary. The payments are possible either through the HU-GO system or route tickets. That means that the vehicles equipped with a certified GPS reporting system must top up their account and, as they use the toll roads, the payment is settled automatically. If a vehicle is not equipped with such a application, a route-ticket is to be bought in advance. The fee depends on three factors: the number of vehicle-axles (J2, J3, J4), environmental classification (EUR, EUR2, EUR3, EUR4, EUR5), and the road type (highway, motorway, main road). The introduction of the new e-toll system results in a significant increase of trans-port costs (in some cases even by 30%), which in practice means the necessity of revising freight rates used by hauliers and forwarding companies in Hungary.
Raben Trans European Hungary has chosen a simple, transparent and fair way of calculation, i.e. the so-called Kummer's tables. Professor Sebastian Kummer of Vienna University of Economics and the Business Director of the Institute of Transport and Logistics – had developed a methodology for e-toll calcula-tion which have already been implemented in Austria, Germany, France, Poland, the Czech Republic, Slovakia and Switzerland and proved to be very effective.
“The costs we have to charge to our Customers don’t contain the corporate margin (added profit), just the additional expenses which are a part of the e-toll for a given trip. We did not have much time to prepare everything but I am proud that our team managed to find a professional and, hopefully competitive, solution and helped our Customers to understand and accept the painful and not budgeted extra costs.” – commented Gyula Mészáros, the Managing Director of Raben Trans European Hungary.
On 31.05.2013 the Hungarian Government accepted a law regarding the e-toll in Hungary.¹ According to the
regulation from 01.07.2013, all vehicles exceeding the total weight of 3.5 tons are obliged to pay
e-toll charge for the use of highways and main roads, which have the total length of 6,513 km.
Wilfried Reiners – 35 years
of experience in logistics
A t the end of 2013, one of the most experienced Employees of Raben Group in Germany will go into
retirement – the long-standing Managing Director Wilfried Reiners. After more than 35 years of working for Raben Group (former Birkart Systemverkehre GmbH), Wilfried Reiners can look back on an eventful past in the logistics sector, where
he always remained faithful to the region of Mönchengladbach. On his way to become the Managing Director, the educated forwarding merchant went through several career stages. After being the Head of Forwarding of the main branch in Germany
More Time for
We will miss not only a Managing Director but a friend!
Wilfried Reiners goes into retirement
¹ Law 2013. LXVII. ² EUROPEAN COMMISSION Brussels, 30.8.2012 COM (2012) 474 final.
9Czasopismo dla Klientów Raben Group
ReGIon
9Magazine for Raben Group Customers
Hungary is not an exceptionCurrently more than 22 EU countries collect toll for using some sections of roads by trucks. Their total length is 72,000 km, 60% of which is covered by electronic toll collection, and on the remaining 40% of the roads, tax vignettes are used. Ca. 20,000,000 road users pay for roads electronically. The new system, called HU-GO, has replaced the vignettes and it follows the the European Union guidelines.
The decision concerning the unified electronic toll collection system in the EU countries for trucks was made by the European Commis-sion already in 2004. It obliges all countries
to implement the European Electronic Toll System (EETS) for all categories of trucks by October 2014 at the latest². It is not clear however, when the system will be ultimately
implemented in particular countries. There is still a number of questions, from the costs of the system implementation to the profitability for drivers and transport companies. Accord-ing to the regulations, the idea is to make it possible to sign one agreement with one company in one country thanks to which the driver will be able to pay the toll for driving all over Europe. There will be only one device in the cab which will cooperate with measuring gates in many countries. The pioneers of the common solution stipu-lated by the EU are the Austrian toll operator ASFINAG and German Toll Collect. In September 2011, the companies imple-mented the TOLL2GO service which allows for toll collection in both countries via onboard equipment OBU Toll Collect.
Light at the end of the tunnel “With the implementation of the e-toll, Hungary will not be as attractive transit country as it used to be, however, it was a must to catch up with the European toll level. Nevertheless, the regulation of one system in the whole EU is a necessity and the perspective of having one invoice for using all roads in the European Union is very tempting” – said Gyula Mészáros. For more information visit the website: www.hu-go.hu
Ágnes BolykiMarketing & PR Specialist
Raben Trans European Hungary
And in the future… I can imagine a possibility to have one system
for the whole Europe, but the initiative should come from the
European level and not from the local country level.
Gyula Mészáros
and, later on, as the Branch Manager of Mönchengladbach, Aachen and Wuppertal, he led the business activities of Raben Germany after the acquisition of Birkart Systemverkehre GmbH in 2005. Besides the constant and successful develop-ment of logistics activities at Mönchengladbach and Wuppertal, one of his professional milestones was the integration of Wincan-ton‘s German Road Network into Raben Group after its acquisition in 2011. Due to his experience and knowledge in logistics
and great commitment he was able to bring Raben Group in Germany a step further to its vision of becoming a leader everywhere Raben operates. Recently he led – together with the Managing Director Robert Eberlein – 18 branches¹ and 1,500 Employees in Germany. “With the retirement of Wilfried Reiners a man of the first hour is leaving the company. We will miss not only a Managing Director but a friend”, emphasizes Robert Eberlein. “Even if I regret to lose such a competent,
always friendly and experienced colleague, I do know he has earned his well-deserved retirement – to have time for his leisure activities. He managed Raben Germany in a very competent way and with a lot of sensitiveness relating to the logistics sector, to bring the company into the position where it is today. Therefore we owe him a debt of gratitude!” ‒ said Robert Eberlein.
Karin Janecek-KäsmacherMarketing Specialist
Raben Germany
Family and Hobbies
1 Raben Group in Germany has in total of 22 branches, four of them belong to the joint venture Fenthol & Sandtmann.
10 Autoportret
ReGIon
Lithuania offers quick and easy access to three important markets: the Baltic Sea Region, the European Union (EU) and the Commonwealth of Independent States (CIS). This amounts
to approximately 750 million consumers on country's doorstep. This small market with only around 3 million inhabitants has over 4,500 logistics companies. Effectively the three Baltic States act as the gateway and logistic hubs between these massive markets.
Two international transport routes cross the territory of Lithuania and 80% of the European freight transport is carried through those corridors. The Lithuanian truck fleet counts more than 25,000 vehicles. Logistics accounts for 11% of GDP¹.
Every year we analyse the transport market and Customers' expectations. We have 3 terminals in the biggest cities in Lithuania (Klaipeda, Kaunas, Vilnius) which give our Customers an easy access to our infrastructure. These locations are really important from the economic perspective since also our largest European and Lithuanian competitors have chosen them for their activities. We are proud that Raben Lietuva has its place among the 100 largest transport and logistics companies in our country (in terms of sales revenue). Each year we move up in the ranking and in 2013 we shifted by 2 positions as compared to last year.
Raben Lietuva competes with other transport companies in providing the Customers with a wide range of services: ► domestic and international distribution,► ADR goods transportation,► warehousing services, ► sea & air freight², ► intermodal transport³,► distribution of fresh products.
Transit time This is one of the main criteria for the Customer choosing a trans-port company. Everyone wants the service to be executed as quickly as possible. Consignments transported inside the Baltic countries by our company are delivered within 1 business day. Shipments from Poland to the Baltic States reach their destination within 2-3 business days. Raben Lietuva has quite a high rate of short transit time of deliveries in the EU in comparison with other transport companies. From now on, we can offer faster and more reliable deliveries e.g. from/to Germany. The amount of terminals in this country (22) allows us to provide daily collections/deliveries and transit times have become shorter – up to 4-5 business days.
Distribution of fresh productsAfter analysing the Lithuanian market, one of the biggest advantages of Raben Lietuva among others 3PL companies is the distribution of fresh products. Since 2007, the company has been offering direct deliveries from Poland to the Baltic countries. This connection has been growing significantly so, at the beginning of 2013, Fresh Logistics4 and Raben started cooperation with the local partner in Lithuania and Latvia. This cooperation enables us to offer local logistics of fresh products from Lithuania and abroad and on-time-delivery requested by the Customer.
Financially strongIn 2011 and 2012 Raben Lietuva was rated as one of the financially strongest companies in Lithuania. CREDITINFO certified that this company had been assigned a high credit rating. In 2013 the same international consulting organization rated Raben Lietuva as one of the most stable companies in Lithuania.
Thanks to our Customers Raben Lietuva is growing and developing its services all the time. The vital rule is to constantly ensure a high level of service. To achieve that, we think proactively in order to antici-pate new demands. We are glad to offer our Customers a wide range of transport services, stability and quality all over the Baltic States.
Audrius LosunovasManaging Director
Raben Lietuva, Raben Eesti, Raben Latvia
Warehouse capacity3,000 m
2
Quality CertificateISO 9001
Employees70
The Lithuanian market Strategic location and business-friendly dynamics
¹ Source: www.investlithuania.com. ² Raben Group depot in Latvia. ³ Raben Group depot in Latvia. 4 Fresh Logistics ‒ a part of Raben Group that specialises in comprehensive fresh products logistics (which requires controlled temperature from +2°C to +6°C in the whole logistics chain).
Age: 37Education: business schoolFamily: 2 childrenHobbies: my family, music and dogsWork experience in logistics: It all began in 1995 when he started to work for Setto. In Raben Group since 2008, when it entered the Czech market.
Jakub Trnka
ReGIon
11Magazine for Raben Group Customers
Raben Logistics Czech is among the biggest logistics com-panies operating in the Czech market. Since May 1st, 2012, the Group has been present there through Raben Logistics
Czech s.r.o.¹ Currently the resources are quite impressive ‒ about 160 means of transport, 9 branches, almost 500 Employees and 70,000 m2 of warehouse capacity. We asked Jakub Trnka, the Managing Director of Raben Logistics Czech, about the condition of the domestic market and company unique selling proposition. How would you describe the current situation in the Czech logistics market? And what are, in your opinion, the main trends in the sector? In our country we are facing a highly competitive environment in logistics. The situation motivates us to be better, open to changes, and to develop ourselves. Unfortunately, there are still many compa-nies which harm this relatively healthy environment. This has a bad influence on the whole sector. Just as today, in the future our Customers will keep asking for the best (lowest) price for high-quality services. We must be ready for that and any changes that may come. Which services are crucial for Raben in the Czech logistics market? Where do you expect the biggest growth? At present the crucial services are connected with the area of ware-housing and distribution in both domestic and cross border activities. We have a very strong distribution network and history has proved that we can expect the biggest growth in those two products. What projects are you working on in Raben Logistics Czech, now? The most important project at the moment is the implementation of TMS Chainware² in our Food Division. We will have a great opportunity to use the synergy effect of distribution of non-food and food products that is nowadays very difficult to achieve. The ePod is the name of the second very interesting project of communication with our Customers and Suppliers. It provides on-line information about shipments at every stage of the delivery process. The driver confirms the delivery using a mobile application and this information is immediately available for the Raben Group Customer. The consignee acknowledges the delivery with a signa-ture on a mobile terminal. We have implemented 50% of ePods so far and we hope to finish the implementation by the end of 2013.
What are the Unique Selling Points of Raben Czech services? What do you consider in your country the most important for existing and potential Customers? I believe that our distribution network is really unique, mainly the international one, and this can be a great advantage for our Customers. Raben offers a wide range of services suitable for various product groups. We have 9 locations with modern and diversified warehouse space in crucial regions (Říčany – Jažlovice, Hořovice, Olomouc, Brno – Černovice, Hradec Králové, Ostrava – Přívoz, Kralupy nad Vltavou, Hradešín, Kněževes). It helps us to have a flexible approach to the changing needs of our Customers and a better control over the logistics processes. In your opinion, how does Raben Group differ from its competitors? Our friendly Customer Service is a big advantage. Companies which cooperate with us also appreciate our analytical skills and highly pro-fessional services while processing their orders. I think it is excellent that we can be so close to them and satisfy their needs on daily basis. What is your biggest challenge for the next 2 years? We would like to become the leader in the Czech logistics market. That is why it is necessary to maintain our pace of growth. The key factor for the success is a highly motivated team, who will embrace the goal as a positive challenge. Thank you for the interesting interview and we wish you success in your professional and personal life.
Libor BrůnaFinance Controller
Raben Logistics Czech
The biggest challenge for Raben Logistics Czech
in the next 2 yearsJakub Trnka, the Managing Director of Raben Logistics Czech,
about the situation in the local market
¹ Raben Logistics Czech s.r.o was created from three companies: Raben Logistics Czech s.a., Raben Trans European Czech and Transkam Logistik.
² TMS (Chainware) – IT system used for optimizing transport processes.
12 Autoportret
InnovatIon
The reason for most of them are consumers and their changing prefe-rences. The strategic ones depend
on the factual or subjective assessment of the condition of the local and, more frequently, the global economy. Transport, especially full truck loads, is often called the barometer of the economy. In this area, it is easiest to feel the first signs of economic revival and also to notice the drop in transported volumes and changing directions of the flow of goods. These logistics services are also subject to strict regulations which influence their shape in the future.
Co2untOne of the most important trends¹ is the constant pressure of lowering fuel consumption and CO2 emissions. It is the effect of increased awareness and care for the environment, as well as the reaction to the growing fuel prices, which account for 30 to 50% of the transport costs.
The next issue is the toll charges. Currently they account for 10% of the total costs of this sector. It seems that many European countries have spotted this oppor-tunity and use it as the steady way to repair their annual budgets. In 2030, the fees for driving into the city centre are expected to grow, which will make them accountable for approxi-mately 15-25% of the total transport costs. At present the impact of these factors is already tremendous. According to the Polish Motor Transport Institute, since 2009, the cost of 1 km in international traffic for Polish carriers has increased by 73%, to the level of euro 0,9, including the fuel by 65%, salaries and business expenses of drivers by 95%, and toll charges by over 500%.
TRANSparentlyYet another trend forces the fleet operators to have full transparency of vehicles, traffic, routes and carriers. Tracing the location of the truck, monitoring and management of working hours of drivers, controlling the fuel level in the tank, and real time corrections of vehicle routes aim at reducing empty transports and improving the planning. Experts estimate that including trucks into the car-to-car communication system, which monitors and transfers the current traffic situation, the conditions on roads and pos-sible dangers, will allow for reducing fuel consumptions by at least 10%.
SafelyRoad transport is closely connected with the issue of road safety. The available packages will allow for reducing road accidents by approximately 50%. Increasing the safety will be possible through the application of
solutions used in passenger cars, such as turn and lane assistants, as well as access control and road sign recognition systems. The European Commission has already adopted two resolutions promoting intelligent information services, i.e. real time warnings of dangerous conditions on roads and loca-tions of safe car parks for trucks.
The described trends pose quite a challenge for logistics operators. Meeting all requirements means increasing operational efficiency,
modernisation of the fleet and the develop-ment of IT systems. It will definitely boost competitive pressure and most likely polarise the market. According to the report by the International Road Transport Union², there will be a growing trend to operate larger fleets. Currently, approximately 70% of trucks are used by 11% of fleets in Europe. uniformlyIt must be remembered that the majority of regulations concerning road transport in Europe are drafted by the European Union. According to the White Paper³, there are plans to create a unified European transport zone. By 2050, we should have a highly competitive market which will use the non-renewable natural resources in a more economical manner. By 2030, the number of cars with conventional drives will have decreased by 1/2. The complete elimination of such vehi-cles from city traffic should occur 20 years
later. Simultaneously, 50% of consignments transported at distances exceeding 300 km will be shifted to other means, such as intermodal transport, which recently has been added to the services rendered by Raben Transport. The number of fatal road accidents should decrease by half by 2020 and by 2050 it should be close to zero. The key aspect is to finally implement the principle: the user and the polluter pay. Experts interpret this as the intention to shift more responsibility and costs to the carriers and the Customers who use road transport.
Let's talk about examplesThe CSR ideas described above will soon be building the competitive advantage of enter-prises. How does CSR look in practice? Can using Corporate Social Responsibility bring any measurable benefits and how? Read the next issue of Raben Autoportret to find out!
Paweł TrębickiManaging Director
Raben Transport
Logistics is an exceptionally dynamic sector. Each day, the challenges facing this
industry require making quick decisions. Some of them concern current solutions and the others
strategic perspectives.
¹ Report “Truck Transportation 2030” Roland Berger. ² Report by the International Road Transport Union, 2009. ³ Plan to create the unified European transport zone, the UC 2011.
Sustainable trends in logistics
e-CoMMeRCe
13Magazine for Raben Group Customers
Warehousing(due to the specifics of online sales,
storage on shelves/mezzanine)
Returns Management
Picking, Packing, Shipping (including the receipt into the warehouse,
preparation and packing of shipments)
Customer Care (comprehensive services for
Customers and Internet users)
Payments Management (verification of payments, COD service)
WebStore Setup & Design
(cooperation with external partners)
What makes
In 2011, the turnover value of the e-Commerce market in 17 strongest European countries reached 80 billion
euro. At the end of 2013, different estimates talk about the growth of this figure even by 50 billion euro. In Poland, the e-Commerce market is still relatively small (approx. 5.5 billion euro), 60% of which are auction platforms and the other 40% online shops, whose number in Poland is reckoned to be 12 thousand.
one-day-deliveryAn interesting innovation which may link logistics and e-Commerce is “one day delivery” ‒ a very popular catchphrase overseas. It is certain that online shops and sellers, who so far competed on price and availability of the product, will have to face a tougher competition also in the area previously deemed less important, namely the time of shipping. The “one-day-delivery" trend, which is being developed by one of the global leaders of e-Commerce ‒ the e-Bay platform ‒ will force e-sellers to look into logistics more closely. In cooperation with the domestic e-Commerce leaders, Raben Group has a chance to be a part of this revolution thanks to its experience and logistics infrastructure in the whole Poland.
DropshippingSome areas of cooperation between logistics and e-Commerce are ideal for the sector of small and medium enterprises (SME), which account for a large section of the online retail market. One of these areas is dropshipping¹, which despite still minimal popularity, aims at allowing the owner of an e-shop to focus more on marketing or managing the internet site while the logistics (managing deliveries, returns, etc.) can be outsourced to external companies, such as Raben Group.
e-Commerce in Raben GroupBuilding the e-Commerce structure allows for retaining competencies, which previously were the domain of external partners, inside the organisation. The e-Commerce Depart-ment employs 7 persons, including 4 sales specialists providing their expertise and answering any questions related to the offer and services, as well as a person responsible
for IT ‒ the technology and automatization of the process. The main locations in Poland where the service will be developed are Straszyn, Poznan (Gądki) and Warsaw (Piaseczno), which is the consequence of market expectations. The warehouse in Straszyn is dedicated for importers and distributors of goods in Poland and abroad. Gądki is designed for companies exporting goods to the Western Europe while the Warsaw branch services companies which send their goods inside the country. We are also adjusting the warehouses in Silesia (Poland) to the requirements of the e-Commerce sector.
Comprehensive approachThe key element for the development of e-Commerce logistics services is the Warehouse Management System RedPrairie which allows for providing Customers with the highest standard of services by applying such functionalities as: multi order picking, reverse picking, integration with external systems (e.g. scales, conveyors, labellers, etc.).
Due to the comprehensive approach to servicing online shops and the advanced IT solutions, Raben takes over the duties of Customers connected with managing deliveries, goods receipt and release, thanks to which the Customers may focus of developing their business, marketing and building the brand. They trusted us: LuxWeb Import | Siroscan | Soxo. We are ready for new Customers.
Małgorzata Dzięgielewskae-Commerce Director
Raben Management Servicess
The e-Commerce market in Europe is developing in a very transparent manner. Excluding the absolute leader, i.e. Great Britain, and very mature markets like Germany,
other countries are noting gradual increase of turnover every year.
¹ Logistics sales model based on shifting the shipping process on the Carrier. The role of an on-line shop is limited to collecting orders and sending them to the Carrier who delivers the shipment to the Customer.
tick?
SeCURItY
Information is one of the fundamental factors which enable functioning of a modern business. At the same time it is
a crucial asset which, due to its special character, requires appropriate forms of security.
What is information security?
Data usually flow between different systems ‒ media and, within seconds, they can be sent to the
other side of the planet. Missing information is usually noticed when it is used by unauthorised persons.
InfoSec in Raben GroupCare for information security is visible in the organisation at all times. While performing daily tasks connected with logistics and transport of goods for our Customers, we guarantee: ► confidentiality of received information, ► accessibility of data on goods and
shipments stored in our warehouses, ► integrity of information which is the base
for rendering our services.
The growing expectations of the business environment and the dynamic development of information technology pose increasing challenges in the area of data protection. It was the reason for upgrading the existing security measures. This objective will be accomplished through a new project ‒ the development of a new information security management system based on international standards ISO 27001.
Development of the information security management systemIn the first phase, the scope of the project covered all the data processed by IT systems servicing critical processes conducted by Raben Group. Verification and assessment of information resources value used by individual companies have been conducted. Also threats related to their security have been identified. The collected data have been used to run a risk analysis in depots operating in Poland, the Czech Republic, Slovakia, Ukraine, and Hungary. The analysis will be used to plan actions aimed at minimising the identified risks. Simultaneously, in the Polish companies of the Group, the overview and update of the existing policies and security procedures have been undertaken. In 2014, those activities will also be conducted in the Czech Republic, Slovakia, Ukraine, and Hungary.
After that, the project will cover the depots in Germany, the Netherlands, and the Baltic States.
The creation of the information security management system assumed the integration with the existing solutions in Business Continuity Management and Enterprise Risk Management. Plans for 2014 include the expansion of the project to more information systems and to information processed locally in Raben Group companies, as well as promotion of information security among Employees and perfecting the implemented solutions.
Maciej LewandowskiInformation Security Specialist Raben Management Services
According to international standard ISO 27001, information security is defined as guaranteeing its confidentiality, integrity and accessibility at the required level.
Confidentiality is ensuring that data are entrusted only to authorised persons.
Accessibility guarantees that they may be used at any given moment.
Integrity means that the information is complete, reliable and allows for accomplishing tasks at hand.
Autoportret14
be mobile with us www.raben-group.com
T he phrase “practice makes perfect” applies to both professional and private life. Research has shown that
in the situation of a real threat, persons who practice evacuation have better chances of efficient and effective handling the crisis than people who did not take part in such drills. The awareness of the role of practice and training in unusual situations encouraged us in 2012 to undertake the project of building comprehensive business continuity plans in companies located in Poland, Ukraine and the Baltic States. This year, in those countries we have con-ducted trainings of business continuity man-agement system. We have also implemented business continuity policy at the Group level and the documentation of the plan in individual Business Units. Another very important element is testing the implemented contingency plans. It must be stressed that conducting such exercises is also a formal requirement of our Customers who defined Raben Group companies as their key suppliers. Hence the requirement to have the tested and up-to-date contingency plans.
Scope and objective of the testsThe main objective of the tests is to verify the cohesion and comprehensiveness of business continuity procedures. It is also important to test competencies, authorisa-tions and composition of the crisis manage-ment structure. This year we conducted the
total of 7 tests in different Raben companies. They lasted from 2 to 4 hours and they followed a pre-planned scenario. In each case the script assumed a specific and possible incident which interrupted the functioning of an organisational unit. Persons included in the crisis management structure had to, for example:a) evacuate Employees, Partners and Visitors, b) secure company assets, c) notify about the incident following the
business continuity policy and plan, d) launch selected emergency resources and
actions limiting the negative impact on the operations and image of Raben Group.
Sample test scenarioThe largest test was conducted on June 18, 2013. It included Raben Polska, Fresh Lo-gistics and the following crisis management teams at the Group level: IT, Marketing and Real Estate. 55 Employees took part in the test, who were members of the crisis manage-ment structure. It should be noted that the scenario required cooperation between individual teams and companies. It also demanded taking specific actions according to the previously prepared contingency plan. The test in a form of a staff game was mode- rated by 3 coordinators. The actions taken were monitored by 12 trained observers. They took notes on the basis of which we prepared general and detailed recommen-dations for particular crisis management teams. The test confirmed that the members of the crisis management structure would be able to accomplish their critical tasks at the previously established and acceptable level
in a similar situation (e.g. for communication, reasonably quick notification of Customers about possible difficulties). The implementation of the recommendations from the tests will optimise the actions taken during a critical situation.
To summarise, according to the business continuity policy, the tests of crisis manage-ment plans should be conducted at least once a year in each company. However at the request of the Business Units we organize such exercises more frequently.
For 2014, we have planned tests not only in the aforementioned locations but also in the Czech Republic, Slovakia and Hungary, where the project of building business conti-nuity plans is currently being implemented.
Monika Appolt-BubaczRisk & Insurance Manager
Raben Management Services
Participation in the test allowed for identification of weak points
in e.g. the chain of communication and implementation of a corrective plan. Thanks to the training, the persons responsible for the processes and ope-rations are aware that all statements and releases must be drafted in cooperation with persons responsible for commu-nication. The test also allowed us to check our competencies and reactions to unexpected situations, comments one of the participants Marta Szymborska.
Business Continuity Management Testing & Exercising
Business continuity tests are usually conducted based on a staff game – a set of theoretical exercises. They are based on a defined scenario whose assumptions have been specified at the stage of risk analysis of unavailability of a critical resource.
15Magazine for Raben Group Customers
ManaGeMent
16 Autoportret
DePotS
The Dutch logistics market is one of the most mature and established in Europe. To a large extent, this is due
to the gateway function the Netherlands has for the European continent.
Gateway to the north Having launched a new branch in Oss in 2012, Raben Group opened a new location in Staphorst in June 2013. This place is also called the ˮgateway to the north ,ˮ which is clearly apparent from the thousands of cars that drive the A28 motorway to and from the north every day.
Transport and logistics infrastructure in the Netherlands is a very important factor for decision makers and almost 60% of them pointed this element as very attractive for establishing a business there¹. The central location of Staphorst and good road con-nections were also of importance for Raben Group while deciding to open the second branch in Holland.
Despite the challenging market situation, Raben Group is constantly developing its network of depots. The opening of the new branch in Staphorst is a part of the strategy to provide Customers in the northern parts of Holland with faster and easier access to our Employees.
We listen to our Customers We monitor the market and listen to them. We try to react to, or even foresee their needs. Last year we launched services of contract logistics in Holland. Now we have opened a new branch so we can be closer to them, especially those in the Northern part of the country.
The Netherlands in 2020In the view of potential investors, the Nether-lands continues to live up to its reputation as a ˮgateway to Europe .ˮ Raben Group focuses on the development of the transport network and rendering warehousing services in the Netherlands and other European countries. The new branch in Staphorst is also part of our strategy to achieve the vision of being a leader everywhere we are.
Jackie AalbersInside Sales & Marketing
Raben Netherlands
Although relatively small in terms of area, the Netherlands has a high population density and plays a significant role in the European economy.
Raben Netherlands offers international forwarding and domestic distribution, as well as warehousing services, which make the company an ideal provider of comprehensive logistics services. The company was established in the Netherlands in 1931. Currently Raben Netherlands provides employment to over 50 people and has a cross-dock of 5,400 m2 and 10,000 m2 of warehousing area in total.
Staphorst a Dutch “gateway to the north”
¹ The Netherlands, increasingly attractive ‒ Ernst & Young’s 2012 attractiveness survey The Netherlands.
EMPLOYEESover 50
CROSS-DOCK WAREHOUSE
5,400 m2
WAREHOUSE CAPACITY
10,000 m2
17Czasopismo dla Klientów Raben Group
CUStoMeR SeRvICe
17Magazine for Raben Group Customers
I n order to answer those questions, the NPS (Net Promoter Score) indicator may come in handy. The indicator has been
developed by Fred Reichheld, Bain & Company and Satmetrix. It is believed to be the most popular method in the world to "measure" Customers' loyalty, currently used by such brands as Dell, ING, Symantec, SONY, Philips or Xerox. NPS offers the information about the probability that Customers will recommend a particular company and its services.
Fred Reichheld claims that there is a direct connection between the NPS value and the results of an organisation. The research conducted by London School of Economics proves that a 7-point growth of NPS correlates with a 1% increase in sales. What is interesting, Net Promoter Score among market leaders grew faster and was related to higher profi-tability and lower rate of Customers leaving the company than in the case of businesses with lower NPS.
Raben Group also decided to measure the in-dicator in question in individual Business Units. Therefore we have added a section connected with NPS to our Customer Satisfaction Survey. This indicator is based on one question: ˮHow likely are you to recommend our company to your colleagues/friends?ˮ
The answers are given on the 1 to 10 scale. There is also a clear division of the respon-dents into:► Detractors (0-6) ‒ dissatisfied Customers
who readily criticise a particular brand or company,
► Passives (7-8) ‒ passive Customers who are satisfied but less enthusiastic,
► Promoters (9-10) ‒ loyal enthusiasts in-clined to actually recommend the business.
NPS is calculated in a very simple way: the % of detractors is subtracted from the % of promoters, however the result is expressed by a number and not a percentage value. In extreme cases it may reach the value from -100 (everyone is a detractor) to +100 (every-one is a promoter). Basically the positive NPS (value higher than zero) is considered good and NPS ≥50 even perfect.
Nevertheless, measuring the indicator is only the beginning as it is not just about calculating the points. What is important is the possibility of obtaining two crucial pieces of information: ► which of our Customers are Detractors,
Passives and Promoters► …and why.
Actually, only the analysis of the answers to the "diagnostics" question (Why?) will allow us to plan follow-up activities aimed at correcting possible problems and directing appropriate communications to particular groups of Customers.
At the time of writing this article, the survey in individual Raben companies was only starting and it is difficult to estimate its results. Regardless of the outcome we still have quite a lot of work in front of us because as Horst Schulz (former CEO of Ritz Carlton) once said – unless you have 100% Customer satisfaction… you must improve.
Katarzyna OstojskaCustomer Service Manager
Raben Management Services
Loyal NPS?
Are Customers satisfied with what we do every day? Is there a link between the level of satisfaction and the pace of growth of our company? What makes the Customers recommend our brand? These are just a few important questions we ask as Raben Group.
0
Detractors Passives Promoters
completely unlikely
verylikelyneutral
1 2 3 4 5 6 7 8 9 10
Unless you have 100% Customer satisfaction…
you must improve.
For the leading American brands,
the NPS value oscillates around 50-80.
The NPS for:
‒ Apple is 66,
‒ Amazon.com 73,
‒ Harley-Davidson 81.
Whereas the average NPS of
American brands is between 5 and 10.
18 Autoportret
SHe
18 Autoportret
Behavioural A-B-CDespite numerous trainings,
available procedures and their professional knowledge, people
very often tend to make decisions which result in accidents. According to statistical data (Drawing 1), a vast majority of events with serious consequences is caused by inappropriate human behaviour¹. Contrary to the general opinion, equipment failures are seldom the direct cause of injuries among Employees. Why is it so?
A-B-C (Antecedent – Behaviour – Consequence) In order to better understand the causes of incidents originated by people's actions, the ABC² analysis is frequently used. Using this method not only allows for understanding organisational flaws but it also helps to
modify processes, so that they are safer and more environmentally friendly. The consequences of our behaviours frequently become the antecedents of changes... of our conducts.
However, what influences our actions the most are the consequences (see: Drawing 2). It happens in particular when they are immediate, positive and certain not to occur. On the other hand, such factors as procedures, standards, trainings, and warning signs only activate a specific behaviour however they do not reinforce it. Therefore they have a more limited impact on developing positive and, above all, safer habits at work. Consequently, the implementation of the rules developing BBS ‒ Behavioural Based Safety ‒ seems inevitable in these circumstances. We wish to build the culture of safety and successively lower the risk of injury for Raben Group Employees and its Partners. Grażyna Łukasik
SHE Project Manager Raben Management Services
Drawing 1. Source of accidents
4-20%machIne
80-96%behavIour
Antecedent – a trigger or activator of our behaviour, e.g. a ringing phone, the sense of touch, a speed camera, training, expectations of others.Behaviour – an action i.e. what we did or did not do, what we said, e.g. answering the phone, taking your hand away from the hot surface, lowering the driving speed, correct loading of a shipment on the forklift, etc.Consequence – a result of the action – having a phone conversation, avoiding getting burnt, avoiding a speeding ticket, loading shipments on the trailer on time, etc.
ANTECEdENT BEHAVIoUR CoNSEqUENCE
a b c
BEHAVIoURAL MECHANISMS
Appropriate education and knowledge are the bedrock of safety at work. Developing correct behaviours among Employees is necessary in order to avoid actions which result in accidents and, therefore, our companies often organise mandatory trainings in this field. However, the most effective education is when learning with pleasure ‒ by playing. In November 2013, Raben Group organized a competition called ˮThe SHEpper .ˮ The participants invited to take part in the competition were the top managers of Raben Group who, every day, following the rule that ˮthe example comes from the top ,ˮ
plan logistics processes and influence the development of safe behaviours. High awareness of managers in the SHE area (Safety, Health and Environment) is the best foundation of development and reinforcing the culture of safety.
Taking part in the quiz, the Managers were able to test their knowledge of rules of safety and health protection existing in our company, not only with regards to the Employees but all stakeholders of Raben Group.The leading topic of the quiz was the SHE policy which sets the direction of develop-
ment in the field of safety and health, and defines general rules which apply to all Raben Group companies.
The participants competed for the prize ˮThe SHEp-per's Golden Hard Hatˮ and the titles of the Captain, First Officer and Second Officer. In January 2014, we will meet the captain and the officers.
Education is fun – The pper Competition
¹ Raben Autoportret ”A man or machine?”, p. 18, May 2013. ² A-B-C (Antecedent ‒ Behaviour ‒ Consequence) ‒ the analysis of triggers, actions and consequences.
ANTECEdENTS CoNSEqUENCES
BEHAVIoUR
HABIT
FeeDbacK
15% 85%Drawing 2. Triggers and a change of behaviour
19Czasopismo dla Klientów Raben Group
CSR
19Magazine for Raben Group Customers
Today the consumer wants to know what material the clothes she/he is wearing are made of, who produced
them and where. They are conscious of their influence on the world. In the era of social media Customers have their say and every post has a huge, international range. No company can afford a consumer boycott, which, in the times of Facebook, may have a global character.
To know moreTherefore, there are more and more com-panies which publish social reports. In 2011 as many as 95% of global corporations pub-lished data concerning relations with broadly understood environment, responding to the need of Customers who “want to know”¹.
You can find there information regarding the ways of caring for Employees, the number of work accidents and ways of avoiding them. The data concerning the ways of limiting
the use of resources are also published. It seems that this part is most popular among the readers, both Customers and the competition, due to the fact that “green” actions influence the world we live in and eco-logical savings translate into financial gains.
Green sign of the times In the previous editions of Raben Autoportret we wrote about ecological ways of fleet costs optimization. Yet we must also remember about the office sphere – HR and accounting, which usually use up the greatest amount of paper which makes quite a considerable cost for the company. The biggest Polish daily, Rzeczpospolita, calculated that the costs of printing may amount to 6% of the company’s income and that an effective printing controlling system may lower those costs even by 30%. In 2012 Raben Group initiated an electronic HR system project which allows for filling
in and sending holiday requests forms online. Within this initiative there are special e-zones in warehouses where warehouse workers have a possibility to use Intranet and the new online HR program.
Green AuditIn 2013 we carried out a Green Audit in all 130 branches of Raben Group. We checked if we print double-sided, use air-conditioning properly or use ecological snow removal (while clearing snow from roads).
By the way, it is our pleasure to publish this issue of Raben Autoportret first time on recycled paper. It is a green sign of the times…
Marta SzymborskaCSR Leader
Raben Management Services
¹ The KPMG’s (advisory body’s) report reveals that in 2011 as many as 95% of international corporations published such report as compared to 83% a year before.
Raben Autoportret, Magazine for Raben Group CustomersPublisher: Raben Management Services sp. z o.o., ul. Zbożowa 1, 62-023 Robakowo, Poland Photo: Raben Group, Fotolia p. 12, 13, 14, 15, dreamstime.com p. 19. Published: 2/yearCirculation: 7,000 copiesLanguages: Czech, English, German, Hungarian, Polish, UkrainianOnline version: www.raben-group.com/raben-autoportret.htmlPublished on Respecta ecological paper with FSC certificate.
The world is constantly changing. Companies which want to develop and survive in difficult times have to observe the environment attentively.
Social trends influence decisions taken in companies as they must respond to Customers’ needs.
our impact on the office world around us
“G” for green
130 depots in 10 countries | 1,000,000 m2 of warehouse space | 8,000 Employees | 6,000 means of transport
Sea & Air & Intermodale-Commerce
FMCG Food
Retail
Chemistry
FMCG Non Food
Automotive
Technology
www.raben-group.com www.freshlogistics.com.pl
Raben Group offers logistics solutions for different sectors
