Mobility - The Portal Magazine

Transcription

www.iamovers.org
VOLUME XLVIII
The Journal of the International Association of Movers
March / April 2016
IAM Dynasties
1877 Stein: A family affair for five generations
ge t in touch
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2015–2016 EXECUTIVE COMMITTEE
CONTENTS
PRESIDENT
Terry R. Head
CHAIR
Margaret (Peg) Wilken
Stevens Forwarders Inc.
VICE CHAIR
Tim Helenthal
National Van Lines, Inc.
GOVERNING MEMBERS AT LARGE
Georgia Angell
Foremost Forwarders, Inc.
John Burrows
DeWitt Moving & Storage
Stephan Geurts Jr.
GovLog, N.V.
Michael Richardson
Senate Forwarding Inc.
CORE MEMBERS REPRESENTATIVE
Vacant
G
CORE MEMBERS REPRESENTATIVE AT LARGE
Boris Populoh
Willis Relocation Risk Group
IAM-YP REPRESENTATIVE
Catherina Stier
GENERAL COUNSEL EMERITUS
Alan F. Wohlstetter
CORE MEMBERS MANAGEMENT BOARD
AFRICA
Laura Wegener
Stuttaford Van Lines
Patrick Le Merrer
Deminter International
CENTRAL & SOUTH AMERICA & CARIBBEAN
Alvaro Stein
Decapack
Manuela Carolina
Caribbean Moving Services N.V.
EASTERN & SOUTHEASTERN ASIA
Aakanksha Bhargava
PM Relocations
Patrick White
Santa Fe Group
EUROPE
Aivars Usans
FF International Movers, Ltd.
Barbara Savelli
Gosselin Mobility Italy
MIDDLE EAST & NEAR ASIA
Ajay Bhalla
Leader Relocations
Eran Drenger
Ocean Company Limited
NORTH AMERICA
Heather Engel
True North Relocation, LLC
Arthur Drewry
Taylor International
OCEANIA
Rebecca Parker
M. Dyer & Sons Inc.
George Cooper
MetroMovers
THE PORTAL
•
March/April 2016
•
Volume XLVIII
8HEADLINES / Terry R. Head
What Makes a Dynasty?
FEATURES
11
PORTAL FOCUS: IAM Dynasties
IAM Dynasties: Leveraging Experience and Tradition / Joyce Dexter
Companies profiled: 1877 Stein (12) • AGS Movers (14) • Nelson Westerberg, Inc. (16) •
Coleman Worldwide Moving (17) • Sourdough Transfer, Inc. (19) • Hilldrup Moving
& Storage (20) • Stevens Worldwide Van Lines (22) • Interstate International, Inc. (24) •
Robinsons Relocation (26) • New World Van Lines, Inc. (28) • Reliable Van & Storage (29)
Harsch, The Art of Moving (30) • The Pasha Group (31) • Decapack (32) •
Wilhelm Rosebrock (33) • M/s Packways India (34) • Mudanzas Gou (37)
39
IAM Young Professionals (IAM-YP)
47
2016 DP3 Rate Filing: The Saga Continues / Charles L. White
49
Green Inks
Military/Government Update
Portal to Asia
Succession, According to Plan / Rob Faraone
2016 IAM/ILN and CLN Gatherings Generate Synergy in Singapore
IAM President Presents at IMC World Convention
49
53
55
57
Maritime/Ocean Shipping
59
PORTAL PROFILE:
Details, Details: Getting Personal at Globe Moving & Storage Co. Pvt. Ltd. / Joyce Dexter
61
Executive Suite
69
Movers Doing Good
61
63
65
66
67
68
Understanding the Past, Moving into the Future: IAM/HHGFAA History Project /
Rick Curry
The State of Industry Standards / Ray daSilva
Review of RPP in the 2015 Fiscal Year / Brian Limperopulos
Today’s Sexier Spin on Logistics / Skaiste Ructye
IAM Code of Ethics: FAQs / Brian Limperopulos and Margaret Kerr
Update on International Sanctions on Iran / Margaret Kerr
DEPARTMENTS
71
81
83
Industry News
Welcome New Members
Washington Update
The Portal is published bimonthly by
the International Association of
Movers (IAM), 5904 Richmond Hwy.,
Suite 404, Alexandria, VA 22303.
Phone: (703) 317-9950. Fax: (703)
317-9960. Email: [email protected].
Website: www.IAMovers.org.
For subscriptions and changes of address, email membership@iamovers.
org. Send editorial material to
[email protected] and
[email protected]. Send advertising queries and materials to Tom
Lasch ([email protected]) and
Steve Wafalosky (stevew@larichadv.
com).
85
86
86
Portal Advertising
Advertisers Index
Industry Calendar
THE PORTAL
President & Publisher
Terry R. Head
Senior Vice President
Charles L. White
Director of Finance
Steve Cox
Director, Programs
Brian Limperopulos
Manager, Operations
Jamila Kenney
Manager, Member Services
Julia O’Connor
Manager, Website Content
Carl Weaver
Coordinator, Membership Services
Margaret Kerr
Layout/Design/Editor: Joyce Dexter
Project Manager: Janet Cave Seely
HEADLINES
What Makes a Dynasty?
P
robably our most eagerly anticipated and widely read issues of The Portal magazine are those in which we highlight IAM member companies and the people who
own and operate them. The focus of this issue is on IAM Dynasties, with a deeper dive
into perhaps learning the factors affecting those companies’ success over three or more
generations.
To attempt to answer the question posed by my title, let’s start with the definition
of the word dynasties. In my research I found several, but the one that seemed most on
target is this:
A dynasty is a series of leaders in the same family, like the British Royal Family,
or a local commercial dynasty, in which several generations have made their
name or fortune at the family business. The word dynasty, pronounced “DIEnas-tee,” comes from the Greek word dynasteia, meaning “power, lordship, and
sovereignty.” If you are part of a dynasty, you probably do have power—and
possibly also wealth and privilege.
TERRY R. HEAD
IAM President
8
March/April 2016 • THE PORTAL
I’m not sure about the power, wealth and privilege part when you apply the above
definition to the moving and relocation industry. However, longstanding companies
and the people who run them usually do command a lot of respect from their peers, so
I guess that could constitute a type of wealth; and sometimes with respect comes the
privilege and power to influence people.
But on the flip side, when you are part of a dynasty, there is also pressure to achieve
as much as your parents, grandparents and other relatives who either founded the company or ran it before you.
I think you will really enjoy viewing the profiles of IAM member dynasties as you
discover some very interesting company and personal histories in our midst. I do have
to admit that some of the stories made me feel quite old, as I have had the privilege of
knowing and working with three—and in a few cases four—generations of some of
these family-run businesses.
Also in this issue, we remember and pay tribute to our dear friend Jackie Agner,
who recently passed away following her courageous battle with cancer. Jackie, who
was the Core Member Representative on the IAM Executive Committee, was a multigenerational member and longstanding volunteer leader who served the Association in a
variety of capacities.
As the heart and soul of the association, Jackie certainly commanded the respect of
the board and membership, thus affording her—to echo the definition above—power,
lordship, and sovereignty. I know she certainly had a lot of power and lordship over me
… and I will miss that dearly.
I would also like to bring your attention to a couple articles in this issue that offer
summaries of two recent meetings and conferences in Asia in which IAM played a key
role. I had the honor and privilege of attending and presenting at the IMC World’s 5th
Annual International Mobility Convention in Thailand (see report on page 55). IAM
also conducted its third IAM/ILN Regional Meeting in Singapore (page 53), which was
done in partnership with the Combined Logistic Network.
Increasingly, the Association finds itself called upon to participate in or provide
assistance to a number of other U.S. and overseas based industry trade associations
representing the forwarding, moving and relocation industries.
IAM does not aspire to have “power, lordship, and sovereignty” over the entire industry, but I guess it wouldn’t be too much of a stretch to think that in some ways, IAM
is regarded as a developing dynasty in its own right.
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PORTAL FOCUS: IAM DYNASTIES
IAM Dynasties: Leveraging Experience and Tradition
By Joyce Dexter, Editor, The Portal
E
very year or so IAM schedules an issue of The Portal that
focuses on some aspect of family-owned businesses. It
shouldn’t surprise us—and yet it somehow does—when the
theme is announced and takes on a life of its own. Invariably, our
members are eager to tell the story of their companies’ rich history over decades and even centuries, and send us their stories.
In past issues, we’ve explored how relationships survive and
thrive when partners work in close proximity; the tricky task
of elevating the boss’s children into positions of authority; and
other topics that illuminate the special nature of family-owned
and -operated companies.
As expected, the theme of this issue—IAM Dynasties—has
generated a great deal of response from readers. The Portal
invited IAM members now in their third or later generation of
family leadership to provide insights into how they keep the
company flame burning bright and strong. Each story is unique,
but all share common threads: ambition, resilience, resourcefulness and a shared goal among family members to continue their
company’s traditions and build on its strengths.
“Build” is certainly the operative word in describing the
evolution of these companies. So many began around a kitchen
table, perhaps with one truck or buggy, a single horse or mule
(or, in one case, a dog sled), and gradually added more vehicles,
a worker or two, a new service to fill a need. Those were the
bricks and mortar with which enterprising movers grew their
businesses into strong and prosperous enterprises their founders
could only have dreamed of.
Interestingly—at least among the companies profiled in this
issue—joining the family business has been seen by younger
generations as an opportunity and privilege rather than a duty
or obligation. Carrying the torch that has been passed from
ancestors who poured so much time, energy and heart into their
creation is a solemn responsibility; being entrusted with a business founded on the vision and labors of fathers and grandfathers
is not something to be squandered or taken lightly. And, as the
stories in these pages shows, the heirs and successors of those
founders are well equipped and prepared to lead.
Contributors in This Issue
1877 STEIN s.r.l. (www.1877.eu)
AGS Movers (www.agsmovers.com)
Coleman Worldwide (www.colemanallied.com)
Decapack (www.decapack.com)
Harsch, The Art of Moving (www.harsch.ch)
Hilldrup Moving & Storage (www.hilldrup.com)
Interstate International, Inc. (MoveInterstate.com)
Mudanzas Gou (www.mudanzasgou.com)
Nelson Westerberg International, Inc.
(www.nelsonwesterberg.com)
New World Van Lines, Inc. (www.nwvl.com)
Packways India (www.packways-india.com)
Reliable Van & Storage (www.reliablevan.com)
Robinsons Relocation (www.robinsonrelo.com)
Sourdough Transfer, Inc. (www.sourdoughtransfer.com)
Stevens Worldwide Van Lines
(www.stevensworldwide.com)
The Pasha Group (pashagroup.com)
Wilhelm Rosebrock (www.rosebrock.com)
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Arnaldo Righetti, his wife, Enza, and their son, Marco with two
containers that were last used in the 1970s by Security Storage Company of Washington, DC, to move the household and
personal effects of French Ambassador Charles Lucet. 1877 Stein
represented Security in Italy.
One company, two families, five generations
The name of the company is a capsule of its history: 1877
Stein was an international freight forwarder in Frankfurt on the
Oder, Germany, founded in that year by Ludvig Stein and his
brother, Carl. When Carl Stein became ill, and his doctor suggested that he would fare better in a Mediterranean climate, they
pulled up stakes and moved their operations to Rome. Alas, after
only two years, Carl died, and Ludvig honored his memory by
naming the company C. Stein.
Ludvig led the company until 1916, when his daughter,
Irene Stein, took over. Six years later, Aldo Righetti joined C.
Stein as a bookkeeper, but he rapidly became indispensable in
the operations department, and soon became responsible for
overseas traffic. In 1945, Irene Stein gave him full power of
attorney. World War II had just ended, and under Righetti the
company grew quickly, particularly after becoming the preferred
mover of the U.S. Embassy in Rome and a first choice among
most movers and carriers in the United States.
Fast forward to 1964, when Irene Stein, who had no inheritance, decided to close the company or sell it. Righetti bought
it and ran it successfully until 1981, when his son, Arnaldo
Righetti, became the second generation in that family to guide
the business. Arnaldo expanded the business, adding important
accounts and overseas agents. In 2004, he decided to transform
the privately-owned company—renamed 1877 Stein srl—into
a society with limited responsibility (i.e., a partnership), selling 50 percent of the assets to his wife, Enza, and the other half
to his son, Marco Righetti. By 2007 the society had increased
its exposed capital to 100,000 euros, providing stability and
guarantees for important clients. Arnaldo Righetti continued as
administrator until March 2015, when he shared that role with
Marco. Today, under Marco—the third generation of Righetti
leadership—the company continues to thrive.
The Stein brothers imported their knowledge of freight
forwarding from Germany, although no one knows how they got
into that business or gained their early experience. It is known
that Irene Stein became involved in the company early on, learning to manage from the outside and wisely delegating responsibilities to the right people. Aldo Righetti served multiple roles at
12 March/April 2016 • THE PORTAL
1877 Stein, starting as a clerk but familiarizing himself with all
aspects of the company, from bookkeeping to carting to dealing
with banks, employees and clients.
When Aldo’s 12-year-old son, Arnaldo, suffered failures in
school, he was—as was typical in those days—sent to work in
the warehouse, recovering used packing material, straightening
used nails, cleaning vehicles and performing any other miserable
kind of work, “No one in the family would expect him to love
working hard without watching the time or showing fatigue,”
says Marco Righetti. “Although that was his only failure in his
studies, Arnaldo didn’t miss a vacation working for the company
and getting very solid experience, and learning labor capacity
and needs.”
Marco Righetti notes that his father was served well by being steeped in the day-to-day life of the business. “He is excellent with clients and is like a psychologist, knowing how to deal
with Ambassadors as well as their assistants. He never promised
something he or his company couldn’t deliver and has earned
respect for his humility and generosity.”
Now marching down the well-trodden path blazed by two
previous generations, Marco also has expanded the business by
diversifying its services to provide more stability to the company
in the event of crises or other unforeseen events. He, too, has
earned the admiration of his employees and colleagues, as well
as clients, agents, bankers and suppliers.
Today, three members of the Righetti family—Arnaldo, his
wife, Enza, and their son, Marco—are keeping 1877 Stein on
course. Will future generations of Righettis be equally eager to
join the family business? “My son, Davide, is only three and a
half years old,” says Marco, “and no one can say what he will
be willing to do. For the moment, trucks are among his favorite toys, but who knows? With the exception of Aldo, who was
asked upon completing his studies to choose between Stein and
working at a bank when he was 18, everyone else in the family
had forwarding and removals running through their veins from
the moment they were born.”
Regardless of whether little Davide takes the company reins
someday, Marco Righetti is confident that continued family ownership, a committed staff and focusing on smart growth will keep
1877 Stein securely in place for many years to come.
On the cover: A family affair for five generations, 1877 Stein
(based in Rome, Italy), is jointly owned by Arnaldo Righetti and
his wife, Enza (center), and their son, Marco Righetti. Also pictured: Import/Export Manager Marie-France Gaudet (on dolly),
Import/Export Assistant Ilaria Ceccarelli and Archive, Storage & EU
Removal Manager Luigi La Licata.
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AGS founders Isaac and Sarah Taïeb
A strong foundation in family
When it was established 42 years ago
as a family-run one-truck operation,
few could have predicted AGS Movers’ (www.agsmovers.com) continued
growth into a global industry leader.
Today, AGS Movers is a powerhouse
in the international removal industry.
With 127 locations in 84 countries, it
leverages its decades of experience and a
fleet of more than 1,000 vehicles to serve
its clients. AGS has company-owned
branches in Europe, Asia and Africa, and
continually expands its service offerings through sister companies under the
MOBILITAS Group umbrella, a network
offering a comprehensive range of removal, relocation, storage and document
management solutions.
In the 1970s, however, AGS Movers comprised one family, working at a
single branch. The company’s founding
couple, Isaac and Sarah Taïeb, opened
and staffed the first AGS branch in Paris
in 1974, coordinating their earliest household removals with two workers and only
one truck.
The caring relationships and warm
corporate culture that Isaac and Sarah
fostered are fondly recalled by AGS’s
longest-serving employees. Seven of the
AGS Paris staff members have served
the company for more than 30 years, and
many other long-time employees work in
various cities where the Group operates.
Isaac and Sarah Taïeb’s four children were allowed to decide whether to
become involved in the family business,
and all embraced the opportunity: Alain
Taïeb, current chairman of the MOBILITAS Group; Joëlle Castro, board
member focused on agent relationships;
Simon Taïeb, operations manager; and
Gilles Taïeb, board member focused on
sales and marketing.
Ever since his earliest days at the
company Alain Taïeb has been a hands14 March/April 2016 • THE PORTAL
Alain Taïeb, chairman of the MOBILITAS
Group, was inducted into the IAM Hall of
Honor in 2012.
on leader, and he still is intimately involved in all aspects of key undertakings,
including championing AGS’s Africa54
project, which will see the company with
a physical presence in every African
country in 2016.
Alain’s ascent to leadership began at
the bottom of the ladder. As a young man
he frequently donned his mover clothes
to assist with heavy lifting on removal
jobs. Armed with a degree in chemical
engineering, Alain gained additional
work experience before joining AGS as
its CEO; subsequently he succeeded his
father as chairman. He has been named a
Knight of the French National Order of
Merit, and in 2012 he was inducted into
the IAM Hall of Honor.
Seven members of the extended
Taïeb family—across three generations—now work for the AGS Group or
its sister companies. With a broad mix of
critical business skills, the family’s third
generation has been carefully mentored
in the removals industry to follow in their
forebears’ footsteps.
Joëlle Castro’s son, Cédric Castro,
joined the AGS Group in 2001 as managing director for one of its business units,
and went on to serve at the head office
in other executive board roles: international auditor director, chief financial
officer and chief executive officer. Based
in South Africa, earlier this year he was
named the new Group CEO.
Alain Taïeb’s daughter, Julie TaïebDjiane, joined the family business in
2010 through MOBILITAS. After three
years working in the Human Resources
department, she transferred to another
Group subsidiary in France—Executive
Relocations—as its director of projects
and development.
Gilles’s son, Benjamin Taïeb,
completed five years of business school,
specializing in Mandarin. This prepared
him for his first job at AGS Four Winds
Shanghai, where from 2009 to 2011 he
worked as an auditor and supervised the
opening of new branches in the network.
He went on to join the head office in
2011, and became involved with property
acquisitions for the Group’s brands. In
2013 he was named the company’s head
of real estate projects.
Regardless of how large the AGS
Group grows in the future—and there are
always exciting redevelopment plans in
the pipeline—the continued involvement
of each generation assures that it will
never lose sight of its roots, or its unique
family-oriented and -guided culture.
AGS IAM ad_1MARCH_2016.indd 1
3/3/2016 9:15:19 AM
John Westerberg
(far left) and his
son, Stephen
Westerberg, are
Chairman and CEO,
respectively
Nelson Westerberg’s first truck, circa early 1900s
From coal and ice to pianos and furniture
The Illinois-based company Nelson Westerberg, Inc.
(www.nelsonwesterberg.com) was founded by Oscar Westerberg and Fred Nelson in 1904, as a family-owned and -operated
coal and ice delivery service. Soon, however, Nelson Westerberg
began moving pianos and bulky furniture to meet the needs of
Chicago’s growing population. In 1930 Oscar’s son, Richard
Westerberg, and Fred’s son-in-law, Harry Berg, began running
the company.
In 1962, John Westerberg, Oscar’s grandson, joined the
company at age 24 after earning his university degree. John become the sole owner in 1982 and built the company into a corpo-
ration with annual revenues of $80 million. Under his leadership
Nelson Westerberg became an Atlas Van Lines agent. In 1985 the
company launched its international division as an independent
freight forwarder catering to a world on the move.
Stephen Westerberg, John’s son, joined the family business in 1996 after pursuing double majors in business and
communications at Hanover College. He has held numerous
positions over the years but began his full-time career as a sales
representative at Nelson Westerberg. By 2000 he advanced to
senior vice president of sales, marketing and quality control, and
was the top household goods sales producer for Nelson Westerberg and Atlas World Group in 2006, 2007 and 2008.
John Westerberg is chairman of the company, and in 2014
Stephen became CEO—making them the third and fourth generations to lead the business. Today Nelson Westerberg remains
family-owned and true to its core business of global moving and
storage services for corporations and their employees.
Hampton Roads Port Services, LLC | 3924 Cook Blvd | Chesapeake, VA 23323
757-575-5231 | [email protected] | hrportservices.com
Three generations of Colemans—John, Andy, Jeff and Jim—with
an antique company truck
A century of progress
The Coleman family’s history in the moving and storage industry
began in Hutchinson, Kansas in 1914. More than a century later,
Coleman Worldwide Moving, headquartered in Midland
City, Alabama, is run by former IAM Chair Jeff Coleman, the
fifth generation of his family to lead the company.
In the 1960s, Coleman’s current chairman, James F. Coleman, purchased the moving company from his parents, Francis
and Virginia Coleman, and managed the organization’s dayto-day operations along with his three brothers, Doug, Pat and
Dale. James grew the company to include more than 15 offices
in seven states. As the company expanded, many of the four
Coleman brothers’ children followed in their parents’ footsteps
and started working in the moving industry at an early age.
Jeff Coleman, James’ son, along with his brother, John,
and many cousins and nephews, currently have leadership roles
throughout the company. They were all born and raised in the
moving business and have learned and worked in various positions within the company, including as packers, drivers, sales
consultants and warehousemen. Working there during high
school and college helped build a strong foundation for their
future roles in the moving industry. Some family members have
been with the company since college and others went into other
fields, only to return to the family business. For example, John
Coleman graduated from law school and practiced law before
becoming an ordained minister in the Episcopal Church. Today,
he serves as executive vice president and general counsel for
Coleman Worldwide Moving.
The future of Coleman Worldwide Moving looks bright,
with the sixth generation of the Coleman family beginning to
take management roles within the organization. Today the family
looks forward to its next 100 years of business.
17
An early Sourdough conveyance
Striking gold in Alaska
There are times when so many family members and in-laws have
been involved in a company over decades that an outsider needs
a “cheat sheet” or diagram to keep everyone straight. Alaskabased Sourdough Transfer, Inc. is a case in point.
At the height of the Klondike Gold Rush, in 1898, a man in
Dawson City, Alaska, named “Sourdough Bob” Ellis recognized
the potential of commercial transportation services. He began
hauling prospectors’ gear to their camps, using dogsleds in winter and horse-drawn wagons in the summer. In 1902 he moved
to Fairbanks, where he continued to haul freight for miners.
And thus Sourdough Bob began what would become a trucking
company before trucks were even invented.
In 1923, Ed Hering, the great-grandfather of the current
owners, bought what was then Sourdough Express from Ellis.
The company has been in the family since that time, as children
and in-laws through the generations put their own spin on the
business to make it the diversified transportation powerhouse it
is today.
Since then the company has passed through several hands.
Hering’s son-in-law, Gene Rogge, bought it in 1927—the year
Sourdough Express began handling fuel deliveries in Fairbanks.
In 1948, after World War II, Rogge sold it to his brother-in-law,
Leo Schlotfeldt, and Leo’s wife, Agnes Hering-Schlotfeldt. Eight
years later they entered the household goods market and soon
started handling military and commercial moves.
Schlotfeldt’s son-in-law, Richard “Whitey” Gregory, and
daughter, Sue Schlotfeldt-Gregory, became the third generation of owners. Their son, Jeff Gregory, moved to Anchorage
after Sourdough became an agent for Global Van Lines in 1987
and opened a terminal there. Within a few years, in 1995, Jeff
Gregory—who is now CEO—and his sisters, Debbie Gregory
Norum, vice president finance, and Karen Gregory Conover,
vice president marketing, bought out their parents. In 1997, they
separated the freight division from the household goods division,
forming Sourdough Transfer.
Through the generations, the children in the family were
prepared for leadership the old-fashioned way. “We had an abundance of on-the-job training,” Conover explains. “We all worked
at the company as kids after school and in the summer. We were
exposed to every aspect of the business—operations, accounting
and customer service.”
Despite the thorough preparation they got, however, no
one in the family was ever expected to work at Sourdough just
Clockwise from top left: Josh Norum, Jeff Gregory, Karen Gregory
Conover and Debbie Gregory Norum
because they were family. “They have all been given the opportunity to be a part of the business,” Conover adds. “All the
generations have had opportunities to work here in the summer,
after school or on school breaks.”
Today, in addition to the three owners, Debbie Norum’s son,
Josh, and his wife, Jayme, work in the family business. Although
no one knows what the future will bring, says Conover, “Our
plan is to take Sourdough Transfer, LLC successfully into the
fifth generation.”
Gene Rogge (left) and his brother-in-law, Leo Schlotfeldt during
the 1940s
19
Charlie McDaniel, Charles G. McDaniel, Charles W. McDaniel,
Jordan McDaniel
Gaining skills and perspectives
Hilldrup Moving & Storage (www.hilldrup.com) has been
in business for more than 110 years, 75 of which has been under
the McDaniel family’s leadership.
In 1932, Charles B. McDaniel went to work for Hilldrup
and went on to buy the company from its founder, R.G. Hilldrup,
in 1940. Thirty-six years later, in 1976, his son, Charles G.
McDaniel, became president. Most recently in 2005, the third
generation of the McDaniel family took over when Charles W.
McDaniel was named president.
Despite the pattern of family leadership succession, no one
in the McDaniel family walks straight into the president’s office
on Day 1. The McDaniels get a taste for the business early and
often. Charles W., for example, started out at a young age sweeping floors and picking up nails.
“At 12 years old,” he says, “I worked in the warehouse for
a couple years, and then I worked on a truck when I was 17 and
throughout college. I’ve done a little bit of everything. I was
brought in early and exposed to every aspect.”
McDaniel went to the University of Virginia and was a starting linebacker and team captain on the Cavaliers football team.
Even with so much of his focus on Division-I college athletics,
he had his eyes set on the moving industry after graduation. “I
always knew I wanted to go into the business,” he explains. “I
was passionate about the business. I enjoyed the business. I liked
working with different types of people with different backgrounds and skill sets.”
The early and diverse experience he had was passed onto his
children, Charlie and Jordan. Both of them worked at Hilldrup
in high school and college, Charlie assisting moving crews and
Jordan in the office. As international relocation became more
important to the industry, McDaniel ensured that his children
were exposed to that side of the business as well. “A big part of
our business is international relocation,” he says. “Understanding and having an appreciation for the global nature of today’s
economy is important. Both Charlie and Jordan worked overseas
in college and have visited the European offices of our partners
like FIDI and IAM with me to understand this growing part of
our business.”
Jordan and Charlie—both, like their father, graduates of the
University of Virginia—have joined Hilldrup full time in the last
year. Jordan went to New York City after finishing her studies
to work for three years in the digital department of the largest
privately held media agency in the world, a decision that pleased
McDaniel. “I encouraged that because I think it’s important to
get taste of working for someone else so you can bring in some
of the skills and perspectives you learned elsewhere,” he says.
Jordan now is Hilldrup’s manager of digital and social
media. She also is taking part in a new year-long executive MBA
program offered by UniGroup, Hilldrup’s parent company, in
partnership with Washington University in St. Louis, Missouri.
The program is designed to give future leaders the C-suite skills
necessary to lead the industry.
Charlie, who graduated from university in May, is in a
management development program to learn the various aspects
of Hilldrup’s business. “For the most part,” says Charles G.
McDaniel, “his experience has been on trucks, in warehouses
and on moves. This will be a chance to learn the business from a
different aspect.”
Family ownership has been a defining aspect of the company over the generations, but McDaniel notes that it is not one
that dictates the firm’s future direction or ownership. “A lot of
the reason this industry has struggled is because too many companies have made family decisions, and not business decisions,”
he explains. “You give family the opportunity, but if they don’t
perform and don’t have their heart in it, you need to have them
pursue something else.”
He is hopeful his family name will continue on at Hilldrup,
but also knows it’s not a given. “The common thread is that
you’ve got to have a willingness to serve and to work hard.
From a family perspective, you’ve got to make that commitment.
We’ve been fortunate through three generations, and hopefully
four, that commitment has worked out.”
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Continuing a line of owners and leaders
Stevens Worldwide Van Lines (www.stevensworldwide.
com), founded by Frederick H. Stevens, Jr. in 1905 in Saginaw,
Michigan, has a long and rich history. Frederick began working
as a drayman, and after a few months he purchased the business,
with its one horse and a dray, and Stevens Cartage Co. was born.
He was an energetic and hardworking businessman who sought
to see his town and region grow and prosper. The company’s
motto today remains the same: “On the drive since ’05.”
Henry Hall Stevens joined his brother, Frederick, as a
partner in 1909. By the early 1920s their staff was 12 strong and
their father, Frederick Sr., became office manager—a rare case in
which the second generation actually came to the business first,
with their father following them into the business.
With the acquisition of additional moving companies, Frederick Jr.’s sons, Archie H. Stevens, Sr. (now 99 years old) and
Hazen H. Stevens, acquired Stevens Brothers Moving & Storage, Co. from their parents, becoming sole owners and partners.
They formed U.S. Van Lines in 1956, and three years later Archie Sr. bought Hazen out. All of Archie’s boys were expected to
attend college, major in business and proceed directly to Stevens
headquarters after graduation. While Morrie Stevens, Sr. and his
brother, Jim, had some aspirations to pursue careers in law and
the forestry service, respectively, they knew it was their father’s
wish that they join the family firm. Until the 2003 buyout, Stevens was a “family first business” with equal representation and
compensation. Archie’s four sons entered the business during
their high school and college years, working on the trucks and in
the warehouse.
The fifth generation attended college and chose their own
majors. All were encouraged to work outside the business for at
least two years, earning a paycheck and getting their first promotion from someone other than family. Marriott and Andersen
Consulting were two of the four launching pads. The company
since 2003 has become a “business first family business.” All
family members are expected to perform and be compensated as
employees in their respective positions.
In 1983 Archie Sr. retired and appointed his second oldest
son, 36-year-old Morrie Stevens, Sr., president. Morrie and his
Back row: Chris Mehring, Casey Stevens (wife of Peter Stevens),
Peter Stevens, Morrie Stevens, Sr., Dawn Stevens (wife of Morrie,
Jr.), Morrie Stevens, Jr., Brian Eggers. Middle Row: Angie Stevens
Mehring, Lindsay Stevens Eggers. Front: Julie Stevens (wife of
Morrie Sr.).
three brothers worked in the company and held equal shares until
2003, when Morrie Sr. bought out his siblings and formed an
ESOP (Employee Stock Ownership Plan) with 30 percent of the
stock. Morrie Sr. became 70 percent majority owner and began
distributing his shares to the fifth generation on an equal basis.
All four of his children are actively employed in the company
and share both management and ownership roles. In 2008,
Morrie Sr. named Joe Biskner president and COO and Stevens
became Chairman and CEO. Biskner, the first non-family president, mentors the new generation along with human resources
for their future roles and a possible executive position. Today,
three of Morrie Sr.’s four children serve in senior management
positions and on the board of directors.
Stevens Worldwide Van Lines has continued operations
under the same family for its entire history, with its headquarters still in Saginaw. Over the years, all family members were
expected to learn and work in the business. There was never a
question of what they would do on their summer vacation when
the busy moving season began. They served as helpers, drivers and warehousemen, registered shipments, clerked in the file
room and made customer service calls. Prior to starting management positions with the business, Stevens sons and daughters
completed a cross-training orientation program to learn all aspects of the business. They pursued degrees in business, finance
and marketing. Lindsay Stevens Eggers, who holds an MBA,
serves as chief financial officer.
Angie Stevens Mehring, now a part-time marketing specialist with the company, remembers the many opportunities she
had to see Morrie Sr. in action on family trips, when he regularly
stopped to monitor branches and find new opportunities for
growth. “We would often go to dinner with an agent’s owner and
their family, tour their facilities and have the opportunity to meet
the employees and see their moving facilities,” she recalls. “My
father enjoyed showing us the various aspects of the business
wherever we were. When we were driving he would always
show us moving trucks from other companies and we got really
excited seeing our trucks on the road in other states.”
After the buyout in 2003, Morrie Stevens, Sr. and his wife,
Julie, felt it was imperative for the strength and healthy communication among family members to hire a family business
consultant to deal with issues of ownership, management and
succession for the fifth generation Stevens Van Lines. Chris
Eckrich, principal of the Kennesaw, Georgia-based Family Business Consulting Group, has successfully led the Stevens clan in
forming the Stevens Family Council, and moderates their twiceannual meetings. Angie Stevens Mehring serves as the council
chairperson and works with him to develop the agenda and
moderate the meetings. Julie and Morrie Stevens, Sr. endowed
The Saginaw Valley State University Stevens Center for Family Business in 2010. The consultant and forums at the center
help owners and shareholders execute successful transitions and
maintain a strong family unit with open communication. Thus
the fifth generation can transfer what they have learned to their
own children.
During the past decade, the Stevens family has focused on
succession planning. In 2015, they formed a new board of directors to include three non-family directors to assist in planning a
successful transition to future generations. One of the tenets of
the Stevens Family Mission Statement reads, “Stevens Van Lines
shall remain a family business.”
There are currently five Stevens family members working
in the company—Morrie Stevens, Sr., Chairman and CEO, and
his four children: Angie Stevens Mehring marketing specialist;
Morrie Stevens, Jr., vice president of the Commercial Agency
Division; Lindsay Stevens Eggers, vice president of finance;
Peter Stevens, director of moving and storage.
Morrie Sr. has nine grandchildren under 12 years old.
Although it’s too soon for them to be on the payroll, it is a pretty
safe bet they will soon be clocking hours working on the trucks.
23
A family tree of movers
Seventy-three years ago, in 1943, Arthur
E. Morrissette, Sr., a born entrepreneur,
launched a dream in Southeast Washington, DC, with a $450 used truck. That
fledgling company ultimately grew to become Interstate International, Inc.,
one of the area’s most successful companies, which now employs more than 280
people and in 2015 boasted revenues of
$94 million.
Morrissette recognized that the
process of relocating families involved
much more than just moving furniture,
and believed that individuals’ household
possessions represented their lives, past
and present, and needed to be treated
with utmost care and respect.
The company began its operations
out of a small storage facility in Washington, D.C. During the early winter months,
Morrissette found himself supplementing
his moving income with proceeds from
the sale of Christmas trees and firewood.
In 1949, Interstate handled its first longdistance move, a shipment of household
goods bound to Syracuse, New York.
Later that year, the company completed
its first international move.
After a disastrous fire in 1968, the
company moved its headquarters to a
30-acre campus in Springfield, Virginia,
where it resides today. A year later, Interstate acquired Star Worldwide Forwarders, which became Interstate International, Inc., in 1979. Today the Interstate
family of companies includes Interstate
Van Lines, Inc.; Interstate Moving &
Storage, Inc.; Interstate International, Inc;
Interstate Logistics; Interstate Relocation
Services, Inc.; and Interstate Relocation
Group, Inc.
Although Morrissette Sr. never fully
retired, in 1992 he passed the day-to-day
management responsibilities to his oldest
son, Buddy, who by that time already had
spent 30 years at the company. Morrissette Sr. remained chairman of Interstate
until his death in 1996 at age 82.
Buddy ran Interstate for the next
two decades, serving as chairman, and
his two brothers, Ken and Don, served
as presidents; today both are actively
involved today in the business as officers
and directors.
The third generation of the Morrissette family, Buddy’s sons Arthur
IV (Bud) and John (J.D.), maintain the
Founder Arthur E. Morrissette, Sr. conceived the idea of Top Hat service, which
would become a company trademark.
responsibility for running the day-to-day
business activities. Bud is CEO and J.D.
serves as a President. Ken Sr.’s son, Ken
Jr., is vice president and general counsel.
All of the second and most of the
third and fourth generations of Morrissettes worked for the company during
summer breaks during their high school
and trucks, making pickups and deliveries, both local and longdistance, and working in the maintenance shops.
Despite the involvement of four consecutive generations of
Morrissettes in Interstate, there was never any pressure or expectation for family members to join the company. All were offered
the opportunity to do so, but they had to earn their way to grow
their careers within or outside the company. Bud, J.D. and Ken
Jr. are the only three out of seven of the third generation to work
in the industry.
Currently there are six members of the family working for
the company and a number of the fourth generation have followed the lead of other Morrissettes who have worked for the
company during the summer.
Interstate is owned by the second generation, and managed
by the third. The fourth generation (15 family members) are still
getting their education. As far as what comes next, and whether
more Morrissettes will join the business, the verdict is still out.
From left: Interstate President J.D. Morrissette, Vice President/
General Counsel Ken Morrissette, Jr., and CEO Bud Morrissette
and college years. Their education was focused on areas that
would benefit the organization long-term, such as business management, accounting, marketing, law and information technology. All family members started at the company at the bottom,
learning the business from the ground up. All have put in time
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25
Anthony Robinson
Robinsons’ Birmingham warehouse was considered innovative,
with its vehicle lift to make loading and unloading more efficient.
A coal merchant’s new move
Alfred Robinson, grandfather of the current chairman of UKbased Robinsons Relocation (www.robinsonsrelo.com),
started out in 1895 as a coal merchant in Manchester. However, faced with stiff competition and an increasingly saturated
market, he decided to use his assets—his wagons and horses—to
move in a new direction: removals.
This turned out to be a shrewd move, and by the mid-1920s
Alfred had grown his company into four branches, one for each
of his sons to manage in Manchester, Birmingham, Bristol and
London. Soon after, the company built its innovative Birmingham warehouse. Way ahead of its time, it featured Europe’s first
vehicle lift to make loading and unloading more efficient. The
Bristol and London warehouses quickly followed suit.
The Birmingham building was bombed during World War II
but fortunately, because staff took the precaution to fill the roof
with 20 tonnes of sand, all of the buildings and clients’ stored
items survived the ordeal undamaged.
In the 1960s, the current chairman, Peter Robinson, saw
an opportunity to help the growing number of people emigrating
from Britain to Australia and created Robinsons International
Removals as a new branch of the business.
Today, Peter’s children, Anthony Robinson and Philippa
Robinson, serve as CEO and director, respectively. They both
started working at the company during school holidays to familiarize them with the business as well as give the company extra
(and often very cheap) labor at peak times. “From as early as age
12,” Anthony recalls, “we learned about packing up cartons, handling furniture and protecting it for transit, customer liaison in
the home, packing and loading trucks, and filling in paperwork
(inventories, work sheets, quality control forms). We then moved
on to the more complex moves, preparing shipments for international travel, shipping and ocean freight documentation.
“Once we mastered these operational skills and we were old
enough to drive, we began doing surveys and volume estimating
in customers’ homes. We were taught by the older generations
and the company staff of the day—on-the-job training was the
main focus. There weren’t so many training courses available in
those days, although in the UK we did have TMI [The Movers
Institute], which offered some short courses. There was a great
feeling of pride among not only the older generation but also the
other staff, knowing that the younger generation were getting
involved.”
Philippa Robinson
During school and university holiday breaks, Anthony and
Philippa were given new duties, many of which simply involved
sitting in someone else’s office and learning what they did (sales,
operations, HR, finance and marketing), but often during peak
periods they returned to the physical side of the job as needed.
Following their university studies, armed with their degrees, the siblings were sent to work for a friendly international
removal company in another country. “For me,” says Anthony,
“that meant working for Grace in Australia. For Philippa, it
meant working for Elliot in South Africa. There we learned how
a similar company works in another part of the world and more
about cultural diversity.”
When they returned from their overseas assignments, they
were allowed to decide whether to join the company full time.
“We were always encouraged to do what we wanted to do from
an early age,” says Anthony. “If we wanted to do something else,
that would be fine. However, our education was the priority and
the family business was always a place to ‘learn and earn’ in
the holidays if we had not found something else to do. I guess
it worked well, in that either we would find another career, or
we would be fully conversant in the business when the time was
right.”
Currently there are eight children under 18 years old, all
belonging to the direct descendants of the current family and
shareholders. The oldest one has done some work in removals,
but according to Anthony, he wants to be a professional rugby
player. The others are still too young to start thinking about
work. “The option to work for the family business will be made
available,” he adds, “but it won’t be expected. We have some
time yet to consider whether there will be a fifth generation of
Robinsons—amazing if it happens, but not essential, and certainly not an expectation.”
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An enterpreneur at 13
Economy Movers, the company from
which Chicago-based New World
Van Lines, Inc. (www.nwvl.com) was
created, was launched by Michael Marx
in 1919 as a one-truck operation. When
times were slow for the small mover, he
used that truck to haul coal to homes in
the winter and to deliver new appliances.
Michael’s son, Edward M. Marx, was
born in 1931 and eventually he became
the only full time employee of Economy
Movers. In 1944, during World War II,
Michael Marx was in a tragic accident,
and lost his ability to walk. Edward, then
only 13 and the only other man in the
family, acquired a hardship license from
the State of Illinois to drive the truck in
order to support his family. Edward was
now the sole breadwinner for his parents
and his two sisters, and was responsible
for their family business. He took the
reins and never looked back. He used
the only resource available at the time, a
boyhood friend from grade school, Allen
Kaufmann, as his sole employee.
In 1952 Edward married Shirley
Hyams, who was not only the love of
his life but his lifelong business partner.
That year also brought an end to the coal
delivery business for Economy Movers,
which turned its focus strictly to moving
and new furniture delivery.
Within a year Edward and Shirley
had grown the business into a two-truck
operation. Then, at the age of 22, he
purchased Economy Movers and its
two trucks from his father. Edward and
Shirley rented a warehouse with a small
office and began receiving, handling
and storing new furniture and household
goods. They also began dispatching the
deliveries of the new furniture.
In early 1960, Economy Movers
became an agent for World Van Lines,
based in Seattle, Washington. This thrust
the company into the long-distance moving business and qualified it to become a
military hauler and participate in moves
to and from Ft. Sheridan, Illinois, and
Great Lakes military bases. But military
work lacked the specialty niche in the
market that Edward was seeking. He
introduced large Fortune 1000 companies
to a new concept in corporate relocation, the notion of “single crew service.”
Economy Movers became an agent for
Pan American Van Lines in the early
1970s and it continued to grow.
Jerry Marx, Edward Marx, Jr., Michael Marx, Janet Marx, Shirley Marx, David Marx, Quintin Marx. (Photo courtesy of Steve Becker Photography.)
In 1981 Edward M. Marx got the
chance he had spent his career preparing
for. Deregulation of the moving industry
gave Edward an opportunity to apply
for 48-state carrier rights, which were
granted on December 1, 1982, thus giving birth to New World Van Lines.
Edward and Shirley didn’t just grow
New World; they were busy growing
their own family as well. They produced
quite a company team—five sons and two
daughters, all of whom contributed to
the family business. The sons all worked
their way up the ladder, unloading
shipments in the warehouse, operating
forklifts, driving delivery vans, and driving road trucks, all becoming top professional movers. They moved up through
the ranks of management as well. The
daughters, from their early years, worked
in the administrative end of the business,
also working from the bottom up. Edward
and Shirley remained the chief operator and chief administrator, respectively,
until Edward’s death in 1995.
New World Van Lines is still growing and still providing the level of service
to the corporate transferee that Edward
M. Marx demanded. A worldwide
forwarder, it currently has 15 companyowned operations around the country.
All family members in the business chose to be there, with most having explored outside opportunities. The
succession plans are supported by a
combination of family and non-family
members to fill any family member’s
position. Currently two members of the
fourth generation serve as vice presidents. They continue to work their way
up through the organization, and it will
be a while before they take on ownership
or a president’s role. The members of the
third generation still working in the business range in age from 62 to 47.
Local roots, international scope
Following his honorable discharge from
the U.S. Army in the early 1950s, Pat
Toscano and his brother, Bill, went to
work with their father, Pietro, at a small
local moving company in Brooklyn, New
York, then called P. Toscano and Sons.
In 1962, they purchased Reliable Van
and Storage, which at the time was
a U.S. domestic moving company and
agent for Allied Van Lines. By the late
1960s, Reliable was regularly exchanging tonnage for Union Carbide into and
out of Puerto Rico with Charlie Darminin
and his sons at Capitol Transportation,
Inc. With Pat as its driving force, soon
Reliable Van became a leader in the
international household goods shipping
arena with cutting-edge door-to-door
service capabilities and a distinguished
clientele—multinational companies like
Peter Sr., Pat, Patrice Toscano, and Peter
Toscano Jr. with the Allied Van Lines 2014
agent of the year award
Pfizer Pharmaceuticals, Ingersol-Rand,
American Hoescht, American Cyanamid,
Celanese, Nabisco, Mobil Oil, Merck,
and Johnson & Johnson.
Pat was also instrumental in developing the “single point of contact” move
management concept in our industry.
This approach gave rise to a number of
process improvements as the company
refined its innovative industry practices.
In the early successful days of Allied
International, Pat and his colleagues Don
Hutchens and Frank Borta traveled the
world developing personal relationships
with overseas agents that still exist to this
day.
Peter Toscano, Pat’s son, is the
current president and CEO. Two of his
grandchildren, Peter Jr. and Patrice, started working part time at Reliable when
they were in college, and now both work
full time under their father with hopes of
one day having the torch passed down to
them.
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Patrice Toscano and brother Peter Jr.
29
Henri Harsch with his truck in 1957
Like father, like daughter
Geneva-based Harsch, The Art of Moving was founded
in 1957 by Henri Harsch. As a forwarding agent, the company
specialized in the transportation of works of art—a niche that
continues to claim an important place in its menu of services.
Last year, the CEO mantle was passed from Henri’s son, Bertrand Harsch, to the third generation. The company handover
from Bertrand to his daughter, Isabelle Harsch, took place in
April 2015, after the acquisition of Aargau, a moving company
in Laufenburg. That purchase has given Harsch a foothold in the
Basel region, the second most important economic hub in the
German part of Switzerland.
“Henri Harsch attached particular importance to providing
quality services, which he was able to do thanks to his knowhow and service spirit,” Isabelle explains. She was well prepared
for her new role, having studied law, which instilled in her the
importance of thorough analysis and a methodological approach.
Added to those disciplines, her passion for horseback riding
taught her how to establish her authority without resorting to
force and, she explains, “to develop my leadership skills based
on empathy and determination rather than by force or aggressiveness.”
Bertrand Harsch and his daughter—and successor—Isabelle
Harsch formally marked the handover of the family business at a
celebration last September.
Bertrand Harsch was pleased to discover that his daughter
aspired to follow in his footsteps and groomed her accordingly.
“Isabelle was the only one of my four children to show any interest in taking over the business,” he recalls. “Already at the age
of six, she traveled with me to trade shows.” When she was 25
years old and still pursuing her law degrees, Isabelle knew she
wanted to enter the family business. Together, the two planned
the process for the handover, which involved Isabelle working in
the various departments as she gained an understanding of operations and issues and got to know her future team.
Today Isabelle is focusing the company’s efforts on developing the business in Switzerland. Meanwhile, continuity of family
ownership and maintaining its culture is as important to Isabelle
as it was to her father and grandfather. “Keeping a company in
the family rather than selling it to an outside buyer is a guarantee
that it will continue with the same philosophy and values,” she
says.
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Founded on hard work, innovation and strong DNA
It’s a family business that has spanned three generations, with
multiple operations in eight states across the United States, and
offices in Japan, Sweden and Switzerland. The evolution of The
Pasha Group (pashagroup.com) and its ability to succeed
while keeping the business in the family is fascinating, and may
prove that entrepreneurship and visionary leadership are traits
passed down from generation to generation.
The company’s roots were planted in January 1942, when
George W. Pasha, Jr. provided storage in San Francisco for privately owned vehicles of World War II personnel assigned overseas. This led to the 1947 incorporation of the first Pasha business, Pasha Overseas Automobile Processing Company. Over
the next 20 years, the company grew, especially when George
Pasha III joined his father and established the first dedicated auto
terminal at Fort Mason, San Francisco. Inheriting his father’s
keen business sense, George III helped expand the company by
establishing state-of-the-art automobile facilities in the ports of
Los Angeles, Richmond, Long Beach and Portland.
In 1972, Pasha Maritime Services was founded to provide
stevedoring and terminal services, and in 1980 the company
acquired AFI Worldwide Forwarders, one of the pioneering forwarders serving the household goods moving requirements for
the U.S. Department of Defense. This acquisition provided The
Pasha Group with the resources to eventually become a world
leader in diversified global logistics and transportation services.
George Pasha IV, a “third-generation George,” currently
serves as president and CEO. He had his first encounter with
the company when he was 12 years old. “I literally started from
the ground up,” said George IV. “My cousin Claude and I were
given summer jobs as ‘yard men’ at the Richmond terminal,” he
recalls. “What that really meant was spending hours weeding 15
acres with nothing more than rose clippers!”
George IV spent subsequent summers working for the
company and eventually advanced to Pasha Automotive’s truck
and body shops, spending a summer in Germany to learn about
the distribution of household goods and international transit
overseas. After George IV received his university degree, he
entered the world of finance, joining Wells Fargo Bank’s training program with the intent of pursuing a career in international
banking.
But like his two brothers and two sisters, he eventually
made his way back to the family business when the opportunity
arose. “To have the opportunity to support my dad in his endeavors was very rewarding,” he says, a sentiment repeated by his
siblings. As the oldest of five children, George IV has always felt
a great responsibility to both his family and the company, and he
was well groomed by his father and grandfather by the time he
was appointed CEO in 2008.
Maureen Pasha Larson’s career also started at age 12,
working for the company during summer vacations. In 1986,
she joined American President Lines for a special project called
T.O.P.S. (Tariff On-Line Pricing Systems), a precursor for her
career in information technology. Within six months, Maureen
was offered a job as a telemarketer in Atlanta. When she asked
her father for advice, he said, “Honey, I’d hate to see you go that
far away. If it’s experience you’re looking for, we have an opening in Richmond.” As a management trainee, Maureen learned
the ropes before being transferred to Pasha’s Long Beach operation. In 1990, she went to the company’s San Diego automotive
Left to right: George W. Pasha IV, George W. Pasha III, and
founder George W. Pasha, Jr.
processing division, where she co-developed an efficient and
streamlined automated vehicle tracking system. In 1994, she
worked tirelessly through the pregnancy of her first child to deliver a system that supported the launch of the Government POV
pilot program—the first successful outsource of a major logistics
contract by DoD. Maureen built a very successful team of about
40 professionals who ably support the needs of a much larger
company today.
Michael Pasha didn’t start out working for the family business right after college. In 1989, after graduation, he accepted
a position in the maritime transportation arena with ACT Pace/
Blue Star Lines. He stayed for three years until the lure of The
Pasha Group called him home. Joining the company in 1991,
Michael gained expertise in all facets of maritime, automotive
and transportation services while working at Richmond and Los
Angeles, until he transferred to the San Diego automotive division to assist with marketing. While in San Diego, Michael saw
neighboring Mexico as a potential business expansion opportunity. In 1996, Michael relocated to the Port of Acapulco, where
he helped build a strong customer base. His work eventually led
to a new company in 1998, focused on quality inspections and
ocean transportation for major car dealers. He now serves as
director, oversize cargo and projects logistics for Pasha Hawaii.
As a fourth grader, Mary Jane Pasha got her first introduction to the family business when she was hired during the
summer to make photocopies and distribute office supplies. Over
time, Mary Jane moved beyond the copy machine to working in
the accounting and traffic departments. At age 20, she accepted
a position with American President Lines working in various
operations, including the container freight station, container yard
operation, vessel operation and maintenance and repair. She left
APL seven years later, received her teaching credentials and after one year as a teacher, decided to return to the family business,
where she became a supervisor in one of the company’s warehouses. “It was very exciting to be able to see the actual shipping
31
The Pasha family. Seated, from left: Janet and George III (19342014). Standing, from left: Mike, Mary Jane, George IV, Maureen
and John
operation take place compared to my earlier experiences where
it was all paper and computers,” she says. Mary Jane is currently
owner of MJTransco LLC, a small woman-owned business that
provides storage and transportation management services.
The youngest of the five, John Pasha, currently serves as
senior vice president, Pasha Automotive Services. John was
introduced at an early age to the world of transportation. By the
time he graduated from college, he had been to Japan, Costa
Rica, El Salvador, Nicaragua, Spain and Brazil, where he learned
to speak several languages—a trait that eventually led him to the
family business. Upon graduating from university, John worked
as a sales representative for two years. John calls his entry into
The Pasha Group “a baptism of fire, but it was an offer I couldn’t
refuse.” His language skills and business acumen landed him
some very interesting projects. He served as a Spanish-speaking
traffic coordinator for a loyal business associate of The Pasha
Group, handling cargo for the customer’s client, the Korean
National Theater Company. In 1999, John was sent to Switzerland to establish The Pasha Group AG, a company in charge of
managing the Mediterranean household goods business. John
eventually returned to San Diego to oversee the company’s automotive processing division.
For Janet Pasha, wife of the late George Pasha III, watching
her children continue the legacy has truly been a blessing. Like
her children, Janet has been involved in the company for many
years, serving as vice president of personnel when her youngest,
John, started grade school and she is thankful for the wonderful
opportunities the company has provided for her family. Today,
she is vice president, public relations.
What is the succession plan after George IV retires? That’s a
long way off, and with all five siblings involved in the company
and 15 grandchildren who likely share the same genetic entrepreneurial and visionary leadership DNA as their parents, the
Pashas have nothing to worry about.
Alvaro Stein now leads Decapack
Succession planning: Complicated, but necessary
Decapack (www.decapack.com) was founded in 1947 by Carlos Stein, a Jewish immigrant in Santiago, Chile. “He dedicated
all his energy to his family and to the business he had started,”
says his grandson, Alvaro Stein. “Decapack was founded on
firm values, such as discipline regarding customers, providing
flawless services of excellence, encouraging all staff to grow and
improve themselves, but above all, exercise austerity.”
Carlos Stein involved himself in all industry conventions
and ran Decapack until his very last day. At that time, both of
his sons, Mario and Jorge, had taken over parts of the business.
Transition to the second generation was not really expected.
Carlos’s philosophy was, “If you love someone, let him go…”
and both sons came back to the family business after a couple of
years working or studying on their own.
The second generation was responsible for substantial
growth, investments in warehouse and trucks and introducing
computers to modernize operations. Each brother handled different parts of the business, Mario in household goods and Jorge in
forwarding.
Eventually, the time arrived to consider succession into
the third generation. “It is always complicated, “ says Alvaro
Stein, “as we don´t like to think we must give up control of
our life project.” But after some adjustments the younger Stein
has emerged as the leader of a rejuvenated and future-oriented
Decapack, bringing state-of-the art technology, management by
project and an innovative entrepreneurship mentality. “Also,” he
adds, “without missing one convention.”
Write for The Portal!
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o you have news, experiences or ideas you’d like to
share with Portal readers?
Go to www.iamovers.org > Resources &
Publications > The Portal Magazine, click “Submit Your
Story” in the box on the left and follow the instructions in
the guidelines.
Wilhelm Rosebrock: Family-owned and Proud of It
By Ulrike Winkelmann, Director of Marketing & Sales, Wilhelm Rosebrock GmbH & Co. KG
F
amily-owned businesses are unique by nature and out of necessity. In fact, they can be more focused on customer needs
than large corporations. In many instances the owner’s name is
on the shingle, signaling direct involvement and accountability.
Whether we’re handling a shipment of household goods, a privately owned vehicle or general commodities, it’s family pride
and reputation that motivates us to provide quality service to our
customers.
Our company, Wilhelm Rosebrock (www.rosebrock.
com), was founded in 1897 as a trucking service provider for the
German railway. Rosebrock had to pay the sizeable sum of 3,000
Reichsmarks as a security deposit in order to sign the contract.
It is not known whether this deposit was ever returned to him. In
1934, 25-year-old Richard Sommer (a 2009 IAM Hall of Honor
inductee) joined the firm as partner and manager, thereby creating co-ownership by the Rosebrock and Sommer families. It was
also the year that our company purchased its first used truck, the
first step away from the old single horsepower.
After World War II, Wilhelm Rosebrock expanded into the
moving business. Due to the shortage of fuel, trucks operated on
gas produced from wood, and later liquid gas. As early as 1950,
Wilhelm Rosebrock developed a logistics network to accommodate the needs of the U.S. military, handling household goods
shipments and baggage for service members and their families.
Richard Sommer (left) laid the groundwork for a successful international moving company. His grandson, Martin Sommer (above),
is growing Wilhelm Rosebrock while adhering to the philosophy
and spirit of his grandfather.
In addition to operating a successful local moving company,
after all these years we are still one of the leading port and commercial household goods agents in Europe.
Through the acquisition of Express-Transport-ShippingAgency in 2006 and Interseaport Services in 2010, we have
Wilhelm Rosebrock GmbH & Co. KG
P.O. Box 14 02 64, 28089 Bremen / Germany
phone +49 421 520 00-22
fax +49 421 520 00-9922
[email protected]
INTERNATIONAL FORWARDING
•Worldwide
Worldwide household goods
Origin and destination service
•Origin
•Relocation service
•Ocean- and air-freight
Port agency/customs clearance
•Port
•General Commodities
•Warehousing and Trucking
www.rosebrock.com
We are looking forward
to your requests!
Ulrike Winkelmann
International sales manager
33
expanded and intensified our presence in the commercial
household goods and P.O.V. (privately owned vehicles) market, and also offer comprehensive service for General Services
Administration/U.S. Department of State shipments throughout
most of Europe. The services we provide include ocean freight,
port handling and customs clearance, drayage to/from origin or
destination, and full origin or destination services. Everything
is possible, from a full steamship container of household goods
to partial shipment in lift vans. Even airfreight shipments of
personal effects are not a challenge, but a thoroughly organized
and efficient routine for our personnel.
After more than 100 years, Wilhelm Rosebrock is still a
family business, still owned by the families Rosebrock and
Sommer. With a modern fleet of vehicles, a cargo distribution
center in Bremen, Germany, and more than 100 employees, our
company has established itself as a modern and viable entity in
transportation, while still retaining that family spirit. Not only
customers, but also our long-standing employees, some with
over 40 years longevity, appreciate our traditions and culture.
You may have met one of our current managing directors,
Martin Sommer, the grandson of Richard Sommer, at IAM
gatherings. In fact, the next generation, Martin Sommer’s sons,
are eager to continue the proud family tradition when the time
comes.
We are old enough to build on our many years experience
and young enough to embrace the exciting changes in our modern industry. We will however, with the continued support of our
employees and customers, always remain a family business.
M/s Packways India’s second generation, brothers Rakesh Ohri,
partner (left) and CEO/Partner Rajesh Ohri
A Business That
Brings the Family Closer
By Nikhil Ohri, Vice President, Marketing & Sales,
M/s Packways India
I
t was fascinating growing up in a household grounded in the
moving business. My grandfather, Ramesh Ohri, started M/s
Packways India in Mumbai in 1974, and with the support of
his sons grew the business from strength to strength to make it
an international brand.
Being a part of a family-owned company, you do not create
a corporate culture—you create family values in your business.
I feel that our business was instrumental in bringing our family
closer. My grandfather often said that there is no substitute for
hard work and perseverance. He took care of all the employees
as part of his family and made sure that he heard everyone out
when they voiced any suggestions or grievances. These are the
same qualities seen in his sons, Rajesh Ohri and Rakesh Ohri.
M/s Packways India was one of the first few packing and
moving companies in 1974, so it was important to create awareness about our services. Rajesh and Rakesh grew the business
by marketing it from Mumbai to different parts of the country.
Our network now extends into New Delhi, Calcutta, Bangalore,
Hyderabad, Cochin, Vishakapatnam, Chennai and Goa, enabling
us to serve the entire country, including the interior regions.
Rajesh Ohri, my father, joined the business in 1977 while
pursuing his education, working at the company after his morning classes until late in the evenings. We started as a household
packing company and over the years added machinery packing
and office moves to our specialties. His younger brother, Rakesh,
joined the operations section in 1989, adding another trusted
family member to manage and expand. My father played a major
role in expanding our services into the international market during the late 1990s, when our company was one of the few IAM
members in India.
I joined M/s Packways in 2010, becoming the
third generation in this family-owned business. In keeping with
the changing times, a MBA degree in international business
equipped me with the confidence join our business. Practical
San Juan, Puerto Rico
T. 787.762.5353
F. 787.762.5648
[email protected]
Moving
Packing
Shipping
Storage
Trucking
Heavy Hauling
Fine Arts Handling
Machinery Rigging
Local & Int'l Relocations
Heavy Crating
35
Nikhil Ohri
training under my father’s eagle eye
groomed me for the leadership role I was
working toward.
In our company, the first generation
owner—my grandfather—made most of
the decisions. When the second generation assumed control, the decision
making became more consultative. Now,
with the third generation in control, the
process is more collaborative and—with
the involvement of each generation—
more rational.
It is necessary in a family business
to be a jack-of-all-trades. You must keep
your eye on every aspect of the business,
not only the current operations but looking ahead to the future, using business
plans to guide your thoughts and management all the time. Over the past four
decades, we have grown from a strong
domestic brand to a reliable and dependable player in the international market.
Our IAM membership has been important
in creating our international brand.
As in any business, working in a
family company has its advantages and
disadvantages—two sides of the same
coin. For example:
• Families have a longer view than
other investors, because they are
building wealth to pass on to succeeding generations.
• Family-owned firms are more stable;
they’re less likely to make radical
cutbacks in a recession.
• Family companies tend to enjoy a
high level of trust and commitment
on the part of employees as well as
customers, because how the company behaves reflects the family’s
personal integrity.
• Family participation as managers/
owners of a business can strengthen
the company because family members are loyal and dedicated to the
family enterprise.
• There are certain downsides to
working at family-controlled firms
as well. Decisions may be emotional,
characterized by tunnel vision and
compromised by a lack of written
strategy. Succession, retirement
and estate planning are essential. A
poorly developed exit strategy may
in fact interfere in the growth of a
family business.
The most successful families in business have clearly defined roles and responsibilities for the individuals involved
in the enterprise. This holds true for our
company, where we have diversified into
records management, a new service proposed by the new generation. The father
serves as a role model and trainer for the
next generation, exposing them to various
aspects of the business. He listens to their
ideas and lets them make their own mistakes. He views the business as a team
project rather than an individual effort.
Preferred Vendors
Since 1999, the International
Shippers Association (ISA) has
provided international shippers and
forwarders of Commercial and US
Military and Government household
goods, unaccompanied baggage,
and general commodities the lowest
comparative shipping rates (FCL &
LCL) and best service throughout
the world by establishing volume
discounts with preferred vendors.
Members: When contacting vendors
please identify yourself as an ISA member
to receive preferred rates.
For U.S. Military HHG to/from
from the UK and North Europe
For U.S. Military or Government
HHGs Port to Port to/from Pacific Rim
North Atlantic Services
+32 (0)3 360 78 21
www.nas.gosselingroup.eu
Contact: Patrick Vercauteren
[email protected]
SEACO Shipping SA
Contact: Patrick Vercauteren
[email protected]
Contact: Mike Connolly
[email protected]
Pasha International
+1 (415) 927-6439
www.pashagroup.com
Contact: Mike Connolly
[email protected]
USA Outbound Commercial HHG:
FCL & LCL
S.E.A. Corp.
+1 (704) 732-6063
www.seacorpnc.com
Contact: Sheena Kiser
[email protected]
[email protected]
ISA Members are eligible to earn an annual patronage dividend.
For information or to join ISA, go to www.IAMovers.org, click on Affiliate Groups
ISA | 5904 Richmond Highway, Suite 404, Alexandria, VA 22303 | tel 703-317-9950 | www.IAMovers.org
Navigating the Complexities of a Family Business
By Eduardo Gou, President, Mudanzas Gou
T
he struggles and joys that come
with fourth-generation businesses
are many, and my story is no exception.
To provide some context, I will begin
with the history of my family’s business,
Mudanzas Gou (www.mudanzasgou.
com). Francisco Gou, my great-grandfather, established our moving and storage/
logistics company in 1898.
Francisco emigrated from Spain to
Mexico, like many others during that period, looking for a better way of life. He
didn’t have much—no money, no place
to live. The only thing that he could offer
was his ability to work hard. Shortly after
his arrival in Mexico, he was fortunate
enough to meet an old man who owned a
mule, and the man let him use the animal
and keep it as long as he would feed it.
That mule and my great-grandfather’s
ambition were the keys to Mudanzas
Gou’s beginnings. Thanks to the mule,
Francisco could move logs and wood
Eduardo Gou
for customers in exchange for payment.
Soon, he was able to afford a buggy, and
then he began to move pianos. In the
early 1900s, transporting pianos was a
really good business.
Unfortunately, as Francisco’s business became profitable, he began to have
a noticeable drinking problem, which
adversely affected his work. The business
started to collapse and his oldest son,
37
Eduardo Gou B, my grandfather, was the only family member
interested in rescuing the company. Eduardo Gou B and his wife,
my wonderful grandmother, Carmen Gou, took over and worked
very hard to reshape and make Mudanzas Gou profitable again.
This amazing couple had only one son, Eduardo Gou S, my
father. My grandparents, with Eduardo Gou S in tow, made it their
life’s mission to build Mudanzas Gou into a great and profitable
company. They were most often found in the warehouse and
visiting customers, which meant that my father spent most of his
life outside of school in the warehouse. He always told me that
the warehouse felt more like home to him than any other place.
As soon as my dad finished his degree in accounting, the natural
thing for him to do was join the company full time, becoming the third generation in the business. My father focused on
growing Mudanzas Gou, opening branches all over Mexico and
involving Gou in the logistics business. Most of what I know
about this industry I learned from my father. Unfortunately, he
passed away in 2014, leaving me as the fourth generation to lead
Mudanzas Gou. Nowadays, Gou is a more complex company than it was
even 20 years ago. We currently have 550 employees, and we are
growing at a very fast pace, especially in the logistics division. I
have encountered many challenges since the day I took over the
company, but I can say it is a totally different company than the
one my father took over a half-century ago.
One of the advantages of a family business in its third or
fourth generation is that the owners are likely to have pursued a
formal business education before they return to head the company. And if they are able to leverage that training effectively, it
can propel the company forward dramatically. Another plus is
having the support and help of the previous generation in guiding and mentoring younger family members during transitions.
I’m happy to have had all of this, especially all the teachings and
wisdom of my father.
But it hasn’t all been smooth sailing; I’ve had great challenges along the way. The biggest, of course, was losing my dad,
and another sad surprise was my coming to the realization that
the rest of my immediate family (my mother and sister) were
going against my father’s wishes for the business.
So I have come to some conclusions and learned a few
things over time. Family businesses can go under for many
reasons, including conflicts over money; nepotism, leading to
poor management; and infighting over the succession of power
from one generation to the next. Regulating the family’s roles as
shareholders, board members and managers is essential, because
it can help a company to avoid many pitfalls.
With clear rules and guidelines as an anchor, family enterprises can pursue sound business strategies and continue to
thrive. Two success factors show up frequently: a strong board
and a long-term view, coupled with a prudent but dynamic portfolio strategy. Beyond the core holdings, families need strong
capabilities for managing their wealth, usually held in liquid
assets, semi-liquid ones (such as investments in hedge funds or
private equity funds) and stakes in other companies. By diversifying risk and providing a source of cash to the family if needed
in conjunction with liquidity events, successful wealth management helps family businesses to preserve harmony.
Coming Up Next Time in
THE PORTAL
Heavy Lifting: Surviving and
Thriving Amid the Ruins
H
andling shipments in unstable areas of the world is difficult at best, dangerous at worst. For moving and logistics
companies in countries imperiled by political strife, civil wars
or geography (e.g., earthquake- or flood-prone areas), successfully conducting business can require resourcefulness as well
as courage.
And yet, movers do continue to work through and around conflicts and natural disasters. The March/April issue of The Portal
will look at ways IAM members in the world’s hot spots face
the unique challenges of an unsettled planet and we invite you
to provide your insights and experiences on this topic.
•
•
•
•
•
•
•
•
Please provide a brief history of your company (e.g., when
it was founded and where).
Is your country affected by political upheaval or natural
disasters? What are the challenges that affect your ability
to conduct business? How long have you had to deal with
them?
Have you had to take extraordinary measures (e.g., pay
bribes/ransoms, use circuitous routes, keep money in
foreign countries, etc.) in order to provide services to your
clients? Has the nature of shipments you handled
changed because of these challenges?
Have you encountered road blocks, armed bandits, or
other threats to the safety of your employees and shipments?
How has infrastructure changed (e.g., bridges, roads, air
cargo capabiity), and how have you dealt with that?
If you work in areas prone to natural disasters, how have
those events affected your ability to do business? Have
you suffered loss or damage to your facilities and/or shipments? Please explain.
If you are a logistics company, have you been asked
to provide advice or services following events or
during political uncertainty?
What effect have these circumstances or factors had on
the way you manage risks?
High-resolution digital photos are welcome (no cell phone
shots, please).
We welcome any additional perspectives you may have on
this topic. Our deadline is April 29. Send your contribution to
[email protected]
AND
[email protected]
Note: Be sure to include your name and title, your company name, and contact information.
www.iam-yp.org
May 5–7, 2016
Melia Castilla Hotel, Madrid, Spain
T
he Young Movers Conference (https://youngmovers.eu/)
dates back to 1991, when Europeans started hosting their
own conference dedicated to young professionals in the moving
industry. Each year the conference is held in a different European city. The conference provides the opportunity to network
with fellow young movers from all around the world. Furthermore, attendees will attend education sessions and participate in
professional development activities.
As this issue of The Portal goes to press, more than 200
people representing 34 different countries have registered for the
event.
Conference Highlights
• Opening Cocktail Reception
• Networking and Teambuilding Activities
• Closing Night Gala
• Education Sessions
• Technological Solutions for the Moving Industry
Compliance
• The Spirit of Berlin—Driverless Vehicle Challenge
Saturday, May 7
10:00 –11:30 Round Table: Associations Panel
11:30 –12:00 Coffee break
12:00 –12:30 FIDI Panel
12:30 –13:30 Bylogic Panel (Topic: Technologic Solutions
for the Moving Industry)
13:45 –15:00 Working lunch
15:00 –20:00 Free time (with recommendation to visit the
Real Madrid Stadium)
20:00 –20:30 Departure to Teatro Real
21:00 –23:00 Gala dinner
Cost
Single Delegate Pack: €980
Double Delegate Pack: €1.460
To register
Go to https://youngmovers.eu/
Schedule of Events
Thursday, May 5
17:00 -19:30 Welcome desk and registration
19:30 –20:00 Conference opening
20:00 –22:30 Cocktail reception
23:00 –00:00 DJ and welcome party
Friday, May 6
09:00 –09:30 10:00 –11:00 11:00 –11:30 11:30 –13:30 13:30 –15:00 15:15 –17:30 20:00 –22:30 22:30 –23:30 Transfer to conference venue
Solveig Rufenacht Panel (Topic: Compliance)
Coffee break
Raúl Rojas Panel (Topic: The Spirit of
Berlin—Driverless Vehicle Challenge)
Working lunch
Team building activities
Dinner
DJ Party
Introducing the HappYPlanet
W
ith this issue, The Portal launches a series of country
overviews by IAM-YP members. Called HappYPlanet,
these articles will provide helpful information about two countries in each upcoming issue.
Our intial HappYPlanet feature offers an introduction to two
of Spain’s most fascinating cities: Madrid and Valencia. Turn the
page to begin your tour.
39
Exploring IAM-YP’s HappYPlanet
A
s the moving industry approaches the busy summer season,
YPs are eagerly anticipating this year’s annual Young Movers Conference (YMC) May 5-7 in Madrid, the capital of Spain.
Situated on the Iberian Peninsula, Spain is one of Europe’s most
classical countries. Spain is welcoming all YPs, not only for
the YMC but whenever they wish to visit Spain. You will find a
warm reception and generous hospitality throughout the country.
Culture, sports, fashion, arts, an exciting culinary scene—
Spain has it all.
Spain: A Quick Introduction to Europe’s Classic Gem
Type of regime
Capital
Major cities
Major seaports
Major airports
Currency
Did you know …?
Monarchy; ruler: King Felipe VI
Madrid
Madrid, Barcelona, Valencia, Malaga, Seville
Barcelona, Valencia, Malaga, Algeciras
Madrid, Barcelona, Seville
Euro
Unlike Barcelona, which hosted the Summer Olympics in 1992, Madrid has bid
five times to host the games but was unsuccessful each time.
Customs Regulations
Preparing to handle a shipment to Spain? Log on to IAM’s website to obtain the latest customs regulations for Spain:
www.iamovers.org > Resources & Publications > Spain
Things to See and Do in Madrid
By Pablo de Andrés, Mudanzas de la Fuente S.L.
•
•
•
•
The Plaza Mayor is Madrid’s main square. It is located
right in the center of the city, just a short walk from the
Puerta del Sol. The square is mostly surrounded by threestorey houses with balconies looking out onto the square
and still lived in by the fortunate few. Be sure to try a typical
bocadillo de calamares (fried clam sandwich), available in
any of the restaurants near the square.
The Debod Temple. Many people are surprised to learn
that there is an authentic Egyptian temple dating from the
2nd Century BC in the middle of Madrid and dedicated to
the gods Amon and Isis. Discover one of the most beautiful
and amazing places in Madrid. The best time to visit: sunset,
when you´ll see from that vantage point all the Casa de
Campo, one of the largest parks in Europe.
Parque del Retiro. Whether you are into sports or not, you
don’t want to miss the Retiro Park. You can rent rowboats,
go for a gentle bike ride, run along the water that flows all
around the park gates, work out on the outdoor park gym, or
simply take in the breathtaking views and scenery during a
leisurely stroll. You don’t want to miss this—it’s perfect for
a Sunday.
Traditional food at Casa Botin. According to the Guinness
Book of Records, this is the oldest restaurant in the world,
dating from 1725. Today, the restaurant is decidedly a tourist
spot, since it appears in so many guides. Don’t let that put
you off, though, because Spaniards still go here to sample
the excellent food. Specialties include cochinillo asado
(roast suckling pig) and cordero asado (roast lamb). The
El Rastro fleamarket in Madrid
•
restaurant housed in a 16th-century building in the old part of
Madrid and really is a must when visiting Spain’s capital.
El Rastro fleamarket: Madrid’s largest open-air flea
market, El Rastro, is held from 9 am to 3 pm in the historic
centre of Madrid every Sunday, and on public holidays.
It attracts as many locals as tourists, and offers a variety
of products both new and old. It is said to be the largest
flea market in Europe, with up to 3,500 stalls, and extends
through several streets in one of the city’s oldest workingclass neighborhoods.
Get to Know Valencia
By Grego Martinez, CEO, Mudinmar International Movers
T
o experience something a bit different from the big city, hop
onto a plane and fly to the beautiful city of Valencia, Spain.
Valencia in 24 hours
You can get to know the best of Valencia in a single day. Begin
by exploring the old town, visiting ancient architectural landmarks such as the Valencia Cathedral, which is said to house the
Holy Grail, the cup from which Jesus drank at the Last Supper.
View the gates of the Serrano and Quart Towers, Palace of
Marques de Dos Aguas and Lonja de la Seda (Silk Exchange,
declared an Intangible Cultural Heritage site by UNESCO),
buildings steeped in the history of Valencian people
Rent a bike and ride along the River Turia, a huge green
area with sport facilities, sculptures, botanical gardens and more.
The park separates the city into two sections, with cafes and bars
along the way. At the end of the River Turia, the absolute mustsee for any first time visitor to the city is the City of Arts and
Sciences, a group of futuristic buildings.
Food and drink
If there is one dish that typifies the cuisine of Valencia it is paella. Rice is the principal ingredient in so many dishes, the basis
for paellas with shellfish, soup, lobster, vegetables and meat.
Grego
Martinez
(left) and
his team at
Mudinmar
International
Movers
You can enjoy all its nuances in the best arrocerias (specialty
restaurants) of Valencia:
• La Pepica (La Malvarrosa)
• Casa Carmela (La Malvarrosa)
• El Blayet (El Perellonet)
• La Riuà, Valencia Center
A traditional beverage in Valencia is the horchata, a drink
made of ground nuts, rice, barley or seeds, drunk cold and accompanied by fartones, a Spanish pastry. Sample horchatas at:
41
•
•
Horchatería Daniel, Av de la Horchata, 41, Alboraya,
Valencia
El Siglo, Plaza de Santa Catalina, 10, Valencia
In Valencia there are gourmet restaurants with affordable
prices, including:
•Bistro and Ricard Camarena Restaurant (1 Michelin Star,
2 Repsol Suns)
• Vuelve Carolina and El Poblet (1 Michelin Star)
Shopping
For shopping in Valencia, try the historic center and surrounding area. It is compact and easy to navigate. The main shopping
street is Calle Colón, a lovely, busy street with well-known
fashion chains, designer boutiques and cafés and bars where you
can recharge your batteries.
Poeta Querol is another chic street, full of designer shops.
It recently branded itself the Golden Mile. At its centre is our
favourite building in Valencia, the gothic palace that is home to
the National Ceramics Museum.
prices downward. What’s your view on this type of concern
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Nightlife
People in Valencia are eager to get out, have fun, feel the music
and dance. The most popular area surely is the Barrio del Carmen, in the old part of town, where bars and clubs vie for your
attention. Calle Caballeros is at the heart of all this hustle and
bustle. But take a walk down any of the little side streets and
you’ll stumble on some great places: bars (Chill Out Bar), a
flamenco show (Radio City), Latin dance music (Santo Domingo
Club), disco pubs and small clubs.
14
January/February 2014 • THE PORTAL
jan_feb2014.indd 14
RELOCATION
IMMIGRATION
MOVING
STORAGE
PETS
EXPRESS
FILE
FINE ARTS
PORTUGAL
Lisbon • Porto • Algarve
We Make the difference!
43
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SCHOLASTIC ASSISTANCE
PROGRAM CONTRIBUTORS
The Alan F. Wohlstetter Scholarship Fund is the cornerstone of the IAM Scholastic Assistance Program, which is aimed at promoting and
supporting individuals in higher education related to the areas of transportation and logistics. Donations (by major annual giving levels) to
the Fund received during the last 12 months are as follows:
Platinum ($5,000 or more)
Manchester Grand Hyatt San Diego
National Forwarding Company, Inc.
Royal Hawaiian Movers, Inc.
(in memory of Richard Dewitt)
Gold ($2,500–$4,999)
ABBA International, Inc.
AirLand Forwarders, Inc.
Cartwright International Van Lines
Crown Worldwide Holdings Ltd.
(in memory of Jim Thompson Sr.)
Daycos, Inc.
Government Logistics NV
Roiatti Srl. Italy
Tri Star Freight Systems, Inc.
Silver ($1,000–$2,499)
3S Logistics Co., Ltd
Approved Forwarders, Inc.
(in memory of Richard Dewitt)
DeWitt Guam
DeWitt Move Worldwide
(in memory of Woodrow Dewitt)
Enterprise Database Corporation
*Executive Moving Systems
*Executive Relocation International
Foxlog
Gridiron Forwarding Co., Inc.
Jet Forwarding, Inc.
(in honor of Belvian Carrington)
Matson Navigation Co., Ind. & Subsidiaries
*Morrissette Family Foundation
P & F Safepack Company Ltd.
Pac Global Insurance Brokerage, Inc.
Paxton International
Security International
Sourdough Transfer, Inc.
Southwest Port Services, Inc.
Stevens Forwarders, Inc.
The Pasha Group
Totem Ocean Trailer Express, Inc.
Trans-Atlantic American
Flag Liners Operators
Victory Van International
Westpac International, Inc.
Bronze ($500–$999)
Affiliated Transportation Systems, Inc.
All-American Relocation
A-Whisco, Inc.
*"B" Transfer, Inc.
(in memory of George W. Pasha III)
Garvey Schubert Barer
Gateways International, Inc.
Terry R. Head
(in honor of Belvian Carrington Sr.
on his retirement from IAM)
Royal Alaskan Movers, LLC
R. D. Simmons & Associates, Inc.
Senate Forwarding, Inc.
In Kind or Other
Jacqueline M. Agner
(in honor of Belvian Carrington Sr.
on his retirement from IAM)
Alexandra Ajale
(in honor of Catherina Stier)
*Albert Moving & Storage
Anonymous
Anonymous
Francesco Argirò
Eric Carden
Clover Systems, LLC
Customs Clearance International, Inc..
Brandon Day
Heather Engel
(in honor of my friends Jackie Agner
and Sandra Rowe Maier)
Angels Gallardo
Golden Services, LLC
(in honor of Belvian Carrington Sr.)
Brian Goldstein
Songuel Karaboga
Brian Limperopulos
Alessandro Mannozzi
Joe Moholland, Inc.
Nik F. Nikoukar
Federico Presta
John Rotticci (IWL)
Andrews Silva
Michelle St. Cyr
Stevens Van Lines, Inc.
Twin Oaks Moving Company, Inc.
Sarah Wells
Charles L. White
Edward Zielinski
*Denotes contributions made since the previous issue of The Portal was published.
Alan F. Wohlstetter Scholarship Fund
5904 Richmond Highway, Suite 404 • Alexandria, VA 22303 • Phone: (703) 317-9950 • Fax: (703) 317-9960
The Board of Directors of the Alan F. Wohlstetter Scholarship Fund urges you to consider a contribution or donation to the Scholarship
Fund as part of your year-end tax strategy or as you formulate your company budget. Please advise your employees that scholarships
are available to qualified candidates of any IAM company worldwide. For further information, visit www.IAMovers.org > Affiliate Groups.
Deadline for applications: May 1.
May 5–7, 2016
Melia Castilla Hotel, Madrid, Spain
To register, go to https://youngmovers.eu/
Going to College?
Scholarship applications are now being accepted from qualified individuals enrolled at an
accredited college or university anywhere in the world.
The Alan F. Wohlstetter Scholarship Fund awards $5,000 scholarships to assist the employees of IAM member companies and their dependents with college tuition. The benefit is also
available to student members of IAM. Learn about IAM Student Membership by contacting
[email protected].
The deadline for submitting applications is May 1.
Supporting documents are required so start early as materials must be submitted together.
The AFWSF board selects recipients based on the merit of each applicant.
For more information, visit
www.iamovers.org/scholarship
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MILITARY/GOVERNMENT UPDATE
2016 DP3 Rate Filing: The Saga Continues
By Charles L. White, Senior Vice President
T
he 2016 Defense Personal Property Program (DP3) rate
filing process was—to quote Yogi Berra—“déjà vu all over
again.” Every year, this process seems to be riddled with issues
and this one was no different. The original goal for 2016 as
stated by the Surface Deployment and Distribution Command
(SDDC) was to start the process earlier than ever, the idea being
that the rate filing would be completed in early February, thus
allowing the booking of Peak Season shipments to proceed in
a more orderly manner than has been seen in previous years.
However, numerous delays throughout the process forced the
original timeline to be pushed back repeatedly, although eventually the overall goal of starting the Peak Season booking earlier
was ultimately met.
The SDDC opened the window for the first round of the
2016 Defense Personal Property Program (DP3) rate filing Sunday evening, January 10, at 7:00pm EST. Round 1 was supposed
to close on Friday, January 15, but was extended until January 20. Some of the industry rate filing services had problems
accessing DPS in order to upload rates; those issues and a few
minor data glitches necessitated the extension.
Rate rejection notices began being pushed to Transportation Service Providers (TSPs) the evening of January 21. When
the rate rejections following Round 1 were released, several
companies that were either in non-use or had fallen below the
Minimum Performance Score (MPS) received inappropriate
rate rejection codes. This error had to be corrected by SDDC, as
did an irregularity that caused more than 40 TSPs to incorrectly
receive rejection notices for Round 2—obviously in error, as
Round 2 had not even begun.
Those issues were eventually resolved, and as a result
Round 2 of the 2016 rate filing was delayed and finally opened
on February 3 at 7:00pm EST. Round 2 was scheduled to run
through 7:00pm EST on February 10. However, less than a day
into Round 2 the plug was pulled. Another issue had been identified that ultimately caused SDDC to halt the process and start
Round 2 all over again.
Round 2 resumed on February 9 at 10:00am EST and was
scheduled to close on February 15 at 7:00pm EST. However,
a message issued midday on February 11 indicated that SDDC
was again temporarily closing Round 2 due to another Defense
Personal Property System (DPS) technical issue.
Before this latest disruption SDDC had been optimistic
that Round 2 would close without any further problems and that
the final rate rejections, as well as the establishment of the new
Traffic Distribution Lists (TDL), would also be seamless. That
assumption proved to be incorrect.
The second and final round of the DP3 rate filing reopened
on February 15 and finally closed without further interruption
on Monday, February 22. The originally announced date for the
closure of Round 2 had been February 9, 2016.
But that was not where the problems ended. At least one
more technical problem caused a delay in the issuance of the
new Traffic Distribution Lists (TDLs) for the May 15 Performance Period. The new TDLs did not become available for TSP
viewing until approximately March 7, and the awarding of Peak
Season shipments (i.e., those loading May 15 and after) finally
began on March 9, 2016.
Most of the problems and the delays during the rate filing process were relatively minor in comparison to some of the
issues faced in previous rate filings. However, it seemed that a
new issue popped up at every step in the process. In the six years
that industry has moved through the DP3 rate filing process it
has never been seamless. Delays and problems are the norm
rather than the exception. It is IAM’s hope that at some point in
the very near future this process will move beyond these issues
and become as routine as many of the other DP3 processes have
become. But for now, rate filing has become a mountain to climb
every year for industry rather than a process to coast through.
TSPs must remain diligent. During a number of years,
problems with the new TDL and distribution irregularities have
surfaced following the rate filing. TSPs need to ensure that this
process moves forward properly, and if any anomalies surface
we must alert SDDC as quickly as possible.
47
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PORTAL TO ASIA
Succession, According to Plan
By Rob Faraone, IAM Regional Relations Liaison—Asia
I
AM has a substantial contingent of family–owned businesses.
Family businesses are as common in Asia as elsewhere but
because the moving industry really started there just five decades
ago, there are few third-generation movers. One that comes to
mind is Writers in India. I recall meeting “the senior D’Souza” in
Mumbai, although his son, Willy, sadly, passed away. The third
generation expanded its country count and service offerings in
India, then pared it back.
Family business is big business. The 24 million family businesses in the United States account for almost 90 percent of the
business tax returns and 62 percent of the U.S. work force. The
U.S. Small Business Administration (SBA) reports that small
companies (those with 500 or fewer employees) create some
three-quarters of net new jobs and generate 64 percent of the
country’s annual gross domestic product. Family businesses are
equally important in other regions, including Asia.
Conventional businesses are relatively free to hire and fire
management. Family enterprises are more complicated, with
immediate family, cousins, spouses and sometimes in-laws. The
Family Business Institute reports that just 30 percent of family firms make it to the second generation and only 12 percent
survive to the third. Family members’ duties and responsibilities
may be separate but often their interests overlap as managers,
employees, and stockholders, co-owners in assets like real estate,
subcontractors or vendors. These stakeholders are affected by
what happens to the owner as well as the owner’s decisions.
If you think succession planning sounds lofty or unnecessary, you may want to reflect on these real-life situations within
IAM.
A Subcontinent member’s founder passed away and left
the company to three adult children. The transition did not go
smoothly and the more favored sibling left and founded what is
now another IAM member in the same market. Siblings 2 and 3
ran the original firm but discord ensued. One left to start a third
firm. Now, the three siblings compete in the same market. None
is as successful as the original firm the father passed along.
There’s a well-known and highly successful member
whose founder brought one offspring into the firm. The other
had a separate career and life far away. The second-generation
heir held mid to upper management positions but for reasons
unknown was moved to a much slower location within their
network. Rumor has it that he erred in some major way and was
pushed aside, no longer the heir apparent.
I know personally of a founder in this region who employed
his siblings but resided elsewhere. Discipline was not maintained
and an outside general manager was hired. Reportedly his own
children were brought into the firm as young adults and two
were let go entirely.
Succession planning, done thoroughly and objectively,
might have averted the disruption in business and the meltdown
of family relations in the examples above. A number of factors
may cause an owner to wake up one morning and realize that the
status quo is not working or will not last. The health and age of
the owner and internal family issues may affect the company’s
well-being.
External factors may also come into play. Markets change,
as does competition, and the incumbent family management may
be ineffective in keeping up. Geographical expansion or business
diversification may stretch the family’s ability to cope.
Succession planning is more a process than an event. It is
about the sustainability of the business—not about indulging
the owner’s whims. If the goal is to dispose of the business to
a third party, then the succession plan is the concern of the new
buyer. However, if the goal is to ensure that a closely held family
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company thrives, then developing a succession plan should be a
high priority.
•
•
Management succession vs. ownership succession
It’s common for family business owners to equate “succession”
with “ownership succession.” In a 2006 study conducted by
KPMG in Australia, 93 percent of survey respondents perceived
“ownership by family” as the most important characteristic in
determining whether or not they’re a family company. The truth
is that running the company successfully usually has less to do
with ownership than good management. Management succession
is every bit as important as ownership succession.
A survey conducted by the Canadian Federation of Independent Business (CFIB) asked stakeholders to cite their views
about the benefits they saw after a successful transition. The
benefits they cited:
• 80 percent felt it helped provide for family’s future, minimized future tax liability, provided financial stability to
business, prepared the new CEO for his role as owner.
• 70 percent said it maintained family and employee harmony,
prepared successors/owners for the future.
• 60 percent said it increased value of the business.
Risks of delay
Active owners may feel there is plenty of time to plan for succession or that they are “too busy with running things” or fear
discord. But there are five compelling reasons to work on ownership and management succession now:
•
•
•
Owners rank their business as a life achievement and don’t
want the government to take a large chunk away in taxes.
Risk that the business will business will fail along with the
health of the owner.
The number of options available to meet these goals decrease steadily as time passes.
Succession planning enables the owner to control outcomes.
The value of the business often drops rapidly once an owner
is incapacitated.
Management succession
When the next generation is about to take the helm owners hope
the business will continue to evolve yet retain the founder’s
core values. They hope to see improvement, mastery of a new
business environment, diversification, new skills, expansion,
more sophistication and planning. These are management, not
ownership, challenges. When KPMG surveyed family business
managers about current issues and challenges, they rated these
as uppermost in their minds. They really have more to do with
management (not ownership) succession.
1. Growing profitably
2. Balancing different interests
3. Planning succession
4. Future directions
5. Exiting by retirement
6. Establishing professional business management
7. Selling the business
Successful management succession planning requires a
structured and formal approach. The research and transition re-
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to identify and train the best people for management and not
worry about finding a top position for family members.
Leaders really do matter in managing and driving accountability, results and culture. Performance is what counts so
measure it. Assess the key positions in the family business and
objectively identify key talent.
The outgoing owner/CEO who wants some involvement can
help the business by serving as:
1. grandmaster of the corporate strategy
2. keeper of the corporate/family vision
3. identifier, codifier and protector of the corporate/family
values
4. architect of the corporate structure
5. evaluator of talent
6. charismatic and authoritative spokesperson for the company
7. personification of corporate teamwork
8. advocate for corporate quality and customer service
9. custodian of the corporate cash
10. referee and mediator
The process
CFIB found that only one-third of closely held business owners
have a formal plan to sell, transfer or hand down their businesses
in the future. Moreover, even those with a plan say it’s likely to
be unwritten and informal. Twenty-six percent of owners intend
to transfer their business to family members, and 26 percent of
the others have created no plans at all. Since about 40 percent
of family companies will transition within the next five years, to
have no plan at all for how that’s going to happen is startling. To
effect a successful transition, it is necessary to:
• Identify goals. Too often the owner doesn’t properly research prior to identifying his goals. Owners seek different
things: pure retirement vs. semi–retired; minimal involvement in management and decision-making vs. maintaining
control; investment returns vs. an acceptable income stream;
adaptable values vs. maintaining established values. The
interests and needs of other stakeholders need to be considered.
• Determine how to meet the identified goals. This entails
discussions with financial and tax experts.
• Address who will take over after you leave and how you
can prepare them. Look objectively at the family’s managerial talent because sometimes a non-family member is the
best person for the position.
• Work up a business plan for the best-case scenario in
which the owner’s goals and the employees and stakeholders’ goals are largely met. This includes projected basic
financials for the business and a clear organization chart.
• Explore the legal and financial/tax implications. This
comes after, not before, considering the owner’s and stakeholders’ goals.
• Implement the plan. There is no final unalterable plan. It
can and should be revised and modified as needed.
Ownership succession
According to some of my research, a popular option is to sell the
company to an outsider. Perhaps an owner sees this as simpler
than going through management succession. Ownership succession affects the owner’s financial interests as well as new
owners. and almost always has tax implications. It is a com52 March/April 2016 • THE PORTAL
plicated subject and owners need to consult with qualified and
savvy accountants and lawyers to bridge any gaps between what
the owner wants and what is best for the stakeholders and the
business.
The intergenerational communications disconnect
CFIB reports that 74 percent of current closely held business
owners who say they have a succession plan claim to have
shared it with their successors. However, 38 percent of successors didn’t know whether a plan existed in their family companies, and 40 percent attest a plan did not exist at all.
Each step in succession planning requires involving family
members so that at the end your family members will have been
involved and will feel comfortable making decisions about their
individual and collective futures in the management and ownership of the family business.
There’s abundant succession planning content on the Internet and there are many consultants to help with the process.
Change and succession are inevitable. As with a will or buying
life insurance, do not procrastinate or be deterred by the scope of
what must be considered. Whatever the plan, it can be adjusted
as circumstances dictate.
Resources
Family Business Institute (www.familybusinessinstitute.com)
CAFE—Canadian Association of Family Enterprises
(www.cafenational.org)
Canadian Federation of Independent Business
(www.cfib.ca/)
Family Firm Institute (FFI; www.ffi.org)
Business Families Centre, Sauder School of Business, UBC
(www.sauder.ubc.ca/bfc)
Family Enterprise Publishers (www.efamilybusiness.com)
Coming Up in
The Portal
May/June
Heavy Lifting—Surviving and Thriving Amid the Ruins:
How movers are working through and around conflicts
and in unstable areas of the world.
July/August
Odd Jobs: A lighthearted look at the strangest, most
unique assignments IAM members have handled.
September/October
Annual Meeting issue
November/December
Recap of IAM’s 54th Annual Meeting
Watch the Social Café and your inbox for ePortals
with guidelines for submitting articles for each of these
upcoming issues. If you’re not an ePortal subscriber, e-mail
[email protected] and ask to be added to the
distribution list.
2016 IAM/ILN and CLN Gatherings Generate Synergy in Singapore
I
AM partnered with the Combined Logistics Networks (CLN)
to host the IAM/International Logistics Network (ILN) Regional Meeting this year in Singapore, March 1–4. This collaborative effort had several advantages:
• IAM had staged an event in Asia only once before, more
than a decade ago. As CLN was hosting its first annual conference in Singapore, and considering the massive growth of
IAM membership in the region over the past 10 years, this
joint event presented an excellent opportunity to gather with
our members in their own backyard.
• More than 200 CLN members came to Singapore to network
and talk business from the logistics side. Thus IAM and
CLN members could meet with one another as well as develop new business relationships among both groups.
• CLN utilizes its own face-to-face networking tool and IAM
is exploring the potential of this technology to facilitate
more efficient connections at the Annual Meeting.
Much of the IAM/ILN Regional Meeting was held in conjunction with the CLN agenda, including the opening reception,
two face-to-face networking sessions, a bus tour of Singapore
and the conference dinner. The two 3-1/2-hour networking
sessions enabled attendees to schedule 14 different meetings in
addition to opportunities to connect with colleagues during the
opening reception, bus tour and conference dinner.
There were two sessions just for IAM/ILN members, on
March 2 and March 4. At the first, IAM President Terry Head
CLN and IAM/ILN partnered to provide networking opportunities
for their respective members.
explained that the agenda had been crafted to give participants
ample networking opportunities, provide information on how
to pursue other types of logistical business with their existing
resources and offer guidance on how to protect their companies
from potentially onerous regulations.
All attendees provided self-introductions and some information about themselves and their companies. IAM Senior
Accepting
New Members!
Members
can displa
the ILN lo y
go
on their
websites!
Is your company diversifying into logistics? Do you already work in logistics, providing office moving, project
forwarding, warehousing and distribution or cargo moving?
Then it’s time to join forces with a group of IAM members who formed the IAM Logistics Network (ILN).
This member-driven group, created in 2013, facilitates networking among IAM colleague companies seeking to
expand already-thriving logistics businesses or ready to diversify into new business sectors.
ILN members realize these membership benefits immediately:
▶ Become part of an logistics network of IAM members
with whom you’ve already spent years developing
relationships and trust.
▶ Join your ILN colleagues for anytime chat and
discussion on the ILN Members-Only LinkedIn Group
and in the IAM Social Café.
▶ Take part in an ILN members-only networking event at
IAM’s Annual Conference & Expo.
To join, or receive more information on the IAM Logistics Network (ILN), contact [email protected]
53
IAM/ILN Regional Meeting attendees
IAM Senior Vice President Charles L.
White
Vice President Charles L. White then
discussed U.S. Government and military
opportunities in the Asian region as the
United States “pivots to the Pacific” and
moves more of its armed forces to the
region. Gerald Pillai of Singapore-based
Rhema Movers Pte offered a bit of background of his company as well as insights
on what it takes to handle and store fine
arts.
The March 4 session featured Mark
Millar, a renowned speaker and author on
supply chain and logistics in Asia, who
gave a high-level overview of those sectors and discussed warehousing, distribution and final-mile delivery. In closing the
session, IAM Programs Director Brian
Limperopulos presented a quick update
on 2016’s front-burner compliance issues, including the container weighing
mandate slated to go into effect on July
1 (see page 57), upcoming changes to
UK import law and recent enforcement
actions by the U.S. Federal Maritime
Commission (FMC) against companies
and groups in our industry.
Featured speaker Mark Millar
Mark Millar (left) and Brian Limperopulos (right) congratulate Denny Kusuma on winning a raffle prize.
Participants relax during a break at the IAM/ILN meeting in Singapore.
For transcripts of the discussions during the IAM/ILN gathering in Singapore visit
www.iamovers.org > Resources & Publications >
IAM Regional Meeting Presentations.
IAM President Presents at IMC World Convention
I
MC World hosted its 5th Annual International Mobility
Convention from February 24–27 in Phuket, Thailand. The response leading up to the conference has progressively improved
from previous years, setting new attendance records by 122 delegates from 96 companies and represented by 31 countries. IMC
2016’s honored guests were IAM President Terry Head; Tad
Zurlinden, CEO of the European Relocation Association; and
Dominic Tidey, COO of the European Relocation Association.
The theme of IMC2016 was Synergies in Mobility, and the
Managing International Mobility (MIM) Training Programme
was conducted in Asia for the first time ever, the result of a collaboration with the European Relocation Association (EuRA)
and IMC World. Fourteen participants came together for two
days to complete the necessary onsite modules under the tutelage
of Tidey and Dr. Carmelina Lawton-Smith, a coaching and development specialist.
IMC2016 also marked the first CSR (corporate social responsibility) initiative for the IMC community, with all contributions going to the Wat Suwankeereekhet Primary School in
CSR group shot
Karon. What originally began as a small but sincere gesture to
donate a playground to the school soon culminated in efforts by
the entire Karon Community. On the first day of the convention,
15 tuk-tuks (three-wheeled vehicles) sponsored by the Karon
local office and two police escorts transported 70 delegates to
the school. IMC2016 honored guest Terry Head was given a
Alex Brito of The Swiss Moving Company SA paints with a student.
From left: Dominic Tidey and Tad Zurlinden (EuRA); Terry Head
(IAM); Dermot Whelan and Patrick O’Donnell (IMC World)
VIP corsage, as were IMC founding partners Patrick O’Donnell
and Dermot Whelan. All delegates were then treated to dance
performances by the students. The highest government official in
attendance, Dr. Prajied Auksornthummakul, gratefully acknowledged the contribution that was made and presented a token of
appreciation to O’Donnell. The children were delighted with
their new structure, as the school—nearly a half-century old—
had never had a playground before.
Delegates were then treated to a back-to-school experience via an informal One2One cross-cultural exchange with the
students. They produced a local painting together and delighted
in some simple Thai banter with the children.
Charity bags consisting of books, socks, stationery items
and the children’s favorite snacks were distributed to the 140
children. John Mason International UK brought a cuddly toy for
each of them as a small surprise. Bottled water sponsored by Triglobal and ice cream cones sponsored by Links Moving Asia and
Relo Japan KK ended the event with a sweet and heartwarming
experience.
Afterward, delegates relaxed at the welcome cocktail reception in the Mint Bar next to Karon Beach, where they could
interact and share their success stories and perhaps try out their
fiercest photogenic poses in the photo booth featured at the
event.
At the IMC Opening Plenary Session, Whelan reiterated that
IMC World will continue to be a nomadic and diverse meeting tent for all in the mobility industry. In his keynote address
Terry Head touched on pertinent and pressing issues facing the
industry. IMC2016 delegates participated in total of 3,416 official One2One meetings over a span of two and a half days, not
including those held after meeting hours.
The finale was the gala dinner themed Red Hot Night. The
inaugural AiMY (Achievement in Mobility) awards presentation,
a funky jazz band, eight red-hot performers decked in feathered
plumes and a special birthday surprise for the delegate who
traveled the greatest distance to attend IMC2016 capped what all
agreed was the most successful IMC conference to date. Some
90 percent of the attendees said they plan to attend IMC2017 in
Kuala Lumpur, February 22–25, 2017.
55
We’re
always open!
IAMSOCIALCAFÉ
What can you do in the IAM Social Café?
• Build an individual profile with a photo or import your
LinkedIn profile with just a few clicks. It’s that easy!
• Join a discussion to share best practices, talk about
industry issues, or post a message about… whatever is
on your mind.
• Follow the blogs of IAM staff, including President Terry
Head and Chuck White, Director of Government &
Military Relations. Be the first to know breaking IAM
news!
How do you access the IAM Social Café?
• If you already have an IAM username
and password, login at
http://socialcafe.iamovers.org.
• If you don’t have a username and
password, contact Membership@
IAMovers.org and we will set one up
for you. It’s that easy!
What do you do next in the IAM Social Café?
• Complete your profile. Fill in the online form and be sure to upload your photo – your IAM
Social Café friends will then know you by name AND face at the next IAM Annual Meeting!
• Explore the community. Find IAM friends and colleagues in the Social Café directory and
add them as contacts, read posts in the community and blogs from IAM staff.
• Post a message. Got a question? Your colleagues may have the answer! Click Post a
Message to send a question or discussion starter to your colleagues around the world.
Access through www.IAMovers.org or http://socialcafe.iamovers.org
MARITIME/OCEAN SHIPPING
Mandatory Container Weighing to Take Effect in July
C
ontainer weight verification for shipping will become legally
binding on July 1, 2016. If you do not know about this new
policy change, familiarize yourself with the information below
so you can avoid delays and extra costs during the height of the
summer moving season.
The purpose of the new regulation is to better secure the entire container supply chain by lessening the number of accidents
caused by incorrectly weighed and misdeclared containers. Both
the vessel and terminal operators will be required to use verified
container weights in vessel stowage plans. If containers do not
have verified weights, the vessel operator and marine terminal
operators will be prohibited from loading the packed containers
and they will not be shipped.
In an interview with the Journal of Commerce (JOC), Chris
Welsh, secretary general of the Global Shippers’ Forum (GSF),
stated, “At the most basic level, the risk is [that] your container
won’t get shipped. It would be turned away from the terminal.
So the commercial impact is a dissatisfied customer.”
Two methods are allowed. You can (1) weigh the entire
container, or (2) weigh the individual items and compile the
weights of the items in the container. In order to comply with
the Safety of Life at Sea (SOLAS) requirement, says the World
Shipping Council (WSC), “The master or his representative and
the terminal representative [must] have obtained, in advance of
vessel loading, the verified actual gross mass of the container” or
the container will not be loaded.
From what we have been able to discern, “in advance of
vessel loading” will be determined by each shipping line in
coordination with the ports and terminal operators. According to
a document circulated in December 2015, industry trade groups
for the shipping line industry, including WSC and GSF, stated
the following:
treated as the actual shipper,” and is therefore responsible for
compliance with the mandate.
According to two trade associations, the WSC and the GSF,
implementation of this mandate on July 1, 2016, is not likely to
be delayed or postponed. Bison Group Limited, a manufacturer
of weighing equipment, has provided a few helpful hints and tips
to help you prepare for the regulation:
• Review your current shipping procedure against the
new rules.
• Assess the alternative weighing options.
• Upgrade equipment.
• Modify contract arrangements.
• Adapt information systems.
• Implement necessary operational changes.
IAM strongly recommends that you contact your representatives at the shipping lines or the freight forwarders with
whom your company works to see how they intend to comply
with this mandate so you can start making the proper arrangements.
In recent weeks, the U.S Coast Guard, the entity charged
with enforcing the SOLAS treaty in the United States, advised
that they will not enforce the container weighing mandate and
will leave it to shippers to work with the shipping lines on this
issue. Other countries, however, are passing either legislation or
regulations that will enable them to assess fines or other punitive
actions against non-compliant shippers.
The IAM Commercial Affairs Committee is monitoring this
issue and will issue updates when necessary. Should you have
any questions, please contact IAM Programs Director Brian
Limperopulos at [email protected].
Verified gross mass is required in order to prepare the
stowage plan of the ship prior to loading. Deadlines
will differ according to a number of factors; shippers
should obtain information on documentary cut-off
times from their carriers in advance of shipment. It
is recognized that ‘just in time’ shipments will need
specific coordination between the shipper and carrier
to ensure that the objectives of SOLAS are met and the
verified gross mass for such shipments is communicated and used in the ship stowage plan. (Source: Verified
Gross Mass Industry FAQs)
Troy Container Line Expands
Service to Ireland
A full summary and accompanying resources on this issue
can also be viewed at www.worldshipping.org. Finally, under this mandate, the shipper is responsible for
compliance. Welsh, in the JOC interview, defined the shipper as
“a legal entity or person named on the bill of lading, or transport
document.” In general, he said, “The person who enters into
the contract of carriage with the ship-owner (and) whose name
appears on the bill of lading or the transport document will be
T
roy Container Line, Ltd., one of the world’s largest
NVOCCs, recently expanded export services to Ireland. The
new fixed-day sailings and its competitive pricing will allow
Troy to reach a broad range of destinations across Ireland, the
company said. Online quotes are available on all bookings. “This expanded service not only expands Troy Container
Line’s ocean transportation services, it also gives our customers
efficient, cost-effective shipping solutions throughout Ireland,”
said Troy Container Line Chief Operating Officer of Exports
Patricia L. Fitzgerald. “We expect a strong response from both
our commercial accounts and our household goods movers.”
Troy Container Line will ship cargo from any of its 21
U.S. warehouses located throughout the United States via the
new express service. The company can pick up from any U.S.
location for LCL cargo. The cargo will be received in the port of
call in one of three Ireland-based warehouses, where it will be
57
de-vanned and housed in private, custombonded warehouses, with door-to-door
delivery options to 96 cities.
The company’s new service to Ireland marks the third service enhancement
of 2016.
Sea-Logix Unveils New
Fleet, Partnership with
Ryder System, Inc.
S
ea-Logix, LLC, a Pasha Group
company based in San Pedro, California, has leased 56 Volvo tractors (value
$6.3 million) for drayage services for
cargos moving through the Ports of Los
Angeles and Oakland, with more arriving
as old leases expire.
The Volvo trucks were assembled in
the United States with the latest environmental features, including Greenhouse
Gas Complete Vehicle Certification and
Greenhouse Gas Highway Application.
This allows for a two-miles-per-gallon
improvement; the tractors come with
a new state-of-the-art I-Shift transmission as well. Sea-Logix also returned to
Company officials from The Pasha Group, Sea-Logix, LLC, and Ryder System, Inc. joined
on February 18 for a ribbon-cutting event to celebrate Sea-Logix’s new fleet of trucks.
its signature red truck-model branding,
which is well known throughout the
Ports of Los Angeles and Oakland. These
new tractors—combined with an excellent on-site service plan—will help keep
Sea-Logix’s fleet up and running to meet
the growing needs of its customers and to
offer leading-edge trucking services to
new customers.
With this new fleet of trucks, SeaLogix, LLC has expanded its longstanding partnership with Ryder System, Inc.
for a six-year, full-service lease and
on-site maintenance contract.
PORTAL PROFILE
Details, Details: Getting Personal at
Globe Moving & Storage Co. Pvt. Ltd.
By Joyce Dexter, Editor, The Portal
A
jit Venkatesh learned his trade from a man he considers a
master: his father.
“My dad was a pioneer in the moving business in India,”
he explains. “He is very meticulous and systematic, and he’s
my guru. His support and advice have played an important role
in my business success today. He always taught me to lead by
example, specified the importance of time and nurtured in me the
importance of valuing the customer.”
S. Ramachandran has become known for a command of
detail that sets Globe Moving & Storage Co. apart from its
competitors, said his son during an interview with The Portal at
the IAM Annual Meeting in San Diego. “He believed in providing excellence and personalized service to all his customers,
rather than having too many accounts and not being able to
provide the high quality standard that he wanted to maintain,”
Venkatesh noted. “He knew his customers and accounts well and
always put them ahead of anything else.”
Ajit Venkatesh joined what was then Globe Packers in 1998.
In 2001, the company’s name was changed to Globe Moving
& Storage Co. Pvt. Ltd. At the time, it mainly handled domestic moving. But once Ajit—armed with a master’s degree in
international marketing he earned attending university in Cardiff,
Wales—was brought on board, the company broadened its reach.
Originally launched in Bangalore, India, Globe now has offices—a total of eight—in all the major cities in India, and employs
about 250 people.
“We made a lot of changes to broaden our scope of activities,” he says. “We became a member of IAM and BAR [British
Association of Removers]. We also got our ISO certification,
S. Ramachandran (seated), Globe Moving & Storage Co.’s chairman and managing director, founded the company. Also pictured
are his son, Ajit Venkatesh, director, and Roopa Vekat, director.
which made the process of getting FIDI-FAIM certification
easier. In the early days, we used to cater to individual customers
but now our client base comprises several large corporations.”
Like nearly all sons and daughters destined one day to lead
the family business, Venkatesh acquired his industry skills and
knowledge from the ground up. “I used to go with my dad on
surveys,” he recalls. “Back then, I was a packing crew supervisor, sleeping in the back of the trucks.” Today he is director of
Globe Moving & Storage Co.
The company, Venkatesh says, is poised to seize the opportunities emerging in a rapidly evolving market. “We have a new
In a country so big,
our network is even bigger.
With over 45 years of quality and personalised
service in the Indian moving and relocation
sector, Globe Moving is synonymous with trust,
reciprocity, and the most competitive rates in
the industry. Add to that a pan-India network,
and you have got the most reliable partner in
the country.
Toll Free: 1800 103 5455 | Tel: +91 80 4211 5151 | US Tel: +1 510 764 1133 | Email: [email protected] | Web: www.globemoving.net
Offices: Bangalore* | Cochin | Chennai* | Delhi* | Hyderabad | Kolkata | Mumbai* | Pune (*FIDI Certified)
59
prime minister, and his push is to build a new India by encouraging manufacturing companies from other countries to move there.
India has a huge domestic market—we’re a pretty mobile society—and there are lots of IT companies, as well as manufacturing
and auto industries.”
Globe Moving is more than prepared to fill the need for
reputable movers to handle both international and domestic
clients. Although many existing international movers don’t want
to bother with the domestic market, says Venkatesh, “you can’t
survive if you don’t. You need a mix. India has more than 350
million middle-class consumers. That’s a lot of buying power.”
Training is thorough and designed to hone not only operational skills but interpersonal ones as well, taking into account
the unique aspects of the global marketplace. “We do a lot of
in-house video and on-the-job training,” Venkatesh explains, “and
we also emphasize cultural understanding. Many of our customers are expats, and this training builds sensitivity and understanding of varied cultures.”
Globe Moving understood early on that customers don’t
want to deal with many companies. “They want one-stop shopping,” says Venkatesh. “So we help them with home and school
search, immigration services, and so on. Our pet moving division is small but very important. In order to succeed, you cannot
have one specialty—you must have many. But one thing we do
particularly well is international moving.”
Building a strong relationship with a client takes time and
effort. “When we do our marketing,” he adds, “we map out our
accounts and get to know them well.” This is a strategy that has
paid off. Globe handles very large office moves and data center
relocations, and counts such well-known companies as Juniper
and Cisco among its clients.
Venkatesh reports that Globe does a lot of repeat business, a
testament to the relationship-building process it has successfully
employed over the years. “Our customers know we can meet their
requirements with personal service,” he says. “We are there for
them. They are not just another file, another customer”
Globe has been an IAM member for about 15 years. “The
most important reason for us being at the annual meeting to get to
know our partners,” Venkatesh says. “When you meet them face
to face they become more than your customers or partners—they
become your friends. IAM provides these experiences very well.
Also, we have a chance to meet not only the big companies but
The Globe fleet reflects the new look the company adopted in
2015.
the smaller ones as well. I don’t think any other association provides that mix. We need more than one partner in each country.
Sometimes you get better rates from the smaller ones.”
Venkatesh adds that the company’s new tagline—“The Answer Is Yes!”—captures the ethos and culture of Globe Moving.
Website: www.globemoving.net
Globe’s modern warehouse. The company has many well-known
clients and handles office moves and a menu of other services.
EXECUTIVE SUITE
Understanding the Past, Moving into the Future:
The IAM/HHGFAA History Project
By Rick Curry
I
n October I will have the privilege of attending IAM’s 54th
Annual Meeting at a beautiful hotel in a glamorous city. I
am so excited to be representing my company, even though my
schedule will be packed with meetings from breakfast to late in
the evening. Wow—what a great opportunity to meet our current
customers and visit with potential new partners. Moreover, as always, I will be able to share “the story” of our company, so that
others may understand our history and why they should consider
working with us. At the same time, I watch new attendees—sent
by their companies to attend events, make contacts and generate
business—as they survey the nearly 2,000 people at these annual
IAM gatherings. Perhaps they wonder: What is IAM all about?
How did it become the organization it is today?
In October 2014, the IAM Executive Committee authorized
me to record and catalog the Association’s history. They realized that we need to capture the details of when, how and why
the organization was launched while those who were around in
the early years are still with us and able to share their recollections. As you may be aware, I have been traveling within the
United States, spending a lot of time interviewing our members
and searching through Portal magazine archives and minutes
of official meetings. In doing so, I have been able to obtain
information about our founding members and others who were
instrumental in establishing what was then the Household Goods
Forwarders Association of America (HHGFAA), now the International Association of Movers (IAM). I requested that John
Day assist me in this massive project, and he is organizing the
many pictures of our members from past annual meetings. We
will be asking for help in identifying people in the photos. For
John and me, this project has been a journey into the past that
will be of interest to many of our longtime members and will
afford an opportunity for our newer members to learn about IAM
and its rich history.
Moving forward, it is our intention to publish an article in
each issue of The Portal to introduce a bit of HHGFAA/IAM
We need to capture the details of when,
how and why the organization was launched
while those who were around in the early years
are still with us and able to
share their recollections.
history, highlighting important milestones during its existence
as we develop the means by which we will present the timeline
and details of how we have progressed through the years. We
trust these articles will generate even greater enthusiasm for the
project and inspire your participation.
We are calling this undertaking the IAM History Project.
Let us know if you wish to suggest a more creative name, or
how you would like to see the information being compiled
presented to the membership. Also, if you have anything to share
with me about your memories and details of the past, please
contact me at [email protected].
Denmark
The international brand name of
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Moving
Furniture Rental
www.aspiremobility.com
Expense Management
Global Mobility
61
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The State of Industry Standards
By Ray daSilva, Group President, Interstate International and Interstate Relocation Services
Chair, IAM Data Collection and Analytic Working Group
W
hat would our world look like without industry standards? It is a provocative question. The fact is that the
world as we know it simply would not exist. Products and services would not work, or they would not be affordable. Dr. Konstantinos Karachalios, managing director of the Institute of Electrical and Electronics Engineers Standards Association (IEEE-SA), one of the world’s leading standards developing organizations, says that standardization and its far-reaching
impact on the world are noteworthy: Standards are published documents that establish
specifications and procedures designed to maximize the
reliability of products, materials, and services people
use every day. They are implemented in products used
in nearly every facet of our lives, from aerospace and
electronics to green technology, from transport to construction. Standards address a broad range of issues.
They make products work better, make them compatible
and able to interact with other products, and safeguard
consumer safety. They simplify product development and
speed up the time it takes for a product to get to market.
In a nutshell, standards fuel the development and implementation of technologies that influence and transform
the way we live, work and communicate.
What is the current state of standardization in the international moving industry? The good news is that for an industry
that is so reliant on loosely organized, non-contractual, informal
agent-to-agent relationships, a lot of de facto standards have
become commonplace. The bad news is that few of them are true
and complete industry standards. For example, most household
goods descriptive inventories share common elements and are
easily understood around the world, but there are many variations. The fact is that when we deal with standard inventories,
there is a particular efficiency in the understanding of the document and its functionalities. Conversely, when we encounter
a non-standard inventory, it causes us to stop, think, process,
guess—which creates inefficiency and introduces the risk of misunderstanding. And, in the case of certain documentation, it may
very well open up the risk of liability. Standards in an industry
like ours require collaboration, interaction, and a reliance on
common understanding. If this is the case, why have some of
the most basic documents, procedures and processes that are so
essential to our trade not been standardized?
I was recently invited by IAM to participate in a discussion about the importance of gathering relevant industry-related
statistics. Would it be beneficial to know how big our industry
really is? How many household goods TEUs are shipped between major ports? The answer is yes—but before we can even
consider gathering such information, we must be able to agree on
common standards for data nomenclature. Something as simple
as not having standardizations in place for port names becomes
a barrier to data integrity. The discussion took an obvious and
“Standards in an industry like
ours require collaboration,
interaction and a reliance on
common understanding.”
—Ray daSilva
understandable turn. Until we define and adopt an industry-wide
standard Household Goods Bill of Lading or shipment advice
(notification) document, such data collection is unthinkable. If a standard could be created and adopted, there would be
tremendous gains in efficiency and perhaps a considerable reduction in service errors and misunderstanding between trading
partners. As a result, IAM has endorsed our IAM Data Collection and Analytic Working Group’s recommendation to create
a standardized Household Goods Bill of Lading or shipment
advice (notification) document. And, as simple as it may sound,
all of us in the working group realize this is not a small undertaking. However, we firmly believe IAM is the entity that is best
positioned to help develop the standard. While adoption cannot
be mandatory across the industry, the benefits will be significant
enough to members and the industry as a whole that adoption
will take place. I personally believe that this is just the first step in the contributions that IAM can make to the establishment of industry
standards; in doing so, it will fulfill a critical part of its mission—to facilitate efficient trade and improve the professionalism of the industry. A standardized Household Goods Bill of
Lading or shipment advice (notification) document will be a fundamental building block in promoting the digital interchange of
information between members. To fully understand the potential
impact, read IATA’s e-Air Waybill initiative at www.iata.org/
whatwedo/cargo/e/eawb/Pages/index.aspx.
Although the vision and achievements of IATA’s e-Air
Waybill initiative may seem like a very distant possibility for our
industry, it is a vision worth understanding and pursuing. Our
industry is not always known for cooperating for common
benefit. In this case, I would argue that the benefits far outweigh
any possible loss of individual competitive advantage. History
also presents some hope: in 1961, just six years after the first use
of containers in commercial shipping, the international shipping
industry was able to agree on the standards for ISO steamship
containers that serve as the foundation for international commerce as we know it today. Perhaps, it is time for the leadership
and members of IAM to come together to make a similar bold
move that will serve to change our industry.
Email me ([email protected]) if you are interested in
participating and contributing to this effort. If you have thoughts
pro or con on this initiative, please make your voice heard. We
welcome the discussion.
63
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Review of RPP in the 2015 Fiscal Year
By Brian Limperopulos, Director, Programs
O
n January 1, 2015, IAM made a big change to its membership policy when the IAM Receivable Protection Program
(RPP) became an automatic member benefit for all Governing
and Core Members. Now, just over a year after it became an
inclusive member program, IAM is proud to report that the RPP
has already delivered substantial monetary benefits to members
who have experienced slow payments or significant losses.
Through the RPP’s Unpaid Invoice Compensation process,
IAM Governing and Core members can submit compensation
claims to IAM in the event that another IAM Governing or Core
member does not pay an invoice and has filed for bankruptcy or
has ceased business operations.
In 2015, IAM reimbursed US$81,618.63 in qualified Unpaid
Invoice Compensation claims that were triggered by the following three companies:
• Australian Vanlines Pty Ltd
• IntlMove LLC
• Raffles Movers International
In addition to the RPP Unpaid Invoice Compensation process, IAM also administers the RPP Invoice Dispute Resolution
process, whereby IAM staff will intervene on behalf of Governing, Core or Supplier members who are owed money by another
IAM member. If the debt is unresolved after three interventions,
IAM will publish the delinquent company on the Alleged Debtor
List, which is circulated to all IAM Governing, Core and Supplier members each month. Finally, if the debt is US$10,000 or
more, the claimant company may request the delinquent company’s expulsion from the Association.
Through the RPP Invoice Dispute Resolution process, IAM
facilitated the resolution of US$160,318.84 in debts reported to
us in 2015.
As you can see, the RPP delivers real value by helping
IAM members resolve outstanding debts and compensating
them when there is no hope for repayment. In its first year as
an inclusive member benefit, the RPP provided IAM members
with substantial relief. However, with each passing year, IAM
anticipates that the fund will grow, enhancing the sustainability
of the RPP and enabling IAM to increase the benefits associated
with it.
If you have questions or are owed money by another member, we encourage you to complete a claim form, which can be
found on the RPP page at the IAM website (www.iamovers.org
> Programs & Education > Receivable Protection Program). If
you cannot find what you are looking for on the website, please
send an email to [email protected].
Finally, remember to pay your 2016 IAM membership dues
to maintain your company’s access to this valuable program.
Relationships Matter
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Nationwide • Worldwide
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65
Today’s Sexier Spin on Logistics
By Skaiste Rucyte, Operations Coordinator, Bliss Corporation
W
hen people think about logistics they generally imagine
muddy trucks, gloomy warehouses and rusty containers.
It would surprise many to know that the reality is completely the
opposite—it is a driven, vibrant and dynamic sector.
The Oxford English Dictionary defines logistics as the “science of movement, supply and maintenance of military forces
in the field.” Indeed, it was war that originally made logistics
a sexy concept. Consider Napoleon, Hitler and Rommel—just
a few examples of military commanders who were defeated in
large part because of poor logistics management.
At first blush, logistics seems like a simple enough business
of moving things around. Not anymore. Globalism, the Internet
and new technology have spoiled us. Nowadays, it is not enough
to have stacked grocery shelves and to get a catalogue order on
time to make us happy. We need more. We demand more. And
we know how to get it.
Online shopping shook things up. One click, and a couple
days later the doorbell rings. This kind of speedy, responsive
service does not allow for delays or misplaced orders, but apparently such high expectations are not so easy to realize. During
the online shopping boom, a lot of businesses lacked quick,
sharp and on-point logistics solutions, and that in turn led to
unsatisfied customers and massive drops in stock prices.
All of a sudden logistics became sexy. An eye-catching website and a get-to-the-point advertisement were no longer enough;
what was needed was a strategy of on-the-spot delivery. But
proper execution of that strategy requires planning—a process
that involves more than one party—and it entails risks along the
way. For the moving industry, it was a huge step to turn attention
off the front and focus on back-end systems.
The increased urge to travel and to explore the world was
yet another reason to concentrate on making the whole process
not only easier but more pleasant. Changing one’s place of living
is by nature a sensitive process, so when people began to expect
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“What was needed was
a strategy of on-the-spot
delivery. But proper execution of that strategy requires
planning ... and it entails risks
along the way.”
—Skaiste Ructye
a more personal touch from their movers, it was only a matter of
time before the industry responded accordingly. The companies
that had started treating every single client like a VIP instantly
became big fish in the pond. A company’s effort to make a customer the center of attention by demonstrating care and a focus
on detail could not be overlooked. Correspondingly, this refined
way of thinking led to a renaissance in moving.
Creativity, attention, delicacy—these are words that describe
today’s logistics business. As for being sexy, I will quote an
entrepreneur in the logistics industry: “Without freight we’d all
be naked, so that might be kind of sexy too.”
Become a Mentor or Protégé
I
AM Mentor Match provides an opportunity
for moving, relocation, forwarding and
logistics industry professionals around the
world to connect and gain experience through
relationships to help achieve their professional
development goals.
We’re currently recruiting participants who want to
elevate the competence, professionalism and success of
moving, relocation, forwarding and logistics industry professionals through positive mentoring relationships. There is no
cost for participation in the program; however, you must be a
member in good standing.
Participation in the program can help you to:
• Enhance your leadership and management skills.
• Give back to the industry.
• Share skills and knowledge and help others with their
personal and professional goals.
• Build a long lasting personal and professional
relationship.
• Gain exposure to diverse perspectives and experiences.
To enroll as a mentor or protégé visit
www.IAMovers.org > Affiliated Groups > Mentor Match.
IAM Code of Ethics: Frequently Asked Questions
By Brian Limperopulos, Director, IAM Programs and Margaret Kerr, Membership Services Coordinator
Q. What are the Code of Ethics Enforcement Procedures?
A. The International Association of Movers Code of Ethics Enforcement Procedures provides IAM with the ability to administer reasonable and nonrestrictive sanctions for violations of the
Code of Ethics in a fair and impartial manner.
Q. What is IAM’s goal when administering the Code of
Ethics Enforcement Procedures?
A. IAM wants to facilitate resolution of all disputes between
two members. In the Enforcement Procedures, there are multiple
opportunities for the IAM President and Ethics Council Chair to
attempt to mediate a solution so that punitive actions are unnecessary. IAM also encourages both parties to maintain communications so they can find a way to resolve the dispute without
further intervention from the IAM Members Ethics Council.
Q. Who can submit a Code of Ethics complaint?
A. Any IAM member company and/or Individual member (the
complainant) in good standing who believes himself/herself/
itself to be aggrieved by any action or omission of an IAM
member company, IAM member companies, and/or individual
member that violates the IAM Articles of Incorporation, ByLaws or Code of Ethics may file a complaint with IAM.
Q. How do I submit a Code of Ethics complaint?
A. An ethics complaint must be submitted in writing to the
IAM President at the IAM headquarters and be signed by an officer of the company that is an IAM member. This complaint shall
include all of the relevant contact details for the complainant and
shall set forth a contact person in the company for the complaint.
The ethics complaint shall also include a concise statement of
the complaint, the names of the IAM member(s) allegedly responsible for, causing or whose conduct is otherwise the subject
of the complaint including, if available, any applicable names,
addresses and phone numbers of the adverse party and all persons related directly to the occurrence. Last, the complaint shall
state the relief sought.
Q. What steps are involved when IAM adjudicates an
ethics complaint?
A. Upon receipt of an ethics complaint, IAM’s President may
dismiss the complaint, choose to mediate a solution or direct it
immediately to the Ethics Council chair.
If the complaint is accepted and directed to the Ethics
Council chair a Review Task Force will be formed consisting of
a chairperson, investigator and case review panel. The investigator will collect evidence and may attempt mediation between the
involved parties. If mediation by the investigator is unsuccessful,
evidence will be turned over to the chairperson, who may also
attempt to mediate the situation. If mediation again is unsuccessful, all evidence will be turned over to the Case Review Panel,
who will then render a judgment.
For a complete breakdown of each of these aspects and
time frame of the Review Task Force, please view page 3 of the
Enforcement Procedures under Review Task Force. The docuIAM: Moving Forward Together
ment can be found at www.iamovers.org > About IAM > Code
of Ethics.
Q. What are the various disciplinary actions that may be
taken?
A. The Ethics Council can impose the following disciplinary
actions:
•Reprimand
• Membership probation
• Membership suspension
• Membership termination
More information on these penalties can be found on page
5 of the Discipline section of the Enforcement Procedures, at
www.iamovers.org > About IAM > Code of Ethics.
Q. If my complaint is accepted as a legitimate ethics complaint, how long will it take for IAM to review and render a
judgment?
A. The time required for IAM to review the complaint and
render a judgment will vary by case.
The Enforcement Procedures provide the IAM President and
the Ethics Council chair with the option to mediate between the
two parties on multiple occasions, which may result in a quick
resolution or postpone the final decision if no agreement can be
obtained. If no mediation is attempted, the process takes a minimum of three months. This does not include the time required if
there is an appeal.
New and Improved:
The Online Portal
R
emember when your staff had to pass along their company copy of The Portal from one person to another?
Now, everyone in the office can read past or current issues
any time they want with the click of a mouse, on a computer,
iPad or smartphone. It’s easy! Just go to the IAM website:
www.iamovers.org > Resources & Publications >
The Portal Magazine and select the issue you want.
The online edition of every issue is searchable, bookmarked for easy navigation, and all ads are linked to the
advertiser’s website.
67
Update on International Sanctions on Iran
By Margaret Kerr, IAM Membership Services Coordinator
O
n January 16, 2016, the International
Atomic Energy Agency (IAEA)
announced that Iran had satisfied all the
nuclear-related terms to which it agreed
in July under the Joint Comprehensive
Plan of Action (JCPOA). In accordance
with the JCPOA, upon confirmation
that Iran has taken all necessary steps
to diminish its nuclear program, the European Union (EU) and the United States
lifted specified sanctions on Iran. As part
of the deal, countries outside the EU and
United States will no longer face retaliatory sanctions for dealing with Iran—a
historic milestone.
So what does this mean for our industry? Are all countries free to do business in Iran now that sanctions are lifted?
Some media outlets have suggested that
sanctions on Iran have been eliminated,
but that is not entirely accurate.
For Europeans, the lifting of sanctions is a positive development. The EU
has removed sanctions for the shipping
and transport sectors. This includes
exports to Iran of naval equipment and
technology for shipbuilding, as well as
allowing cargo flights from Iran access to
member state airports. Furthermore, money can be moved between EU countries
and Iran without special authorization or
notification. Iranian banks also will be
allowed to open offices in EU member
states, making financial transactions and
investments easier.
For Americans, however, the waters
are still murky. According to the U.S.
Department of the Treasury, the United
States has lifted “secondary sanctions,”
which apply to non-U.S. individuals or
companies. “Primary sanctions” will still
ban U.S. nationals and companies from
engaging in business with Iran. The only
main areas in which the United States is
easing primary sanctions are “the sale of
U.S. origin aircraft, parts and services
exclusively for commercial passenger
aviation to Iran; the import of Iranianorigin carpets and foodstuff; and certain
activities conducted by foreign subsidiaries of U.S. companies.”
We asked Iranian IAM member
companies how they think the lifting of
specific sanctions will affect our industry,
and their general outlook was very positive. Sevan Sarkissian of Kar Kia Co.
Ltd. stated, “In the coming months we
could see more concrete results. Specifically, we can see that foreign shipping
companies, airlines, and international
transport companies, which ended their
business activities in Iran in the past,
are now [reestablishing relationships. …
And] when more trust builds between the
United States, Canada and Great Britain
and their embassies are reopened, business relations will further improve to the
benefit of all.”
Another important factor that was
stressed is Iran’s re-entry into the oil mar-
ket. Currently Iran is ready to increase
its crude oil exports by 500,000 barrels
a day. In today’s already oversupplied
market, oil prices are projected to fall to
historic low levels. This, in turn, likely
will substantially reduce shipping and
transportation costs.
With more time and compliance by
the Iranian government, more sanctions
will be repealed. However, achieving full
termination of nuclear-related sanctions is
a long process. According to the JCPOA,
in eight to 10 years, with further compliance and cooperation, all such sanctions
on Iran will be lifted. When, during this
timeframe, will our industry be able to
ship to and from Iran unencumbered?
That’s hard to say. Certainly European
businesses are starting to pick up where
they left off before sanctions were implemented, but U.S. companies will have to
be patient until the remaining sanctions
are lifted.
IAM will continue to monitor the
situation and will provide updates on any
changes in the current situation or when
more sanctions are removed.
To read the full list of sanctions that
have been lifted and remain in place, visit
the U.S. Department of State website
(www.state.gov/).
Mobile Inventory Management System
Enables quick capture of package contents on your Smartphone
EMPOWERING YOUR BUSINESS THROUGH TECHNOLOGY
√ Allows work crew to quickly and easily capture contents of cartons & packed pieces
√ Creates comprehensive Inventory list, including description, condition, value, and photo
√ Multi-lingual capabilities eliminate language issues, can create and send packing list in
multiple languages to customer
√ Overcomes problems of handwritten inventories, including legibility & spelling
√ Requires no learning; completely intuitive, based on familiar program
√ Supported by the MoversPOE website that enables online activities before and after packing
Provides your agents, partners, and customers with a state-of-the-art
mobile inventory management system.
www.moverspoe.com
|
[email protected]
MOVERS DOING GOOD
Operation: Gratitude—Mission Accomplished!
O
n November 11, Veterans Day,
Cartwright International
held Operation: Gratitude, a packing event
sponsored by the company to prepare
boxes of items for troops deployed overseas. The organizers of the event—by all
accounts a rousing success—originally set
a goal of packing 30 boxes. That goal was
totally blown away, said Janetta Dooley,
Cartwright International executive
administrative assistant and lead event
organizer. “It was amazing. We ended up
more than doubling that number—62
boxes in all.”
The success of the event was a true
team effort on the part of everyone at Cartwright. Along with a generous underwriting by the Cartwright family, numerous
fundraising events were held to help raise
money to purchase the food and personal items packed. Andy Cartwright,
president of the Cartwright Companies,
said, “We cannot forget those members
of the military who so selflessly serve us
and our country. We owe them a debt of
gratitude that can never be fully repaid.”
U.S. Army Staff Sgt. Shawn Porath wrote to thank Cartwright for their
contribution to troop morale: “It was like
Christmas came early... . Not only are we
thankful for the packages, but also thankful for your support. Our battles may be
The Cartwright International team with the 62 boxes of food and personal items they
prepared for troops overseas.
different, but war—war is always the
same and it’s the thoughts, actions, and
kind words from our fellow Americans
back home that really brightens our days
and puts a smile on our faces.”
The company plans to follow up this
event with another one in 2016.
Comprehensive Pre-Move Survey Solution
Are You a
Mover Doing Good?
Tell us about it—send your story
and photos to
[email protected]
www.moverspoe.com
|
[email protected]
Turns your Smartphone, iPad, or Android tablet into your Survey tool
√ Simple, intuitive process ensures fast, accurate Survey
√ Creates detailed room-by-room list - in any supported language
√ Generates detailed Survey Report, prevents differences between estimated & actual volumes
√ Supports multiple shipment types (land, sea, air, and storage)
√ Estimates type and quantity of cartons needed
√ Positions your company as a provider of state-of-the-art industry solutions
√ Supported by the MoversPOE website that enables online activities before and after the survey
Utilizing advanced technology - and activated by a smartphone or tablet the HHG Survey is supported by sophisticated online capabilities.
EMPOWERING YOUR BUSINESS THROUGH TECHNOLOGY
69
From left: Morrie Stevens Jr.,
Diondra Gray, Claudine Ellis
and Jerry Ross were partners
in a project to deliver water
to Flint, Michigan.
Young burn victims are the beneficiaries
of the Recycle to Help program.
Express Transports S.A.
Partners with
ANIQUEM in
Recycle to Help
S
ince October 2015 Express Transports S.A. has been participating in
Recycle to Help, a program sponsored
by the Peruvian nonprofit association
ANIQUEM.
ANIQUEM works to help children
in extreme poverty who have suffered
burn injuries. The organization’s goal is
to prevent burn-related accidents and to
rehabilitate survivors all across Perú.
In order to fund their expenses,
Recycle to Help promotes recycling as
an alternative way of development and to
protect the environment through responsible waste management and by collaborating in the rehabilitation of children in
need.
More than 120 children have already
received free treatment because of this
program. Treatments are very extensive—taking more than three years—and
patients must be treated physically and
psychologically in hope of resuming their
normal day-to-day life.
Express Transports Marketing
Manager Daniela Krumdiek reports that
during their first quarter participating in
the program, the company has donated
1,187 kilograms of paper and cardboard.
“We are very happy to be part of this
program,” she said. “It gives us as the
opportunity to help not only the environment, but children in need. All of our
staff is really committed and we hope to
help more and more every day.”
Stevens Worldwide Van Lines, The Other Moving
Company, and Realtors Bring Water to Flint, MI
A
need to mobilize into action to help
their neighbors brought together the
perfect partners: Realtors® and professional movers. Because the Flint water
contamination story has gotten national
coverage, and because Stevens Van
Lines has agents across the country,
Virginians Claudine Ellis of Dream Girls
Real Estate, a Keller Williams agent,
and Brian Hudgins, owner of The Other
Moving Company, a Stevens Worldwide
agent, have shown what it means to be
good neighbors.
Just when local sources in Flint seem
to be tapped out, friends and neighbors in
the greater Virginia Beach, Virginia, area
were ready to help. The Dream Girls office orchestrated a water drive and got an
overwhelming response, with more than
3,500 cases of water donated—enough
to properly hydrate 80 people every day
for six months, based on the water needs
outlined by the Mayo Clinic and U.S.
Geological Survey data.
With water in Virginia Beach,
and citizens in desperate need in Flint,
Michigan, the longstanding partnership
between Keller Williams and Stevens
Worldwide Van Lines was leveraged by
using one of Stevens’ agent companies,
The Other Moving Company, located in
the “backyard” of the Virginia water collection location.
Hudgins donated his truck, a professional driver and crew. The water was
loaded in Virginia and transported 1,000
miles to a senior center in Flint, Michigan, for delivery on February 29.
Brennan Senior Center Director
Deborah Holmes said, “It is fantastic
and wonderful to know that people from
across the country care for us right here
in Flint. And the coordination and teamwork is just what the people of Flint need
right now.”
Globalink Provides
Hearing Aids, Medical
Support to Children
G
lobalink has initiated a charity
campaign to support children with
hearing impairment. The campaign aimed
to promote the development of children
by providing hearing aids to facilitate
their learning skills and integration into
society. The campaign was intended to
make the lives of children who had been
deprived of sound complete, enabling
them to believe in dreams and the primacy of goodness.
Globalink, headquartered in Almaty,
Kazakhstan, provided hearing aids to
children whose parents couldn’t afford
them. The devices were procured by the
Medical Center SATR, whose specialists
carried out diagnostics, testing and installation of the children’s hearing aids.
Globalink representatives were
invited by the school to meet the children
who received new hearing-aid devices.
“We are extremely grateful for the
concern and care of Globalink contribution, which has improved the quality of
lives of children in need,” said the director of the school, Alexandra Dnisheva.
INDUSTRY NEWS
A look at people and events shaping IAM member companies
Paul Bernardt
Anette Sallows
Kate Williams
APPOINTMENTS
New World International recently
announced that Anette Sallows has
joined the company’s management team
as director of government services. She
will be responsible for driving growth
and service excellence related to all international and domestic General Services
Administration, Department of State and
Department of Defense business.
Sallows brings to New World nine
years of government service experience
in roles of increased responsibility. Most
recently she was director of Government
services at Secor Group.
A native of Germany, Sallows
moved to the United States in 1995.
She is based in Washington, DC, and
will lead the government teams in New
World’s Chicago headquarters as well as
its offices for Europe, Middle East and
Africa (EMEA) in Rotterdam, The Netherlands, and Asia-Pacific in Shanghai,
China.
AIReS announced that Kate Williams,
CRP, GMS, has joined the company as
a client services director. In that role she
will be responsible for strategic client
service management.
Williams has 10 years of comprehensive relocation management experience,
serving in operations and client services
roles. She has extensive knowledge of
the procurement process, client retention,
supply chain management, cost containment and team management. More
recently, she handled operations management and client services in supporting
David Gonzalez
a leading tech company. She managed a
tri-regional global team with responsibility for overall program execution.
She will be tasked with ensuring
that AIReS continues to bring creative,
strategic solutions and recommendations
to the company’s loyal clients as well as
new customers. Williams, who is based in
San Francisco, was raised in the Republic
of Panama and is fluent in Spanish and
English.
Fry-Wagner Moving & Storage,
headquartered in Lenexa, Kansas, has
named industry veteran David Gonzalez
vice president of business development
for its Kansas City branch. In his new
role, Gonzalez will work with clients’
human resources departments to assist
in identifying their needs and creating
greater relocation value.
Gonzales brings more than three
decades of experience to Fry-Wagner.
Previously he held key management positions in the moving and storage industry,
including several years in Saudi Arabia
as onsite relocation program manager for
the world’s largest oil producer, Saudi
Aramco. He served as a governor of the
American Chamber of Commerce in
Indonesia, a director on the American
Moving & Storage Association International Steering Committee, and a member
of the Global Advisory Council to the
Worldwide Employee Relocation Council’s board of directors. More recently,
he was a member of the executive team
instrumental in developing the global
services platform of United Van Lines’
parent company, UniGroup, Inc.
Rebranding News
U
TS International has adopted a new
global brand for its company and
global network. It will now be known as
Harmony Relocation Network,
(www.harmonyrelo.com), operating under the leadership of Paul Bernardt, who
has been the managing director since
2009, according to Network Manager
Maurice van Bijleveld. The staff at the
international head office in Weesp, The
Netherlands, remains the same.
In late 2015, the company terminated
its 14-year strategic alliance with a U.S.based van line with which UTS shared
the global brand UniGroup Worldwide
UTS. The separation of the alliance has
no significant effect on the global member network, its capacity, or its finances;
it affects only the marketing and rebranding of the organization. Going forward,
all of its member companies will use the
new branding.
Describing the Harmony Relocation
Network, van Bijleveld said, “Harmony
is a global network of locally owned
relocation companies, upholding strong
family values through generations of
heritage. We are a network of committed partners, brought together in one
truly global and solid infrastructure with
cutting edge technology, an ISO-tested
quality system and leading sustainability
criteria.”
71
(Short Fuse) Moving
Short Fuse Is Our
Middle Name!
EUROGROUP Invests in Its Motor Fleet
“The Mover’s Mover”
Providing movers worldwide
with reliable representation
in the USA for
origin and destination services
• Local and Long-Distance
Residential Moving
• Commercial and Corporate Moves
• Overseas Relocations
• Expert Packing
• Long-Term and Short-Term
Storage
• Hoisting Our Specialty at the
Lowest Prices
• Warehouse with 24/7 Surveillance
Video and Armed Security
• Furniture Assembly and
Disassembly
• Furniture and Antique Restoration
• Fine Art and Sensitive Shipments
• State-of-the-Art Electronic
Tracking
Klein’s Moving &
Storage Corp.
1325 Atlantic Avenue
Brooklyn, NY 11216
(718) 953-1700 • 1 (800) 966-3393
www.kleinsmovingandstorage.com
Quality Service Since 1952
We Make The Right Move.
E
UROGROUP has taken delivery of
three new DAF XF 460 4 x 2 Super
Space Tractor Units, complemented by
3 x 90m3 MONTRACON 45-foot Step
Frame Trailers. The new equipment represents an investment of £750,000 GBP
($1,125,000.00 USD).
To accompany the new additions
to the fleet, two new road trains utilizing a DAF 460 6X2 and a DAF 460
Super Space will be ready for delivery
this spring. All vehicles are fitted with
SATNAV/GPS, Bluetooth, adaptive
cruise control and anti-low-speed collison
systems, plus standard driver equipment including air conditioning, fridges,
microwave, satellite television and air
sprung seats to make its crews’ journeys
across Europe more enjoyable.
EUROGROUP Managing Director Tony Tickner said the company has
also updated the surveyors’ fleet in 2016
with four new red Ford Focus 2.00 TCDi
(Turbo Diesel Common Rail Injection)
vehicles.
Boonma Thailand Aims for Successful 2016
T
o celebrate the new year, Boonma’s
management held a party to thank
staff for their hard work throughout the
year and to motivate them to “surf the
new wave” in 2016.
“In Chinese astrology,” noted Executive Director Tiddy S. Teerawit, “2016
is a Year of the Monkey. It represents a
witty, intelligent, and magnetic personality. Traits like mischievousness, curiosity,
and cleverness, make them very naughty.
Monkeys are masters of practical jokes,
are fond of playing, and are fast learners
and crafty opportunists.”
At the event, Tiddy wished for the
staff “a prosperous career and success.
Be able to make breakthroughs and seize
opportunities instead of missing them.”
Boonma staff usher in the Year of the
Monkey.
Rotterdam - Amsterdam
CEO A. Hashim (center of second row) with managers and staff
Homepack Hosts Annual Luncheon
•28branchesin
theNetherlands
•YourgatewaytoEurope
•Europeanmoves
•Road-Sea-Air
•World-widemoves
H
omepack Freight International held its annual luncheon ceremony at its head office in Karachi, Pakistan, in
January. The yearly event, initiated a decade ago, is an occasion
for President & CEO A. Hashim to meet with management and
removal staff to review the previous year’s activities and discuss
performance goals.
The company, established in 1979, now employs 25 people.
Homepack handles large projects for clients including SIND
Institute of Urology & Transplantation and Pakistan Telecommunications Company Ltd., among others. The annual luncheons
provide an opportunity for management and staff to review processes and strategy, and to hear advice from consultants on ways
to improve and enhance quality in packing and overall services
for import/export clients.
Barbara Monnier
Kelvinring 52b
2952 BG Alblasserdam
The Netherlands
Phone +31 (0)78 - 699 0 333
[email protected]
www.mondialmoversinternational.nl
Cell
+31 (0)6 23 45 760
ISO9001•ISO14001
ISO26000•OHSAS18001
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Victory Van International prepares to haul Washington Nationals
equipment to Florida for spring training.
Boonma’s Paul Boonyarattavej (second from the left) and Managing Director Chaivudhi Pungthong (third from the left) have set up
a new venture to capitalize on the SUP craze.
SUP Station: A New Boonma Venture
W
hat’s SUP? Stand Up Paddleboarding is an ancient form of
surfing that originated in Hawaii. It is a great way to get a
better view on the water, catch more waves and paddle over longer distances. SUP boarding has re-emerged as a popular sport
and is quickly becoming the trendiest water-sport that anyone
can enjoy.
Seeing an opportunity, Chaivudhi Pungthong, Boonma’s
managing director, and Paul Boonyarattavej have set up a new
company—SUP Station—to accommodate the needs of the new
sport’s fans.
“There are many popular destinations called SUB Stations
for playing SUP all over Thailand,” said Boonma Executive Director Tiddy S. Teerawit. “They are safe and well-equipped with
various facilities for the SUP experience. Our SUP Stations are
aimed at expats, locals and anyone who loves to feel the freedom
of the surf.” Website: www.sub-station.com
Victory Van Named Official Mover
for Washington Nationals
V
ictory Van International, headquartered in Alexandria, Virginia, is now the Official Moving Company of the
Washington Nationals, the Major League Baseball team of the
Nation’s Capital. February 8 was “Truck Day” for the team, and
all of the team’s equipment was shipped to Florida for spring
training.
HONORS & AWARDS
Interstate Van Lines, Inc. recently was named the American
Moving and Storage Association’s 2015 Independent Mover of
the Year. Each year, AMSA presents the award to recognize the
industry’s commitment to outstanding performance among independent movers who are not affiliated with a national van line.
Interstate is the only company to win this distinguished award
twice.
The company also has been honored with AMSA’s annual
Fleet Safety Award in the under 5 million miles category—the
seventh year in a row that Interstate has received that award.
Since 1997, Interstate has received either first place or runner up
honors.
The company’s president, John (J.D.) Morrissette, noted,
“When my grandfather opened Interstate’s door in 1943, I’m not
sure he could even imagine what the company would be today,
70-plus years later. Every year, we continue to grow, which is a
testament to our service and our loyal customers.”
In 2015, Interstate handled more than 13,000 moves, which
resulted in a 17 percent revenue increase over 2014.
Interstate has garnered a number of awards along the way.
In 2015 alone, the company was named one the area’s Top 100
Largest Private Companies by the Washington Business Journal; a 2015 Outstanding Corporate Citizen (mid-size business
category) by the Fairfax County Chamber of Commerce; and a
Cornerstone Award Winner by SmartCEO Washington. Interstate
also announced recently that it received its seventh Fleet Safety
Award from AMSA.
Arpin International Group has earned the Commitment to
Excellence Gold Award from FIDI for the third year in a row.
The company was selected for the award for having its employees worldwide complete industry training at the FIDI Academy, obtaining their FIM Diploma (Foundations of International
Moving). Arpin requires all new employees to be FIDI certified.
The FIDI Academy is a leading provider of educational
services for the relocation industry. With programs developed
specifically for industry professionals, the FIDI Academy offers
training tools for all levels of employees from newcomers to
leaders.
Out of more than 600 FIDI-registered companies, only 21
received the Gold Award last year.
Additionally, Arpin International Group’s Rhode Island
headquarters recently passed its FIDI FAIM 3.1 Compliance Procedure as verified by Ernst & Young. This quality assessment is
among the toughest and most strenuous in the household goods
forwarding industry.
IN MEMORIAM
IN MEMORIAM
Harold “Gene” Kleinhenz
H
arold “Gene” Kleinhenz, a figure
well known to a number of DoD
service providers in the industry, passed
away unexpectedly on February 19.
1943
Mr. Kleinhenz founded
Mon-EMaker Systems Incorporated in 1988
and served as its president and CEO
until his death. During his 28-year tenure with the California-based company,
he was instrumental in providing leased
software for ITGBL Transportation
Service Providers throughout the United
States.
2016
It is our sad duty to announce the passing of Harold “Gene” Kleinhenz.
Gene, the original founder of Mon-E-Maker Systems Incorporated,
served as president and CEO from 1988 until his untimely, and
unexpected death on February 19, 2016.
During his 28 year tenure with the California-based company, he was
instrumental in providing leased software for ITGBL Transportation
Service Providers throughout the United States.
77
IN MEMORIAM
Jackie Agner
J
ackie Agner, a dedicated IAM member who for more than three decades
played a key role in the leadership
and evolution of the Association,
passed away on February 24 after a
courageous battle with cancer. Having served IAM in many capacities,
she was recognized for her numerous
contributions to the Association and
the moving industry in 2010, when—
during her 30th attendance at an IAM
Annual Meeting—she was inducted
into the IAM Hall of Honor.
IAM President Terry Head
remembered Ms. Agner as a driving
force in the Association. “Perhaps,
other than the original founders, no
one single member has done more than
Jackie Agner to advance the goals and
objectives of HHGFAA/IAM and its
various affiliate groups,” he said. “As a
longtime volunteer leader she dedicated herself to ensuring that anyone
and everyone had a voice and place at
the table. Jackie was both the heart and
soul of the organization. She will be
missed by many and remembered by
us all.”
Early in her career, she had been
a flight attendant and worked for a
carpet dealer and in a pharmacy. She
often joked that whenever people
asked how she wound up in the moving and storage business, she would
respond, “Starvation and desperation.
I needed a job, and an opportunity was
posted in the newspaper. I interviewed
and got the job.”
She started in 1973 as a receptionist at Christie Lambert Van & Storage
in Kent, Washington. At the time the
company was the largest port agent
on the West Coast. Ms. Agner knew
early on that she loved the industry,
“challenges and all. Back in the 1970s
you didn’t need a college degree to get
hired. The only training I had was a
semester of typing in high school.” At
Christie Lambert, she quickly began
climbing the corporate ladder and
earned a reputation as a dedicated and
caring leader.
Jackie Agner
September 7, 1952–February 24, 2016
During her career, she worked at
several companies in the Pacific Northwest, most recently Golden Services LLC
in Lakewood, Washington, where she
was director, household goods.
Ms. Agner was involved in the
domestic/international shipping business
for more than half her life, and became
closely involved with the Association, as
a member of the IAM Executive Committee and as Core Members Management Board Representative. She was also
committed to nurturing the talents and
careers of young industry leaders—payback for help she received from others
over the years.
“Fortunately,” she wrote in The
Portal in 2012, “I’ve had mentors along
the way—Charlie Hall, Doug Barnes,
and Heino Preissler, just to name a few.
But building my career wasn’t always
easy. No matter who you are, at one time
or other, male or female, you run into
opposition. There have been a number
of times that I clearly knew I was being
tested and had to prove myself. But in the
end, as the famous merchant J. C. Penney
once said, ‘As each of my difficulties was
overcome, I grew stronger.’ ”
She was instrumental in the formation of the IAM Young Professionals
group and in the establishment of the
Alan F. Wohlstetter Scholarship Fund, for
which she served as secretary-treasurer.
She worked tirelessly to build the fund
so that more young people had access
to tuition assistance. At IAM’s 53rd
Annual Meeting in San Diego last fall,
she gamely donned an old-fashioned
swimsuit and took a turn in the dunk
tank, a popular attraction on FUNd
Night that raised money for scholarships.
In addition to Ms. Agner’s IAM
obligations, she served as membership
chair for her local MG Car Club and
ran a weekend catering business, J &
K Solutions, with her daughter, Kristy
Thompson.
Ms. Agner is survived by her husband, George, and her daughter.
Jackie Agner was a friend and
mentor to many people she touched
professionally. Her business knowledge, sense of humor and honest
disposition served her customers well.
She attributed this to “loving what you
do and who you do it for—that makes
my journey an enjoyable ride.”
v
“What advice would I give other
women who are considering the
moving and storage industry as a
career? Run—run as fast as you can!
“Not really. I would tell them
that they are in for a ride of their
lifetime. Every day is different, every
day is a new challenge. You will meet
and work with some of the greatest
people on Earth; you will learn the
geography of our world. If you work
with the military you will at times
find yourself helping our service
members, which makes you feel
good. You will feel pressure when
you have a shipment in jeopardy
and feel relief when you resolve the
problem. So much of what we do is
time sensitive, so if you can’t handle
pressure this is not the industry for
you. But if you can you will love it,
and you will often feel rewarded by
the end of the day.”
—Jackie Agner
Remembering Jackie Agner
Celebration of Life
A
Celebration of Life for Jackie Agner will be held at 1 p.m.
on Saturday, April 2, at Browns Point Improvement Club,
201 Ton A Wan da Avenue NE, Browns Point, Washington.
Ms. Agner’s family has requested that in lieu of flowers,
memorial contributions be made to PostHope, the organization
that supported them throughout Jackie’s illness. Donations may
be made at the website, http://posthope.org/jackie-agner
“Jackie was always
smiling, full of energy
and so welcoming to
everyone. I will miss
her...rest in peace,
Jackie—you are in our
thoughts and prayers.”
—Arthur Drewry,
Taylor International
“It is indeed a very sad day in our industry as we say good-bye
to our dear friend and colleague, Jackie—a terrific person with a
wonderful heart who brought joy to all. My thoughts and prayers
are with Jackie and her family.”
—Patrick White, CRP, SGMS, Santa Fe Relocation Services
“A true leader and friend;
Jackie was known and
loved by many. She
touched, mentored and
‘mothered’ so many of us.
Her legacy will live on,
as will our love for this
wonderful lady.”
—Heather Engel,
“A beautiful woman who always
brought out the best in you with her
contagious enthusiasm…I’ll miss
her!”
—George Cooper, Allied Pickfords
“Jackie was a joy to be around and I will miss seeing her and her
always smiling face.”
—Boris Populoh, Willis Towers Watson
“I will miss her
unique sweet way
of smiling and
tender approach
to people. She
will be missed a
lot by all of us.”
—Barbara Savelli,
Gosselin Group
Mobility
“I just wanted to express our sadness and shock that Jackie is gone,
and a dear friend has passed on. Jackie welcomed Bob Cole and
me into the IAM family the first day we met her. Her wonderful
warmth, good humor and friendliness will be deeply missed. She
will always be in our hearts.”
—David DeBoy
“I have known her
closely as a wonderful
human being. Her loss
will leave a vacuum and
she will be missed. Rest
in peace, Jackie, but we
will miss you for a long
time to come.”
—Ajay Bhalla, Leader
Relocations LLC
“The loss of our dear Jackie Agner has deeply saddened me and all
our staff. Please accept our condolences on the passing of our very
dear leader. It was an honor to have known such a great person
and we will truly miss her. I firmly believe that God will accept her
with open arms for all the good she has done while she was on this
earth.”
—Farhat Irfan, Homepack Freight International
79
WELCOME NEW MEMBERS
Peg Wilken
Stevens Forwarders Inc.
IAM Chair
Governing Member
GSI Logistics L.L.C.
#402, Al Khor Mashreq Bank Bldg.
Burdubai
121881 Dubai, United Arab Emirates
Tel: 971 4 353 9016
Fax: 971 4 353 9017
[email protected]
POC: Gyungsu Kim
POC: Inkyu Lee
POC: Jaesung Kim
Sponsors: GLS Korea Co. Ltd., Korea
Pumyang Shipping Co., Ltd., Korea
Core Members
Aeon Shipping LLC
Office 23, 3rd floor 312, Hamsah Bldg.
A block, Zabeel Rd.
Warehouse 14, Sana St., Ras Al Khor 1
Al Karama Dubai, United Arab Emirates
Tel: 0097142973941
Fax: 0097142973941
[email protected]
POC: Mohamed Shahul Hameed
POC: Mohamed Rizmy
POC: Milind Perera
Sponsors: Eagle Relocations Limited,
England
Certified Packaging & Transport Inc.,
USA
Asuncion Vanpack S.R.L.
Av. Colon 846 c/Humaita
Asuncion, Paraguay
Tel: 595-21-494-967
Fax: 595-21-445702
[email protected]
POC: Carolina Osorio
POC: Esmeria De Osorio
POC: Raul Barrios
Sponsors: Buenos Aires International S.R.L.,
Argentina
Confianca Mudancas & Transportes Ltda.,
Brazil
Barad Air & Sea Co., Ltd
Unit 07, 4th Floor, No 91
Jalal-e-Al-e-Ahmad Hwy
1446666138 Tehran, Iran
Tel: 98 21 43658 • Fax: 98 21 89786566
[email protected]
POC: Ghasem Mahdavi
POC: Hossein Pouresmaeili
POC: Leila Nasirpour
Sponsors: BCC Logistics, Iraq
Atlas Movers Packing LLC,
United Arab Emirates
MM Relo
Jerzmanowice 27
32-048 Jerzmanowice, Poland
Tel: 0048123502319
Fax: 0048123502458
[email protected]
POC: Bartosz Szarota
POC: Sebastien Podsiadly
Sponsors: Reloplanet, Poland
Santa Fe Relocation Services Warsaw, \
Poland
Transferet Relocation Services (I) Pvt Ltd.
No. 18, 2nd Floor, NCPR Industrial Area
Doddanakundi 2nd Phase
Bangalore, 560048 India
Tel: 080-66710000
[email protected]
POC: Raja Rajan P
POC: Suma Rajan
Sponsors: Midwest Relocations, India
Interem (Int’l Removals Div. of Freight
Systems (India) Pvt, India
Home to Home
Overcingellaan 17
9401LA Assen
The Netherlands
Tel: 31 592 217000
[email protected]
POC: Meine van der Graaf
POC: Hilde van der Graaf
Sponsors: Genesis 12, Brazil
Pacific Crating and Shipping, L.L.C.,
USA
Save the Date!
IMPORTANT NOTICE
In compliance with the U.S.
Revenue Reconciliation Act of
1993, 87 percent of your IAM
membership dues may be deductible as a business expense.
However, 13 percent may not be
deductible as allocable expenses
to state and federal lobbying
activities of this Association.
IAM 54th Annual Meeting & Expo
New Orleans, Louisiana, USA
October 21–24, 2016
81
SOLUTIONS THAT MOVE YOU FORWARD.
Sam Chen
Brad Edwards
Software Engineer
Plant General Manager
THE MOVE:
THE MOVE:
PRIORITIES:
1. Pickup date
2. Transit time
3. X-Box One
PRIORITIES:
1. Finding the right house
2. 1971 Pontiac GTO
3. Grandmotherʼs china
SOLUTION:
SOLUTION:
425 sq. ft. dorm in Cambridge, MA to
Cupertino, CA
Expedited Trailer Service
5 Day Transit Time
Self Pack and Unpack
RESULTS:
Out by graduation and working in
California on Monday
Sam found his dream job!
65 Offices in the US and Canada
888-411-4282
3200 sq. ft. house in Dallas, TX to Chicago,
IL
3 Moving and Storage Containers
Full Pack and Unpack
Enclosed Auto Transport
RESULTS:
Stored for 60 days and found the perfect
home
Brad loves the new assignment!
FORWARDRELOCATION.COM
Domestic Moving | International Moving | Container | Van | LTL | Intermodal | Small
Shipments | Expidited Shipments | Storage | Auto Shipping | 3rd Party Services
WASHINGTON UPDATE
By Jim Wise and Bryan Vickers, PACE, LLP
Revised Shipper Weight Verification Requirement Forthcoming
I
n November 2014, the Maritime Safety Committee of the
International Maritime Organization (IMO) approved changes
to the Safety of Life at Sea (SOLAS) regarding mandatory container weight verification requirements. The SOLAS agreement,
to which the United States and 170 other countries are parties,
will take effect on July 1, 2016.
The amended SOLAS Verified Gross Mass (VGM) requirement provides two options for certifying VGM:
• Option 1: The packed container must be weighed using
verified scales.
• Option 2: The shipper weighs cargo, dunnage (wood and
other packing materials used to hold cargo in place) and the
tare weight (empty weight) of the container.
Currently, the shipper sends the carrier both the gross and
net weight of the container. Calculating the container tare weight
is a new requirement, and its accuracy will be the responsibility (and legal liability) of the shipper. The ocean carriers either
own or lease these containers. Shipper studies on the container
tare weight indicated a variance of 8 percent off the “stenciled”
weight.
Industry discussion
In February, the Federal Maritime Commission (FMC) hosted a
forum that provided shippers and freight forwarders an opportunity to express their concerns with the forthcoming requirement.
They emphasized the unintended consequences of the VGM,
which include additional chassis charges, potential lost sales and
profits on exports, missing the vessel heading out and delays for
truckers at the ports. Shippers asked that the United States Coast
Guard (USCG) recommend to the IMO a delay on the July 1
start date of the VGM requirement, and suggested that a smaller
pilot program may be more appropriate, prior to the VGM being
enforced more broadly.
Response from USCG to VGM concerns
Rear Adm. Paul Thomas was the USCG representative at the
FMC forum. He stated that the United States needs to ensure
safe, efficient and effective commerce. However, he expects
industry to work together to solve issues surrounding the VGM
requirements, and confirmed with stakeholders that the United
States does not intend to request a delay of the VGM. Any
request to pushback the July 1 start date from the United States
FMC 019378NF
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83
to the IMO would send a signal to foreign flagged ships that it
is not safe to unload containers at U.S. ports. The Coast Guard
does not intend to issue compliance guidance prior the July 1
start date, although that may change.
Enforcement and penalties
The USCG cannot take enforcement action on a shipper without
a rulemaking procedure. At this time, the agency does not intend
to put forth rulemaking with respect to enforcement. Should the
VGM requirements not be met at the time of a USCG enforcement, the container would be declared unsafe, and will remain
unloaded until the VGM has been verified. No other action will
be taken against shipper (i.e., fines, penalties), as the USCG has
no authority to take such action.
Next steps
Stakeholders have begun communicating their concerns to Members of Congress as well as the Senate Commerce Committee,
which has jurisdiction over port commerce. While Commerce
Committee staff understand industry concerns related to compliance, they have not put forth any Committee recommendations
on VGM requirements, or scheduled any hearings. However,
they have made inquires on the overall impact of the requirement, to better understand challenges that may face shippers as a
result of compliance.
(Editor’s note: For more information, see also
“Mandatory Container Weighing to Take Effect in July” on
page 57 of this issue.)
Estate Tax Update
I
n keeping with the theme of IAM Dynasties, this is a good
time to provide some background and an update on activity
surrounding the federal estate tax (a.k.a. “death tax”). The estate
tax is imposed on the transfer of assets and property upon one’s
death. This includes bank, brokerage and retirement accounts,
real estate, personal property, business interests, stocks and
bonds and death benefits from any life insurance policies.
The tax laws grant an exemption for estates smaller than
a certain amount. Set at $5 million for 2010 and adjusted for
inflation since then, the so-called lifetime exemption amount
defines how much wealth a person can pass to any heir he or
she chooses without owing any estate tax. For 2015, the lifetime
exemption amount was $5.43 million; for 2016 that limit was
adjusted to $5.45 million.
As many IAM members operate family-owned businesses,
this issue is important to their company’s future financial health.
After accounting for assets—such as trucks, warehouse and
office space—many of these companies exceed the exemption
threshold, placing them in jeopardy of taxes as high as 40 percent. The estate tax is expected to generate $246 billion between
2016 and 2025, according to Congressional Budget Office estimates.
An effort to eliminate the estate tax
In April 2015, the U.S. House of Representatives passed legislation that would repeal estate tax, H.R. 1105, by a 240 to 179
vote. Although the bill is now eligible for consideration in the
Senate, the latest whip count has it six shorts shy of the 60-vote
threshold needed to avoid a filibuster. Senate companion legislation, S. 860, remains in the Finance Committee.
It’s worth noting that the President’s proposed FY 2016
budget would increase the top estate tax rate from 40 percent to
45 percent and lower the exemption from $5.34 million to $3.5
million. This proposal, like much of the President’s FY 2016
proposed budget, is not expected to gain political traction in this
election year.
Congress is scheduled to hold hearings on comprehensive
tax reform this spring. Election year politics will likely not
result in major changes to the estate tax in 2016, but this issue is
expected to be part of the discussion. Depending on the results
of the November elections, 2017 may be poised for a significant reduction or elimination altogether of the estate tax, should
Republicans win the White House and retain their majority in the
Senate.
Is Your Contact Information Current?
Update your Membership Directory listing at any time
by sending an e-mail to
[email protected]
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May/June Issue.................................................April 29, 2016
July/August Issue............................................... June 29, 2016
September/October Issue.............................August 30, 2016
(ANNUAL MEETING ISSUE)
November/December Issue....................... November 4, 2016
January/February 2016 Issue.........................January 10, 2016
March/April Issue.......................................February 29, 2016
in:
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187
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For further information about Portal display advertising, contact
Tom Lasch at [email protected] or Steve Wafalosky at [email protected]
ADVERTISERS INDEX
A. Univers.......................................................29
High Relocation Worldwide, Inc.–Korea..........23
ADP.................................................................75
Homepack Freight International.......................14
Agarwal Packers & Movers Ltd.....................47
IAM Logistics Network (ILN)..........................53
AGS................................................................15
IAM Social Cafe...............................................56
Air Animal......................................................65
Interem................................................................4
Alan F. Wohlstetter Scholarship Fund............45
Intermove..........................................................46
Arrowpak Int’l................................................42
International Shippers Association...................36
Aspire Mobility...............................................61
Invictus Relocation...........................................60
Boonma...........................................................17
Jacksonville Box...............................................84
Canal Movers & Logistics..............................77
Klein’s Moving & Storage Corp.......................72
Coleman World Group.....................................88 L&G International Movers...............................58
CTSI Logistics................................................80
Maxwell Logistics Pvd. Ltd..............................34
Daycos.............................................................64
McGimpsey.......................................................74
DeWitt Companies ...........................................9
Metropolitan Transports....................................51
Door to Door Transports.................................37
Mondial.............................................................74
Emerald Relocation.........................................65
Movage.............................................................49
Enterprise Database Corporation......................6
Movers P.O.E...............................................68,69
EUROGROUP International Movers..............73
New Haven........................................................21
EUROMOVERS.............................................28
Pac Global.........................................................10
Flippers...........................................................25
ReloSmart Asia.................................................48
Forward Relocation.........................................82
Rosebrock.........................................................33
Garcia Trucking Service, Inc..........................35
Saleemsons........................................................43
General Transportation Services sal................22
Schumacher Cargo............................................24
GEP.................................................................11
Simpsons Removals & Storage Ltd..................13
Globe Moving.................................................59
The Pasha Group...............................................87
Global International Relocation......................43
Universal Relocations.......................................18
Gosselin Group ................................................3
Universal Storage Container...............................2
Gridiron Forwarding.......................................83
Victor EK..........................................................76
Guyana Overseas Traders...............................20
Victory Packaging ............................................27
Hampton Roads Port Services ......................16
Voxme...............................................................50
Harsch, The Art of Moving.............................30
Wells Fargo Insurance Services ........................5
Hasenkamp......................................................62
Worldcare Pet Transport...................................41
Industry Calendar
April 3–6, 2016
Animal Transportation Association
42nd Annual Conference
Lisbon, Portugal
April 5–6, 2016
FMCSA Moving Fraud Conference
Austin, Texas, USA
April 10–13, 2016
FIDI Conference
Geneva, Switzerland
May 10–15, 2016
CMSA 98th Annual Convention
Olympic Valley, California, USA
May 5–7, 2016
Young Movers Conference
Madrid, Spain
May 19–21, 2016
BAR Annual Conference
London, UK
June 6–9, 2016
National Council of Moving Associations
Louisville, Kentucky, USA
October 21–24, 2016
New Orleans, Louisiana, USA
February 22–25, 2017
IMC World—International Mobility
Convention
Kuala Lumpur, Malaysia
October 9–12, 2017
Long Beach, California, USA
October 4–8, 2018
Washington, DC, USA
October 3–6, 2019
Chicago, Illinois, USA
The deadline for applications for
tuition assistance is May 1, 2016.
For more information, see page 45
of this issue.
The right solution at the right time.
• Military and Government
Ocean Services to and
from Europe and Asia
• Port and Consolidation
Services
• Inland Transportation
• Competitive Hawaii Ocean
Services
• GSA Relocation Services
For more information, visit
us at pashagroup.com and
pashafamiliesfirst.com
or call (415) 927-6400.
THE PASHA GROUP

Mobility - The Portal Magazine

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