Venture 4, 2015 - Wallenius Wilhelmsen Logistics

THE WORLD IN 2016:
FIVE PREDICTIONS
FOR THE YEAR
AHEAD
YOUR INDUSTRY:
ADJUSTING TO THE RISE
OF ALTERNATIVE
FUEL VEHICLES
OIL RIG CLEANUP:
DISMANTLED OIL RIG
GETS AN EXPRESS
OVERHAUL
ON SITE: THAILAND
WALLENIUS WILHELMSEN LOGISTICS
MAGAZINE FOR CUSTOMERS
ISSUE 4/2015
Complete
­logistics
­offering in
Thailand
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The
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Europe.
car arrives in
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Toyota’s first
VENTURE
04.2015
CONTACT
VENTURE NO 4 DECEMBER 2015
Published by Wallenius Wilhelmsen
Logistics AS, Box 33, N-1324
Lysaker, Norway.
Editor Cathrine W. Horn.
Editorial production Spoon, Stockholm.
Environmental care This magazine is
­produced in accordance with the Nordic
eco-labelling system, the Swan.
Front cover Toyota’s Mirai.
Photo: Toyota.
Next issue March 2016.
Copyright Texts and images in Venture
may not be republished without permission
from the editor or publisher responsible.
Printer Trydells, Sweden.
WALLENIUS WILHELMSEN
­LOGISTICS HEADQUARTER
+47 67 82 57 00
Find your local customer care
office here:
www.2wglobal.com/support/customerservice-contacts/
If you have any comments related to
Venture or questions about subscriptions,
please email: [email protected]
CONTENT
EDITORIAL
The state of
the trade
10
LOOKING BACK, it is clear that the days of linear and predictable RoRo markets are gone. When WWL was first
established back in the 1990s, five countries manufactured
80 percent of the world’s cars, with Japan on top. By 2020,
there will be 10 countries contributing the same 80 percent
of automobile manufacturing.
Our “new normal” is changing trade patterns with increased complexity. The dynamics we now face, with fragmented production, distribution and sales, are ­driving
many developments, both big and small. One of the ­
bigger ones is definitely the Trans-Pacific Partnership
agreement. Positive effects of this deal in the next
12 months would be welcome for a global trade growth
rate in decline.
8
THE PERFECT HANDOVER:
Toyota’s zero-emission car
10 Powered by wind
Zeebrugge and Baltimore go
for wind power.
The Mirai has arrived in Europe. The car is built on Toyota’s advanced hydrogen fuel
cell technology and emits no carbon dioxide.
4 Network update
17 Working smarter
6 In the Cargo:
Express Overhaul
18 Fast Facts:
Market outlook 2016
What’s new and noteworthy in the
world of WWL.
Oil rig gets an overhaul before resale
at Singapore EPC.
12 Interview:
Mike Jackson from IHS Automotive
shares his thoughts on the growing
luxury vehicle market.
14 Customer Survey
Customers have spoken, and WWL
shares its plans for 2016.
16 A successful nose job
Four RoRo vessels have been
equipped with a new bulb to
operate better at sea.
WWL at Port Kembla in Australia streamlines
its processing business to stay competitive.
MANY OF YOU TOOK THE TIME to answer our strategic
Five things to look out for in the year ahead.
c­ ustomer survey earlier this fall. Your feedback ­
provides invaluable learning
for us to ­innovate and improve
on our processes, systems
and ­products. I would like to
thank you for your continued
­support in 2015. We look
forward to w
­ orking together
in the new year!
22 On the Ocean:
What’s in a vessel’s name?
The story about how the WWL vessel
names came to be.
24 Your Industry: AFVs
New transport regulations are being
­introduced to support the rise of
alternative fuel vehicles.
26 Inspiration
Californian clean-tech company receives
the 2015 Orcelle Award.
INNOVATION HAS BEEN one of our core values from the very
beginning, so I believe we are in a good position to handle
this new reality. We tend to see innovation as something
reserved for the Silicon Valley types. Yet when we direct
our energy at incremental improvements in what we do on
a daily basis, we all have innovation opportunities “on the
job”. A good starting point is curiosity.
Going into next year, I am encouraging our people
around the world to challenge assumptions and ask the
question: What can we do differently in 2016 to deliver
even better products and services to our customers? It’s
­essential for our future success that our innovation values
and improvement culture remain a part of our DNA.
20
ON SITE: Thailand
Meeting the growing need for well-planned and
­efficient ­outbound logistics in Thailand.
CHRIS CONNOR
PRESIDENT & CEO,
WALLENIUS WILHELMSEN LOGISTICS
VENTURE 4 2015 3
NETWORK UPDATE
WWL is constructing
a brand new stateof-the-art processing
facility and storage
yard on the Galveston
port terminal due to
open in 2016.
an Expert
BREAKBULK ­WORKSHOPS
GIVE INSIGHT INTO RORO
MORE THAN 50 LOGISTICS professionals,
A decade of service
T
his year Wallenius Wilhelmsen Vehicle Services Americas
(WWL VSA), one of the leading automotive processing
and logistics providers in North America, marked its 10th
anniversary as part of the WWL family.
It all started in 2005 when WWL acquired Distribution and
Auto Service Inc (DAS) – later renamed WWL VSA – from Nissan
North America in order to expand its offerings to better serve the
North American finished vehicle industry. At the time, WWL CEO
­Christopher J. Connor said of the acquisition, “The scale and scope
of the existing network will provide an excellent opportunity for
WWL to develop efficient distribution solutions for other automobile
manufacturers in the competitive North American market.”
During the past 10 years, WWL VSA has done just that.
The company has grown from 5 to 25 facilities in North America, and
with 3,400 employees and more than 4.7 million vehicles handled an-
Tianjin – The aftermath
Clean-up efforts continue in
Tianjin, China, after explosions
rocked the port city earlier
this year.
a series of
explosions shook the Port of Tianjin
in China. The explosions, which
started at a container storage facility,
caused numerous casualties and
inflicted structural damage to sur-
nually, growth for WWL VSA continues to this day. Stateof-the-art in-plant and port-based vehicle processing centres, such as
Brunswick in Georgia and Annacis in Vancouver, British Colombia,
provide key services for European and Asian imports, respectively. In
addition, new projects such as the BMW facility in the port of Galveston, Texas, and the Subaru plant expansion in Lafayette, Indiana, offer
more extensive service capabilities for customers going forward.
is grounded in the 3,400 dedicated
men and women who work tirelessly every day to deliver a variety of
highly specialised first-class services to our many automotive customers,” says John J. Felitto, president and CEO of WWL VSA.
“We are proud of our growing logistics portfolio and will continue to
work diligently to service our customers with innovative and highperforming logistics.”
“THE SUCCESS OF WWL VSA
rounding buildings and property, severely affecting the local ­community
and businesses. Authorities focused
their efforts on determining the
cause and extinguishing the resulting blaze that burned throughout the
weekend causing an additional eight
explosions by 15 August.
ON 12 AUGUST 2015,
4 VENTURE 4 2015
and its customers,
particularly automotive OEMs,
suffered serious damages to
facilities and products, as the
explosions destroyed thousands
BOTH WWL
of vehicles. ­Repair and rebuilding
efforts ­continue to this day, limiting
­operations in the area despite a
return to ­business. Nevertheless,
because Tianjin and nearby Beijing
remain major logistics hubs, the
long-term impact of the incident on
the region will be mitigated once
operations resume.
The WWL team in China and the local team in Tianjin particularly remain
in constant dialogue with customers
to provide solutions and support for
future business in the city.
Ask
NEWS IN BRIEF
mainly forwarders, learned about the benefits of RoRo solutions at two workshops
held in Spain this fall.
The main goal of the workshops was to
educate WWL customers about the benefits of using RoRo vessels when transporting large or breakbulk cargo. The workshops
included presentations and discussions
about various types of RoRo vessels, the
global RoRo fleet and the different kinds of
RoRo cargo. They also covered the differences between RoRo, container and lift on,
lift off (LoLo), and included discussions of
the benefits and weaknesses of each.
Also attending were representatives from
the Port Authorities and several partner
companies including ­Autoterminal, a multimodal terminal for handling of ­vehicles at
the Port of Barcelona; ­Embalajes Cantabria,
WWL RECEIVES LLOYD’S
LIST AWARD
LLOYD’S LIST AUSTRALIA has honoured
WWL with its Maritime Services Award.
The accolade was presented at the
news publication’s annual Shipping &
Maritime Industry Awards dinner held
recently in Sydney.
WWL received the award for its
response to the brown marmorated
stink bug, an agricultural pest that can
cause widespread damage to fruit and
vegetable crops. WWL collaborated
with the Department of Agriculture in
identifying and containing the pest and
working on solutions to mitigate risks of
infestation in Australia. The efforts have
helped to establish a strong platform to
minimise risk within the supply chain for
the current season.
DOUBLING OF FREQUENCY
TO US WEST COAST
the frequency
and capacity of its transatlantic service
bound for the West Coast of the United
States. Starting in January 2016 it will
offer a weekly service from key ports in
Europe to Southern California.
Previously, WWL offered a fortnightly
service from Europe to the West Coast.
These two additional sailings per month
strengthen the company’s market-leading
connectivity between Europe and Baltimore, and boost transshipment opportunities to Latin America, the Caribbean and
Asia via its port hub in Manzanillo, Panama.
WWL WILL INCREASE
which specialises in cargo packing and
securing; Gestenor, which focuses on cargo
handling with cranes; and Bergé Marítima,
a ­multimodal terminal for vehicles at the Port
of ­Santander.
Eukeni Salutregi, Head of Breakbulk and
Cargo Equipment for WWL in Spain, says
the workshops were a hit with the participants. “It was evident from the ­discussions
we had that WWL holds a very strong position in this area,” he says.
THE GENERAL FEELING from the workshops
was echoed in the satisfaction survey completed by the participants. One ­attendee congratulated WWL for hosting a good event,
saying, “Once again, WWL is at the cutting
edge and much ahead of competitors.”
WWL will continue to offer these types of
workshops in both Barcelona and Santander
in the coming year, and it is looking into
expanding the event to other parts of Spain.
WWL also received the Highly Commended Certificate in the Project Award
category for providing a transport solution
for Caterpillar’s mining machine, the longwall shearer. The company used its fleet
of Samson heavy-lift trailers and its global
network to provide safe and efficient
handling and delivery of the machine.
Richard Bailey, head of commercial
at WWL Oceania, says the recognitions
show how much customers value the
WWL brand. “Both awards are reflective
of our global efforts in managing logistics
solutions and being able to respond to
industry challenges,” he says.
which took place on
­November 19, gathered 400 industry representatives from the logistics and maritime sectors. Among them was Australian
Deputy Prime Minister Warren Truss.
THE EVENT,
Flavio Batista, head of commercial for
EMEA at WWL, says the weekly service
meets a growing need in the market for
more RoRo shipments.
“The service allows us to lead the
market by offering unmatched frequency
and reliability to effectively accommodate
the growing needs of heavy equipment
and breakbulk shippers as well as car
manufacturers,” he says.
Port calls for the full route include:
Europe: Bremerhaven / Zeebrugge /
Southampton
US (East Coast): Baltimore
Panama: Manzanillo
US (West Coast): Port Hueneme
Mike Hynekamp, the new Chief
Operating Officer for Ocean,
knows a thing or two about
running a successful operation.
Before joining WWL in 2007, he
held various leadership positions at Mercedes-Benz in the
US and Daimler in the UK. His
biggest challenge in his new role
is getting his teams to constantly
re-invent themselves in order to
be prepared for the new services
and innovations that a fastchanging market brings.
What’s the biggest challenge to your and your
­customers’ business today?
The speed at which businesses are changing has grown exponentially and we’re seeing greater levels of disruption, whether
that’s in our industry or the car industry or the equipment industry.
New entries are coming in and disrupting the market, both from a
technological and a business-model standpoint. For any industry, it’s
important to think about how to disrupt everything you do in order
to stay competitive and avoid ending up like former giants such as
Nokia and Kodak that lost their stronghold in their markets a long
time ago.
What’s WWL doing to prepare for this new disruptive
market?
We’re having more conversations about the volatility and complexity
of our markets at the leadership level, and I think this has given us the
focus we need to be on top of the issue of disruption at all times.
Can you give a concrete example of what you’re doing?
One thing we’re doing now more than ever is turning towards big data
in order to optimise the sailing of every vessel as well as optimise the
entire network of how we sail our fleet. For example, we are looking
from a data-driven perspective at everything operationally relating to a
vessel’s configuration, performance, speed and consumption to position vessels in support of our customers’ needs now and in the future.
What other factors are needed to be in place in order
to succeed today?
At the end of the day, what is going to be the really big differentiator
is the people who make up your business. You can get caught up in
complicated ways of recruiting talent, and that’s critical, but what’s
more important is that you hire in line with your cultural values. There’s
a famous expression in the US that says, “culture eats strategy for
lunch.” That means you can have the greatest strategy in place, but
if your culture is awful and you don’t have the right people you’re
already doomed. You’re never going to make it.
VENTURE 4 2015 5
IN THE CARGO Behind the scenes of a cargo movement
Handling huge equipment for the oil and gas
­industry is a challenge in itself, but add in
tight deadlines and the task can seem ­almost
­impossible. Solving this puzzle ­requires the
right ­combination of efficient supply chain
management and expert service.
WORDS TORUNN HANSEN-TANGEN
PHOTO WWL
EXPRESS
I
overhaul
n Singapore, the offshore and
­marine sector has been going
through tough times due to falling
oil prices and slowing production
demand. WWL’s Equipment Processing Centre (EPC) in Singapore
was recently approached by an
offshore company to assist with a
dismantled oil rig.
The job involved washing and storing 96
pipe risers and 769 drill pipes, weighing up
to 24 tonnes each and measuring up to 22
metres in length. The equipment needed to
be prepared for a buyer in Australia, and the
deadline was tight.
6 VENTURE 4 2015
The WWL team used high-power pressure jets with rotating nozzles to remove
mud, barnacles and grease from the pipes.
Accredited quarantine officers were flown
in from Australia to check on the job before
the pipes were shipped to their destination.
The team completed the job in just
three weeks, working up to 12 hours a day,
i­ncluding weekends.
“With the experience of washing rolling
equipment units in our team, we were able
to take on the challenge of washing this oil
and gas cargo to meet Australian standards,” says Andy Sahri, a service engineer at
WWL Singapore EPC. ●
ABOUT­
THE PROJECT
WWL Singapore was asked to wash and store
a dismantled oil rig prior to a resale in Australia.
The washing had to meet the standards set by
the Australian Quarantine and Inspection Service
(AQIS) and be accredited by its officers in order
to be redeployed in Australia. The work of storing
and washing 96 risers and 769 drill pipes took
three weeks. The drill pipes were packaged and
all wood was fumigated to meet AQIS standards.
ABOUT ­
WWL’S EPC IN SINGAPORE
The WWL facility in Singapore offers its customers
more than 18,200 square metres of storage capacity
with a maximum weight of four tonnes per square
metre. The facility provides round-the-clock security
and has a wash bay with recycling functions, five
work bays for engineering services and a paint
booth big enough to accommodate equipment. The
services include inspection and processing, storage
and transportation management and ­modifications
or rectifications to meet ­customers’ requirements
as well as lifting of cargo, full unit painting and
documentation.
THE PERFECT HANDOVER Improving value in your logistics chain
Toyota’s
zero-emission
car .
ARRIVES
IN EUROPE
The Mirai is equipped with
two hydrogen fuel tanks.
The hydrogen is pumped
into a fuel cell stack,
where it reacts to air and
produces electricity, with
the only by-product being
water.
The first shipment of Toyota Motor Corporation’s new
environment-friendly car Mirai has arrived in Europe.
The car is built on the company’s advanced hydrogen
fuel cell technology and emits no carbon dioxide.
M
WORDS TORUNN HANSEN-TANGEN
PHOTOS TOYOTA
irai, which means
“future” in Japanese,
is designed to be as
convenient to drive as
a petrol-powered car.
It takes three to five
minutes to be refuelled
and has a driving range
similar to conventional cars. Above all, it only
emits the water vapour produced by the reaction between hydrogen and oxygen.
The four-door Mirai is currently being offered
in the UK, Germany and Denmark, where infrastructure for fuel cell cars is being developed.
The attractiveness of the saloon car has already
been felt in the UK, where the cars were quick to
be picked up by business and corporate custom-
ers after arriving in Bristol earlier this fall.
Karl Schlicht, executive vice president of
Toyota Motor Europe, says the introduction
of the world’s first mass-produced fuel cell
car marks the debut of a new age for clean
mobility.
“With Mirai and its fuel cell technology,
Toyota is working on delivering clean, safe
and enjoyable mobility for the next 100 years,”
he says.
TOYOTA USED THE EXPERIENCE and technical
know-how from its hybrid car, the Prius, to
develop the fuel cell system, and it hopes the
introduction of the Mirai will lead to greater
understanding and acceptance of this new
technology globally. ●
ABOUT ­
HYDROGEN FUEL
Hydrogen is produced by ­breaking
down water into its two primary
­elements: hydrogen (H2) and oxygen
(O2), and the separation process
is called electrolysis. The hydrogen
fuel cell technology is a tried and
tested technology that’s powered its
way through history. Since 1939, it’s
been used in generators, forklifts,
­submarines and spacecrafts.
VENTURE 4 2015 9
By 2020, WWL aims to have at least one of its terminals
emissions-free. The company calls it the Castor Green
Terminal Vision, and two sites are now closer to reaching
that goal, thanks to the installation of windmills.
WORDS TORUNN HANSEN-TANGEN PHOTOS WWL
AT BELGIUM’S Zeebrugge terminal, the skyline has
seen a change lately. Two windmills were recently
erected and now tower over buildings and
cargo below. They belong to WWL,
and apart from showing the company’s
strong commitment to reducing
its CO2 footprint,
they’re signalling
a new green dawn at
the port.
“More and more
customers want every part
of their logistics chain to be
green,” says Filip Declercq, technical purchasing and maintenance
manager at WWL in Zeebrugge. “You can no longer
sell products that are not sustainable. It’s an attitude
that’s growing, and everyone is getting more environmentally aware.”
THE INSTALLATION OF THE WINDMILLS is a result of this
new attitude. WWL wanted to erect them seven years
ago, but only recently did the company get everyone,
including the port itself, on board.
“It’s difficult to install a windmill because you need
a lot of permits, but if several parties want the same
thing, the process becomes a lot easier,” Declercq says.
“Our terminal neighbour Toyota, for example, is also
installing windmills. It’s a green wind that’s blowing
through the Zeebrugge port. We all want to be more
sustainable, and once the ball starts rolling it cannot
be stopped.”
The windmills, produced by Danish company Vestas and installed by Dutch Eneco, will produce 15,000
megawatt-hours per year, which is enough renewable
energy to power all of WWL’s facilities at the terminal
as well as 6,000 homes nearby. “Our kilowatt usage at
the terminal is very little compared to what the windmills can produce, which means electricity is injected
into the grid.” Declercq says.
The installation of the windmills is the latest of
many sustainability initiatives that WWL has carried
out at Zeebrugge. The company has installed LED
lamps on some parts of the terminal and in its High &
Heavy workshop, and is looking to install an EcoNation LightCatcher, which will project sunlight into the
building from a mirror on the roof.
“The Castor Green vision is ambitious, but not
­impossible,” Declercq says.
On the other side of the Atlantic, in Baltimore, Maryland, WWL is also taking major strides in reducing
its CO2 footprint by retrofitting all ships’ lighting with
LED lights and replacing half of its fleet with electric
vehicles, such as yard vehicles and forklifts.
“We have set up solar panel charging stations to
charge all the electric vehicles, which means we’re actually taking renewable energy to charge our vehicles,”
explains Michael Rye, head of North Atlantic Port
Operations at WWL in Baltimore. “These are just some
of the steps we’re taking to cut down on our overall
emissions and carbon footprint.”
Blades: 9
0m.
winds
POWERED
BY
ABOUT ­
THE WINDMILLS
IN ZEEBRUGGE:
Two windmills produced by
Vestas and installed by Eneco
Windmill foundation stands on 28 pillars
Works on 36 kV
CO2 emission reduction: 6,840 T/year
CO2 for building and erection of windmills
will be offset after one year
Collaboration between WWL, MBZ,
Eneco and Portfineco
The windmills have an ice-detection
system
Mast height :
105m
Maximum
total height :
150m
THE WINDMILL
IN BALTIMORE:
One windmill produced by XZeres Wind
Mast height: 43 m. Weight 1,045 kg
Blades: Three with rotor diameter of 7.2m
and swept area of 42 square meters.
Windmill foundation will be a 170 cm-deep
reinforced concrete pad
Design life: 20 years
Yearly production:
12,000 kWh (Monthly: 1,000 kWh)
CO2 emission reduction: 7.8 T/year
Power from the windmill will power
WWL’s Mid-Atlantic Terminal fumigation
centre. Leftover electricity will be fed
back to the grid.
Yearly
production:
15,000
MWh
= WWL’s
needs plus
those of 6,000
families
WWL IN BALTIMORE is also getting ready to set up its
first windmill. The generated electricity will power
the fumigation facility, and Rye sees this latest initiative not only as a good investment from an economic
point of view but also as an opportunity to strengthen
WWL’s brand as the leading green supplier.
“In Baltimore we’re the leading facility when it
comes to environmental initiatives,” he says. “No
one at the port has come close to what we have put
in place. The Port Authority has recognised WWL
for best practices. It’s one more feather in our cap,
and hopefully it puts us at the forefront of our
customers’ minds when they choose which logistics
provider to go for.” ●
VENTURE 4 2015 11
The global appetite for luxury vehicles is rising as
­manufacturers of premium brands diversify their product
ranges, according to a major new industry analysis.
T
THE RISE OF
luxury vehicles
WORDS DANIEL DASEY PHOTO DWIGHT CENDROWSKI
he next few years hold
major promise for global
manufacturers of premium passenger cars and
crossovers, according to
expert analyst Mike Jackson, director of North American Vehicle
Forecasts at market researcher IHS.
Jackson recently produced a comprehensive analysis of automotive trends
over the coming years titled Navigating for
Growth: Global Automotive Opportunities
and Pitfalls.
He found that the current healthy
global trend for light vehicles was likely
to continue, with sales expected to grow
from 88 million in 2015 to 107 million in
2022 – a rise of 22 percent.
However, global demand for premium
brands, such as Mercedes-Benz and BMW
from Europe, Lincoln and Cadillac from
North America, and Lexus, Acura and
Infiniti from Japan, was expected to grow
even faster, rising 28 percent from 8.9 million in 2015 to 11.4 million in 2022.
Jackson says much of the growth in the
luxury category will stem from vehicle
manufacturers working to capitalize on
the strength of their brands by offering
a more diverse range of products. “Many
luxury manufacturers are interested in
growing their success and tapping into
new vehicle segments with what we refer
to as ‘white space’ entries,” he says.
For many premium manufacturers this
white space means offering a broader
portfolio of vehicles. In entry-level product categories, this strategy helps them
to connect with targeted buyers earlier in
life and build brand loyalty.
CROSSOVER VEHICLES, built on a
­ assenger car chassis but offering sport
p
utility features, are a popular way of
achieving this, particularly as buyers often
seek the prestige and refinement associated
with luxury yet with a broader range of
vehicle dimensions.
Jackson cites the example of BMW,
which recently announced plans for a new
X7 SUV model that will serve as its flagship luxury utility entry. He also points
“MANY LUXURY
­MANUFACTURERS
ARE ­INTERESTED
IN GROWING THEIR
SUCCESS AND
­TAPPING INTO NEW
­VEHICLE SEGMENTS
WITH WHAT WE
­REFER TO AS
‘WHITE SPACE’ ”
to Mercedes-Benz, which is looking to
expand its portfolio down-market and
recently entered into a platform-sharing
agreement with Renault-Nissan, in which
unique Mercedes vehicles and Infiniti
models will be produced at the same facility in Mexico.
Another key driver of the strong growth
in the premium segment is the demographic change taking place in China.
Even though the pace of growth in the
Chinese market is slowing, the country
is still producing more and more wealthy
individuals who are interested in, and
capable of, purchasing luxury vehicles.
100
60
AFTER A WHILE, these innovations tend
to cascade down into more affordable
vehicles, increasing overall quality. One
example is the common use of carbon fibre in vehicles, once a hallmark of luxury
products. Carbon fibre can be used in all
kinds of vehicle components, including
body panels. Its advantages are that it’s
incredibly light and remarkably strong.
“Manufacturers like Lexus or Infiniti
often bring applications or materials into
their premium offering and then later in
the life cycle introduce them in their more
mainstream offerings,” Jackson says. “In
the end, it’s a win for drivers of luxury
vehicles and regular vehicles alike.” ●
3.6 %
annual
growth
rate
120
80
“The emergence of China has been
nothing short of extraordinary,” Jackson says. “And this is a market that in
2000 was in its infancy. So while we have
already experienced tremendous growth,
we still expect a tremendous amount of
additional growth to occur.”
While China stands out from the crowd,
other key markets such as North America
and Western Europe have also bounced
back from the global economic crisis with
a healthy appetite for luxury vehicles.
Jackson says the overall strength
of the luxury market is good news for
vehicle consumers on all levels. The high
premium on such vehicles and demand
from consumers for innovation generally
means that manufacturers have the funds
and the motivation to invest heavily in
product development.
2.9 %
annual
growth
rate
10
Global
output for
premium
brands
8
6
Global
light vehicle
­production
40
12
4
20
TOP 5
LUXURY
BRANDS
Mercedes-Benz
BMW
Audi
Lexus
Volvo
2
million
million
2015 2022
2015 2022
SOURCE: NAVIGATING FOR
GROWTH: GLOBAL ­A UTOMOTIVE
­O PPORTUNITIES AND PITFALLS
(IHS AUTOMOTIVE) .
VENTURE 4 2015 13
e
c
n
a
m
r
o
f
r
e
p eas
y
Ke ar
R RS
OU ME
R O
FOUST
C
Discover and
tryout all WWL
tools at
2wglobal.com
1.
AMPLIFIED
TOOLBOX
Online schedules and our
­track-and-trace app are some
of the most ­popular visibility
tools among ­customers.
In 2016 we will:
Run a project to further improve
cargo visibility and release a new
version of the track-and-trace tool
Enhance the app for rate requests
Upgrade our apps for shipping
instructions, booking requests
and web notifications on arrival
Introduce a new customer
portal that includes:
· Improved
web-based
KPI reporting
· Amplified
analysis
capabilities
14 VENTURE 4 2015
· Enhanced webbased incident
and claims
­management
MORE SERVICE
Our goal in 2016 is to deliver
a ­better digital experience
with more ­personalised
data made available for
our customers.
Improved customer portal
· Possibility to customise
­information, increased ­visibility
and better analytics
Online customer service
· Customer service made easier
and delivered faster
· Online booking requests and
access to other useful
applications
Linked service and support
Develop a digital service
desk that will:
· Enable our customer care
representatives to provide proactive
guidance from quote to invoice
· Connect customer care teams
globally across locations, ­account
teams and
services
Thank you!
A BIG THANK YOU goes to all of you who took the time
to answer our annual customer survey. This provides us
with valuable insights, helping us understand how we can
improve our products and services for the future.
WE’RE PLEASED TO LEARN that the global WWL team was given
high scores on service reliability, communication and customer
service. However, there is always room for improvement and
we continuously strive to do better. As you will learn on
these pages, we have several initiatives in the pipeline
for 2016 that we hope will make your customer
­experience even better.
OPTIMISED CAPACITY
3.
To deliver capacity
in line with forecasted fluctuations in
demand, we:
Work with our partners
ARC and EUKOR to meet
our customers’ needs
Adjust schedules and
vessels deployed based
on long-term forecasts
WORKING SMARTER
In 2015 we expanded
our Way of Working
(WoW) programme
from 14 to 44 sites
The WWL team
Xxxxxx
xxxxxxxx
4.
On-time delivery,
service and support,
and price levels are what
matter most when our
customers choose
logistics partners.
In 2016 another
10 sites will sign up
to WoW, taking the
total to 54 sites
The LEAN-based program
is already showing positive
results in the areas of safety,
environment, quality and delivery
QUICK FACTS:
The questionnaire was sent to more than 3,000
­customers in October, and 410 responded in total.
2.
IMPROVING
ON-TIME
DELIVERY
In 2016 we will continue
to invest in our weather-­
routing software to
­monitor sea passages,
­making sure we make the
best decisions to ensure
­on-time arrival and damagefree transport
We collaborate
closely with ports
and ­terminals to
keep ­congestion
and ­delays to a
­minimum
Number
of respondents
by region
ILLUSTRATION DAVID KARLSTRÖM
5
5.
CUSTOMER
SURVEY
2015
WORKING
SMARTER
Companies everywhere are streamlining their businesses to stay
competitive in an increasingly demanding market. But what does
this mean, and does it make a difference to the customers they
serve? Venture visited Port Kembla in Australia to find out.
WORDS ALANNAH EAMES
A BIG, BOLD
nosejob
Four of WWL’s RoRo vessels have
been equipped with a new bulb in
order to operate better at sea and
keep emissions low.
T
he new 130-tonne bulbous
bow, which is the protruding
part of the ship just below the
waterline, is much slimmer
than its predecessor – the
bulbous bulb – and makes the
vessel less resistant to the movements of the
water and thereby more efficient at sea.
Geir Fagerheim, Vice President of Fleet Management at WWL, says the new bulb is also a
lot more flexible than the previous model.
“The old bulb was optimized for one
specific draft,” he says. “The draft itself and
the cargo onboard are constantly changing,
which means it’s important to have a bulb
that works well across a wide range of drafts.”
The project was initiated when operations data from the company’s
performance-monitoring and analysis
tool showed that the Mark IV vessels
were operating on a lighter draft and
16 VENTURE 4 2015
lower speed than what they were
meant for. Designed in the late
1990s, the vessels were originally
constructed to carry heavy cargo such as
timber products and paper pulp, cargo
that is less frequent today. The new bulb is
better tuned to the current cargo mix and
operating speeds.
DAEWOO SHIPBUILDING & Marine Engineer-
ing, which designed the bulb, developed 30
different design variants before reaching
a conclusion together with Wilh. Wilhelmsen’s project management team. The
selected bulb was thoroughly model-tested
to verify the performance. The refitting was
carried out by the IMC-Yongye repair yard in
Zhoushan, China, within the time frame of
the regular dry-docking schedule. The yard
constructed a custom-made railway carriage
to ensure safe movement and precise adjustment to the existing hull of the vessel.
The new bulb has shown promising performance results so far. “When comparing
the vessels
before and
after the
conversion,
we clearly
see an improvement
in operational efficiency,”
Fagerheim says.
“The modification has been very
successful in adapting to
the current service profile of the vessels.”
Fagerheim says WWL is constantly
working to improve the performance of
its vessels, with both the customers and
the environment in mind.
“We have quite ambitious CO2-emission targets,” he says. “We’re preparing
for a future with less carbon footprint,
and this initiative is one step out of many
that we’re taking to move us in the right
direction.” ●
P
ort Kembla is the main
port for Sydney, Australia’s biggest city, and
one of the most important
vehicle-importing hubs in
the country. WWL opened
its equipment processing
facility at Port Kembla in
2007, and it has been expanding ever since.
Today, WWL employs 28 people at the site,
and key customers include Daimler, CNH,
Scania, Iveco, John Deere, Yutong and Lely.
Last year, the facility concluded that to
remain the market leader in rolling equipment processing it needed to start challenging its fixed ideas and think outside the box.
To tackle the challenge head-on, it turned to
the company’s Way of Working (WoW) programme, which gives employees the tools to
get rid of “waste” or inefficiency so that they
can work safer, easier and quicker.
“We wanted to improve our business performance during a very challenging business
climate with fierce competition,” explains
Steve Beck, WWL’s New South Wales Technical Services Manager and the man in charge
of the site. “This competition forced us to
think proactively about what we could do to
position ourselves for the future.”
Port Kembla had already introduced the
Lean Management programme in 2008, so
WOW was a logical next step.
“Lean often sets alarm bells ringing
because it implies cost savings,” Beck says.
“Yes, we did save money, but this wasn’t
enough to achieve our improvement ambitions. WoW is great because it goes beyond
lean management techniques to cover
business key performance indicators (KPIs)
and goal setting. It challenges ideas we have
ingrained in our heads and encourages us to
share best practices with other processing
sites in the WWL global network.”
“The methodology behind
WoW is that it will continuously
evolve as the business grows”
ABOUT ­
PORT KEMBLA EPC
WWL’s Equipment Processing Centre at Port
Kembla offers customised turnkey solutions to
the mining, civil, automotive, construction and
­industrial sectors. This includes ­processing
of ­rolling and static equipment, trucks and
­machinery; product preparation; mechanical
services; paint services, from small touch-ups
and repairs to complete projects; and bonded
storage and quarantine.
Karen Radford, Head of Land Based Operations in Oceania, says the implementation of
WoW has allowed the teams to continuously
challenge the boundaries and created more
frequent interaction between them, promoting harmony. “All these factors contribute
to improved quality and customer satisfaction,” she says. “What’s also so positive
is that all equipment processing sites in
OUR CUSTOMERS
GET FASTER TURNAROUND ­BECAUSE WE
CAN ­SERVICE THEM
QUICKER AND WE
NOW HAVE CLEARER
PRODUCTION TIMES”
­Australia will become WoW compliant too.”
WoW has not only affected the staff ’s way
of working, but customers are also starting
to see some benefits.
“Our customers get faster turnaround
because we can service them quicker and we
now have clearer production times,” Beck
says. “For example, we have measured time
per activity (TPA) for a truck manufacturer
and now we can process their trucks faster,
which is good for them and for us.”
The TPA is worked out through collaboration between the customer and WWL, providing both parties with clear guidelines on
expectations and a step-by-step guide on the
most efficient way to complete the process. It
speeds up the turnaround process.
Radford believes the strong focus on WoW
is an investment for both WWL’s business
and the customer. “In today’s competitive
world, it’s imperative to ensure that we
continuously serve our customers in the best
possible way, offering them a super quality
service at competitive prices – and we are
confident that WoW is assisting us to do just
that,” she says. ●
VENTURE 4 2015 17
fast facts
3
CURRENCY
TRUST IS SUPPOSEDLY the greatest currency
THE WORLD IN
2016
Another year is about to come to an end,
and while it might be wise to reflect on the
achievements and disappointments in the
year that’s gone by, most of us tend to be
more interested in what the crystal ball
says about the future. So, here’s a quick
take on five things to look out for in 2016.
WORDS ARI MARJAMAA, HEAD OF
GLOBAL MARKET INTELLIGENCE, WWL
@ARIMARJAMAA
1
TENSIONS
ALTHOUGH STATISTICS TELL US there are fewer wars and victims
of war today than at any other point in history, it certainly doesn’t feel that way.
The current conflicts that have marked 2015 will continue to do so next year.
The Syrian situation has become even more desperate. The West is being dragged
deeper into the conflict as a result of the immigration crisis in Europe, the attacks in
Paris and Beirut and the downed Russian airliner in Egypt’s Sinai Peninsula.
As military interventions scale up, we’re sure to be reminded of the situation in 2016.
Other hot spots include Africa, the Caucasus and the Middle East.
Even a country like Venezuela might experience political unrest on the back of a
rapidly deteriorating economic situation.
Although we might wish it differently, the world is unlikely to remain
conflict-free in 2016.
2
TRADE AGREEMENTS ­
GLOBAL TRADE GROWTH has weakened
over the past years, raising expectations for
the Trans-Pacific Partnership (TPP) agreement. The agreement contains measures to
lower trade barriers by removing 98 percent
of tariffs on goods traded between the
participants. This will help Asia and Australia
gain ground in the United States, which
accounts for about 30 percent of world
consumption.
The agreement is also expected to drive
necessary reforms in Japan. Japan is also
engaged in trade negotiations with the EU,
and a successful conclusion of these talks, in
combination with the TPP, will have a significant positive effect on Japan’s GDP growth.
In addition to the TPP, similar negotiations are taking place between the
United States and Europe, the
Trans-Atlantic Partnership,
that are sure to get more
attention as discussions
progress in 2016.
of all. Exchange rates depend on the trust of the
market. At the same time, weaker growth tends to
tempt countries to raise the competitiveness of their
currencies. A weaker currency supports exports,
while reduced imports will increase your growth
figures. A win-win for the country, but less so for your
trading partners. Thus, a weakening currency is often
met with suspicion – is it too weak on purpose to
gain a competitive edge in the market?
This lack of trust is exactly what happened when
China allowed a wider trading band for the yuan in
August, sparking complaints about unfair currency
practices. In reality, the effect was relatively limited
and probably more related to positioning the yuan for
inclusion in the IMF’s Special Drawing Rights basket,
which has made it a global reserve currency. Nevertheless, the currency developments will continue to
attract interest, particularly given the strength of the
US dollar, which is expected to continue in 2016.
Both the yen and the euro remain weak compared
with the US dollar. This will support Japanese and
European exports while slowing US exports. A
strong US dollar will also challenge the finances of
a number of emerging markets by making their debt
harder to service, since much of their obligations are
dollar denominated. Trust that currencies will remain
a topic in 2016.
4
CENTRAL BANKING
CENTRAL BANKERS’ GREY and serious reputa-
tion is a bit unfair given the excitement that even their
briefest statements tend to cause.
Since the financial crisis they have played the
leading role in financial markets. Mario Draghi, president of the European Central Bank, has vowed to do
“whatever it takes” to rejuvenate European growth,
and Haruhiko Kuroda, governor of Bank of Japan,
currently runs the world’s largest quantitative-easing
programme, set to last well beyond 2016.
However, the majority of attention next year will be
on Janet Yellen, the chair of the Board of Governors
of the Federal Reserve System in the US. How soon
and how fast she raises interest rates will be pivotal
for both equity valuations and global growth. If that’s
not exciting, then what is?
5
POLITICS
NEXT YEAR WILL BE a year of politics. The US
presidential election will take centre stage, but there
are other political processes that will also have a
significant impact on the global outlook. Both South
Korea and Australia have elections, and Thailand is
supposed to transfer power from the military junta to
an elected congress. The move has been postponed
several times, but it is now scheduled to happen by
mid-2017. Spain is marked by increasing pressure
from the secessionists in Catalonia who are seeking
independence from Spain by 2017. The political clash
with Madrid will resonate throughout Europe. In late
2015, Argentina elected Mauricio Macri as its new
president. This marked a break with the past, and
Macri’s necessary reform policies are sure to hurt in
the short term but will hopefully set Argentina on a
path to recovery.
Brazil also has its share of political turmoil as
President Dilma Rousseff struggles with historically
low approval ratings, an ever-growing corruption
scandal and an economy in recession.
There are calls for political change,
but with Rousseff clinging to power
the climate is set to be tense in
2016, too.
On siteY
The compound for trucks
and optimisation of
truckloads is strategically
situated close to the port
and the main production
area of Rayong.
the heart of the action
Regular ocean services link Thailand to
South-East Asia, North
Asia, Europe and the
Americas, as well as
provide connecting
services to other parts
of the world.
WWL BANGKOK
­OFFICE, VPC, EPC
WWL’S
LAEM CHABANG
COMPOUND
AND OCEAN PORT
WWL’S RAYONG
INPLANT VPC’S
LOCATION:
THAILAND
Thailand is a main production hub for
several global car manufacturers. By the
end of 2015, it is expected that the annual
number of exported cars will have reached
1.2 million. Thailand is also gearing up
to become a production hub for heavier
vehicles. With only one major port at its
disposal, the need for well-planned and
efficient outbound export logistics has
never been greater.
WWL Thailand was established in
1999 and offers a full range of outbound
logistics services for the domestic market
as well as exports to overseas markets
and neighbouring countries.
WWL handles the whole process
from factory onto its vessels or across
the borders. Thanks to its domestic
distribution network and range of services
from vehicle processing to pre-delivery
inspections, customers enjoy faster time
to market.
PHOTOS TIM PELLING
20 VENTURE 4 2015
WWL provides yard
management at two auto
factories in Rayong as well
as vehicle processing for
imported cars at a facility
close to Bangkok.
WWL provides domestic
distribution from port to
dealer and from factory
to dealer through its fleet
of trucks and dedicated
subcontractors. It also offers export shuttles from
factory to port.
WWL offers cross-border
­distribution for vehicles
­arriving at Laem ­Chabang
port and from Thai ­production
plants into neighbouring
countries, using its own
vehicle transporters.
Heavy machinery and
commercial heavy
trucks are also part of
WWL’s logistics offering
in Thailand.
ON THE OCEAN
What’s in
a name?
There’s a story behind every name, and this holds
true even for Wallenius Wilhelmsen Logistics
­vessels. The different vessel names not only reflect
the company’s history but also offer insight into the
people who founded the company.
WORDS TORUNN HANSEN-TANGEN
PHOTOS ARNAUD SIQUET, WWL
THE GREEN VESSELS
(Owned by Wallenius Lines)
IN 1934, OLOF WALLENIUS, the
founder of ­Wallenius Lines,
acquired his first vessel to
ship soybean oil. Previously,
the oil had been shipped in
barrels by trucks over land
he soon realized that it
MR. WALLENIUS WAS AN but
was more efficient to transAVID ­MUSIC ­LOVER, WHICH port the cargo by sea.
The first ship was named
IS ONE OF THE ­REASONS
MT Soya after the cargo and,
WHY ALL DRY-CARGO as the business grew, more
­VESSELS FROM 1941 AND vessels followed, all with
­ONWARDS WERE NAMED the same name: SOYA II, III,
AFTER THE WORLD’S IV and so on.
In the late 40s, all new
GREATEST OPERAS” vessels were given family
names. MT-Soya Maria was
named after Olof Wallenius’ mother and over
the years 10 female family members would lend
their names to the company’s ships. Among
them was Elisabeth who was the namesake for
the world’s largest tanker at 33,000 dwt when it
was introduced in 1958.
Over the years
10 female ­family
members have lent
their names to the
­company’s ships.
THE RED VESSELS
MR. WALLENIUS WAS an avid music lover, which
is one of the reasons why all dry-cargo vessels
from 1941 and onwards were named after the
red vessels started
off very differently to that of the green
(Owned by
vessels. In 1887, more than 25 years
Wilh. Wilhelmsen)
after Wilhelm Wilhelmsen founded
his company, his eldest son, Halfdan,
acquired the 1,800 tonne freighter
Talabot. The steamship was a profitable
investment and became synonymous
with success and,
as a result, all the
company’s ships
from then on were
given names with
the letter “T”.
Tirranna, Toscana,
Shan - the “T”
OVER THE YEARS, THE Tai
names range from
­SECOND LETTER IN THE girls’ names to
NAME HAS COME TO names from Chi­REPRESENT WHICH ­SERIES nese and Japanese
history and Nordic
OF SISTER SHIPS THE RED mythology.
VESSEL ­BELONGS TO.”
Over the years,
THE NAMING OF THE
world’s greatest operas. Carmen, Madame Butterfly and Tosca, just to name a few, were both
easy to remember and pronounce wherever the
vessels traded. The tradition of naming vessels
after operas continues to this day.
the second letter in the name has come
to represent which ­series of sister ships
the red vessel ­belongs to. Sister ships
are ships that have the same design,
size and been built at the same shipyard. For ­example, all the vessels that
begin with the ­letters “TO”, such as
Torrens, Toronto and Toledo, are Large
Car and Truck ­Carriers (LCTC) built by
­Mitsubishi Heavy Industries between
2004 and 2012. The most recent ships
starting with the letters “TH”, such as
­Thermopylae and Thalatta whose names
relate to Greek history, have been built
by Hyundai Samho Heavy Industries
and are the new HERO/Post-Panamax
vessels.
The names of
the most recent
ships starting
with the letters
“TH”, such as
­Thermopylae and
Thalatta, relate to
Greek history.
THE NEXT TWO SISTER ships b
­ eing
i­ ntroduced in 2016 will also be given
“TH” names, continuing the old
­tradition of naming red vessels with
the letter “T”.
VENTURE 4 2015 23
YOUR INDUSTRY Trends and insights affecting your business
ELECTRIFICATION OF
THE VEHICLE:
A growing market
THE DAWN OF THE
alternative
fuel vehicle
By 2020 we’ll see plenty of
new vehicles on our roads,
powered by fuels other than
traditional diesel and petrol.
Not only will this be a new
phenomenon for drivers and
passengers, it also means
changes for the companies
transporting these types of
vehicles.
WORDS ALANNAH EAMES
PHOTO TOYOTA, GETTY IMAGES
T
his summer, WWL shipped 13
brand new Toyota Mirai cars
from Nagoya, Japan, to Europe
(read more about the shipment
on pages 8 and 9). The Mirai is
one of the first hydrogen fuel
cell vehicles to be sold commercially. The
four-door midsize car has a range of 502 kilometres and a 1.6kW nickel-metal-hydride
battery. It’s just one of the new alternative
fuel vehicles (AFVs) that are making their
way onto the market.
By 2020, sales of AFVs – powered by
electric batteries, hydrogen and gas – are
expected to double. WWL, which has
transported electric cars for several years, is
already taking steps to make sure it’s ready to
24 VENTURE 4 2015
handle these new types of vehicles.
“As with any new type of cargo, we have to
adjust our traditional ways of handling vehicles,” says Captain Göran Söderdahl, head of
cargo solutions at WWL, who has been sailing
vessels for 23 years. “Transporting AFVs is not
riskier than traditional vehicles. But we need
to adapt our processes and vessels to make
sure we handle AFVs correctly.”
SOME EXPERTS ARGUE that there is a higher
risk of fire when transporting AFVs
as they contain lithium-ion
batteries weighing up to
500 kilograms. Since July
2014, all ships carrying AFVs should have
two sets of portable
gas detectors in their
cargo hold. They are
used to check potential
gas levels in the cargo
hold to avoid the risk of a
fire breaking out.
And starting in 2016,
a new ­International Maritime
­Organization (IMO) regulation will come
into force affecting new ship builds.
“Ships built after January 1, 2016,
­carrying AFV cargo must be equipped with
­explosion-proof equipment,” Söderdahl
says. “In addition, the fuel system of each
AFV should be checked to make sure it’s
leak-proof and marked according to its fuel
and engine type before transportation.”
The IMO is also coming out with new recommendations for the safe handling of cars,
vans, buses, trucks and other heavy vehicles
that run on alternative fuels.
these new
r­ egulations, WWL formed a project group
in 2013. Together with EUKOR, one of the
world’s largest shipping companies; ARC,
the American-based RoRo carrier; Wallenius Marine; Wilh.­Wilhelmsen; and the
Swedish ­Technical Institute, the group
will conduct in-depth research to
­understand more about AFVs
and how to handle them
­during transport. ­
To support this ­research,
WWL will e­ ngage with
­customers in 2016 to
collect more ­technical
information from AFV
­manufacturers.
“We’ve held workshops
with some customers who
are ­planning on launching AFVs
in the near future,” says Nick Bryan,
WWL’s Head of Global Corporate Accounts. “It’s important to understand the
requirements and implications together
with them. The purpose is to cross-share
information on AFVs, make sure we are all
aligned on the handling process and the
associated costs, and to ensure we are all
compliant with the new regulations when
they come into effect.” ●
IN PREPARATION FOR
To get better fuel economy and move towards a
greener future, auto manufacturers are adding
various electrification systems to their cars, including electric propulsion, fuel cells and various forms
of hybrid and start/stop systems. For 2015, the
global market intelligence company IHS Automotive expects the share of sales of cars with these
features to be more than 26 million vehicles, or
about 30 percent of total global car sales. This
volume is expected to increase to 73 million units
by 2022, or 69 percent of total global car sales.
INSPIRATION
The Orcelle Award,
­established by
­Wallenius ­Wilhelmsen
Logistics in 2008,
supports clean-tech
entrepreneurs who
aim to make ­shipping
and logistics more
sustainable.
READING TIPS
Reading
tips by Mike
Jackson
Three book recommendations by Mike Jackson,
director of North American
Vehicle Forecasts at IHS.
WWL CAPTAIN RECEIVES HONORARY
PANAMA CANAL PILOT’S LICENCE
SONJOY SEN, Captain of WWL’s vessel
Tulane, has ­received an Honorary Panama
Canal Pilot’s Licence.
This licence is presented by the Panama
Canal to captains who have completed
100 transits through the waterway. Captain
Sonjoy has taken ships through the canal for
more than 30 years, ­during which time he has
witnessed many updates and ­improvements
that have been made to the path between
the Atlantic and Pacific Oceans.
Sonjoy received the licence from Roberto
Gutierrez, representing the Panama Canal
Operations Division, and Roberto Jaen from
WWL at a special ceremony held on-board
the ship on September 14.
Mary Carmen Barrios, WWL’s general
manager of port operations and terminals
for Latin America, congratulated Sonjoy,
saying: “During the past 100 years, the
Panama ­Canal Authority has appointed a few
­‘Panama Canal Honorary Pilots’, and WWL
feels honoured to have Captain Sonjoy
receiving this very unique licence
and to count on his invaluable expertise.”
THE PANAMA CANAL celebrated its 100th
anniversary last year. Since its ­inauguration
more than a ­century ago, the canal’s
­importance to world trade has grown
­substantially. Up to 14,000 ships now
transit the canal ­annually. WWL is currently
the canal’s ninth-largest customer and the
No. 1 customer in the RoRo segment, with
up to 18 vessels transiting the waterway
each month.
UPCOMING EVENTS 2016
JANUARY 26-28
Automotive Logistics Mexico
Mexico City, Mexico
A BIG AWARD
for clean tech
Transient Plasma ­Systems has won the 2015 Orcelle Award
for its ­energy-efficient, low-emission ­ignition solution for automotive
and truck manufacturers and engine ­producers at large.
which
specialises in nanosecond pulsed-power
systems, was chosen from 10 finalists and
awarded 100,000 US dollars in prize money
at the Ocean Exchange’s awards dinner
at the ­Savannah International Trade and
­Convention Centre on October 14.
Ray Fitzgerald, WWL’s president for
­Atlantic, congratulated the winner, saying
the solution will benefit the shipping
­industry as well as it helps to reduce
nitrogen oxide emissions.
“It’s a technology that can have a major
TRANSIENT PLASMA SYSTEMS,
26 VENTURE 4 2015
impact on human health and the environment,” he says.
The Orcelle Award, which was established
by Wallenius Wilhelmsen Logistics in 2008,
supports clean-tech entrepreneurs who aim to
make shipping and logistics more sustainable.
The winner is selected from a carefully vetted
shortlist by the delegates participating in the
Ocean Exchange, an annual event that WWL
has sponsored since 2012 to extend the reach of
the Orcelle Award programme. This year there
were 70 submissions from all over the world
registered in the Ocean Exchange database.
MARCH 15-17
Automotive Logistics Europe
Kameha Grand Hotel
Bonn, Germany
MARCH 14-17
Breakbulk China
Shanghai World Expo
Shanghai, China
IT’S A TECHNOLOGY
THAT CAN HAVE A
­MAJOR IMPACT ON
HUMAN HEALTH AND
THE ENVIRONMENT”
“The Orcelle Award is a way for WWL to
discover and promote new technologies
that can help us achieve our vision of zeroemission shipping and logistics,” Fitzgerald
says. “Previous winners are already making a
difference in our daily business.”
Drive
- by Daniel H.
Pink
A fascinating read
on how to lead
high-performing
teams by gaining
a deeper understanding of
motivation to inspire others.
The Holy Bible
As a Christian,
this is the blueprint for my life,
and its timeless
message only improves with age
as words leap off the page with
hope, wisdom and power.
Give and take
by Adam Grant
An inspired study
that assesses the
qualities of our
interactions with
others and how
people and organisations benefit from a strong culture that
supports genuine collaboration.
WWL IN SOCIAL MEDIA
Did you know that you
can follow and like
WWL on the following
platforms:
linkedin.com/company/walleniuswilhelmsen-logistics
@WWL_2wglobal
facebook.com/
2wglobal
Shanghai, China
VENTURE 4 2015 27
ECONOMY
If undeliverable,
please return to:
Exchange Office
SPI STO
8010 Zurich-Mulligen
Switzerland
P. P.
Swiss Post
CH-8010 Zurich
Mulligen
The world
AT YOUR
FINGERTIPS
Find the best route and
sailing for your needs
with WWL’s upgraded
scheduling tool.
The tool gives you:
– easy and fast access to
information about WWL’s
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route or voyage
– easy management
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You’ll find it under
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at 2wglobal.com
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