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VIVEK NAIR SPEARHEADING THE FINANCE VERTICAL

css A finance professional with 15 years of regional and international experience, my expertise lies primarily in Financial and Performance Project Management, Treasury Management, Corporate Taxation, Corporate Structuring, Business Consulting, Restructuring & ERP across a broad spectrum of industries including Construction, Manufacturing, Trading, Real estate, Service. I joined CSS recently to harness the skill sets acquired over the period to support its vision and mission.

Global Financial Facilitator

Finance is always a support function, and we are primarily responsible for facilitating all the organization’s financial operations. To explain our roles a bit further, our vertical will provide financial leadership across the organization to facilitate rapid growth in liquidity constrained environments, focusing on strategic & tactical planning and corporate governance. Our role would also extend to risk analysis and mitigation strategies, systems, structures & procedures implementation, cash flow & working capital management, margin improvement & cost containment, credit negotiations with client & financial institutions with special emphasis on relationship & team building.

As a vertical, we would be focusing on maintaining the right financial mix to support the CSS growth trajectory with weightage given to generating long term value to the stakeholders. Our focus would be to maintain transparency of financial initiatives undertaken and monitor and control the organization’s health.

CSS Finance Vision

The mission is to provide leadership, operational oversight, and system coordination of financial products and services. We intend to add value with accurate, insightful, and timely information, analysis, and solutions that promote informed decision-making. The vision of our vertical is to be known as a “model for organizational efficiency and effectiveness” that leverages:

4 Integration of risk considerations to enhance decision-making processes and operations;

4 Benchmarking to improve accountability, transparency, and performance; and

4 Professional expertise to deliver service and results on behalf of our stakeholders.

Risk & Mitigation Measures

The macroeconomic situation has worsened with the ongoing pandemic, resulting in a higher risk that the business carries in credit, liquidity, and operations. The Finance team intends to bring a more structured approach to strategic management by documenting and implementing Standard Operating Procedures (SOPs) to deal with financial and operational risk.

Risk analysis would be undertaken for each of the business’s key segments on a periodical basis with balance and checks to ensure that the risk is mitigated. External stakeholders in the form of bankers and financial institutions will be involved to achieve higher operational leverage. Margins continue to remain under pressure, which we believe could be assuaged partially by Value GAP analysis.

Forging New Partnerships & Commitment to the CSS Vision

Inspiring and motivating people to do their best to achieve the organization’s goals remains the very fabric of CSS culture. We believe innovation, being the CSS vision’s crux, can only be achieved by right and empowered resources.

To augment the said vision, we would try to inculcate the CSS values by getting our hands dirty, respecting the chain of commands, deliver the promised results, and appreciating the people contributing to the organizational success.

Our vertical aims to achieve the following goals:

Steward: Protect the vital assets of the company, ensure compliance with financial regulations, close the books correctly, and communicate value and risk issues to investors and boards.
Operator: Operate an efficient and effective finance organization providing various services to the business such as financial planning and analysis, treasury, tax, and other finance operations.
Strategist: Influence the company’s future direction by providing financial leadership and aligning business and finance strategy to grow the business.

I believe in leading the team by example rather than managing the activities. It creates a picture of what is possible as leading by example and makes it easier for others to follow suit.

GLOBAL FREIGHT FORWARDING BUSINESS HEADED BY ROSHMON MANOLI

css Having begun my CSS career in 2000, I have had the opportunity to grow along with the organization and witness its phenomenal growth from close quarters. It has been a privilege to be a part of CSS’s successful journey as it completes 25 years in the shipping and logistics business this year.

CSS has evolved to become one of the most innovative service providers in this region and with offices across the GCC and the Indian subcontinent and extensive global coverage through its international network partners.

Marching onwards

In my new role, I look forward to growing the global freight forwarding business at CSS and the experienced team of product specialists in each of the verticals – Air, Ocean, Supply Chain & CHR Network / Key Account Management. Considering the challenges the industry faced in 2020 amidst the pandemic, tight capacity has been a key characteristic for both air and sea freight forwarding markets. This is likely to continue during the first half of 2021. However, our team is geared to tackle this by offering new solutions and services to customers, building stronger customer relationships, and our key partners. Over the next three years, one of our focus areas is balancing volume growth with revenue sustenance across all the verticals.

New market segments

The E-commerce retail and manufacturing industry will be one of the big drivers for the logistics business. We see this as a potential opportunity for revenue growth moving ahead. The strong work ethic and ‘customer-first’ culture of the CSS team will eventually propel the strategies and plans for the next five years as we surge ahead on full steam towards completing three successful decades in the business.

THE OCEAN FREIGHT VERTICAL HELMED BY SANTANU DATTA

css My leg of the journey with CSS began just two years back, in February 2021, as I stepped into General Manager’s role at the CSS office at Jebel Ali, Dubai, UAE. It has been a highly successful tenure with the key responsibility of developing business, particularly ocean freight export.

My career spans around 24 years in the shipping and logistics industry before joining the CSS Group. Having worked in various capacities across the Middle East, India & Europe, my experience encompasses both mainliners and forwarding companies.

Strategies, Opportunities & Challenges

With almost 70% of global transportation focused on ocean freight, there is a large potential market to tap. We can develop this service offering to our customer base. While the main focus remains on FCL Export, we also need to strengthen our import and x-trade ocean services while engaging our networking partners worldwide.

Developing the volume would continue to be our prime focus. However, the right cargo and customer-mix will also be needed to sustain us in this vastly competitive vertical. Expanding our business horizons in this large industry vertical throws many opportunities vide RFQ and we would also focus on SME sectors to balance the risk factor.

Short- & Long-Term Vision and Objectives

As the year 2021 unfolds, we intend to consolidate all sales forces’ efforts across the UAE and GCC region to create a larger basket to offer to the ocean carrier industry. We will focus on emerging and growth markets like Africa, South-East Asia, and the ever-demanding North American market for the next five years.

RICHARD VARGHESE LEADS THE SUPPLY CHAIN WING

css As I look back at the past ten years of my journey with the CSS family, my heart swells with pride and joy at the immense experience and deep insights I have gained within the freight industry.

The Logistics and Supply Chain Management industries face an uphill battle this year, especially due to the COVID-19 pandemic. This unprecedented crisis has brought new opportunities to the transportation, logistics, and warehousing verticals across the globe. In the year 2021, my team intends to focus on Supply Chain development, and I foresee a good growth rate over the forecast period of 2021-2025.

CSS is one of the major service providers in the warehousing industry in the UAE, with 500,000 sq feet of storage facility located within Freezones and also across Dubai Mainland. Our capacities include storage solutions for general commodities for both temperature and non-temperature-controlled products.

Even though CSS has expanded to different verticals over time, warehousing has always remained a core CSS activity for years. With several long-term clients across a wide range of industry sectors, from electronics, apparel, spare parts, tools, furniture, and much more, we have built long-lasting relationships with our client base.

We look forward to developing upcoming services like last-mile deliveries, exhibition, and international relocations as part of our plans for 2021.

Reiterating the vision set forth by the company, our vertical has set our sights on providing the highest quality warehouse logistics, storage, and distribution services across the UAE and beyond.

ANITHA DISPLAYS HER PROWESS AT CUSTOMER SERVICE

css With 25 years in the logistics industry, I have had the privilege of covering almost every aspect of this industry. Operations and customer service to sales, special projects, and developing network partnerships – I have handled everything. The cumulative experience has shaped me to be the “right fit” for my current role. The best part is that I have hands-on experience from within the CSS Group itself.

Customer Service – The Very Heart of Logistics

My current area of focus will be managing and developing the Customer Service division at CSS. My responsibilities will also encompass building relationships with our network of partners along with Special Projects. Critical and time-bound shipments across all industry segments, Special Projects require on-time completion and a keen sense of discretion, given the moves’ sensitivity.

Strategizing for Our Path Ahead

While we have a whole range of tactics and strategies planned for the way forward, the primary one is to increase my team’s strength. Secondly, we are keen on deepening the commitment with our partners worldwide. Engaging with our network partners will help us spread our wings, and in turn, this symbiotic relationship will fuel our partners’ growth.

The management team has extended their full support to our plans and ideas, which helped implement them without much ado.

Africa and the Far East – The New Frontiers

There is a rising potential in the African and Far-Eastern markets. Working in tandem with our network partners, we can fuel growth in these regions. The signing of the landmark Abraham Accords has eased diplomatic relations between the Middle East and Israel. This strategic move has opened up a large market for the logistics industry. We are indeed living in exciting times!

We intend to expand our portfolio by including more challenging projects in remote areas, thereby further extending our footprint across the region.

Leading by Example

I work by the diktat, “Work Hard, Play Hard.” I believe in leading by example and letting my work and methods be a source of insight and motivation for my team.

I want to empower my teammates to reach their maximum potential. Be fearlessly ambitious, be ambitiously productive, and productively positive. We can take CSS to the pinnacles of success!

PETER BELAVENDRAN PILOTS THE AIR FREIGHT VERTICAL

css With an innate ability to handle multiple tasks at a time, I also possess the capacity to pursue long term goals with focus and dedication. The past year has been a great learning experience, and I am excited about contributing to the CSS vision in the years to come.

Handling the Air Freight vertical, our team holds the responsibility for import, network development, consolidation, regional air freight, product development, air freight, export sector-wise volume development, Aircraft on the Ground/Dangerous Goods (AOG/DG) product development along with charter and project cargo.

The Way Ahead

We intend to build our agents network for greater synergy, which will enable us to provide competitive product solutions in both imports and exports along with cross-trade to drive volumes. We will also be implementing the new in-house product called Courier/DG/AOG & Perishable movements.

The world is our oyster concerning the air freight industry. By integrating UAE and Middle East with a greater focus on CNSL and respective airfreight products within the CSS Group, we are confident of conquering this buoyant market segment.

Vision for the Future

We plan to develop the airfreight division across all CSS locations to offer the airfreight product solutions to our overseas partners and local clients. This initiative will help us enlarge our footprint, thereby increase the airfreight volumes both regionally and internationally.

We foresee that MNC forwarders and major courier companies will approach clients offering heavily discounted rates to fulfill their capacity due to the present situation. The hour’s need is to develop CNSL to convert + 100 Kgs shipments cost-effectively to provide door-to-door service to our clients.

As we finetune the product offerings, we will drive in more airfreight volumes and achieve more than budgeted targeted volumes of 2021. With a long-term vision of setting up a separate CSS Airfreight Division within CSS Group, I believe that positivity combined with the right mix of dedication & teamwork will help us win this game.

FIDA ASGHAR SPEARHEADS THE NVOCC DIVISION

css Having completed more than two decades with the CSS family, I can proudly affirm that I am a true-blue CSS-ian, through and through! My jovial and friendly nature has allowed me to enjoy every second of this incredible journey.

Our team handles sea freight and is mainly into LCL shipments. This vertical has been the backbone and the very bread and butter of the organization. Though we are neutral in the market, this year we intend to concentrate on exports. As for the plans for the coming year, we have many in the offing and will be revealed in the days ahead.

We look forward to 2021 for greater opportunities as the world opens up slowly after the pandemic and things have started moving. The New Year has brought in the good news of the Gulf countries opening up Qatar’s borders. We have set our targets high for the year ahead, and we will work at achieving the set target of 40,000 cbm in 2021. Our vertical has set our eyes to achieve this target and promote more KSA activity to increase LCL export volumes.

We operate in an increasingly competitive market with more consolidators coming in every year. However, we believe that with the excellent rapport we build with our clients and our superlative services we provide, that exceeds expectations, we are here to stay and be on top of our game.

CSS’s greatest strength has always been with the open-door policy, making it easier to communicate with the management and the teams. I look forward to sharing my experiences with the team to lead them on the right path to success.

RENJITH CAPTAINS CSS ABU DHABI

css Twenty years of unstinting service! Not everyone knows that I’ve been working here for such a long time. When I look back, I realize that it has been two decades.

I began my career started with CSS Chennai as an Operations Trainee. I was young and full of expectations. I worked very hard that year and was promoted to Sales Executive. Later on, I had opportunities to work in CSS Mumbai, Delhi, Bahrain, Dubai. And now, I am in Abu Dhabi for the past eight years.

My experience with CSS has taught me that progress is never stationary. It has allowed me to evolve according to the situation. My passion for this profession and my dedication to work drives me to achieve both career and personal goals.

The Logistics Industry – Intimidating yet Exciting

Logistics is both an exciting and intimidating profession. As the saying goes, “No pain, no gain.” However, success makes sacrifices worthwhile.

Young and Vibrant CSS Abu Dhabi

Our young, vibrant team works with a keen focus on building up the Abu Dhabi portfolio and across the UAE, Muscat, and Oman. Opportunities abound in this region, especially in the logistics sector. We need to strike when the iron is hot and make most of the prospects that open before us.

To achieve our targets, we need to upsize the sales team with a dedicated team for Projects (Oil and Gas). This will help us foray into the Oil and Gas project business in Abu Dhabi and tap into the Oman market and contribute to financial outcomes.

Working Shoulder to Shoulder

The friendly working culture at CSS coupled with the top management’s unstinting support motivates us to perform at our optimum levels. I believe that communication is a two-way street, and we should make sure that there is a constant flow of communication between the teammates. When we appreciate and praise employee efforts and show respect and admiration for their work, it always works out for the company’s best. While people want to know they are respected, we must establish the ground rules for respect.

I am committed to fulfilling the larger vision for CSS by putting aside personal gain for the group’s well-being.

As the great Chinese thinker and philosopher Confucius said, “Choose a job you love, and you will never have to work a day in your life.”

MIDHUN GEORGE MOTIVATES CSS ABU DHABI

css It takes a conscious effort to build and maintain a workplace where every employee feels like their work is meaningful. CSS is truly such an organization.

I joined CSS in September 2013 as a Sales Manager. My main role was to develop individual sales and deploy a new sales team for CSS Abu Dhabi. CSS has provided me with a platform to grow professionally and has given me endless opportunities.

Today I hold the post of General Manager – Sales (AUH), Network Europe & Scandinavia. My learning curve has always been progressive with CSS. I acquire new skills and knowledge every day with my exposure to value-added services and project cargo shipment. My portfolio includes an additional responsibility to develop the agency network (Europe) of CSS Group.

Team CSS Abu Dhabi

Our branch in Abu Dhabi is strategically located amid the industrial hub. We have good access to airports, seaports, customers, and government departments. The highly dynamic team comprises a group of motivated and driven sales personnel. The operations team is well versed with all procedures, documentation, and other operational technicalities. Tackling hurdles and troubleshooting problems here is quicker, thanks to a team of experts with whom I collaborate.

Present and Future Trends

The hiatus due to COVID-19 has thrown the industry out of gear. Sales figures have not reached desired targets. Apart from this, we face cutthroat competition from other competitors in the market. Slim margins and an increase in the bargaining power of customers has been the trend in the industry. In such an environment, one needs to stay relevant. We need to explore and focus on niche clients to create newer markets. Now is the time to display the art of selling and customer service.

In the year ahead, we intend to get registered with major government entities for their RFQ. One of the key focus areas for us will be the oil and gas business. If we secure a footing in the oil and gas sectors, the branch will benefit much. Another direction we need to take is to invest in moveable assets.

Once we emerge from this pandemic, the global economy will surely improve. Many positive trends are already underway in the global economy. Many pending projects will open up, and there will be greater prospects in commodity trade and e-commerce. At CSS, we should be well equipped to rein in these positive trends into our business.

Determination and Hard Work – The Way Forward

Hard work is the essential key to success. The focus needs to be on our key responsibilities to exceed expectations. We need to stay motivated, sharpen our skills and keep high standards for ourselves.

Over the years, the top management at CSS has always been approachable and supportive. Most of all, they have displayed themselves as the epitome of optimism. With their uncompromising sound counsel, CSS Abu Dhabi can achieve

THOMAS IN CHARGE OF CSS KINGSTON

css I stepped on Dubai soil in 2004, and I was lucky to land a job as a sales coordinator with CSS. It was indeed a steep learning curve as I did not have any experience in freight forwarding. However, with the support extended by my seniors and departmental heads, I quickly learned the ropes.

I moved into sales and then into Key Account Executive’s role and was further promoted as Manager – Key Information Desk.

Today, I handle the responsibility of overseeing the CSS Kingston’s SAIF Zone Branch and Hamriyah Freezone Branch

CSS Kingston

CSS Kingston Logistics (CKL) was opened predominantly to tap into the freight forwarding and 3PL opportunity in the northern emirates of the UAE. We have further extended our reach to Hamriyah FZC with our freight forwarding and 3PL services.

With a total capacity of 110,000 sq. ft covered facility, we can store approximately 13500.00 cbm. We also have an 8000 sq. m open yard facility.

Riding the wave in 2020

No one predicted that a pandemic would have the world reeling under its aftermath. CKL made it an opportunity to expand by helping our customers cut their operational expenses by utilizing our service and expertise.

Tapping into Opportunity

CKL intends to capitalize on the opportunity based on the current market situation. By expanding our reach to each customer, we can help them cut costs by partnering with CSS Kingston.

The next on the books is to expand our presence with more branches in northern emirates like Fujairah, Ajman, Ras al-Khaimah, and Umm al-Qaiwain. Enlarging our footprint across the northern emirates will enable our customer base to reach all UAE parts. This will support our customers to expand their reach with our cost-effective offerings with high levels of service.

With an increased requirement of 3PL opportunities in the SAIF zone, we foresee CKL emerging as a brand name to reckon within, especially at strategic locations in northern emirates.

CSS – Unlike Any Other

The values and the culture that CSS inculcates is what sets it a notch above the other players in the industry. At CSS, we care for each other, identify talent by enabling people to grow. With a focus and clear vision to achieve the highest level of customer satisfaction, we have provided cutting-edge yet cost-effective logistic solutions.

Our customers are our greatest assets, and this is the maxim that drives each employee at CSS. As we increase our assets, we keep growing

AMITH HEADS THE OPERATIONS AT CSS QATAR

Having started my logistics career with CSS in Dubai, today I am placed in Qatar. CSS has provided a platform for me to learn and dabble in all aspects of the logistics spectrum over the last decade.

CSS Qatar – Surmounting the Odds of the Blockade

CSS Qatar started in 2016 with a limited number of employees. A crisis was just around the corner with the diplomatic crisis in the year 2017. Initially, the aftermath of this crisis was felt by the entire market. Although the market slowed down in the early days of the diplomatic crisis, Qatar soon rolled out ventures with various production units. It further strengthened the market and reached a status of independence. The major strength behind these operations was starting of Hamad Seaport.

Having started CSS Qatar with minimal staff strength, we realized the market changes and moved step by step. In the years that followed, we built a stronger team, increased the sales team strength, and built up our entire team. Every employee of CSS QATAR helped in taking CSS Qatar to what it is today.

FIFA 2022 – A Driving Force

CSS Qatar has been growing along with the growth and development of the nation of Qatar. The government of Qatar has taken several steps for the country’s development by investing in its economy. The prime focus is the 2022 FIFA World Cup and advancements in medicine, electricity, oil and gas, tourism, construction, maintenance, food, and other industry verticals. The government has also announced Vision Qatar 2030. There might arise the opportunity to host Asian Games in 2030. CSS Qatar envisions the strategic role that the company can play during these massive events.

CSS has made a name for itself in the Qatar market during this period. In the years to come, the team will continue to strengthen itself, devise new strategies, find more business opportunities by understanding each sector’s business potential and setting up separate teams for each of them and will strive to achieve our goals.

Conquering the Credit Challenge

Timely payments from creditors have been a deterrent for our growth in the past year. Some of our competitors and other new players have been offering credit facilities to their customers with open credit options, without too many formalities. But this can pose a threat to their business growth if they do not realize their payments on time.

At CSS, we have decided to effectively tackle this situation by filtering the clients and conducting detailed research into clients’ financial health and track record. If the client clears our benchmarks, we will request them to submit a guarantee cheque as security or PDC against the cargo release.

2021 – The Year Ahead

The year ahead can be rife with challenges. With the diplomatic blockades having been withdrawn, invariably, there will be a boom in trade, increasing demand for logistics support. This also means a mushrooming of competitor companies in this small market. We are confident that CSS Qatar will score much better results than the year that went by, especially with the opening up of trade linked to the GCC region.

Working Together for Victory

CSS Qatar is glad to be part of the larger CSS family. As we align ourselves to the CSS Group’s vision, we are confident that we will reciprocate the management’s trust. We work together as a team to become one of the major shipping and Forwarding companies in Qatar and spread our footprint across other trade lines.

AMAL LEADS CSS BAHRAIN WITH A RENEWED VISION

css Have started with CSS in the year 2010 as Coordinator in Projects, Oil & Energy Department, I have seen my career progress. I later moved on to become the Operations Manager at CSS Abu Dhabi. Currently functioning as the Branch Manager of Console Shipping Services W.L.L, the Bahrain branch of CSS, my 11-year career at CSS has awarded me with opportunities galore.

I was privileged to work at CSS locations across the region and beyond. From Dubai, Abu Dhabi, and Sharjah to Oman and Kochi, I have been entrusted with various responsibilities and roles, which has enhanced my skills and experience in all aspects of Logistics.

Surmounting the Odds at CSS Bahrain

CSS Bahrain branch was restructured and launched as a new branch in October 2019. The challenges ahead are many – we need to bring in new clients and raise and build up a whole new team. The limitation of being a small market with increasingly high competition, the COVID-19 pandemic, and the ensuing problems have added to our challenges.

But despite these concerns, the Bahrain branch has shown stellar performance above expectation in the year 2020. It was indeed a remarkable year for CSS Bahrain. My heart swells with pride as I lead a dedicated team along with the full support from the top management, the wind beneath our wings.

Strategies Ahead

The way forward for CSS Bahrain is simple and straightforward.

First and foremost on our strategic plan, we aim to increase the reach of CSS Bahrain to new customers every day, without compromising the services we extend to our existing customer base in the island nation. We will strive hard to maintain the high standards of excellence in service levels. Continuing the CSS Group’s legacy, we have committed to doing business with utmost dedication to Fair Business Ethics.

Last but not least, we will work together to keep up the morale of all the employees and team members at CSS Bahrain

Looking Past 2020

The year 2020 brought a downturn to every industry and affected general trade the world over. But with the vaccination drives being rolled out across every nation, we can expect a resurgence in the market in 2021. CSS Bahrain intends to venture into upcoming project movements and tap into the potential clients amongst government entities in Bahrain.

Our five-year plan includes our vision to be an NVOCC market leader in Bahrain, providing competitive rates and excellent service by maintaining Fair Policy Business Ethics. We also see ourselves as a Freight Forwarder par excellence with the capacity to handle general forwarding and project movements in the region.

Onward and Ahead

Though we face the imminent threat of targeted competition, underquoting, volatility, and rate increase due to the impact of COVID-19, there is plenty of opportunities as well. A huge untapped market is actively on the lookout for a freight forwarder with market-leading logistics solutions.

Maintaining good relationships with our existing client base will enable us to get accurate feedback. We have also decided to go by the fair policy. No matter what, we will adhere to not under quoting whatever the competitor strategy might be.

With the CSS Group’s focus on the GCC region, the newly started Bahrain branch will contribute to the NVOCC and Forwarding business of the CSS Group by building on the network partners. Our aim remains to:

Ensure 100% customer satisfaction
Ensure 100% employee satisfaction
Achieve the company targets

We look forward to finishing the year in flying colors by repeating and outperforming the excellent performance we displayed as we opened our innings at Bahrain.

SUSANTH SHEKAR MANAGES HUMAN RESOURCES & ADMINISTRATION WITH FLAIR

css People are the most valuable asset of any organization. It is the workers in the lowermost rungs who contribute to their employer’s sustainability and profitability. That’s why human resource professionals take on various roles and tasks that can affect organizational outcomes.

My career started with the CSS Group in the year 2009. It came with several opportunities and challenges to manage Human Resources for the GCC’s entire CSS portfolio.

Human Resources – the Cornerstone of an Organization

Effectively managing this human capital and recognizing that human resources need to be both administrative and strategic has built up Team CSS. The most challenging duel was to sustain people in the long run with the best talent management. All members of a person’s resources team or department connect the worth of human capital to the company’s bottom line.

That’s where Human Resources becomes so crucial. I have been dedicated to nurturing a team that is adept at dealing with people from all backgrounds and levels of experience, knowledge, and skill. Some of the specified attributes to achieve HR efficacy include flexibility, patience, attention to detail, outstanding communication and listening skills, negotiation skills, and professional discretion.

In the wake of recent developments around world markets, new challenges are evolving, involving collaborating with project teams and employees based outside the office. Remote working culture has become a necessity and is only bound to increase. Technology and online resources have become pivotal in the onboarding, training, and development of employees.

Data-Driven Decisions

Data analytics provide HR departments with the long-term perspective chances to become more empirical. It provides hard evidence for their opinions, thereby gaining much-needed credibility at the business’s very best levels.

One cannot structure and resource an organization as before, as organizations of the future will look radically different. Instead of pushing resources and people based on forecasted demand, fast-paced organizations may instead enable a broad range of resources and people to be pulled on an as-needed basis in response to events in real-time and where they’re going to have the foremost impact.

We have always viewed individuals as a series of fragmented parts like a neighborhood that must be recruited, learn and progress. Henceforth, we’d like to specialize in every employee and their related needs, which encompasses the extended workforce. Only then can we ensure that this increasingly important resource stays just as motivated and high performing as the traditional employee.

Transforming for the Future

The employee experience begins at the talent acquisition phase and especially with the onboarding process that follows. If we get this wrong, they’re going to not be engaged early. The employee journey must add up to it and meet their changing needs, and that’s where digitization is vital.

Key experiences that have to change significantly are that of the performance and development process. Companies have been experimenting with new performance management approaches that emphasize continuous feedback and coaching, reducing the appraisal’s focus.

Talent ecosystems are now a reality. Companies cannot consider their workforce to be only the workers on their record but must include freelancers, “gig economy” workers, and crowds. We have to create an integrated employee experience to makes sense to all involved in our organization.

Therefore, HR needs to fundamentally reshape itself to become a critical driver of agility and be a leader in digital transformation.

MENUSHA STEERS THE COURSE FOR CSS, SRI LANKA

css The two years at CSS have been challenging yet colorful!

With so many ups and downs in global trade, CSS has enabled us with the freedom to make decisions as leaders. We have established CSS Colombo as a rock-solid arm of the CSS Group in the Indian Sub-continent.

CSS Lanka – Our Capabilities

CSS Lanka started in the year 2018 with just two employees. Today, we have full-fledged operations with a very young and vibrant team of seven. Within six months of our inception, we were able to have our staff inside Colombo port to do our stuffing and de-stuffing.

As for consolidation, we have proved ourselves to be strong in exports to the Indian Sub-continent and imports to the Far East. From the very onset, we have been handling all kinds of freights (FCL, cross trading, projects, reefers) from and to anywhere in the world.

Backed by CSS’s capability to provide 360° degree logistics solutions covering the entire Gulf region and the Indian sub-continent, CSS Colombo can function as a transshipment hub. Being strategically aligned with the Malship group in Colombo, one of the pioneers in Sri Lankan logistics, lends us a better edge over the other players.

Anyone Can Sell!

I have always believed in the ‘Anyone Can Sell’ concept. With a background in operations and customer service, I have worked my way up from being a salesperson as I was passionate about giving back to the place I work. I always motivate my team to have their client base, and I have implemented this concept for the Colombo branch. I believe that each of us has a salesman within us. You need to have faith in yourself and bring him out!

Vision for the Future

E-commerce will be the path-breaking frontier, and we could position ourselves as a single platform for bookings, communication, tracking, and tracing.

Due to the current situation, things can be a tad slower than how it used to be, but from mid or end 2021, the trade will pick up speed in Colombo. Our primary intent at the moment is to maintain sustained growth. With a vision to be on the list of finest freight forwarders in Colombo, this is the season to do the necessary groundwork.

The Sri Lankan market is still not aware of the CSS Group’s strength, which has proved to be a deterrent in increasing the volumes from Colombo. Regular engagements with clients and carriers can help us in boosting transhipments via Colombo in the future.

Team CSS

With sound leadership at the helm that extends timely guidance and friendly counsel, CSS is driven by its people. Even though the branches are many, I believe that we are one big family and want to instill that same passion and dedication in my teammates.

RAHAT TALREJA LEADS CSS INDIA AS VICE PRESIDENT

css I was just back from New York after my stint as National Route Development Manager for Tigers Worldwide Logistics (formerly known as Kamino International) when I decided that I wanted to stay back in India and build my career here.

At the same time, the CSS Group was rolling out its expansion plans across India. That’s when I was awarded the opportunity to be part of the core management team in 2007.

A Journey of 14 years

My initial days were spent traveling across the length and breadth of India and also overseas. From meeting clients and agents to attendings logistics events, conferences, and seminars to establish our presence and service capabilities both within and outside India with our various product verticals. From building local teams and orienting them on work ethics, business process flow, data management, risk management, cultural quotient, and emotional discipline.

I was able to instill within the teams the power of being low key, business performance over public performance, ability to challenge oneself, reconstructing your benchmarks without bothering about the competition, importance of training, and altering business strategy to suit the macro environment.

All these aspects have become a part of my daily work life till today!

Change is the Only Constant

The 1990s, 2000s, the 2010s, and now 2021 have depicted different characteristics. The pace of change has accelerated. Every ten months, the world is changing now, which happened at a slower pace with a ten-year earlier gap. Also, work is abundant, so work should be co-related to resource deployment because, unlike work, resources always have limitations for individual organizations.

The Shipping Business Dynamics

The shipping business is 60% a legal business governed by a framework of rules, regulations, documents, checks, and balances, which define roles and duties with financial liabilities for each person involved in a transaction. The remaining 40% is capital allocation. What you allocate, to whom with what risk, what return, working capital cycle, transition risk.

Therefore, it’s a marriage of capital risk with legal risk. In this scenario, the crux of any management’s thinking should be to manage these two pillars most effectively.

Aligned to Organizational Objectives

If anything, people cause one to defocus from the core goals. Too many opinions and too many varying views can easily make one go astray. You may hire a very seasoned FCL salesperson but whether he aligns with your own goals is a different topic. We must listen to everyone but do what you have to, especially when you are clear on our organizational objectives. I always believe money in the pocket is money. Rest all of it is an act of circular jugglery.

Vision for CSS India

The vision for CSS India is to be the best in class in all financial parameters. From ROCE, ROE, EBIDTA margin, PAT margin, working capital days, and zero NPA along with high standards of tax and legal compliance, which is always our thrust. We do not believe in taking short cuts, a norm in the Indian market. Our Group Chairman’s unhindered support and faith enable us to achieve this level of financial fitness.

With freight rates having quadrupled and the capital cycle adding another 30-60 days extra, the capital requirements will increase to more than five-time soon. We need to use it efficiently!

If you make a crore by deploying a crore, you know the job. If you make a crore by deploying five crores, you need to be oriented, but if you make a crore by deploying ten crores, you need to be in Japan. This is my message to my team.

PROJECTS AT CSS

Team Projects at CSS started the year 2021 by completing a heat exchanger to DDP Houston. The scope of work awarded was to move the shipment from the manufacturer yard up to the door in Houston, USA. Though the weight and dimensions were smaller compared to the earlier piece, this move also required smooth coordination to ensure safe load out. The cargo was 60 Tons in weight and with 8.80 x 2.36 x 3.23m(lxbxh) as dimensions.

The first part of the Hamriya Free Zone loadout, including the customs documentation, was handled very smoothly by our branch CSS Kingston at Hamriya free zone. Our in-house lashing & crating department got into action to ensure cargo is well lashed and secured without damaging the cargo. The documentation team at Jebel Ali ensured all formalities were completed for the smooth loading of the cargo out of terminal one at Jebel Ali port. The cargo completed full loading & lashing operations on the 1st January 2021 onboard vessel MSC NAVARINO.

“We were in very close coordination with the carrier MSC & Dubai ports authority, and we thank them for all their support. This, combined with great effort by all at the projects division & team CSS, ensured a smooth and seamless operation.” Commented Mr. Arun P, Manager operations at Projects Division

CSS OUTPERFORMS ON DELIVERY FOR UAE-GOVERNMENT OIL PROJECT IN ABU DHABI

css Abu Dhabi has confirmed the massive discovery of oil which amounts to 22 billion stock tank barrels (STB) of unconventional oil resources, located onshore. Announced in the presence of Sheikh Mohamed bin Zayed Al Nahyan, Crown Prince of Abu Dhabi, the oil discovery exceeds some of Abu Dhabi’s major fields in terms of resources.

It has been approved to award exploration blocks in Abu Dhabi to position UAE as a leader in the oil resources. This discovery will further strengthen the UAE’s role as a resource holder with high-quality crude grades, underpinning its position as a reliable energy provider to the world.

css Recently, CSS has been able to provide seamless logistics for an oil project by a UAE-government entity in Abu Dhabi. On the 25th of November 2020, CSS was commissioned to deliver oil field equipment weighing 60 tons in total.

This significant project involved the collection of the valves from Scotland, UK and to be delivered to Musaffah, Abu Dhabi. The shipment was carried in a dedicated Charter flight via Al Maktoum International Airport (DWC).

css Delivering within the specified timeline was the vital aspect of this project. The CSS team strategically planned every detail of the operations smoothening out any hassle and delays caused by bottlenecks. Planned to perfection, as always CSS exceeded expectations by delivering the cargo to Mussaffah, Abu Dhabi much before the deadline stipulated by the client. The final phase of this project was completed in December 2020.

THE CONGESTED COLOMBO PORT – A BLESSING IN DISGUISE FOR COCHIN PORT TRUST

With the congestion at the Colombo ports growing by leaps and bounds, the Cochin Port authorities expect several mainline vessels to anchor at the Cochin Port Trust shortly.

The first ship to have entered the Cochin Port Trust waters was the S.S.Padma (a coastal ship of the Bombay Steam Navigation Co.) on 26 May 1928. Since then, the Cochin Port Trust has been expanding to meet the trade requirements of the region.

The latest anchoring at the inner harbor of the Cochin Port Trust was of the 366.5-meter ship, Maersk Edinburgh. This mainline vessel of the 2M Alliance was berthed at the International Container Transhipment Terminal at Vallarpadam under the US East Coast Service.

Another fact accorded to this ship is that it belongs to 13568 TEU Container Capacity Vessels that are among the largest class of ships called at Indian Ports. With the ongoing congestion at the Colombo Port, the mainline will benefit in two aspects. The benefits include lower logistics costs as well as lower transit time of cargo.

Interestingly, trade sources all point out that Colombo congestion has turned out to be an opportunity for the Kochi ports. This has promoted the trans-shipment business following the diversion of ships. This directly boosts Kochi’s image in handling the transshipment of cargoes

UAE – THE EPICENTER FOR COVID-19 VACCINE DISTRIBUTION

css Abu Dhabi ports is playing “a vital” role in the global fight against COVID-19. With one of the region’s largest ultra-modern pharmaceutical logistics facilities now operational, the port is poised to undertake the storage and distribution of more than 70 million vaccines.

Abu Dhabi Ports has dedicated a 19,000 square meter temperature-controlled warehouse facility in Khalifa Industrial Zone Abu Dhabi (KIZAD), which already houses more than 1 million vials of the vaccine. The facility has the capability to store vaccines and other pharmaceutical products at a range of 2 to 8 degrees as well as the more extreme range of -80 degrees.

The Hope Consortium- Helping the World Get Through This Global Pandemic

Abu Dhabi is spearheading the launch of the Hope Consortium. This UAE-based public-private partnership includes the Abu Dhabi Ports Company, Etihad Cargo, Rafed, the healthcare purchasing arm of Abu Dhabi-based ADQ, and SkyCell of Switzerland. The Hope Consortium represents a complete supply chain solution to address vaccine transport, demand planning, sourcing, training, and digital technology infrastructure and facilitate vaccine availability worldwide.

It will offer international governments, non-governmental organizations, and vaccine suppliers a cohesive solution across every supply chain step – from air freight, regional storage and temperature monitoring, inventory management, cold and ultra-cold container solution, and regulatory clearance and healthcare and pharma quality assurance.

Consortium partners already have extensive expertise in the global delivery of millions of COVID-19 related items, such as personal protective equipment, diagnostics consumables, vaccines, and pharmaceuticals.

Distribution of the vaccines, which will be stored in Abu Dhabi Ports Company facilities, will be carried out by Etihad Cargo. The national carrier will leverage its extensive intercontinental network, fleet, and charter flights to supply vaccines globally. Etihad Cargo has outstanding pharmaceutical logistics expertise and specialized pharma and healthcare service, PharmaLife, and the IATA CEIV Pharma certified product to facilitate temperature-sensitive cargo between +250C and -800C.

Rated has already managed large volume products before and during the pandemic for the UAE and humanitarian initiatives. With this collaboration, it can consolidate its efforts to meet the challenges of distributing sensitive pharmaceuticals quickly to global partners in the public and healthcare sectors.

The transportation of vaccines will be done using SkyCell’s hybrid containers. These storage and transportation containers are secured through an IoT monitoring service that tracks temperature conditions to ensure sensitive vaccines are protected even under extreme conditions. These containers maintain steady temperatures for an average of 202 hours (8.4 days) and self-recharge automatically in a cooling chamber or reefer truck.

Amid an anticipated surge in vaccine logistics, this collective expertise will garner a multi-faceted capability to provide seamless logistical solutions.

Abu Dhabi – A Local, Regional, and Global Distribution Hub For COVID-19 Vaccines

KIZAD has one of the largest cold chain and ultra-cold storing in the region and enables the UAE’s drive to spearhead global immunization efforts that will positively impact millions of lives. The vaccine storage processes with the international best practices governing the long-term storage of pharmaceutical products will ensure vaccines’ efficiency. Such a robust solution is necessary because the vaccines are composed of genetic and protein ingredients and must be stored in optimal temperatures for the longest possible period to ensure their efficacy when administered.

Abu Dhabi Ports is ready to play a leading role in the end-to-end supply chain, including storing, processing, and distributing this extremely sensitive product. These facilities at the Abu Dhabi port will leverage its capabilities as an innovation epicenter serving the Middle East and wider world through Abu Dhabi as a supply chain gateway connecting East and West.

Moreover, with two-thirds of the world’s human footprint within a four-hour flight of Abu Dhabi, the investment in technological expertise and world-class infrastructure facilities means it can serve as a global logistical hub too, and for, the world.

SAP’s Vaccine Collaboration Hub (VCH)

SAP has opened a vaccine collaboration hub in Dubai to manage vaccine supply and distribution. SAP’s VCH is built on the SAP Information Collaboration Hub for Life Sciences. It covers the end-to-end process from manufacturing to controlled distribution to administration and post-vaccine monitoring.

Businesses that are part of the vaccine production process, from manufacturers, logistics service providers, and pharmacy companies to wholesalers and dispensers, can run their critical vaccine processes on SAP software.

COVID-19 has put much pressure on the life sciences industry. To bridge the large gap in their supply chain strategy in this industry, SAP’s VCH is a one-stop-shop for the life sciences industry to manage their vaccination procedures and tap into a source of suppliers, even those across industries.

The VCH, part of SAP’s industry cloud strategy, provides the critical network and technology capabilities required to deploy large-scale vaccination programs and drug distribution effectively.

SAP has designed the VCH as an extension to its business network and will support organizations in managing vaccine supply distribution better and helping governments and their industry partners coordinate and successfully carry out mass vaccination programs.

Also, the VCH provides a backbone to better mitigate such emergencies in the future.

Air Cargo – In Full Throttle for COVID – 19 Distribution

Governments worldwide have a tall order of reaching the COVID-19 vaccines developed by Pfizer and Moderna to the masses. In turn, this means that logistics firms have a “mission of a lifetime” with distributing these vaccines.

The International Air Transport Association (IATA) has released guidance to ensure that the air cargo industry is ready to support the large-scale handling, transport, and distribution of a COVID-19 vaccine. IATA’s Guidance for Vaccine and Pharmaceutical Logistics and Distribution provides recommendations for governments and the logistics supply chain undertakings. The Guidance lines have been prepared in collaborations with a broad range of partners, including the International Civil Aviation Organization (ICAO), International Federation of Freight Forwarders Associations (FIATA), International Federation of Pharmaceutical Manufacturers and Associations (IFPMA), Pan American Health Organization (PAHO), UK Civil Aviation Authority, World Bank, World Customs Organization (WCO) and World Trade Organization (WTO).

The crucial points addressed in IATA’s Guidance for Vaccine and Pharmaceutical Logistics and Distribution are:

To ensure availability of temperature-controlled storage facilities even in such places where such facility is absent.
The chart down the roles, tasks, and responsibilities of vaccine distributors, government authorities, and NGOs.
Re-open borders without quarantine to re-establish air connectivity to ensure adequate capacity is available for vaccine distribution.
Ultra-cold chain facilities across the supply chain to be made available and trained staff to handle time- and temperature-sensitive vaccines.
Timely regulatory approvals, fast-track clearance by customs and health authorities.
Swift and efficient procedures for overflight and landing permits for operations carrying the COVID-19 vaccine.
Tariff relief to facilitate the movement of the vaccine.
High level of security to ensure that shipments remain safe from tampering and theft.

These guidelines are in keeping with international standards and procedures related to the transport of vaccines. It will be updated regularly as information is made available to the industry. IATA has also established a joint information-sharing forum for stakeholders. The massive volume of vaccine shipments will require early planning, and this guidance material is important to ensure that they are scalable.

The complex task of delivering billions of doses of a vaccine, storing it in a deep-frozen state, distributing it to the entire world efficiently will be one of the largest and most complex global logistics operations ever undertaken!

OUR NEEDED PAUSE

css Nine months ago, we touched the “pause” button on our own lives and business as we knew it. What changes did we have to make to keep going? What has changed around us, and how have we adapted to this new environment? And most importantly, what did we learn from our pause, how have our own behaviors changed, and can we apply these moving forward?

This is a lot to ponder. But we’ll need to because vaccines are on their way, and slowly the world will resume activity again. For me personally, I will enter this new world with a fresh perspective and enhanced strategies when it comes to our industry of Freight Forwarding.

With domestic and international travel halted company-wide, we stopped visiting customers in person as we used to do all week long. No more interacting with our colleagues at the office or meetings with our vendors, no more waking up to catch up an early flight, no more waiting in the lobby for our appointments to show up, no more staying in traffic for hours to get to our meetings.

We were forced to rethink the way we have always conducted our daily activity. Working from home or a remote location for hours on end took a lot of self-discipline, organization, and time management skills at a level that many of us may not have had. It was a new professional environment, and we were forced to adapt.

Our typical ways of approaching new clients and performing sales calls required imagination; a change of strategy was necessary to be able to differentiate ourselves from our competition and find a way to continue to WIN and gain market share. In the absence of face-to-face meetings, we’ve had to focus more on the basics, which often get overlooked; understanding our customers better and learning about their structure, business, and vendors. We had to go into every phone call or zoom meeting, armed with knowledge and facts. We’ve had to develop better communication skills with our customers and our professional colleagues within our own organization. We had time to put together internal strategies prior to calls and quickly do follow-up after each one.

Being in a pandemic together provided a newfound empathy for each other. Kindness was imperative, and respect was needed at all times. We understood that we were each going through our own struggles, and yet we were all in the same boat. We have learned to listen, to take time for each other, and to get to know each other better. Empathy, respect, and kindness are qualities we need more of in this very competitive and busy world, and hopefully, we all developed more of these. I know I have.

Regarding productivity, we have learned that we do not need to keep ourselves busy nonstop to be relevant during these new times. We have learned we can be just as efficient – and much more – using all the new technologies available to us, such as Zoom or Microsoft Teams. We have learned that quantity is not always synonymous with quality. For me, this additional time gained has given me the possibility to spend more time with my family, to value what is precious in life and to truly understand what is important. You cannot be good at your job if you do not properly balance both work and family.

For me, and I hope for all of you, that you are able to see the value in this “pause.” We learned a lot about ourselves and the simple value in doing things in a different way.

In a few months, we hope that life will begin to resemble that which we knew before. But as we yearn for things to get back to normal, Let’s not fall into our old ways. Let’s take this time to understand how we can change our daily activity moving forward. Work more efficiently. Be smarter about how we use our time. Take time to connect with each other and with our customers. And on a larger scale we can use this “pause” to help us better understand what our purpose is, and how we define our goals in our professional and personal lives.

Let’s not waste these lessons and come back to our old habits. Let’s apply what we have all learned at every level during this time, and let’s try to make this place we call Earth a better world.

Sometimes we just need a “pause.”

Stay safe and be well.