AUTOMOBILE LOGISTICS

Logistics for transporting vehicles from port to port requires maximum reliability, safety and at the same time adequate network. The ever-growing demand for automotive logistics brought in CSS Group into this highly perfectionist job. CSS offers full rage of services from point of collection to point of delivery. State-of the art storage facilities, trained technical man power and fleet of own vehicles makes the company equipped to serve complex requirements. The extensive global network enables CSS Group to provide its service to both B2B and B2C clients.

From the “auto racks” which allow for effective and environmentally friendly loading of vehicles in shipping containers to specialized handling of high end vehicles, the CSS Group is has become a trusted name in “auto logistics” in the region. The proven success of auto logistics through Sea, Rail, Road & Air and a handful of satisfied clients gives an added confidence to the team at CSS.

The new warehouse facility in Jebal Ali combined with the previously existing facility, gives an unparalled infrastructure to cater to this segment of the business in the region. CSS facilities at Sharjah, including a covered area suited for storage of vehicles and the open yard are already popular with customers looking for safe and secure handling of vehicles.

Service offerings:

  • Door- to- door automobile transport
  • Underbody protection and cavity sealing
  • Pre-delivery inspection and cleaning
  • Mechanical & electrical servicing
  • Wrapping and Lashing on flat rack / Container
  • Clearing all documentation works
  • Storage services on demand
  • Photoshoot on demand

DP WORLD ACQUIRES LEADING PORT RELATED LOGISTICS SOLUTIONS PROVIDER IN EUROPE

DP World acquires 100% of Unifeeder, the largest container feeder and growing shortsea network operator in Europe
Dubai, UAE, 7 August 2018: Global trade enabler, DP World today announces the signing of the acquisition of 100% of the Unifeeder Group (“Unifeeder”)1 for €660 million2 from Nordic Capital Fund VIII and certain minority shareholders. Based in Aarhus (Denmark), Unifeeder operates the largest and most densely connected common user container feeder and an important and growing shortsea network in Europe, serving both deep-sea container hubs and the intra-Europe container freight market. The Group reported revenue of €510 million in 2017 and EBIT margins in line with other asset-light logistics operators. The acquisition is subject to regulatory approvals and expected to be earnings accretive in the first full year after completion. It will be financed from existing balance sheet resources and is expected to close in 4Q 2018.


The acquisition of Unifeeder will further enhance DP World’s presence in the global supply chain and broaden our product offering to our customers – the shipping lines and cargo owners – with a view to ultimately reduce inefficiencies and improve the competitiveness of global trade. The current operations of Unifeeder are complementary to DP World’s existing business and provides future growth opportunities.
Unifeeder, founded in 1977, is an integrated logistics company with the largest and best-connected feeder and growing shortsea network in Northern Europe with connectivity to approximately 100 ports. The company provides efficient and sustainable transport solutions for international container shipping lines between international and regional ports and shortsea services to cargo owners with fully multimodal door-to-door solutions, combining seaborne transportation with road and/or rail. The business is cash generative and operates on a highly flexible cost base.
Sultan Ahmed Bin Sulayem, Group Chairman and CEO, DP World, said: “We are delighted to add the Unifeeder brand under the DP World umbrella, which supports our strategy to grow in complementary sectors, strengthen our product offering and play a wider role in the global supply chain as a trade enabler.
“The ever-growing deployment of ultra-large container vessels has made high-quality connectivity from hub terminals crucial for our customers and Unifeeder is a best-in-class logistics provider in this space with a strong reputation in Europe. Our aim is to leverage on the in-house expertise of Unifeeder and to accelerate growth in this scalable platform to deliver value for all stakeholders. Unifeeder operates on the same common-user principle as DP World and adds to the Group’s strong value proposition to international shipping lines and end cargo owners in making the global supply chain more efficient and cost effective.”
Jesper Kristensen, CEO, Unifeeder A/S, said: “We are excited to join the DP World Group as we believe that Unifeeder will benefit from the Group’s significant expertise in the wider supply chain and excellent relationships with shipping lines and end cargo owners. Not only is there commonality with our business models but we also share the vision of serving our customers through removing inefficiencies and delivering sustainable shareholder value. We have enjoyed great success over the last five years under Nordic Capital’s ownership, and we believe that the Unifeeder brand within the DP World Group has the opportunity to accelerate growth, expand further and take the business to the next level.”

OA OD

Its a dark night. The nascent moon is deeply hidden by the dark cumulonimbus clouds forming over Mumbai. Heavy rains have lashed the city. Nothing is visible outside the glass window of the hospital guest lounge overlooking the Arabian sea. The relatives are waiting with bated breadth for the doctors to come out of the diagnosis centre to get an update on the patient. Their worst fears haunting them. And then , the doctor comes out and nods his head in affirmation. He has confirmed the disease. Another chip down to this deadly new disease: OA/OD. She has consumed most of the world and almost every 2nd person is inflicted.

I remember distinctly that each decade throws up a new disease which leads the charts for a long time till something better and newer emerges. So the period of the 1980’s belonged to Tuberculosis. TB as we know it by its nick name. The 1990’s belonged to Heart disease. Attack aayega toh? (hindi for : what if one gets an attack?). This fear ruled this period. The 2000’s started with cancer raising its ugly head. And cancer went all over the place. Disease had gone global with the world economies going global. A heart attack would mainly relate to the heart. But cancer was more cosmopolitan. It could affect any part from your brain to your liver to your breast to your prostate. I reckon it had a larger reach than even the best logistics companies like DHL, UPS, Fedex etc. Another reason why these diseases ruled in their times as the undisputed leaders of human body misery was the fact that they captured the creme de la creme of the world like celebrities in movies, business, politics and fashion.

So Nelson Mandela had TB.
David Letterman, Elizabeth Taylor, Barbara Walters had heart disease.
Bill Clinton had heart disease. Common, even the Clintons have it.
Hugh Jackman, Sheryl Crow, Lance Armstrong were caner survivors.

Back home in the Indian subcontinent, our very own Amitabh Bachchan had TB. The founding father of our neighbour Pakistan ( love thy neighbour said Jesus, anyway) had TB. The tallest leader of the universe The Thalaiva Rajnikanth had Chronic Bronchitis and believe it or not Viral fever. What a shame. And then Yuvraj Singh and Lisa Ray are the cancer survivors we know.

It has also been observed that as you go up the value chain in the economy and as your individual wealth and nation wealth increases, you qualify for better diseases which is why the poorer nations get TB even today, slightly more wealthy ones get Cancer and Heart Disease. But then all of the above does not cover the disease which I want to talk about. OA OD. The disease that is the ruler of the information age. Took birth around 2010 and then onwards at its peak today.

Over Analysis ( OA) Over Discussion ( OD) . OA OD.

In textbook parlance , the situation in which the tongue and brain make an unholy partnership and the ears sign off on a pilgrimage is called OA OD. In this disease, the tongue keeps saying something on the brain impulses and one talks and discusses on topics ranging from politics, national interest, sanitary pads, cricket, economy, logistics business, trade wars, GDP, baby burps, yawning, size of the male ….. ego, god, religion, buildings, cars etc
It is important to note that ears need to be logged out and you need to have ZERO listening skills or minimal listening. The environments in which the disease grows is social media, conference rooms, meeting halls, forums, news rooms etc The person discusses everything yet achieves nothing. In the end, what comes out is only “Khichdi” ( Indian staple diet of lentils metaphor for gross confusion) In a chartical representation, I enumerate that the stages of human growth are as follows:

a. Talk
b. Think , Talk
c. Listen , Think , Talk
d. Listen , Think
e. Listen

When you reach stage E, you are up there. OA OD entangles you at stage B or stage C.

I have written several paragraphs on this disease. Do I have the symptoms? God save me.

REBUILDING KERALA


CSS Group’s urgent Donation Drive for Kerala’s Flood victims

August saw the worst natural disaster in over a century in the state of Kerala, India. Severe flooding caused by torrential rains saw over 445 people dead, 15 missing within a fortnight, and at least one million evacuated, with all 14 districts of the state being placed on red alert.

The CSS Group’s offices across the GCC initiated a CSS Donation Drive through its online platforms from the 15th to the 27th of August, 2018 welcoming contributions from within its ranks, as well as its dedicated customers, and the public.

With the aid of the Group’s partners, an immediate air freight shipment with food and medicine, followed by a 40-ft container packed with relief materials – donated by employees and the public – were sent directly to Cochin.
“My deepest condolences to those who lost their loved ones, their homes and so much more. We are here to support the people and hope this token can bring some relief to their suffering,” said T.S. Kaladharan, Founder and Chairman of the CSS Group.

CSS Group’s offices in JAFZA, Al Quoz, Garhoud, Sharjah and Abu Dhabi were open to receive donations from the public. The multinational logistics and freight forwarding company then sent forward this relief material, addressed to NGO’s and certified aid providers, in the country.
The CSS Group’s GCC offices collected over 2,650 cartons of relief material; 400 employees across its international offices also proceeded to donate a day’s worth of salary towards the Chief Minister’s Distress Relief Fund in Kerala, India.

The Group would like to personally extend its thanks to Navio Shipping who donated the 40-ft containers used to deliver relief material to the people of Kerala. Navio Shipping is one of the leading liner agencies in the Middle East based in Dubai, representing a wide range of NVOCC principals. They offer consistent service operations across the Middle East, Upper Gulf, Far East, Europe and South Asia.

MARITIME INDUSTRY IN THE DECADE OF DIGITAL TRANSFORMATION

(continued from July edition)
Challenges and Opportunities – Singapore’s journey towards digitalization in 2018

Innovative players are bypassing the traditional shippers with new and cost-efficient digital business platforms that deliver more benefits to customers. In 2018 the Maritime Industry is reinventing itself, ushering in containerization, larger vessels, and electronic data exchange. The industry is also poised to make a drastic progress and growth in maritime financial recovery overcoming some of the constraints like fuel costs, entry of larger vessels in the market and also the new environmental regulations and standards.

Progressive ports are also embracing the digital breakthrough. Digitalization has helped the transformation of ports and terminals. Smart technologies have replaced the old systems that support the basic infrastructure and tools that handle cargo, manage traffic, customs dealings, safety assurance, and monitoring energy use, thus reducing wastage. Some ports worldwide have tied multiple individual systems into a single interconnected port-wide platform.

On 16th April 2018 the United Nations Maritime Organization has approved a strategy to eliminate carbon dioxide emissions altogether by 2020. The Maritime Singapore Green Initiative  also have made efforts to reduce the environmental impact of shipping and shipping related activities to promote clean and green Shipping in Singapore. In 2011 the Maritime and Port Authority of Singapore had decided to invest up to S$100 million over 5 years in Maritime Singapore Green Initiative, followed by the support from the maritime industry this was enhanced and extended till 31st Dec 2019. This initiative also makes Singapore’s efforts to a responsible flag and port state to clean and green shipping thus making it the most preferred Shipping hub globally.

The Singapore Budget announced on March 2018 that it will top up its Maritime Cluster Fund by S $100 million to help more transition to Digital and Automated maritime future. Senior Minister of Transport, Dr Lam Pin Min said that the latest amendments will lift the total investments in the MCF to $285 million. He also added that the introduction of the Maritime Transformation Map (MTP) will be rolled out over a period of few months and will co-fund the same with matching investments from industry partners, for the development of technology with high potential for industry applications. The Maritime and Port Authority of Singapore also have signed five Memorandums of Understandings (MOU) and two Agreements with local and international partners at the recently held Singapore Maritime Technology Conference (SMTC). These MOU’s are also aligned with the Sea Transport and Transformation Map that are designed to strengthen Singapore’s connectivity and help Singapore to take its Maritime Industry to be at par with the latest developments and adaptations of areas such as automation, data analytics, intelligent systems and cyber security. Thus Singapore has emphasized the importance of digital technology and innovations and is getting ready for a journey towards a better future for its Maritime Industry.

SUCCESSFUL FAILURE

It is usually the case, when starting to write an article for Lighthouse ‘Kaleidoscope’; a telling question is prompted, “What happens if the editor doesn’t like it?” This is invariable one of those uncertainties that arise whenever we start something new.

For someone, who is lacking in confidence, the fear of being rejected and failing stops them from moving forward. Whereas those who have learnt to embrace failure are happy to forge ahead.

The majority of successful people will be able to relate how they failed, yet went on to achieve greatness. They will also be able to explain that there is a mind-set to the art of admitting failure and learning from it. Whatever our situation in life our approach, and reaction, to failure can determine our overall happiness.

Interestingly motor manufacturer entrepreneurs, from different generations, have approaches which inspire a positive aspect to failure.

Henry Ford – Ford Motors said, “Failure provides the opportunity to begin again, more intelligently.”

Ratan Tata Chairman emeritus of Tata Group, when making a surprise appearance earlier this year at Tata Motors said, “We should all plan for being leaders and not followers.” He was remembering, no doubt, that successful leaders know how to rebound from failure. Both Henry and Ratan see failure as an opportunity, something to envelop.

But one of the hardest things to say is, “I’ve failed.” However by admitting it, we are releasing ourselves from being weighed down by it. Of course this isn’t easy as we have been taught, from an early age, that failure is bad so why should we welcome it?

Well consider the experience of acclaimed inventor Thomas Edison. His school teachers said that he was, “too stupid to learn anything.” He was fired from his first two jobs for being, “non-productive.” To top this Edison made some 1,000 unsuccessful attempts at inventing the light bulb. When he finally succeeded a reporter asked, “How did it feel to fail 1,000 times?” Edison replied, “I didn’t fail a 1,000 times. The light bulb was an invention with 1,000 steps!” This example highlights a unique characteristic of successful people – their ability to carry on with optimism, building on what they have learnt from failing.

There are those amongst us who will say I cannot afford to fail. This attitude is usually brought about because we don’t take time to count our blessings. When faced with a rather gruesome university exam paper which he feared failing; a student recalled that he was so wound-up that he decided, instead of cramming up to the last minute, to do something different. He got on his cycle and went out into the countryside. It was a bright sunny warm day and sitting down on a grassy verge, the thought suddenly came, “If I fail I will still be able to cycle here and enjoy what I am doing now – lazing in the sunshine.” Guess what? This student passed the examination with better than anticipated results. So by counting your blessings, it is often possible to spur yourself to success because failure has been put into its proper perspective.

Considering these ways failure can help focus our minds for better outcomes.

1) Failure makes success taste even better; because once we come to terms with failure we reassess our ability
to take greater risks.

2) Embracing failure inspires us; because we can identify our best skills through failure.

3) Failure grounds us. We realise that we are human and not always right.

4) Recognising that it’s only natural to fail and that everyone fails, even if they hide the fact. Like learning
to walk we may fall down but we keep on trying until eventually we can run.

But what happens if we suddenly realise something has gone really horribly wrong and it’s entirely our fault? Whatever happened, we were trusted to do a job, we failed and now we need to tell others. An initial reaction is to ‘duck and cover’ because, depending on how bad we screwed-up, it could mean the end of our career, job, status or reputation. Whilst many will try to weasel out of it, the fall-out will still be flying and probably hitting others, causing them to lose trust in us. Admitting our failure puts us on the road to dealing with it and may often be the first step towards making a successful turn-around.

Of course the universal champions at weaselling out of things are often the bureaucrats. They use the fall-back defence to avoid admitting failure with a non-admission of guilt exemplified in the phrase, “Mistakes were made – but there are lessons to be learnt and we will learn them.” If we hear anyone in our company saying this, look out for the red flags of failure!

However in summary, by applying these guidelines and taking on board these examples we will hopefully find ourselves in the same winning mind-set as Microsoft founder Bill Gates and Amazon entrepreneur Jeff Bezos. Bill Gates said, “Once you embrace unpleasant news and see it not as a negative but as evidence of a need for change, then you aren’t defeated by it.”

Whilst for many Jeff Bezos gave a most telling quote. When considering failure he said, “I knew that if I failed I wouldn’t regret that, but I knew the one thing I might regret is not trying.”

So what to do if the Lighthouse Editor doesn’t like this article? Mark it up, not down, to experience and write something else – the next ‘Kaleidoscope’ will definitely be brilliant.

CSS GROUP’S CORPORATE SOCIAL RESPONSIBILITY – DOING WHAT’S RIGHT

22nd August, 2018 – With the current state of affairs in Kerala, India the CSS Group’s offices across the GCC have decided to send two 40-ft containers directly as aid next week.

As part of our Corporate Social Responsibility, this multinational logistics and freight forwarding company will be contributing aid through a second round of donations, including opening up its Abu Dhabi branch to accept donations, supported by its loyal customers, employees and the public.

CSS Group’s offices in JAFZA, Al Quoz, Garhoud (Suite #308), Sharjah and Abu Dhabi will be accepting donations from the public.

The CSS Group will be sending forward relief material, addressed to NGO’s and certified aid providers, in the country.

Note: Due to the first round of relief material sent on Sunday, 20th August 2018 as well as aid restrictions, the CSS Group would like to urge you to now donate the following items as a priority, and any other unused items as a secondary donation, if you wish to contribute. Unfortunately, we cannot accept any more food or medicinal items.

ToiletriesToothbrush / Tooth Paste / Bath Soap / Sanitary Napkins Pampers (Adult & Children)
LinensBlankets Bedsheets / Pillow Covers / Bath Towels
Apparels / AccessoriesDresses/Clothes (Please Do Not Donate Used/Torn/Damaged Clothes) / Sandals / Slip-Ons / Undergarments(New Only)
Protection EquipmentRubber Or Gum Boots / Rubber Gloves / N-95 Masks
School KitsNotebooks / Pencils / School Bags / Pens / Erasers / Umbrellas For Kids
Clean Up KitsDetergents / Mops / Brooms / Cleaning Brushes / Scrubbers
Home AidFoldable Beds / Cooking Utensils / Crockery / Batteries (AA & AAA) / Torches

Our offices in JAFZA, Al Quoz, Garhoud (Suite #308), Sharjah and now Abu Dhabi will be accepting donations from the public following the schedule below:

LocationThursday (23rd August, 2018)Saturday (25th August, 2018)Sunday (26th August, 2018)Monday (27th August, 2018)Contact numbers and person
JAFZA8 a.m. – 3 p.m.8 a.m. - 12 p.m.8 a.m. – 3 p.m.8 a.m. – 3 p.m.04 887 2 333 (Mary)
050 9381 790 (Aparna S)
Al Quoz (CSS Homeward Bound)8 a.m. – 3 p.m.8 a.m. - 12 p.m.8 a.m. – 3 p.m.8 a.m. – 3 p.m.04 321 7 388
050 980 3 101
(Roshan/Nashmi/Arya)
Garhoud (CSS Logisitcs)8 a.m. – 3 p.m.8 a.m. - 12 p.m.8 a.m. – 3 p.m.8 a.m. – 3 p.m.04 222 2 039 /
052 804 8919 (Aparna/Abilash)
Sharjah (CSS Kingston Logistics)8 a.m. – 3 p.m.8 a.m. - 12 p.m.8 a.m. – 3 p.m.8 a.m. – 3 p.m.06 557 5 111
050 657 6 996 (Thomas)
Abu Dhabi (CSS Abu Dhabi)8 a.m. – 3 p.m.8 a.m. - 12 p.m.8 a.m. – 3 p.m.8 a.m. – 3 p.m.02 643 1 717 /
050 625 8 598 (Sobith)

If you have any other queries, please email minaal@cssdubai.com or call 050 886 5 372 for further details.

CSS GROUP’S DONATION DRIVE – RELIEF FOR KERALA, INDIA

In view of the worst devastation in nearly a century suffered by Kerala due to the recent rains and floods, the CSS Group is leading a donation drive in the UAE starting from the 15th to the 19th of August, 2018.

Kerala is going through a difficult time, with thousands of people rendered homeless and seeking shelter in relief camps. While the government is doing everything possible to rehabilitate victims, there are still things that the CSS Group and its employees can contribute towards to provide aid.

The CSS Group has teamed up with Dubai KMCC – a registered organization in Dubai under the Social Regulatory & Licensing (Community Development Authority), Government of Dubai and Islamic Affairs & Charitable Activities Department, Government of Dubai. It enjoys the trust and goodwill of thousands of Indians, especially Keralites, in recognition of its efforts to provide relief, both in the UAE and in Kerala.

We request all those interested to extend their goodwill by donating various relief material (please note, cash cannot be accepted. Only material aid can be sent forward). Examples of items are listed below – please note, you are not restricted to just those below – you can also donate anything from foldable beds/cots or even pampers.

TOILETRIESTOOTHBRUSH / TOOTH PASTE / BATH SOAP / SANITARY NAPKINS
LINENSBLANKETS BEDSHEETS / PILLOW - COVERS
BATH TOWELS
APPARELS / ACCESSORIESDRESSES/CLOTHES (PLEASE DO NOT DONATE USED/TORN/DAMAGED CLOTHES)
SANDALS / SLIP-ONS
FOOD ITEMSNO PERISHABLE ITEMS, ONLY PACKAGED
SCHOOL KITSNOTEBOOKS / PENCILS / SCHOOL BAGS / PENS / ERASER / UMBRELLA FOR KIDS

Our offices in JAFZA, Al Quoz, Garhoud (Suite #308) and Sharjah will be accepting donations from the public following the schedule below:

LocationSaturday (18th August, 2018)Sunday (19th August, 2018)Contact numbers and person
JAFZA8 a.m. – 12:30 p.m.8 a.m. – 2:30 p.m.04 887 2 333 (Mary)
050 9381 790 (Aparna S)
Al Quoz (CSS Homeward Bound)8 a.m. – 4:30 p.m.8 a.m. – 4:30 p.m.04 321 7 388
050 980 3 101
(Roshan/Nashmi/Arya)
Garhoud (CSS Logisitcs)8 a.m. – 12: 30 p.m.8 a.m. – 5:30 p.m.04 222 2 039 / 052 804 8919 (Aparna/Abilash)
Sharjah (CSS Kingston Logistics)-8 a.m. – 3 p.m.06 557 5 111
050 657 6 996 (Thomas)

If you have any other queries, please email marketing@cssdubai.com for further details.

CHAIRMAN’S MESSAGE

Whilst ‘Where have all the years gone?’ is sometimes used as a throwaway comment, it is frequently used when the passage of time takes on a delightful meaning. As it is exactly eleven years since the ‘Chairman’s Message’ was inaugurated in our Lighthouse magazine, I really do wonder where have all the years gone? I am overwhelmed that my message has proved to be a constructive platform which has resulted in timely comments and constructive suggestions from you – our readers. I am immensely grateful and express my gratitude.
The range of topics we have discussed both from within CSS and outside, interacted with major events which have flowed alongside with our development. The growth of CSS has been attributed to the healthy discussions and debates we have been able to have. The Chairman’s Message has been at the forefront highlighting issues and generating responses.
Any institution that seeks growth must have an attitude to always communicate positively. That doesn’t mean telling others what you want, it means being a good listener first. American educator, author and business man Dr Stephen Covey said; “Most people do not listen with the intent to understand; they listen with the intent to reply”.
Taking on board the implications of this truism results in a company environment where a positive attitude to communication is encouraged. Putting active listening first, enables realistic forward planning where success becomes characteristically assured. Such interaction engenders friendship, loyalty and support which speeds along the passage of time. So, it really is no wonder that, after eleven years of the ‘Chairman’s Message’, I am happily asking: “Where have all the years gone?”

STRENGTHENING RELATIONS

CSS GROUP VISITS C.H. ROBINSON, USA

A Strategic Sales Campaign initiative by the CSS Group saw a team visiting C.H. Robinson offices in the USA. The CSS Group are exclusive agents for C.H. Robinson across the Middle East and the trip was primarily to boost trade growth and cement working relationships between the two organizations. The CSS Group team comprising of Ajay Krishnan, COO Freight Forwarding, Chandrakala, COO NVOCC/Ocean Freight Operations, and Rosh Manoli, Deputy General Manager Sales, visited C.H. Robinson offices at Los Angeles, Atlanta and New York, as well as the C.H. Robinson Global Forwarding Corporate Office in Chicago. The visit concluded with commitments to grow the already significant USA/Middle East traffic, as well as discussions specific to product development and compliance.

“The relationship with C.H. Robinson has been a growing one. We believe there is an opportunity to take this to the next level, implementing the strategy we discussed during our visit. A robust and growing relationship (while remaining an effective and compliant trade lane) is our objective here.” mentioned Ajay Krishnan.

“The relationship between C.H. Robinson and the CSS Group continues to be very strong. We are excited about the new business development initiatives and continued growth together,” commented Matt McInerney, C.H. Robinson VP Global Forwarding Sales.
“It was a great visit to C.H. Robinson in the USA. I would like to thank Mr. Dan Sluka and the C.H. Robinson team for organizing the meetings,” mentioned Chandrakala.

About CSS Group
Consolidated Shipping Group (CSS Group) provides end to end cargo and logistics solutions through their 28 offices present in the Middle East and South Asia. CSS Group today is one of the leading integrated freight forwarding solutions provider, with close to 25 years of experience in the industry.

About C.H.Robinson
C.H. Robinson is one of the world’s largest third-party logistics providers and provides a broad portfolio of logistics and transportation services, fresh produce sourcing and Managed Services. From surface to ocean to air, C.H. Robinson uses the strength of their global network and the visibility provided by Navisphere®, their global technology platform, to integrate supply chains, end to end.

CONNECTING AND RECONNECTING

CSS GROUP PARTICIPATES THE GALA DINNER HOSTED BY DP WORLD

The CSS Group joined DP World at their annual Gala dinner, organized back in April, 2018 at the renowned Atlantis the Palm resort in Dubai. The banquet celebrated partnerships and achievements made by DP world and its clients across the UAE. Chandrakala (CK), Chief Operating Officer, NVOCC and Dr. Britto Satheesh, Director of the CSS Saudi Arabia branch represented the Group at the event.

“It was a good opportunity to hear DP World’s developments and successes over the years, especially for the year 2017. They are looking at a positive 2018 which is indeed amazing news for the logistics fraternity. We met with both new and old faces, I felt it was a good networking event” commented CK.
The CSS Group and DP World have enjoyed a wonderful working relationship over the years, never missing an opportunity to reconnect.
“This was a great opportunity for me to know how such events are organized – it was well put together, catering to over 3000 attendees. Being amongst the event’s delegates, I thoroughly enjoyed meeting a lot of agents and forwarders – new and old,” mentioned Dr. Satheesh.

NVOCC – THE CSS GROUP’S BASICS

DUBAI – The Consolidated Shipping Group’s NVOCC (Non-Vessel Operating Common Carrier) division has been active in the Middle East for 23 years, going on 24. It will not be considered presumptuous if this particular LCL and FCL facility was to be regarded as the flagship service offered by the Group, locally and internationally.
The CSS Group’s NVOCC – whether it be inbound or outbound Middle East – based – all have one port in common; JAFZA, where the headquarters is located. CSS began offering inbound direct services wherever possible in the Middle East, an import market at the end of the day. The company wanted to ensure quick cargo turnarounds, connecting their final destination to Jebel Ali, the hub for all cargo Middle East. Opening up operations in Dubai, Abu Dhabi, Qatar, Bahrain, Oman, Kuwait, KSA, India and Pakistan have cemented this directive in the industry.
When it comes to the Group’s employee loyalties, there are those that have been with the company – or dare we say division – for 19 years, and counting. CSS prides itself with seeing the right opportunity and potential, taking it forward to no end.
CSS Group’s NVOCC division is penned to keep growing, be it through LCL, FCL, Air Freight or any other method of transport and logistics. Advancement in technology will play a key role in ensuring the Group stays on point with their competition, introducing online platforms for our clients to reduce process time.
Being a freight forwarding company – undertaking movement of goods from point A to Z on behalf of the cargo owner – NVOCC services would never be possible without its dedicated staff members and reputation it carves out for the company in the market. With services extending to six continents, as well as partnerships with renowned companies such as C.H.Robinson and more, the CSS Group intends to hold on to its reputation as a one-stop solution provider.

WHAT MAKES NVOCC SO SPECIAL?

The Lighthouse editorial team sat down with Fida Asghar – Manager, NVOCC – to know more about the impact the current economy has on the maritime industry, his 19 years of experience with the CSS Group, and more.

Can you please summarize yourself in two minutes?
I am jovial, challenging and loyal. My job portfolio at the CSS Group includes handling all LCL cargo [imports and exports] by way of specifically managing the NVOCC division. I also help in product development for the CSS KSA branch offices (in Riyadh, Dammam and Jeddah).

How did you first get involved with the NVOCC industry?
That is really a good question – I was not a shipping guy before! I came to Dubai in 1993 and after a few years I was asked by the Chairman [T.S. Kaladharan] to join CSS. I came from the ground up, learning at every stage. I was in operations initially, then moved to the Customer Services department – in telesales – where my performance spoke for itself. I began heading the call center and it grew to what you now see as the NVOCC division at the CSS Group.

How long has it been since you have been with CSS? What has motivated you to stay?
I am in my 19th year at the company now. I joined CSS because I was looking for a better career – this industry is vast and you learn everyday. What keeps me here this long is the open door policy – you can meet the chairman, you can meet anyone that you want and it is a friendly atmosphere. As long as you perform well, you can go to great heights [with the CSS Group].

How can you keep brushing up, or adding, on your knowledge of the industry?
We meet a lot of people in this industry, including our peers. Through listening, you learn. There will not be any daily trainings but you do end up learning through [observation]. It is fair to say you gain knowledge through networking, your colleagues and your superiors.

css-nvocc

In your time with the CSS Group, what have you seen it to become?
It has expanded really fast – when I came in first to the CSS Office in 1995, there were only 3 employees. When I finally joined in 1999, there were 80-90 employees – you can imagine the amount of growth in 3 years. Within 10 years, we were at the top. I will not say we have reached our peak yet – we are still going higher and breaking more barriers!

What is the average day like for an NVOCC operator?
It is mostly a lot of phone calls. This industry is based on creating and sustaining relationships. In my 19 years of experience, I have learnt that you need to have good relationships in order to get yourself that cargo and volume. Just keep working on your people skills!

CARGO BY AIR

CSS MOVES PROJECTS CARGO FROM HOUSTON TO RAS AL KHAIMAH

A highly challenging Air Project Cargo movement was successfully handled and completed by the Projects team at CSS Dubai. The move was concluded before the deadline, receiving appreciation from the client’s side. The real challenge in the project was to transport machinery through different airlines from the US to the destination in the Middle East. The cargo – Marine Crane Parts with 60 tonnes of total volume – was airlifted from the George Bush Intercontinental Airport (IAH), Houston, Texas and transported to Dubai International Airport.

“The real challenge here was to transport the Machinery as parts, on different airlines and to track all of them to make sure that each of them reaches Dubai on time, so that we could fulfil our commitments. The shipment was loaded as part cargo on 5 separate cargo flights to meet the deadline. Such tests give us great insight on how to handle time bound movements with precision.” Mentioned Sajith Vijayan, Manager Projects, CSS Dubai.

The scope of this air project movement included, the collection of cargo as loose parts from the supplier, completion of airworthy packaging, and successfully doing the airfreight to the destination. The cargo arriving in Dubai was cleared at the Dubai International airport and transported to the client in Ras Al Khaimah, the final destination of the cargo. Within 15 days, the entire movement was complete and the last consignment reached the client facility a day prior to the deadline given by the client.
“The project cargo movement has become highly competitive. The freight forwarder handling projects cargo must be knowledgeable in all aspects of the movement of goods. Our team engaged in this particular air cargo movement has done extensive research on all levels of operation before the actual move commenced. We are thankful to our clients for the continuous trust they are showing us” commented Raj George, Senior VP, Projects Oil & Energy division, CSS Group.

NEXT PHASE OF PRINCE RUPERT FAIRVIEW TERMINAL EXPANSION UNVEILED

CAPACITY INCREASE TO 1.8 MILLION TEU IN 2022 AND CREATION OF 300 NEW JOBS

Dubai, United Arab Emirates, 20 June 2018: The Port of Prince Rupert and DP World have agreed on terms of a project development plan that outlines the next phase of expansion for the DP World Prince Rupert Fairview Container Terminal.
The Phase 2B expansion will increase annual throughput capacity at Canada’s second largest container terminal to 1.8 million TEUs (twenty-foot equivalent units) when complete in 2022.
DP World Group Chairman and CEO, Sultan Ahmed Bin Sulayem, said: “Canada is an important part of our global network and we are delighted to confirm these plans, which underline our commitment to Prince Rupert, which plays a major role in enabling trade in the region and across the west coast with rail connections inland to the rest of the country and the United States. It also demonstrates the excellent relationships built with the Port Authority and the confidence we both share in the future and the creation of jobs in the community, stimulating the local and regional economy. I would like to thank all our partners and people at Prince Rupert for their commitment and ongoing support.”
The Fairview Phase 2B project follows the 2017 completion of Fairview Phase 2A, which increased the terminal capacity by 500,000 TEUs to its current capacity of 1.35 million TEUs. Construction on Phase 2B will begin in mid-2019. There will be an initial gradual release of capacity to 1.6 million TEUs in 2020, following the completed expansion of the container yard to the south.
Port of Prince Rupert Chair, Bud Smith, said: “The execution of this agreement signifies DP World’s commitment to enabling Canadian trade with another significant investment that will bring a total of one million additional TEUs of container capacity to the Port of Prince Rupert in less than five years. This project will provide critical trade-enabling infrastructure for Canada’s west coast, a timely response to forecasted growth in trans-Pacific trade and supportive of Canada’s efforts to diversify markets through new free trade agreements such as the CPTPP.”
The project will expand the container yard from its current 32 hectares to 41 hectares and add two new rubber-tired gantry (RTG) cranes as well as an eighth dock gantry crane. The existing maintenance and administration buildings will be relocated to create additional container storage capacity.

DP WORLD JOINS WORLD OCEAN COUNCIL

FIRST COMPANY IN SECTOR TO BECOME A FULL MEMBER

Dubai, UAE, 7th June 2018: Global trade enabler DP World has become the first company in its sector to join the World Ocean Council (WOC) as part of its leadership journey to actively engage in the protection of the world’s oceans. By becoming a member of the growing international multi-industry alliance on “Corporate Ocean Responsibility” DP World will commence, enhance and advance its role as a responsible leadership company.
The WOC is a global, cross-sectoral business leadership alliance with a network of over 35,000 stakeholders addressing corporate ocean responsibility. Developed by and for the private sector, it addresses issues affecting ocean sustainable development, science and stewardship. It brings together representatives from shipping, oil and gas, tourism, fisheries, aquaculture, mining, renewable energy, ocean technology and financial services sectors. The WOC is a registered not-for-profit organisation in the US, the UK and Europe.

BEING RESPONSIBLE-CSR INITIATIVES

As part of a CSS – CSR initiative, school kits including new bags and umbrellas were distributed amongst pre-primary and primary school children in and around Thrikkunnappuzha, Alleppey Dist. Kerala. Five lower primary schools and the new commers of one Upper primary school running under the Government of Kerala aid benefitted by this regular CSR programme of school aid distribution by CSS under the guidance of T S Kaladharan, Group Chairman. The schools were Govt. LP School Valiyaparambu, Govt. LP School Thrikkunnappuzha, Govt. LP School Panoor, Govt. LP School Pallana, Govt. LP School Atmavidya Sangham and MT UP school, Thrikkunnapuzha.

New school kits brought beaming smiles on the faces of more than 1000 little faces. The school aid distribution was inaugurated by Unnikrishnan G, Head of Marketing & Corporate communications, CSS Group. The function was attended by Government Local body representatives, School PTA members, and school authorities. Students accompanied by their parents were welcomed with sweets and balloons to the function. Local body representatives and the school authorities thanked CSS and its Chairman for this noble activity, followed by lunch.

SPARE THEM FROM EDUCATION

The criteria for education in today’s times is only one thing: How much of a profiteer you become. Development of virtues like integrity, character, persistence, commitment which are intangible are not even counted since the ultimate parameter of evaluation has become profit, Nothing else.
As I famously tell people: Cost price is the truth and Selling Price is a lie. The difference between truth & lie is called profit.
So, without getting into the morality of education, let us extrapolate on the reasons why everyone is after education these days and how it will create serious labour issues in our world going forward.
If you see the pattern of education, it is primarily to bring you to the work desk. After that, only work skills and domain experience matter. But a dangerous trend is emerging, especially in countries like India, where everyone wants to be “educated” And that is a serious problem. So, watchmen, electrician, plumber, driver, maid, cleaner, mechanic all of them are in a race to educate their children. This primarily emanates from the need for dignity of labour which has been lacking with these skills for decades. But here is the catch. Their time has come now. Because the educated space is getting congested by the day. Jobs are being chased by millions. Anyone will tell you that price corrections in salaries have already happened for graduates & engineers who are queuing up for the same jobs and creating a huge supply – demand gap.
Compare this to a truck driver. An interesting incident happened last month for us and give us the jitters for completing a very important project shipment. We had scheduled pick-ups in trailers but there was a severe shortage of drivers. This is unique and unheard of in so many decades. Due to several overlapping reasons there was an acute driver shortage. On engaging further with transporters, we also learnt that these days drivers make more money than the transport owner himself. Because they are in shortage and therefore command a premium.
Ask any Indian household. They will tell you that the most important service provider in the house is the maid. In urban cities like Mumbai, not an inch can move without them. It is common to see maids being treated at par with the house owner’s family. Taken to parties and even vacations. A car mechanic I know for many years now said he is saving to make his son educate himself. One thing I have seen is common. No one wants their children to be in the same profession. I asked him to make his son a mechanic because education will only put him in a queue which is congested. But the future will have no mechanics compared to the demand. So, his earnings will be much higher. But he might privately think that I am not his well-wisher for giving such an advice.
But this is what I call a classic curse that the poor carry. Their time has come now but they are moving towards education which will keep them poor again. Only if they see that continuing the same profession will lead to enormous wealth for themselves along with the dignity that these scarcities will bring for them. But no, they want their kin to study. Study makes one a smooth talker but talking alone does not run the world. Look at your own self. If every body part wants to be the head, what will the head stand on? We need feet for sure. You may not give feet the dignity that you give the head. I have not seen people shampooing their ankles and feet more than their head and faces. That will always remain. But the feet are feet and we need labour class to run our world.
Look at the developed world too. America and Europe. They had this 100% educated population and had issues growing their societies too. So, they made immigration policies and labourers from across the poor countries moved to these nations and helped build them. Even today the taxi drivers, grocers, cleaners, newspaper boys, truck drivers, forklift operators etc are mainly immigrants. The problem is with growing wealth across the world and across classes, who will be left to do these jobs? And the generations of skills that they carried will be lost. They should know that we live in a pyramid model society where people at the bottom provide the foundation and support to people at the top. If everyone is the top, it becomes the bottom.

MARITIME INDUSTRY IN THE DECADE OF DIGITAL TRANSFORMATION CHALLENGES AND OPPORTUNITIES – SINGAPORE’S JOURNEY TOWARDS DIGITALIZATION IN 2018

The rapidly developing digital technologies are embarking on a significant transformation of the Shipping Industry across the globe. The implementation of Digitalization, the innovative cyber security systems and technological solutions, autonomous mobility and artificial intelligence has helped in transforming the developments in the shipping industry. With the inputs of accurate, updated and secure data insights, delivered on time, the achievement of a more strategic and cost effective productivity along with maximum performance is possible. The ability to centralize the decentralized digital transformation on a digital platform creates a great potential for organizing markets efficiently. The exchange data and digital platforms enables the companies to have a control of and also organize the logistic chains delivered on time, by reducing the waiting period and predicting the arriving time of the vessels accurately, thus opening up the possibility of unmanned ships in future.

The world’s first crewless cargo ship will be delivered in 2018 under the name and fame of Yara Birkeland and the operations is assumed to commence in 2020. These Unmanned Ships are also referred to as “Unmanned Sea Surface Crafts” and these vessels are either remote controlled by shore- based controllers/officers, or controlled completely by complex algorithms with no human existence or a combination of the above mentioned two. The challenges that will be faced by these are guidelines and legal regulations to be followed in case of any violations, or maritime incidents involving any damage to the vessel, the cargo, human life, environment and property. The existing legal framework is that of the UNCLOS82 regulations by the International Maritime Organization. The present legal system and maritime regulations are designed for manned vessels so this will make it a difficult task for the legislators and jurists to decide upon the best and effective legal resolution in case of a violation or dispute. Therefore many countries are already considering amendments or integrations in the existing regulations and also drafting of fresh shipping guidelines and laws.
Digitalization has brought in many challenges as well as opportunities. According to the IMO over 90% of the world’s trade is carried out by sea as this is the most cost-effective way to move goods and raw materials across the world. One of the important factors is that it reduces cost and increases efficiency. The data inputs and interconnected technologies are emerging to create a revolution in the maritime industry. Systems like Radio Frequency Identification System (RFID) are used to track the movement of the vehicles cargo and people, and ensure timely delivery of cargo. GPS navigation system, automated electronic data exchange from ship to ship and ship to shore increases the efficiency, safety and accuracy in navigation and communications.
There are many challenges to overcome, and one of them is that of marine liability. The Question of liability is considered to be more complex as the vessel travel through different national waters and of different jurisdictions. The insurance industry will also face similar challenges in resolving disputes and also the difficulty to analyze the resources to risk management as well as to understand loss occurred. Thus, it becomes a necessity to ensure maximum data security for preventing a risk or loss. Cyber attacks on unmanned ships also can be problematic as container vessels reliant on digital navigation systems could be potentially manipulated and a small failure in a system can result in dangerous consequences in an interconnected digital environment. The networking of vessels and ports is an enormous opportunity for shipping. This also helps in reducing the ongoing over capacity paired with a relatively soft global demand, and the existing pressure on the rates and profit margins of the industry.

BUSINESS WITH HUMANITY IN MIND

Global enterprises interact across many cultures and social environments. The diversity of these, where communities are either reasonably rich, impoverished, exploited or inadequately recompensed for their services; has led to calls for businesses to conduct themselves with humanity in mind.
For such businesses ‘humanity in mind’ is not a mantra but a core value. It means thinking about the bigger picture within a company and how the decisions it makes may affect their employees and the communities in which they operate. It is a desire to do something for humanity which has led to persons like Bill Gates, Mark Zuckerberg, Sulaiman bin Abdul Aziz Al Rajhi and Sheryl Sandberg becoming internationally known philanthropists. They use a significant total of their income to help others less fortunate. They also recognise that it is their staff that deserves special consideration for their contribution to a company’s success. Of course, there will be those who ask; “Why should we bother about humanity, I am happy just making money for myself?” However, research confirms that when staff is valued from the top down and when a company actively engages within the communities where it operates, then the bounce-back goodwill is worth its weight in gold.
Many services and products have become ever more comparable and interchangeable. Clients now have more choice because the internet means they are better informed and consequently are no longer necessarily loyal to companies, brands or services. They may be satisfied with a product but nowadays it requires more than just satisfaction – it requires meaningful interaction and a ‘we like your company’s attitude and approach better than others’, to maximise customer retention.
Doug Conant, an internationally renowned business leader with over 40 years leadership experience with companies including Nabisco, Campbell Soups and Avon Products, highlighted how business with humanity in mind starts: – ‘To win in the marketplace you must first win in the workplace’. When leaders go with what they feel is right, being true to themselves and only treating others as they would like to be treated; then humanity starts cascading down. However, wherever we find ourselves in this chain there is one thing that frequently halts the process. It’s our own egos! Once we start to think it is important that others recognise that we are important then our ability to build positive relationships is soon frustrated. Putting aside our egos, and focusing on how we may help others develop, means that all of us may grow together. It’s currently known as ‘giving back’. Often, it’s the little spark, a magic moment that starts someone on the path to success. Be it within a company, or an interaction between a company and a community; a catalyst for good carries its own inherent rewards. Where a company, a leader, a team or even a single salesperson are known to encourage others and think about how they can help; the ‘we like your company’ attribute soars.
Equally the same applies when ‘giving back’ includes interacting with communities. Starbucks, the American coffeehouse chain, was founded in Washington in 1971. It now operates in 28,218 locations worldwide. Their ‘Meet Me at Starbucks’ campaign was an exceptional method to involve communities enjoying the experience of getting together in a Starbucks café all around the world. It showed how it could adapt to regional cultures, whilst offering the guarantee of a recognised quality brand served by staff focused on their regional environment. So, everyone is happy because they are being recognised for who they are, where they are and in a way that connects the company with their individual experience.
No matter what the size of an organisation the bottom line, when it comes to ‘business with humanity in mind’, is that everyone within a company equally from the leaders downwards, provides opportunities for others to flourish as individuals. At the same time humanity requires we seek out those, within a community, who may benefit from a little help. Random acts of kindness go a long way especially if given from the heart. Receiving smiles from others, as you conduct your business, is great recognition that you are succeeding in putting humanity into your business. It also means that your brand is honestly endeavouring to give something back – this really is operating your business with humanity in mind

CULTURE OF EXCELLENCE

When it comes to organisation culture, it really becomes difficult to define and explain. It is complicated, generally misunderstood and hard to change.
There are lot of writings on building the culture of organisation and moving on to excellence. Words cannot weave excellence. It is something like fragrance. You can feel it. It’s presence in the environment of the organisation can be felt through demonstrative passion, attitude and mindset of employees while discharging their functions. Excellence is something more than perfection. Stakeholders, be it internal or the external, get delighted when enter in the zone of the organisation having culture of excellence.
It is a myth that talent alone can bring excellence in the culture of organisation. Talent also brings hidden arrogance. It is not necessary that talent is always embedded with mindset to excel. It is desire to excel in a person that makes him performing with excellence. It is something like that one is smoking addict and he has to stop and leave smoking. Why efforts of bringing excellence in organisation culture failed many times are because of the fact that very few leaders of organisation purposely work on developing culture of excellence. They just kind of let it happen.
You cannot handoff this sensitive matter to anyone. Making the changes that lead to excellence is not an overnight pursuit-it is cumbersome, psychologically tough and long process. It is mistaken that attractive workplaces, weekend parties and get together, outbound adventure training in the name of team building and motivation create workplace culture of excellence.
None of these initiatives work if there is an element of disrespect, mistrust and achieving results by bulldozing the human dignity. What people prefer who have desire to excel at workplace is authenticity, trust, transparency in dealings and commitment to employees growth and well being along with organisation’s prosperity. Managers at all levels who are only functional experts in their domain should also be developed as organisation development experts. It will make easy for the business leaders to get the culture of excellence accepted at the root level.

CHANGES WILL IT BRING IN THE ATTITUDE OF THE WORK FORCE

1. An Organizational Vision is Communicated and Understood
To achieve a Culture of Excellence, every employee must understand not only the company’s vision, but also know their own roles, responsibilities and the specific actions they need to take in order to help achieve this vision.

2. Clear Purpose and Meaning
In a Culture of Excellence, employees feel that what they are working on is meaningful, significant, and purpose-based.

3. Focus on High Performers
Many managers actually empower their low performers by focusing their time and energy on trying to solve their problems—while ignoring their high performers. Those high performers leave because they aren’t being rewarded for their hard work.
Companies with a Culture of Excellence set an expectation of high performance organization-wide. Every employee is supported and encouraged to become a master in their role and area of expertise. High performers are nurtured, rewarded, mentored and recognized, and average performers are coached to move into the high performance category.

4. Change and Challenges
In most organizations, when change or challenges occur, employees become distracted and lose focus on the organizational vision and goals.
In a Culture of Excellence, employees develop the flexibility and resilience to deal with change, challenge and uncertainty. Even when there are obstacles and challenges that may seem impossible to overcome, the motivation to achieve the organizational vision is higher than the urge to avoid the discomfort. Managers support their teams in staying focused and on track, despite difficulties and challenges.

5. Collaborative Teams
A key feature of a Culture of Excellence is collaborative teams. Because every employee and all teams are working together toward a common organizational vision, they feel they are on the same side. And because this collaboration is encouraged and rewarded from the top down, there is no more reason to protect individual roles, projects or expertise.

6. Rewards and Recognition
HOW CAN WE ACHIEVE CULTURAL EXCELLENCE?

  • Promote a positive and happy environment.
  • Giving effective feedback
  • Clear & Consistent Communication
  • Teamwork
  • Growth Opportunities
  • Know your customer
  • Keep employees comfortable
  • Plan your action