HISTORY
2010
While in the first half of 2010 the effects of the global economic downturn of 2009 still had to be overcome and the economic environment only improved in the third quarter of the year, the company managed to achieve a steady growth throughout the year.
At year-end one can look back on a sales growth of about 5% compared to 2009, which in the tradition of the company was achieved solely by organic means, and thereby a reasonably positive result has been realised.
The confidence that renowned customers have in the services of Berger Logistik has increased further and gives reason to expect continued growth for 2011. Especially worth highlighting is the consistently intensified orientation of the company on transport and forwarding services for globally active suppliers of alcoholic and non-alcoholic drinks, as well as packaged, non-perishable goods.
Service reliability, expertise and financial stability make this company a well-recognised partner of these branches and other top clients from industry, trade and commerce.
2009
After the company had prepared itself for the predictable recession in the overall economy at the end of the previous year, it was able to defy the sharp economic downturn in 2009 successfully.
In particular, it succeeded in its main aim: namely, to keep all of the nearly 170 staff employed without falling back on cuts in working hours, public support or reductions in wages and salaries. The staff responded with impressive commitment.
Through further improvements in services, the development of new markets and the acquisition of new customers, it succeeded in maintaining turnover at almost the same level as 2008 and so achieving reasonably positive results.
The company will continue on this course and is therefore approaching 2010 with confidence.
2008
The company managed to cope with the onset of the economic downswing and beginning recession in the 4th quarter excellently.
We continued to place our trust in organic growth, which brought about a double-digit percentage rise in turnover. This was due to the successful introduction of new business segments – especially in the area of sea freight – as well as the expansion of existing activities in European overland transport .
We replaced our entire fleet. It now consists of 100 brand new semi-trucks with Volvo FH 440 Euro 5 towing vehicles as well as Berger light light-weight trailers.
Our results were excellent and, thanks to our continued conservative dividend policy, it allowed us to further strengthen our equity capital base.
The company’s financial strength is well above industry average and we are able to fund our business activities exclusively from our own equity capital. We also acquired the new truck fleet without external funds.
The company is thus perfectly equipped to deal with the challenges of the year 2009.
2007
On 1 January 2007, today’s general management with managers Friedrich Mair, Bernhard Ebner and Markus Ley took over the company’s overall responsibility. The new company structure proved to be very successful. Turnover increased compared with the previous year by more than 20%, and the company managed to achieve remarkable growth in all fields of activity.
The company increasingly played a part in the dynamic economic development in Eastern Europe and created a sustainable network of partnerships that enabled Berger Logistik to provide a reliable service to those intra-European transport connections.
We included intermodal transport into our program and the supply of entire national markets was geared towards combined rail/truck transport – per container as well as conventional sliding wall wagon. This makes Berger Logistik the most important user of accompanied combined transport (‘rolling highway’) across the Alps.
Importations from the Far East to Europe represent initial steps towards the business field sea freight.
2006
All transport activities of the Berger Group were included with Berger Logistik GmbH on 1 January 2006. As part of a capital increase, Red Bull GmbH., Fuschl acquired a 50% share in the company.
The new IT system went fully operational. This created a direct connection with the company’s most important clients and automated procurement, information flow and data streams. Internal organization was also adjusted.
Out of a sense of responsibility for the environment and the people along the transalpine transit routes, the company has become one of the most keen users of the ‘rolling highway’ across the Alps – in Austria and in Switzerland. More than 80% of trips in the mountains using our own truck fleet are therefore carried out not on the road but by rail.
With a turnover of around 51 million euros, we finished with a moderate profit.
2003–2005
At the turn of the year 2002/2003 the owner supplied the group of companies with significant financial means, came to an arrangement with lending banks and relied on the solidarity of its staff to help the company out of its precarious situation.
In 2003, the company underwent a drastic financial restructuring process. Half of the truck fleet was sold, the company’s external funds were massively reduced by selling the main premises as well as the filling station and the workshops. That meant that the worst was over in the first half of 2004.
After a number of further restructuring measures, consolidation followed in 2005. The goods transportation business activities were concentrated in one legal unit and at one central site. All organizational processes were computerized in October 2005.
This created the basis for future success. On 31 December 2005, the company once again almost managed to break even.
1997–2002
In 1997, the company founder died in a tragic plane accident. The Berger Group was now exclusively run by an external management team, which above all pushed ahead with the expansion of Berger Fahrzeugtechnik at the Radfeld site and merged the Berger transport companies in Radfeld. As a result, the company expanded significantly.
At that time, Berger Transport operated up to 380 trucks, providing a service along the classic Nord-South axis across the Alps as well as the Iberian peninsula as part of a joint venture for parts supply to the automotive industry in Germany. This created a wide network of branches, offices and business units that was difficult to run and manage.
After the initial remarkable success of the joint venture, which had assumed outstanding economic significance, it eventually failed because the partners’ approaches to the business were too different. As a result, the group of companies plunged into a crisis. The collaboration was thus terminated at the beginning of 2003.
1961–1996
Johann Berger founded his transport company in 1961 in Wörgl. Soon, he opened up his own workshop which initially looked after the company’s own vehicles and later also provided a service to external customers. Today, the workshop is a separate economic and legal company, and one of the most successful ones of its kind in Austria.
The company founder was not afraid to take risks and welcomed every challenge to make his businesses more successful. Soon, success far outweighed everything else and Johann Berger business activities were considerable and extensively networked.
He recognized the opportunities offered by the company’s location in Tyrol – situated in the middle of the marble quarries near Verona and buyers in Germany. He built particularly light-weight semi-trailers and was able to transport more marble than his competitors.
The result was Berger Fahrzeugtechnik, today the third independent company within the Berger group of companies. Its products are sold throughout Europe. In 2007, the company produced more than 650 ‘Berger light’ units.
Johann Berger’s ideas were truly forward-looking.