[et_pb_section fb_built=”1″ _builder_version=”4.16″ custom_padding=”0px||0px|||” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_row column_structure=”2_3,1_3″ module_class=”reverse-columns-mobile” _builder_version=”4.16″ custom_padding=”0px|||||” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”2_3″ _builder_version=”4.16″ global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.25.1″ global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n
[\/et_pb_text][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”4.16″ global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.25.1″ text_font=”roboto-regular||||||||” text_text_color=”#003a7c” custom_margin=”||0px||false|false” custom_margin_tablet=”||15px||false|false” custom_margin_phone=”” custom_margin_last_edited=”on|tablet” global_colors_info=”{}” theme_builder_area=”post_content”]On 15 December 2023, Houthi rebels attacked the Al Jasrah container ship of Hamburg-based shipping company Hapag-Lloyd in the Red Sea.<\/p>\n
Credits: Photos: Hapag-Lloyd, Thies R\u00e4tzke (2x) [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”4.16″ custom_padding=”0px||0px|||” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_row column_structure=”2_3,1_3″ _builder_version=”4.16″ custom_padding=”0px|||||” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”2_3″ _builder_version=”4.16″ global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.25.1″ global_colors_info=”{}” theme_builder_area=”post_content”]It was early in the morning on 15 December 2023 when Houthi rebels attacked the Al Jasrah container ship of shipping company Hapag-Lloyd just off the Yemeni coast in the Red Sea. \u201cI was informed by our fleet commander,\u201d recalls Nils Haupt, Director of Corporate Communications. \u201cShe had all the key facts at the ready.\u201d <\/p>\n
Fortunately, only the containers had been hit, and the crew did not suffer any physical injuries. As the ship did not sustain any structural damage, it was able to continue its journey. However, the psychological toll on the crew and all the employees was substantial. \u201cThat was an unusual situation,\u201d emphasises Haupt, indicating a paradigm shift.
\n\u201cAt most, we\u2019d only ever been confronted by pirates, which you can prepare for \u2013 at least to some degree.\u201d Now there were terrorists attacking cargo ships with drones and cruise missiles, putting the crew, ship and cargo at a substantial risk. \u201cTerrorist attacks with heavy weaponry are a paradigm shift in our industry. There\u2019s nothing we can do about that. Our crews are unarmed,\u201d says Haupt. <\/p>\n
As the route that passes through the Red Sea and the Suez Canal is one of the most important, it was essential to make the right decisions. Everyone was aware that diverting cargo ships around the Cape of Good Hope would have a major impact on the network and fleet as well as extend the route from Singapore to Hamburg and Wilhelmshaven by ten to twelve days, even at full speed. <\/p>\n
In addition to requiring an increase in ship capacities and affecting shipping schedules, ports and terminals, the detour would also call for longer crew assignments as well as the restructuring of the bunkering schedule, the supply of fresh food and crew rotations. The much longer route would also increase fuel consumption, resulting in higher costs and additional emissions. Some legal issues would also need to be clarified. [\/et_pb_text][et_pb_image src=”https:\/\/www.logistics-pilot.com\/wp-content\/uploads\/2023\/02\/Logistic_800.jpg” title_text=”Logistic_800″ _builder_version=”4.25.1″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][\/et_pb_image][et_pb_text _builder_version=”4.25.1″ text_font=”roboto-regular||||||||” text_text_color=”#003a7c” custom_margin=”-5px||25px||false|false” custom_margin_tablet=”||15px||false|false” custom_margin_phone=”” custom_margin_last_edited=”on|tablet” global_colors_info=”{}” theme_builder_area=”post_content”]Launched three years ago, the newsroom has proven its worth in times of crises, in particular. In all that time, there has been a meeting every day at 9.30 a.m. to update the 16 team members and inform them of who is responsible for which topics. [\/et_pb_text][et_pb_text _builder_version=”4.25.1″ global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n
\u201cWe organised the first crisis meeting after the attack on our ship, with around 25 employees in attendance. Due to the immensity of the impact, we made the decision to set aside a period of three days to allow the experience to sink in and to consider potential scenarios,\u201d reports Haupt. There were approximately ten ships in the region at that time, all of which had to be moored or drop anchor until further notice, as anyone under pressure is more likely to make a mistake. <\/p>\n
\u201cOn 21 December, we made the decision to stop any Hapag-Lloyd ships from passing through the Suez Canal and the Red Sea for one week. That week turned into another and then another, until additional attacks made it essential to establish the new rule for the foreseeable future and protect the employees on board.\u201d [\/et_pb_text][\/et_pb_column][et_pb_column type=”1_3″ module_class=”dtb-sticky” _builder_version=”4.16″ global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_sidebar area=”et_pb_widget_area_7″ show_border=”off” admin_label=”Werbung Startseite \/ Artikel” _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][\/et_pb_sidebar][et_pb_image src=”https:\/\/www.logistics-pilot.com\/wp-content\/uploads\/2023\/02\/Nils-Haupt_500px.png” title_text=”Nils-Haupt,_500px” align=”center” _builder_version=”4.25.1″ custom_margin=”150px||||false|false” custom_margin_tablet=”” custom_margin_phone=”25px||||false|false” custom_margin_last_edited=”on|phone” global_colors_info=”{}” theme_builder_area=”post_content”][\/et_pb_image][et_pb_text _builder_version=”4.25.1″ header_3_text_color=”#002e5b” text_orientation=”center” custom_margin_tablet=”” custom_margin_phone=”||40px||false|false” custom_margin_last_edited=”on|phone” global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n
Nils Haupt, Senior Director of Corporate Communications[\/et_pb_text][et_pb_sidebar area=”et_pb_widget_area_9″ show_border=”off” admin_label=”Werbung Artikel” _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][\/et_pb_sidebar][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ custom_padding_last_edited=”on|phone” _builder_version=”4.25.1″ _module_preset=”default” background_image=”https:\/\/www.logistics-pilot.com\/wp-content\/uploads\/2023\/02\/Logistic_2_1600.jpg” parallax=”on” custom_padding=”650px||||false|false” custom_padding_tablet=”” custom_padding_phone=”” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_row _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”4.25.1″ custom_padding=”0px||0px|||” bottom_divider_style=”waves2″ bottom_divider_color=”#DFE6EE” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_row column_structure=”2_3,1_3″ _builder_version=”4.16″ custom_padding=”||||false|false” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”2_3″ _builder_version=”4.16″ global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.25.1″ text_font=”roboto-regular||||||||” text_text_color=”#003a7c” custom_margin=”-5px||||false|false” custom_margin_tablet=”||15px||false|false” custom_margin_phone=”” custom_margin_last_edited=”on|tablet” global_colors_info=”{}” theme_builder_area=”post_content”]In January 2019, a fire on the Yantian Express freighter kept the Hapag-Lloyd communication team on its toes for several days.[\/et_pb_text][et_pb_text _builder_version=”4.25.1″ custom_margin=”||||false|false” global_colors_info=”{}” theme_builder_area=”post_content”]As every crisis is different, communication always needs to be tailored to the situation. \u201cIn the case of the Red Sea, it didn\u2019t make much sense to respond with proactive press releases because media-relevant news was changing just about every hour,\u201d reports Tim Seifert, Director of Corporate Communications. The team therefore made the decision to respond to specific enquiries.<\/p>\n
Whether it was radio, TV or a podcast, domestically or abroad, business or local press, the intense global media interest was one of the biggest challenges, as it continued unabated into late January, recalls Haupt. \u201cIt went from a morning TV interview with the BBC at 7 a.m. to a US American radio station at 10 p.m.\u201d<\/p>\n
Fortunately, crises of this severity \u2013 when people\u2019s lives are at stake as in the pandemic, in accidents and in war \u2013 are rare, he says. The crisis committee convenes in cases like these. \u201cThat\u2019s always a must when a company-wide and national response and communication are necessary,\u201d explains Haupt. Communication tends to be limited to local channels when crises occur regionally.<\/p>\n
\u201cIf we are dealing with the crisis here in Hamburg, we first need to decide which information should be provided to employees, customers and media,\u201d explains Seifert. \u201cThe potential severity of the damage is key, but so is the company\u2019s reputation.\u201d This analysis requires a strong internal network: \u201cYou need to know who to ask about which topics and who their deputy is \u2013 and who would be a good sparring partner for issues like insurance and legal questions. Only then can you provide a valid assessment,\u201d says Haupt.<\/p>\n
His communication team at the shipping company currently comprises around 16 employees, including four people who are responsible for customers, two for social media and five to six for internal and external communication. \u201cIt takes around half of the employees to deal with a larger crisis,\u201d continues Haupt. <\/p>\n
In cases like these, the aim is always to inform managers and employees first, so that they do not learn about it from the media. If convened, the crisis committee tends to meet virtually to decide which information is the most important \u2013 and then consults with the board members about which information to share externally. [\/et_pb_text][et_pb_text _builder_version=”4.25.1″ custom_margin=”||50px||false|false” global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n
Launched three years ago, the newsroom has proven its worth in times of crises, in particular. \u201cThere used to be three teams. One team often didn\u2019t know what the other teams were doing,\u201d recalls Haupt. \u201cWe also used to respond rather than plan, which we wanted to change. Of course, only 60 to 70 per cent of our activities can be planned. But today we have daily, weekly, monthly, quarterly and annual planning, which works out very well.\u201d<\/p>\n
It was also essential to further improve communication between the different departments, which is why there is a meeting every day at 9.30 a.m. to update everyone in the team and inform them of who is responsible for which topics. \u201cWe were also interested in simplifying everyone\u2019s work, which is why we\u2019ve provided all the team members with more freedom and individual responsibility,\u201d says Haupt.<\/p>\n
The normal workload is generally six to eight press enquiries a day. \u201cThere\u2019s usually one topic a month that we have to observe more closely,\u201d explains Seifert. But forward-looking communication \u2013 for example, in the quarterly press calls with CEO Rolf Habben Janssen \u2013 is also important. \u201cIf in doubt, always communicate proactively, clearly and authentically. That reflects our corporate culture, not just in times of crisis,\u201d says Haupt. (cb)<\/em>[\/et_pb_text][\/et_pb_column][et_pb_column type=”1_3″ module_class=”dtb-sticky” _builder_version=”4.16″ global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_blurb title=”Facts” _builder_version=”4.16″ header_font=”|||on|||||” header_text_color=”#ffffff” header_font_size=”16px” text_orientation=”center” custom_margin=”||20px||false|false” custom_margin_tablet=”” custom_margin_phone=”25px||||false|false” custom_margin_last_edited=”on|phone” custom_css_blurb_title=”display: inline-block!important;||background: #002754!important;||padding: 5px 13px 3px 13px!important;||position: relative!important;” border_width_bottom=”1px” border_color_bottom=”#002754″ global_colors_info=”{}” header_text_color__hover_enabled=”on|desktop” header_text_color__hover=”rgba(255,255,255,0.71)” theme_builder_area=”post_content”][\/et_pb_blurb][et_pb_text _builder_version=”4.25.1″ global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n Established: <\/strong>1847 by Hapag, 1970 merger with the Lloyd company of northern Germany to create Hapag-Lloyd [\/et_pb_text][et_pb_image src=”https:\/\/www.logistics-pilot.com\/wp-content\/uploads\/2023\/02\/Tim-Seifert_500px.png” title_text=”Tim-Seifert,_500px” align=”center” _builder_version=”4.25.1″ custom_margin=”50px||||false|false” custom_margin_tablet=”” custom_margin_phone=”25px||||false|false” custom_margin_last_edited=”on|phone” global_colors_info=”{}” theme_builder_area=”post_content”][\/et_pb_image][et_pb_text _builder_version=”4.27.0″ header_3_text_color=”#002e5b” text_orientation=”center” custom_margin_tablet=”” custom_margin_phone=”||40px||false|false” custom_margin_last_edited=”on|phone” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n Tim Seifert, Corporate Communications Director.[\/et_pb_text][et_pb_blurb title=”More information” _builder_version=”4.25.1″ header_font=”|||on|||||” header_text_color=”#ffffff” header_font_size=”16px” text_orientation=”center” custom_margin=”50px||||false|false” custom_margin_tablet=”” custom_margin_phone=”25px||||false|false” custom_margin_last_edited=”on|phone” custom_css_blurb_title=”display: inline-block!important;||background: #002754!important;||padding: 5px 13px 3px 13px!important;||position: relative!important;” border_width_bottom=”1px” border_color_bottom=”#002754″ global_colors_info=”{}” header_text_color__hover_enabled=”on|desktop” header_text_color__hover=”rgba(255,255,255,0.71)” theme_builder_area=”post_content”][\/et_pb_blurb][et_pb_text _builder_version=”4.25.1″ text_font=”roboto-regular||||||||” text_text_color=”#003a7c” custom_margin=”||||false|false” custom_margin_tablet=”||15px||false|false” custom_margin_phone=”” custom_margin_last_edited=”on|tablet” global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\nHapag-Lloyd<\/h2>\n
Headquarters:\u00a0<\/strong>Hamburg
Area of business: <\/strong>Liner shipping
Team: <\/strong> Around 16,600 employees in over 400 offices in 140 countries
Fleet: <\/strong> 280 container ships, annual transport volume of 11.9 million TEU
Sales: <\/strong>17.9 billion euros (2023)<\/p>\n\u201cIt didn\u2019t make much sense to respond with proactive press releases because breaking news was changing just about every hour.\u201d<\/h3>\n