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MH Supply Chain Limited (MHSCL), the joint venture established by Hellmann Worldwide Logistics and Samvardhana Motherson International Limited (Motherson), has appointed its Management team.

The new leadership team took up its roles in October 2026, marking the start of the company´s operations. The Management team includes Gordon Barnard as Chief Executive Officer, Prashant Goyal as Chief Operating Officer, Arun Parackal as Chief Digital Officer, and Nayan Malpani as Chief Financial Officer.

Combining strong operational, digital and regional expertise from both parent organizations, the appointed leaders are well placed to guide MHSCL into its next phase of development. Gordon Barnard and Arun Parackal have both previously worked for Hellmann IMEA, as Chief Commercial Officer and VP Customer Excellence and Digital Transformation & Innovation, respectively. Prashant Goyal joined the leadership team from Motherson, where he served as Chief Operating Officer Logistics, and Nayan Malpani joined from Alpha Shipping, where he served as CFO.

Hellmann and Motherson announced the establishment of their joint venture in March 2026 to address the growing complexity of global automotive supply chains. As vehicle production becomes increasingly international and interconnected, manufacturers and suppliers face growing requirements for integrated, flexible and digitally enabled logistics solutions. This trend is reflected in global production, which reached 96.4 million vehicles in 2025, up 3.9% from the previous year, according to the International Organization of Motor Vehicle Manufacturers (OICA). MHSCL addresses these requirements by combining Hellmann’s global logistics network and 3PL and 4PL capabilities with Motherson’s global expertise in Design, Engineering, Manufacturing, Assembly and Logistics (D.E.M.A.L.), proving a strong foundation for scalable, end-to-end supply chain solutions across regions.

Regional leadership of MHSCL will be assumed by Miller Machado for the Americas, Balazs Kalmar for Europe and Special Projects, Renee Abrahamse for the Middle East, Africa and Global EXIM, Rupesh Jha for South East Asia, and Jackey Liu for China. Ajay Rohira will take on the role of Head of Global 3PL Sourcing and Procurement and Suruchi Bahal as HR Director for MHSCL.

“With this leadership team in place, MHSCL is ready to move from set-up into execution. Our focus will be on building a high-performance logistics platform that delivers greater transparency, agility and control for automotive supply chains worldwide,” said Gordon Barnard, Chief Executive Officer of MH Supply Chain Limited.

Balena coordinates transport to Iraq

MHSCL appoints its Management team

Polaris completes the first phase of Far East project

K LINE formulates a medium-term management plan

Altius coordinates shipment from Linz to Santander

Wallenius Wilhelmsen expands its fleet renewal program

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

MH Supply Chain Limited (MHSCL), the joint venture established by Hellmann Worldwide Logistics and Samvardhana Motherson International Limited (Motherson), has appointed its Management team.

The new leadership team took up its roles in October 2026, marking the start of the company´s operations. The Management team includes Gordon Barnard as Chief Executive Officer, Prashant Goyal as Chief Operating Officer, Arun Parackal as Chief Digital Officer, and Nayan Malpani as Chief Financial Officer.

Combining strong operational, digital and regional expertise from both parent organizations, the appointed leaders are well placed to guide MHSCL into its next phase of development. Gordon Barnard and Arun Parackal have both previously worked for Hellmann IMEA, as Chief Commercial Officer and VP Customer Excellence and Digital Transformation & Innovation, respectively. Prashant Goyal joined the leadership team from Motherson, where he served as Chief Operating Officer Logistics, and Nayan Malpani joined from Alpha Shipping, where he served as CFO.

Hellmann and Motherson announced the establishment of their joint venture in March 2026 to address the growing complexity of global automotive supply chains. As vehicle production becomes increasingly international and interconnected, manufacturers and suppliers face growing requirements for integrated, flexible and digitally enabled logistics solutions. This trend is reflected in global production, which reached 96.4 million vehicles in 2025, up 3.9% from the previous year, according to the International Organization of Motor Vehicle Manufacturers (OICA). MHSCL addresses these requirements by combining Hellmann’s global logistics network and 3PL and 4PL capabilities with Motherson’s global expertise in Design, Engineering, Manufacturing, Assembly and Logistics (D.E.M.A.L.), proving a strong foundation for scalable, end-to-end supply chain solutions across regions.

Regional leadership of MHSCL will be assumed by Miller Machado for the Americas, Balazs Kalmar for Europe and Special Projects, Renee Abrahamse for the Middle East, Africa and Global EXIM, Rupesh Jha for South East Asia, and Jackey Liu for China. Ajay Rohira will take on the role of Head of Global 3PL Sourcing and Procurement and Suruchi Bahal as HR Director for MHSCL.

“With this leadership team in place, MHSCL is ready to move from set-up into execution. Our focus will be on building a high-performance logistics platform that delivers greater transparency, agility and control for automotive supply chains worldwide,” said Gordon Barnard, Chief Executive Officer of MH Supply Chain Limited.

Balena coordinates transport to Iraq

MHSCL appoints its Management team

Polaris completes the first phase of Far East project

K LINE formulates a medium-term management plan

Altius coordinates shipment from Linz to Santander

Wallenius Wilhelmsen expands its fleet renewal program

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

MH Supply Chain Limited (MHSCL), the joint venture established by Hellmann Worldwide Logistics and Samvardhana Motherson International Limited (Motherson), has appointed its Management team.

The new leadership team took up its roles in October 2026, marking the start of the company´s operations. The Management team includes Gordon Barnard as Chief Executive Officer, Prashant Goyal as Chief Operating Officer, Arun Parackal as Chief Digital Officer, and Nayan Malpani as Chief Financial Officer.

Combining strong operational, digital and regional expertise from both parent organizations, the appointed leaders are well placed to guide MHSCL into its next phase of development. Gordon Barnard and Arun Parackal have both previously worked for Hellmann IMEA, as Chief Commercial Officer and VP Customer Excellence and Digital Transformation & Innovation, respectively. Prashant Goyal joined the leadership team from Motherson, where he served as Chief Operating Officer Logistics, and Nayan Malpani joined from Alpha Shipping, where he served as CFO.

Hellmann and Motherson announced the establishment of their joint venture in March 2026 to address the growing complexity of global automotive supply chains. As vehicle production becomes increasingly international and interconnected, manufacturers and suppliers face growing requirements for integrated, flexible and digitally enabled logistics solutions. This trend is reflected in global production, which reached 96.4 million vehicles in 2025, up 3.9% from the previous year, according to the International Organization of Motor Vehicle Manufacturers (OICA). MHSCL addresses these requirements by combining Hellmann’s global logistics network and 3PL and 4PL capabilities with Motherson’s global expertise in Design, Engineering, Manufacturing, Assembly and Logistics (D.E.M.A.L.), proving a strong foundation for scalable, end-to-end supply chain solutions across regions.

Regional leadership of MHSCL will be assumed by Miller Machado for the Americas, Balazs Kalmar for Europe and Special Projects, Renee Abrahamse for the Middle East, Africa and Global EXIM, Rupesh Jha for South East Asia, and Jackey Liu for China. Ajay Rohira will take on the role of Head of Global 3PL Sourcing and Procurement and Suruchi Bahal as HR Director for MHSCL.

“With this leadership team in place, MHSCL is ready to move from set-up into execution. Our focus will be on building a high-performance logistics platform that delivers greater transparency, agility and control for automotive supply chains worldwide,” said Gordon Barnard, Chief Executive Officer of MH Supply Chain Limited.

Balena coordinates transport to Iraq

MHSCL appoints its Management team

Polaris completes the first phase of Far East project

K LINE formulates a medium-term management plan

Altius coordinates shipment from Linz to Santander

Wallenius Wilhelmsen expands its fleet renewal program

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

MH Supply Chain Limited (MHSCL), the joint venture established by Hellmann Worldwide Logistics and Samvardhana Motherson International Limited (Motherson), has appointed its Management team.

The new leadership team took up its roles in October 2026, marking the start of the company´s operations. The Management team includes Gordon Barnard as Chief Executive Officer, Prashant Goyal as Chief Operating Officer, Arun Parackal as Chief Digital Officer, and Nayan Malpani as Chief Financial Officer.

Combining strong operational, digital and regional expertise from both parent organizations, the appointed leaders are well placed to guide MHSCL into its next phase of development. Gordon Barnard and Arun Parackal have both previously worked for Hellmann IMEA, as Chief Commercial Officer and VP Customer Excellence and Digital Transformation & Innovation, respectively. Prashant Goyal joined the leadership team from Motherson, where he served as Chief Operating Officer Logistics, and Nayan Malpani joined from Alpha Shipping, where he served as CFO.

Hellmann and Motherson announced the establishment of their joint venture in March 2026 to address the growing complexity of global automotive supply chains. As vehicle production becomes increasingly international and interconnected, manufacturers and suppliers face growing requirements for integrated, flexible and digitally enabled logistics solutions. This trend is reflected in global production, which reached 96.4 million vehicles in 2025, up 3.9% from the previous year, according to the International Organization of Motor Vehicle Manufacturers (OICA). MHSCL addresses these requirements by combining Hellmann’s global logistics network and 3PL and 4PL capabilities with Motherson’s global expertise in Design, Engineering, Manufacturing, Assembly and Logistics (D.E.M.A.L.), proving a strong foundation for scalable, end-to-end supply chain solutions across regions.

Regional leadership of MHSCL will be assumed by Miller Machado for the Americas, Balazs Kalmar for Europe and Special Projects, Renee Abrahamse for the Middle East, Africa and Global EXIM, Rupesh Jha for South East Asia, and Jackey Liu for China. Ajay Rohira will take on the role of Head of Global 3PL Sourcing and Procurement and Suruchi Bahal as HR Director for MHSCL.

“With this leadership team in place, MHSCL is ready to move from set-up into execution. Our focus will be on building a high-performance logistics platform that delivers greater transparency, agility and control for automotive supply chains worldwide,” said Gordon Barnard, Chief Executive Officer of MH Supply Chain Limited.

Balena coordinates transport to Iraq

MHSCL appoints its Management team

Polaris completes the first phase of Far East project

K LINE formulates a medium-term management plan

Altius coordinates shipment from Linz to Santander

Wallenius Wilhelmsen expands its fleet renewal program

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

MH Supply Chain Limited (MHSCL), the joint venture established by Hellmann Worldwide Logistics and Samvardhana Motherson International Limited (Motherson), has appointed its Management team.

The new leadership team took up its roles in October 2026, marking the start of the company´s operations. The Management team includes Gordon Barnard as Chief Executive Officer, Prashant Goyal as Chief Operating Officer, Arun Parackal as Chief Digital Officer, and Nayan Malpani as Chief Financial Officer.

Combining strong operational, digital and regional expertise from both parent organizations, the appointed leaders are well placed to guide MHSCL into its next phase of development. Gordon Barnard and Arun Parackal have both previously worked for Hellmann IMEA, as Chief Commercial Officer and VP Customer Excellence and Digital Transformation & Innovation, respectively. Prashant Goyal joined the leadership team from Motherson, where he served as Chief Operating Officer Logistics, and Nayan Malpani joined from Alpha Shipping, where he served as CFO.

Hellmann and Motherson announced the establishment of their joint venture in March 2026 to address the growing complexity of global automotive supply chains. As vehicle production becomes increasingly international and interconnected, manufacturers and suppliers face growing requirements for integrated, flexible and digitally enabled logistics solutions. This trend is reflected in global production, which reached 96.4 million vehicles in 2025, up 3.9% from the previous year, according to the International Organization of Motor Vehicle Manufacturers (OICA). MHSCL addresses these requirements by combining Hellmann’s global logistics network and 3PL and 4PL capabilities with Motherson’s global expertise in Design, Engineering, Manufacturing, Assembly and Logistics (D.E.M.A.L.), proving a strong foundation for scalable, end-to-end supply chain solutions across regions.

Regional leadership of MHSCL will be assumed by Miller Machado for the Americas, Balazs Kalmar for Europe and Special Projects, Renee Abrahamse for the Middle East, Africa and Global EXIM, Rupesh Jha for South East Asia, and Jackey Liu for China. Ajay Rohira will take on the role of Head of Global 3PL Sourcing and Procurement and Suruchi Bahal as HR Director for MHSCL.

“With this leadership team in place, MHSCL is ready to move from set-up into execution. Our focus will be on building a high-performance logistics platform that delivers greater transparency, agility and control for automotive supply chains worldwide,” said Gordon Barnard, Chief Executive Officer of MH Supply Chain Limited.

Balena coordinates transport to Iraq

MHSCL appoints its Management team

Polaris completes the first phase of Far East project

K LINE formulates a medium-term management plan

Altius coordinates shipment from Linz to Santander

Wallenius Wilhelmsen expands its fleet renewal program

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

MH Supply Chain Limited (MHSCL), the joint venture established by Hellmann Worldwide Logistics and Samvardhana Motherson International Limited (Motherson), has appointed its Management team.

The new leadership team took up its roles in October 2026, marking the start of the company´s operations. The Management team includes Gordon Barnard as Chief Executive Officer, Prashant Goyal as Chief Operating Officer, Arun Parackal as Chief Digital Officer, and Nayan Malpani as Chief Financial Officer.

Combining strong operational, digital and regional expertise from both parent organizations, the appointed leaders are well placed to guide MHSCL into its next phase of development. Gordon Barnard and Arun Parackal have both previously worked for Hellmann IMEA, as Chief Commercial Officer and VP Customer Excellence and Digital Transformation & Innovation, respectively. Prashant Goyal joined the leadership team from Motherson, where he served as Chief Operating Officer Logistics, and Nayan Malpani joined from Alpha Shipping, where he served as CFO.

Hellmann and Motherson announced the establishment of their joint venture in March 2026 to address the growing complexity of global automotive supply chains. As vehicle production becomes increasingly international and interconnected, manufacturers and suppliers face growing requirements for integrated, flexible and digitally enabled logistics solutions. This trend is reflected in global production, which reached 96.4 million vehicles in 2025, up 3.9% from the previous year, according to the International Organization of Motor Vehicle Manufacturers (OICA). MHSCL addresses these requirements by combining Hellmann’s global logistics network and 3PL and 4PL capabilities with Motherson’s global expertise in Design, Engineering, Manufacturing, Assembly and Logistics (D.E.M.A.L.), proving a strong foundation for scalable, end-to-end supply chain solutions across regions.

Regional leadership of MHSCL will be assumed by Miller Machado for the Americas, Balazs Kalmar for Europe and Special Projects, Renee Abrahamse for the Middle East, Africa and Global EXIM, Rupesh Jha for South East Asia, and Jackey Liu for China. Ajay Rohira will take on the role of Head of Global 3PL Sourcing and Procurement and Suruchi Bahal as HR Director for MHSCL.

“With this leadership team in place, MHSCL is ready to move from set-up into execution. Our focus will be on building a high-performance logistics platform that delivers greater transparency, agility and control for automotive supply chains worldwide,” said Gordon Barnard, Chief Executive Officer of MH Supply Chain Limited.

Balena coordinates transport to Iraq

MHSCL appoints its Management team

Polaris completes the first phase of Far East project

K LINE formulates a medium-term management plan

Altius coordinates shipment from Linz to Santander

Wallenius Wilhelmsen expands its fleet renewal program

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

Kawasaki Kisen Kaisha, Ltd. (“K” LINE) has now formulated a medium-term management plan covering the period from FY2027 to FY2031 (“Medium-Term Management Plan”).

To coincide with this, “K” LINE formulated the “K” LINE AI & Digital Strategy (“AI & Digital Strategy”) and also revised “K” LINE Environmental Vision 2050 — Blue Seas for the Future — (“Environmental Vision”).

Under the Medium-Term Management Plan, with “Shipping Redefined.” as its theme, “K” LINE will leverage its strength “integrated capability” from front lines of our businesses, to expand from the core marine transportation business into adjacent fields such as maritime industry, logistics, and energy / various supply chains. “K” LINE will combine businesses and functions to enhance the value and achieve improvement in competitiveness and profitability. Additionally, while ensuring financial soundness, “K” LINE will work to optimize capital allocation through growth investment and shareholder returns.

Toward achieving an ROE of 15% or higher over the medium to long term, “K” LINE will pursue profit growth and capital efficiency improvement as two key pillars and aim to enhance corporate value.

Leverage “K” LINE’s “integrated capability” from the front lines of our businesses to combine businesses and functions in areas where the strength can be utilized, thereby enhancing the value and achieve business growth and improvement in profitability.
Image of Strategic Approach
Image of Strategic Approach

Goals: Aim to enhance corporate value by pursuing profit growth and capital efficiency improvement as two key pillars.

KPIs (FY2031 targets): ROE: 15% or higher (Companywide); Net income: 120.0 billion yen + α (“K” LINE’s own businesses); Equity ratio: around 40–50% (Companywide); ROIC: 7.5% or higher (Companywide).

Cash Allocation (cumulative total during the Medium-Term Management Plan period): Operating cash flows 　　 ：1.0–1.1 trillion yen; Financial cash flows 　　 ：600.0 billion yen; Investing cash flows (net) ：900.0 billion yen (inflow: 200.0 billion yen / outflow: 1.1 trillion yen); Shareholder returns 　　 ：700.0–800.0 billion yen (planned dividends of 120 yen per share or more, equivalent to 350.0 billion yen), plus responsive additional return delivery of 350.0-450.0 billion yen (through dividends or share repurchase).
Image of Cash Allocation Breakdown
Image of Cash Allocation Breakdown

“K” LINE formulated a Digital Transformation (DX) strategy in December 2021 and has been working on laying the foundations for driving DX and transforming business operations. Under the newly formulated AI & Digital Strategy, “K” LINE anticipates what the maritime shipping industry will look like in the future in view of developments in data, AI and other digital technologies and clearly sets out priority issues to be addressed during the period of the Medium-Term Management Plan. Through data and AI, “K” LINE will give depth and breadth to its “integrated operational capability” and further enhance the core value it provides in the form of safe and reliable transportation, as a reward to stakeholders.

In light of changes in environmental issues and societal demands, “K” LINE revised its Environmental Vision for the third time since its formulation in 2015, marking its first revision since 2021. “K” LINE will aim for net zero greenhouse gas emissions across Scope 1, 2 and 3 by 2050. It also set an interim target of improving Scope 1 CO2 emission efficiency by 40% from the 2024 level by 2035 and is working on initiatives in conjunction with the Medium-Term Management Plan.

“K” LINE Group will drive initiatives based on the Medium-Term Management Plan, AI & Digital Strategy and Environmental Vision in an integrated manner. With safety in navigation and cargo operations as the basis for all business activities, the Group will further enhance its “integrated operational capability” and aim to realize “maritime shipping redefined” and sustainable enhancement of its corporate value.

Balena coordinates transport to Iraq

MHSCL appoints its Management team

Polaris completes the first phase of Far East project

K LINE formulates a medium-term management plan

Altius coordinates shipment from Linz to Santander

Wallenius Wilhelmsen expands its fleet renewal program

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

Kawasaki Kisen Kaisha, Ltd. (“K” LINE) has now formulated a medium-term management plan covering the period from FY2027 to FY2031 (“Medium-Term Management Plan”).

To coincide with this, “K” LINE formulated the “K” LINE AI & Digital Strategy (“AI & Digital Strategy”) and also revised “K” LINE Environmental Vision 2050 — Blue Seas for the Future — (“Environmental Vision”).

Under the Medium-Term Management Plan, with “Shipping Redefined.” as its theme, “K” LINE will leverage its strength “integrated capability” from front lines of our businesses, to expand from the core marine transportation business into adjacent fields such as maritime industry, logistics, and energy / various supply chains. “K” LINE will combine businesses and functions to enhance the value and achieve improvement in competitiveness and profitability. Additionally, while ensuring financial soundness, “K” LINE will work to optimize capital allocation through growth investment and shareholder returns.

Toward achieving an ROE of 15% or higher over the medium to long term, “K” LINE will pursue profit growth and capital efficiency improvement as two key pillars and aim to enhance corporate value.

Leverage “K” LINE’s “integrated capability” from the front lines of our businesses to combine businesses and functions in areas where the strength can be utilized, thereby enhancing the value and achieve business growth and improvement in profitability.
Image of Strategic Approach
Image of Strategic Approach

Goals: Aim to enhance corporate value by pursuing profit growth and capital efficiency improvement as two key pillars.

KPIs (FY2031 targets): ROE: 15% or higher (Companywide); Net income: 120.0 billion yen + α (“K” LINE’s own businesses); Equity ratio: around 40–50% (Companywide); ROIC: 7.5% or higher (Companywide).

Cash Allocation (cumulative total during the Medium-Term Management Plan period): Operating cash flows 　　 ：1.0–1.1 trillion yen; Financial cash flows 　　 ：600.0 billion yen; Investing cash flows (net) ：900.0 billion yen (inflow: 200.0 billion yen / outflow: 1.1 trillion yen); Shareholder returns 　　 ：700.0–800.0 billion yen (planned dividends of 120 yen per share or more, equivalent to 350.0 billion yen), plus responsive additional return delivery of 350.0-450.0 billion yen (through dividends or share repurchase).
Image of Cash Allocation Breakdown
Image of Cash Allocation Breakdown

“K” LINE formulated a Digital Transformation (DX) strategy in December 2021 and has been working on laying the foundations for driving DX and transforming business operations. Under the newly formulated AI & Digital Strategy, “K” LINE anticipates what the maritime shipping industry will look like in the future in view of developments in data, AI and other digital technologies and clearly sets out priority issues to be addressed during the period of the Medium-Term Management Plan. Through data and AI, “K” LINE will give depth and breadth to its “integrated operational capability” and further enhance the core value it provides in the form of safe and reliable transportation, as a reward to stakeholders.

In light of changes in environmental issues and societal demands, “K” LINE revised its Environmental Vision for the third time since its formulation in 2015, marking its first revision since 2021. “K” LINE will aim for net zero greenhouse gas emissions across Scope 1, 2 and 3 by 2050. It also set an interim target of improving Scope 1 CO2 emission efficiency by 40% from the 2024 level by 2035 and is working on initiatives in conjunction with the Medium-Term Management Plan.

“K” LINE Group will drive initiatives based on the Medium-Term Management Plan, AI & Digital Strategy and Environmental Vision in an integrated manner. With safety in navigation and cargo operations as the basis for all business activities, the Group will further enhance its “integrated operational capability” and aim to realize “maritime shipping redefined” and sustainable enhancement of its corporate value.

Balena coordinates transport to Iraq

MHSCL appoints its Management team

Polaris completes the first phase of Far East project

K LINE formulates a medium-term management plan

Altius coordinates shipment from Linz to Santander

Wallenius Wilhelmsen expands its fleet renewal program

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

Polaris Projects, the specialised project logistics division of Polaris Shipping Agencies in the UAE, have successfully completed the first phase of an ongoing project involving the transportation of oversized pressure filters to the Far East, with subsequent lots to follow.

“Complex project logistics delivered through precision planning, cross-border coordination and cost-effective solutions.”

Measuring approximately 23m long, 4.5m wide and 4.5m high, with an individual weight of 90mtn, the units require specialised transportation and meticulous logistical planning.

Amid geopolitical uncertainty in the Middle East and the absence of direct vessel services from UAE ports for this movement, Polaris Projects developed an alternative logistics solution to maintain project progress and optimise costs.

The initial road leg involved transporting the filters from the UAE to the Polaris storage yard in Oman, 15km from the intended loading port. The operation required specialised trailers, route surveys, street furniture removals, cross-border permits, and escort arrangements.

With significant congestion at Omani ports and vessel berthing delays extending to approximately one month, Polaris Projects coordinated cargo staging and vessel arrangements to help minimise delays and maintain operational efficiency.

Polaris Projects is coordinating the project logistics chain from the UAE to the Far East, covering: Route surveys, transport planning and infrastructure adjustments; UAE and Oman permits and escort arrangements; Specialised heavy-lift and oversized cargo transportation; Customs clearance, temporary import and re-export formalities; Suitable charter vessel sourcing and cargo loading coordination.

The successful completion of the first lot reflects Polaris Projects’ commitment to safety, regulatory compliance, cost efficiency and reliable project execution.

“With the project now underway and further lots to follow, Polaris Projects remains focused on delivering safe, efficient, and dependable logistics solutions throughout the subsequent shipment phases.”

Established in 1992, Polaris Shipping Agencies has built a strong reputation in the UAE for project logistics and shipping agency services.

As official port agents for several leading European heavy-lift carriers operating across the Middle East and Persian Gulf, Polaris provides tailored, end-to-end solutions for heavy-lift, out-of-gauge and complex project cargo.

Balena coordinates transport to Iraq

MHSCL appoints its Management team

Polaris completes the first phase of Far East project

K LINE formulates a medium-term management plan

Altius coordinates shipment from Linz to Santander

Wallenius Wilhelmsen expands its fleet renewal program

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

Polaris Projects, the specialised project logistics division of Polaris Shipping Agencies in the UAE, have successfully completed the first phase of an ongoing project involving the transportation of oversized pressure filters to the Far East, with subsequent lots to follow.

“Complex project logistics delivered through precision planning, cross-border coordination and cost-effective solutions.”

Measuring approximately 23m long, 4.5m wide and 4.5m high, with an individual weight of 90mtn, the units require specialised transportation and meticulous logistical planning.

Amid geopolitical uncertainty in the Middle East and the absence of direct vessel services from UAE ports for this movement, Polaris Projects developed an alternative logistics solution to maintain project progress and optimise costs.

The initial road leg involved transporting the filters from the UAE to the Polaris storage yard in Oman, 15km from the intended loading port. The operation required specialised trailers, route surveys, street furniture removals, cross-border permits, and escort arrangements.

With significant congestion at Omani ports and vessel berthing delays extending to approximately one month, Polaris Projects coordinated cargo staging and vessel arrangements to help minimise delays and maintain operational efficiency.

Polaris Projects is coordinating the project logistics chain from the UAE to the Far East, covering: Route surveys, transport planning and infrastructure adjustments; UAE and Oman permits and escort arrangements; Specialised heavy-lift and oversized cargo transportation; Customs clearance, temporary import and re-export formalities; Suitable charter vessel sourcing and cargo loading coordination.

The successful completion of the first lot reflects Polaris Projects’ commitment to safety, regulatory compliance, cost efficiency and reliable project execution.

“With the project now underway and further lots to follow, Polaris Projects remains focused on delivering safe, efficient, and dependable logistics solutions throughout the subsequent shipment phases.”

Established in 1992, Polaris Shipping Agencies has built a strong reputation in the UAE for project logistics and shipping agency services.

As official port agents for several leading European heavy-lift carriers operating across the Middle East and Persian Gulf, Polaris provides tailored, end-to-end solutions for heavy-lift, out-of-gauge and complex project cargo.

Balena coordinates transport to Iraq

MHSCL appoints its Management team

Polaris completes the first phase of Far East project

K LINE formulates a medium-term management plan

Altius coordinates shipment from Linz to Santander

Wallenius Wilhelmsen expands its fleet renewal program

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

Kawasaki Kisen Kaisha, Ltd. (“K” LINE) has now formulated a medium-term management plan covering the period from FY2027 to FY2031 (“Medium-Term Management Plan”).

To coincide with this, “K” LINE formulated the “K” LINE AI & Digital Strategy (“AI & Digital Strategy”) and also revised “K” LINE Environmental Vision 2050 — Blue Seas for the Future — (“Environmental Vision”).

Under the Medium-Term Management Plan, with “Shipping Redefined.” as its theme, “K” LINE will leverage its strength “integrated capability” from front lines of our businesses, to expand from the core marine transportation business into adjacent fields such as maritime industry, logistics, and energy / various supply chains. “K” LINE will combine businesses and functions to enhance the value and achieve improvement in competitiveness and profitability. Additionally, while ensuring financial soundness, “K” LINE will work to optimize capital allocation through growth investment and shareholder returns.

Toward achieving an ROE of 15% or higher over the medium to long term, “K” LINE will pursue profit growth and capital efficiency improvement as two key pillars and aim to enhance corporate value.

Leverage “K” LINE’s “integrated capability” from the front lines of our businesses to combine businesses and functions in areas where the strength can be utilized, thereby enhancing the value and achieve business growth and improvement in profitability.
Image of Strategic Approach
Image of Strategic Approach

Goals: Aim to enhance corporate value by pursuing profit growth and capital efficiency improvement as two key pillars.

KPIs (FY2031 targets): ROE: 15% or higher (Companywide); Net income: 120.0 billion yen + α (“K” LINE’s own businesses); Equity ratio: around 40–50% (Companywide); ROIC: 7.5% or higher (Companywide).

Cash Allocation (cumulative total during the Medium-Term Management Plan period): Operating cash flows 　　 ：1.0–1.1 trillion yen; Financial cash flows 　　 ：600.0 billion yen; Investing cash flows (net) ：900.0 billion yen (inflow: 200.0 billion yen / outflow: 1.1 trillion yen); Shareholder returns 　　 ：700.0–800.0 billion yen (planned dividends of 120 yen per share or more, equivalent to 350.0 billion yen), plus responsive additional return delivery of 350.0-450.0 billion yen (through dividends or share repurchase).
Image of Cash Allocation Breakdown
Image of Cash Allocation Breakdown

“K” LINE formulated a Digital Transformation (DX) strategy in December 2021 and has been working on laying the foundations for driving DX and transforming business operations. Under the newly formulated AI & Digital Strategy, “K” LINE anticipates what the maritime shipping industry will look like in the future in view of developments in data, AI and other digital technologies and clearly sets out priority issues to be addressed during the period of the Medium-Term Management Plan. Through data and AI, “K” LINE will give depth and breadth to its “integrated operational capability” and further enhance the core value it provides in the form of safe and reliable transportation, as a reward to stakeholders.

In light of changes in environmental issues and societal demands, “K” LINE revised its Environmental Vision for the third time since its formulation in 2015, marking its first revision since 2021. “K” LINE will aim for net zero greenhouse gas emissions across Scope 1, 2 and 3 by 2050. It also set an interim target of improving Scope 1 CO2 emission efficiency by 40% from the 2024 level by 2035 and is working on initiatives in conjunction with the Medium-Term Management Plan.

“K” LINE Group will drive initiatives based on the Medium-Term Management Plan, AI & Digital Strategy and Environmental Vision in an integrated manner. With safety in navigation and cargo operations as the basis for all business activities, the Group will further enhance its “integrated operational capability” and aim to realize “maritime shipping redefined” and sustainable enhancement of its corporate value.

Balena coordinates transport to Iraq

MHSCL appoints its Management team

Polaris completes the first phase of Far East project

K LINE formulates a medium-term management plan

Altius coordinates shipment from Linz to Santander

Wallenius Wilhelmsen expands its fleet renewal program

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

Kawasaki Kisen Kaisha, Ltd. (“K” LINE) has now formulated a medium-term management plan covering the period from FY2027 to FY2031 (“Medium-Term Management Plan”).

To coincide with this, “K” LINE formulated the “K” LINE AI & Digital Strategy (“AI & Digital Strategy”) and also revised “K” LINE Environmental Vision 2050 — Blue Seas for the Future — (“Environmental Vision”).

Under the Medium-Term Management Plan, with “Shipping Redefined.” as its theme, “K” LINE will leverage its strength “integrated capability” from front lines of our businesses, to expand from the core marine transportation business into adjacent fields such as maritime industry, logistics, and energy / various supply chains. “K” LINE will combine businesses and functions to enhance the value and achieve improvement in competitiveness and profitability. Additionally, while ensuring financial soundness, “K” LINE will work to optimize capital allocation through growth investment and shareholder returns.

Toward achieving an ROE of 15% or higher over the medium to long term, “K” LINE will pursue profit growth and capital efficiency improvement as two key pillars and aim to enhance corporate value.

Leverage “K” LINE’s “integrated capability” from the front lines of our businesses to combine businesses and functions in areas where the strength can be utilized, thereby enhancing the value and achieve business growth and improvement in profitability.
Image of Strategic Approach
Image of Strategic Approach

Goals: Aim to enhance corporate value by pursuing profit growth and capital efficiency improvement as two key pillars.

KPIs (FY2031 targets): ROE: 15% or higher (Companywide); Net income: 120.0 billion yen + α (“K” LINE’s own businesses); Equity ratio: around 40–50% (Companywide); ROIC: 7.5% or higher (Companywide).

Cash Allocation (cumulative total during the Medium-Term Management Plan period): Operating cash flows 　　 ：1.0–1.1 trillion yen; Financial cash flows 　　 ：600.0 billion yen; Investing cash flows (net) ：900.0 billion yen (inflow: 200.0 billion yen / outflow: 1.1 trillion yen); Shareholder returns 　　 ：700.0–800.0 billion yen (planned dividends of 120 yen per share or more, equivalent to 350.0 billion yen), plus responsive additional return delivery of 350.0-450.0 billion yen (through dividends or share repurchase).
Image of Cash Allocation Breakdown
Image of Cash Allocation Breakdown

“K” LINE formulated a Digital Transformation (DX) strategy in December 2021 and has been working on laying the foundations for driving DX and transforming business operations. Under the newly formulated AI & Digital Strategy, “K” LINE anticipates what the maritime shipping industry will look like in the future in view of developments in data, AI and other digital technologies and clearly sets out priority issues to be addressed during the period of the Medium-Term Management Plan. Through data and AI, “K” LINE will give depth and breadth to its “integrated operational capability” and further enhance the core value it provides in the form of safe and reliable transportation, as a reward to stakeholders.

In light of changes in environmental issues and societal demands, “K” LINE revised its Environmental Vision for the third time since its formulation in 2015, marking its first revision since 2021. “K” LINE will aim for net zero greenhouse gas emissions across Scope 1, 2 and 3 by 2050. It also set an interim target of improving Scope 1 CO2 emission efficiency by 40% from the 2024 level by 2035 and is working on initiatives in conjunction with the Medium-Term Management Plan.

“K” LINE Group will drive initiatives based on the Medium-Term Management Plan, AI & Digital Strategy and Environmental Vision in an integrated manner. With safety in navigation and cargo operations as the basis for all business activities, the Group will further enhance its “integrated operational capability” and aim to realize “maritime shipping redefined” and sustainable enhancement of its corporate value.

Balena coordinates transport to Iraq

MHSCL appoints its Management team

Polaris completes the first phase of Far East project

K LINE formulates a medium-term management plan

Altius coordinates shipment from Linz to Santander

Wallenius Wilhelmsen expands its fleet renewal program

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

Polaris Projects, the specialised project logistics division of Polaris Shipping Agencies in the UAE, have successfully completed the first phase of an ongoing project involving the transportation of oversized pressure filters to the Far East, with subsequent lots to follow.

“Complex project logistics delivered through precision planning, cross-border coordination and cost-effective solutions.”

Measuring approximately 23m long, 4.5m wide and 4.5m high, with an individual weight of 90mtn, the units require specialised transportation and meticulous logistical planning.

Amid geopolitical uncertainty in the Middle East and the absence of direct vessel services from UAE ports for this movement, Polaris Projects developed an alternative logistics solution to maintain project progress and optimise costs.

The initial road leg involved transporting the filters from the UAE to the Polaris storage yard in Oman, 15km from the intended loading port. The operation required specialised trailers, route surveys, street furniture removals, cross-border permits, and escort arrangements.

With significant congestion at Omani ports and vessel berthing delays extending to approximately one month, Polaris Projects coordinated cargo staging and vessel arrangements to help minimise delays and maintain operational efficiency.

Polaris Projects is coordinating the project logistics chain from the UAE to the Far East, covering: Route surveys, transport planning and infrastructure adjustments; UAE and Oman permits and escort arrangements; Specialised heavy-lift and oversized cargo transportation; Customs clearance, temporary import and re-export formalities; Suitable charter vessel sourcing and cargo loading coordination.

The successful completion of the first lot reflects Polaris Projects’ commitment to safety, regulatory compliance, cost efficiency and reliable project execution.

“With the project now underway and further lots to follow, Polaris Projects remains focused on delivering safe, efficient, and dependable logistics solutions throughout the subsequent shipment phases.”

Established in 1992, Polaris Shipping Agencies has built a strong reputation in the UAE for project logistics and shipping agency services.

As official port agents for several leading European heavy-lift carriers operating across the Middle East and Persian Gulf, Polaris provides tailored, end-to-end solutions for heavy-lift, out-of-gauge and complex project cargo.

Balena coordinates transport to Iraq

MHSCL appoints its Management team

Polaris completes the first phase of Far East project

K LINE formulates a medium-term management plan

Altius coordinates shipment from Linz to Santander

Wallenius Wilhelmsen expands its fleet renewal program

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

Polaris Projects, the specialised project logistics division of Polaris Shipping Agencies in the UAE, have successfully completed the first phase of an ongoing project involving the transportation of oversized pressure filters to the Far East, with subsequent lots to follow.

“Complex project logistics delivered through precision planning, cross-border coordination and cost-effective solutions.”

Measuring approximately 23m long, 4.5m wide and 4.5m high, with an individual weight of 90mtn, the units require specialised transportation and meticulous logistical planning.

Amid geopolitical uncertainty in the Middle East and the absence of direct vessel services from UAE ports for this movement, Polaris Projects developed an alternative logistics solution to maintain project progress and optimise costs.

The initial road leg involved transporting the filters from the UAE to the Polaris storage yard in Oman, 15km from the intended loading port. The operation required specialised trailers, route surveys, street furniture removals, cross-border permits, and escort arrangements.

With significant congestion at Omani ports and vessel berthing delays extending to approximately one month, Polaris Projects coordinated cargo staging and vessel arrangements to help minimise delays and maintain operational efficiency.

Polaris Projects is coordinating the project logistics chain from the UAE to the Far East, covering: Route surveys, transport planning and infrastructure adjustments; UAE and Oman permits and escort arrangements; Specialised heavy-lift and oversized cargo transportation; Customs clearance, temporary import and re-export formalities; Suitable charter vessel sourcing and cargo loading coordination.

The successful completion of the first lot reflects Polaris Projects’ commitment to safety, regulatory compliance, cost efficiency and reliable project execution.

“With the project now underway and further lots to follow, Polaris Projects remains focused on delivering safe, efficient, and dependable logistics solutions throughout the subsequent shipment phases.”

Established in 1992, Polaris Shipping Agencies has built a strong reputation in the UAE for project logistics and shipping agency services.

As official port agents for several leading European heavy-lift carriers operating across the Middle East and Persian Gulf, Polaris provides tailored, end-to-end solutions for heavy-lift, out-of-gauge and complex project cargo.

Balena coordinates transport to Iraq

MHSCL appoints its Management team

Polaris completes the first phase of Far East project

K LINE formulates a medium-term management plan

Altius coordinates shipment from Linz to Santander

Wallenius Wilhelmsen expands its fleet renewal program

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

Kawasaki Kisen Kaisha, Ltd. (“K” LINE) has now formulated a medium-term management plan covering the period from FY2027 to FY2031 (“Medium-Term Management Plan”).

To coincide with this, “K” LINE formulated the “K” LINE AI & Digital Strategy (“AI & Digital Strategy”) and also revised “K” LINE Environmental Vision 2050 — Blue Seas for the Future — (“Environmental Vision”).

Under the Medium-Term Management Plan, with “Shipping Redefined.” as its theme, “K” LINE will leverage its strength “integrated capability” from front lines of our businesses, to expand from the core marine transportation business into adjacent fields such as maritime industry, logistics, and energy / various supply chains. “K” LINE will combine businesses and functions to enhance the value and achieve improvement in competitiveness and profitability. Additionally, while ensuring financial soundness, “K” LINE will work to optimize capital allocation through growth investment and shareholder returns.

Toward achieving an ROE of 15% or higher over the medium to long term, “K” LINE will pursue profit growth and capital efficiency improvement as two key pillars and aim to enhance corporate value.

Leverage “K” LINE’s “integrated capability” from the front lines of our businesses to combine businesses and functions in areas where the strength can be utilized, thereby enhancing the value and achieve business growth and improvement in profitability.
Image of Strategic Approach
Image of Strategic Approach

Goals: Aim to enhance corporate value by pursuing profit growth and capital efficiency improvement as two key pillars.

KPIs (FY2031 targets): ROE: 15% or higher (Companywide); Net income: 120.0 billion yen + α (“K” LINE’s own businesses); Equity ratio: around 40–50% (Companywide); ROIC: 7.5% or higher (Companywide).

Cash Allocation (cumulative total during the Medium-Term Management Plan period): Operating cash flows 　　 ：1.0–1.1 trillion yen; Financial cash flows 　　 ：600.0 billion yen; Investing cash flows (net) ：900.0 billion yen (inflow: 200.0 billion yen / outflow: 1.1 trillion yen); Shareholder returns 　　 ：700.0–800.0 billion yen (planned dividends of 120 yen per share or more, equivalent to 350.0 billion yen), plus responsive additional return delivery of 350.0-450.0 billion yen (through dividends or share repurchase).
Image of Cash Allocation Breakdown
Image of Cash Allocation Breakdown

“K” LINE formulated a Digital Transformation (DX) strategy in December 2021 and has been working on laying the foundations for driving DX and transforming business operations. Under the newly formulated AI & Digital Strategy, “K” LINE anticipates what the maritime shipping industry will look like in the future in view of developments in data, AI and other digital technologies and clearly sets out priority issues to be addressed during the period of the Medium-Term Management Plan. Through data and AI, “K” LINE will give depth and breadth to its “integrated operational capability” and further enhance the core value it provides in the form of safe and reliable transportation, as a reward to stakeholders.

In light of changes in environmental issues and societal demands, “K” LINE revised its Environmental Vision for the third time since its formulation in 2015, marking its first revision since 2021. “K” LINE will aim for net zero greenhouse gas emissions across Scope 1, 2 and 3 by 2050. It also set an interim target of improving Scope 1 CO2 emission efficiency by 40% from the 2024 level by 2035 and is working on initiatives in conjunction with the Medium-Term Management Plan.

“K” LINE Group will drive initiatives based on the Medium-Term Management Plan, AI & Digital Strategy and Environmental Vision in an integrated manner. With safety in navigation and cargo operations as the basis for all business activities, the Group will further enhance its “integrated operational capability” and aim to realize “maritime shipping redefined” and sustainable enhancement of its corporate value.

Balena coordinates transport to Iraq

MHSCL appoints its Management team

Polaris completes the first phase of Far East project

K LINE formulates a medium-term management plan

Altius coordinates shipment from Linz to Santander

Wallenius Wilhelmsen expands its fleet renewal program

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

Kawasaki Kisen Kaisha, Ltd. (“K” LINE) has now formulated a medium-term management plan covering the period from FY2027 to FY2031 (“Medium-Term Management Plan”).

To coincide with this, “K” LINE formulated the “K” LINE AI & Digital Strategy (“AI & Digital Strategy”) and also revised “K” LINE Environmental Vision 2050 — Blue Seas for the Future — (“Environmental Vision”).

Under the Medium-Term Management Plan, with “Shipping Redefined.” as its theme, “K” LINE will leverage its strength “integrated capability” from front lines of our businesses, to expand from the core marine transportation business into adjacent fields such as maritime industry, logistics, and energy / various supply chains. “K” LINE will combine businesses and functions to enhance the value and achieve improvement in competitiveness and profitability. Additionally, while ensuring financial soundness, “K” LINE will work to optimize capital allocation through growth investment and shareholder returns.

Toward achieving an ROE of 15% or higher over the medium to long term, “K” LINE will pursue profit growth and capital efficiency improvement as two key pillars and aim to enhance corporate value.

Leverage “K” LINE’s “integrated capability” from the front lines of our businesses to combine businesses and functions in areas where the strength can be utilized, thereby enhancing the value and achieve business growth and improvement in profitability.
Image of Strategic Approach
Image of Strategic Approach

Goals: Aim to enhance corporate value by pursuing profit growth and capital efficiency improvement as two key pillars.

KPIs (FY2031 targets): ROE: 15% or higher (Companywide); Net income: 120.0 billion yen + α (“K” LINE’s own businesses); Equity ratio: around 40–50% (Companywide); ROIC: 7.5% or higher (Companywide).

Cash Allocation (cumulative total during the Medium-Term Management Plan period): Operating cash flows 　　 ：1.0–1.1 trillion yen; Financial cash flows 　　 ：600.0 billion yen; Investing cash flows (net) ：900.0 billion yen (inflow: 200.0 billion yen / outflow: 1.1 trillion yen); Shareholder returns 　　 ：700.0–800.0 billion yen (planned dividends of 120 yen per share or more, equivalent to 350.0 billion yen), plus responsive additional return delivery of 350.0-450.0 billion yen (through dividends or share repurchase).
Image of Cash Allocation Breakdown
Image of Cash Allocation Breakdown

“K” LINE formulated a Digital Transformation (DX) strategy in December 2021 and has been working on laying the foundations for driving DX and transforming business operations. Under the newly formulated AI & Digital Strategy, “K” LINE anticipates what the maritime shipping industry will look like in the future in view of developments in data, AI and other digital technologies and clearly sets out priority issues to be addressed during the period of the Medium-Term Management Plan. Through data and AI, “K” LINE will give depth and breadth to its “integrated operational capability” and further enhance the core value it provides in the form of safe and reliable transportation, as a reward to stakeholders.

In light of changes in environmental issues and societal demands, “K” LINE revised its Environmental Vision for the third time since its formulation in 2015, marking its first revision since 2021. “K” LINE will aim for net zero greenhouse gas emissions across Scope 1, 2 and 3 by 2050. It also set an interim target of improving Scope 1 CO2 emission efficiency by 40% from the 2024 level by 2035 and is working on initiatives in conjunction with the Medium-Term Management Plan.

“K” LINE Group will drive initiatives based on the Medium-Term Management Plan, AI & Digital Strategy and Environmental Vision in an integrated manner. With safety in navigation and cargo operations as the basis for all business activities, the Group will further enhance its “integrated operational capability” and aim to realize “maritime shipping redefined” and sustainable enhancement of its corporate value.

Balena coordinates transport to Iraq

MHSCL appoints its Management team

Polaris completes the first phase of Far East project

K LINE formulates a medium-term management plan

Altius coordinates shipment from Linz to Santander

Wallenius Wilhelmsen expands its fleet renewal program

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

Polaris Projects, the specialised project logistics division of Polaris Shipping Agencies in the UAE, have successfully completed the first phase of an ongoing project involving the transportation of oversized pressure filters to the Far East, with subsequent lots to follow.

“Complex project logistics delivered through precision planning, cross-border coordination and cost-effective solutions.”

Measuring approximately 23m long, 4.5m wide and 4.5m high, with an individual weight of 90mtn, the units require specialised transportation and meticulous logistical planning.

Amid geopolitical uncertainty in the Middle East and the absence of direct vessel services from UAE ports for this movement, Polaris Projects developed an alternative logistics solution to maintain project progress and optimise costs.

The initial road leg involved transporting the filters from the UAE to the Polaris storage yard in Oman, 15km from the intended loading port. The operation required specialised trailers, route surveys, street furniture removals, cross-border permits, and escort arrangements.

With significant congestion at Omani ports and vessel berthing delays extending to approximately one month, Polaris Projects coordinated cargo staging and vessel arrangements to help minimise delays and maintain operational efficiency.

Polaris Projects is coordinating the project logistics chain from the UAE to the Far East, covering: Route surveys, transport planning and infrastructure adjustments; UAE and Oman permits and escort arrangements; Specialised heavy-lift and oversized cargo transportation; Customs clearance, temporary import and re-export formalities; Suitable charter vessel sourcing and cargo loading coordination.

The successful completion of the first lot reflects Polaris Projects’ commitment to safety, regulatory compliance, cost efficiency and reliable project execution.

“With the project now underway and further lots to follow, Polaris Projects remains focused on delivering safe, efficient, and dependable logistics solutions throughout the subsequent shipment phases.”

Established in 1992, Polaris Shipping Agencies has built a strong reputation in the UAE for project logistics and shipping agency services.

As official port agents for several leading European heavy-lift carriers operating across the Middle East and Persian Gulf, Polaris provides tailored, end-to-end solutions for heavy-lift, out-of-gauge and complex project cargo.

Balena coordinates transport to Iraq

MHSCL appoints its Management team

Polaris completes the first phase of Far East project

K LINE formulates a medium-term management plan

Altius coordinates shipment from Linz to Santander

Wallenius Wilhelmsen expands its fleet renewal program

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

Polaris Projects, the specialised project logistics division of Polaris Shipping Agencies in the UAE, have successfully completed the first phase of an ongoing project involving the transportation of oversized pressure filters to the Far East, with subsequent lots to follow.

“Complex project logistics delivered through precision planning, cross-border coordination and cost-effective solutions.”

Measuring approximately 23m long, 4.5m wide and 4.5m high, with an individual weight of 90mtn, the units require specialised transportation and meticulous logistical planning.

Amid geopolitical uncertainty in the Middle East and the absence of direct vessel services from UAE ports for this movement, Polaris Projects developed an alternative logistics solution to maintain project progress and optimise costs.

The initial road leg involved transporting the filters from the UAE to the Polaris storage yard in Oman, 15km from the intended loading port. The operation required specialised trailers, route surveys, street furniture removals, cross-border permits, and escort arrangements.

With significant congestion at Omani ports and vessel berthing delays extending to approximately one month, Polaris Projects coordinated cargo staging and vessel arrangements to help minimise delays and maintain operational efficiency.

Polaris Projects is coordinating the project logistics chain from the UAE to the Far East, covering: Route surveys, transport planning and infrastructure adjustments; UAE and Oman permits and escort arrangements; Specialised heavy-lift and oversized cargo transportation; Customs clearance, temporary import and re-export formalities; Suitable charter vessel sourcing and cargo loading coordination.

The successful completion of the first lot reflects Polaris Projects’ commitment to safety, regulatory compliance, cost efficiency and reliable project execution.

“With the project now underway and further lots to follow, Polaris Projects remains focused on delivering safe, efficient, and dependable logistics solutions throughout the subsequent shipment phases.”

Established in 1992, Polaris Shipping Agencies has built a strong reputation in the UAE for project logistics and shipping agency services.

As official port agents for several leading European heavy-lift carriers operating across the Middle East and Persian Gulf, Polaris provides tailored, end-to-end solutions for heavy-lift, out-of-gauge and complex project cargo.

Balena coordinates transport to Iraq

MHSCL appoints its Management team

Polaris completes the first phase of Far East project

K LINE formulates a medium-term management plan

Altius coordinates shipment from Linz to Santander

Wallenius Wilhelmsen expands its fleet renewal program

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

At Altius, we coordinated the entire transport operation for four 132-tonne rotors measuring 7.18 x 3.08 x 3.30 m from Linz (Austria) to the Port of Santander.

Each rotor travels as a separate shipment: first by barge along the Danube and the Rhine to Antwerp, and then by coastal vessel to Santander. There, we hand it over to Arbegui, our partner on this project, which handles the final road leg to the site and the installation.

The second shipment, loaded in mid-August 2026, sailed during one of the worst droughts in living memory on Europe’s major rivers. It arrived in Santander in late September, without incident.

A multimodal operation from Austria to Cantabria.

Our industrial projects team coordinates each shipment from the supplier’s plant in Linz through to delivery at the Port of Santander. There are five linked phases, and in each one the rotor changes its mode of transport:Barge loading in Linz. We load the rotor directly from the supplier’s plant, on the banks of the Danube.

Inland navigation to Antwerp. The barge crosses the heart of Europe, mainly along the Danube and the Rhine, to the Belgian port.

Transshipment in Antwerp. We unload the rotor from the barge and load it onto a coastal vessel.

Sea transport to Santander. Before departure, we calculate and carry out the lashing and securing of the piece to limit any movement and keep it properly secured throughout the voyage.

Unloading in Santander. We unload the rotor and load it onto Arbegui’s special transport equipment, which takes it to its final destination.

Combining inland waterways and sea transport allows us to move a piece of this size and weight without driving halfway across Europe. The key is ensuring every mode change is planned down to the last detail: a delay in a transshipment impacts the entire chain.

Sailing the Danube and the Rhine with the rivers at record lows.

The second shipment left Linz in mid-August, during a period of exceptionally low levels on the Danube and the Rhine. That summer, Europe’s major rivers recorded their lowest flows in decades: the Rhine fell to 74 cm in Cologne in July, and the Danube dropped below operational limits for deep-draft vessels in some stretches, according to data from the European Commission’s Joint Research Centre.

With less water, a barge carrying 132 tonnes runs the risk of running aground or being forced to stop mid-route. To prevent this, we acted on three fronts: We chose a barge with the right draft. We sourced a vessel that, with the rotor on board, could sail with sufficient clearance above the riverbed.

We monitored water levels at all times. We tracked flow levels daily along each stretch of the route to anticipate any change.

We kept all parties informed. The client, Arbegui, and the rest of the suppliers knew at all times where the cargo was and what could happen in the days ahead.

The rotor arrived in Santander in late September. When the rivers don’t cooperate, what makes the difference is having a plan, reviewing it every day, and relying on a team that knows each stretch of the route inside out.

The third shipment is scheduled for early 2027, with a fourth still to follow.

Altius coordinates shipment from Linz to Santander

Wallenius Wilhelmsen expands its fleet renewal program

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

Tadano hoists tram bridge in Bologna

Chipolbrok and Tripcovich celebrate 40 years of cooperation

Mammoet signs MOU to advance development at the Port of Argentia

Rhenus introduces new smart picking technology for Merck

At Altius, we coordinated the entire transport operation for four 132-tonne rotors measuring 7.18 x 3.08 x 3.30 m from Linz (Austria) to the Port of Santander.

Each rotor travels as a separate shipment: first by barge along the Danube and the Rhine to Antwerp, and then by coastal vessel to Santander. There, we hand it over to Arbegui, our partner on this project, which handles the final road leg to the site and the installation.

The second shipment, loaded in mid-August 2026, sailed during one of the worst droughts in living memory on Europe’s major rivers. It arrived in Santander in late September, without incident.

A multimodal operation from Austria to Cantabria.

Our industrial projects team coordinates each shipment from the supplier’s plant in Linz through to delivery at the Port of Santander. There are five linked phases, and in each one the rotor changes its mode of transport:Barge loading in Linz. We load the rotor directly from the supplier’s plant, on the banks of the Danube.

Inland navigation to Antwerp. The barge crosses the heart of Europe, mainly along the Danube and the Rhine, to the Belgian port.

Transshipment in Antwerp. We unload the rotor from the barge and load it onto a coastal vessel.

Sea transport to Santander. Before departure, we calculate and carry out the lashing and securing of the piece to limit any movement and keep it properly secured throughout the voyage.

Unloading in Santander. We unload the rotor and load it onto Arbegui’s special transport equipment, which takes it to its final destination.

Combining inland waterways and sea transport allows us to move a piece of this size and weight without driving halfway across Europe. The key is ensuring every mode change is planned down to the last detail: a delay in a transshipment impacts the entire chain.

Sailing the Danube and the Rhine with the rivers at record lows.

The second shipment left Linz in mid-August, during a period of exceptionally low levels on the Danube and the Rhine. That summer, Europe’s major rivers recorded their lowest flows in decades: the Rhine fell to 74 cm in Cologne in July, and the Danube dropped below operational limits for deep-draft vessels in some stretches, according to data from the European Commission’s Joint Research Centre.

With less water, a barge carrying 132 tonnes runs the risk of running aground or being forced to stop mid-route. To prevent this, we acted on three fronts: We chose a barge with the right draft. We sourced a vessel that, with the rotor on board, could sail with sufficient clearance above the riverbed.

We monitored water levels at all times. We tracked flow levels daily along each stretch of the route to anticipate any change.

We kept all parties informed. The client, Arbegui, and the rest of the suppliers knew at all times where the cargo was and what could happen in the days ahead.

The rotor arrived in Santander in late September. When the rivers don’t cooperate, what makes the difference is having a plan, reviewing it every day, and relying on a team that knows each stretch of the route inside out.

The third shipment is scheduled for early 2027, with a fourth still to follow.

Altius coordinates shipment from Linz to Santander

Wallenius Wilhelmsen expands its fleet renewal program

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

Tadano hoists tram bridge in Bologna

Chipolbrok and Tripcovich celebrate 40 years of cooperation

Mammoet signs MOU to advance development at the Port of Argentia

Rhenus introduces new smart picking technology for Merck

Wallenius Wilhelmsen has signed agreements for four new dual-fuel Pure Car and Truck Carriers (PCTCs) and secured options for up to eight more, expanding its fleet renewal program to provide the capacity, flexibility and efficiency customers will need into the next decades.

After launching the largest fleet renewal program in the company’s history in 2023, Wallenius Wilhelmsen is now taking the next step, adding capacity to meet future demand and support long-term growth.

The new vessels will strengthen operational flexibility across the company’s global network, helping Wallenius Wilhelmsen respond to evolving customer needs while further developing its leading position in the deep-sea RoRo market.

“We continue to see attractive opportunities in the segments we serve and want to ensure we have the capacity, flexibility and efficiency needed to support our customers well into the next decades,” says Xavier Leroi, Chief Operating Officer Shipping Services at Wallenius Wilhelmsen, adding:

“Expanding our newbuilding program with deliveries from 2030 reflects our confidence in the long-term fundamentals of the market. We are investing now to ensure we can continue to grow with our customers while further developing our leading position in deep-sea RoRo.”

The investment builds on Wallenius Wilhelmsen’s ongoing Shaper Class fleet renewal program, with vessels already being delivered and entering service. Together, the vessels will modernize the fleet, add capacity and strengthen operational flexibility across the company’s global network.

Purpose-built for Wallenius Wilhelmsen’s trading patterns, the Shaper Class combines hoistable decks, strong ramps and adaptable cargo spaces to accommodate a broad range of cargo. Its future-ready design also supports Wallenius Wilhelmsen’s ambition to make lower-carbon transportation increasingly available and affordable for customers.

Wallenius Wilhelmsen reached the agreement with Jinling Shipyard (Jiangsu) following the company’s private placement announced earlier in October 2026. The vessels will have 9,900 CEU capacity and dual-fuel LNG engines. The four firm vessels will be delivered from mid-2030, with options for four additional vessels in 2031 and a further four in 2032. Assuming all options are exercised, the total capex is expected to be around USD 1.5bn.

Wallenius Wilhelmsen’s fleet renewal program now totals 26 vessels, including options, and will enable the company to keep supporting its customers’ evolving logistics needs.

Altius coordinates shipment from Linz to Santander

Wallenius Wilhelmsen expands its fleet renewal program

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

Tadano hoists tram bridge in Bologna

Chipolbrok and Tripcovich celebrate 40 years of cooperation

Mammoet signs MOU to advance development at the Port of Argentia

Rhenus introduces new smart picking technology for Merck

Wallenius Wilhelmsen has signed agreements for four new dual-fuel Pure Car and Truck Carriers (PCTCs) and secured options for up to eight more, expanding its fleet renewal program to provide the capacity, flexibility and efficiency customers will need into the next decades.

After launching the largest fleet renewal program in the company’s history in 2023, Wallenius Wilhelmsen is now taking the next step, adding capacity to meet future demand and support long-term growth.

The new vessels will strengthen operational flexibility across the company’s global network, helping Wallenius Wilhelmsen respond to evolving customer needs while further developing its leading position in the deep-sea RoRo market.

“We continue to see attractive opportunities in the segments we serve and want to ensure we have the capacity, flexibility and efficiency needed to support our customers well into the next decades,” says Xavier Leroi, Chief Operating Officer Shipping Services at Wallenius Wilhelmsen, adding:

“Expanding our newbuilding program with deliveries from 2030 reflects our confidence in the long-term fundamentals of the market. We are investing now to ensure we can continue to grow with our customers while further developing our leading position in deep-sea RoRo.”

The investment builds on Wallenius Wilhelmsen’s ongoing Shaper Class fleet renewal program, with vessels already being delivered and entering service. Together, the vessels will modernize the fleet, add capacity and strengthen operational flexibility across the company’s global network.

Purpose-built for Wallenius Wilhelmsen’s trading patterns, the Shaper Class combines hoistable decks, strong ramps and adaptable cargo spaces to accommodate a broad range of cargo. Its future-ready design also supports Wallenius Wilhelmsen’s ambition to make lower-carbon transportation increasingly available and affordable for customers.

Wallenius Wilhelmsen reached the agreement with Jinling Shipyard (Jiangsu) following the company’s private placement announced earlier in October 2026. The vessels will have 9,900 CEU capacity and dual-fuel LNG engines. The four firm vessels will be delivered from mid-2030, with options for four additional vessels in 2031 and a further four in 2032. Assuming all options are exercised, the total capex is expected to be around USD 1.5bn.

Wallenius Wilhelmsen’s fleet renewal program now totals 26 vessels, including options, and will enable the company to keep supporting its customers’ evolving logistics needs.

Altius coordinates shipment from Linz to Santander

Wallenius Wilhelmsen expands its fleet renewal program

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

Tadano hoists tram bridge in Bologna

Chipolbrok and Tripcovich celebrate 40 years of cooperation

Mammoet signs MOU to advance development at the Port of Argentia

Rhenus introduces new smart picking technology for Merck

Two KAMAG SPCs and four KAMAG IHTs will support internal material flows at one of the most important decarbonisation projects in the Japanese steel industry.

The Japanese steel manufacturer JFE Steel Corporation has commissioned TII KAMAG to supply two KAMAG Slag Pot Carriers (SPC) and four KAMAG Industrial Lift Transporters (IHT). The vehicles will be delivered to JFE Logistics Corporation via Mitsui & Co. Project Solutions. Ltd., TII KAMAG’s local distribution partner and supplier for the project and will be deployed at one of Japan’s new Electric Arc Furnace (EAF) steel plants, where they will perform key transport tasks within the production process.

With the construction of the new plant, JFE Steel aims to significantly reduce CO₂ emissions from steel production. Electric Arc Furnaces are regarded worldwide as one of the key technologies for decarbonising the steel industry and play a central role in the transition towards more sustainable steel production. As a result, steel producers worldwide are investing in new EAF plants and the modernisation of existing facilities, placing their trust in TII KAMAG’s intralogistics solutions.

For TII KAMAG, the project highlights the growing importance of integrating customised transport and logistics solutions during the early planning stages of new steel plants. Today, material flows, production processes and transport concepts are increasingly considered as a whole to maximise efficiency and productivity throughout the entire lifecycle of a facility.

“The steel industry is undergoing a profound transformation worldwide. Steel mills have been moving towards decarbonization through the adoption of EAF technology, which drastically reduces CO2 emissions. This requires the transportation of greater quantities of recyclable material, especially high-quality scrap, as well as increased volumes of slag.,” says Filippo Baldassari, Managing Director at TII KAMAG. ” Taking intralogistics into account from the planning stage lays the foundation for higher productivity, more efficient processes and economically sustainable plant operation throughout the entire lifecycle.”

The two KAMAG SPCs will be used to transport molten slag at temperatures of up to 1,500°C within the steel plant. Their vehicle concept enables the precise and safe handling of heavy loads under demanding operating conditions. They are complemented by four KAMAG Industrial Lift Transporters (IHT), which are specifically designed for transporting scrap within the production environment. Together, the vehicles ensure efficient material flows and support reliable plant operations.

Close cooperation with steel manufacturers has been one of TII KAMAG’s core competencies for decades. The company supports customers around the world in planning and implementing internal transport concepts for integrated steelworks, rolling mills and, increasingly, new EAF facilities. By becoming involved at an early stage of a project, TII KAMAG is able to tailor transport solutions precisely to production processes, plant layouts and future operational requirements.

With the order from JFE Steel, TII KAMAG further strengthens its position as a trusted partner to the global steel industry. At the same time, the project highlights the growing importance of intelligent intralogistics solutions for the next generation of steel plants and the ongoing transformation towards more sustainable steel production.

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

Tadano hoists tram bridge in Bologna

Chipolbrok and Tripcovich celebrate 40 years of cooperation

Mammoet signs MOU to advance development at the Port of Argentia

Rhenus introduces new smart picking technology for Merck

TII KAMAG receives order for six KAMAG Slag Pot Carriers

Bertling Singapore loads breakbulk shipment in China

Two KAMAG SPCs and four KAMAG IHTs will support internal material flows at one of the most important decarbonisation projects in the Japanese steel industry.

The Japanese steel manufacturer JFE Steel Corporation has commissioned TII KAMAG to supply two KAMAG Slag Pot Carriers (SPC) and four KAMAG Industrial Lift Transporters (IHT). The vehicles will be delivered to JFE Logistics Corporation via Mitsui & Co. Project Solutions. Ltd., TII KAMAG’s local distribution partner and supplier for the project and will be deployed at one of Japan’s new Electric Arc Furnace (EAF) steel plants, where they will perform key transport tasks within the production process.

With the construction of the new plant, JFE Steel aims to significantly reduce CO₂ emissions from steel production. Electric Arc Furnaces are regarded worldwide as one of the key technologies for decarbonising the steel industry and play a central role in the transition towards more sustainable steel production. As a result, steel producers worldwide are investing in new EAF plants and the modernisation of existing facilities, placing their trust in TII KAMAG’s intralogistics solutions.

For TII KAMAG, the project highlights the growing importance of integrating customised transport and logistics solutions during the early planning stages of new steel plants. Today, material flows, production processes and transport concepts are increasingly considered as a whole to maximise efficiency and productivity throughout the entire lifecycle of a facility.

“The steel industry is undergoing a profound transformation worldwide. Steel mills have been moving towards decarbonization through the adoption of EAF technology, which drastically reduces CO2 emissions. This requires the transportation of greater quantities of recyclable material, especially high-quality scrap, as well as increased volumes of slag.,” says Filippo Baldassari, Managing Director at TII KAMAG. ” Taking intralogistics into account from the planning stage lays the foundation for higher productivity, more efficient processes and economically sustainable plant operation throughout the entire lifecycle.”

The two KAMAG SPCs will be used to transport molten slag at temperatures of up to 1,500°C within the steel plant. Their vehicle concept enables the precise and safe handling of heavy loads under demanding operating conditions. They are complemented by four KAMAG Industrial Lift Transporters (IHT), which are specifically designed for transporting scrap within the production environment. Together, the vehicles ensure efficient material flows and support reliable plant operations.

Close cooperation with steel manufacturers has been one of TII KAMAG’s core competencies for decades. The company supports customers around the world in planning and implementing internal transport concepts for integrated steelworks, rolling mills and, increasingly, new EAF facilities. By becoming involved at an early stage of a project, TII KAMAG is able to tailor transport solutions precisely to production processes, plant layouts and future operational requirements.

With the order from JFE Steel, TII KAMAG further strengthens its position as a trusted partner to the global steel industry. At the same time, the project highlights the growing importance of intelligent intralogistics solutions for the next generation of steel plants and the ongoing transformation towards more sustainable steel production.

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

Tadano hoists tram bridge in Bologna

Chipolbrok and Tripcovich celebrate 40 years of cooperation

Mammoet signs MOU to advance development at the Port of Argentia

Rhenus introduces new smart picking technology for Merck

TII KAMAG receives order for six KAMAG Slag Pot Carriers

Bertling Singapore loads breakbulk shipment in China

The Ministry of Defence and Rhenus have entered into a ten-year partnership agreement for the Soesterberg Logistics Centre (LCS).

In doing so, the Ministry of Defence has made a conscious decision to enter into a long-term partnership with the private sector. Both parties are investing in a strong, flexible and future-proof logistics organisation that supports the armed forces in training, exercises and deployment. At a time when resilience and readiness are becoming increasingly important, a reliable logistics chain forms an essential foundation for operational success.

The LCS, part of the Materieellogistiek Commando, plays a key role in supporting the armed forces. It forms part of the new Soesterberg Army Base, where four separate barracks are being merged into a single army base through refurbishment and new construction. The centre manages the materials and equipment that military personnel need on a daily basis for their work. As part of the partnership, Rhenus supports warehouse operations and contributes international expertise in the fields of warehousing, supply chain management and logistics optimisation.

By combining the Ministry of Defence’s military operational experience and knowledge with Rhenus’s logistics expertise, both organisations are working side by side to create a reliable and future-proof logistics chain.
The partnership is based on the principles of relational contracting, centred on trust, shared responsibility, transparency and continuous improvement. In doing so, the Ministry of Defence and Rhenus work towards shared objectives and mutual benefit, with a strong focus on results and value creation for both parties. In this way, they have opted for a form of collaboration that goes beyond a traditional client-contractor relationship and provides scope for innovation and the exchange of knowledge.

“The armed forces can only operate effectively if the logistics behind the scenes function excellently,” says Markus Simons, Managing Director of Rhenus Warehousing Solutions Netherlands. “At the Soesterberg Logistics Centre, we combine the Ministry of Defence’s operational knowledge with our logistical expertise and capacity for improvement. By working shoulder to shoulder and sharing knowledge, we make a direct contribution to the armed forces’ operational readiness. We’re proud of that!”

Mark Bours, Commander of Materieellogistiek Commando at the Royal Netherlands Army’s Land Command: “Our military personnel must be able to rely on a logistics organisation that delivers when it matters most. That requires flexibility, reliability and continuous improvement. Through this partnership, we are strengthening the foundation of our operations and enhancing our ability to support the armed forces effectively in the future.”

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

Tadano hoists tram bridge in Bologna

Chipolbrok and Tripcovich celebrate 40 years of cooperation

Mammoet signs MOU to advance development at the Port of Argentia

Rhenus introduces new smart picking technology for Merck

TII KAMAG receives order for six KAMAG Slag Pot Carriers

Bertling Singapore loads breakbulk shipment in China

The Ministry of Defence and Rhenus have entered into a ten-year partnership agreement for the Soesterberg Logistics Centre (LCS).

In doing so, the Ministry of Defence has made a conscious decision to enter into a long-term partnership with the private sector. Both parties are investing in a strong, flexible and future-proof logistics organisation that supports the armed forces in training, exercises and deployment. At a time when resilience and readiness are becoming increasingly important, a reliable logistics chain forms an essential foundation for operational success.

The LCS, part of the Materieellogistiek Commando, plays a key role in supporting the armed forces. It forms part of the new Soesterberg Army Base, where four separate barracks are being merged into a single army base through refurbishment and new construction. The centre manages the materials and equipment that military personnel need on a daily basis for their work. As part of the partnership, Rhenus supports warehouse operations and contributes international expertise in the fields of warehousing, supply chain management and logistics optimisation.

By combining the Ministry of Defence’s military operational experience and knowledge with Rhenus’s logistics expertise, both organisations are working side by side to create a reliable and future-proof logistics chain.
The partnership is based on the principles of relational contracting, centred on trust, shared responsibility, transparency and continuous improvement. In doing so, the Ministry of Defence and Rhenus work towards shared objectives and mutual benefit, with a strong focus on results and value creation for both parties. In this way, they have opted for a form of collaboration that goes beyond a traditional client-contractor relationship and provides scope for innovation and the exchange of knowledge.

“The armed forces can only operate effectively if the logistics behind the scenes function excellently,” says Markus Simons, Managing Director of Rhenus Warehousing Solutions Netherlands. “At the Soesterberg Logistics Centre, we combine the Ministry of Defence’s operational knowledge with our logistical expertise and capacity for improvement. By working shoulder to shoulder and sharing knowledge, we make a direct contribution to the armed forces’ operational readiness. We’re proud of that!”

Mark Bours, Commander of Materieellogistiek Commando at the Royal Netherlands Army’s Land Command: “Our military personnel must be able to rely on a logistics organisation that delivers when it matters most. That requires flexibility, reliability and continuous improvement. Through this partnership, we are strengthening the foundation of our operations and enhancing our ability to support the armed forces effectively in the future.”

JFE Steel commissions TII KAMAG

Rhenus and the Dutch Ministry of Defence enters into partnership

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

Tadano hoists tram bridge in Bologna

Chipolbrok and Tripcovich celebrate 40 years of cooperation

Mammoet signs MOU to advance development at the Port of Argentia

Rhenus introduces new smart picking technology for Merck

TII KAMAG receives order for six KAMAG Slag Pot Carriers

Bertling Singapore loads breakbulk shipment in China

Kalmar has secured an order from Tropical Shipping for one Kalmar Hybrid Straddle Carrier equipped with MyKalmar INSIGHT, as well as one Kalmar Reachstacker, for its container terminal in Riviera Beach, Florida, US.

The order was booked in Kalmar’s Q3 2026 order intake, with delivery scheduled for Q3 2027.

This order marks a significant milestone for Tropical Shipping as it introduces the first hybrid straddle carrier to its fleet. Addressing rising fuel costs, Tropical Shipping recognized the lifetime cost and efficiency benefits of Kalmar’s hybrid technology. With this addition, Tropical Shipping’s fleet will comprise 29 Kalmar Straddle Carriers and 25 Kalmar Reachstackers.

Douglas Cowper, Vice President of Operations, Tropical Shipping: “We are pleased to expand our fleet with Kalmar’s trusted equipment. Adding our first hybrid straddle carrier supports our goal of managing fuel and maintenance costs effectively over the machine’s lifetime while continuing to deliver reliable service across our terminal operations. This investment also reflects Tropical Shipping’s long-standing commitment to improving efficiency and reducing emissions through practical, proven technologies that support the Caribbean’s supply chain. We selected Kalmar based on our strong partnership, high equipment quality, reliable support, and the advantage of receiving both equipment types from a single partner.”

Troy Thompson, Head of Sales, Horizontal Transportation Americas, Kalmar: “Our long-term partnership with Tropical Shipping continues to grow and strengthen. We are delighted that they have once again placed their trust in Kalmar solutions, including taking delivery of their very first hybrid straddle carrier to enhance operational efficiency and sustainability.”

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

Tadano hoists tram bridge in Bologna

Chipolbrok and Tripcovich celebrate 40 years of cooperation

Mammoet signs MOU to advance development at the Port of Argentia

Rhenus introduces new smart picking technology for Merck

TII KAMAG receives order for six KAMAG Slag Pot Carriers

Bertling Singapore loads breakbulk shipment in China

Crowley accepts delivery of new tug

Seven Seas Jordan manages support for military units

Kalmar has secured an order from Tropical Shipping for one Kalmar Hybrid Straddle Carrier equipped with MyKalmar INSIGHT, as well as one Kalmar Reachstacker, for its container terminal in Riviera Beach, Florida, US.

The order was booked in Kalmar’s Q3 2026 order intake, with delivery scheduled for Q3 2027.

This order marks a significant milestone for Tropical Shipping as it introduces the first hybrid straddle carrier to its fleet. Addressing rising fuel costs, Tropical Shipping recognized the lifetime cost and efficiency benefits of Kalmar’s hybrid technology. With this addition, Tropical Shipping’s fleet will comprise 29 Kalmar Straddle Carriers and 25 Kalmar Reachstackers.

Douglas Cowper, Vice President of Operations, Tropical Shipping: “We are pleased to expand our fleet with Kalmar’s trusted equipment. Adding our first hybrid straddle carrier supports our goal of managing fuel and maintenance costs effectively over the machine’s lifetime while continuing to deliver reliable service across our terminal operations. This investment also reflects Tropical Shipping’s long-standing commitment to improving efficiency and reducing emissions through practical, proven technologies that support the Caribbean’s supply chain. We selected Kalmar based on our strong partnership, high equipment quality, reliable support, and the advantage of receiving both equipment types from a single partner.”

Troy Thompson, Head of Sales, Horizontal Transportation Americas, Kalmar: “Our long-term partnership with Tropical Shipping continues to grow and strengthen. We are delighted that they have once again placed their trust in Kalmar solutions, including taking delivery of their very first hybrid straddle carrier to enhance operational efficiency and sustainability.”

Kalmar secures order from Tropical Shipping

Huisman awarded contract by Siem Industries

Tadano introduces the V320RC crane

SEKO opens new Shanghai warehouse

CEVA closes training loop for Sereact’s robot brain

Hellmann strengthens U.S. footprint

Central Oceans UK manages major shipment

Tadano hoists tram bridge in Bologna

Chipolbrok and Tripcovich celebrate 40 years of cooperation

Mammoet signs MOU to advance development at the Port of Argentia

Rhenus introduces new smart picking technology for Merck

TII KAMAG receives order for six KAMAG Slag Pot Carriers

Bertling Singapore loads breakbulk shipment in China

Crowley accepts delivery of new tug

Seven Seas Jordan manages support for military units