INTRODUCING: Frank Steigleder | Senior Manager | Heidelberger Druckmaschinen AG


Frank Steigleder | Senior Manager  | Heidelberger Druckmaschinen AG




Frank Steigleder studied International Business Administration in Germany and Spain with focus on International Marketing. After graduation he joined Heidelberg’s Sales & Service Organization in Eastern Europe. During his over 15 years of experience within the industry Frank held different managing positions in the Heidelberg Group, focusing on Sales and Product Management. In the Global Account Management Frank now specializes on multinational label companies and the label industry as a response to the dynamic development of this market.

Heidelberger Druckmaschinen

Heidelberger Druckmaschinen Aktiengesellschaft (Heidelberg) has been a major provider and reliable partner to the global printing industry for many years. We offer our customers all the components tailored to their requirements for successful business operations, primarily focusing on efficient and reliable production processes, economically optimal investments and smooth access to all necessary materials. Our business model is based on the three pillars of equipment, service and consumables.

We have geared our portfolio towards the growth segments of our industry. We develop and produce core technologies for these ourselves, while complementary components and technologies are provided to our customers via strategic partnerships. Our products, service offerings and consumables, in addition to our partnerships, are tailored to meet specific future-oriented customer needs and are geared towards our customers’ economic success.

In total around 12,000 people worldwide work for Heidelberg, around a third of them in our global sales and service network. In Germany, we produce highly automated and versatile high-tech machinery according to customer requirements in all format classes we offer. In Qingpu, near Shanghai, China, we manufacture high-quality preconfigured edition models.

With our own sales and service branches and via partners, we supply our customers all over the world with products, services and consumables, generating consolidated sales of around € 2.3 billion in the 2014/2015 reporting year.

INTRODUCING: Selçuk Yildirim, Prof. Dr. sc. ETH Zurich Head of Food Technology and Packaging Group Zurich University of Applied Sciences

Selcuk Yildirim (1)

Prof. Dr. Selçuk YILDIRIM | Head of Center of Food Technology and Process Engineering | ZHAW | Switzerland



Selçuk Yildirim, Prof. Dr. sc. ETH Zurich

Head of Food Technology and Packaging Group

Zurich University of Applied Sciences

Selcuk Yildirim is Professor and head of Center for Food Technology and Packaging at the Institute of Food and Beverage Innovation, Zürich University of Applied Sciences, Switzerland. He received BSc. Degree in Food Engineering and MSc. Degree in Process Engineering. After he did his PhD he continued doing research as Post-Doc and Group Leader at ETH-Zurich. He worked several years at the Packaging Industry (European R&D Center of Alcan Packaging) before joining the ZHAW as Professor and researcher.

In close collaboration with the industry, his group aims to develop of innovative packaging technologies for optimal food quality and food safety. His main research fields are: development of active packaging technologies (oxygen scavengers, antimicrobial and antioxidant films), integration of packaging in food processing, and development of consumer friendly packaging.

Selcuk Yildirim is author of numerous book chapters, peer-reviewed publications and patents. He is currently management committee member of the European COST Actions: MP1206, “Electrospun Nano-fibres for bio inspired composite materials and innovative industrial applications” and FP1405, “Active and intelligent fibre-based packaging – innovation and market introduction (ActInPak)”. He is also in the steering committee and leads the Working Group “Innovation and Development” at the COST Action FP1405.

In 2015 Selcuk Yildirim founded the “Packaging Innovation Network Switzerland” and he has been / is the leading research partner of the network.


ZHAW | Zurich University of Applied Sciences

Zurich University of Applied Sciences (ZHAW) is an applied university with more than 9000 students studying at the 24 bachelor degree and 11 master`s degree programs. The ZHAW maintains some 30 research institutes and centers, working together to carry out research and development projects with the national and international partners. Center of Food Technology and Process Engineering is located at the Institute of Food and Beverage Innovation at ZHAW.

Center focuses performs research in the area of food packaging and especially focuses on the development of new packaging materials and processes. The group is involved in several national and international research projects and programs in the food packaging area.

Introducing: Ravi BHATIANI | Independent Retail Europe


Ravi BHATIANI | Director Legal Affairs | Independent Retail Europe



Ravi Bhatiani is the Director Legal Affairs for Independent Retail Europe. He works on EU policy development and legal affairs. Ravi has worked at Independent Retail Europe for the last five years and has extensively worked on supply chain collaboration in the context of designing the Supply Chain Initiative. During his time in Brussels he has worked on a wide range of (often controversial) EU policy and political topics.

Before joining Independent Retail Europe, Ravi worked as a legal adviser in Brussels for a financial services trade association representing major banking groups and leasing companies. He originally trained as a lawyer in the UK, specializing in EU and competition law.


Independent Retail Europe represents retail groupings characterised by the provision of a support network to independent SME retail entrepreneurs, joint purchasing of goods and services to attain efficiencies and economies of scale as well as respect for the independent character of the individual independent retailer.


Independent Retail Europe today

Independent Retail Europe is the European association that acts as an umbrella organisation for groups of independent retailers in the food and non-food sectors. Our members are groups of independent retailers, associations representing groups of independent retailers and wider service organisations built to support independent retailers.

Independent Retail Europe represents

over 363,000 independent retailers

  • with a combined retail turnover of more than 770 billion euros
  • and more than 556,000 points of sale

23 groups and associations of groups in Europe

  • employing over 5.5 million people
  • and generating a combined wholesale turnover of more than 313 billion euros


Introducing our Speakers: Harald DUTZLER | PwC | Strategy&

Foto Harald Dutzler - neu (2) (1)

Harald DUTZLER | Vice President | PwC Strategy& – Vienna | Consumer & Retail Operations

Speaker at the 11th International Label Conference 2016

Better Supply Chain | Glimpse

Industry 4.0 and the Impacts on the Consumer Packaged Goods Markets

Executive summary

  • 16 years in strategy consulting at Strategy&
  • Member of European Consumer & Retail practice and Operations functional group

Relevant expertise

  • Extensive experience in supply chain management and operations in consumer & retail
  • Co-author of Austrian PwC Strategy& Industry 4.0 Study
  • Project experience in packaging industry (supplychain, sourcing)

Prior experience

  • United Nations, New York
  • Austrian Chamber of Commerce, Paris
  • Wuppertal Institute for Energy and Ecology, Wuppertal


  • Diploma in business administration from Vienna University of Economics and BA
  • Exchange program at HEC Montreal

PwC Strategy&

Strategy& is a new kind of consulting business. As part of the PwC network, Strategy& will be a leading strategy team in its own right and help PwC as a whole become the pre-eminent strategy-through-execution firm.

Strategy& is unique and offers clients something they can’t get elsewhere: a combination of strategy consulting expertise, and a proven track record of delivery, with unrivalled global scale and experience.

Clients will be able to get practical strategy advice from people who understand the opportunities and risks involved in implementation – and strategic execution skills from people who understand the context.

Strategy& is active in a broad range of sectors, including Energy, Healthcare, Financial Services, Chemicals, Telecommunications, Automotive, Aerospace, Media, Technology and Fast-Moving Consumer Goods (FMCG).

The company has 57 offices around the world. 70 of the world’s largest 100 corporations and 400 of the largest 500 US corporations are Strategy& clients and the firm has been involved in a number of important business episodes.

The IMPACT of GHG on the entire CPG Supply Chain

superFull shelf

When talking about the impacts of climate change, few risks are more visceral or tangible than those it poses to future food supply. From spikes in food prices to threats to the coffee industry, consumers are increasingly aware of the effects of rising global average temperatures.

For companies in the food, beverage and tobacco sectors, climate change presents a two-fold challenge: the industry is highly exposed to climate-related impacts, but is at the same time a major contributor to increasing global greenhouse gas (GHG) emissions levels – particularly from agricultural production, which according to the IPCC causes 10-14% of global GHG emissions. Continue reading “The IMPACT of GHG on the entire CPG Supply Chain”

INDUSTRY 4.0 | The fourth industrial revolution…

The first significant driver for the advance of industrial internet solutions
lies in the opportunity to integrate and better manage horizontal and
vertical value chains.

Internet of Things.jpg

…characterised by the increasing
digitization and interconnection of products, value chains and business
models — has arrived in the industrial sector.

The first significant driver for the advance of industrial internet solutions lies in the opportunity to integrate and better manage horizontal and vertical value chains. Companies surveyed expect more than 18% higher productivity over the next five years. While today only one fifth of the industrial companies have digitized their key processes along the value chain; in five years’ time, 85% of companies will have implemented
Industry 4.0 solutions in all important business divisions.

The digitization and interconnection of products and services (internet of things/services) is a second important driver. It will contribute strongly to ensuring competitiveness and promises additional revenues of 2% to 3% per year on average. When applied to the German industrial landscape as a whole, additional revenues reach up to €30 billion per year. For the European industry sector, additional revenues amount to €110 billion annually.

Internet of Things 2.jpg

A third major driver are the newly emerging, often disruptive, digital business models that offer significant additional value to customers through tailor-made solutions. These new business models are characterised by a considerable increase of horizontal cooperation across the value chains, as well as the integrated use and analysis of data. They are therefore capable of better fulfilling customer requirements. The various opportunities, the large extent of change and the elevated need for investments make the industrial internet one of the most important topics for corporate management. However, the numerous challenges that the transition entails are also not to be underestimated. Besides the partly still unclear business cases for the industrial internet at company level, industry standards have to be defined and agreed upon and questions need to be answered, for example, in the area of data protection. The respondents also consider the required qualification of employees at increasingly digitized companies to be a major obstacle. Policy makers and industrial associations can provide significant support with these issues.

Come and listen to experts how INDUSTRY 4.0 will shape the landscape of CONSUMER PACKAGED GOODS in the next few years.





Source: © 2014 PwC | INDUSTRY 4.0





Speaker at the 11Th International Label Conference


  • FERRERO International Marketing School
  • University of Scottland
  • Senior Management School London
  • Harvard Business School Boston Mass. USA


Alexander Mittag- Lenkheym is the visionary behind the POSTSERVER. Alexander Mittag-Lenkheym knows the developments in the European IT industry like no other – from the introduction of the first personal computers in Austria, on the highly exciting time after the fall of the Iron Curtain, to supra-regional management positions in multinational companies as Ferrero, Baan, Olivetti or DEC (now part of Hewlett-Packard).

Come and listen to Alexander an see genesis of new industrial potentials

Join the 11th International Label Conference & Register Now

Better World | How water will challenge even the Consumer Packaged Goods Industry and the entire Supply Chain | Example: India | 11th International Label Conference

Water should be high on the agenda of corporates because the future of businesses depends on the sustainability of water resources, which are increasingly under pressure. Clear implications of a water-constrained world include loss of license to operate, increased production costs, tainted brand image and adverse impact on the health of employees and the communities of operations. Despite clear signs of a pending global crisis, only a few large corporates have made addressing the challenge a high priority.

The water challenge in India is fundamentally related to agriculture. Lately however, the interdependence of water and industrial use has been emerging as a critical issue, as awareness of the diverse ways in which water use can pose substantial threats to businesses in certain regions and sectors grow. In many developing countries and emerging markets, providing a sufficient supply of drinking water or ensuring working waste water systems is a daunting challenge.

Even as businesses seek to secure long-term prosperity, to maintain competitive advantage and brand differentiation, and to secure stability and choice in supply chains, depending on the type of business there will be different levels and types of risks related to increasing scarcity of water (WWF, 2009).

While the provision and management of water has typically been a responsibility of the Government, a paradigm shift around water has emerged, which focuses on the concept of corporate water risk. The CEO Water Mandate which was launched in July 2007 under the United Nations Global Compact recognizes that the industrial sector impacts water resources both directly and through supply chains; and that in order to operate in a more sustainable manner the organization has a responsibility to make water-resource management a priority.

The central question then is no longer who is threatened by water scarcity, but given the diverse interests how can industry and agriculture adapt for co-evolution through investments in water, food or economic transfers, and water storages, considering a hierarchy of geopolitical units, river basins and institutions.

Water should be high on the agenda of corporates because the future of businesses depends on the sustainability of water resources, which are increasingly under pressure. Clear implications of a water-constrained world include loss of license to operate, increased production costs, tainted brand image and adverse impact on the health of employees and the communities of operations. Despite clear signs of a pending global crisis, only a few large corporates have made addressing the challenge a high priority.

The 11th International Label Conference will deal with this issue under one of the key topics:



TOPIC 3 | Better collaboration between the entire value chain for healthier bottom lines | International Label Conference 2016


Here’s a deceptively simple question: What company brought you the iPhone?

If you said Apple you’re correct, of course — but that answer fails to account for the highly collaborative process required to produce a game-changing gadget. In reality, that phone in your pocket would not have gotten there were it not for dozens, if not hundreds, of collaborations between the tech giant and its partners around the world.

The ability to take the long view rather than fixate on short-term objectives may mark the difference between sturdy and shaky collaborations. And that difference may make all the difference when it comes to innovation.

Trust, after all, is essential in any business arrangement, but a genuine spirit of togetherness in a small group – even among companies whose strategic interests may at times conflict – is a different thing altogether, and can pay huge dividends.