From the perspective of its members, BVL is a contact network and an important source of information. They have high expectations when it comes to services and content. This was the finding of a member survey, which also underlined the high satisfaction levels among members. The Board and head office continuously strive to ensure that these high standards are maintained in the long term.
The association had 11,136 members at the end of 2017 with an average age of 45 and an average duration of membership of nine and a half years. One in five members are women, and female members account for around 42 percent of all student members and young professionals. Roughly 80 percent of BVL members are in management positions. It is therefore only logical that they would like the services and activities of BVL to focus even more strongly on innovation and trend topics in future.
At the 39th Ordinary General Assembly on May 9, 2017, four Board members stood for re-election following the end of their threeyear term in office: Prof. Robert Blackburn, Member of multiple Boards & interim CEO, Joachim Limberg, Chairman of the Management Board of Business Area Materials Services at Thyssenkrupp AG in Essen, Frank Wiemer, member of the Board of Management at Rewe-Zentral AG and REWE-Zentralfinanz eG in Cologne, and Prof. Katja Windt, President of the Jacobs University Bremen. All four were confirmed in their posts for a further three years.
The BVL Board came together for four meetings during the course of the year – in Berlin in March, in Munich in May, in Essen in September, and in Dortmund in November. The March meeting saw a change in personnel in the important position of Treasurer. One year before the end of his term in office as a member of the BVL Board, longstanding Treasurer Christian Berner was replaced by Board colleague Dr.-Ing. Stefan Wolff at his own request. Board member Frank Dreeke was appointed to the Finance Committee to replace Wolff.
The deliberations of the BVL Board primarily addressed the topics which should be at the top of the agenda. Should BVL focus more on practical challenges like the shortage of drivers, the increasing scarcity of freight space, and security in supply chains, or should we devote our attention to the digital transformation? This transformation is not just about revolution but also evolution and is progressing at such a pace that we can’t simply sit back and wait. BVL wants to help members to find their bearings and encourage them to actively push ahead with the necessary changes. The Board arrived at the conclusion that the two parts of the question are part of the same answer. If we do not solve the realworld challenges but “only” engage in digital restructuring, then we will not see any sustainable solutions. The digital and the real sometimes collide forcefully, but they also interact with each other in day-to-day business operations – and this is something that opens up new opportunities and paves the way for new ideas.