„Performance counts. This is the performance expectation that unites the people of HOERBIGER. Wherever we operate, we set standards
with the unique features of technologically sophisticated key components and services, and thereby
enable our customers to sustainably increase their company value.“
HOERBIGER YEARBOOK 2015/2016
PROVEN. NEW. GROWING.NOW!
FOREWORDPositioned Well forExcellence & Growth4–17
CEO STATEMENTPROVEN. NEW. GROWING.NOW!18–27
HIGHLIGHTS28-41
GROUP PROFILEIncreased Engagement,Overcame Challenges42–67
COMPRESSION TECHNOLOGyKeeping an Even Keel68–91
DRIVE TECHNOLOGyDelivered on Promise –Excellent Job92–105
HyDRAULIC SySTEMSCompact Power106–113
TABLE OF CONTENT
STANDARDS SINCE 1895Stability and Continuity114–121
TOGETHERCooperation and Leadership122–125
PRODUCTS AT A GLANCEPerformance-defining126–127
LOCATIONSClose to Customers Worldwide128
CORPORATE STRUCTURE OF THE HOERBIGER HOLDING AG
HOERBIGER IN FIGURES
Sales * (in EUR million) 2015 Ratio in % Δ in % 2014 Ratio in %
HOERBIGER Group 1.115,1 100,0 +2,5 1.088,2 100,0
Compression Technology SBU 640,8 57,5 +3,5 619,1 56,9
Drive Technology SBU 357,9 32,1 +5,4 339,4 31,2
Hydraulic Systems BD 110,5 9,9 –10,2 123,1 11,3
Corporate 5,9 0,5 –10,6 6,6 0,6
* (without intercompany sales, including Business Segments newly assigned in 2015 annualized)
Board of Directors
Dr. Marcus Flubacher, President | Dr. Gerd Unterburg, Vice President
Dr. Andreas Hünerwadel | Dr. Rudolf Huber | Dr. Manfred Reichl | Egbert Appel
Executive Board
Dr. Martin Komischke, Chairman
Thomas Englmann | Charles Friess | Johann Hipfl | Gerhard Wagner
Strategic Business Unit
Compression Technology
Johann Hipfl
Strategic Business Unit
Automation Technology
Thomas Englmann
Business Division
Hydraulic Systems
Dr. Martin Komischke
interim
Strategic Business Unit
Finance | Controlling
Charles Friess
Corporate
Human Resources
Gerhard Wagner
We run our businesses based on our Corporate values: Pioneering Spirit, Courage, Fairness and
Closeness. These values are the foundation of our Corporate Culture and HOERBIGER’s success.
Every day we are faced with decisions about what is right or wrong. Even in complex situations
our pace is fast. For this the Code of Conduct provides definite and clear directions.
The Code of Conduct affirms our commitment to Business Excellence. It is a commitment which we
give to our customers, and to each other: We will act with personal integrity and in compliance with
legal and ethical principles at all times.
With our Code of Conduct we also recognize our social responsibilities as a globally active company.
We respect and support the goals as of relevant international conventions such as the United
Nations Global Compact.
All HOERBIGER employees must be familiar with the Code of Conduct and follow its letter and
spirit; the Code applies worldwide. We are convinced that our customers and other business partners
will honor that we conduct our business with personal integrity and in compliance with legal and
ethical standards.
We manage our company by striving for highest standards of business excellence: because
performance counts.
CODE OF CONDUCTOur commitment to integrity and compliance
We conduct our business with respect for human dignity, in recognition of human rights, and in
accordance with applicable laws.
We are committed to economically and environ-mentally sustainable business practices.
We provide safe working conditions.
We continuously develop the abilities of our employees, and evaluate performance objectively.
We show mutual respect as we collaborate across cultures.
We recognize the freedom of association of our workforce.
We conduct all our business with integrity and transparency. We oppose corruption.
We deliver superior products and services to our customers. We support free and fair competition, and we comply with relevant competition laws.
We take due care in the selection of our business partners. We comply with export controls and anti- money laundry regulations.
We treat our suppliers fairly. We expect our suppliers to strive towards the same high standards for
business conduct and product quality that we have set for ourselves.
We protect proprietary business information, private data, and intellectual property rights. Proprietary company information and data may be released to third parties only with prior authorization.
We keep accurate records, and guarantee complete reporting of financial and operating information to management, shareholders, and third parties.
We act with integrity and honesty at all times. We will declare potential conflicts of interest. We will protect the company’s assets, and will not use our position at HOERBIGER for personal gain.
We take pride in HOERBIGER. We protect the good reputation of our company as well as the image and the value of the HOERBIGER brand.
We accept the challenges of ethical conduct. In critical situations we will support each other to
keep our commitments to move HOERBIGER forward.
PROVEN. NEW.GROWING.NOW!
Dr. Marcus FlubacherPresident of the Board of Directors
HOERBIGER Holding AG
Ladies and gentlemen,
fellow employees,
The HOERBIGER Group closed out the 2015 fiscal year with sales of 1.115 billion euros, exceeding the previous year’s level of 1,088 million euros by 26.9 million euros. This equates to an increase in sales of 2.5 percent. The Group’s earnings before interest and taxes in 2015 were 71.4 million euros.
This result was supported in particular by the positive trend in our Drive Technology Strategic Business Unit. In 2015, Drive Technology developed in an outstanding way and acquired a number of new orders that will ensure continued growth in the coming years.
POSITIONED WELLFOR EXCELLENCE& GROWTH
FOREWORD
In contrast, the market environment was much more difficult for the Compression Technology
Strategic Business Unit than we anticipated even a year earlier. Key aspects were the growing
restraint in the oil and gas industry in terms of new investments and service orders, prompted
by the collapse in the price of oil, and the continued uncertain markets in Latin America.
4 5
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Contributing approximately 58 percent to total revenue, the Compression Technology
Strategic Business Unit nonetheless remained the backbone of the Group. With the successful
expansion of our new Safety Solutions Business Segment in 2015, in spite of difficult market
conditions, the Strategic Business Unit positioned HOERBIGER in this extraordinarily
attractive growth market in exemplary fashion.
The Hydraulic Systems Business Division accounted for approximately 10 percent of
corporate sales in 2015 and overall held its ground well, despite a challenging market.
I would like to express the Board of Directors’ gratitude and recognition to the Executive
Board, our senior managers, and all employees for their remarkable commitment in what
was at times an extremely difficult market environment.
Acting with a long-term view
The HOERBIGER Group is positioned well with its strategically balanced portfolio.
This allowed us to move forward with our growth projects, which strive for longevity and
sustainability. The Executive Board and our senior managers in 2015 again expedited
projects and initiatives that are tied to our Mission Excellence & Growth with great
dedication.
Formulating growth
Our future plans provide not only for organic growth, but also for strategically important
growth options through acquisitions to a greater degree than before. The objective is to
develop the broader expertise needed to stay competitive internationally, and purposefully
employ additional synergies in the cultivation of our markets.
With this in mind, the Board of Directors and the Executive Board implemented several
projects in 2015 to optimize the existing acquisition processes. These projects also prompted
a new orientation for Corporate Business Development.
Strengthening processes
At just over one billion euros in sales, and as a result of recent growth plans, the HOERBIGER
Group has reached a size that makes it necessary to critically assess and strategically reorganize
proven workflows and processes so as to efficiently consolidate the increasing complexity of
the procedures and decision-making processes that comes with added growth.
The Board of Directors therefore supports the Executive Board’s extremely important strategic
initiative that lies behind Project STREAM. This is designed to resolutely and systematically
address necessary process optimizations throughout the company as a result of the Group’s
growing complexity.
With great appreciation, we notice the high levels of engagement by senior managers and
employees who play an active role in this strategically important project. Their collective
work on the future of the HOERBIGER Group takes them well beyond the challenges of their
day-to-day business.
Expediting compliance
Our business partners recognize and appreciate our Corporate Governance and our initiatives
to increase compliance.
In the future, governance and compliance will form the premise for new business relation-
ships and sustainable corporate success to a decisive degree. We will therefore continue to
expedite the implementation of a consistent compliance system.
6 7
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Generational change
Effective June 30, 2016, we will undergo an important generational change in the HOERBIGER
Group on the Executive Board and the Board of Directors of HOERBIGER Holding AG, and
on the Board of Trustees of the HOERBIGER Foundation.
Together with my Vice President Dr. Gerd Unterburg, I will step down from the Board of
Directors of HOERBIGER Holding AG and from the Board of Trustees of the HOERBIGER
Foundation.
We have prepared for this generational change, both on the Board of Trustees and on the
Board of Directors, for quite some time and with great diligence. In our deliberations, it was
particularly important to us to consider the requirements that our company, held by the
HOERBIGER Foundation and our family shareholder Christiana Hörbiger, places on the
indi viduals who work on our Group’s highest governing boards.
One particularly important concern was to ensure HOERBIGER’s continuity and stability
going forward, while preserving the character and nature of our family business, which is
steeped in heritage and values.
With this in mind, I am delighted that Dr. Martin Komischke will assume the office of
President of the Board of Directors of HOERBIGER Holding AG effective July 1, 2016.
Martin Komischke joined our company 23 years ago. Since 2004, in his capacity as CEO and
Chairman of the Executive Board, with the utmost dedication he has very successfully advanced
HOERBIGER into today’s strategically well-positioned global Group. I take this opportunity to
express to him the deep appreciation and gratitude of the Board of Directors and shareholders
of the HOERBIGER Group.
The Board of Directors and shareholders of the HOERBIGER Group have appointed
Dr. Jürgen Zeschky as CEO of the Executive Board and successor to Martin Komischke.
Dr. Zeschky is a high-level executive with international experience.
I am convinced that in our selection we have ensured that the HOERBIGER Group will
continue its existing successful development under new leadership. I wish Dr. Zeschky and his
colleagues on the Executive Board a good start in their shared future tasks, and I am confident
that their existing relationship with the Board of Directors will continue in a spirit of mutual
trust and cooperation.
On the Board of Directors of HOERBIGER Holding AG, Dr. Andreas Hünerwadel and his
colleagues on the Board will support Dr. Martin Komischke effective July 1, 2016, at which point
Dr. Hünerwadel will assume the position of Vice President of the Board of Directors, succeeding
Dr. Gerd Unterburg. I am delighted about this appointment as well.
Additionally, Dr. Hünerwadel will assume the office of President of the HOERBIGER Foundation
from me effective July 1, 2016. Within the HOERBIGER Foundation, Dr. Martin Komischke will
succeed Dr. Gerd Unterburg as Vice President.
Moment and impetus
Against the backdrop of the current generational change in the leadership of the HOERBIGER
Group, we will take the HOERBIGER Business Meeting in June 2016 as an opportunity to high-
light that our HOERBIGER Group – both through its new members on the Boards of HOERBIGER
Holding AG and of the HOERBIGER Foundation, and through its strategic orientation – is ideally
positioned for a continued successful future, based on excellence and important, further profit-
able corporate growth.
An important milestone in this process is also the opening of our new HOERBIGER location
in Vienna-Aspern, and the associated closure of the HOERBIGER plant and former HOERBIGER
head office in Vienna-Simmering.
It was in Vienna-Simmering that Alfred Hörbiger began in-house production of valves in 1931.
Following the reconstruction of HOERBIGER Ventilwerke in Vienna-Simmering, Martina Hörbiger
rebuilt the HOERBIGER group of companies during the postwar era, also establishing new
business relations with customers in Europe, the Americas, Africa, and Asia.
The managers of the HOERBIGER group of companies, appointed by Martina Hörbiger and
the Board of Trustees of the HOERBIGER Foundation, laid the basis in Vienna for the new
orientation of the HOERBIGER group of companies to evolve into today’s global HOERBIGER
Group strategically managed by the Board of Directors and the Executive Board.
The clean lines of the architectural style of our new building in Vienna-Aspern are intended
to uniquely embody the HOERBIGER character and nature. Our corporate values – Courage,
Pioneering Spirit, Closeness and Fairness – will be tangible in every detail to our international
business partners as well as our employees on a daily basis.
The modern design features of the HOERBIGER Forum, which is the focal point of the
building, document the evolution and future of HOERBIGER. The Forum very successfully
combines office space for managerial tasks, Marketing and Sales, along with Research and
Development, Production, and Logistics.
8 9
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The Hanns Hörbiger Room that we have created as part of the new building is intended to
symbolize, in a special way, how closely connected our global HOERBIGER Group today is
with his heritage and company history. In this connection, I want to express my gratitude and
respect in particular to our family shareholder Mrs. Christiana Hörbiger, who was personally
devoted to implementing the Hanns Hörbiger Room in our new building at the Vienna-Aspern
location. The result is an exceptional spot in which the special HOERBIGER spirit, which is
inextricably linked to our heritage, will remain tangible for future generations.
A message of thanks
I take this opportunity to thank all employees of the HOERBIGER Group for the confidence
placed in me in my capacity as President of the Boards of Directors and Trustees during my
21-year tenure, and for the tremendous warmth shown to me during the many visits to our
companies.
Over all the years, I have always performed my function as President of the Boards of
Directors and Trustees with pleasure and great passion for you, our shared success, and the
success of our HOERBIGER Group.
I equally thank my colleagues on the Board of Directors and the Board of Trustees, our
family shareholder Mrs. Christiana Hörbiger, and our external advisors on the Board of
Directors’ committees. It was a great pleasure to work with you for HOERBIGER. With your
expertise and wealth of experience, all of you aided in moving the HOERBIGER Group
forward on its existing successful path.
I would like to take this opportunity to express my particularly heartfelt thanks to my
colleague Dr. Gerd Unterburg, Vice President of the Boards of Directors and Trustees, for the
long-standing close working relationship marked by a special bond of trust in my duties on
these Boards.
I again express special recognition to the members of the Executive Board and the senior
managers of the HOERBIGER Group for the high level of personal commitment that the
responsible operational management of our Group commands. Additionally, my heartfelt
thanks also go to the spouses and families of our senior managers, as does my gratitude to
all our employees. They demonstrate great dedication in sharing the demands that the global
growth of our Group presents at all levels.
For our HOERBIGER Group and the people who support the development of our company
through their daily work, their talent and skills, I wish you a successful future with
HOERBIGER!
Dr. Marcus FlubacherPresident of the Board of DirectorsHOERBIGER Holding AG
10 11
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“OUR CUSTOMERS BUILD SMALLER COMPRESSORS
WITHOUT COMPROMISING
PERFORMANCE.”
COMPRESSION TECHNOLOGY
Compressors compress natural gas to transport it over long distances, for high-pressure
storage, and to allow it to be used in power plants and industrial processes.
HOERBIGER compressor valves and innovative control systems are key to compressor
performance. They save energy, increase reliability, and cut costs.
Thanks to the CP valve and the HydroCOM system, HOERBIGER is the world’s
innovation and technology leader for the performance-defining components
of reciprocating compressors.
Dr. Matthias Kornfeld
Fiber-reinforced non-metallic material makes HOERBIGER valves more durable and reliable than valves made entirely
of steel. Thanks to our valves’ flow-optimized design, our customers are able to build smaller and more cost-efficient compressors than their competitors, without compromising performance.
The HOERBIGER HydroCOM system precisely regulates the gas volume the compressor
has to provide at a given time. Over a longer period, that means significantly lower operating
costs. This benefits our customers and the environment.
Gas flows through our valves into reciprocating compressors, where it is compressed, and then flows back out. It contains all sorts of impurities: metal chips, dirt particles, and rust. Our modern high-performance valve plates withstand this enormous stress.
“WE SUPPLY SYNCHRONIZER SYSTEMS WITH PERFECT
QUALITY.”
DRIVE TECHNOLOGY
HOERBIGER is gaining traction with synchronizers that fit into even the smallest of spaces
and provide added performance. Our synchronizers combine maximum shifting comfort with
reliability and long life. That keeps our customers on track, even when they face
fierce competition.
HOERBIGER repeatedly sets new standards, especially in engineering and production –
with CompactLINE, for example, a powerhouse for compact transmissions.
HOERBIGER has been producing highly efficient synchronizer rings using metal forming and fine blanking processes for about two decades. We set standards.
This know-how has now made it possible to develop a complete synchronizer system with perfect quality and high stability. Virtually every part is produced by steel forming.
Götz Kwittner
CompactLINE also stands out in terms of another HOERBIGER core competence. Carefully crafted engineering packs maximum synchronizer performance into a small space. That saves weight too: CompactLINE is 35 percent lighter than traditional synchronizers. That makes the whole transmission considerably lighter and smaller, so automobiles of the future can be more powerful as well as more efficient.
“OUR HYDRAULICS TECHNOLOGY
IS UNRIVALED.”
HYDRAULICS
HOERBIGER hydraulics move, raise and lower things. They operate with speed, power, and
maximum precision.
Our lightweight Type 6 power unit opens and closes convertible tops in the smallest space.
It’s all possible thanks to sophisticated hydraulic interconnection technology, with unique
features not available elsewhere.
Klaus Stolle
How can we make hydraulics perform even better in a small space? That was our challenge.
We took our inspiration from electronics. It’s ingeniously simple. Rather like a circuit board
for electronic components, we mill narrow channels into the surface of a metal plate that
forms the heart of the hydraulic control and energy unit.
What looks like the conductive tracks on a circuit board actually performs a similar function. Except that in our control unit the logic connections carry hydraulic oil instead of electricity.
We form this hydraulic circuit board into a cylinder shape. That surrounds the
hydraulic pump, and the whole thing drops into an outer housing.
There you have it: our small, lightweight, yet powerful hydraulic power unit.
Dr. Martin KomischkeCEO and Chairman of the Executive Board
HOERBIGER Holding AG
Ladies and gentlemen,
fellow employees,
2015 was a year filled with major challenges for the HOERBIGER Group, but also a year in which we very successfully took advantage of growth opportunities and inspired the continued development of our company through strategic initiatives.
Our portfolio is tailored to attractive technological niche markets in the energy, automotive and industrial sectors, with balanced ratios. Once more, this proved to be a stable foundation for the Group.
CEO STATEMENT
Compression Technology: Investment in future growth
The unpredictable collapse of the price of crude oil in 2015 significantly impacted development
in the Compression Technology Strategic Business Unit – in particular in North America,
where investments in infrastructure for the production and transport of natural gas, which
are closely tied to the production of shale oil, were scaled back drastically.
Business operations were additionally adversely affected by the continued difficult
political and economic environment in Latin America and Eastern Europe. Despite positive
currency exchange rate effects in relation to the US dollar, the operating result fell short
of our expectations.
PROVEN.NEW.GROWING.NOW!
CEO
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18 19
In spite of this enormous economic strain, we took a first step toward establishing the new,
strategically attractive Safety Solutions Business Segment by acquiring IEP Technologies,
LLC, Marlborough, Massachusetts, and invested in future growth with long-term vision.
Drive Technology: Excellent performance
The trend in the automotive industry, in contrast, was markedly positive. The world’s automotive
markets posted continued growth.
The Drive Technology Strategic Business Unit developed extremely positively in this
environment.
In 2015, the Strategic Business Unit successfully entered into a number of additional
long-term supply agreements, especially in China. The volume of these newly acquired orders
significantly surpassed the targets established in the strategic plan for the 2015 fiscal year.
In the coming years, the new business gained in 2015 will safeguard added growth.
Hydraulic Systems: Development as expected
In light of the challenging situation in the market, we are also very satisfied with the results
in the Hydraulic Systems Business Division.
We achieved sound growth rates, in particular in the existing business of the Compact
Motion Technology Segment. Integrated in 2015, this supplies components for applications
in mechanical engineering and medical technology, as well as for sport boats and recreational
vehicles.
In contrast, sales declined in the Roof Hydraulics Segment as a result of the decrease
in demand for convertibles worldwide.
Our portfolio sustained us in 2015
An increase in sales of just 2.5 percent, from 1.088 billion euros to 1.115 billion euros, and
a drop in the EBIT margin from 10.6 to 6.4 percent, are certainly not the year-end results we
had in mind.
The silver lining is that in 2015 we were able to maintain the previous year’s level of sales
thanks to our balanced portfolio and the stable position of the HOERBIGER Group.
In view of the challenges we were forced to deal with in 2015, this is an exceptional
performance. Our employees demonstrated outstanding commitment in every respect.
Our engagement remains excellent
Our outstanding engagement scores show me just how much we can rely on HOERBIGER
employees’ willingness to perform: an engagement figure of 64 percent clearly set us apart
from the industry average in 2015.
This high level of engagement demonstrates that the people of HOERBIGER see challenges
in a positive light, and that based on our corporate values – Pioneering Spirit, Courage,
Fairness and Closeness – we will continue to inspire motivation and team spirit in the future
and, consequently, new innovations and new business ideas.
CEO
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20 21
Together, we have traveled a successful path
After more than 23 years of operational responsibility, I will step down as Chairman of the
Executive Board effective July 1, 2016 and assume a new role with the HOERBIGER Group,
becoming President of the Board of Directors.
Important milestones during this time were the expansion of global corporate structures,
a consistent focus of the Strategic Business Units on high-sales technological niche markets
that met our stability criteria, and the development of new, cutting-edge business segments.
In 2004, we had set out to sustainably increase our sales of 607.8 million euros. And we
accomplished this goal, despite the global economic crisis in 2009.
By focusing on performance-defining components that offer unique selling propositions,
which in turn make lasting contributions to our customers’ added value, our Strategic Business
Units and Business Divisions gave the HOERBIGER Group a sustained competitive edge.
In Business Development, we developed new business ideas and business segments with
great success.
Corporate Human Resources has solidified and expanded its new role as a Business
Partner in recent years. We have filled our succession positions with managers and specialists
from within our own ranks. Our senior managers’ Success Profiles and the Performance
Management System, which has now been rolled out throughout the Group, value, recognize,
and reward individual performance more than ever.
Thanks to garnering top rankings in international competitions year after year,
HOERBIGER is considered a benchmark in the B2B environment when it comes to Corporate
Communications.
I’m delighted about all this, but also grateful – to our senior managers and our employees. I am
extremely grateful for the very close and constructive cooperation with the Board of Directors
during all the years I held the office of CEO, and for the trust that our shareholders, and most
notably our family shareholder Mrs. Christiana Hörbiger, and the entire Board of Trustees have
placed in me.
I would like to thank our business partners and customers for the confidence that you place
time and again in the development and consulting services of our employees, as well as in our
products and services. During all my years in operations, I always took a special interest in
the exchange and partnership with our customers. In my future capacity as President of the
Board of Directors, I will remain fully committed to ensuring that the HOERBIGER brand
continues to symbolize not only innovation and performance, but additionally – and more
importantly – proximity to the market and our customers. The Board of Directors of HOERBIGER
Holding AG appointed Dr. Jürgen Zeschky to succeed me as CEO and Chairman of the Executive
Board. I am delighted that in Dr. Zeschky we will have an accomplished individual at the helm
of the HOERBIGER Group, together with the Executive Board, to lead our continued path toward
success with a strong hand.
I would like to thank my colleagues on the Executive Board for the excellent working relation-
ship, which was always marked by mutual trust. In the decisions that we made together
for the HOERBIGER Group in the past years, I was able at all times to rely on a strong and
extremely competent team on the Executive Board.
I also would like to thank the employees in the Corporate Functions of HOERBIGER Holding AG
for their expert support in the development and implementation of our strategic objectives,
which was always based on partnership, respect and integrity. The professional work
delivered in recent years by the Corporate Functions gave me the confidence to hand over
a well-honed organization on a solid foundation to Dr. Zeschky.
CEO
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2016 will remain challenging – we will continue our course
The present fiscal year will again be filled with major challenges – especially in the Com-
pression Technology Strategic Business Unit. We do not expect a fundamental turnaround
in crude oil prices in the near future. The political and economic environment of our
Service business is also unlikely to change in either the mature or the emerging markets.
And yet, we will continue to grow in 2016. With our core competencies and our superb
resources, we will drive organic growth of the HOERBIGER Group and supplement our port-
folio with targeted, strategically well-balanced acquisitions.
Financially, HOERBIGER remains in an outstanding position to do this. We are able to
finance our growth initiatives from our strong cash flow and with a continued strong equity
capital base.
In the medium and long term, our growth prospects are outstanding
The HOERBIGER Group has outstanding growth prospects in the medium and long term.
With the initiatives launched as part of the Excellence & Growth mission in our
Strategic Business Units and Business Divisions, strong networks in Production and Procure-
ment, and effective yet lean Corporate Functions, we are in an excellent position.
In the Compression Technology Strategic Business Unit, innovative business models –
the REE initiative in the Service Division is a great example – will allow us to cater even more
strongly to the needs of our customers and develop new potential.
Proceeding from the acquisition of IEP Technologies, LLC, we will further bolster safety
technology and expand this new Business Segment. At the same time, the associated
synergistic use of our capabilities in a new market that is largely independent of the energy
sector is an investment in the stability of our portfolio.
In January 2016, we were able to expand the range of services of the Safety Solutions
Business Segment with the acquisition of Newson Gale, Nottingham, United Kingdom.
Newson Gale specializes in solutions dedicated to eliminating uncontrolled discharge of
static electricity and preventing ignition hazards in flammable and potentially explosive
areas. With explosion venting specialist BRILEX, in April 2016 we added another brand to
the HOERBIGER portfolio that is established in the safety technology field.
The order books of the Drive Technology Strategic Business Unit are well-stocked for 2016 and
the coming years as a result of contracts entered into in 2014 and 2015. We expect additional
growth momentum to come from the development and sales joint venture with Chengdu
HAONENG Technology Co., Ltd., Chengdu, China, which took effect on March 1, 2016 under
the name HAONENG HOERBIGER DriveTech (Shanghai) Co., Ltd (HHDTS). The joint venture
will cover the development, sale, and trade of synchronizer components and systems for
automobile transmissions in China.
The Hydraulic Systems Business Division will continue to post growth in its core business.
In the Loading Comfort Segment, the market launch of the innovative XETTO® loading and
unloading system will contribute to sales and earnings for the first time in 2016.
The deliberate and effective development of our employees and mentoring of our own
junior talent will ensure that our corporate culture – driven by our corporate values and the
high level of engagement of the people of HOERBIGER – will also prevail in the future.
Our growth is also due in no small part to the STREAM project that is now taking effect
throughout the Group. Optimized processes, and in particular the precision and speed of our
internal workflows, will play a vital role in our competitiveness going forward. In Production,
we have already decisively boosted our effectiveness and efficiency. STREAM is bound to
achieve comparable successes in our process flows as well.
CEO
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24 25
Our market environment demands action
The current market environment, with fierce competitive pressure in the international
markets and resulting narrow margins, forces us to take additional action.
We must take care of our customers’ needs even more intensively than in the past.
The key is to develop new business models that satisfy the needs of our customers, while
expediting the planned growth of the HOERBIGER Group.
If we then also succeed in developing greater market orientation – aided by sales
functions staffed with outstanding technical experts – and expanding our Management
Excellent in all areas, I anticipate major potential for a successful future of our Group.
Dr. Martin KomischkeCEO and Chairman of the Executive Board HOERBIGER Holding AG
CEO
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26 27
HIGHLIGHTS
2015
January
February
Support for Kempten University
The HOERBIGER Group will be sponsoring lecture hall V 409 at Kempten University,
Germany, for an initial period of five years. The HOERBIGER lecture hall is primarily a
venue for lectures on electrical engineering, business administration, and mechanical
engineering.
“Jugend forscht”/“Schüler experimentieren”Nine young researchers from the foothills of the Alps qualified for the Bavarian state
competitions “Jugend forscht” and “Schüler experimentieren”. Six out of a total of 57 projects
earned first place in the regional competition sponsored by HOERBIGER. Aside from the
regional victories, the judges – among them this year also five-times regional winner and
four-times state winner Max Burggraf – presented 22 additional awards.
Hig
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hts
28 29
HOERBIGER website is now in Russian too
The HOERBIGER corporate website went live in Russian,
making it available in a total of eight languages.
The new language version allows Russian-speaking
customers and employees faster and more convenient
access to product and corporate information.
Sales office for Engine Solutions in China
In May, the Engine Solutions Business Segment opened a dedicated sales office in Suzhou,
China. Through this office the Group will support the sales force in China while intensifying
its partnership with industrial engine manufacturers and operators in the fast-growing
Asian markets.
Girls’ Day
On April 23, HOERBIGER participated in Germany’s
nationwide Girls’ Day for the 13th time: 13 students
between the ages of 11 and 17 learned about technical
jobs open to them at the HOERBIGER Training Center
in Peiting.
April
April
May
Project STREAM: Kick-off in Vienna135 HOERBIGER managers from eleven countries met in Vienna, Austria, from May 11 to 13
for the kick-off event of STREAM. The project, which had taken several months to prepare,
then began its roll-out through the Group. Its goal is to optimize corporate processes
and structures, standardize them across Strategic Business Unit and Business Division
boundaries, and harmonize them based on a uniform IT infrastructure.
May
March
April
Board of Directors and Executive Board in Dubai and Kuwait
During the first week of March, the Board of Trustees, Board of Directors and Executive
Board visited HOERBIGER Service Middle East FZE in Dubai and Kuwait, together with
family shareholder Christiana Hörbiger. Personal talks with local management and
employees, and visits to customers, conveyed a detailed impression of activities in the area.
Apprentices inform about technical professions
To encourage young people to choose technical professions, the employers’ associations for
the metalworking and electrical industries devised a special project. On a bus named the
“InfoMobil” they travel across the state to tell students about job profiles in these industries
in a practical context. The InfoMobil stopped at HOERBIGER in Oberstenfeld, Germany,
in April. Four apprentices from the Drive Technology Strategic Business Unit introduced
152 students to attractive trades at HOERBIGER.
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New Group structure pooling resources
To continue to best capitalize on the growth opportunities in the global markets,
HOERBIGER changed the Group’s organizational structure effective June 1. The Compact
Motion Technology Business Division was combined with the Roof Hydraulics and Loading
Comfort Business Segments to form a new Hydraulic Systems Business Division. The Valve
Automation Business Division was assigned to the Compression Technology Strategic
Business Unit. The Transmission Comfort Business Segment was integrated into the Drive
Technology Strategic Business Unit as the Commercial Vehicles Segment. Finally, the
existing Automation Technology Strategic Business Unit was dissolved.
Human Resources: Worldwide RoadshowOn July 13 in Dubai, managers from the Middle East Africa (MEA) and Asia regions learned
about current HR strategy topics and programs from Gerhard Wagner, Chief Human
Resources Officer and a member of the Executive Board, and his managerial team. Previously,
the sites in Munich, Vienna, Fort Lauderdale, and Deerfield Beach hosted the HR Roadshow.
In total, more than 300 senior managers took part in these informational events.
June
June
Tailor-made synchronizer system
With the ClassicLINE DCT-Type, HOERBIGER unveiled the world’s first synchronizer specifically
for dual-clutch applications at the VDI Congress in Friedrichshafen, Germany. The unique design
of the ClassicLINE DCT-Type optimizes all the features that are particularly relevant to dual-clutch
transmissions: installation space, shifting speed, reduced noise, and shifting quality.
Successful ACHEMA in Frankfurt am MainHOERBIGER highlighted four products at ACHEMA, the world’s largest trade show for
the petrochemical, process and chemicals industries in Frankfurt am Main, Germany.
The zero-leakage XperSEAL reciprocating rod seal, the eHydroCOM compressor control
system, the intelligent TriVAX™ actuator, and the new REE audit service offering drew
big crowds at the booth.
June
June
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100,000 relief valves from Changzhou
In mid-2015, HOERBIGER (Valves) Changzhou Co. Ltd. in
China shipped its hundred thousandth relief valve. This
marked a key manufacturing milestone since the start of
series production in 2009. HOERBIGER relief valves offer
reliable protection from dangerous oil mist explosions in
the crankcases of large-bore engines.
3rd HOERBIGER Soccer Cup takes place in Schongau
A total of seven teams from four schools in Germany’s Weilheim-Schongau region faced
off during the third HOERBIGER Soccer Cup. The team from Schongau’s Welfengymnasium
preparatory school came out on top and took home the HOERBIGER challenge cup.
Operations International conference in Dresden is key success factorSome 90 operations managers from all the Strategic Business Units and Business Divisions
met in Dresden, Germany, from June 28 to July 1 to exchange ideas and experience on the
status and continued development of Operations in the HOERBIGER Group. The standardization
of technologies and processes, and the continuous pursuit of improvements, are key initiatives
that help the Group achieve growth.
June
July
August
50 years of club history at the Penzberg location
The company sports association at HOERBIGER’s Penzberg location in Germany was able to
look back on half a century of successful history: 40 employees had founded the association
on August 1, 1965. The board, members and friends of the club celebrated the milestone
anniversary with a Bavarian curling tournament, followed by festivities.
Topping-out ceremony at the new HOERBIGER Vienna siteOn August 27 it was time to celebrate in Austria: the topping-out ceremony was held at the
new HOERBIGER Vienna-Aspern site. The event marked an important milestone in the
timely progress of the construction project, which is slated for occupancy in May 2016.
Vienna-Aspern, Vienna’s Urban Lakeside, will be the combined location for approximately
500 employees who were previously spread across three sites in Vienna.
Historic Market in Schongau: coins for a good purpose
The excitement surrounding Schongau Summer was unabated even in the event’s 15th year.
The summer fest was an attraction for locals from the foothills of the Alps and vacationers
alike. The lively atmosphere extended to the HOERBIGER booth in the “Historic Market”,
where visitors minted a total of 1,900 tin coins as souvenirs. The donations received
in exchange amounted to around 1,400 euros and benefitted the St. Michael Integrated
Kindergarten.
August
August
August
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26 entry-level employees start their careers
In September, 26 young entry-level employees started their training at HOERBIGER's locations
in Germany. In the coming years they will learn commercial and technical professions in
the plants in Schongau, Altenstadt, Penzberg and Oberstenfeld. Four young men undergoing
a combined study/vocational training program are also among the apprentices.
HOERBIGER acquires IEP TechnologiesOn September 1, 2015, HOERBIGER acquired internationally renowned explosion protection
specialist IEP Technologies LLC, based in Marlborough, Massachusetts, USA. This acquisition
made HOERBIGER one of the world’s leading providers of sophisticated safety and explosion
protection technology for a broad range of industrial plant engineering applications.
September
September
Anniversary in Canada:10 years of HOERBIGER FineStampingHOERBIGER FineStamping Inc. in Waterloo, Canada, celebrated its tenth anniversary.
HOERBIGER invited all employees and their families to the anniversary celebration.
The 170 guests also included Dave Jaworsky, Mayor of Waterloo. At the Waterloo site,
HOERBIGER manufactures fine blanked parts for automatic transmissions.
CTI Symposium in Shanghai
In mid-September, Shanghai, China, was a magnet for specialists from the world of
transmissions. The CTI Symposium draws developers, suppliers, and buyers from
around the globe. HOERBIGER was present with a booth of its own. As part of a presentation,
the Group provided information on the influence of low-viscosity gearbox oil on the
performance of synchronizers.
Kick-off event for the EvoLET research program
More than 200 engine experts attended the kick-off event of the Evolutionary Large Engines
Technology – EvoLET for short – research project at the Large Engines Competence Center
at Graz University of Technology, Austria. The goal of the program is to develop next-generation
combustion technologies for gas and dual-fuel engines. HOERBIGER is working with the
university as a founding member and research partner.
September
September
October
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HOERBIGER Safety Solutions: first joint trade show presentation
At their first joint trade show presentation, IEP Technologies and HOERBIGER showcased their
comprehensive explosion mitigation portfolio at the international schüttgut trade show in
Dortmund, Germany. They used the event as a backdrop to introduce IEP Technologies as a new
member of the HOERBIGER Group to an interested trade audience
Health campaign in the USA promotes breast cancer awarenessFor the third time in a row, HOERBIGER employees worldwide supported Breast Cancer
Awareness Month with personal donations. This is an international campaign held annually
in October to increase awareness of the risks of breast cancer.
October
November
MEDICA in Düsseldorf: trade show of superlatives
Attended by more than 130,000 visitors, MEDICA in Düsseldorf, Germany, is the uncontested
leading international hub for medical technology. “Medical boards,” in which physicians
as well as those responsible for commercial aspects have a say in investment decisions,
were again a central topic in 2015. This is fine with HOERBIGER: The Group’s products offer a
number of unique selling propositions that not only distinguish them from the competition
technologically, but also make them attractive economically.
Employee engagement has increased again: 64 percent
Compared to last year, employee engagement in the HOERBIGER Group improved by one
percentage point in 2015, to 64 percent. This is a very pleasing result in view of the very
difficult market environment for the HOERBIGER Group, and it clearly exceeds the global
industry average.
November
November
November
Vivid interest in HOERBIGER TriVAX™The 2015 German Industrial Valve Trade Show (DIAM) in Bochum, Germany, was a smashing
success for HOERBIGER. A large number of end users and equipment manufacturers took
advantage of the opportunity to learn about the benefits of the HOERBIGER TriVAX™ valve
actuator, which combines maximum safety standards with extremely simple installation
and operation.
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Christiana Hörbiger awarded title of Honorary SenatorIn an academic ceremony, Vienna University of Technology, Austria, conferred the title
Honorary Senator (Senator h.c.) upon Mrs. Christiana Hörbiger on Friday, December 4, 2015.
Christiana Hörbiger is the family shareholder of the HOERBIGER Group and Vice President
of the HOERBIGER Foundation. The accolade honored her exceptional dedication to the
University.
December
Dr. Jürgen Zeschky becomes designated CEOHOERBIGER announced an important step that sets the course for the future. Effective July 1,
2016, Dr. Martin Komischke, CEO and Chairman of the Executive Board since 2004, will
become a member of the Board of Directors. Assuming the duties of Dr. Marcus Flubacher,
he will serve as the Board’s President. Dr. Jürgen Zeschky was appointed to succeed
Dr. Martin Komischke as CEO and Chairman of the Executive Board.
December
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INCREASED ENGAGEMENTOVERCAME CHALLENGES
GROUP PROFILE
In 2015, HOERBIGER strove to launch new growth initiatives in all the Strategic Business Units and Business Divisions. With great dedication, our employees helped to ensure that we were able to systematically pursue our strategic targets, despite the challenges in our markets.
An important boost for the implementation of our growth objectives was the acquisition of
IEP Technologies, LLC, effective September 1, 2015, and the associated development of the
new Safety Solutions Business Segment in the Compression Technology Strategic Business
Unit.
The completion of the new HOERBIGER site in Vienna-Aspern, the consolidation of
production in North America, which was associated with significant investments, and the
expansion of the infrastructure of numerous service branches are other important steps
in creating a long-term and effective competitive position for the Group.
In the Drive Technology Strategic Business Unit, localization in China was consistently
advanced. Additionally, a number of initiatives were launched under the motto “Beyond
Synchro” that are geared to the vehicle drive trains of the future.
Project STREAM was defined by the Executive Board in 2014 to establish a modern,
standardized, and accordingly efficient process landscape. In 2015 STREAM gained considerable
traction as it entered the implementation phase. Some 140 employees from all the Strategic
Business Units and Business Divisions analyzed and revised approximately 350 individual
processes and reviewed the new workflows. A total of nine end-to-end process teams are
working on STREAM.
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Charles FriessCFO and Deputy Chairman of the Executive Board
HOERBIGER Holding AG
“ In financing our growth, we can draw on strong cash flow and our sound equity capital base.”
Megatrends are driving long-term growth
Despite recent challenges, especially in the Compression Technology Strategic Business Unit,
the HOERBIGER Group continues to generate stable growth in all the Strategic Business Units
and Business Divisions.
Our growth is driven by three global megatrends:
Energy demand for the world’s population and the global economy will continue to rise.
Despite presently low crude oil prices, natural gas will remain one of the most important
global sources of energy, alongside a modestly growing share of renewable energies. Energy
efficiency and emissions reduction will become increasingly important in the future.
As a pioneer and trendsetter for key components used in machines and plants in the gas
and process industries, this trend will continue to benefit HOERBIGER long-term.
Mobility of people will continue to rise, most notably in Asia and the emerging markets.
This will benefit HOERBIGER in Drive Technology.
A third megatrend that comes with increasing prosperity is the growing worldwide need
for safety. Companies that offer key technologies in the safety technology field, including
HOERBIGER, have the best chances to continue to grow as a result of this megatrend.
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43 % Energy
38 % Automotive
19 % Industry
Lasting success thanks to balanced portfolio
With the unique selling propositions of our products, systems and services, we make a lasting
contribution to the added value of our customers in the oil, gas, and process industries,
in mechanical and plant engineering, and in the automobile industry.
2015 confirmed just how important our balanced corporate portfolio and the stable
positioning of our Strategic Business Units and Business Divisions in the energy, automotive
and industrial sectors are for HOERBIGER’s stability and growth.
Our portfolio helps us effectively pursue our strategic goals, develop our capabilities and
potential, and take advantage of the opportunities in our markets for our growth plans, even
in difficult years.
Corporate portfolio of HOERBIGER Holding AG
Status date: 2015
Our Strategic Business Units and Business Divisions
The Compression Technology and Drive Technology Strategic Business Units and the
Hydraulic Systems Business Division are the operational units of the HOERBIGER Group.
In 2015, the Compression Technology Strategic Business Unit accounted for approximately
58 percent of corporate sales. The Drive Technology Strategic Business Unit provided
approximately 32 percent of sales, and the Hydraulic Systems Business Division approximately
10 percent.
Compression Technology Strategic Business Unit
The products and solutions of the Compression Technology Strategic Business Unit are based
on know-how and technologies that HOERBIGER has developed in reciprocating compressor
valves over more than 120 years, starting with Hanns Hörbiger’s ground-breaking invention of
the steel plate valve. The success of the Business Unit has always been based on technological
solutions that offer big benefits for customers.
OEM DIVISIONThe OEM Division includes the Compressor Solutions, Serial Compressors, Safety Solutions,
and Engine Solutions Business Segments.
Compressor Solutions Business SegmentIn view of the large number of reciprocating compressors operating globally in gas compression,
the oil, gas, and process industries are traditionally the most important sales markets for the
Compression Technology Strategic Business Unit. For 120 years the Compression Technology
Strategic Business Unit has set standards in this Business Segment with durable valves,
highly efficient control units, rings and packings.
Serial Compressors Business SegmentReciprocating compressors are also used in refrigeration and air-conditioning systems as
well as in the automobile industry. The Serial Compressors Business Segment develops valve
heads and reed valves for these compact compressors.
Engine Solutions Business SegmentThe portfolio of the Engine Solutions Segment and of the Altronic brand includes innovative
engine controls, gas valves, actuators, and ignition systems for industrial engines used for
energy generation and for powering ships, locomotives, and compressors.
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The people and their overall performance goal –
“Performance counts” – shape the identity
and character of the HOERBIGER brand around
the globe.
HOERBIGER has continuously enhanced the
value of the brand over the past ten years.
The HOERBIGER website – www.hoerbiger.com –
is considered a benchmark for innovative Internet
communication worldwide. Exciting reports
and features in the HOERBIGER Yearbook and
HOERBIGER customer magazine @MOTION
aid in effectively positioning the strategy and
performance of HOERBIGER's employees
and of the products and services that they develop.
The HOERBIGER Forum in Vienna, Austria,
which we will open in June 2016, and its
innovative multimedia applications is another
building block of a brand world that is driven
by the performance goal of HOERBIGER’s
employees.
Safety Solutions Business SegmentThe wear-free explosion protection valves launched by HOERBIGER as early as the 1950s,
and continually advanced since, are used around the globe as safety valves in large-bore
engines and compressors, in the intake and exhaust systems of gas and dual-fuel engines,
and as passive protection in the processing of flammable dusts.
The acquisitions of IEP Technologies in September 2015, Newson Gale in January 2016,
and BRILEX in April 2016 have made HOERBIGER a worldwide leading provider of technologies
dedicated to explosion detection and suppression, and to the prevention of ignition
hazards of static electricity.
Valve Automation Business SegmentBy consistently cultivating the market, the Valve Automation Business Segment has estab-
lished a leading position in piezo valve technology. Piezoelectric positioner modules made by
HOERBIGER are used worldwide as key components of positioners for precise control of valves.
The top-ranking products of the Valve Automation Business Segment at present are the
electrohydraulic valve actuators of the TriVAX™ product family. Through the intelligent safety
functions built into products, the Valve Automation Business Segment has earned the trust
of customers from the oil, gas, and process industries, in power plants, and in the water and
wastewater industry.
SERVICE DIVISIONWorldwide, HOERBIGER has more than 90 Service locations in 52 countries. The Service
portfolio centers around solutions that boost the performance, reliability and economic
efficiency of reciprocating compressors, natural gas powered engines, and turbines.
PRODUCTION DIVISIONThe Production Division and its 14 manufacturing plants ensure that HOERBIGER can
guarantee short lead times worldwide, at consistently high quality standards. The
performance of Production is one of the success factors for the effectiveness and efficiency
of the Compression Technology Strategic Business Unit.
The HOERBIGER BrandThe people of HOERBIGER shape the identity and character of the Group
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Drive Technology Strategic Business Unit
Around the world, the Drive Technology Strategic Business Unit is considered the prime
partner in the automotive industry for the development and production of synchronizers used
in manual and automated transmissions, including dual-clutch transmissions. Its customers
include virtually all global automobile groups and transmission manufacturers.
Core competencies of the Strategic Business Unit are the development and design of synchro-
nizers, friction systems, and hub systems for the automobile industry. Synchronizers are
performance-defining key components used in modern manual transmissions (MTs), automated
manual transmissions (AMTs), and dual-clutch transmissions (DCTs). They are responsible
for smooth and comfortable gear shifting in automobiles and commercial vehicles.
With its expertise in pneumatic gearshift support systems for trucks and buses, the Transmission
Comfort Segment has formed the core of the new Commercial Vehicle Segment since it
was assigned in 2015 from the former Automotive Comfort Systems Business Division to the
Drive Technology Strategic Business Unit.
Production plants of the Drive Technology Business Unit are located in Schongau,
Oberstenfeld and Penzberg in Germany, Changzhou in China, and Waterloo in Canada.
The development center in Peiting, Germany, is equipped with state-of-the-art test
benches for synchronizers and friction linings.
It is from our heritage and our values, our
corporate ambition, our dedication, and our
performance commitment that we derive
the vision of the HOERBIGER Group:
We set standards.
Our Mission – Excellence & Growth –
ties our corporate ambition to our
long-term growth targets.
PRODUCT EXCELLENCE
Our products combine customer value
and unique selling propositions.
SERVICE EXCELLENCE
Our Service combines technology
and efficiency.
MANAGEMENT EXCELLENCE
We develop business ideas and turn
them into long-term successes.
OPERATIONAL EXCELLENCE
Our operational processes and technologies
are benchmarks.
Performance-defining components are the techno-
logical foundation for our products, systems, and
services. Through their unique selling propositions,
we provide a lasting contribution to the added value
of our customers – from OEMs to end users. These
components form the core of the HOERBIGER
brand and the starting point of the business model.
Our products – components, systems, and services –
are performance-defining. In compressors,
industrial engines, automobile transmissions, and
multifaceted mechanical and plant engineering
applications, they are key to efficiency and effective-
ness, reliability, and environmental compatibility.
VISIONWe set Standards
MISSIONPerformance-defining
Components
EXCELLENCE & GROWTH
PEOPLE AND VALUESPioneering Spirit | Courage | Fairness | Closeness
HERITAGEHanns Hörbiger | Alfred Hörbiger | Martina Hörbiger
Our Vision We set Standards
Our MissionEXCELLENCE & GROWTH
Our Business ModelPerformance-defining Components
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Hydraulic Systems Business Division
In an effort to take fullest advantage of the growth opportunities in global markets,
HOERBIGER in June 2015 combined the Compact Motion Technology Business Segment from
the former Automation Technology Strategic Business Unit with the Roof Hydraulics and
Loading Comfort Business Segments from the former Automotive Comfort Systems Business
Division to form a new Hydraulic Systems Business Division.
Compact Hydraulics Business SegmentAll activities related to hydraulic roof drives, the development and sale of lifting columns for
operating tables, marine and recreational vehicle applications, and components for hydraulic
restraint systems are covered under the Compact Hydraulics Business Segment.
For more than three decades, compact hydraulic drives made by HOERBIGER have been the
performance-defining components for automatically opening and closing convertible tops.
In medical technology, HOERBIGER is a premium supplier of compact hydraulic lifting columns
used worldwide as drive systems for operating tables. In the field of marine and recreational
vehicle applications and hydraulic restraint systems for amusement rides, HOERBIGER supplies
performance-defining hydraulic actuators.
Loading Comfort Business SegmentIn the Loading Comfort Business Segment, HOERBIGER is working on future-oriented comfort
solutions that allow easy transport of heavy loads. In 2016, the XETTO® loading and unloading
aid will be launched as the first series product of the Loading Comfort Business Segment.
Machinery Business SegmentThe Machinery Business Segment combines all development and sales activities for hydraulic
applications in the press brake market. With complete electrohydraulic drives that are
compact and efficient, in recent years HOERBIGER has laid an innovative technological
foundation for the development of press brakes that are not only modern but also
energy-saving.
The most significant production plant of the Hydraulic Systems Business Division is the
Bolesławiec plant in Poland, where the components for HOERBIGER roof hydraulics, the Type
4 and Type 6 series drive systems, and hydraulic cylinders and tubing are produced. The
location in Barbing, Germany, specializes in microfluidics and primarily supplies components
and systems for medical technology.
Hydraulic power units for press brakes and special hydraulic solutions, such as brakes
for wind power plants, are manufactured in Altenstadt in Germany and Wuxi in China. The
existing manufacturing location in Auburn, Alabama, USA, will be turned into a technology
center for the development of hydraulics solutions for customers from North America.
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Business Development as a success factor
In the coming years, the HOERBIGER Group will experience continued growth, both
organically, by continually developing our core competencies and capabilities, and through
acquisitions, by acquiring companies whose portfolio fits our strategic objectives.
Corporate Business Development supports this approach by developing and implementing
appropriate initiatives and projects. It reviews technical innovations, new business ideas,
and growth potential in the market to determine whether, and to what extent, these can help
meet the future requirements of our markets and customers, satisfying our growth targets
while respecting the stability criteria of the Group.
Organic growthAt HOERBIGER, organic growth has always been driven by technical innovation and inspiration
from the ranks of the employees. Business Development assembles and professionally
interprets ideas that originate in-house.
The objective is to strengthen existing business activities and use new business ideas and
new business models to continually shape the future.
Growth through acquisitionGrowth through the deliberate acquisition of companies whose technology and market
presence complement our existing core businesses in related business segments is just as
important as internal, organic growth.
Acquisition initiatives focus on broadening and strengthening the technological core
competencies, and specifically on expanding the product and service portfolio. This is closely
tied to the goal of bolstering the presence in the market to achieve a sustainable position in
the OEM and Service business. Long-term, every acquisition must also contribute to increasing
the company’s value.
HOERBIGER has the objective of being first or
second in the niche markets in which the company
is strategically represented. Our products and
services must therefore offer unique selling
propositions that clearly distinguish them from
the competition.
When developing new products and services,
we focus on the core competencies of the
Strategic Business Units: fluid mechanics,
thermodynamics, and gas dynamics in compres-
sion and engine technology; hydraulics,
pneumatics, and piezo technology in automation
technology; and tribology and metal forming in
drive technology. These core competencies also
encompass electronics, sensors, and software.
The Group has a mandate to remain self-reliant
and to be independent and sustainably positioned.
We therefore consistently make sure that our
portfolio and our relationships with customers
and suppliers alike are based on several pillars.
Each entity in the HOERBIGER Group must be
able to support itself. Senior managers are
responsible for the long-term profitability of their
entities. The criterion is the EBIT margin:
the operating income in proportion to sales.
Our Stability CriteriaMarket Positioning, Technology, Self-Reliance and Profitability
Market positioning
Self-reliance
Technology Profitability
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“ I LIKE BEING AN ENTREPRENEUR WITHIN THE COMPANY.”
Business Development as a success factor
In the coming years, the HOERBIGER Group will experience continued growth, both
organically, by continually developing our core competencies and capabilities, and through
acquisitions, by acquiring companies whose portfolio fits our strategic objectives.
Corporate Business Development supports this approach by developing and implementing
appropriate initiatives and projects. It reviews technical innovations, new business ideas,
and growth potential in the market to determine whether, and to what extent, these can help
meet the future requirements of our markets and customers, satisfying our growth targets
while respecting the stability criteria of the Group.
Organic growthAt HOERBIGER, organic growth has always been driven by technical innovation and inspiration
from the ranks of the employees. Business Development assembles and professionally
interprets ideas that originate in-house.
The objective is to strengthen existing business activities and use new business ideas and
new business models to continually shape the future.
Growth through acquisitionGrowth through the deliberate acquisition of companies whose technology and market
presence complement our existing core businesses in related business segments is just as
important as internal, organic growth.
Acquisition initiatives focus on broadening and strengthening the technological core
competencies, and specifically on expanding the product and service portfolio. This is closely
tied to the goal of bolstering the presence in the market to achieve a sustainable position in
the OEM and Service business. Long-term, every acquisition must also contribute to increasing
the company’s value.
HOERBIGER has the objective of being first or
second in the niche markets in which the company
is strategically represented. Our products and
services must therefore offer unique selling
propositions that clearly distinguish them from
the competition.
When developing new products and services,
we focus on the core competencies of the
Strategic Business Units: fluid mechanics,
thermodynamics, and gas dynamics in compres-
sion and engine technology; hydraulics,
pneumatics, and piezo technology in automation
technology; and tribology and metal forming in
drive technology. These core competencies also
encompass electronics, sensors, and software.
The Group has a mandate to remain self-reliant
and to be independent and sustainably positioned.
We therefore consistently make sure that our
portfolio and our relationships with customers
and suppliers alike are based on several pillars.
Each entity in the HOERBIGER Group must be
able to support itself. Senior managers are
responsible for the long-term profitability of their
entities. The criterion is the EBIT margin:
the operating income in proportion to sales.
Our Stability CriteriaMarket Positioning, Technology, Self-Reliance and Profitability
Market positioning
Self-reliance
Technology Profitability
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Strong concepts for tomorrow’s growth: in addition to a keen sense of new technologies and business models, Sigune Suttner’s particular strengths lie in translating promising ideas into reality with a well thought-out plan.
Sigune Suttner already had several years of international professional
experience in the automotive, shipbuilding and petrochemicals industries
under her belt when she first came into contact with HOERBIGER:
“At the time, I was looking specifically for a medium-sized company with a global footprint and good prospects for development for my planned part-time MBA program.”
This was a perfect fit for HOERBIGER, given that the company combines
the financial strength and organizational structure of a global group with the
energy, flexibility and long-term orientation of a medium-sized firm.
Entrepreneurial spirit runs in Sigune Suttner‘s veins: right after graduating
from high school, she founded a start-up company with a partner – the
goal was to recultivate fallow farmland in Eastern Europe to grow corn for
bio ethanol production. She then studied business administration, majoring
in entrepreneurship and supply chain management. After graduating,
Suttner was hired by a manufacturer of metal alloy foams, which are used
in particulate filters.
Sigune Suttner joined HOERBIGER in April 2014 – as a manager in Corporate
Business Development. “Over the past two years, we have been able to fill
our innovation pipeline with internal growth projects and acquisitions.
After this scouting phase, I look forward to seeing the promising ideas through
to implementation, in close cooperation with all the Strategic Business Units
and Business Divisions,” says Suttner. In the medium term, she can well image
bringing an innovative project at the operational level to fruition.
“I like being an entrepreneur within the company. Breaking away from old mindsets and reconsidering the logic of existing markets – that’s my passion.”
Sigune Suttner
Business Development as a success factor
In the coming years, the HOERBIGER Group will experience continued growth, both
organically, by continually developing our core competencies and capabilities, and through
acquisitions, by acquiring companies whose portfolio fits our strategic objectives.
Corporate Business Development supports this approach by developing and implementing
appropriate initiatives and projects. It reviews technical innovations, new business ideas,
and growth potential in the market to determine whether, and to what extent, these can help
meet the future requirements of our markets and customers, satisfying our growth targets
while respecting the stability criteria of the Group.
Organic growthAt HOERBIGER, organic growth has always been driven by technical innovation and inspiration
from the ranks of the employees. Business Development assembles and professionally
interprets ideas that originate in-house.
The objective is to strengthen existing business activities and use new business ideas and
new business models to continually shape the future.
Growth through acquisitionGrowth through the deliberate acquisition of companies whose technology and market
presence complement our existing core businesses in related business segments is just as
important as internal, organic growth.
Acquisition initiatives focus on broadening and strengthening the technological core
competencies, and specifically on expanding the product and service portfolio. This is closely
tied to the goal of bolstering the presence in the market to achieve a sustainable position in
the OEM and Service business. Long-term, every acquisition must also contribute to increasing
the company’s value.
HOERBIGER has the objective of being first or
second in the niche markets in which the company
is strategically represented. Our products and
services must therefore offer unique selling
propositions that clearly distinguish them from
the competition.
When developing new products and services,
we focus on the core competencies of the
Strategic Business Units: fluid mechanics,
thermodynamics, and gas dynamics in compres-
sion and engine technology; hydraulics,
pneumatics, and piezo technology in automation
technology; and tribology and metal forming in
drive technology. These core competencies also
encompass electronics, sensors, and software.
The Group has a mandate to remain self-reliant
and to be independent and sustainably positioned.
We therefore consistently make sure that our
portfolio and our relationships with customers
and suppliers alike are based on several pillars.
Each entity in the HOERBIGER Group must be
able to support itself. Senior managers are
responsible for the long-term profitability of their
entities. The criterion is the EBIT margin:
the operating income in proportion to sales.
Our Stability CriteriaMarket Positioning, Technology, Self-Reliance and Profitability
Market positioning
Self-reliance
Technology Profitability
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1 Dr. Martin KomischkeCEO and Chairman of the Executive BoardBorn 1957Chairman of the Executive Board since 2004; previously, from 1996 onward, a member of the Executive Board and CEO of the Drive Technology Strategic Business Unit
2 Charles FriessCFO and the CEO’s deputy on the Executive BoardBorn 1956CFO of the HOERBIGER Group since 1996
3 Gerhard WagnerChief Human Resources OfficerBorn 1962Member of the Executive Board since 2012
4 Johann HipflCEO of the Compression Technology Strategic Business UnitBorn 1954 Member of the Executive Board since 2007
5 Thomas EnglmannCEO of the Drive Technology Strategic Business UnitBorn 1968 Member of the Executive Board since 2014
HOERBIGER Executive Board (December 31, 2015). From left to right: 2, 3, 1, 5, 4
The Executive Board is responsible for the ope-
rational management of the HOERBIGER Group.
The Executive Board represents the Group to
the public, customers and business partners.
The Executive Board comprises five members:
the Chief Executive Officer (CEO), the Chief
Financial Officer (CFO), the Chief Human
Resources Officer (CHRO), and the CEOs of the
Compression Technology and Drive Technology
Strategic Business Units.
Within the scope of its operational responsibilities,
the Executive Board is in charge of ensuring
that new products, services, and new business
models fit the strategic orientation of the
HOERBIGER Group as agreed between the
Board of Directors and the Executive Board, and
satisfy the stability criteria set for the Group.
Along with Dr. Martin Komischke being
appointed President of the Board of Directors of
HOERBIGER Holding AG effective July 1, 2016,
Dr. Jürgen Zeschky was appointed his successor
as CEO and Chairman of the Executive Board.
Dr. Zeschky joined the HOERBIGER Group on
January 1, 2016 and will assume the office of
CEO on July 1, 2016.
Dr. Jürgen Zeschky was born in 1960. After
graduating in mechanical engineering, he
earned his doctorate at the Institute of Turbo-
machinery of RWTH Aachen. He subsequently
held various managerial functions at leading
industrial firms in Germany and the USA.
The Executive Board56 57
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“ We have good people and need the right individuals. Growth starts with people who accept change as a challenge, develop ideas, and translate these into strategies and ultimately into success.”
Gerhard WagnerChief Human Resources Officer
and Member of the Executive Board HOERBIGER Holding AG
HOERBIGER is a great place to work. This is because HOERBIGER recognizes, promotes,
and respects individual performance. Every employee finds opportunities at HOERBIGER to
continue to develop, both professionally and personally – especially during years filled with
major challenges.
Voice for Excellence: outstanding engagement
All of this would have been unthinkable without the commitment to performance and the
high level of engagement of the HOERBIGER Group’s 6,858 employees worldwide.
We are proud to have improved the engagement score in the HOERBIGER Group by
another percentage point, to 64 percent, in 2015.
This is an excellent rating by international standards and places us clearly above the
global industry average.
Engagement: Well on the way in 2015
Global industry average57 %
HOERBIGER total64 %
30%
0 %
45%65%
100 %
Performance / best employers zone Neutral zone Uncertainty zone Destructive zone
Source: Aon Hewitt Employee Research Database
58 59
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10 20 30 40 50
500
1000
1500
2000
2500
3000
3500
4000
4500
5000
5500
6000
6500
At the end of 2015, the Compression Technology
Strategic Business Unit had 4,186 employees, the
Drive Technology Strategic Business Unit had 1,524
employees, 508 worked in the Hydraulic Systems
Business Division, and 272 in corporate functions.
Our team was supported by external contractors.
As of December 31, 2015, HOERBIGER employed
a total of 368 people from outside staffing firms:
287 in the Compression Technology Strategic Business
Unit, 33 in the Drive Technology Strategic Business
Unit, 46 in the Hydraulic Systems Business Division,
and two in corporate functions.
Employees
Employees by Strategic Business Unit Compression Technology Drive Technology Hydraulic Systems
Corporate Functions
Temporary employees by Strategic Business Units Compression Technology Drive Technology Hydraulic Systems
Corporate Functions
Status date: December 31, 2015
We appreciate the talent from within our own ranks
HOERBIGER strives primarily to recruit internal talent to fill leadership positions.
The key is to develop internal employees in their personal careers to the point where a
majority of management positions can be filled by junior managers from within the Group.
In 2014, HOERBIGER had set the goal of filling 70 to 80 percent of all managerial positions
in-house. In 2015 this target was met, with an internal recruitment rate of 73 percent.
Well over half of all newly created or vacated managerial positions were filled by successful
graduates of the management programs offered within the Group: the Business Leadership
Program, the Harvard Breakthrough Leadership Program, and the Foundation of
Leadership Program.
Mission Statement and Success Profile – leadership with clear objectives
It is of crucial importance for the success of the Group that every senior manager and every
employee knows exactly how their responsibilities and goals contribute to the success of the
company.
Proceeding from the strategic objectives of the Group, the Mission Statement transparently
outlines for every manager the expectations that are tied to the particular leadership position,
along with specific goals and key performance indicators (KPIs).
The Mission Statement forms an essential part of the Success Profile that is developed for
every leadership function within the HOERBIGER Group. In addition to the Mission Statement,
it also encompasses professional requirements as well as the Excellence Behaviors derived for
senior managers from our Mission.
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“ TRACKING DOWN TALENT WITH OUR DASHBOARD.”
10 20 30 40 50
500
1000
1500
2000
2500
3000
3500
4000
4500
5000
5500
6000
6500
At the end of 2015, the Compression Technology
Strategic Business Unit had 4,186 employees, the
Drive Technology Strategic Business Unit had 1,524
employees, 508 worked in the Hydraulic Systems
Business Division, and 272 in corporate functions.
Our team was supported by external contractors.
As of December 31, 2015, HOERBIGER employed
a total of 368 people from outside staffing firms:
287 in the Compression Technology Strategic Business
Unit, 33 in the Drive Technology Strategic Business
Unit, 46 in the Hydraulic Systems Business Division,
and two in corporate functions.
Employees
Employees by Strategic Business Unit Compression Technology Drive Technology Hydraulic Systems
Corporate Functions
Temporary employees by Strategic Business Units Compression Technology Drive Technology Hydraulic Systems
Corporate Functions
Status date: December 31, 2015
We appreciate the talent from within our own ranks
HOERBIGER strives primarily to recruit internal talent to fill leadership positions.
The key is to develop internal employees in their personal careers to the point where a
majority of management positions can be filled by junior managers from within the Group.
In 2014, HOERBIGER had set the goal of filling 70 to 80 percent of all managerial positions
in-house. In 2015 this target was met, with an internal recruitment rate of 73 percent.
Well over half of all newly created or vacated managerial positions were filled by successful
graduates of the management programs offered within the Group: the Business Leadership
Program, the Harvard Breakthrough Leadership Program, and the Foundation of
Leadership Program.
Mission Statement and Success Profile – leadership with clear objectives
It is of crucial importance for the success of the Group that every senior manager and every
employee knows exactly how their responsibilities and goals contribute to the success of the
company.
Proceeding from the strategic objectives of the Group, the Mission Statement transparently
outlines for every manager the expectations that are tied to the particular leadership position,
along with specific goals and key performance indicators (KPIs).
The Mission Statement forms an essential part of the Success Profile that is developed for
every leadership function within the HOERBIGER Group. In addition to the Mission Statement,
it also encompasses professional requirements as well as the Excellence Behaviors derived for
senior managers from our Mission.
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60 61
Carlo Van Praet joined HOERBIGER in mid-2014. The Belgian initially worked at the corporate headquarters in Zug as Corporate Manager Organization Development & Talent (OD & T). Today, he is Global Head of Compensation & Benefits in Zug.
In 2015, Van Praet’s work focused on the development of programs to identify
and train junior managers.
One important tool in these efforts is the Global Talent Dashboard, which is
available online to all top executives of the Group.
“ In 2015, the Global Talent Dashboard became a key tool in the development of talent at HOERBIGER,” Carlo Van Praet explains. “It also provides our senior managers with important statistical information on topics that are important for the company’s success and growth, such as succession planning and employee engagement data.”
Based on the key performance indicators (KPIs) developed by Corporate
Human Resources to assess leadership qualities for management functions,
the Global Talent Dashboard provides essential information that allows
employees who show talent and potential for demanding managerial tasks
to be developed using tailor-made personal advancement programs.
Carlo Van Praet
10 20 30 40 50
500
1000
1500
2000
2500
3000
3500
4000
4500
5000
5500
6000
6500
At the end of 2015, the Compression Technology
Strategic Business Unit had 4,186 employees, the
Drive Technology Strategic Business Unit had 1,524
employees, 508 worked in the Hydraulic Systems
Business Division, and 272 in corporate functions.
Our team was supported by external contractors.
As of December 31, 2015, HOERBIGER employed
a total of 368 people from outside staffing firms:
287 in the Compression Technology Strategic Business
Unit, 33 in the Drive Technology Strategic Business
Unit, 46 in the Hydraulic Systems Business Division,
and two in corporate functions.
Employees
Employees by Strategic Business Unit Compression Technology Drive Technology Hydraulic Systems
Corporate Functions
Temporary employees by Strategic Business Units Compression Technology Drive Technology Hydraulic Systems
Corporate Functions
Status date: December 31, 2015
We appreciate the talent from within our own ranks
HOERBIGER strives primarily to recruit internal talent to fill leadership positions.
The key is to develop internal employees in their personal careers to the point where a
majority of management positions can be filled by junior managers from within the Group.
In 2014, HOERBIGER had set the goal of filling 70 to 80 percent of all managerial positions
in-house. In 2015 this target was met, with an internal recruitment rate of 73 percent.
Well over half of all newly created or vacated managerial positions were filled by successful
graduates of the management programs offered within the Group: the Business Leadership
Program, the Harvard Breakthrough Leadership Program, and the Foundation of
Leadership Program.
Mission Statement and Success Profile – leadership with clear objectives
It is of crucial importance for the success of the Group that every senior manager and every
employee knows exactly how their responsibilities and goals contribute to the success of the
company.
Proceeding from the strategic objectives of the Group, the Mission Statement transparently
outlines for every manager the expectations that are tied to the particular leadership position,
along with specific goals and key performance indicators (KPIs).
The Mission Statement forms an essential part of the Success Profile that is developed for
every leadership function within the HOERBIGER Group. In addition to the Mission Statement,
it also encompasses professional requirements as well as the Excellence Behaviors derived for
senior managers from our Mission.
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rofil
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Corporate compliance is indispensable at HOERBIGER
The Compliance Initiative that was given top priority by the Executive Board continued
in 2015. Complying with statutory provisions and maintaining ethical conduct pose major
challenges in many regions of the world. HOERBIGER faces this challenge with a zero-
tolerance policy for violations.
Worldwide, more than 25 compliance training sessions were conducted in 2015 for
employees from all departments and all levels of management. In addition to compliance
in general, the training focused on compliance with competition law and export control
regulations.
The sessions all required attendance in person. The effort is worthwhile, and gives
employees and compliance experts an opportunity to discuss specific challenges face-to-face.
The Compliance Initiative is designed to provide the assistance and confidence employees
need to make fast yet irreproachable decisions in everyday situations. In addition to the training
sessions, Corporate Audit staff are available at any time for information on everything
related to compliance.
When it comes to personal commitment to the compliance goals, the Executive Board and
senior managers lead by example. Compliance is a prerequisite for participation in bonus
programs for senior managers. Every year, all top managers personally review and report on
the compliance situation in their respective areas of responsibility.
HOERBIGER is looking for modern adventurers
Our corporate values Pioneering Spirit and Courage are a common thread running through
the success story of the HOERBIGER Group. We offer attractive development opportunities
to individuals who develop innovative technological solutions and new business ideas
through creativity, know-how, commitment to performance, and high personal standards.
With his development of what at the time was a
highly innovative steel plate valve, Hanns Hörbiger
in 1895 laid the foundation for the present Group.
This development furthered the evolution of blast
furnace technology and prepared the way for
high-pressure chemistry. Hanns Hörbiger’s
son Alfred started the in-house production of
valves in Vienna-Simmering in 1931. In the
years after the end of the Second World War,
his wife Martina Hörbiger managed to resume
the company’s international relationships.
Our Heritage and our Values
For more than a century, HOERBIGER has been
shaped by the pioneering spirit of Hanns
Hörbiger, the entrepreneurial courage of Alfred
and Martina Hörbiger, its proximity to customers,
and its fairness toward business partners and
employees. Our corporate values – Pioneering
Spirit, Courage, Fairness and Closeness –
are the direct result of our heritage.
Toward employees, customers, suppliers and all other business partners
Fairness
Taking carefully weighed risks
Taking responsibility and seeing the job through even in difficult situations
Courage
Worldwide presence, familiarity with all cultures
Knowing the customers and their needs
Closeness
Overcoming your own boundaries
Approaching new tasks without already knowing the solution
PioneeringSpirit
62 63
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“ WHAT IS YOUR HOERBIGER ADVENTURE?”
Corporate compliance is indispensable at HOERBIGER
The Compliance Initiative that was given top priority by the Executive Board continued
in 2015. Complying with statutory provisions and maintaining ethical conduct pose major
challenges in many regions of the world. HOERBIGER faces this challenge with a zero-
tolerance policy for violations.
Worldwide, more than 25 compliance training sessions were conducted in 2015 for
employees from all departments and all levels of management. In addition to compliance
in general, the training focused on compliance with competition law and export control
regulations.
The sessions all required attendance in person. The effort is worthwhile, and gives
employees and compliance experts an opportunity to discuss specific challenges face-to-face.
The Compliance Initiative is designed to provide the assistance and confidence employees
need to make fast yet irreproachable decisions in everyday situations. In addition to the training
sessions, Corporate Audit staff are available at any time for information on everything
related to compliance.
When it comes to personal commitment to the compliance goals, the Executive Board and
senior managers lead by example. Compliance is a prerequisite for participation in bonus
programs for senior managers. Every year, all top managers personally review and report on
the compliance situation in their respective areas of responsibility.
HOERBIGER is looking for modern adventurers
Our corporate values Pioneering Spirit and Courage are a common thread running through
the success story of the HOERBIGER Group. We offer attractive development opportunities
to individuals who develop innovative technological solutions and new business ideas
through creativity, know-how, commitment to performance, and high personal standards.
With his development of what at the time was a
highly innovative steel plate valve, Hanns Hörbiger
in 1895 laid the foundation for the present Group.
This development furthered the evolution of blast
furnace technology and prepared the way for
high-pressure chemistry. Hanns Hörbiger’s
son Alfred started the in-house production of
valves in Vienna-Simmering in 1931. In the
years after the end of the Second World War,
his wife Martina Hörbiger managed to resume
the company’s international relationships.
Our Heritage and our Values
For more than a century, HOERBIGER has been
shaped by the pioneering spirit of Hanns
Hörbiger, the entrepreneurial courage of Alfred
and Martina Hörbiger, its proximity to customers,
and its fairness toward business partners and
employees. Our corporate values – Pioneering
Spirit, Courage, Fairness and Closeness –
are the direct result of our heritage.
Toward employees, customers, suppliers and all other business partners
Fairness
Taking carefully weighed risks
Taking responsibility and seeing the job through even in difficult situations
Courage
Worldwide presence, familiarity with all cultures
Knowing the customers and their needs
Closeness
Overcoming your own boundaries
Approaching new tasks without already knowing the solution
PioneeringSpirit
Gro
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62 63
Falk Daubner was hired by HOERBIGER in 2012 as Corporate Manager Organization Development & Talent (OD & T). In 2015, he became Corporate HR Manager Employer Branding & University Recruiting, and in 2016 additionally assumed the position of Recruiting Manager for Europe, the Middle East, and Africa.
Under the motto “The HOERBIGER Adventure,” Falk Daubner and his
colleagues in Corporate Human Resources developed a new personnel
advertising concept to advance HOERBIGER as an employer brand.
“The new advertisements are tailored to the character and nature of the HOERBIGER brand,” says Falk Daubner. “The focus of the campaign lies on pioneering spirit and courage, combined with the personal experiences of HOERBIGER employees.”
An example is the ad that tells the story of Alexandra Wittmann.
Alexandra Wittmann joined HOERBIGER in 2011 as Controller for the Western
Europe service region. Her outstanding performance earned her an invitation
to the HOERBIGER Business Leadership Program – a customized development
program for senior managers.
Today, Alexandra Wittmann is responsible for Controlling across an entire
Business Division. And her adventure continues.Falk Daubner & Alexandra Wittmann
Corporate compliance is indispensable at HOERBIGER
The Compliance Initiative that was given top priority by the Executive Board continued
in 2015. Complying with statutory provisions and maintaining ethical conduct pose major
challenges in many regions of the world. HOERBIGER faces this challenge with a zero-
tolerance policy for violations.
Worldwide, more than 25 compliance training sessions were conducted in 2015 for
employees from all departments and all levels of management. In addition to compliance
in general, the training focused on compliance with competition law and export control
regulations.
The sessions all required attendance in person. The effort is worthwhile, and gives
employees and compliance experts an opportunity to discuss specific challenges face-to-face.
The Compliance Initiative is designed to provide the assistance and confidence employees
need to make fast yet irreproachable decisions in everyday situations. In addition to the training
sessions, Corporate Audit staff are available at any time for information on everything
related to compliance.
When it comes to personal commitment to the compliance goals, the Executive Board and
senior managers lead by example. Compliance is a prerequisite for participation in bonus
programs for senior managers. Every year, all top managers personally review and report on
the compliance situation in their respective areas of responsibility.
HOERBIGER is looking for modern adventurers
Our corporate values Pioneering Spirit and Courage are a common thread running through
the success story of the HOERBIGER Group. We offer attractive development opportunities
to individuals who develop innovative technological solutions and new business ideas
through creativity, know-how, commitment to performance, and high personal standards.
With his development of what at the time was a
highly innovative steel plate valve, Hanns Hörbiger
in 1895 laid the foundation for the present Group.
This development furthered the evolution of blast
furnace technology and prepared the way for
high-pressure chemistry. Hanns Hörbiger’s
son Alfred started the in-house production of
valves in Vienna-Simmering in 1931. In the
years after the end of the Second World War,
his wife Martina Hörbiger managed to resume
the company’s international relationships.
Our Heritage and our Values
For more than a century, HOERBIGER has been
shaped by the pioneering spirit of Hanns
Hörbiger, the entrepreneurial courage of Alfred
and Martina Hörbiger, its proximity to customers,
and its fairness toward business partners and
employees. Our corporate values – Pioneering
Spirit, Courage, Fairness and Closeness –
are the direct result of our heritage.
Toward employees, customers, suppliers and all other business partners
Fairness
Taking carefully weighed risks
Taking responsibility and seeing the job through even in difficult situations
Courage
Worldwide presence, familiarity with all cultures
Knowing the customers and their needs
Closeness
Overcoming your own boundaries
Approaching new tasks without already knowing the solution
PioneeringSpirit
Gro
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The Board of Directors
The Board of Directors carries the managerial,
organizational, supervisory, and financial
responsibilities of HOERBIGER Holding AG. It is
composed of members of the Board of Trustees,
former members of the HOERBIGER Executive
Board, and seasoned individuals who are
associated with the Group and experienced in
corporate management.
The President, Vice President and remaining
members of the Board of Directors are elected
at the Annual General Meeting at the proposal
of the Board of Trustees.
As the highest decision-making body, the Board
of Directors is in charge of the main structural
responsibilities across the HOERBIGER Group,
notably its long-term strategy and fundamental
organizational principles.
The Board of Directors decides on the compa-
ny’s values and principles. It approves the
Group’s planning and budget, and appoints
the members of the Executive Board.
Since Dr. Marcus Flubacher and Dr. Gerd Unterburg
will step down from both the Board of Trustees
and the Board of Directors effective June 30,
2016, the following new personnel appointments
to the Board of HOERBIGER Holding AG were
resolved at the Annual General Meeting of
HOERBIGER Holding AG on April 6, 2016, as
requested by the shareholders of HOERBIGER
Holding AG:
Effective July 1, 2016, Dr. Martin Komischke will
join the Board of Directors and become President
of the Board of Directors of HOERBIGER Holding
AG, relinquishing his existing successful positions
as CEO and Chairman of the Executive Board of
HOERBIGER Holding AG.
Dr. Andreas Hünerwadel will be appointed
Vice President of the Board of Directors of
HOERBIGER Holding AG. Dr. Hünerwadel has
been a member of the Board of Directors since
July 1, 2015 and a member of the Board of
Trustees of the HOERBIGER Foundation since
September 7, 2009.
In addition, Albin Hahn will be appointed to the
Board of Directors of HOERBIGER Holding AG
effective July 1, 2016. Albin Hahn has been
involved as an external member of the Audit
Committee of the Board of Directors since
January 1, 2014.
1 Dr. Marcus FlubacherPresidentBorn 1944 President of the Board of Directors since 1997
2 Dr. Gerd UnterburgVice PresidentBorn 1940 Vice President of the Board of Directors since 2004; previously, from September 1989 onward, Chairman of the management team of the HOERBIGER group of companies and of HOERBIGER International in Vienna; Chairman of the Executive Board from 1997 until he joined the Board of Directors
3 Dr. Rudolf HuberMemberBorn 1955 Member of the Board of Directors since 2008
4 Dr. Manfred ReichlMember Born 1953 Member of the Board of Directors since 2010
5 Egbert AppelMemberBorn 1949 Member of the Board of Directors since 2012
6 Dr. Andreas HünerwadelMemberBorn 1964 Member of the Board of Directors since 2015
HOERBIGER Board of Directors (December 31, 2015). From left to right: 6, 3, 1, 2, 4, 5
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The HOERBIGER Foundation – ensuring stability and continuity
The HOERBIGER Foundation in Zug, Switzerland, provides the Group with a sound basis
marked by a long-term view, sustainability, stability, and continuity.
The HOERBIGER Foundation protects the Group’s entrepreneurial heritage and ensures
stability and self-reliance, as well as future-oriented corporate development geared toward
profitable growth.
At 75 percent, the majority of shares of HOERBIGER Holding AG are held by HOERBIGER
Tectum Holding AG, Zug, an intermediate holding company that is entirely dependent on
the HOERBIGER Foundation. The remaining 25 percent is held via an associated company by
family shareholder Mrs. Christiana Hörbiger, who is also Vice President of the Board of
Trustees of the HOERBIGER Foundation.
The Board of Directors of HOERBIGER Tectum Holding AG is identical to the Board of
Trustees of the HOERBIGER Foundation and is composed of members of the Hörbiger family,
active and/or former members of the Board of Directors, and independent advisors associated
with the company through long-standing cooperation. The Board of Trustees’ sole mandate
is to support the Foundation’s mission and safeguard the interests of the HOERBIGER Group.
Status date: April 2016
Shareholders of HOERBIGER Holding AG
The HOERBIGER Foundation earmarks for the company the majority of corporate profits
generated by the HOERBIGER Group. It is the primary objective of the Foundation to preserve
the independence of the company and to support the Group in its continual long-term
expansion.
The exclusive mandate of the HOERBIGER Foundation is to safeguard the future of the
company. One important concern of the HOERBIGER Foundation is to support research and
development in the HOERBIGER Group through the projects it promotes and through closer
collaboration with universities and other research institutes. The HOERBIGER Foundation
additionally supports initiatives for the development of HOERBIGER Group employees.
75% HOERBIGER Tectum Holding AG Intermediate holding company
of the HOERBIGER Foundation
25% Family shareholder Christiana Hörbiger
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COMPRESSION TECHNOLOGY STRATEGIC BUSINESS UNIT
KEEPING AN EVEN KEEL
HOERBIGER is a technology and market leader worldwide for performance-defining components, systems, and services for reciprocating compressors, gas-fueled engines, and turbines. Lower investment related to shale oil and gas as a result of the low price of oil, especially in North America, turned 2015 into a year filled with major challenges for the Compression Technology Strategic Business Unit.
On the one hand, internal adjustments were needed at HOERBIGER in light of the changed market environment. On the other hand, it was important to seize the growth opportunities of the Safety Solutions Business Segment, despite a more difficult environment, and expedite the Segment’s further expansion in the forward-looking safety technology growth market.
Reporting sales of 640.8 million euros, in 2015 the Compression Technology Strategic
Business Unit was able to achieve slight growth of 3.5 percent over comparable sales of
619.1 million euros in the previous year. This result is thanks to the added sales volume
from the Valve Automation Business Segment, the acquisition of IEP Technologies, LLC,
and positive currency exchange rate effects.
At 47.5 percent, almost half of the Business Unit’s sales volume comes from the OEM
Division, which supplies components and systems directly to compressor and engine
manufacturers, companies engaged in plant engineering, and customers in the refrigeration
and automotive industries.
At 52.5 percent, the Service Division is the second strong pillar in the Compression
Technology Strategic Business Unit.
Over the course of the year the Compression Technology Strategic Business Unit addressed
the dramatically deteriorating business situation, caused by the low price of crude oil,
by implementing a comprehensive cost-cutting program in Production and Administration.
Com
pres
sion
Tec
hnol
ogy
68 69
“ We enable our customers to gain clear competitive advantages. As an attentive and forward-looking provider, we know precisely what solutions are needed. This makes us an outstanding partner. Our benchmark is excellent quality – in terms of our products, as a service partner, in operations, and at the management level.”
Johann HipflCEO of the Compression Technology Strategic Business Unit
and Member of the Executive Board HOERBIGER Holding AG
A year filled with major challenges
The rapid collapse of crude oil prices in particular presented major challenges for the
Compression Technology Strategic Business Unit in 2015. Investments in infrastructure
for the production and transport of natural gas, which are tied to the production of
shale oil, came nearly to a halt, especially in North America, one of the most important
sales markets for OEM products.
In November 2014, the market price for a barrel of UK Brent was still 80 US dollars.
An initial bottom was reached in January 2015 with a barrel of crude oil trading for just under
48 US dollars. A recovery phase that lasted until May 2015 was followed by a renewed
downturn. In early 2016, the price of crude oil at times dipped below 30 US dollars.
Sources: OPEC; EA | © Statista 2016
Price development of UK Brent crude oil from November 2014 to November 2015(monthly averages in US dollars per barrel)
90
80
70
60
50
40
Nov14
Dec14
Jan15
Feb15
Mar15
Apr15
May15
Jun15
Jul15
Aug15
Sep15
Oct15
Nov15
Pric
e in
dol
lars
per
bar
rel
79.44
62.34
58.1
55.09
47.7
59.52
64.0861.40
56.56
46.58 47.62
48.43
44.27
70 71
Com
pres
sion
Tec
hnol
ogy
Low crude oil prices prompted a significant decline in orders for HOERBIGER from the oil
and gas industry. In 2015, this affected not only the Compressor Solutions Segment, but also
the Engine Solutions Segment and the Service Division.
In all the Latin American countries dependent on crude oil exports, in particular
Venezuela, Ecuador, Colombia, and Mexico, the worldwide collapse of oil prices prompted
declines in sales. The drop in volume was especially pronounced in Brazil.
In numerous Eastern European countries, in particular Russia, Ukraine, Kazakhstan and
more recently Turkey, developments remain difficult to predict, both politically and
economically.
Growth potential with new business models
For the Compression Technology Strategic Business Unit the global general economic
conditions of the oil, gas, and process industries are reason enough to develop new high-growth
business models with even greater urgency than in the past.
The establishment of the new Safety Solutions Business Segment in 2015 was a strategically
important step in this direction.
Safety technology does not just offer considerable growth potential; as a market that is
largely independent of the energy sector, it also bolsters the stability of the Group’s portfolio.
Due in no small part to the existing core competencies of the Compression Technology
Strategic Business Unit, HOERBIGER has good chances of becoming one of the global
innovation, technology and market leaders in this future-oriented market environment.
While developing new markets through targeted growth from acquisitions is important,
it is equally important to create new business models for organic growth.
One example that continues to be very successful is the leasing and operator models
already successfully practiced as part of the Wellhead Compression initiative.
Alliances with strategic sales partners and customers is another option, such as the
D’BLUE sales partnership with diesel injection specialist L’Orange GmbH, Stuttgart, Germany,
in effect since 2013 in the Engine Solutions Business Segment.
Service solutions that help to achieve reliability, efficiency, and environmental goals will
continue to offer attractive growth potential. HOERBIGER already has an excellent presence
in these important areas of the future through its innovative service concepts, such as the
REE process.
Organic growth
Potential for organic growth in the long term will continue to arise in the growing emerging
markets of Latin America, Eastern Europe, Asia, the Middle East, and Africa, despite the
present political and economic uncertainty. These markets will be helped by a continued rise
in population, the growing desire for prosperity, and the associated demand for energy, as
well as geopolitical developments.
One example of a country where prosperity and the demand for energy drive growth is
the People’s Republic of China. The country’s ongoing development of infrastructure and
road transport focuses primarily on liquefied natural gas (LNG).
The lifting of the economic and financial sanctions imposed on Iran, which was set in
motion in 2015, will also allow HOERBIGER to resume business relations with local oil, gas,
and process industries, which are very significant players in this region.
Engagement and inner strength
In light of a dramatically worsened business environment, significant efforts were required
in the 2015 fiscal year from employees and senior managers of the Compression Technology
Strategic Business Unit to withstand the pressure of the market. These efforts took the form
of structural adjustments, cost-cutting programs, travel restrictions, and a significantly
higher workload.
Despite the related stresses, the Strategic Business Unit expedited its strategic growth
initiatives with great dedication.
One example is the comprehensive optimization of processes across the entire Strategic
Business Unit pursued by the SaleS and Together projects.
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The objective of the SaleS program is to enhance sales performance in the Compression
Technology Strategic Business Unit by deliberately developing sales employees worldwide.
The Together project allows logistics paths to be shortened by networking global IT
systems. After the successful implementation of the IT project in the Middle East and Africa
region in 2013, the Latin American Service companies in followed in July 2014. In 2015,
another 22 foreign entities worldwide were integrated into the Together IT infrastructure.
OEM DIVISION
The Compression Technology Strategic Business Unit was able to grow sales in the OEM
Division by 4.4 percent over the previous year. Foreign exchange rate gains were crucial,
but also important were sales generated by the new Safety Solutions Segment and the
Valve Automation Segment. Operational revenue in the core business, in contrast, declined
by 13.3 percent due to investment restraint in the oil and gas industry.
Compressor Solutions Business Segment
The portfolio of the Compressor Solutions Business Segment primarily includes components
and systems for traditional reciprocating compressors.
Key customers of the Compressor Solutions Business Segment operate in North America
and Europe – regions where the pressure of the recession on the oil, gas, and process
industries was felt especially hard.
While sales in North America and Europe fell, new orders were acquired in Asia from
regional compressor manufacturers.
“ We have always based the development of innovative components on the needs of our customers. We will continue to do so in the future. And our customers appreciate it.
Udo BauerHead of OEM DivisionHOERBIGER Kompressortechnik Holding GmbH
Innovation – the HOERBIGER DNAThroughout its history, the HOERBIGER brand has stood for innovation – especially in the
business area of Compressor Solutions. HOERBIGER has been an innovation and technology
leader in compression technology for decades, establishing the “prior art” and repeatedly
setting new standards.
Efficient: HOERBIGER CP valveOne example of such an innovation is the HOERBIGER XP valve featuring the PowerPEEK™
valve plate.
In 2015, the compelling performance features of the XP valve resulted in the acquisition
of numerous attractive new orders.
The XP valve was specifically developed for the process gas industry, for use in com-
pressors that are subject to maximum requirements in terms of performance and reliability.
It provides a lifespan three times that of modern standard valves.
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“ SOMETIMES IT’S THE SKETCH OVER A CUP OF COFFEE.”
The objective of the SaleS program is to enhance sales performance in the Compression
Technology Strategic Business Unit by deliberately developing sales employees worldwide.
The Together project allows logistics paths to be shortened by networking global IT
systems. After the successful implementation of the IT project in the Middle East and Africa
region in 2013, the Latin American Service companies in followed in July 2014. In 2015,
another 22 foreign entities worldwide were integrated into the Together IT infrastructure.
OEM DIVISION
The Compression Technology Strategic Business Unit was able to grow sales in the OEM
Division by 4.4 percent over the previous year. Foreign exchange rate gains were crucial,
but also important were sales generated by the new Safety Solutions Segment and the
Valve Automation Segment. Operational revenue in the core business, in contrast, declined
by 13.3 percent due to investment restraint in the oil and gas industry.
Compressor Solutions Business Segment
The portfolio of the Compressor Solutions Business Segment primarily includes components
and systems for traditional reciprocating compressors.
Key customers of the Compressor Solutions Business Segment operate in North America
and Europe – regions where the pressure of the recession on the oil, gas, and process
industries was felt especially hard.
While sales in North America and Europe fell, new orders were acquired in Asia from
regional compressor manufacturers.
“ We have always based the development of innovative components on the needs of our customers. We will continue to do so in the future. And our customers appreciate it.
Udo BauerHead of OEM DivisionHOERBIGER Kompressortechnik Holding GmbH
Innovation – the HOERBIGER DNAThroughout its history, the HOERBIGER brand has stood for innovation – especially in the
business area of Compressor Solutions. HOERBIGER has been an innovation and technology
leader in compression technology for decades, establishing the “prior art” and repeatedly
setting new standards.
Efficient: HOERBIGER CP valveOne example of such an innovation is the HOERBIGER XP valve featuring the PowerPEEK™
valve plate.
In 2015, the compelling performance features of the XP valve resulted in the acquisition
of numerous attractive new orders.
The XP valve was specifically developed for the process gas industry, for use in com-
pressors that are subject to maximum requirements in terms of performance and reliability.
It provides a lifespan three times that of modern standard valves.
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When something approaches the boundaries of what is physically possible, Dr. Matthias Kornfeld perks up. He came from the realm of science to HOERBIGER five years ago to expedite the use of mathematical simulation models in the Compression Technology Business Unit. Today, he is Head of Product Development in the Compressor Solutions Segment.
The path to success in Dr. Matthias Kornfeld’s field is often long. Shortly
after joining HOERBIGER, he launched the HOERBIGER eVCP system, an
innovative compressor control unit.
“It’s a great feeling to have seen a product through from the initial idea. I can still see the first model and have the scores of tests in my head. Now, our HOERBIGER eVCP system is available in the market. What makes my work attractive is our high demands and visible successes.”
This was also the case with the new HOERBIGER XP valve: “Compared to
older standard valves, we achieve a considerably longer operating life at
greater efficiency with this innovative valve. With this, we set new standards.
The customers are able to save costs and improve their competitiveness.”
These are measurable successes. The development of an idea, in contrast,
is more difficult to grasp. “Inspiration doesn’t lend itself to planning,” says
Dr. Kornfeld.
“What is therefore important to me is our team. Quite often, you get a cup of coffee, meet colleagues, talk, draw a sketch, and this triggers an avalanche of new ideas. The combination of highly experienced people makes us strong.”
Dr. Matthias Kornfeld
The objective of the SaleS program is to enhance sales performance in the Compression
Technology Strategic Business Unit by deliberately developing sales employees worldwide.
The Together project allows logistics paths to be shortened by networking global IT
systems. After the successful implementation of the IT project in the Middle East and Africa
region in 2013, the Latin American Service companies in followed in July 2014. In 2015,
another 22 foreign entities worldwide were integrated into the Together IT infrastructure.
OEM DIVISION
The Compression Technology Strategic Business Unit was able to grow sales in the OEM
Division by 4.4 percent over the previous year. Foreign exchange rate gains were crucial,
but also important were sales generated by the new Safety Solutions Segment and the
Valve Automation Segment. Operational revenue in the core business, in contrast, declined
by 13.3 percent due to investment restraint in the oil and gas industry.
Compressor Solutions Business Segment
The portfolio of the Compressor Solutions Business Segment primarily includes components
and systems for traditional reciprocating compressors.
Key customers of the Compressor Solutions Business Segment operate in North America
and Europe – regions where the pressure of the recession on the oil, gas, and process
industries was felt especially hard.
While sales in North America and Europe fell, new orders were acquired in Asia from
regional compressor manufacturers.
“ We have always based the development of innovative components on the needs of our customers. We will continue to do so in the future. And our customers appreciate it.
Udo BauerHead of OEM DivisionHOERBIGER Kompressortechnik Holding GmbH
Innovation – the HOERBIGER DNAThroughout its history, the HOERBIGER brand has stood for innovation – especially in the
business area of Compressor Solutions. HOERBIGER has been an innovation and technology
leader in compression technology for decades, establishing the “prior art” and repeatedly
setting new standards.
Efficient: HOERBIGER CP valveOne example of such an innovation is the HOERBIGER XP valve featuring the PowerPEEK™
valve plate.
In 2015, the compelling performance features of the XP valve resulted in the acquisition
of numerous attractive new orders.
The XP valve was specifically developed for the process gas industry, for use in com-
pressors that are subject to maximum requirements in terms of performance and reliability.
It provides a lifespan three times that of modern standard valves.
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Innovation Innovation
Electric: HOERBIGER eHydroCOMThe installation of a number of additional HOERBIGER eHydroCOM systems in 2015 was also
an important success for the Compressor Solutions Business Segment.
Field testing for the newly developed all-electric capacity control system for reciprocating
compressors had begun in 2012. In 2015, the first series-produced HOERBIGER eHydroCOM
systems were installed at several well-known customers in Europe, immediately after the
product had been approved for the market.
HOERBIGER eHydroCOM
HOERBIGER eHydroCOM is a stepless capacity
control system for reciprocating compressors.
The system operates entirely electrically,
requiring no connections to supplies of hydraulic
oil or cooling water.
Stepless capacity control allows reciprocating
compressor operators to adjust compressor
capacity easily and flexibly to new operating
situations. This significantly reduces energy
consumption.
The HOERBIGER eHydroCOM system makes
extremely precise capacity control possible.
Gas throughput can be controlled dynamically,
yielding stable process conditions over a wide
range of flow rates. As a rule, only the gas volume
needed for the process is actually compressed,
drastically lowering the com pressor’s energy
consumption.
The goal of the developers was to ensure that
the HOERBIGER eHydroCOM system is able to
operate continuously for many years without
significant wear. Low installation costs, high
energy efficiency, and manageable maintenance
expenses provide attractive payback periods
for HOERBIGER customers – in both new
installations and retrofit solutions.
Expected: HOERBIGER eVCPWith the HOERBIGER eVCP (electrical variable clearance pocket) system, HOERBIGER
also achieved a technological breakthrough in capacity control through clearance volume
variation for high-speed natural gas compressors.
In 2015, the development team advanced the new system to the field testing stage.
HOERBIGER eVCP systems are now running flawlessly under tough everyday conditions.
HOERBIGER eVCP System
The HOERBIGER eVCP electric capacity control
system is based on a patented actuating
mechanism for the automated, stepless capacity
control of high-speed reciprocating compressors.
It was eagerly awaited by the market.
The HOERBIGER eVCP system is the first
reliable product for capacity control of high-speed
natural gas compressors by automatically
varying the volumes of clearance pockets built
into the cylinders. The advantage for the
customer is that the compressor always operates
with optimal efficiency.
The system is ideally used in conjunction with
HOERBIGER CP valves, which are designed
specifically for natural gas applications. These
offer a 40 percent larger clear flow cross-section
over conventional plate valves, and so have
significantly lower valve losses. Customers
benefit from considerably higher gas flow and
lower energy consumption.
Having proven tremendously successful
in field tests at two customer facilities, the
HOERBIGER eVCP system is scheduled
for market intro duction in the second quarter
of 2016.
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Innovation
Under development: HOERBIGER XperLUBEThe HOERBIGER XperLUBE system unveiled at the European Forum for Reciprocating
Compressors (EFRC) Conference in Vienna in 2014 is another product in the development
pipeline.
HOERBIGER XperLUBE
With the HOERBIGER XperLUBE system,
HOERBIGER has created a system for precisely
metered, flexible and reliable lubrication of
process and natural gas reciprocating compres-
sors, aimed at both OEM manufacturers and
end customers.
No HOERBIGER competitor has so far been
able to combine the requirements for precise
metering, flexibility and reliability in a single
system for compressor lubrication. As a result,
the HOERBIGER XperLUBE system with its
patented high-speed oil injector is opening up
entirely new possibilities.
In 2015, the HOERBIGER XperLUBE system
underwent initial field testing at a customer
in Austria.
Serial Compressors Business Segment
In 2015, the Serial Compressors Business Segment maintained its level of revenue from
the previous year. Successes in sales achieved over the course of the year will have a positive
impact on revenue in the coming years.
In the refrigeration and air-conditioning compressor segment, an important long-term
agreement on the delivery of reed valves was extended by another four years. Existing long-
term agreements with the commercial vehicle industry for deliveries of parts for air brake
compressors were also renewed successfully. Another long-term agreement was concluded
with the railway industry.
Engine Solutions Business Segment
Being centered around the development of innovative components for new generations of
industrial gas-powered engines, in 2015 the Engine Solutions Business Segment suffered from
the difficult market conditions even more strongly than the Compressor Solutions Segment.
Nonetheless, the Engine Solutions Business Segment successfully developed additional
fields of application for innovative HOERBIGER technology by taking new market initiatives.
It established business relations in 2015 that will be attractive for the near future, especially
in connection with new drive concepts for locomotives and marine propulsion systems.
New Segment structureIn an effort to better address the widely differing requirements of customers in their various
sectors, the Engine Solutions Business Segment underwent realignment over the course
of the year.
Tier 1 and Tier 2 OEM customers among the industrial engine manufacturers now find
designated contacts in the Key Account Management team of the HOERBIGER umbrella brand.
Tier 3 OEM customers in the industrial engine market, who operate primarily at the
regional level, are served via the regional distribution channels of the Engine Solutions
Business Segment. These channels are organized in Europe under the HOERBIGER umbrella
brand, and in China in collaboration with L’Orange under the shared D’BLUE brand.
OEM customers and end users from the oil and gas industry will be served in the future
by the sales organization of the Altronic brand.
Major contract for gas-fired thermal power plantA superb market success in August 2015 was the signing of a contract for the supply of
HOERBIGER Ported Fuel Injection (PFI) valves for a new gas-fired thermal power plant in Kiel,
Germany. The new power plant will replace the present coal power plant. It will supply the
city and region with electricity and district heat, setting new standards in flexibility,
efficiency, and environmental compatibility.
20 industrial gas engines form the core of the gas-fired thermal plant. They will supply
a total output of 190 megawatts of electric power and 192 megawatts of heat, achieving an
overall efficiency of close to 90 percent. The injection valves used will be electromagnetic
HOERBIGER PFI valves. They were specially adapted for the customer to provide the required
degree of flexibility and the associated short response times.
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“ WHEN THE WORK YOU HAVE INVESTED BEARS FRUIT – THAT’S THE BEST MOMENT.”
Innovation
Under development: HOERBIGER XperLUBEThe HOERBIGER XperLUBE system unveiled at the European Forum for Reciprocating
Compressors (EFRC) Conference in Vienna in 2014 is another product in the development
pipeline.
HOERBIGER XperLUBE
With the HOERBIGER XperLUBE system,
HOERBIGER has created a system for precisely
metered, flexible and reliable lubrication of
process and natural gas reciprocating compres-
sors, aimed at both OEM manufacturers and
end customers.
No HOERBIGER competitor has so far been
able to combine the requirements for precise
metering, flexibility and reliability in a single
system for compressor lubrication. As a result,
the HOERBIGER XperLUBE system with its
patented high-speed oil injector is opening up
entirely new possibilities.
In 2015, the HOERBIGER XperLUBE system
underwent initial field testing at a customer
in Austria.
Serial Compressors Business Segment
In 2015, the Serial Compressors Business Segment maintained its level of revenue from
the previous year. Successes in sales achieved over the course of the year will have a positive
impact on revenue in the coming years.
In the refrigeration and air-conditioning compressor segment, an important long-term
agreement on the delivery of reed valves was extended by another four years. Existing long-
term agreements with the commercial vehicle industry for deliveries of parts for air brake
compressors were also renewed successfully. Another long-term agreement was concluded
with the railway industry.
Engine Solutions Business Segment
Being centered around the development of innovative components for new generations of
industrial gas-powered engines, in 2015 the Engine Solutions Business Segment suffered from
the difficult market conditions even more strongly than the Compressor Solutions Segment.
Nonetheless, the Engine Solutions Business Segment successfully developed additional
fields of application for innovative HOERBIGER technology by taking new market initiatives.
It established business relations in 2015 that will be attractive for the near future, especially
in connection with new drive concepts for locomotives and marine propulsion systems.
New Segment structureIn an effort to better address the widely differing requirements of customers in their various
sectors, the Engine Solutions Business Segment underwent realignment over the course
of the year.
Tier 1 and Tier 2 OEM customers among the industrial engine manufacturers now find
designated contacts in the Key Account Management team of the HOERBIGER umbrella brand.
Tier 3 OEM customers in the industrial engine market, who operate primarily at the
regional level, are served via the regional distribution channels of the Engine Solutions
Business Segment. These channels are organized in Europe under the HOERBIGER umbrella
brand, and in China in collaboration with L’Orange under the shared D’BLUE brand.
OEM customers and end users from the oil and gas industry will be served in the future
by the sales organization of the Altronic brand.
Major contract for gas-fired thermal power plantA superb market success in August 2015 was the signing of a contract for the supply of
HOERBIGER Ported Fuel Injection (PFI) valves for a new gas-fired thermal power plant in Kiel,
Germany. The new power plant will replace the present coal power plant. It will supply the
city and region with electricity and district heat, setting new standards in flexibility,
efficiency, and environmental compatibility.
20 industrial gas engines form the core of the gas-fired thermal plant. They will supply
a total output of 190 megawatts of electric power and 192 megawatts of heat, achieving an
overall efficiency of close to 90 percent. The injection valves used will be electromagnetic
HOERBIGER PFI valves. They were specially adapted for the customer to provide the required
degree of flexibility and the associated short response times.
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Joseph Lepley and his son David together have put in 48 years of service at Altronic, a company of the HOERBIGER Group. The two electrical engineers are specialists in ignition and control systems used in gas-powered engines. HOERBIGER develops and produces these systems at the Girard, Ohio, location in the United States.
Joseph “Joe” Lepley joined Altronic in 1977 as a project engineer and has
been Head of Development since 1982.
Over the years, Joe Lepley successfully filed some 40 patent applications
for inventions in the USA and internationally. What is his favorite moment?
“When after the work and energy you have invested, a new development works as planned.”
Like his father, David Lepley, 31, studied electrical engineering at
Youngstown State University in Ohio. He came to Altronic in 2007 immediately
after graduating – two years before the company was acquired by the
HOERBIGER Group.
After holding different positions in Sales, David Lepley today is Global
Product Manager and in charge of the success of Altronic ignition systems
in the market.
David Lepley describes working with his father as a challenging yet very
enriching experience. The VariSpark™ ignition system was successfully
launched during their shared tenure at HOERBIGER. Thanks to sparks at
up to 50,000 volts, the product can reliably ignite even gases that are
low in energy.
“We are prepared for the future with these kinds of strong product innovations,” says David Lepley. “We will do everything in our power to ensure that HOERBIGER remains a leading gas engine player.”
Joseph & David Lepley
Innovation
Under development: HOERBIGER XperLUBEThe HOERBIGER XperLUBE system unveiled at the European Forum for Reciprocating
Compressors (EFRC) Conference in Vienna in 2014 is another product in the development
pipeline.
HOERBIGER XperLUBE
With the HOERBIGER XperLUBE system,
HOERBIGER has created a system for precisely
metered, flexible and reliable lubrication of
process and natural gas reciprocating compres-
sors, aimed at both OEM manufacturers and
end customers.
No HOERBIGER competitor has so far been
able to combine the requirements for precise
metering, flexibility and reliability in a single
system for compressor lubrication. As a result,
the HOERBIGER XperLUBE system with its
patented high-speed oil injector is opening up
entirely new possibilities.
In 2015, the HOERBIGER XperLUBE system
underwent initial field testing at a customer
in Austria.
Serial Compressors Business Segment
In 2015, the Serial Compressors Business Segment maintained its level of revenue from
the previous year. Successes in sales achieved over the course of the year will have a positive
impact on revenue in the coming years.
In the refrigeration and air-conditioning compressor segment, an important long-term
agreement on the delivery of reed valves was extended by another four years. Existing long-
term agreements with the commercial vehicle industry for deliveries of parts for air brake
compressors were also renewed successfully. Another long-term agreement was concluded
with the railway industry.
Engine Solutions Business Segment
Being centered around the development of innovative components for new generations of
industrial gas-powered engines, in 2015 the Engine Solutions Business Segment suffered from
the difficult market conditions even more strongly than the Compressor Solutions Segment.
Nonetheless, the Engine Solutions Business Segment successfully developed additional
fields of application for innovative HOERBIGER technology by taking new market initiatives.
It established business relations in 2015 that will be attractive for the near future, especially
in connection with new drive concepts for locomotives and marine propulsion systems.
New Segment structureIn an effort to better address the widely differing requirements of customers in their various
sectors, the Engine Solutions Business Segment underwent realignment over the course
of the year.
Tier 1 and Tier 2 OEM customers among the industrial engine manufacturers now find
designated contacts in the Key Account Management team of the HOERBIGER umbrella brand.
Tier 3 OEM customers in the industrial engine market, who operate primarily at the
regional level, are served via the regional distribution channels of the Engine Solutions
Business Segment. These channels are organized in Europe under the HOERBIGER umbrella
brand, and in China in collaboration with L’Orange under the shared D’BLUE brand.
OEM customers and end users from the oil and gas industry will be served in the future
by the sales organization of the Altronic brand.
Major contract for gas-fired thermal power plantA superb market success in August 2015 was the signing of a contract for the supply of
HOERBIGER Ported Fuel Injection (PFI) valves for a new gas-fired thermal power plant in Kiel,
Germany. The new power plant will replace the present coal power plant. It will supply the
city and region with electricity and district heat, setting new standards in flexibility,
efficiency, and environmental compatibility.
20 industrial gas engines form the core of the gas-fired thermal plant. They will supply
a total output of 190 megawatts of electric power and 192 megawatts of heat, achieving an
overall efficiency of close to 90 percent. The injection valves used will be electromagnetic
HOERBIGER PFI valves. They were specially adapted for the customer to provide the required
degree of flexibility and the associated short response times.
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Innovations undergoing field testingThe development of the modular integrated HOERBIGER DriveCOM system, which is used
to control and monitor gas engines, generators and compressors, was concluded in 2015.
Initial joint projects with OEMs were started in the USA and Japan. For 2016, the Engine
Solutions Business Segment plans to enter the aftermarket.
Engine Solutions sales in ChinaIn late April 2015, the Engine Solutions Business Segment opened an agency in Suzhou,
China, to intensify the partnerships with industrial engine manufacturers and operators in
the rapidly growing Asian markets. The focus is on sales, project management, and technical
support for engine control units, ignition systems, actuators, and ported fuel injection valves
for industrial gas, diesel, and dual-fuel engines.
In addition to HOERBIGER, the new agency in Suzhou also represents D’BLUE, the
partnership with diesel injection system specialist L’Orange initiated in 2012. Together with
L’Orange, HOERBIGER will handle Chinese customers’ engine projects locally from the
Suzhou site.
Successful collaboration with GE WaukeshaThe collaboration between the Service Division and GE Waukesha, one of the world’s most
influential gas engine manufacturers, commenced in 2015. It has had a very positive effect on
the Engine Solutions Business Segment.
In January 2015, the first contracts for the representation of GE Waukesha in Latin America
were negotiated and signed. They qualify HOERBIGER as a GE Waukesha sales and service
partner in Venezuela, Mexico, and Peru. This pioneering agreement was followed later in
the year by additional sales and service agreements for Canada and Russia. In December 2015,
a contract to represent GE Waukesha in Gabon, Cameroon, Congo, and Angola was signed.
Safety Solutions Business Segment
Safety technology is a strategic growth market with tremendous future potential for the
HOERBIGER Group – in particular due to the numerous synergies with the competencies
and capabilities of the Compression Technology Strategic Business Unit. HOERBIGER offers
safety-related products and services in many areas. For decades, HOERBIGER has been an
innovation and technology leader for explosion protection and check valves for oil, gas,
and dust applications in the mechanical and plant engineering industries.
As a result, the acquisition of internationally renowned explosion protection specialist
IEP Technologies, LLC was a crucial step for the continued development of the Group in
the safety technology field. IEP Technologies is based in Marlborough, Massachusetts, USA,
and was acquired from Sentinel Capital Partners effective September 1, 2015. From that date,
the business activities of IEP Technologies have formed the core of the new HOERBIGER Safety
Solutions Segment in the OEM Division.
IEP TechnologiesIEP Technologies operates internationally through locations in Marlborough, Massachusetts,
in the United States, Ratingen in Germany, Olten in Switzerland, Paris in France, Izmir
in Turkey, and Cheltenham in the United Kingdom. The company is a leading provider
of explosion protection systems and services, and a market leader for explosion mitigation
systems in process plants. An unrivaled global service network ensures that explosion
protection equipment is always operational and effective. Authorities and other institutions
engaged in safety and explosion protection draw on IEP Technologies’ subject matter expertise
and know-how in the development of national and international standards.
IEP Technologies has more than 50 years of consolidated experience in safety and explosion
protection technology. Extensive research and development projects have established the
company as a leader in this highly specialized and financially extremely attractive niche
market. These projects relate especially to computer-assisted calculation and simulation
of explosion processes, and the development of tailor-made solutions to detect and mitigate
explosions in industrial process equipment. This leadership position is also evidenced in
the large number of cases where IEP Technologies’ equipment reliably prevented the destruction
of the equipment on which it was installed.
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HOERBIGER will continue to expand the Safety Solutions Business Segment in the coming
years. In January 2016, HOERBIGER was able to acquire privately owned Newson Gale, which
is headquartered in Nottingham, United Kingdom. Newson Gale was predominantly owned
by company founder Ernest Kochmann and his family, with a minority stake held by CEO
Graham Tyers.
Newson Gale offers an extensive portfolio of solutions for electrostatic grounding and
the prevention of ignition hazards in potentially explosive areas. Practically every process
that handles flammable gases, liquid vapors or dust requires grounding and potential
equalization to prevent the risk of electrostatic ignition – from loading tank trucks to filling
small containers.
With explosion vent specialist BRILEX, another established brand in the safety technology
field was added to the HOERBIGER portfolio in April 2016. Flameless vents and patented,
ATEX-certified explosion vents developed in-house make BRILEX Gesellschaft für Explosions-
schutz mbH, Brilon, Germany a strong partner in passive explosion protection for customers
in industry.
Valve Automation Business Segment
The Valve Automation Business Segment, which before July 1, 2015 operated under of the
former Automation Technology Strategic Business Unit, is significant for the Compression
Technology Strategic Business Unit. Given the synergies that exist in Development, Sales, and
production, the Valve Automation Segment now has significantly better access to customers
in the oil, gas, and process industries.
As a result, in 2015 the Valve Automation Business Segment acquired the first major
contract to equip a pipeline with the extremely reliable HOERBIGER TriVAX™ actuators.
The TriVAX™ electrohydraulic valve actuator combines electronics, hydraulics, and
mechanics in one self-contained system. The compact, closed design, with no external oil
lines, means that the HOERBIGER TriVAX™ actuator operates cleanly and without leaks.
Thanks to integrated interfaces to standard field buses, it can easily be incorporated into
existing automation systems, while the flameproof encapsulated housing ensures safe
operation in areas that are prone to explosions.
The Valve Automation Business Segment was able to arrange a promising partnership
with ROTEX Automation Ltd. in 2015 for the sale of part-turn actuators from the HOERBIGER
TriVAX™ product portfolio and HOERBIGER piezo technology in India. ROTEX is based in
Dombivli, India, and specializes in the production of valves, fluidic valve actuators, and
pneumatic process valves. ROTEX has established an excellent position in these markets.
SERVICE DIVISION
As with the OEM Division, the business operations of the Service Division also suffered a
significant drop in sales in 2015. Supported by currency exchange rate effects, the Service
Division achieved an increase in year-on-year revenue of approximately 4.1 percent by
year end.
Weak mature marketsThe Service Division suffered declining business primarily in the mature markets, most
notably in the natural gas upstream sector in the USA and Canada.
The decrease in sales was also partly attributable to the sale of the service business for
turbomachinery in Europe. Effective July 31, 2015, the previous subsidiary HOERBIGER
Turbomachinery Service B.V.B.A., Stekene, Belgium, was sold to management. The management
buyout ensured uninterrupted customer support and continued employment of the staff
beyond the exchange of ownership.
On the other hand, HOERBIGER Engineering Services managed to increase its market
share in the USA by more than 30 percent. Despite the difficult economic environment,
it attracted strategically important new customers for stationary gas engine upgrades in
the pipeline industry.
An important step toward reviving the Service business in Canada was the signing of a
Material Stream Agreement with Above and Beyond Compression Inc. (ABC) in October 2015.
ABC is a leading supplier of engine and compressor components for customers in the gas
industry, and is located in western Canada.
“ The success of HOERBIGER Engineering Services in the USA proves that even in difficult times we can make an important contribution to our customers’ added value with premium technical service solutions.”
Dr. Markus DigruberExecutive Vice President Mature MarketsHOERBIGER Kompressortechnik Holding GmbH
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“ EVEN DURING THE DEVELOPMENT STAGE I REPRESENT THE INTERESTS OF MY FUTURE CUSTOMERS.”
HOERBIGER will continue to expand the Safety Solutions Business Segment in the coming
years. In January 2016, HOERBIGER was able to acquire privately owned Newson Gale, which
is headquartered in Nottingham, United Kingdom. Newson Gale was predominantly owned
by company founder Ernest Kochmann and his family, with a minority stake held by CEO
Graham Tyers.
Newson Gale offers an extensive portfolio of solutions for electrostatic grounding and
the prevention of ignition hazards in potentially explosive areas. Practically every process
that handles flammable gases, liquid vapors or dust requires grounding and potential
equalization to prevent the risk of electrostatic ignition – from loading tank trucks to filling
small containers.
With explosion vent specialist BRILEX, another established brand in the safety technology
field was added to the HOERBIGER portfolio in April 2016. Flameless vents and patented,
ATEX-certified explosion vents developed in-house make BRILEX Gesellschaft für Explosions-
schutz mbH, Brilon, Germany a strong partner in passive explosion protection for customers
in industry.
Valve Automation Business Segment
The Valve Automation Business Segment, which before July 1, 2015 operated under of the
former Automation Technology Strategic Business Unit, is significant for the Compression
Technology Strategic Business Unit. Given the synergies that exist in Development, Sales, and
production, the Valve Automation Segment now has significantly better access to customers
in the oil, gas, and process industries.
As a result, in 2015 the Valve Automation Business Segment acquired the first major
contract to equip a pipeline with the extremely reliable HOERBIGER TriVAX™ actuators.
The TriVAX™ electrohydraulic valve actuator combines electronics, hydraulics, and
mechanics in one self-contained system. The compact, closed design, with no external oil
lines, means that the HOERBIGER TriVAX™ actuator operates cleanly and without leaks.
Thanks to integrated interfaces to standard field buses, it can easily be incorporated into
existing automation systems, while the flameproof encapsulated housing ensures safe
operation in areas that are prone to explosions.
The Valve Automation Business Segment was able to arrange a promising partnership
with ROTEX Automation Ltd. in 2015 for the sale of part-turn actuators from the HOERBIGER
TriVAX™ product portfolio and HOERBIGER piezo technology in India. ROTEX is based in
Dombivli, India, and specializes in the production of valves, fluidic valve actuators, and
pneumatic process valves. ROTEX has established an excellent position in these markets.
SERVICE DIVISION
As with the OEM Division, the business operations of the Service Division also suffered a
significant drop in sales in 2015. Supported by currency exchange rate effects, the Service
Division achieved an increase in year-on-year revenue of approximately 4.1 percent by
year end.
Weak mature marketsThe Service Division suffered declining business primarily in the mature markets, most
notably in the natural gas upstream sector in the USA and Canada.
The decrease in sales was also partly attributable to the sale of the service business for
turbomachinery in Europe. Effective July 31, 2015, the previous subsidiary HOERBIGER
Turbomachinery Service B.V.B.A., Stekene, Belgium, was sold to management. The management
buyout ensured uninterrupted customer support and continued employment of the staff
beyond the exchange of ownership.
On the other hand, HOERBIGER Engineering Services managed to increase its market
share in the USA by more than 30 percent. Despite the difficult economic environment,
it attracted strategically important new customers for stationary gas engine upgrades in
the pipeline industry.
An important step toward reviving the Service business in Canada was the signing of a
Material Stream Agreement with Above and Beyond Compression Inc. (ABC) in October 2015.
ABC is a leading supplier of engine and compressor components for customers in the gas
industry, and is located in western Canada.
“ The success of HOERBIGER Engineering Services in the USA proves that even in difficult times we can make an important contribution to our customers’ added value with premium technical service solutions.”
Dr. Markus DigruberExecutive Vice President Mature MarketsHOERBIGER Kompressortechnik Holding GmbH
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39 actuators and 23 compact power packs – Gotthard Gawens did not expect the order for HOERBIGER TriVAX™ valve actuators to be this extensive when a potential new customer inquired a few weeks earlier about the performance features of the innovative electrohydraulic valve actuator.
Just as soon as the products were shipped, on time of course, another order
followed. Gotthard Gawens is excited.
For Gotthard Gawens, TriVAX™ is more than a valve actuator. The compact
power unit played a decisive role when he left his employer, a competitor,
to join HOERBIGER three years ago.
Even while working for his previous employer, Gotthard Gawens pushed for
the development of an electrohydraulic drive system:
“Hydraulics offer unbeatable qualities, but have the reputation of being high-maintenance and prone to leaks. With the closed TriVAX™ system, we protect our customers from these drawbacks.”
Gotthard Gawens personally stands fully behind “his” product. It’s a trait
that benefits him in his day-to-day work. As product manager, he must be
able to anticipate the expectations of his future customers.
“Even during the development stage, I must represent the interests of the customer. Afterwards, the art lies in conveying that I already have the technology that the customer needs – even if he doesn’t know it yet.”
This kind of persuasion is not easy, especially in conservative markets such
as the oil, gas, and process industries, which makes him all the more proud
of the first major order.
Gotthard Gawens
HOERBIGER will continue to expand the Safety Solutions Business Segment in the coming
years. In January 2016, HOERBIGER was able to acquire privately owned Newson Gale, which
is headquartered in Nottingham, United Kingdom. Newson Gale was predominantly owned
by company founder Ernest Kochmann and his family, with a minority stake held by CEO
Graham Tyers.
Newson Gale offers an extensive portfolio of solutions for electrostatic grounding and
the prevention of ignition hazards in potentially explosive areas. Practically every process
that handles flammable gases, liquid vapors or dust requires grounding and potential
equalization to prevent the risk of electrostatic ignition – from loading tank trucks to filling
small containers.
With explosion vent specialist BRILEX, another established brand in the safety technology
field was added to the HOERBIGER portfolio in April 2016. Flameless vents and patented,
ATEX-certified explosion vents developed in-house make BRILEX Gesellschaft für Explosions-
schutz mbH, Brilon, Germany a strong partner in passive explosion protection for customers
in industry.
Valve Automation Business Segment
The Valve Automation Business Segment, which before July 1, 2015 operated under of the
former Automation Technology Strategic Business Unit, is significant for the Compression
Technology Strategic Business Unit. Given the synergies that exist in Development, Sales, and
production, the Valve Automation Segment now has significantly better access to customers
in the oil, gas, and process industries.
As a result, in 2015 the Valve Automation Business Segment acquired the first major
contract to equip a pipeline with the extremely reliable HOERBIGER TriVAX™ actuators.
The TriVAX™ electrohydraulic valve actuator combines electronics, hydraulics, and
mechanics in one self-contained system. The compact, closed design, with no external oil
lines, means that the HOERBIGER TriVAX™ actuator operates cleanly and without leaks.
Thanks to integrated interfaces to standard field buses, it can easily be incorporated into
existing automation systems, while the flameproof encapsulated housing ensures safe
operation in areas that are prone to explosions.
The Valve Automation Business Segment was able to arrange a promising partnership
with ROTEX Automation Ltd. in 2015 for the sale of part-turn actuators from the HOERBIGER
TriVAX™ product portfolio and HOERBIGER piezo technology in India. ROTEX is based in
Dombivli, India, and specializes in the production of valves, fluidic valve actuators, and
pneumatic process valves. ROTEX has established an excellent position in these markets.
SERVICE DIVISION
As with the OEM Division, the business operations of the Service Division also suffered a
significant drop in sales in 2015. Supported by currency exchange rate effects, the Service
Division achieved an increase in year-on-year revenue of approximately 4.1 percent by
year end.
Weak mature marketsThe Service Division suffered declining business primarily in the mature markets, most
notably in the natural gas upstream sector in the USA and Canada.
The decrease in sales was also partly attributable to the sale of the service business for
turbomachinery in Europe. Effective July 31, 2015, the previous subsidiary HOERBIGER
Turbomachinery Service B.V.B.A., Stekene, Belgium, was sold to management. The management
buyout ensured uninterrupted customer support and continued employment of the staff
beyond the exchange of ownership.
On the other hand, HOERBIGER Engineering Services managed to increase its market
share in the USA by more than 30 percent. Despite the difficult economic environment,
it attracted strategically important new customers for stationary gas engine upgrades in
the pipeline industry.
An important step toward reviving the Service business in Canada was the signing of a
Material Stream Agreement with Above and Beyond Compression Inc. (ABC) in October 2015.
ABC is a leading supplier of engine and compressor components for customers in the gas
industry, and is located in western Canada.
“ The success of HOERBIGER Engineering Services in the USA proves that even in difficult times we can make an important contribution to our customers’ added value with premium technical service solutions.”
Dr. Markus DigruberExecutive Vice President Mature MarketsHOERBIGER Kompressortechnik Holding GmbH
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Positive developments in the emerging marketsPositive business signals in 2015 came from the emerging markets.
Having recovered considerably over the previous year, the Eastern European region in
particular was strong operationally. Sales also rose in the Asia-Pacific and the Middle East
and Africa regions.
In contrast, HOERBIGER suffered a significant decline in sales in Latin America. Decisive
factors here were not only lower order volumes, but also the continued difficult political and
economic situation in the region. This primarily impacted business in Brazil, and especially
TURBOTECH Engenharia LTDA in Salvador (Bahia). This company specializes in upscale
engineering and project management services for turbomachinery, and was acquired by
HOERBIGER in 2014.
Positioned for new growthIn 2014, HOERBIGER launched Project Springboard, a global change project that supports
the necessary transformation of the Service organization from a valve repair provider and
replacement parts supplier to a customer-oriented global Solution Partner.
In the first step of this transformation, the portfolio covering both mature and emerging
markets was realigned and assigned organizationally to two new segments: the Solutions
Segment, which is geared to all-encompassing services, and the Parts & Repair Segment,
which continues to focus on the traditional substitution of replacement and wear parts.
“ We firmly expect the emerging markets to continue to grow long-term, despite all the recent problems. Our pioneering work in the new Wellhead Compression, Turbo Services, and Engine Services Business Segments, as well as our global presence, will have a favorable impact.”
Franz GruberExecutive Vice President Emerging MarketsHOERBIGER Service Latin America, Inc.
The necessary technological know-how is provided by experts from the four product lines:
Recips, Engines, Turbo, and Wellhead Compression.
Upgrade and revampOne of the core competencies of the Service Division in the Solutions Segment is the upgrade
and revamp of reciprocating compressors and gas-powered engines.
In the USA, for example, HOERBIGER won an attractive order to increase the reliability,
energy efficiency, and capacity of several reciprocating compressors in hydrogen plants.
The Service Division additionally overhauled a total of 19 reciprocating compressors for a
major pipeline operator. This project included reducing the emissions of gas engines used to
drive the compressors, and revamping the equipment to meet new environmental regulations.
REE entry into service contractsReliability, Efficiency, and Environmental soundness (REE) are also the focus of the REE Audit
that was launched as a new service offering in 2013/14.
Under the REE program, HOERBIGER experts use their knowledge and experience to audit
customers’ reciprocating compressors. They then analyze each compressor’s technical
equipment, and its performance in different operating states and under changing loads.
This information is used to prepare proposals that will effectively enhance the performance
of the compressor and the plant that depends on it. Customers generally benefit from these
proposals, so the reputation of HOERBIGER REE auditors in the market is accordingly high.
HOERBIGER REE Audits are now generating an appreciable share of business, most
notably in the mature markets. In 2015, for example, a number of attractive master agree-
ments were again concluded based on recommendations from REE audits.
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Wellhead Compression remains a model for successThe Wellhead Compression initiative is a success that paves the way for the development of
the Solutions Segment. As part of the new business model developed seven years ago in
Latin America, HOERBIGER makes mobile compressors available to oil and gas production
customers for a contract period as a lease fleet provider. The units allow these customers to
economically extract residual amounts from largely depleted oil and gas fields.
The Wellhead Compression initiative continues to be one of the most important growth
initiatives in the HOERBIGER Group. To be able to successfully expand the business model, in
2015 the Wellhead Compression activities were realigned throughout the Group. Spearheaded
by the HOERBIGER Service organization in Latin America, a Center of Excellence was established
that now supports all projects and inquiries worldwide. To maintain closeness to the customer,
regional contacts were assigned to the areas of Application Engineering, Field Service,
and Business Development in the Asia-Pacific (APAC), Middle East & Africa (MEA), and
Eastern Europe (EAST) service regions.
The prototypes of a new generation of Wellhead Compression units were launched in 2015
at the facility of a key customer in Argentina. In the design of these new units, developed
jointly with compressor manufacturer Sertco, HOERBIGER was able to apply all the experience
it had collected with the first generation of Wellhead Compression units.
One of the unique features of the new Wellhead Compression units is the option of online
monitoring. For HOERBIGER, this is a crucial step toward the plan to offer customers full-service
operator models in the future via the leasing of Wellhead Compression units.
New business models for Parts & RepairHOERBIGER is also providing new impetus through innovative business models in Parts
& Repair, the traditional second segment of the Service Division.
Going forward, HOERBIGER will offer its customers new service products that are no
longer solely about replacement and spare parts for compressors and machines. Instead,
the new products will provide contractual agreements on the availability of valves and
components. The first pilot customers were acquired in 2015.
PRODUCTION DIVISION
The Production Division in 2015 once more made its mark as the driving force on the path to
new business ideas.
A key milestone was the Production Conference initiated by the Compression Technology
Strategic Business Unit, which in June 2015 brought Operations managers from all the Strategic
Business Units and Business Divisions together in Dresden, Germany. The goal was to
develop Group-wide unique manufacturing propositions: unrivaled competitive advantages
driven by innovative ideas from – and for – Operations.
“ Effectiveness in Production is necessary, but not sufficient. Operations has to change the way it thinks and acts in order to implement new business ideas and actively contribute to the corporate strategy.”
Hannes HunschofskyChief Operations Officer and Head of Production DivisionHOERBIGER Kompressortechnik Holding
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Departing from established mindsetIn the Compression Technology Strategic Business Unit, Production actively participates in
the development of new business ideas. This involves multifaceted initiatives aimed at boosting
Production’s efficiency and effectiveness, along with the standardization of technologies
and processes, and a consolidation of locations that is beneficial for both the Strategic
Business Unit and the HOERBIGER Group.
Translating this approach into success will require a departure from the established
mindset – thinking outside the box on the part of Strategic Business Units and Business
Divisions, and learning from each other.
In 2015, Production in the Compression Technology Strategic Business Unit achieved significant
productivity increases with new platform concepts, innovative manufacturing systems,
and the partial automation of previously largely manual manufacturing processes.
Key process management projects were dedicated to optimizing shared logistics chains
with important customers. The guiding principle for the supply chain is the long-term
objective of delivering first-rate quality products to the customer, within just one day, at
steady production costs, even with a lot size of one.
The adoption of a globally applicable Quality,
Environment, Health and Safety (QEHS) Mission
for the HOERBIGER Group in October 2015 was
an important milestone for the continued
development of high manufacturing standards
at HOERBIGER.
The inspiration for the pioneering mission
statement came from a workshop held as part of
the Production Conference in Dresden. It was
supported by the Operations managers of all the
Strategic Business Units.
HOERBIGER QEHS Mission
It was preceded by the appointment of a top
manager solely in charge of Quality, Environ-
ment, Health and Safety. Since January 2016,
he has expedited the implementation of the
QEHS Mission on a Group-wide basis, networ-
king with the Strategic Business Units and
Business Divisions.
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“ THE QEHS MISSION PROTECTS OUR BUSINESS.”
Departing from established mindsetIn the Compression Technology Strategic Business Unit, Production actively participates in
the development of new business ideas. This involves multifaceted initiatives aimed at boosting
Production’s efficiency and effectiveness, along with the standardization of technologies
and processes, and a consolidation of locations that is beneficial for both the Strategic
Business Unit and the HOERBIGER Group.
Translating this approach into success will require a departure from the established
mindset – thinking outside the box on the part of Strategic Business Units and Business
Divisions, and learning from each other.
In 2015, Production in the Compression Technology Strategic Business Unit achieved significant
productivity increases with new platform concepts, innovative manufacturing systems,
and the partial automation of previously largely manual manufacturing processes.
Key process management projects were dedicated to optimizing shared logistics chains
with important customers. The guiding principle for the supply chain is the long-term
objective of delivering first-rate quality products to the customer, within just one day, at
steady production costs, even with a lot size of one.
The adoption of a globally applicable Quality,
Environment, Health and Safety (QEHS) Mission
for the HOERBIGER Group in October 2015 was
an important milestone for the continued
development of high manufacturing standards
at HOERBIGER.
The inspiration for the pioneering mission
statement came from a workshop held as part of
the Production Conference in Dresden. It was
supported by the Operations managers of all the
Strategic Business Units.
HOERBIGER QEHS Mission
It was preceded by the appointment of a top
manager solely in charge of Quality, Environ-
ment, Health and Safety. Since January 2016,
he has expedited the implementation of the
QEHS Mission on a Group-wide basis, networ-
king with the Strategic Business Units and
Business Divisions.
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Christian Keis joined HOERBIGER in 2011 as Quality Manager. Today, he is Head of Global Quality Management & Environment, Health and Safety (QEHS) in the Compression Technology Strategic Business Unit.
“When I started at HOERBIGER, every site had its own local health and safety guidelines. There was no comprehensive QEHS mission that applied to the entire Group.”
Numerous customers, especially those in the oil and gas and automotive
industries, require their suppliers to provide commitments based on QEHS
principles and corresponding certifications. These documents are mandatory
for companies to be considered when contracts are awarded.
“With our local QEHS guidelines, we were no longer the benchmark. I planned to change this.”
Christian Keis took the initiative. In 2015 he brought together the appropriate
experts from the Strategic Business Units and Business Divisions and from
Corporate Risk Management, and collectively they developed a cross-divisional
HOERBIGER QEHS Mission that is now in effect worldwide.
“The engagement from everyone involved was high. We made progress very quickly.”
In October 2015, the team presented the draft of the QEHS Mission to the
Executive Board. And they did so successfully: the proposal was accepted.
“Our next goal is to advance our QEHS performance everywhere to achieve excellence.”
Christian Keis
Departing from established mindsetIn the Compression Technology Strategic Business Unit, Production actively participates in
the development of new business ideas. This involves multifaceted initiatives aimed at boosting
Production’s efficiency and effectiveness, along with the standardization of technologies
and processes, and a consolidation of locations that is beneficial for both the Strategic
Business Unit and the HOERBIGER Group.
Translating this approach into success will require a departure from the established
mindset – thinking outside the box on the part of Strategic Business Units and Business
Divisions, and learning from each other.
In 2015, Production in the Compression Technology Strategic Business Unit achieved significant
productivity increases with new platform concepts, innovative manufacturing systems,
and the partial automation of previously largely manual manufacturing processes.
Key process management projects were dedicated to optimizing shared logistics chains
with important customers. The guiding principle for the supply chain is the long-term
objective of delivering first-rate quality products to the customer, within just one day, at
steady production costs, even with a lot size of one.
The adoption of a globally applicable Quality,
Environment, Health and Safety (QEHS) Mission
for the HOERBIGER Group in October 2015 was
an important milestone for the continued
development of high manufacturing standards
at HOERBIGER.
The inspiration for the pioneering mission
statement came from a workshop held as part of
the Production Conference in Dresden. It was
supported by the Operations managers of all the
Strategic Business Units.
HOERBIGER QEHS Mission
It was preceded by the appointment of a top
manager solely in charge of Quality, Environ-
ment, Health and Safety. Since January 2016,
he has expedited the implementation of the
QEHS Mission on a Group-wide basis, networ-
king with the Strategic Business Units and
Business Divisions.
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Clear structures in Rings & PackingsThe relocation of Rings & Packings production from the Bradford site in England to
HOERBIGER Ventilwerke in Vienna, Austria, in 2015 was an important operational step
toward streamlining production structures in the Compression Technology Strategic Business
Unit. This Segment has developed very positively since the engineering and production
responsibilities for rings and packings in Europe were established at HOERBIGER Ventilwerke
in 2006. The process was successfully completed with the relocation of the remaining
production capacity from Bradford to Vienna.
Concentrating US production in FloridaHOERBIGER will make significant investments in North America by the end of 2017 for a
new manufacturing location in Coral Springs, Florida, USA. The plan is to consolidate US
production for the Compressor Solutions Segment in one location.
Entirely on schedule: WIENeuConstruction of the new HOERBIGER location in Vienna-Aspern, which started with a
ground-breaking ceremony in June 2014, made significant progress in 2015. By the end of 2015,
the 45 million euro project had already progressed far enough for the first departments to
move into the new building in the spring of 2016, in accordance with the schedule. The
opening ceremony for the new location will be held in June 2016 as part of the HOERBIGER
Business Meeting.
In 2016, the extra mile matters
2016 will remain a year filled with major challenges for HOERBIGER. This is especially true for
the Compression Technology Strategic Business Unit, which will take further measures to
align its structures and processes to market changes and the resulting changed needs of its
customers.
In the Service Division in particular, HOERBIGER will expedite the transformation from a
provider offering traditional compressor valve services to a partner for customized solutions,
in order to grow considerably more profitably in the long term.
The employees of the Compression Technology Strategic Business Unit are prepared to go
the extra mile together.
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DELIVERED ONPROMISE –EXCELLENT JOB
DRIVE TECHNOLOGY STRATEGIC BUSINESS UNIT
2015 was one of the most successful fiscal years ever for the Drive Technology Strategic Business Unit. All expectations from the planning process were exceeded.
In 2015, the Drive Technology Strategic Business Unit boosted sales compared to the previous
year by 5.4 percent to 357.9 million euros, delivering an outstanding performance. These
figures include the Transmission Comfort Business Segment that was incorporated from the
former Automotive Comfort Systems Business Division.
Signs of the excellent trend were already on the horizon at the beginning of the year.
In sum, the order volume acquired in 2015 again significantly surpassed the strategic targets
by year-end.
Successful production start-ups with local OEMs helped to improve the market position
considerably, especially in China. An important foundation for continued growth in
the Chinese market was also laid with the expansion of the local manufacturing location.
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“ We have a common goal in the Drive Technology Strategic Business Unit: we want to grow and win.”
Thomas EnglmannCEO of the Drive Technology Strategic Business Unit
and Member of the Executive Board HOERBIGER Holding AG
2015 – the global automotive industry is growing
2015 was an outstanding year not just for HOERBIGER, but for the automotive industry as
a whole. Historically low crude oil prices and continued growth in Asia appreciably fueled
demand for new vehicles.
According to the Verband der Deutschen Automobilindustrie e.V. (VDA, German
Association of the Automotive Industry), the number of new vehicles sold worldwide rose
by 2.8 percent in 2015, to 78 million vehicles.
In Western Europe, the automobile market developed better than forecast, and at 9 percent
growth posted the highest increase in 25 years. Parts of Eastern Europe, in contrast,
are still marked by the global economic crisis. Russia’s market in particular is drastically
on the decline, reporting a drop of 36 percent.
2015 was considered a record year for the US market. With 17.4 million new vehicles,
sales surpassed the previous high.
The Chinese market was not able to maintain the double-digit growth rates of recent years,
but at an increase of 9 percent still achieved a good result. China thus continued to defend
its position as the world’s largest automobile market.
In India, 2.8 million new vehicles sold generated growth of 8 percent.
2015 registration figures compared to 2014 by region (January through December, respectively)
Registration figures by region * Volume Change 2014/2015 in %
Western Europe 13,201,000 9
Eastern Europe 2,373,000 –25.3
USA 17,386,000 5.8
Brazil 2,481,000 –25.6
China 20,047,000 9.1
India 2,773,000 7.9
South Korea 1,571,000 11.4
Japan 4,216,000 –10.3
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Experts from the German Center of Automotive Management (CAM) expect sales in the automotive
sector to continue to rise in the coming years: “The automotive industry will remain on a
growth trajectory in 2016, but has to be prepared for increasing volatility and continued high
competition intensity,” the CAM forecast reads. As a result, the forecast says, global market
position and high flexibility will become increasingly important factors for companies in the
automotive sector going forward.
Asia in particular still holds development potential. The vehicle market in China will grow
in the high single-digit range.
According to information from the VDA, only 22 passenger cars are registered per
1,000 inhabitants in India. The sector consequently anticipates further growth here again in
2016 – in part favored by a growing middle class, low crude oil prices, and low interest rates.
There are also positive signs for North America. Associations anticipate continued
increases, in particular in the USA.
CAM also forecasts growth of approximately 5 percent for Western Europe in 2016.
In contrast, the automobile markets in Brazil and Russia are not expected to experience
revitalization in 2016, according to CAM estimates.
Demand for manual transmissions unabated
Demand for motor vehicles equipped with conventional internal combustion engines and
manual transmissions is unabated worldwide.
This is not likely to change in the foreseeable future. While electrically powered vehicles
are available in the market, high-volume production is still in its infancy.
The market still offers attractive growth potential for the Drive Technology Strategic
Business Unit, which presently supplies synchronizers for approximately 15 percent of the
worldwide market for vehicles equipped with conventional manual transmissions.
This potential comes primarily from new contracts gained as a result of a clearly superior
technological competitive position.
The steel-forming technology developed in-house, combined with high-performance
friction linings for synchronizers, gives HOERBIGER an unrivaled technological position.
HOERBIGER synchronizers are therefore a performance-defining component of modern
powerful dual-clutch systems. HOERBIGER friction systems have set standards in the
international synchronizer market for years.
Synchronizer design and system expertise – even covering the design of entire transmissions –
is an essential strategic pillar, and at the same time a decisive success factor, for the Strategic
Business Unit.
HOERBIGER is the world leader in this field. An ever-growing number of global and local
customers utilize this system development expertise to benefit from HOERBIGER’s experience
and performance capability as a development partner not only in new transmission develop-
ments, but also when it comes to optimizations and modifications.
Number one worldwide for synchronizers
Seeking to take advantage of the growth potential available in the market, the Drive
Technology Strategic Business Unit developed a strong vision: to be the number one for
synchronizers worldwide.
The expectation behind this vision is to create superior solutions with high value for
the customer through a technological edge and the achievements of all employees, while
assuming responsibility for the operational implementation, efficiency, and quality
of processes and products at every level of the Group.
The Balanced Scorecard compiled in 2014 and its specific target objectives aid in
the implementation of the strategy. It ensures that all initiatives and programs are aligned
with the strategic objectives. All employees keep the strategic goals in mind as part of
their everyday work.
In 2015, the Balanced Scorecard was expanded by adding another topic: energy
management. To be successful long-term, management and employees understand that
it is also important to operate sustainably – in both economic and ecological terms.
96 97
Driv
e Te
chno
logy
Innovation
Expansion and meaningful addition to organization
The organizational structure of the Drive Technology Strategic Business Unit, which in
January 2015 was adapted to the strategic objectives of the Balanced Scorecard, proved to be
successful. Nonetheless, it was expanded and supplemented in a meaningful way over the
course of the year.
The In-house Consulting department is a new addition. This young and creative team,
which is also favored as a way to prepare junior professionals from within the company’s own
ranks for future managerial tasks, supports the global growth and efficiency programs of the
Strategic Business Unit. The in-house consultants assume project management responsibility,
relieving the line organization.
Integration of the Commercial Vehicle Segment
As a consequence of the internal reorganization of the business activities of the existing
Automotive Comfort Systems Business Division and of the hydraulics activities within the
HOERBIGER Group, the Transmission Comfort Segment was integrated into the Drive
Technology Strategic Business Unit in June 2015. It has since formed the core of the new
Commercial Vehicle Segment.
The portfolio includes pneumatic shifting units and pneumatic gearshift support systems
for trucks and buses, plus pressure control and pressure relief valves.
The continued development of the Commercial Vehicle Segment centers around the
acquisition of local customers in China, the world’s largest market for commercial vehicles.
The medium-term goal is to expand the Commercial Vehicle Segment into another mainstay
of the Drive Technology Strategic Business Unit in China.
HOERBIGER ClassicLINE DCT Type
With the ClassicLINE DCT Type, HOERBIGER
developed the world’s first synchronizer that
features an optimized design specifically for
dual-clutch transmissions (DCTs).
Their advantage is that each synchronizer unit
saves approximately four millimeters compared
to the previous standard design. The installation
space needed for a complete DCT transmission
decreases by as much as 10 percent, opening
up valuable design freedom for transmission
manufacturers.
As a result of its shorter shift travel, the
HOERBIGER ClassicLINE DCT Type also cuts
the shifting time by up to 100 milliseconds,
allowing the new design to achieve more
dynamic gear shifts – a feature that is especially
relevant in dual-clutch transmissions
designed for spirited driving.
The HOERBIGER ClassicLINE DCT Type
synchronizer also sets itself apart when
it comes to noise. Thanks to special teeth,
the syn chronizer experiences lower angular
momentum during shifting. This minimizes
the audible “clack” sound during shifting,
which is often perceived as an unpleasant
side-effect of dual-clutch transmissions.
Growth drivers: powerful synchronizers and friction systems
In the traditional synchronizer segment, innovative system solutions are key drivers of
growth. The HOERBIGER ClassicLINE DCT Type is the world’s first synchronizer featuring a
design that is specifically optimized for dual-clutch transmissions (DCTs). HOERBIGER
unveiled the innovative system solution in June 2015 at the VDI Congress in Friedrichshafen,
Germany, and in December at the CTI Symposium in Berlin, Germany.
98 99
Driv
e Te
chno
logy
“ CUSTOMERS ARE LOOKING FORWARD TO THIS DEVELOPMENT.”
Innovation
Expansion and meaningful addition to organization
The organizational structure of the Drive Technology Strategic Business Unit, which in
January 2015 was adapted to the strategic objectives of the Balanced Scorecard, proved to be
successful. Nonetheless, it was expanded and supplemented in a meaningful way over the
course of the year.
The In-house Consulting department is a new addition. This young and creative team,
which is also favored as a way to prepare junior professionals from within the company’s own
ranks for future managerial tasks, supports the global growth and efficiency programs of the
Strategic Business Unit. The in-house consultants assume project management responsibility,
relieving the line organization.
Integration of the Commercial Vehicle Segment
As a consequence of the internal reorganization of the business activities of the existing
Automotive Comfort Systems Business Division and of the hydraulics activities within the
HOERBIGER Group, the Transmission Comfort Segment was integrated into the Drive
Technology Strategic Business Unit in June 2015. It has since formed the core of the new
Commercial Vehicle Segment.
The portfolio includes pneumatic shifting units and pneumatic gearshift support systems
for trucks and buses, plus pressure control and pressure relief valves.
The continued development of the Commercial Vehicle Segment centers around the
acquisition of local customers in China, the world’s largest market for commercial vehicles.
The medium-term goal is to expand the Commercial Vehicle Segment into another mainstay
of the Drive Technology Strategic Business Unit in China.
HOERBIGER ClassicLINE DCT Type
With the ClassicLINE DCT Type, HOERBIGER
developed the world’s first synchronizer that
features an optimized design specifically for
dual-clutch transmissions (DCTs).
Their advantage is that each synchronizer unit
saves approximately four millimeters compared
to the previous standard design. The installation
space needed for a complete DCT transmission
decreases by as much as 10 percent, opening
up valuable design freedom for transmission
manufacturers.
As a result of its shorter shift travel, the
HOERBIGER ClassicLINE DCT Type also cuts
the shifting time by up to 100 milliseconds,
allowing the new design to achieve more
dynamic gear shifts – a feature that is especially
relevant in dual-clutch transmissions
designed for spirited driving.
The HOERBIGER ClassicLINE DCT Type
synchronizer also sets itself apart when
it comes to noise. Thanks to special teeth,
the syn chronizer experiences lower angular
momentum during shifting. This minimizes
the audible “clack” sound during shifting,
which is often perceived as an unpleasant
side-effect of dual-clutch transmissions.
Growth drivers: powerful synchronizers and friction systems
In the traditional synchronizer segment, innovative system solutions are key drivers of
growth. The HOERBIGER ClassicLINE DCT Type is the world’s first synchronizer featuring a
design that is specifically optimized for dual-clutch transmissions (DCTs). HOERBIGER
unveiled the innovative system solution in June 2015 at the VDI Congress in Friedrichshafen,
Germany, and in December at the CTI Symposium in Berlin, Germany.
Driv
e Te
chno
logy
98 99
The prototype slowly gets going. Andreas Dempfle keeps an eye on the monitoring screens. “I conducted over 100,000 simulation calculations for this system. What we’re about to see is the result after more than a year of hard work.”
When Andreas Dempfle reads the initial results a few minutes later,
he appears visibly more relaxed:
“All is good!”
Developers hope the components that Andreas Dempfle is testing on the test
benches of HOERBIGER Antriebstechnik GmbH will considerably improve
the shift comfort of dual-clutch transmissions.
The moment when a prototype must prove its worth for the first time is
always very special for Andreas Dempfle: “It’s always an exceptional event
for me whenever an advantage we expect an innovation to bring can be
measured this well,” says the manufacturing engineering graduate.
“Specifically, when vehicles equipped with our systems shift more quickly, more quietly, as well as more smoothly. Our components significantly increase driving comfort. Customers are already looking forward to this development.”
For Andreas Dempfle, there is almost no greater show of recognition than
that of his contacts in the major automobile groups.
“You develop a certain bond to the product over the course of the development period. The greatest thing for me is when I see vehicles that contain our development work on the road. Then, we did a good job.”
Andreas Dempfle
Innovation
Expansion and meaningful addition to organization
The organizational structure of the Drive Technology Strategic Business Unit, which in
January 2015 was adapted to the strategic objectives of the Balanced Scorecard, proved to be
successful. Nonetheless, it was expanded and supplemented in a meaningful way over the
course of the year.
The In-house Consulting department is a new addition. This young and creative team,
which is also favored as a way to prepare junior professionals from within the company’s own
ranks for future managerial tasks, supports the global growth and efficiency programs of the
Strategic Business Unit. The in-house consultants assume project management responsibility,
relieving the line organization.
Integration of the Commercial Vehicle Segment
As a consequence of the internal reorganization of the business activities of the existing
Automotive Comfort Systems Business Division and of the hydraulics activities within the
HOERBIGER Group, the Transmission Comfort Segment was integrated into the Drive
Technology Strategic Business Unit in June 2015. It has since formed the core of the new
Commercial Vehicle Segment.
The portfolio includes pneumatic shifting units and pneumatic gearshift support systems
for trucks and buses, plus pressure control and pressure relief valves.
The continued development of the Commercial Vehicle Segment centers around the
acquisition of local customers in China, the world’s largest market for commercial vehicles.
The medium-term goal is to expand the Commercial Vehicle Segment into another mainstay
of the Drive Technology Strategic Business Unit in China.
HOERBIGER ClassicLINE DCT Type
With the ClassicLINE DCT Type, HOERBIGER
developed the world’s first synchronizer that
features an optimized design specifically for
dual-clutch transmissions (DCTs).
Their advantage is that each synchronizer unit
saves approximately four millimeters compared
to the previous standard design. The installation
space needed for a complete DCT transmission
decreases by as much as 10 percent, opening
up valuable design freedom for transmission
manufacturers.
As a result of its shorter shift travel, the
HOERBIGER ClassicLINE DCT Type also cuts
the shifting time by up to 100 milliseconds,
allowing the new design to achieve more
dynamic gear shifts – a feature that is especially
relevant in dual-clutch transmissions
designed for spirited driving.
The HOERBIGER ClassicLINE DCT Type
synchronizer also sets itself apart when
it comes to noise. Thanks to special teeth,
the syn chronizer experiences lower angular
momentum during shifting. This minimizes
the audible “clack” sound during shifting,
which is often perceived as an unpleasant
side-effect of dual-clutch transmissions.
Growth drivers: powerful synchronizers and friction systems
In the traditional synchronizer segment, innovative system solutions are key drivers of
growth. The HOERBIGER ClassicLINE DCT Type is the world’s first synchronizer featuring a
design that is specifically optimized for dual-clutch transmissions (DCTs). HOERBIGER
unveiled the innovative system solution in June 2015 at the VDI Congress in Friedrichshafen,
Germany, and in December at the CTI Symposium in Berlin, Germany.
Driv
e Te
chno
logy
98 99
Innovation
Carbon technology in the high-volume segment
Given decades of experience in tribology, HOERBIGER also has a clear edge in the development
of friction systems. Whether the driving style is spirited or comfortable, HOERBIGER friction
systems ensure smooth and reliable shifting in all situations. They remain quiet at both high
and low temperatures, over the entire life of the vehicle.
HC200 Friction Lining
Modern synchronizers are high-performance
systems. Powerful carbon-based friction linings
are increasingly becoming the standard,
especially in dual-clutch transmissions, which
due to the use of high-additive transmission
fluids cannot be equipped with metallic friction
materials.
Manufacturing processes for synchronizer rings
equipped with carbon linings are very complex.
Unlike metallic friction systems, the carbon
lining normally must be bonded to a previously
formed synchronizer ring.
This is not the case with the new HOERBIGER
HC200 carbon friction lining, however. Here, the
friction material is not produced separately, but
is instead applied directly to the formed support
ring and cured together with this ring to yield the
finished synchronizer ring. The friction lining is
based on carbon particles and active frictional
fillers, which are integrated into a special resin
matrix that resists high temperatures.
As a result, the HOERBIGER HC200 carbon
friction lining reduces manufacturing costs
compared to bonded carbon linings. At the
same time, it is far superior to metallic linings
in terms of performance and oil compatibility.
In the HOERBIGER portfolio, it makes carbon
technology interesting for the high-volume
segment by closing the gap between traditional
sintered friction linings and the high-end HC300
and HC310 bonded carbon friction linings.
Attaining market leadership in China with technology and localization
Developing a leading position in the Chinese market is an essential strategic goal for
HOERBIGER’s growth. In 2015, the Drive Technology Strategic Business Unit at the Changzhou
site started production on schedule for a number of contracts from the Chinese automobile
industry. The Drive Technology Strategic Business Unit was also pleased to again win
attractive new projects in China in 2015.
INCH14 – Shift to Asia
With the opening ceremony of a new manufacturing facility, the Drive Technology Strategic
Business Unit completed its third expansion stage in January 2016 at the Changzhou site in
China.
This marked the full localization of all products and services needed to offer complete
synchronizer systems for car transmissions in China.
In total, 50 employees were involved in the capacity expansion. Sub-projects addressed all
the areas needed to develop Chinese production and for the associated transfer of know-how:
training the employees in China
plant technology for full-scale production: metal forming, tool and die design,
vibratory grinding, nitriding, bonding, and system assembly
expansion of the new manufacturing facility
establishment of local suppliers for steel, stampings, tool replacement parts,
and operating resources.
The Changzhou location had previously reached an important milestone for localization in
China in the spring of 2015, when it was awarded ISO 14001 environmental certification by
TÜV SÜD China. The auditors were particularly impressed by the plant’s water treatment
system. They also recognized the processes for waste management and the prevention of
environmental damage as exemplary practices. Following the certification of the plant in
Changzhou, all the locations of the Drive Technology Strategic Business Unit are certified to
ISO 14001.
100 101
Driv
e Te
chno
logy
“ WELCOME TO THE VILLAGE OF FOUR MILLION.”
Innovation
Carbon technology in the high-volume segment
Given decades of experience in tribology, HOERBIGER also has a clear edge in the development
of friction systems. Whether the driving style is spirited or comfortable, HOERBIGER friction
systems ensure smooth and reliable shifting in all situations. They remain quiet at both high
and low temperatures, over the entire life of the vehicle.
HC200 Friction Lining
Modern synchronizers are high-performance
systems. Powerful carbon-based friction linings
are increasingly becoming the standard,
especially in dual-clutch transmissions, which
due to the use of high-additive transmission
fluids cannot be equipped with metallic friction
materials.
Manufacturing processes for synchronizer rings
equipped with carbon linings are very complex.
Unlike metallic friction systems, the carbon
lining normally must be bonded to a previously
formed synchronizer ring.
This is not the case with the new HOERBIGER
HC200 carbon friction lining, however. Here, the
friction material is not produced separately, but
is instead applied directly to the formed support
ring and cured together with this ring to yield the
finished synchronizer ring. The friction lining is
based on carbon particles and active frictional
fillers, which are integrated into a special resin
matrix that resists high temperatures.
As a result, the HOERBIGER HC200 carbon
friction lining reduces manufacturing costs
compared to bonded carbon linings. At the
same time, it is far superior to metallic linings
in terms of performance and oil compatibility.
In the HOERBIGER portfolio, it makes carbon
technology interesting for the high-volume
segment by closing the gap between traditional
sintered friction linings and the high-end HC300
and HC310 bonded carbon friction linings.
Attaining market leadership in China with technology and localization
Developing a leading position in the Chinese market is an essential strategic goal for
HOERBIGER’s growth. In 2015, the Drive Technology Strategic Business Unit at the Changzhou
site started production on schedule for a number of contracts from the Chinese automobile
industry. The Drive Technology Strategic Business Unit was also pleased to again win
attractive new projects in China in 2015.
INCH14 – Shift to Asia
With the opening ceremony of a new manufacturing facility, the Drive Technology Strategic
Business Unit completed its third expansion stage in January 2016 at the Changzhou site in
China.
This marked the full localization of all products and services needed to offer complete
synchronizer systems for car transmissions in China.
In total, 50 employees were involved in the capacity expansion. Sub-projects addressed all
the areas needed to develop Chinese production and for the associated transfer of know-how:
training the employees in China
plant technology for full-scale production: metal forming, tool and die design,
vibratory grinding, nitriding, bonding, and system assembly
expansion of the new manufacturing facility
establishment of local suppliers for steel, stampings, tool replacement parts,
and operating resources.
The Changzhou location had previously reached an important milestone for localization in
China in the spring of 2015, when it was awarded ISO 14001 environmental certification by
TÜV SÜD China. The auditors were particularly impressed by the plant’s water treatment
system. They also recognized the processes for waste management and the prevention of
environmental damage as exemplary practices. Following the certification of the plant in
Changzhou, all the locations of the Drive Technology Strategic Business Unit are certified to
ISO 14001.
Driv
e Te
chno
logy
100 101
The smells, the food, the business partners, the mentality: when Fabian Schmidt landed in Changzhou for the first time, everything in the city, which in spite of its four million inhabitants is only a village by Chinese standards, was new to him. Not even two years later, he is almost at home here and has brought a piece of his professional home to China: HOERBIGER’s metal forming and bonding technology.
“Intercultural skills are expected of every employee these days. While localizing metal forming and bonding for synchronizer rings in China, I learned what this really means.”
As the Project Leader, Fabian Schmidt had to establish compatibility between
China and Germany at all levels. At the same time, he himself had to learn
to understand an environment that was new to him. “The laws and approval
processes are different than in Germany, as is the employees’ know-how,
or the workflows of the sub-contractors.”
“To achieve our goal, clear and resolute leadership was needed from me, yet I also had to be considerate of the specific framework conditions in China.”
Fabian Schmidt mastered this challenge. When the first synchronizer
ring produced in the local bonding operation rolled off the line in China,
excitement was also high in Germany.
“The amount of support I received from my colleagues in Germany as a result of their experience was overwhelming. In China, I had the opportunity to work with a very young and dynamic team that, over the course of the project, has grown very cohesive. All of this helped us successfully expedite the localization of production in China.”
Fabian Schmidt
Innovation
Carbon technology in the high-volume segment
Given decades of experience in tribology, HOERBIGER also has a clear edge in the development
of friction systems. Whether the driving style is spirited or comfortable, HOERBIGER friction
systems ensure smooth and reliable shifting in all situations. They remain quiet at both high
and low temperatures, over the entire life of the vehicle.
HC200 Friction Lining
Modern synchronizers are high-performance
systems. Powerful carbon-based friction linings
are increasingly becoming the standard,
especially in dual-clutch transmissions, which
due to the use of high-additive transmission
fluids cannot be equipped with metallic friction
materials.
Manufacturing processes for synchronizer rings
equipped with carbon linings are very complex.
Unlike metallic friction systems, the carbon
lining normally must be bonded to a previously
formed synchronizer ring.
This is not the case with the new HOERBIGER
HC200 carbon friction lining, however. Here, the
friction material is not produced separately, but
is instead applied directly to the formed support
ring and cured together with this ring to yield the
finished synchronizer ring. The friction lining is
based on carbon particles and active frictional
fillers, which are integrated into a special resin
matrix that resists high temperatures.
As a result, the HOERBIGER HC200 carbon
friction lining reduces manufacturing costs
compared to bonded carbon linings. At the
same time, it is far superior to metallic linings
in terms of performance and oil compatibility.
In the HOERBIGER portfolio, it makes carbon
technology interesting for the high-volume
segment by closing the gap between traditional
sintered friction linings and the high-end HC300
and HC310 bonded carbon friction linings.
Attaining market leadership in China with technology and localization
Developing a leading position in the Chinese market is an essential strategic goal for
HOERBIGER’s growth. In 2015, the Drive Technology Strategic Business Unit at the Changzhou
site started production on schedule for a number of contracts from the Chinese automobile
industry. The Drive Technology Strategic Business Unit was also pleased to again win
attractive new projects in China in 2015.
INCH14 – Shift to Asia
With the opening ceremony of a new manufacturing facility, the Drive Technology Strategic
Business Unit completed its third expansion stage in January 2016 at the Changzhou site in
China.
This marked the full localization of all products and services needed to offer complete
synchronizer systems for car transmissions in China.
In total, 50 employees were involved in the capacity expansion. Sub-projects addressed all
the areas needed to develop Chinese production and for the associated transfer of know-how:
training the employees in China
plant technology for full-scale production: metal forming, tool and die design,
vibratory grinding, nitriding, bonding, and system assembly
expansion of the new manufacturing facility
establishment of local suppliers for steel, stampings, tool replacement parts,
and operating resources.
The Changzhou location had previously reached an important milestone for localization in
China in the spring of 2015, when it was awarded ISO 14001 environmental certification by
TÜV SÜD China. The auditors were particularly impressed by the plant’s water treatment
system. They also recognized the processes for waste management and the prevention of
environmental damage as exemplary practices. Following the certification of the plant in
Changzhou, all the locations of the Drive Technology Strategic Business Unit are certified to
ISO 14001.
Driv
e Te
chno
logy
100 101
HHDTS – a new force in China
Strategically the most important project in 2015 for the Business Unit in terms of further
growth in China was the agreement on a joint venture with Chengdu HAONENG Technology
Co., Ltd., Chengdu, China.
HAONENG is one of China’s leading manufacturers of synchronizer components.
In Luzhou, HAONENG manufactures brass synchronizer rings, engagement bodies, and
crucial components for dual-clutch transmissions. Known in the industry under the Luzhou
Changjiang brand, the plant is the leading producer of synchronizer rings in China. The Chengdu
plant specializes in forged steel synchronizer rings for passenger cars and commercial
vehicles. The Chongqing plant is a professional manufacturer of sleeves and hub systems,
supplying the market with excellent-quality, cost-efficient products.
Operating under the name HAONENG HOERBIGER DriveTech (Shanghai) Co., Ltd (“HHDTS”),
the cooperation agreed within the scope of the newly founded joint venture covers the
engineering, sale, and trade of synchronizer components and systems for automobile trans-
missions in China.
The joint venture entity commenced operations on March 1, 2016 at its headquarters in
Shanghai.
The vision and mission of HOERBIGER and HAONENG are an excellent fit. The vision
that the newly appointed management has formulated for the joint venture is clear:
“We synchronize – 我们同步一致”.
Production as a growth driver
In the Drive Technology Strategic Business Unit, manufacturing technology and superior
production systems are crucial drivers for the successful performance of the individual
production sites.
For partners to the automotive industry, standing up to international competitive pressure
means continually keeping up with the learning curve that follows consumer prices. In other
words: cost transparency and cost management are crucial variables when it comes to the
economic success of a long-term contract.
This requires more than just continuous improvements and individual streamlining steps.
Production also expects to develop entirely new manufacturing methods and processes with
“next technology” projects, so as to contribute to the Strategic Business Unit’s cost
leadership.
The location in Changzhou, China, delivered an outstanding performance in 2015.
The young and highly motivated team successfully started numerous new projects within the
planned schedules and budgets, and overcame last-minute fluctuations in production volume
with great flexibility.
Drive Technology’s lead plants additionally continue to ensure the positive development
of the Strategic Business Unit. Plant 1 in Schongau, Germany, specializes in traditional
synchronizer and friction systems, while the plant in Oberstenfeld, Germany, specializes in
sleeves. Both were of decisive help in achieving the strategic and operational targets.
The Penzberg plant, which specializes in stamping and metal forming technology, was
able to create new and unique manufacturing features in 2015, and so make an important
contribution to securing the business location. Following difficult times, the Waterloo plant
in 2015 was again sustainably profitable for the second year in a row.
102 103
Driv
e Te
chno
logy
“ DAILY VISIBLE PROGRESS MOTIVATES ME.”
HHDTS – a new force in China
Strategically the most important project in 2015 for the Business Unit in terms of further
growth in China was the agreement on a joint venture with Chengdu HAONENG Technology
Co., Ltd., Chengdu, China.
HAONENG is one of China’s leading manufacturers of synchronizer components.
In Luzhou, HAONENG manufactures brass synchronizer rings, engagement bodies, and
crucial components for dual-clutch transmissions. Known in the industry under the Luzhou
Changjiang brand, the plant is the leading producer of synchronizer rings in China. The Chengdu
plant specializes in forged steel synchronizer rings for passenger cars and commercial
vehicles. The Chongqing plant is a professional manufacturer of sleeves and hub systems,
supplying the market with excellent-quality, cost-efficient products.
Operating under the name HAONENG HOERBIGER DriveTech (Shanghai) Co., Ltd (“HHDTS”),
the cooperation agreed within the scope of the newly founded joint venture covers the
engineering, sale, and trade of synchronizer components and systems for automobile trans-
missions in China.
The joint venture entity commenced operations on March 1, 2016 at its headquarters in
Shanghai.
The vision and mission of HOERBIGER and HAONENG are an excellent fit. The vision
that the newly appointed management has formulated for the joint venture is clear:
“We synchronize – 我们同步一致”.
Production as a growth driver
In the Drive Technology Strategic Business Unit, manufacturing technology and superior
production systems are crucial drivers for the successful performance of the individual
production sites.
For partners to the automotive industry, standing up to international competitive pressure
means continually keeping up with the learning curve that follows consumer prices. In other
words: cost transparency and cost management are crucial variables when it comes to the
economic success of a long-term contract.
This requires more than just continuous improvements and individual streamlining steps.
Production also expects to develop entirely new manufacturing methods and processes with
“next technology” projects, so as to contribute to the Strategic Business Unit’s cost
leadership.
The location in Changzhou, China, delivered an outstanding performance in 2015.
The young and highly motivated team successfully started numerous new projects within the
planned schedules and budgets, and overcame last-minute fluctuations in production volume
with great flexibility.
Drive Technology’s lead plants additionally continue to ensure the positive development
of the Strategic Business Unit. Plant 1 in Schongau, Germany, specializes in traditional
synchronizer and friction systems, while the plant in Oberstenfeld, Germany, specializes in
sleeves. Both were of decisive help in achieving the strategic and operational targets.
The Penzberg plant, which specializes in stamping and metal forming technology, was
able to create new and unique manufacturing features in 2015, and so make an important
contribution to securing the business location. Following difficult times, the Waterloo plant
in 2015 was again sustainably profitable for the second year in a row.
Driv
e Te
chno
logy
102 103
The Oberstenfeld plant of the Drive Technology Strategic Business Unit is undergoing a profound transformation: traditional job shop production, where an area in manufacturing – organized by technology – is assigned to each processing step, is being replaced with line production. This requires the manufacturing process to be broken down into segments, and the layout of the machines follows the process flow.
“When we segment the production process, in other words organize it according to the flow of the items and no longer separately by departments, and pace the manufacturing steps in cycles that eliminate waiting periods, we need less storage space for semi- finished products. This means smaller buffers, and lower capital commitment.”
Dr. Christian Reuter, Head of the Operations Center in the Drive Technology
Strategic Business Unit, explains the change. In this function, he is in charge
of “Segmentation” in the Oberstenfeld plant, serving as the Project Leader.
“Segmentation in Oberstenfeld is our pilot project,” he comments. “Here, we evaluate to what extent it is useful to switch other plants in the Drive Technology Strategic Business Unit to line production.”
Profound modifications such as changes to the manufacturing processes
require careful planning, and advantages and disadvantages must be
weighed conscientiously. It helps with the assessment to be able to refer to
pilot or reference projects where segmentation is already bearing fruit.
With this in mind, the first manufacturing segment was set up according to
line production principles in Oberstenfeld in November 2015. The success
is clear.
“We were able to increase utilization of the machines in this part of Operations by approximately 20 percentage points. This makes sense and requires no explanation on my part. A result like that makes the undertaking a sure-fire success,” adds Dr. Christian Reuter.
Dr. Christian Reuter
HHDTS – a new force in China
Strategically the most important project in 2015 for the Business Unit in terms of further
growth in China was the agreement on a joint venture with Chengdu HAONENG Technology
Co., Ltd., Chengdu, China.
HAONENG is one of China’s leading manufacturers of synchronizer components.
In Luzhou, HAONENG manufactures brass synchronizer rings, engagement bodies, and
crucial components for dual-clutch transmissions. Known in the industry under the Luzhou
Changjiang brand, the plant is the leading producer of synchronizer rings in China. The Chengdu
plant specializes in forged steel synchronizer rings for passenger cars and commercial
vehicles. The Chongqing plant is a professional manufacturer of sleeves and hub systems,
supplying the market with excellent-quality, cost-efficient products.
Operating under the name HAONENG HOERBIGER DriveTech (Shanghai) Co., Ltd (“HHDTS”),
the cooperation agreed within the scope of the newly founded joint venture covers the
engineering, sale, and trade of synchronizer components and systems for automobile trans-
missions in China.
The joint venture entity commenced operations on March 1, 2016 at its headquarters in
Shanghai.
The vision and mission of HOERBIGER and HAONENG are an excellent fit. The vision
that the newly appointed management has formulated for the joint venture is clear:
“We synchronize – 我们同步一致”.
Production as a growth driver
In the Drive Technology Strategic Business Unit, manufacturing technology and superior
production systems are crucial drivers for the successful performance of the individual
production sites.
For partners to the automotive industry, standing up to international competitive pressure
means continually keeping up with the learning curve that follows consumer prices. In other
words: cost transparency and cost management are crucial variables when it comes to the
economic success of a long-term contract.
This requires more than just continuous improvements and individual streamlining steps.
Production also expects to develop entirely new manufacturing methods and processes with
“next technology” projects, so as to contribute to the Strategic Business Unit’s cost
leadership.
The location in Changzhou, China, delivered an outstanding performance in 2015.
The young and highly motivated team successfully started numerous new projects within the
planned schedules and budgets, and overcame last-minute fluctuations in production volume
with great flexibility.
Drive Technology’s lead plants additionally continue to ensure the positive development
of the Strategic Business Unit. Plant 1 in Schongau, Germany, specializes in traditional
synchronizer and friction systems, while the plant in Oberstenfeld, Germany, specializes in
sleeves. Both were of decisive help in achieving the strategic and operational targets.
The Penzberg plant, which specializes in stamping and metal forming technology, was
able to create new and unique manufacturing features in 2015, and so make an important
contribution to securing the business location. Following difficult times, the Waterloo plant
in 2015 was again sustainably profitable for the second year in a row.
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Synergies, modern production technology …
The creation of the Global Production & Technology department and the development of a
Global Operations Center in July 2015 were important steps toward greater flexibility and
efficiency in Production.
The new structure took the place of the Operations department and its division into the
Sleeve Systems and Friction Systems Product Units.
The new Global Production & Technology department now bears responsibility for the
manufacturing plants of the Drive Technology Strategic Business Unit, as well as for the Metal
Forming Technology Center of Competence (CoC) and for Industrial Engineering.
The Global Operations Center is in charge of production planning. Process optimization
methods such as lean management and supply chain management will improve processes
and cut production costs, as well as quality standards.
One contribution that Penzberg is making to safeguard the site’s competitiveness is to
become fully integrated into the synchronizer manufacturing process. The first steps began in
2015: in addition to disks for automatic transmissions, HOERBIGER Penzberg GmbH now also
produces synchronizer clutch components.
At the Schongau location, a central HOERBIGER tool and die shop was established by
consolidating machining expertise from HOERBIGER Kompressortechnik GmbH’s Tool & Die
Design with the corresponding resources of HOERBIGER Antriebstechnik GmbH under the
management of the Drive Technology Strategic Business Unit. The merged know-how of the
two teams, plus better utilization of machines and equipment, has created valuable synergies
for everyone involved. In the future, expensive new equipment will be procured and operated
considerably more economically.
At the Oberstenfeld site, the Drive Technology Strategic Business Unit is investing in new
low-pressure carburizing equipment for hardening the sleeves manufactured here.
The new machine will be put into operation in October 2016. A predecessor of this machine,
the pusher-type furnace of HOERBIGER SynchronTechnik in Oberstenfeld, was decommis-
sioned in the fall of 2015. The furnace had been in use for 30 years, hardening some 35 million
sleeves during this time.
… and new growth projects
Last but not least, the strategic growth projects being pursued in Procurement and Production
are also of utmost importance for the continued development of the Drive Technology Strategic
Business Unit.
With the expansion of manufacturing capacities in China completed in January 2016,
the Drive Technology Strategic Business Unit concluded an essential strategic growth project
in Asia.
One goal for 2016 is to create the conditions for sustainable growth in Europe through new
initiatives. Increasing the vertical integration for sleeves made of steel will be one focal area.
In the future, the plan is to manufacture some of the required preliminary stages in-house,
rather than externally as at present.
Close cooperation between Procurement and Production is essential for these types of
growth projects. As part of the Growth 500+ project, in 2015 a cross-departmental and
cross-location team achieved considerable reductions in material expenses. The resulting cost
advantage improved competitiveness and aided the Drive Technology Strategic Business Unit
in acquiring new customer orders in 2015.
Beyond Synchro: drive concepts for the future
The order books of the Drive Technology Strategic Business Unit are well-stocked for the
coming years.
Management and employees will not rest on their laurels, however. While the Strategic
Business Unit is expected to grow sustainably and remain successful in its established core
business of synchronizers for many years to come, management has already set the course to
begin molding the future.
The efforts center around the mobility systems of the future, which will require new drive
concepts.
Under the motto “Beyond Synchro,” the Drive Technology Strategic Business Unit launched a
number of initiatives in 2015. Their goal is to align the HOERBIGER brand, and consequently
the Business Segments, with new technologies and products for the drive train of the future,
and to position HOERBIGER as a partner to the automotive industry.
This much is certain: many of the competencies that are available now in the Drive
Technology Strategic Business Unit will also be required for future vehicle architectures
such as hybrid drives. Additionally, the new capabilities that will be needed will have to be
developed in the coming years, either organically or, if need be, through acquisitions.
To spur the debate on this challenge, the Drive Technology Strategic Business Unit created
a dedicated room for creative imagination – the HOERBIGER Innovation Room in Schongau.
104 105
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“ WHO KNOWS WHAT WE’LL DISCOVER …”
Synergies, modern production technology …
The creation of the Global Production & Technology department and the development of a
Global Operations Center in July 2015 were important steps toward greater flexibility and
efficiency in Production.
The new structure took the place of the Operations department and its division into the
Sleeve Systems and Friction Systems Product Units.
The new Global Production & Technology department now bears responsibility for the
manufacturing plants of the Drive Technology Strategic Business Unit, as well as for the Metal
Forming Technology Center of Competence (CoC) and for Industrial Engineering.
The Global Operations Center is in charge of production planning. Process optimization
methods such as lean management and supply chain management will improve processes
and cut production costs, as well as quality standards.
One contribution that Penzberg is making to safeguard the site’s competitiveness is to
become fully integrated into the synchronizer manufacturing process. The first steps began in
2015: in addition to disks for automatic transmissions, HOERBIGER Penzberg GmbH now also
produces synchronizer clutch components.
At the Schongau location, a central HOERBIGER tool and die shop was established by
consolidating machining expertise from HOERBIGER Kompressortechnik GmbH’s Tool & Die
Design with the corresponding resources of HOERBIGER Antriebstechnik GmbH under the
management of the Drive Technology Strategic Business Unit. The merged know-how of the
two teams, plus better utilization of machines and equipment, has created valuable synergies
for everyone involved. In the future, expensive new equipment will be procured and operated
considerably more economically.
At the Oberstenfeld site, the Drive Technology Strategic Business Unit is investing in new
low-pressure carburizing equipment for hardening the sleeves manufactured here.
The new machine will be put into operation in October 2016. A predecessor of this machine,
the pusher-type furnace of HOERBIGER SynchronTechnik in Oberstenfeld, was decommis-
sioned in the fall of 2015. The furnace had been in use for 30 years, hardening some 35 million
sleeves during this time.
… and new growth projects
Last but not least, the strategic growth projects being pursued in Procurement and Production
are also of utmost importance for the continued development of the Drive Technology Strategic
Business Unit.
With the expansion of manufacturing capacities in China completed in January 2016,
the Drive Technology Strategic Business Unit concluded an essential strategic growth project
in Asia.
One goal for 2016 is to create the conditions for sustainable growth in Europe through new
initiatives. Increasing the vertical integration for sleeves made of steel will be one focal area.
In the future, the plan is to manufacture some of the required preliminary stages in-house,
rather than externally as at present.
Close cooperation between Procurement and Production is essential for these types of
growth projects. As part of the Growth 500+ project, in 2015 a cross-departmental and
cross-location team achieved considerable reductions in material expenses. The resulting cost
advantage improved competitiveness and aided the Drive Technology Strategic Business Unit
in acquiring new customer orders in 2015.
Beyond Synchro: drive concepts for the future
The order books of the Drive Technology Strategic Business Unit are well-stocked for the
coming years.
Management and employees will not rest on their laurels, however. While the Strategic
Business Unit is expected to grow sustainably and remain successful in its established core
business of synchronizers for many years to come, management has already set the course to
begin molding the future.
The efforts center around the mobility systems of the future, which will require new drive
concepts.
Under the motto “Beyond Synchro,” the Drive Technology Strategic Business Unit launched a
number of initiatives in 2015. Their goal is to align the HOERBIGER brand, and consequently
the Business Segments, with new technologies and products for the drive train of the future,
and to position HOERBIGER as a partner to the automotive industry.
This much is certain: many of the competencies that are available now in the Drive
Technology Strategic Business Unit will also be required for future vehicle architectures
such as hybrid drives. Additionally, the new capabilities that will be needed will have to be
developed in the coming years, either organically or, if need be, through acquisitions.
To spur the debate on this challenge, the Drive Technology Strategic Business Unit created
a dedicated room for creative imagination – the HOERBIGER Innovation Room in Schongau.
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Michael Studli is a discoverer. When he speaks about his work, it’s about the discovery of new continents, the right equipment, and travels to exciting destinations. These are the images that Michael Studli likes to use when speaking about innovation in the Drive Technology Strategic Business Unit.
The native Canadian came to Europe to become acquainted with European
corporate culture while pursuing his Master’s degree. Even before he
graduated, HOERBIGER recruiters kept an eye on Michael Studli – and
ended up bringing him on board of HOERBIGER Antriebstechnik GmbH
in Schongau.
“I had a great opportunity here to write my Master’s thesis. That was my first contact with Beyond Synchro, the innovation project of the Drive Technology Strategic Business Unit.”
HOERBIGER hired Michael Studli immediately after he earned his Master’s
degree – giving him great responsibility. As Head of Global Business Innovation,
he is directly involved in developing the strategy of the Business Unit. His
topic is innovations that go beyond existing synchronizer technology – well,
Beyond Synchro.
“What I do here is pioneering work. HOERBIGER is a good, sound ship with an outstanding crew. We’re setting sail now – on the journey to solutions for the drive technology of the future.”
Michael Studli learned a great deal even in the first few months of working
for HOERBIGER. To expand into entirely new areas of innovation, he first
must understand HOERBIGER, the company’s core competencies, the existing
technological development, and the qualities of the company. “Advancing
innovations has a lot to do with knowing your own role.” For HOERBIGER
this means visionary thinking, outside of the niche of synchronizer technology.
“If we accomplish that,” Michael Studli adds, “we will be perfectly positioned
for the Beyond Synchro expedition.”
Michael Studli
Synergies, modern production technology …
The creation of the Global Production & Technology department and the development of a
Global Operations Center in July 2015 were important steps toward greater flexibility and
efficiency in Production.
The new structure took the place of the Operations department and its division into the
Sleeve Systems and Friction Systems Product Units.
The new Global Production & Technology department now bears responsibility for the
manufacturing plants of the Drive Technology Strategic Business Unit, as well as for the Metal
Forming Technology Center of Competence (CoC) and for Industrial Engineering.
The Global Operations Center is in charge of production planning. Process optimization
methods such as lean management and supply chain management will improve processes
and cut production costs, as well as quality standards.
One contribution that Penzberg is making to safeguard the site’s competitiveness is to
become fully integrated into the synchronizer manufacturing process. The first steps began in
2015: in addition to disks for automatic transmissions, HOERBIGER Penzberg GmbH now also
produces synchronizer clutch components.
At the Schongau location, a central HOERBIGER tool and die shop was established by
consolidating machining expertise from HOERBIGER Kompressortechnik GmbH’s Tool & Die
Design with the corresponding resources of HOERBIGER Antriebstechnik GmbH under the
management of the Drive Technology Strategic Business Unit. The merged know-how of the
two teams, plus better utilization of machines and equipment, has created valuable synergies
for everyone involved. In the future, expensive new equipment will be procured and operated
considerably more economically.
At the Oberstenfeld site, the Drive Technology Strategic Business Unit is investing in new
low-pressure carburizing equipment for hardening the sleeves manufactured here.
The new machine will be put into operation in October 2016. A predecessor of this machine,
the pusher-type furnace of HOERBIGER SynchronTechnik in Oberstenfeld, was decommis-
sioned in the fall of 2015. The furnace had been in use for 30 years, hardening some 35 million
sleeves during this time.
… and new growth projects
Last but not least, the strategic growth projects being pursued in Procurement and Production
are also of utmost importance for the continued development of the Drive Technology Strategic
Business Unit.
With the expansion of manufacturing capacities in China completed in January 2016,
the Drive Technology Strategic Business Unit concluded an essential strategic growth project
in Asia.
One goal for 2016 is to create the conditions for sustainable growth in Europe through new
initiatives. Increasing the vertical integration for sleeves made of steel will be one focal area.
In the future, the plan is to manufacture some of the required preliminary stages in-house,
rather than externally as at present.
Close cooperation between Procurement and Production is essential for these types of
growth projects. As part of the Growth 500+ project, in 2015 a cross-departmental and
cross-location team achieved considerable reductions in material expenses. The resulting cost
advantage improved competitiveness and aided the Drive Technology Strategic Business Unit
in acquiring new customer orders in 2015.
Beyond Synchro: drive concepts for the future
The order books of the Drive Technology Strategic Business Unit are well-stocked for the
coming years.
Management and employees will not rest on their laurels, however. While the Strategic
Business Unit is expected to grow sustainably and remain successful in its established core
business of synchronizers for many years to come, management has already set the course to
begin molding the future.
The efforts center around the mobility systems of the future, which will require new drive
concepts.
Under the motto “Beyond Synchro,” the Drive Technology Strategic Business Unit launched a
number of initiatives in 2015. Their goal is to align the HOERBIGER brand, and consequently
the Business Segments, with new technologies and products for the drive train of the future,
and to position HOERBIGER as a partner to the automotive industry.
This much is certain: many of the competencies that are available now in the Drive
Technology Strategic Business Unit will also be required for future vehicle architectures
such as hybrid drives. Additionally, the new capabilities that will be needed will have to be
developed in the coming years, either organically or, if need be, through acquisitions.
To spur the debate on this challenge, the Drive Technology Strategic Business Unit created
a dedicated room for creative imagination – the HOERBIGER Innovation Room in Schongau.
Driv
e Te
chno
logy
104 105
COMPACTPOWER
HYDRAULIC SYSTEMS BUSINESS DIVISION
In 2015, the newly created Hydraulic Systems Business Division achieved sales of 110.5 million euros.
Sound growth rates came from the Compact Motion Technology Business Segment. In contrast, sales
declined in the Roof Hydraulics Segment as a result of the decrease in demand for convertible cars
worldwide.
The Hydraulic Systems Business Division focuses on powerful components and systems for applications in the automotive industry, mechanical engineering, medical technology, and the field of loading comfort.
Hyd
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106 107
Innovation
Compact power solution provider
The new customer- and market-oriented structure supports the goal of developing HOERBIGER
from a pure component manufacturer into an expert solution provider for compact power
in the field of hydraulics – especially in the automotive, machinery and medical technology
market segments, as well as in custom motion solutions for sports
boats and recreational watercraft.
Customers in Europe are served by the sales teams of the Altenstadt, Barbing, and Schongau
locations in Germany. The Business Division assists its customers in Asia from the Wuxi
location in China, especially for important and high-volume relationships in the mechanical
engineering and special-purpose machinery industry, and the growing client base in medical
technology. The employees at the Auburn, Alabama, USA, site are highly qualified contacts
for customers in North America.
Compact Hydraulics Business Segment
The portfolio of the Compact Hydraulics Segment includes compact hydraulic power packs
and modular systems for the automotive industry, RVs, recreational watercraft, and applica-
tions in medical technology.
The global market for convertible top drives continues to post no noteworthy growth.
It is therefore all the more important to acquire the remaining production orders with newly
developed power units.
In 2015, the innovative Type 6 power unit was one of the products that aided HOERBIGER
in expanding market share in market segments where hydraulic roof drives continue to be
indispensable. While simple two-cylinder systems have been largely displaced by electric units,
there are almost no reliable alternatives to hydraulics for the complex drives needed for heavy,
multi-piece steel roofs.
“ Pooling the hydraulics expertise in one unit creates considerable growth potential for all Business Segments. We will shape our future together in a market-oriented corporate spirit.”
Type 7 Power Unit
The goal of the engineers was to achieve high
flexibility through design and production
standardization, so as to be able to address a
wide variety of customer requirements quickly
and without major design complexity. This will
also make it possible to cover multifaceted
requirements in other market segments, beyond
automotive applications.
Type 7: our latest hydraulic power unitIn 2015, HOERBIGER developed another innovative, electrically activated compact hydraulic
drive system as a universal unit for single-axis applications – the HOERBIGER Type 7.
Gerhard Messmer Head of Hydraulic Systems Business Division
108 109
Hyd
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“ WE WANT TO CONVINCE OUR CUSTOMERS.”
Innovation
Compact power solution provider
The new customer- and market-oriented structure supports the goal of developing HOERBIGER
from a pure component manufacturer into an expert solution provider for compact power
in the field of hydraulics – especially in the automotive, machinery and medical technology
market segments, as well as in custom motion solutions for sports
boats and recreational watercraft.
Customers in Europe are served by the sales teams of the Altenstadt, Barbing, and Schongau
locations in Germany. The Business Division assists its customers in Asia from the Wuxi
location in China, especially for important and high-volume relationships in the mechanical
engineering and special-purpose machinery industry, and the growing client base in medical
technology. The employees at the Auburn, Alabama, USA, site are highly qualified contacts
for customers in North America.
Compact Hydraulics Business Segment
The portfolio of the Compact Hydraulics Segment includes compact hydraulic power packs
and modular systems for the automotive industry, RVs, recreational watercraft, and applica-
tions in medical technology.
The global market for convertible top drives continues to post no noteworthy growth.
It is therefore all the more important to acquire the remaining production orders with newly
developed power units.
In 2015, the innovative Type 6 power unit was one of the products that aided HOERBIGER
in expanding market share in market segments where hydraulic roof drives continue to be
indispensable. While simple two-cylinder systems have been largely displaced by electric units,
there are almost no reliable alternatives to hydraulics for the complex drives needed for heavy,
multi-piece steel roofs.
“ Pooling the hydraulics expertise in one unit creates considerable growth potential for all Business Segments. We will shape our future together in a market-oriented corporate spirit.”
Type 7 Power Unit
The goal of the engineers was to achieve high
flexibility through design and production
standardization, so as to be able to address a
wide variety of customer requirements quickly
and without major design complexity. This will
also make it possible to cover multifaceted
requirements in other market segments, beyond
automotive applications.
Type 7: our latest hydraulic power unitIn 2015, HOERBIGER developed another innovative, electrically activated compact hydraulic
drive system as a universal unit for single-axis applications – the HOERBIGER Type 7.
Gerhard Messmer Head of Hydraulic Systems Business Division
Hyd
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108 109
Martin Storz
Martin Storz walks through the corridors of the HOERBIGER office building in Schongau in a bit of a hurry. In passing, he absent-mindedly greets a colleague – an increasingly clear picture is forming in his mind that he does not want to lose. Finally, he knocks on a door and enters the office.
“I have an idea.”
This happens quite frequently. “Suddenly, two or three components fit
together exactly, and there is the idea that I immediately have to discuss
with my colleagues or my boss. If it were up to me, I would start with the
implementation right away,” says Martin Storz. He is Head of Advanced
Engineering in the Compact Hydraulics Segment of the Hydraulic Systems
Division. His latest project is the Type 7 power unit, an electrically activated
compact hydraulic actuator for multifaceted applications in industry.
“Our idea is to develop a modular system for hydraulic actuators. To do so, we must develop these power units as flexibly as possible.”
The focus always lies on the benefit for the customer. “As developers, we
want to convince our customers. That is what drives us. In spite of all the love
of development, every one of us has learned that not every idea is good from
the start, or can be implemented.”
Martin Storz compares his work in Advanced Engineering to that of a
meerkat: keep digging diligently, but emerge from the hole occasionally
to look around.
“Otherwise we lose sight of the context and the bigger goal. An idea is born quickly. Still, we must also think it through. This is our job now with the HOERBIGER Type 7 power unit.”
Innovation
Compact power solution provider
The new customer- and market-oriented structure supports the goal of developing HOERBIGER
from a pure component manufacturer into an expert solution provider for compact power
in the field of hydraulics – especially in the automotive, machinery and medical technology
market segments, as well as in custom motion solutions for sports
boats and recreational watercraft.
Customers in Europe are served by the sales teams of the Altenstadt, Barbing, and Schongau
locations in Germany. The Business Division assists its customers in Asia from the Wuxi
location in China, especially for important and high-volume relationships in the mechanical
engineering and special-purpose machinery industry, and the growing client base in medical
technology. The employees at the Auburn, Alabama, USA, site are highly qualified contacts
for customers in North America.
Compact Hydraulics Business Segment
The portfolio of the Compact Hydraulics Segment includes compact hydraulic power packs
and modular systems for the automotive industry, RVs, recreational watercraft, and applica-
tions in medical technology.
The global market for convertible top drives continues to post no noteworthy growth.
It is therefore all the more important to acquire the remaining production orders with newly
developed power units.
In 2015, the innovative Type 6 power unit was one of the products that aided HOERBIGER
in expanding market share in market segments where hydraulic roof drives continue to be
indispensable. While simple two-cylinder systems have been largely displaced by electric units,
there are almost no reliable alternatives to hydraulics for the complex drives needed for heavy,
multi-piece steel roofs.
“ Pooling the hydraulics expertise in one unit creates considerable growth potential for all Business Segments. We will shape our future together in a market-oriented corporate spirit.”
Type 7 Power Unit
The goal of the engineers was to achieve high
flexibility through design and production
standardization, so as to be able to address a
wide variety of customer requirements quickly
and without major design complexity. This will
also make it possible to cover multifaceted
requirements in other market segments, beyond
automotive applications.
Type 7: our latest hydraulic power unitIn 2015, HOERBIGER developed another innovative, electrically activated compact hydraulic
drive system as a universal unit for single-axis applications – the HOERBIGER Type 7.
Gerhard Messmer Head of Hydraulic Systems Business Division
Hyd
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108 109
InnovationSales in the medical technology area of the Hydraulic Systems Division primarily come from
the compact hydraulic lifting columns for operating tables developed at the Barbing location
and the piezoelectric valves of the HOERBIGER Tecno portfolio, which are produced at the
Altenstadt site.
Sales activities in 2015 centered around the expedited market entry in Asia. HOERBIGER
developed the Column Trend Line (CTL) lifting column specifically for this market.
Loading Comfort Business Segment
The XETTO® loading and transport system from the Loading Comfort Business Segment was
consistently developed until it was ready to be brought to market.
The unique selling propositions of XETTO® allow HOERBIGER to occupy an attractive
market niche in the loading and transport aid segment for craftspeople and small businesses.
The compact system allows one person, using a single piece of equipment, to load and unload
a work vehicle with up to 250 kilograms of cargo. The system needs no special installations,
and does away with forklifts and pallet trucks.
The functional samples that were tested extensively in the market in 2015 confirmed the
economic and ergonomic benefits to customers of XETTO’s® unique selling propositions.
XETTO® picks up the cargo like a transport cart. It then turns into a pallet truck, lifts its
freight into the vehicle, "climbs" in behind it, and stows itself beneath the cargo. The entire
procedure is effortless for the driver, thanks to powerful electrohydraulics and cleverly
designed kinematics.
Unloading is also ingeniously simple: XETTO® extends out of the vehicle, creates a solid
footing for itself, turns into a pallet truck again, and allows drivers to transport their cargo
safely and easily without straining their backs.
HOERBIGER launched XETTO® in 2016 as a new brand for tradesmen, businesses, and
commerce. The rollout in additional European countries is scheduled for 2017.
XETTO®
The innovative combination of all aids necessary
for loading and unloading a small work vehicle in
a single piece of equipment is unrivaled –
making XETTO® a welcome helper for individual
craftspeople and larger businesses alike.
Thanks to its compact new power unit, XETTO®
fits under the cargo in practically any station
wagon.
XETTO® – I can do it alone …“I can do it alone...” is HOERBIGER's advertising slogan for XETTO®. The intelligent design of
this loading and unloading aid is clear in the way it can be operated by just one person,
saving craftspeople considerable personnel costs. The device pays for itself within just a few
months.
To further optimize benefits for users in various
trades and businesses, HOERBIGER offers
extensive accessories for the XETTO® system
in the form of both standard and optional
attachments.
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Innovation
Machinery Business Segment
Components and systems for the sheet metal working industry are the core competence of
the Machinery Business Segment, especially compact hydraulic power packs for press brakes
from the HOERBIGER ePrAX® product portfolio and the HOERBIGER Laser Gas Regulator (LGR).
HOERBIGER continues to hold a strong competitive position, both in Europe and in Asia.
Unveiled to the expert community in 2014, the hydraulic ePrAX® basic control unit for
high-tonnage conventional press brakes was received well in the market.
The HOERBIGER ePrAX® control system is geared
primarily to OEM customers seeking to achieve a
flexible stroke with an open hybrid system that
combines energy efficiency and flexibility in the
design of press brakes.
Target customers are manufacturers of upper
mid-range press brakes, initially in China.
The HOERBIGER ePrAX® control system allows
energy savings of as much as 50 percent to
be achieved, with up to 10 percent greater
performance at the same time.
HOERBIGER ePrAX® control
Premiere 2016: HOERBIGER ePRAX® control
In 2015, the development of the HOERBIGER ePrAX® control system closed the gap between
basic and high-end applications for hydraulic drive systems for press brakes. The goal of the
Hydraulic Systems Division is for the HOERBIGER ePrAX® control system to cover an even
broader range of mechanical engineering applications in the future. The system will be
presented to the European market as part of the 2016 EuroBLECH show.
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“ WE USED TO ACT INTUITIVELY – NOW, WE WORK TOWARD A COMMON GOAL.”
Innovation
Machinery Business Segment
Components and systems for the sheet metal working industry are the core competence of
the Machinery Business Segment, especially compact hydraulic power packs for press brakes
from the HOERBIGER ePrAX® product portfolio and the HOERBIGER Laser Gas Regulator (LGR).
HOERBIGER continues to hold a strong competitive position, both in Europe and in Asia.
Unveiled to the expert community in 2014, the hydraulic ePrAX® basic control unit for
high-tonnage conventional press brakes was received well in the market.
The HOERBIGER ePrAX® control system is geared
primarily to OEM customers seeking to achieve a
flexible stroke with an open hybrid system that
combines energy efficiency and flexibility in the
design of press brakes.
Target customers are manufacturers of upper
mid-range press brakes, initially in China.
The HOERBIGER ePrAX® control system allows
energy savings of as much as 50 percent to
be achieved, with up to 10 percent greater
performance at the same time.
HOERBIGER ePrAX® control
Premiere 2016: HOERBIGER ePRAX® control
In 2015, the development of the HOERBIGER ePrAX® control system closed the gap between
basic and high-end applications for hydraulic drive systems for press brakes. The goal of the
Hydraulic Systems Division is for the HOERBIGER ePrAX® control system to cover an even
broader range of mechanical engineering applications in the future. The system will be
presented to the European market as part of the 2016 EuroBLECH show.
Hyd
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Every week, Josef Ritzl has one set appointment in his calendar. It is for the “Fighting Triangle” conference call with his colleagues from Application Development, Sales, and Marketing.
“By tradition, we are a development-driven company. We’re very innovative and technologi-cally creative at a high level. Our conference call brings product specialists and market experts together. Our goal is to align our portfolio even more with the requirements of the customers and market.”
Josef Ritzl refers to himself as a HOERBIGER “institution.” 37 years ago,
he started his apprenticeship in compression technology, and he has never
stopped. Instead, he continually developed, covering many career stages.
Four years ago, Product Management was implemented, creating a new
organizational structure to make the company more market-oriented.
“For me, the task of being product manager is extremely exciting,” Josef Ritzl says. “I enjoy it because I have a lot of contact with various people and target groups, and I can make a difference.”
In 2016, for example, the HOERBIGER ePrAX® control system, a hydraulic control
unit for press brakes, was launched. With a development period of less
than one year, HOERBIGER closed the technological gap between standard
drive systems and the HOERBIGER ePrAX® press actuator as a high-end
solution, initially for customers in the Chinese market. “This was only
possible with collaboration and efficient product and project management,”
Josef Ritzl comments. And this is precisely why the weekly conference call
is important. The product management processes have since also been
implemented.
“We used to act intuitively. Now, we work toward a common goal. All the information that is necessary for our projects is available within the team at any time, allowing us to use our know-how and dedication efficiently.”
Josef Ritzl
Innovation
Machinery Business Segment
Components and systems for the sheet metal working industry are the core competence of
the Machinery Business Segment, especially compact hydraulic power packs for press brakes
from the HOERBIGER ePrAX® product portfolio and the HOERBIGER Laser Gas Regulator (LGR).
HOERBIGER continues to hold a strong competitive position, both in Europe and in Asia.
Unveiled to the expert community in 2014, the hydraulic ePrAX® basic control unit for
high-tonnage conventional press brakes was received well in the market.
The HOERBIGER ePrAX® control system is geared
primarily to OEM customers seeking to achieve a
flexible stroke with an open hybrid system that
combines energy efficiency and flexibility in the
design of press brakes.
Target customers are manufacturers of upper
mid-range press brakes, initially in China.
The HOERBIGER ePrAX® control system allows
energy savings of as much as 50 percent to
be achieved, with up to 10 percent greater
performance at the same time.
HOERBIGER ePrAX® control
Premiere 2016: HOERBIGER ePRAX® control
In 2015, the development of the HOERBIGER ePrAX® control system closed the gap between
basic and high-end applications for hydraulic drive systems for press brakes. The goal of the
Hydraulic Systems Division is for the HOERBIGER ePrAX® control system to cover an even
broader range of mechanical engineering applications in the future. The system will be
presented to the European market as part of the 2016 EuroBLECH show.
Hyd
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Hanns Hörbiger
Alfred Hörbiger
Martina Hörbiger
STANDARDS SINCE 1895
STABILITY AND CONTINUITY
Hanns Hörbiger, inventor and pioneer
In 1895, the steel plate valve invented by Hanns Hörbiger was patented. The
valve plate opens when the gas pressure is high enough, and closes as long
as the spring pressure is higher than the gas pressure.
The HOERBIGER steel plate valve enormously improves the performance
of compressors used in steel production, making production much more reliable
and efficient than anyone would have considered possible at that time.
The HOERBIGER steel plate valve, however, not only enabled the ad-
vancement of blast furnace technology, but also paved the way for the invention
of modern high-pressure chemistry. This made it one of the key technolo gies
for the industrial development at the beginning of the 20th century.
In 1900, Hanns Hörbiger, together with the engineer Friedrich Wilhelm
Rogler, founded an engineering office in Budapest. This office was relocated
to Vienna in 1903. In the years thereafter, Hanns Hörbiger devoted himself to
continually enhancing the steel plate valve he had invented. His office
issued licenses for use of the technology to business partners domestically
and abroad. In 1925, the engineering office became HOERBIGER & Co. trading
company, headquartered in Vienna.
Alfred and Martina Hörbiger
In 1931, Alfred Hörbiger, the second eldest son of the company’s founder,
started the in-house production of valves in Vienna-Simmering. Between
1925 and 1945, a total of 171 patents were granted for HOERBIGER & Co. for
inventions and developments in the field of compressor valves and controls.
After the destruction of the Vienna production plant during the last year of
the Second World War, and the sudden passing of Alfred Hörbiger, his wife
Martina Hörbiger, who also worked in the company, managed to rebuild
the plant.
The company’s product range, which until then was primarily comprised of
compressor valves and controllers, was expanded by new business segments
based on core competencies in the fields of fluid technology and stamping
technology. Initially, HOERBIGER was active in the pneumatics field. Just a
short time later, it established new plants in Germany – in Schongau and
neighboring Penzberg – for the production of steel disks for passenger car
automatic transmission as well as for friction linings and friction disks for
use in power-shift transmissions for construction machines and tractors. The
Pneumatics Division was then supplemented with the hydraulics segment.
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Reconstruction and globalization
Even before the Second World War, HOERBIGER sales branches were established
in Germany, Italy, and Great Britain. In 1947 Martina Hörbiger resumed international
business relations, first within Europe, then later in the Americas, Africa and Asia.
By the end of the 1950s, HOERBIGER had built its own distribution system in
North America, followed in 1963 by the founding of HOERBIGER Corporation of
America and the development of a production operation. In 1970, HOERBIGER
Nippon K.K. in Japan was founded, and initial contacts were established with
Taiwan, Korea, and China.
Hanns Hörbiger in the engineering office
Based on its compressor valve development and production expertise, in 1971 HOERBIGER
decided to systematically build a worldwide network of service entities for the maintenance
and repair of reciprocating compressors. This put the company clearly ahead of the
competition.
On the way to the Group
August 1989: Martina Hörbiger, owner of the group of companies, died at the age of 87. She
bequeathed the challenge of not only continuing business operations consistent with her
spirit, but also realigning the corporate structure – which in the years prior was centered
predominantly around her – to the new management team, which she had appointed prior
to her passing together with the Board of Trustees of the HOERBIGER Foundation.
The group of companies was incrementally reorganized after 1992. Having previously been
regionally organized in a variety of individual entities, business activities were assigned to
the three newly formed Strategic Business Units: Compression Technology, Automation
Technology, and Drive Technology. At the same time, the oil, gas and process industries, the
mechanical and plant engineering industry, and the automotive industry were defined as
strategic business segments.
Martina Hörbiger speaking with employeesHanns and Alfred Hörbiger
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HOERBIGER Board of Trustees (December 31, 2015). From left to right: 5, 3, 2, 1, 4
1 Dr. Marcus FlubacherPresidentBorn 1944 Member of the Board of Trustees since 1995
2 Dr. Gerd UnterburgVice PresidentBorn 1940 Member of the Board of Trustees since 2004
3 Christiana HörbigerVice PresidentBorn 1939 Member of the Board of Trustees since 1989
4 Dr. Rudolf HuberMemberBorn 1955 Member of the Board of Trustees since 2008
5 Dr. Andreas HünerwadelMemberBorn 1964 Member of the Board of Trustees since 2009
The Board of Trustees
The HOERBIGER Foundation, Zug, Switzerland,
is the majority shareholder and controls the
Group. It protects the entrepreneurial heritage
of the HOERBIGER Group, and ensures stability,
self-reliance, and a future-oriented growth stra-
tegy. The Board of Trustees of the HOERBIGER
Foundation is composed of the family shareholder,
Mrs. Christiana Hörbiger, active and/or former
members of the Board of Directors, and indepen-
dent advisors associated with the Group through
long-standing cooperation. The Board of Trustees’
sole mandate is to support the Foundation’s
mission and safeguard the inter ests of the
HOERBIGER Group. Its members have no opera-
tional management function within the
HOERBIGER Group.
Effective June 30, 2016, Dr. Marcus Flubacher
and Dr. Gerd Unterburg will step down from
both the Board of Trustees of the HOERBIGER
Foundation and the Board of Directors of
HOERBIGER Holding AG following many years
of dedicated service.
Dr. Andreas HünerwadelPresidentBorn 1964 Member of the Board of Trustees since 2009
Dr. Martin KomischkeVice PresidentBorn 1957 Member of the Board of Trustees since 2016
Christiana HörbigerVice PresidentBorn 1939 Member of the Board of Trustees since 1989
Dr. Rudolf HuberMemberBorn 1955 Member of the Board of Trustees since 2008
Egbert AppelMemberBorn 1949 Member of the Board of Trustees since 2016
With this in mind, the following resolutions were
passed at the Annual Meeting of the HOERBIGER
Foundation on May 12, 2016:
Dr. Andreas Hünerwadel will become President
effective July 1, 2016, assuming management
of the Board of Trustees.
After relinquishing his existing positions as CEO
and Chairman of the Executive Board of
HOERBIGER Holding AG effective July 1, 2016,
Dr. Martin Komischke will join the Board of
Trustees and hold the position of Vice President
of the HOERBIGER Foundation, along with
Mrs. Christiana Hörbiger.
Egbert Appel, a member of the Board of Trustees
since July 2012, will also become a member
of the Board of Trustees of the HOERBIGER
Foundation effective July 1, 2016.
Effective July 1, 2016, the Board of Trustees
of the HOERBIGER Foundation will have the
following composition:
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1995 saw further reorganization. In order to support continuing growth, the existing group of
companies, which was run by HOERBIGER International in Vienna and their management,
was restructured as a Group with a holding company and a central financial organization to
be headquartered in Switzerland in the future. All the necessary conditions were created in
Switzerland for developing the group of companies into a fully integrated corporate Group.
HOERBIGER Holding AG in Rotkreuz, Switzerland, became the umbrella organization for
the group of companies in 1997 and moved to Zug in 2000. The Group has since been managed
by the Board of Directors of HOERBIGER Holding AG and the Executive Board.
Performance counts
In 2003, HOERBIGER held its first international survey of all employees regarding corporate
culture. The results formed the basis of HOERBIGER’s corporate values: Pioneering Spirit,
Courage, Closeness, and Fairness. The HOERBIGER umbrella brand displayed a new, modern
logo in addition to the motto “Because performance counts”.
In 2005 the corporate structure was systematically strengthened and expanded. With the
expanded corporate functions Human Resources, Communications, Research & Development,
Business Development and IT, the Group enhanced its profile, both internally and externally.
In 2006, the HOERBIGER Group revolutionized its previous public image as a mere group
of companies. The three Strategic Business Units as well as the numerous foreign HOERBIGER
entities, which previously operated in the market as independent companies, increasingly
began to present their portfolios and services under the HOERBIGER umbrella brand in the
following years.
In 2007 the HOERBIGER Group formulated a new vision: “We set standards”. In 2009 and
2010 the worldwide management team developed a new mission to accommodate the growth
of the Group: EXCELLENCE & Focus.
In 2012 the Executive Board formulated a new cooperation and leadership guideline, titled
“TOGETHER”. In 2013, the Executive Board inaugurated the global STREAM program. The
objec tive is to establish a worldwide standardized process logic for the HOERBIGER Group
inside of three years, utilizing a highly tuned and efficiently structured IT architecture. In 2015,
the EXCELLENCE & Focus initiative was followed by the next step: Mission Excellence & Growth.
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COOPERATION AND LEADERSHIP
TOGETHER
It is the people at HOERBIGER who assure the success of the company. This has always been the case, and applies even more so today. Their excellent achievements move the company ahead and safeguard its future.
Conformity is undesirable at HOERBIGER. As a trendsetter in technological niche markets,
HOERBIGER is an enterprise in which new ideas need fertile ground.
With their dedication and performance, our employees have allowed us to rise from a family
business with European roots to an international technology group.
Men and women, of varying ages, from very different origins and with equally multifaceted
cultural backgrounds, work together at HOERBIGER every day. We value this diversity. It goes
without saying for us.
We believe that a modern guideline on cooperation and leadership in a cosmopolitan
company such as HOERBIGER need not focus on commonplace conceptions of leadership and
cooperation.
We attach much more importance to the guiding principles that shape our corporate culture.
It is these principles that make HOERBIGER a successful company around the globe, and at
the same time an extremely attractive employer.
People at HOERBIGER
We succeed because our people take responsibility for HOERBIGER’s success. We are successful
because we believe in success. We are interested in creative, entrepreneurially thinking
minds that develop new ideas and then implement them, clearly and with structure; people who
are willing to pull their weight, who are “hands on!”, and who are a part of HOERBIGER
in every situation.
We keep our promises. Once we set goals, we are committed to achieving these goals –
with all of our strength, determination, and abilities. We want to work with people who share
the same view and fit the corporate mold.
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Decision and change
HOERBIGER grants great decision-making latitude not only to senior managers, but to each
and every employee. This is the reason why our senior managers and employees think like
entrepreneurs. The freedom with which we are allowed to independently make decisions
motivates us.
Independent action is therefore desired, regardless of hierarchical levels or functions.
When we are convinced that things require change, we do not hesitate; we act.
By being allowed to make independent decisions and changes within a broad scope, each
employee bears individual responsibility toward the company. It is therefore important to us
that decisions always have a lasting effect and are reliable.
Responsibility
It is important to us to always keep the wellbeing of the entire Group in mind, aside from the
responsibility for the specific task at hand. We value diversity of knowledge, creativity and
opinions because we are convinced that we can deliver peak performance both as individuals
and as a team.
Cooperation across the boundaries of Strategic Business Units, functions and regions
helps us to successfully cope with complex topics and tasks. We solve problems that stand in
our way by everyone contributing unique skills and experience. When things do not quite
go the way they should, we expect each employee to take the initiative, if necessary across
hierarchical levels. Mistakes, and at times even failures, do not throw us off our course.
They inspire us to search for creative and innovative new approaches to solutions.
HOERBIGER cannot relieve any employee of the responsibility for their own plans for life
and a balanced harmony between work and family. However, we especially advocate that
young people, during their training phases with us, develop a personality which empowers
them to assume responsibility in every respect – for themselves, for their families, and for
their duties on the job.
Communication
Transparent communication is important to us. Clear agreements form the basis for our
cooperation – internally and externally. We deal with each other openly and honestly.
When we hold discussions among colleagues, we provide feedback to each other. When we
share criticism with each other, we do not consider this to be a manifestation of a lack of
appreciation or recognition, but always a challenge to achieve even better results.
Our senior managers provide comprehensive information to the best of their knowledge
and belief. They explain decisions so that all employees understand what is involved.
Leadership
We count on a stable bond between senior managers and employees. This is based on respect,
which in the truest sense of the word was developed over long periods of cooperation, good
communication, interest in different opinions, and competent interaction with differing
cultures.
Employees expect senior managers to be credible and to demonstrate leadership conduct
with honest intentions. They have the right to learn something from their managers and to
participate in their managers’ responsibility by way of delegation for the Group as a whole.
In order to develop strategically attractive business ideas and translate them into long-
term corporate success, our senior managers set targets with their employees which challenge
their personal potential and encourage their individual development.
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PERFORMANCE- DEFINING
PRODUCTS AT A GLANCE
Compression Technology Strategic Business Unit
Key components for reciprocating compressors Core Competencies
Valves Fluid technology
Rings and packings Mechanics
Control and monitoring systems Thermo and gas dynamics
Key components for air brake, refrigeration and air-conditioning compressors Metallurgy
Reed valves Polymer technology
Cylinder head units Piezo technology
Key components for rotary compressors Control engineering
Valves Electronics
Controls Software
Key components for industrial gas engines
Ignition systems
Controls and instruments
Engine management systems
Gas metering valves and actuators
Safety products and services
Solutions for dust, oil mist, and gas explosion protection
Consulting, engineering and testing services for custom explosion protection concepts
Solutions for electrostatic spark discharge prevention
Relief and check valves
Electrohydraulic safety valve actuators
Piezo-pneumatic pressure regulators and positioners
Services for compressors, turbines, and industrial gas engines
Consulting and engineering
Replacement parts and repair
Upgrade and revamp
System operation
Drive Technology Strategic Business Unit
Synchronizer systems for manual and dual-clutch transmissions Core Competencies
Pneumatic gearshift support systems Tribology
Design and testing of synchronizer systems Pneumatics
Design and testing expertise
Metal forming technology
Machining technology
Hydraulic Systems Business Division
Compact Motion Technology for mechanical and plant engineering Core Competencies
Hydraulic comfort systems for passenger cars Hydraulics
Electronics
Sensor systems
Software
Control engineering
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LOCATIONS
CLOSE TO CUSTOMERS WORLDWIDEHH = HOERBIGER Holding
KT = Compression Technology
AN = Drive Technology
HY = Hydraulic Systems
IO = Internal Organization/Corporate
LP = Large Production
SP = Small Production
S = Sales and Service
Algeria
HOERBIGER Service Algerie E.U.R.L.
13, Rue Mohamed Semani
16035 Hydra Algiers
Argentina
HOERBIGER de Argentina S.A.
Calle Goya 175, Complejo Eslovenia
Q8302BWK Neuquén
HOERBIGER de Argentina S.A.
Reconquista 2458 – El Talar
B1618BDX Buenos Aires
Australia
HOERBIGER Australia Pty Ltd.
17 – 19 David Street
VIC3175 Dandenong, Victoria
HOERBIGER Australia Pty Ltd.
Unit 4 – 5, 17 Alexandra Place
QLD4172 Murarrie, Queensland
Austria
HOERBIGER Ventilwerke GmbH & Co KG
Braunhubergasse 23
1110 Vienna
HOERBIGER Ventilwerke Beteiligungs GmbH
Braunhubergasse 23
1110 Vienna
HOERBIGER Wien Immo GmbH
Braunhubergasse 23
1110 Vienna
HOERBIGER Deutschland Holding GmbH
Zweigniederlassung Wien
Guglgasse 15 – 17, Bauteil 3a,
6. Stock
1110 Vienna
HOERBIGER Kompressortechnik
Holding GmbH
TechGate Tower, Donau-City-Straße 1
1220 Vienna
Bolivia
HOERBIGER de Argentina S.A.
Filial Bolivia Av Beni 250 entre 4 y 5 anillo
10260 Santa Cruz de la Sierra
Brasil
TURBOTECH Engenharia, LTDA.
Travessa São Judas Tadeu,
189, Recreio Ipitanga
CEP42.700-000 Lauro de Freitas, Bahia
HOERBIGER TURBOTECH
Serviços de Engenharia Ltda.
Rua Osasco, 1020 Rod. Anhanguera, Km 33
CEP 07753-040 Sao Paulo, Cajamar
Bulgaria
HOERBIGER Zandov s.r.o. –
representative office
zh.k. Hristo Smirnenski, bl. 27A,
vh. B, ap. 20
Sofia
Canada
HOERBIGER Canada Ltd.
Bay 7, 2616 – 16th Street N.E.
T2E7J8 Calgary, Alberta
HOERBIGER Canada Ltd.
400 Matheson Boulevard East, Unit 32
L4Z1N8 Mississauga, Ontario
HOERBIGER Canada Ltd.
9304 – 111th Street
V1J7J5 Fort St. John, British Columbia
HOERBIGER Canada Ltd.
10841– 78th Avenue
T8W2L2 Grande Prairie, Alberta
HOERBIGER Canada Ltd.
441 South Avenue
T7X3A7 Spruce Grove, Alberta
HOERBIGER Canada Ltd.
53119 Highway 47
T7E3E9 Edson,Alberta
HOERBIGER FineStamping Inc.
555 Parkside Drive
N2L5E7 Waterloo, Ontario
Chile
HOERBIGER DE CHILE S.A.
El Roble 748
Recoleta, Santiago de Chile
China
HOERBIGER (Shanghai) Co., Ltd.
39 He Fa Road, Caohejing Hi-Tech Park
200233 Shanghai
HOERBIGER Valves (Changzhou) Co., Ltd.
1A–1C Building, GDH Industrial Park 16#
Chuang Ye Road, Xinbei District
213033 Changzhou, Jiangsu
HOERBIGER (Wuxi) Automation
Technology Co., Ltd.
Science & Technology Business Incubator
Anzhen Xidong Park, Xishan EDZ
214105 Wuxi
HOERBIGER Drive Technology
(Changzhou) Co. Ltd.
Building No. 7, GDH Industrial Park,
16 Chuangye Rd., Xinbei District
213000 Changzhou, Jiangsu
Colombia
HOERBIGER de Colombia LTDA.
Carrera 85D # 46A 65 Bodega 19 Complejo
Logistico San Cayetano Bogotá
Czech Republic
HOERBIGER Žandov s.r.o.
Nádrazni 10
47107 Žandov
HOERBIGER Žandov s.r.o. –
Service Sokolovská 2408 / 222
190 00 Praha 9
Ecuador
HOERBIGER del Ecuador, S.A.
Calle de Los Arupos E1-203
Uniparque Bodega #4
170150 Quito
Egypt
HOERBIGER Service Egypt, LLC
20 El Sad El Aly St
Maadi, Cairo
France
HOERBIGER France SAS
140 Rue de 12ème Régiment de Zouaves Z.I. de
Courtine Mourre Frais
84091 Avignon Cedex
HOERBIGER France SAS
Parc d’Activité de la Route des Lacs
B.P. 220
27102 Val de Reuil
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IEP Technologies France
26/36 Rue Alfred Nobel
93600 Aulnay Sous Bois
Germany
HOERBIGER Immobilien GmbH
Im Forchet 5
86956 Schongau
HOERBIGER Deutschland Holding GmbH
Im Forchet 5
86956 Schongau
HOERBIGER Deutschland Holding GmbH
Learning Center Europe
Pürschlingstraße 4
86971 Peiting
HOERBIGER Kompressortechnik GmbH
Im Forchet 5
86956 Schongau
HOERBIGER Automatisierungs technik
Holding GmbH
TechGate Stuttgart
Meitnerstraße 8
70563 Stuttgart
HOERBIGER Service GmbH
Hanns-Hörbiger-Straße 10
67133 Maxdorf
HOERBIGER Service GmbH
An der Reitbahn 1
21218 Seevetal
HOERBIGER Automatisierungstechnik
Holding GmbH
Südliche Römerstraße 15
86972 Altenstadt
HOERBIGER Automatisierungstechnik GmbH
Südliche Römerstraße 15
86972 Altenstadt
HOERBIGER Micro Fluid GmbH
Borsigstraße 11
93092 Barbing
HOERBIGER Elektronik GmbH
Justinus-Kerner-Straße 7
72119 Ammerbuch
HOERBIGER Antriebstechnik
Holding GmbH
Bernbeurener Straße 13
86956 Schongau
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128 HOERBIGER Antriebstechnik GmbH
Werk 1
Bernbeurener Straße 13
86956 Schongau
HOERBIGER Antriebstechnik GmbH
Werk 2
Martina-Hörbiger-Straße 5
86956 Schongau
HOERBIGER Antriebstechnik
Holding GmbH Versuch / Prüffeld entwicklung
Pürschlingstraße 4a
86971 Peiting
HOERBIGER SynchronTechnik GmbH & Co. KG
Lembacher Straße 2
71720 Oberstenfeld
HOERBIGER Penzberg GmbH
Seeshaupter Straße 33
82377 Penzberg
HOERBIGER Automotive
Komfort systeme GmbH
Martina-Hörbiger-Straße 5
86956 Schongau
IEP Technologies GmbH
Kaiserswerther Straße 85c
40878 Ratingen
Great Britain
HOERBIGER UK Ltd.
Edderthorpe Street, P.O. Box 237
Bradford BD3 9RB
IEP Technologies Ltd.
Unit 1, Neptune Business Centre,
Tewkesbury Road
GL51 9FB Cheltenham
Newson Gale Ltd.
Omega House, Private Road 8
NG4 2JX Colwick, Nottingham
Hungary
HOERBIGER Service Hungaria
Kft. Bagoly u. 7.
2120 Dunakeszi
India
HOERBIGER India Private Ltd.
3rd Floor, Saffire Park, Galleria No. 4
Old Pune-Mumbai Road, Shivajinagar
411005 Pune
HOERBIGER India Private Ltd.
(Domestic Division)
Gat 301/1, 312, 313, Village Kondhapuri,
Tal: Shirur
411006 Pune
HOERBIGER India Serial Technology Pvt. Ltd.
Gat 301/1, 312, 313,
Village Kondhapuri, Tal: Shirur
412209 Pune
HOERBIGER India Pvt. Ltd.
504/B Fifth Floor OZONE,
Sarabhai Compound,
Vikram Sarabhai Marg,
39003 Vadodara
HOERBIGER India Private Ltd.
71/25 Stonedge Towers, 1st Avenue
1st Floor, Ashoknagar
600083 Chennai
HOERBIGER India Private Ltd.
153A Dimond Harbour Road,
South 24, Parganas
700034 Kolkata
HOERBIGER India Private Ltd.
102, Ansasls Majestic Tower,
Plot No-17, Block G1, Community Centre,
Vikas Puri
110018 New Delhi
HOERBIGER India Private Ltd.
Kompression Technology
Technical Services 3rd Floor,
Saffire Park, Galleria No. 4
Old Pune-Mumbai Road,
Shivajinagar
411005 Pune
Gala Precision Technology Pvt. Ltd.
Plot No. 295, Village Vadavali
Bhiwandi-Wada Highway At Post Met. Taluka
Wada, Masurne Road
421312 Thane
HOERBIGER India Serial Technology Pvt. Ltd.
Ramshree Apartment 1206 / 30A, 3rd floor,
Opp Sambhaji Park Smt Ramabai Shrinivas
Kawale Path, Jangali Maharaj Road
411004 Pune
Indonesia
PT. HOERBIGER Kompresotama Indonesia Jl.
Jababeka II J Blok CC No. 28 Kawasan Industri
Jababeka Pasir Gombong,
Cikarang Utara
17834 Bekasi, West Jawa
Iran
HOERBIGER Pars
No 25, 23rd Fathh, Fathh Highway
1387644781 Teheran
HOERBIGER Kish (KFZ)
Unit 3 Office Floor, Paniz
International Bazar
Kish Island
Italy
HOERBIGER Italiana S.p.A.
Via dell’Elettronica, 8
37139 Verona
Japan
HOERBIGER Nippon KK
87 – 4 Honjo
2860114 Narita
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HOERBIGER Nippon KK
Service Center
129 – 1 Houma-Kanahori-Mae,
Shibayama, Sanbu-gun
2861622 Chiba
HOERBIGER Nippon KK
Kyushu Office
2-7-3-702 Maizuru,
Chuo-Ku
8100073 Fukuoka
HOERBIGER Nippon KK
Kansai Sales Office
Imon Kobe
Bldg. 95 Edo-Machi Chuo-ku
6500033 Kobe
HOERBIGER Nippon KK –
Narita Office
Sumitomo Seimei Narita
Bldg.,7F, 969 Hanazaki-cho
2860033 Narita
HOERBIGER Nippon KK –
Chubu Sales Branch
Cnfoturu2F, 2-11-7 kubota
5100821 yokkaichi
HOERBIGER Nippon KK –
Sapporo Sales Branch
6th Floor No. 37
Keiwa building 3 – 2, Kita2Jyou
Nishi2Choume, Chuo-ku
600002 Sapporo
Kazakhstan
HOERBIGER Service Kazakhstan LLP
48, Azattyk, office 502
Atyrau
Korea, South
HOERBIGER Korea Ltd.
Songpa-Gu Karak-dong 73-3
KR Tower Fl 8
138 Seoul
HOERBIGER Korea Ltd.
355-11 yeocheon-Dong 402
Nam-Gu, Ulsan
Kuwait
HOERBIGER Service Middle East FZE Kuwait
Office
PO Box 26212
Safat 13123 Kuwait
Libya
HOERBIGER Services Libya
Motamar Al Karama Ghote Al Chaal,
Near Al Raai Mosque
PO Box 12435 Tripoli
Lithuania
UAB HOERBIGER VIENyBE
Kaunostr. 120.
20115 Ukmerge
Malaysia
HOERBIGER KT Malaysia Sdn Bhd.
PT 15675 & 15676 Kawasan
Perindustrian Jakar III
24000 Kemaman Terengganu
Mexico
HOERBIGER de México, S.A. de C.V.
Calz. de la Naranja 166
Fracc. Ind. Alce Blanco
53370 Naucalpan, Estado de México
HOERBIGER de México, S.A. de C.V.
Calle Fidencio Trejo #324
88770 Col. El Maestro, Reynosa, Tamaulipas
HOERBIGER de México, S.A. de C.V.
Plaza Mural Local 11-B Planta Alta
Prolongacion 27 de Febrero No. 2991
2000 Tabasco, Villahermosa Tabasco
Netherlands
HOERBIGER Benelux B.V.
Nijverheidsweg 25
6422 Heerlen
Nigeria
HOERBIGER Nigeria
AOS Orwell, Plot 272,
Trans Amadi, Industrial Layout
PMB 029 Port Harcourt
Norway
HOERBIGER Skandinavia Holding AS
Glynitveien 7, Ski Logistikkpark.
1400 Ski
Peru
HOERBIGER de Argentina, S.A.
Sucursal Perú Calle Boulevard 162,
Oficina 301, Santiago de Surco, Lima
15000 Lima, Perú
HOERBIGER de Argentina, S.A.
Sucursal Perú Manzana A Zona
Industrial Talara Alta-Pariñas
20811 Talara, Piura, Perú
Poland
HOERBIGER Polska Sp. z o.o.
ul. Stawki 2
00193 Warszawa
HOERBIGER Automotive Sp. z o.o.
ul. Modłowa 10
59700 Boleslawiec
Romania
S.C. HOERBIGER SERVICE
ROMANIA S.R.L.
Str. Budvar Nr. 31/A
535600 Odorheiul Secuiesc
Russian Federation
HOERBIGER LTD.
Nastavnichesky Lane 17
building 1, entrance 24
105120 Moscow
Saudi Arabia
HOERBIGER Service Middle East FZE
Industrial Machinery Establishment
P.O. Box 36079
31961 Jubail Industrial City
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Singapore
HOERBIGER KT Asia Holding Pte. Ltd.
7 Temasek Boulevard #21- 05
Suntec Tower One, Singapore 038987
629097 Singapore
HOERBIGER KT Asia Services Pte.Ltd.
77 Joo Koon Circle
629097 Singapore
Slovakia
HOERBIGER ŽANDOV s.r.o.
organizačná zložka Cementárská 15
90031 Stupava
South Africa
HOERBIGER S.A. (Pty.) Ltd.
9, Fuchs Street
1450 Alrode
Spain
HOERBIGER Iberica S.A.
Calle Río Ter 2 Polígono Industrial
El Nogal
28110 Algete
HOERBIGER Iberica S.A.
Calle Río Ter 2 Polígono Industrial
El Nogal
28110 Algete
Sweden
HOERBIGER Control Systems AB
Förradsgatan 5
66222 Amål
HOERBIGER Service Nordic AB
Garvansväg 9
77136 Ludvika
Switzerland
HOERBIGER Holding AG
Baarerstrasse 18
6304 Zug
INTERHOERBIGER Finanz AG
Baarerstrasse 18
6304 Zug
HOERBIGER Service GmbH
Gewerbestrasse 115
5314 Kleindöttingen
IEP Technologies GmbH
Roetzmattweg 105
4603 Olten
Taiwan
HOERBIGER Taiwan Ltd.
4F, 58, Lane 316, Rueiguang Road,
Neihu District, Taipei 11492
111 Taipei
HOERBIGER Taiwan Ltd.
12-2 Zhong Her Road,
Hai Feng Village
63859 Mai Liao District
yun Lin County
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Thailand
HOERBIGER (Thailand) Co., LTD.
304 Sirithhorn Road,
Kwaeng Bangplad
10700 Khet Bangphad, Bangkok
HOERBIGER (Thailand) Co., Ltd.
136/72 Moo 9 Laemthong Road Tambol
Tungsukla, Amphar Sriracha
20230 Chonburi
Turkey
HOERBIGER Kompresyon Teknolojileri
San. ve Tic. Ltd. Şti.
Dudullu O.S.B. DES 114. Sk. C-8
Blok No: 7– 9.
34776 Ümraniye, Istanbul
IEP Technologies Turkey
Sehit Fethi Bey Cad. No. 41,
Kat 3, Daire 302
35 210 Konak, Izmir
Ukraine
HOERBIGER Service Ukraine, LLC
Eurasia Business Centre,
75 Zhylyanska St., 11th Floor
1032 Kiev
United Arab Emirates
HOERBIGER Service Middle East FZE
Jebel Ali Free Zone, P.O. Box 17153
Road 626
Dubai
United States
HOERBIGER Service Latin America, Inc.
1358 West Newport Center Drive
33442 Deerfield Beach, Florida
HOERBIGER Corporation of America Inc.
3350 Gateway Drive
330694864 Pompano Beach, Florida
HOERBIGER Engine Solutions Altronic, LLC
712 Trumbull Avenue
44420 Girard, Ohio
HOERBIGER Corporation of America Inc.
1212 Milby Street
77023 Houston, Texas
HOERBIGER Service Inc.
7042 South Revere Parkway,
Suite 400
80112 Centennial, Colorado
HOERBIGER Service Inc.
6640 Exchequer Dr.
70809 Baton Rouge, Louisiana
HOERBIGER Service Inc.
923 Foster Road
82601 Casper, Wyoming
HOERBIGER Service Inc.
8448 North Sam Houston Parkway West
77064 Houston, Texas
HOERBIGER Service Inc.
220 N Country Estates Road
67901 Liberal, Kansas
HOERBIGER Service Inc.
12700 West Highway 80 East
79765 Odessa, Texas
HOERBIGER Service Inc.
2828 South Utah Ave
73108 Oklahoma City, Oklahoma
HOERBIGER Service, Inc.
17250 New Lenox Road, Suite 2
60433 Joliet, Illinois
HOERBIGER Service Inc.
25057 Anza Drive
91355 Santa Clarita, California
HOERBIGER Service Inc.
12204 Fairmont Parkway
77572 La Porte, Texas
HOERBIGER Automotive Comfort
Systems, LLC
284 Enterprise Drive
36830 Auburn, Alabama
HOERBIGER America Holding, Inc. –
Corporate IT
1191 East Newport Center Drive
33442 Deerfield Beach, Florida
IEP Technologies, LLC
417-1 South Street
01752 Marlborough, Massachusetts
Newson Gale Inc.
460 Faraday Avenue, Bldg C
8527 Jackson, New Jersey
HOERBIGER America Holding, Inc.
1358 West Newport Center Drive
33442 Deerfield Beach, Florida
HOERBIGER Engine Solutions Altronic, LLC
2350 Crist Road
75040 Garland, Texas
Venezuela
HOERBIGER de Venezuela, S.A.
Avenida Principal de la Urbanización
Los Cortijos de Lourdes PH4-A,
Centro Empresarial Bravosol
1010A Caracas
HOERBIGER de Venezuela, S.A.
Avenida Intercomunal entre Tigre-Tigrito
6050 El Tigre, Estado Anzoátegui
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PublisherHOERBIGER Holding AGBaarerstrasse 186304 Zug, SwitzerlandPhone: +41 (0) 41 560 10 00Telefax: +41 (0) 41 560 10 11E-Mail: [email protected]
ResponsibleBoard of DirectorsDr. Marcus Flubacher (President)Executive BoardDr. Martin Komischke (CEO and Chairman)
Project managementCorporate CommunicationsLudwig Schönefeld
TextsGroup and Strategic Business UnitsLudwig SchönefeldPeople Stories Sophie Blasberg, Simon SchmidHighlightsSimon Schmid
Visual concept and designJäger & Jäger, Überlingen, Deutschland
PhotographyPortraitsManfred KlimekProduct photosNikolaus Schäffler, Marcel BillaudetHighlightsHans-Helmut Herold, Marcel Billaudet,HOERBIGER ArchiveBoard of TrusteesLudwig Rusch
Proof-reading of German editionDörte Fuchs/Jutta Orth, Freiburg, Germany
Translations of English editionKerstin RolandMaintal Translations, Inc., Virginia Beach, VA, USA
Proof-reading of English editionCharles Butcherthiswritingbusiness, Stanhoe, Norfolk, United Kingdom
PrintDruck-Ring GmbH & Co. KG, Munich, Germany
Time of printingJune 1, 2016
AG15IM016AE201604
HOERBIGER YEARBOOK 2015/2016