Headquarters Automotive HydraulicsDivision Engine Division Safety Division Safety Rotary Solutions Division Solutions Rotary Drive TechnologyDrive Business Strategic Unit Compression Technology Business Strategic Unit HOERBIGER Group Headquarters ** * (inEURmillion) Sales HOERBIGER INFIGURES Automotive HydraulicsDivision Engine Division Safety Division Safety Rotary Solutions Division Solutions Rotary Drive TechnologyDrive Business Strategic Unit Compression Technology Business Strategic Unit Temporary employees Headquarters Automotive HydraulicsDivision Engine Division Safety Division Safety Rotary Solutions Division Solutions Rotary Drive TechnologyDrive Business Strategic Unit Compression Technology Business Strategic Unit Permanent employees (December 31,Employees (December 2020) for theHOERBIGERGroup. Due torounding,thesumofsales generatedbytheBusiness Units andDivisionsisslightlylowerthantotalsales reported – December 2019 December November – 1,030.9* 425.8 123.6 331.3 2020 25.2 75.5 49.0 0.0 Ratio in% 12.0 41.3 32.1 0.0 2.5 7.3 4.8 − 100.0 − 10.3 − 53.1 − 11.4 − 18.3 5,586 − 49.6 Δ in% 1,412 2,581 2020 − 9.7 263 119 111 312 213 191 322 555 12 15 4 0 2 1,149.4 + 300.0 − 100.0 20.4** +/− 0.0 − 11.4 521.0 367.0 − 36.0 − 50.0 − 37.5 + 95.1 − 62.8 − 15.4 − 28.5 − 16.3 Δ in% 2019 53.7 85.2 97.3 + 1.4 − 3.9 − 4.0 − 3.6 8.4 Ratio in% 6,308 1,464 3,085 2019 1.8** 45.3 31.9 411 298 369 210 267 335 578 0.7 4.7 7.4 8.5 12 11 24 61 1 4 AG HOERBIGER YEARBOOK 20 16IM026AE202106 20 / 2021
HOERBIGER YEARBOOK 2020/2021 AMBITION. RESILIENCE. PERFORMANCE. FUTURE. HOERBIGER YEARBOOK 20 20 / 2021
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C E Board of Directors Rotary Solutions & Safety Strategic Business Unit Dr. Martin Komischke (President) | Dr. Andreas Hünerwadel (Vice President) | Egbert Appel | Albin Hahn | Dr. Rudolf Huber Dr. Thorsten Kahlert
Executive Board Rotary Solutions Division Safety Division Dr. Jürgen Zeschky (Chairman) | Olaf Werwitzke | Udo Bauer | Thomas Englmann | Dr. Thorsten Kahlert Mark Boutelle Randy Davis
Strategic Business Unit Strategic Business Unit Strategic Business Unit Compression Technology Drive Technology Rotary Solutions & Safety Udo Bauer Thomas Englmann Dr. Thorsten Kahlert
Division Division Corporate People & Culture Engine Automotive Hydraulics Finance & Controlling Aladin Huwyler Engine Division Automotive Hydraulics Division & Electronics Dr. Jürgen Zeschky Thomas Englmann Olaf Werwitzke Dr. Jürgen Zeschky Thomas Englmann
Engine Technologies Automotive Hydraulics Electronics Bernhard Zemann Krzysztof Spiehs Anton Gleich | Ralf Knura
Compression Technology Strategic Business Unit Udo Bauer
Market Segment OEM / Service Wolfgang Sautter OEM Service
Market Segment Market Segment Market Segment Market Segment Market Segment Market Segment Compressor Solutions Serial & Industrial Flow Control Compressor Service Wellhead Solutions Integrated Jürgen Brenner Marcus Grödl Philipp Baldermann Christian Prinz Alejandro Barrios Well Solutions David Doppelreiter
Drive Technology Strategic Business Unit Thomas Englmann
Research & Development Market & Product Line Global Production & Finance & Support People & Culture Dr. Ansgar Damm Dr. Robert Braun Production Technology Roland Burkhart Thomas Müller Jörn Hagedorn
as of April 1, 2021 CONTENTS 02 STAMINA MATTERS Board of Directors Foreword
06 WEATHERING THE CRISIS 16 STRONG THANKS TO PREPARATION TECHNOLOGY Executive Board Foreword
10 FACTS & FIGURES 2020 22 STRONG RESILIENCE
26 STRONG TEAMWORK
34 STRONG FUTURE
40 COMPRESSION TECHNOLOGY Strategic Business Unit
56 DRIVE TECHNOLOGY Strategic Business Unit
64 ROTARY SOLUTIONS Division
98 HERITAGE 74 SAFETY Milestones in the company’s history Division
102 CORPORATE GOVERNANCE 82 ENGINE 104 LOCATIONS Division
108 IMPRINT 88 AUTOMOTIVE HYDRAULICS Division Board of Directors Foreword
STAMINA MATTERS
2 3
Ladies and gentlemen, dear employees,
In addition to the obvious, 2020 was also a very different year financially: HOERBIGER generated sales in the past fiscal year of 1.031 billion euros, a decline of ap- proximately 10.3 percent compared to 2019. This decrease was to be expected as a result of the COVID pandemic and is in fact moderate compared with our industry peers. The sharp economic collapse in the spring in particular illustrated how vulnerable are the global economy in general, entire sectors and supply chains, as well as our individual companies.
Egbert Appel Dr. Rudolf Huber Dr. Martin Komischke Albin Hahn Dr. Andreas Hünerwadel Member of the Board of Member of the Board of President Member of the Board of Vice President Directors since 2012 Directors since 2008 President of the Board of Directors Directors since 2016 Member of the Board of Directors since 2016 since 2015, Vice President since 2016 Board of Directors FOREWORD
4 What the key indicators do not fully express is the stamina that 5 HOERBIGER displayed in light of the global pandemic-related crisis. This was demonstrated, in a first step, by the rapid switch into crisis mode. HOERBIGER immediately re-evaluated its priorities, protected its employees and, with economies in free fall, safeguarded its liquidity. This allowed the company, in a second step, to maintain business operations. With tremendous flexibility, HOERBIGER adjusted to the consequences of the pandemic, supplied customers “despite it all,” and made a lot of things happen within the scope of the “new normal.” Finally, our company also aligned itself with opportunities that arose, and will arise, from the changed situation – such as the push toward sustainability, triggered by the economic programs of governments and multinational organizations. Stamina is extremely valuable for companies. It only reveals itself during times of crises, but it is there beforehand – in our case, in the form of the motivation and solidarity of the people who work for HOERBIGER . It was the HOERBIGER spirit – which we actually had intended to celebrate entirely differently in 2020 and which, precisely that year, passed one of its most crucial tests yet! Our recognition and our respect therefore goes to the employees, who supported HOERBIGER as a company through the crisis, and will continue to do so. Executive Board Foreword
WEATHERING THE CRISIS THANKS TO PREPARATION
6 7
Ladies and gentlemen, dear employees,
Let us start by expressing our sympathy and compassion to all those affected by the global COVID-19 pandemic. The crisis seriously tested the resolve of people and organizations: families and neighborhoods, cities and even entire nations, as well as companies such as ours. HOERBIGER employees were also affected to varying degrees.
Dr. Jürgen Zeschky Udo Bauer Olaf Werwitzke Thomas Englmann Dr. Thorsten Kahlert CEO, Chairman of the Excutive Board Head of the Compression Technology Chief Financial Officer Head of the Drive Technology Strategic Head of the Rotary Solutions & Safety and Head of the Engine Division Strategic Business Unit, Member of the Member of the Executive Business Unit, Head of the Automotive Strategic Business Unit, Member of the CEO and Chairman of the Executive Board Executive Board since 2017 Board since 2020 Hydraulics Division, Member of the Executive Board since 2019 since 2016 Executive Board since 2014 Executive Board FOREWORD
CODE OF CONDUCT Our commitment to integrity and compliance
HOERBIGER conducts its business consistent with the corpo- act with personal integrity and according to ethical principles rate values – Pioneering Spirit, Courage, Fairness, and at all times. We will never sacrifice our principles and Closeness. These values are the foundation of our corporate HOERBIGER’s reputation for short-term financial gain. culture and our success. In 2019, HOERBIGER introduced an electronic whistleblow- In our business, we are confronted with steadily growing er system, allowing employees to voice questions and con- compliance challenges: We are faced with decisions about cerns, including anonymously if they desire. This has created what is right or wrong not just according to economic criteria, an additional communication channel for HOERBIGER but must also observe legal and ethical standards. The to quickly address important matters. With this in mind, the HOERBIGER Code of Conduct provides clear guidance: We Code of Conduct has been updated: 8 Faced with immense challenges, several factors helped us to cope 9 with the difficult year 2020.
Early on, we set a strategic course in a direction that is now pro- OUR PRINCIPLES ving beneficial during times of crisis. This applies to more than We manage our company based on our values, personal We act with integrity and honesty at all times. We always the digitalization and standardization of our processes. We also integrity and trust. declare potential conflicts of interest. We protect the com- benefited from our strong local presence in the customers’ mar- We conduct our business with respect for human dignity, pany’s assets and will not use our position at HOERBIGER kets, especially as borders were essentially closed. in recognition of human rights and in accordance with for personal gain. We assigned responsibilities in the company at different levels. applicable laws. We take pride in HOERBIGER. We protect the good reputa- This allowed those in charge locally to select the fastest and most We are committed to economically and environmentally tion of our company as well as the image and the value of effective pathway for protecting employees and maintaining sustainable business practices. the HOERBIGER name and brand. business operations, in particular during crises. HOERBIGER did We provide safe working conditions. We continuously not maneuver like a large tanker, but rather like a fleet of agile develop the abilities of our employees and evaluate WE LISTEN AND WE ACT speedboats. performance fairly. We accept the challenges of ethical conduct. In critical The COVID-19 pandemic fast-tracked several technological trends We show mutual respect as we collaborate within and situations we will support each other to keep our com- that are reflected in our product portfolio. ‘Green tech’ has moved across cultures. We recognize the freedom of association mitments to move HOERBIGER forward. Speak up if things way up on the agenda. With our technology highlights, our oppor- of our workforce. must be corrected or improved! tunities in the market are favorable in the medium and long term, We conduct all our business with integrity and transpa- Raise your concerns with management. If this is not possible, for example in the hydrogen and process industries, as well as in rency. We oppose corruption. or you do not get a satisfactory response, you should terms of explosion protection. We deliver superior products and services to our customers. escalate your concern in the management structure, up We support free and fair competition, and we comply with to a member of the Executive Board, to a Compliance Still, there is also reason to be humble: HOERBIGER did not reach its relevant competition laws. Coordinator, or to Corporate Audit. budget targets at the end of the 2020 fiscal year. In addition, we drew We take due care in the selection of our business part- Concerns or complaints may also be filed on the confidential on government programs, such as the short-time work benefit. ners. We comply with export controls and anti-money- electronic reporting platform, HOERBIGER Integrity Nevertheless, operationally, which means excluding one-time laundering regulations. Line (https://hoerbiger.integrityline.org). It is possible to file items and restructuring costs, we generated a positive overall result in We treat our suppliers fairly. We expect our suppliers to complaints anonymously. HOERBIGER strictly prohibits all Strategic Business Units and Divisions. This demonstrates our strive toward the same high standards for business retaliation against any person who reports a suspected commitment to success and inspires us to continue our trajectory. We conduct and product quality that we have set for ourselves. violation in good faith or who assists in a compliance want to, and we will, come out of crisis mode again, focus even more We protect proprietary business information, private data, investigation. strongly on our profitability, and seize new market opportunities for and intellectual property rights. Proprietary company the future. information and data may be released to third parties only with prior authorization. We keep accurate records and guarantee complete repor- ting of financial and operating information to management, shareholders and third parties. 2020
FACTS & FIGURES
10 HOERBIGER IN FIGURES PORTFOLIO Products and services by Strategic Business Units and Divisions 11
Sales (in EUR million) 2020 Δ in % 2019 COMPRESSION TECHNOLOGY HOERBIGER Group 1,030.9* − 10.3 1,149.4 Compressors and Compression Technology Strategic Business Unit 425.8 − 18.3 521.0 Gas flow management Valves & valve systems Rings & packings, Control systems Valve actuators Service Drive Technology Strategic Business Unit 331.3 − 9.7 367.0 lubricating systems & piezo valves Rotary Solutions Division 123.6 20.4** Safety Division 75.5 − 11.4 85.2 DRIVE TECHNOLOGY Engine Division 49.0 − 49.6 97.3 Drive train Automotive Hydraulics Division 25.2 − 53.1 53.7 Synchronizers Connect / disconnect & Pneumatic gearshift Headquarters 0.0 − 100.0 8.4 torque management support systems
* Due to rounding, the sum of sales generated by the Business Units and Divisions is slightly lower than total sales reported for the HOERBIGER Group. ROTARY SOLUTIONS ** November – December 2019 Rotary union
Rotary unions Electrical slip rings Combinations Service Employees (December 31, 2020) 2020 Δ in % 2019 Permanent employees 5,586 − 11.4 6,308 Compression Technology Strategic Business Unit 2,581 − 16.3 3,085 SAFETY Drive Technology Strategic Business Unit 1,412 − 3.6 1.464 Explosion protection Rotary Solutions Division 555 − 4.0 578 Explosion Spark detection & Explosion relief Grounding systems Service Safety Division 322 − 3.9 335 suppression extinguishing Engine Division 191 − 28.5 267 Automotive Hydraulics Division 213 + 1.4 210 ENGINE Headquarters 312 − 15.4 369 Industrial gas engines Temporary employees 263 − 36.0 411 Compression Technology Strategic Business Unit 111 − 62.8 298 Ignition Gas metering & mixing Engine controls & instruments Drive Technology Strategic Business Unit 119 + 95.1 61
Rotary Solutions Division 15 − 37.5 24 AUTOMOTIVE HYDRAULICS Safety Division 2 − 50.0 4 Hydraulic and Engine Division 0 − 100.0 11 testing systems Automotive Hydraulics Division 4 + 300.0 1 Hydraulic comfort Test benches & software Mobile testing systems systems Headquarters 12 +/− 0.0 12 FACTS & FIGURES
SALES EMPLOYEES 12 13
2020 Sales by Strategic Business Units and Divisions 2020 employees by Strategic Business Units and Divisions
41 % Compression Technology 2,692 Compression Technology 32 % Drive Technology 1,531 Drive Technology 12 % Rotary Solutions 570 Rotary Solutions 7 % Safety 324 Safety 2020 2020 5 % Engine 324 Corporate 3 % Automotive Hydraulics 217 Automotive Hydraulics 191 Engine
Comparison of sales by region (2020 / 2019) 2020 employees by region
2020 2019 3,079 Europe 46 % 47 % Europe 1,407 Asia & Pacific 26 % 20 % Asia & Pacific 914 North America 20 % 24 % North America 449 Emerging Markets 2020 8 % 9 % Emerging Markets
2020 / 2019 FACTS & FIGURES
CLOSE TO CUSTOMERS WORLDWIDE 14 15
PRESENT IN 46 COUNTRIES
Algeria Czech Republic Malaysia Spain Argentina Ecuador Mexico South Africa Australia Finland Netherlands Sweden Austria France Nigeria Switzerland Bolivia Germany Norway Taiwan (China) Brazil Hungary Peru Thailand Bulgaria India Poland Turkey Cameroon Indonesia Romania United Arab Emirates Canada Italy Russian Federation United Kingdom Chile Japan Saudi Arabia United States China Korea, South Singapore Colombia Kuwait Slovakia 16 STRONG 17 TECHNOLOGY
Companies worldwide in general do not share what exactly their research and development departments are working on. One thing, however, is certain: in addition to intelligent functions, decarbonization is becoming a priority for many product innovations. Legislators and companies are pushing for a reduction, and ideally the elimination, of harmful greenhouse gases. Companies are forced to bring new, energy-saving solutions to market at ever shorter intervals. Rarely can this still be accomplished through evolution. This is especially apparent in the automobile industry where no stone is left unturned.
Emission-free design is the goal
In light of these changes, HOERBIGER is speeding up its engineering pace, acting more flexibly and quickly, and thinking ahead with entirely new products and areas. Nearly all the planned products help to minimize and, in the long run, eliminate CO2 emissions. In these efforts, HOERBIGER utilizes an element that will displace coal, oil and gas in the energy sector: green hydrogen. Strong TECHNOLOGY
18 A fuel cell generates electrical energy It is expected that hydrogen will be available in sufficient quantity The Group also literally transports hydrogen in non-vehicle applications, 19 as a result of hydrogen reacting with oxygen. In contrast to a conventional and at competitive costs around the year 2030, both for energy gene- with HOERBIGER compression technology supporting compression combustion process, no exhaust gas ration and for industrial and mobility applications. Still, being able after production (electrolysis), further transport in pipelines, and dis- is created in the process, only water. to use this resource will require the appropriate technology, for which tribution. Corresponding projects are in progress in the Compression the course must be set now. HOERBIGER is doing so with six different Technology Strategic Business Unit. At hydrogen fueling stations, the innovation projects, which cover the entire hydrogen process chain: HOERBIGER H2 vehicle applications then come full circle. compression, transport, and use. Battery-powered cars are gaining traction H2 innovations for lower emissions The battery will remain the number-one supplier of power, and also The H2 fuel cell is important to enable electric driving even for heavy one of the most expensive systems, in the next generations of electric duty trucks. It is considered to be the ideal power source for this passenger cars. Vehicle manufacturers could respond to the growing application. A battery for this vehicle type, on the other hand, will cost pressure with smaller rechargeable batteries. The resulting loss remain too expensive, too large, and too heavy for the foreseeable in range could be easily compensated for with gains in efficiency in future – and would also severely limit the cargo capacity and necessi- the drive system. The path forward consists of multi-speed trans- tate unacceptably long charging times. HOERBIGER valve technology, missions with two or three gears. This contrasts with the majority of or more precisely the Hydrogen Pressure Control Valve (HPCV), is now electric vehicles, which currently have a single-speed design with a moving these fuel cells forward for mobile use. The innovation not fixed gear ratio. only ensures correct metering, but also the internal circulation in the Under the E-coupling designation, HOERBIGER develops intelligent hydrogen circuit. Expensive and sensitive fans, such as are typically actuators for these systems – as a leading shift element expert in the installed today, can be dispensed with. market. The Group is also focusing its developments on other coupling HOERBIGER is also setting its sights on trucks, as well as buses, functions in the electric drive train, for example for all-wheel drive with a hydrogen injector for combustion engines. A relatively simple applications. retrofit allows the power units to do without fossil fuels such as diesel – and conduct their transport business emission-free. HOERBIGER devised the Refueling Data Interface (RDI) to address H2 refueling. The product drastically reduces the process from at least 20 min- utes to just three.
The battery will remain the number-one supplier of power in the next generations of electric passenger cars. Strong TECHNOLOGY
20 Smart savings Today’s research opens the door to tomorrow 21
When it comes to conventional energy, HOERBIGER also supports Intelligent hydraulics made by HOERBIGER will simplify and improve companies that seek to lower emissions and operating costs. One ex- the day-to-day setting for automobiles. When used in the chassis, ample is eHydroCOM: This product uses an exact and stepless approach hydraulics can enhance driving stability and safety. In terms of the to regulate the gas volume in large industrial compressors – exactly car body, they ensure that doors and gates of any kind open and close in line with the particular need at the time. Additionally, it features automatically on command – or remain in exactly the desired position an electromechanical, one hundred percent oil-free design. And when entering and exiting, or for loading purposes. eHydroCOM is “H2-ready.” The latest innovation among compressor Explosion protection solutions made by HOERBIGER save lives valves also saves energy: Thanks to its profiled valve plate, the CP and protect equipment in a multitude of industries. With a wealth of valve lowers flow losses in the compression process by as much as 40 new developments – for example the revolutionary eSuppressor™ percent, while achieving very high durability. This combination of explosion suppression system or the IV8 flameless explosion vent – efficiency and resilience makes the CP valve unrivaled in the industry. HOERBIGER demonstrates that it is confident that safety solutions serve as another strong pillar in the Group. Concurrently with entirely new technologies, HOERBIGER conti nually researches better materials and designs, with the goal that these also boost efficiency or performance, lower weight or costs and, last but not least, simplify installation. Notwithstanding all the enthusiasm for anything related to inno- vation and the future, one must not forget that a clean future does not finance itself. HOERBIGER and its employees make it accessible with current successes: today’s products and expertise.
eHydroCOM
eSuppressor™
HOERBIGER CP valve 22 STRONG 23 RESILIENCE
2020 saw the worst economic downturn worldwide since 1929. Nearly every company was impacted. Sales figures and revenue often abruptly dropped to zero. Some were able to manage better than others: HOERBIGER, for example, performed very well com pared with its industry peers.
A strong financial line of defense
There are several reasons for this: The Group was in good shape and healthy when the economic effects of the pandemic emerged in the first quarter of 2020. Management had taken precautions in the years prior by clearly aligning all Strategic Business Units and Business Divisions and scrutinizing the organization. As a result, the company had acquired many of the factors that make it strong, such as high profitability, a favorable cost basis, and lean structures. The staff wholeheartedly supported the ambitious programs – from Development and Purchasing, through Production and Administration, to Sales and Service. Strong RESILIENCE
24 Self-reliance in every respect 25
In addition, crisis management at HOERBIGER proved its mettle right Revenue developed similarly to sales, and favorably given the situation – from the start of the pandemic. It is based on three pillars: protecting instead of declining disproportionately, as is generally customary. the employees, preserving liquidity, and maintaining business opera- Excluding special one-time items, such as long-term cost reduction tions. In terms of implementation, this specifically means that the op- programs in effect beyond the pandemic as well as depreciation and erational units and their local teams operate even more autonomously amortization, HOERBIGER was also profitable in the difficult year than in the past. Serving as “entrepreneurs in a holding company,” 2020. What’s more: The Group was able to continue, as planned, the they act with flexibility and agility, and are most effective when solving repayment of liabilities from Deublin’s acquisition (what is now the challenges individually – instead of awaiting decisions from above. Rotary Solutions Division), and consequently considerably reduce its net debt, despite the crisis. Properly using the best tools
Specifically in the crisis, HOERBIGER’s new IT landscape paid off. Cloud solutions simplify video conferences, both in-house and exter- nally, as well as the creation and editing of shared files when working from home. Those who were required to report to work were issued masks, disinfectants, and later also self-tests free of charge. Project STREAM standardizes the SAP architectures and applica- Lots of news in Purchasing tions. Project Omnia harmonized financial reporting throughout the Group: Time spent on planning and budgeting was cut in half. These Reorganized in late 2019, HOERBIGER Corporate week about the announced COVID-19 resolutions and other optimization processes were launched by HOERBIGER Purchasing shows, by way of example, to what and infection rates in 47 countries. Additionally, before the pandemic – and continue without interruption. extent all areas in the company helped to cope the team made a new supplier risk assessment with the crisis in 2020. The approximately 100- tool available online for all colleagues. Good crisis management provides measurable success member team had just started its work when the The working relationship with the plants from all first wave of the pandemic occurred. Suddenly, Strategic Business Units and Divisions was very In 2020, the Group also benefited from the fact that it is run by the risk management and mitigation were at the successful – which also helped HOERBIGER to Foundation. The majority of profits earned are retained in the compa- very top of the agenda. Ultimately, many of cope with the year 2020 without any noteworthy ny. They give HOERBIGER the security to be able to cope well with HOERBIGER’s thousands of suppliers were interruptions in production. In addition, Corporate even extended difficult phases. Combined with independence and forced to idle their operations, or announced Purchasing held numerous virtual team events, stability, the company is able to respond quickly. the imminent suspension of deliveries. which increased the cohesion of as well as the How exactly did the new alignments and countless measures benefit Despite the huge challenge, Corporate Purcha- confidence in the team and expanded colleagues’ the company as a whole? As a result of the pandemic, sales of the sing very quickly adapted its role. Purchasing know-how. HOERBIGER Group decreased 10.3 percent in 2020, but HOERBIGER employees worldwide received reports twice a performed better in all key sectors than the worldwide industry average. 26 STRONG 27 TEAMWORK
A variety of success factors have to be met even during “normal” day-to-day business operations for teamwork to function well. Things grow even more challenging if the staff is suddenly expected or required to work together across unusual distances. The year 2020 demonstrated what this means. The HOERBIGER employees overcame this challenge very well. How did they accomplish that?
Digital: a new form of dialog
Digital conference tools are a prerequisite. In 2020, they experienced an incredible boom. The communication platform Microsoft Teams, for example, had 20 million users at the end of 2019. As a result of the pan- demic, the user number then exploded to 115 million by November 2020. The time that people were spending in team meetings on a daily basis quintupled in March 2020 alone to approximately 2.7 billion minutes. Competitor Zoom reported similarly impressive growth numbers. HOERBIGER had launched the appropriate internal and external communication platforms in time, and familiarized the users with them. A number of virtual workshops were hosted, providing tips and coaching programs on how to work together and manage staff across the distance. Strong TEAMWORK
2.7billion
28 People worldwide spent 2.7 billion Distance requires trust The office of choice 29 minutes in the Microsoft Teams application at the end of March 2020 – Providing conference tools and know-how, however, does not neces- COVID did not create the trend toward working remotely. Even before each day. Approximately five times sarily result in effective online meetings. Productive work meetings in 2020, it was an indispensable element of a future-oriented work envi- as much time as only three weeks prior. virtual spaces and working remotely are only successful with the ronment, including at HOERBIGER. Many employees were able to right corporate culture. Trust in colleagues’ work and capabilities is freely select their physical work place to a large extent. a central factor in this process. According to a study conducted by management consulting firm Even team-building measures then work well via video conference, Capgemini, which surveyed more than 5,000 individuals in 500 organi- such as cooking together: It suited everyone’s taste and was very zations, this will remain the new normal after the pandemic. Accord- popular among the teams throughout the world of HOERBIGER. ing to the analysis, in three out of ten companies, as many as 70 percent Additionally, the partnership-like, continuous working relationship of employees are expected to take advantage of the benefits of mobile with customers worldwide has grown over the years and decades. At working in the coming years. These include flexibility and better recon- HOERBIGER, it often reaches deep into product development. In2020 , ciliation of work and personal life. Productivity and agility in the com- this kind of close cooperation proved to be a success factor more than pany increase, while costs decrease, especially for travel and workspace. ever. Digital business models, such as the Vistra® app developed in At the same time, people were found to be put off by companies that the Compression Technology Strategic Business Unit, became even no longer offered desks at the company for their employees. Team meet- more relevant during the pandemic. ings with a physical presence will remain important. The true recipe for success for the future is therefore hybrid models that leave (almost) all options open on the job when it comes to selecting the location.
Cooking together via video conference was a popular team building tool during the pandemic. Strong TEAMWORK
Giving back to people within the company and on the outside was more important 30 High level of engagement than ever for HOERBIGER in 2020. 31
Giving back to people within the company and on the outside was On the occasion of the 125th anniversary, HOERBIGER in 2020 addi- more important than ever for HOERBIGER in 2020. Together with the tionally made donations to six food banks worldwide. This improved Pestalozzi Children’s Village Foundation, HOERBIGER launched the supplies for needy people in select cities where HOERBIGER locations project “Ler é Bom” (Reading is Good) in 2019. It promotes the reading can be found: specifically in New Delhi (India), Kajang (Malaysia), and writing skills of elementary school students in 20 educational Johannesburg (South Africa), Buenos Aires (Argentina), as well as facilities in Mozambique. Measures of the project, which is initially Fort Lauderdale and Youngstown (USA). scheduled to run for three years, that have been implemented include: The fund-raising campaign called on all HOERBIGER employees to test their knowledge about the company in an online quiz and later New reading areas for all 7,900 students vote on the distribution of the donations. In total, more than 2,800 Hire two carpenters to produce new furnishings (school benches, employees participated, generating the symbolic target sum of 125,000 chairs, desks, and blackboards) euros – 1,000 euros for each year of the company’s history. Continuing education and training teachers, principals and mem- bers of the school board – in total, for more than 400 individuals Mobile washing stations, soap and masks at all 20 schools for teaching under pandemic conditions
Youngstown, USA
Fort Lauderdale, USA New Delhi, India
Kajang, Malaysia
Johannesburg, South Africa Maputo, Mozambique Buenos Aires, Argentina
The project “Ler é Bom” (Reading is Good) promotes reading and writing skills of elementary school students in Mozambique. Strong TEAMWORK
32 33
In contrast to what was planned, HOERBIGER was not able to celebrate the anniversary in the form of family events at the locations, nor hold the large-scale gala in Vienna. Instead, the Group came up with a digital alternative: an internal 125-year website with continuously changing activities and content on the topic. It was met with tremendous re- sponse: 3,500 employees from 35 countries visited the online anni- versary site through the end of 2020. 34 STRONG 35 FUTURE
Global crises throw many things into disarray, especially in business life: Budgets, sales forecasts, operating methods and supply chains, for example, which were regarded as secure before COVID-19, suddenly had to be reconsidered in many places. HOERBIGER also had to adjust to the pandemic with changes. Still, the company was able to maintain its ambitious growth targets through 2025. The company’s strong financial fundamentals also remained intact. Ultimately, it is owing to this foundation and sound crisis management that the Group overcame the challenges of the past year well, in comparison with the competition.
Headed for new successes after strong recovery
Nonetheless, the year 2020 left behind a dent in revenue. The goal, established in 2019, of achieving a compound annual growth rate (CAGR) of five percent through to 2025 was revised following this setback: HOERBIGER feels that it will be able to compensate for the consequences of the crisis with an eight percent CAGR over the next four years. The company expects the sales performance to fully recover by 2022 and even exceed pre-crisis levels. Strong FUTURE
Dr. Andreas Hünerwadel President
36 The Group plans to achieve these ambitious growth numbers organi Christiana Hörbiger Dr. Martin Komischke Vice President Egbert Appel cally through innovative products and business models. In this pro- Vice President cess, new strategic initiatives, such as hydrogen, will play an impor Member tant role. In addition, M&A activities are anticipated to help to achieve the planned growth. The two young, strategically newly developed divisions Rotary Solutions and Safety will be more intensively en- gaged in this field. HOERBIGER estimates the potential for additional Dr. Rudolf Huber revenue through acquisitions by 2025 to range between 150 and 200 Member million euros.
Digital and ecological “by default” The HOERBIGER Foundation
Still, new avenues are necessary not just because of the pandemic. There is a distinctive organizational feature that gives the Executive Megatrends, such as sustainability and digitalization, also have a dis- Board added “freedom to navigate”: The HOERBIGER Foundation is ruptive effect on the economic and societal environment. HOERBIGER the company’s majority shareholder. Through the Board of Trustees – is considering both trends in all its future initiatives – externally as composed of the family shareholder as well as members of the Board well as internally. of Directors – the Foundation plays a crucial role in successfully Energy-conserving products tailored to green energy, for example, advancing the Group. reduce the impact on the environment. The HOERBIGER Group is Specifically, the Foundation not only protects the entrepreneurial Less is more driving innovations in these sectors for its customers. This contributes heritage, but also ensures stability and independence as well as a to lower consumption and emissions, from automobiles to large in- future-oriented strategy. Thanks to this ownership structure, the over- An extraordinary gesture illustrated just how dustrial compressors. At the same time, the Group has already made whelming share of the company’s profit is retained for the Group, strongly the shareholders feel connected to the decarbonization a top priority in its production: 100 percent green en- and HOERBIGER is able to invest it almost entirely in further growth. company and its employees: The family share- ergy is in use at all German manufacturing sites. The Foundation’s mission encompasses four pillars: holder and the HOERBIGER Foundation decided In terms of digitalization, HOERBIGER helps a growing number of to dispense with a dividend in these difficult plants to become intelligently managed, networked, and serviced. Independence times out of solidarity. Instead, the amount, which With its Vistra® app, the Group shows where compressor service is Safeguard the preservation and expansion is in the millions, will directly benefit the Group headed. With the catchword Industry 4.0, artificial intelligence is of the HOERBIGER entities. and its financial resources. This gesture under- successively making its way into HOERBIGER’s production. Addi- Longevity scores the lengths to which the staff, ma tionally, the company is simplifying and creating more flexible Enable the Executive Board to pursue a nagement and owners of HOERBIGER will go structures for administrative aspects and working life through digital long-term strategy. to collectively do what is best for the future, processes and tools. Growth through innovation in any situation. Despite all this transformation, one thing remains unchanged: Support research in the companies that make up the Group. The Foundation provides a stable basis, which allows HOERBIGER Responsibility for the employees to effectively set about achieving its goals. Foster the continuing education of the employees. Strong FUTURE
SAFETY VIABILITY
Address an increased need for security Safeguard profitability and increased liquidity in industry and society Utilize Rotary Solutions and Safety as Ensure increased safety for people and platforms for growth machines with new technologies and Address China’s role as a growth engine know-how Innovations and performance-defining See “post-COVID protectionism” as an components for OEM customers opportunity (strengthen local presence and Satisfy the expectations of Service customers: supply chains) increasingly offer comprehensive Promote cyber security and compliance worry-free packages 38 SUSTAINABILITY DIGITALIZATION 39
Ecological sustainability Develop digital business models and Develop energy-saving products products and make them successful in and services the market (networkability, AI) Move e-mobility and hydrogen innovations forward Efficiency Reduce the ecological footprint in Digitalize processes and administration production Expedite digital manufacturing (Industry 4.0) Create a flexible work environment Social sustainability Assume social responsibility as a company Be a good employer to be successful in the war for talent
HOERBIGER CORPORATE STRATEGY
AT A GLANCE
HOERBIGER FOUNDATION as a sound corporate basis 40 COMPRESSION 41 TECHNOLOGY
STRATEGIC BUSINESS UNIT
2,692 employees EUR 425.8 million in sales
The Compression Technology Strategic Business Unit is a world market leader when it comes to performance-defining compo- nents, systems and services for reciprocating compressors, and technologies for gas flow management.
With approximately 80 locations in 44 countries, the Strategic Business Unit is always in close proximity to the customer and able to offer outstanding added value, thanks to its combination of first-rate technology and global service experience.
Through the end of 2020, the activities of the Strategic Business Unit were divided into the Compressor OEM and Compressor Service Divisions. Compression Technology STRATEGIC BUSINESS UNIT
42 Successful response to the pandemic Piezo valve demand covered 43
Achievements 2020 Following the outbreak of the COVID-19 pandemic, the Compression The piezo valves of the Flow Control Business Unit are a crucial compo- Technology Strategic Business Unit focused on three key areas: First, nent of ventilators. As the number of COVID-19 patients in the hospitals’ its top priority was to protect the employees. To accomplish this and intensive care units grew, demand for these products soared in the minimize the risk of the virus spreading at the locations, worldwide spring of 2020. Supplying the piezo valves in large quantities quickly health standards were quickly developed and introduced. Secondly, was a challenge. Motivated by the idea of helping the company in the entire organization focused on maintaining our ability to deliver difficult times, the teams worked closely together – from Sales, through to ensure our customers’ success. The third key area was to actively Product Management and Development, to Production and Logistics. design the future after the crisis: Efforts centered around changes in Within a very short time, manufacturing capacities were successfully the market, innovation, processes as well as the organization with the adapted and demand satisfied. This response once again demonstrated goal of emerging stronger from the crisis. the strength of the HOERBIGER Group when it comes to overcoming big tasks on a cross-divisional level. Decentralized Service business to ensure stability Recovery by year-end The Compressor Service Division was off to an excellent start into the first quarter of 2020 before the COVID-19 pandemic reached Europe in The Serial & Industrial Business Unit experienced a sharp recovery in March, and the price of oil, which had already been under pressure, the fourth quarter of 2020, specifically with regard to orders from declined further. Still, the decrease in sales turned out to be compara- customers in the truck field. Previously, business had collapsed under tively moderate. North America suffered the greatest impact under a the pandemic and the lockdowns. The dynamic development toward considerably slumping natural gas business. In contrast, sales in the end of the year partially compensated for the losses. The business Europe and Asia declined to a significantly lesser degree, and even rose trend with compressor manufacturers in China was similar. The country in the Middle East Africa region. While the HOERBIGER Group con- was the first to have been affected by the novel virus – but was also tinued to support its customers locally, many market players were the one to return the quickest to a sense of new normal. As a result, the comparatively severely affected by the COVID travel restrictions. OEM business in China developed very favorably after the lockdown. Despite a tough business environment, Compressor Service there- fore gained extensive market share in 2020, and its decentralized structure, with service locations in all regions of the world, proved to be very beneficial for the Division. Overall, revenue in the Compression Technology Strategic Business Unit declined less than the market volume.
HOERBIGER piezo valves are key components of ventilators. Compression Technology STRATEGIC BUSINESS UNIT
Strategic portfolio management
With the goal of strategically focusing the product portfolio, HOERBIGER Precision Technology Private Ltd. was divested toward year-end in a management buyout. The location in Wada, India, has been under new ownership effective December 31, 2020 as part of a share deal, inclu- ding all staff and all customer and supplier relationships. 44 New development in Wellhead Compression RAGSOL GmbH, which was acquired in early 2020, was integrated into the organization over the course of the year. The company is adding smart The Wellhead Compression Business Unit successfully tested the first analytics and optimization solutions to the portfolio for customers in the casing head compressors. This new product makes it possible to clearly upstream segment of the oil and gas industry. The goal is to be able to increase the output of mature oil wells. A pilot plant in Latin America generate maximum efficiency from existing wells, while emphasizing en- achieved a 130-percent increase on an oil well. In addition, the casing vironmental compatibility and cost efficiency. RAGSOL GmbH ideally head compressors can prevent natural gas – a by-product of crude oil complements the existing Service business and is a strategic addition for gathering – from escaping into the atmosphere. With this, HOERBIGER continued growth. also supports its customers in terms of sustainability.
Wellhead compression unit Digitalization
During times of the pandemic, opportunity knocks for digital services. They render physical contact superfluous and help to maintain business Realignment for the future operations even under more difficult conditions. This was one of the reasons behind the Compressor Service Division expediting the develop- In 2020, the Compression Technology Strategic Business Unit also ad- ment of its Vistra® app. Vistra® reliably supports the service staff and dressed its direction for the years ahead. Driven by the decarbonization, enhances performance at a consistently high level, especially during digitalization and regionalization megatrends, it was important to times when personal interaction is difficult. The Compressor Service systematically align the processes and organization with the tasks of team is additionally working on other digital products. the future. More rapid processing, greater reliability as well as strong Apart from new services, HOERBIGER also uses digitalization delivery performance for our customers were the primary objectives, specifically where it optimizes the company’s own performance. The which will be achieved through the implementation of a global refer- goal is to offer enhanced support to customers. The project “Processes ence organization to standardize responsibilities and simplify decision- 10x faster,” for example, digitizes internal flows, enabling faster making processes. The year 2020 was dedicated to preparation and and more efficient work processes. This shortens the path to solutions staring implementation, while 2021 will be the year to implement the for customers. new organization. Compression Technology STRATEGIC BUSINESS UNIT
46 47
Market Segment Market Segment Market Segment Market Segment Market Segment Market Segment Customer focus – Operational Excellence – Innovation Compressor Solutions Serial & Industrial Flow Control Compressor Service Wellhead Solutions Integrated Well Solutions
Innovation & Digitalization & In early 2021, the Compression Technology Another important item in terms of Operational Sales & Product Finance & People & Operations Business Process Marketing Management Controlling Culture Strategic Business Unit adopted a new structure: Excellence is the pooling of all locations under Development Management The two Compressor OEM and Compressor one organizational umbrella – regardless of Service Divisions, along with the Business Units whether it is a manufacturing plant or a service Regional Unit reporting to them, were dissolved to make way location. Global standards, agile expert teams Europe OEM for a market-oriented organization. for efficient manufacturing processes, as well as more transparency and a focus on delivery Regional Unit Europe Service The goal of the reorganization was essentially performance and quality have already produced to center all activities and all employees on initial positive customer feedback after only Regional Unit maximum customer satisfaction. A leaner global a few months. Middle East/Africa
matrix organization and a clear focus on the Regional Unit customers in the first organizational line are the In addition, the Strategic Business Unit also APAC North most important steps in this process. All market pooled all innovation activities under one roof. Regional Unit segments are equitably organized under the This allows an optimal interplay between APAC South Sales & Product Management area, benefitting mechanical, electronic and digital developments, from global standards and organizational generating genuine added value for future Regional Unit NAM OEM structures. The Strategic Business Unit hopes customers. The new Digital Lab, a sophisticated to achieve closer proximity to the customer, and established R&D Department with test Regional Unit leaner processes, and more direct and faster laboratories, as well as newly hired experts for NAM Service
management as a result. digital and analog business models round out the Regional Unit new Innovation & Business Development area. LATAM Compression Technology STRATEGIC BUSINESS UNIT
“ MISSION
48 STATEMENT 49 COMPRESSION
Udo Bauer TECHNOLOGY Member of the Executive Board and Head of the Compression Technology Strategic Business Unit
Decarbonization leads to growing emissions The digitalization of products and services reduction and green hydrogen markets. will play a central role in our realignment. The trend toward regionalization and locali- Over the course of 2021 we will define a zation will intensify and require greater roadmap for our activities as they relate to local expertise. And last but not least, digi- green hydrogen, emissions reduction, as talization will determine how we collabo well as oil and gas field optimization, and rate with our customers, and will change gear additional activities to these efforts. Engineering, Sales and Service processes on an unprecedented scale. “Transforming while Performing” – as an important part of HOERBIGER, we will We in the Compression Technology Strategic continue to significantly contribute to the Business Unit want to have the right Group’s financial stability, while rein answers to these trends and support our venting ourselves for the central social customers in this transformation with tasks of the future. products, services and innovative business models. We will adapt organizationally by expanding our local strengths, relying on Operational Excellence, and clearly emphasizing innovation and business segment development. Compression Technology STRATEGIC BUSINESS UNIT
Key Objectives & Initiatives 2021
50 51
Performance experts for Expanding R&P market Further intensifying REE Vistra® launch in North America Setting the course of the Flow Enabling clean technologies reciprocating compressors leadership success story The digital repair assistant Vistra® Control market segment The Strategic Business Unit is The primary objective also this With the Rings & Packings pro In 2021, the Compression Technol- has successfully completed its Demand for piezo-pneumatic working on establishing a posi- year will be to support customers duct line, Compression Tech ogy Strategic Business Unit will pilot phase. With new, additional valves has been growing for tion in forward-thinking markets as best as possible in the chal- nology continues the successful further expand its offering related features, the app is even better years. To better satisfy demand, with new products and services. lenging business climate. This trajectory it started with the to the REE (Reliability, Efficiency, tailored to the customers’ requests. the Flow Control market seg- Specific focal areas in this process especially includes maintaining RP50 project. With this product Environmental Soundness) Unlike in the past, the applica- ment is presently implementing are green hydrogen and emis- production and, in the Service group, it not only seeks to approach. It plans to roll out a tion no longer focuses on valves, a comprehensive modernization sions reduction. The goal is to area, boosting the performance become the number one world- Compressor Fleet Audit coupled but will cover all compressor project. It is expected to not only support customers with important capability of the customers’ wide by 2025, but also achieve to a Compressor Development components – and be expanded optimize efficiency and increase steps toward more sustainable reciprocating compressors. Perfor- a market position comparable to Plan. This will make the REE offer by functions such as Vistra® In- capacities of the entire production business models and to promote mance-defining components that of valves. Several projects even more interesting for cus- ventory Optimization. Customers operation and supply chain, the change toward a greener and unique competencies form will optimize the processes related tomers, as it allows an entire in the pilot phase were excited but also create a modern, future- mix of energy sources. The devel- an essential basis in this effort. to production and delivery, compressor fleet to be evaluated about the product. Currently oriented work environment. The opers are additionally pursuing HOERBIGER is experienced in to even better serve customer easily and comprehensively, more than 180 compressors are goal is to ensure a safe, healthy new products that support working on any type of recipro- needs. which contributes to faster and running successfully with Vistra®. and attractive work setting – and “green refrigeration” using natural cating compressor in a wide better optimization. The official launch in North to grow the market segment. CO2 refrigerants – or provide range of applications worldwide. A number of repair and upgrade America is scheduled over the compressed air for the brake Digital business models make services are strengthening the course of 2021. systems of electric trucks. it possible to improve the custom- offering: The high-performance ers’ processes and efficiency piston, for example, consider- with state-of-the-art methods. ably extends the service life of pistons and rider rings, especially in non-lube compressors. This makes HOERBIGER a one-stop OEM and Service shop for rings and packings. Compression Technology STRATEGIC BUSINESS UNIT
… Birger Krause Key Account Manager Flow Control
52 3 QUESTIONS FOR … 53 Unlike in many other industries, ventilators made by our direct „ demand rose for you after customers are a crucial component the outbreak of the COVID-19 to cope with the global crisis, and pandemic, and piezo valves were we, the team of HOERBIGER Flow “ a sought-after product. What Control GmbH, will be able to Any crisis, people say, always also was this situation in 2020 like make an important contribution offers the chance for learning. for you? to the well-being of society. What positive insights did you gain? BK The time during the first lock- BK The crisis situation allowed me down was an extreme situation What were the greatest challenges to establish new customer con- for all of us. Still, I feel that we at for you during this time? tacts and to refamiliarize myself Flow Control were coping ex- BK For me personally, prioritizing with business partners I have tremely well with this situation by the tasks at hand was particularly known for years. And all of this being very flexible and willing challenging. Especially in the without being able to meet in to help. Despite the required physi- medical industry, development person. Previously, I would have The COVID-19 pandemic affected HOERBIGER to varying cal distance that is needed for projects on which we collaborate considered it to be nearly im degrees, depending on the region, Strategic Business the time being, and the associated with our customers may take possible to have such an effective Unit and Division. In the series “3 Questions for ...” we speak social distancing, we became a several months, if not years. This working relationship via video more cohesive team. Our close is primarily due to the enormous and telephone conferencing. I firm with colleagues around the globe about their experiences cross-department working relation- performance requirements and the ly believe that this realization in 2020 and venture a look at the current year. ship helped us to cover the high protracted approval processes. will result in a lasting change in how demand for piezo valves for the During the COVID crisis, there was we work together. In addition, production of ventilators which not only considerably higher we now know – also for future occurred without a lot of notice. demand related to existing appli- challenges – what we, on the cations, but also a need for speed HOERBIGER team, are capable of. I will remember this time with unknown up until then in terms mixed feelings. On the one hand, of the implementation of new the COVID crisis definitely applications. Especially during the brought with it in part very difficult early stages, it was therefore very challenges for all of us. On the demanding not to lose track of the other hand, I will remember many customers’ requests and to main- of the changes it triggered very tain prompt and transparent com- positively. For example, it is munication with the customer. motivating to experience that Compression Technology STRATEGIC BUSINESS UNIT
3 QUESTIONS FOR … Asia has faced a kind of “new standardized routines for daily op- The Chinese government has offi- normality” in the past months. eration and management activi- cially announced that the country How has life changed in your ties. Fortunately, no HOERBIGER will reach peak carbon emissions region due to coronavirus? employee was infected in China in 2030 and achieve carbon neu- ZY The COVID-19 pandemic has in 2020. trality in 2060. The realization of disrupted the pace of life for all these goals will lead to funda- of us. As individuals, we have Externally, we followed the differ- mental changes in China’s energy increased our awareness of health ent pandemic control policies structure. For us, on one hand, and hygiene, masks, disinfec- issued by the state and local gov- we need to strengthen the upgrad- tants, thermometers, social dis- ernments and introduced new ing of our core products, so that tancing – all these have become online services to meet customer energy saving and emissions re- 54 55 daily necessities. demand. These online services duction become our core USP. have been highly appreciated by On the other hand, the growth of „ Concerns about cross-infection customers. For example, we renewable energy, like hydrogen, have also led to the implemen have held several online technical also requires us to accelerate our tation of controls in all areas. exchange meetings with a major development in this field, so that “ Business sectors like travel, petrochemical company. At these we will continue to occupy a core … Zuwang Yang, Managing Director hospitality, traditional dining, meetings we cooperated with the position in future market HOERBIGER (Shanghai) Co., Ltd. movies, and entertainment have OEM, a design institute, and the development. been greatly impacted, and as end user to participate in remote … Stefan Broschek a result, energy consumption has discussions. This kind of meeting The continuing spread of COVID-19 Global Lean Manager dropped sharply. At the same not only solved the problem of has also made more and more time, online services have become avoiding close contact during the people realize the importance of more popular. Fresh food e-com- pandemic, but also saved time digital and smart operation merce retailers, online healthcare and cost. and accelerated the speed of digi- Coronavirus brought shutdowns How did you manage to plan What lessons have you learned and online education have tal and smart operation in China. in some countries and higher capacities correctly for each site? from the crisis to make the become an alternative for more The Chinese economy has been We are building up our offerings in demand in other regions. That SB Particularly in the operational global production network fit and more Chinese people. growing in 2020 despite the this area so that we can enable kind of variability has put area, we try to make decisions for the future? pandemic. Which future topics our customers to monitor and HOERBIGER’s global production objectively and transparently, SB Together with the plants, we When the coronavirus crisis broke will be key for HOERBIGER to control their equipment remotely, network to the test. What were based on facts and figures. The are currently developing our out at the beginning of 2020, succeed further in your regional and at the same time make it your most important measures? different processes, workflows and manufacturing strategies and you needed to react immediately. market? easier for them to do business SB There was general uncertainty master data often present us redesigning our value streams Which measures would you ZY For us at HOERBIGER, we were with HOERBIGER. and, in most countries, there were with major challenges here. For and supply chain. The aim is to say have been most important able to achieve a good business also declines in orders, some of this reason, we also focused be able to respond even more at HOERBIGER? performance even under the pan- Logistics chains weakened by the which were drastic. So we worked on developing global standards flexibly to fluctuating customer ZY Within the company we put the demic situation through our great pandemic have also accelerated out different scenarios with the and processes in the lockdown – requirements. The result is health of the employees as our efforts with global and regional China’s demand for core technol- plants in order to be able to react and rolling them out to harmonize what we call the reference organi- priority, with strict disinfection teams in 2020. The pandemic will ogy and product independence, to changed conditions as quickly the sites. zation, based on globally har measures in both administrative not change the fundamental which requires us to speed up lo- as possible. In addition, we had monized standards and functions. and production areas. We set trend of China’s long-term econom- calization of the whole value to maintain supplies of raw This gives us a basis from which up an emergency response group ic growth, though it has urged chain. Localization of technical materials and purchased parts to to set the organizational course for at the beginning of 2020, not only China to accelerate its transfor- capability and supply chain our sites. All in all, we coped very closer cooperation in our global to investigate any internal and mation towards the future. will also be our focus in the next well with this difficult situation. network. external problems that may affect few years. We were able to improve global the company, but also to build cooperation. 56 DRIVE 57 TECHNOLOGY
STRATEGIC BUSINESS UNIT
1,531 employees EUR 331.3 million in sales
2020 plunged the automotive Industry into its deepest crisis yet. The collapse by far surpassed that of the global financial crisis of 2009. Vehicle production was temporarily suspended, first in China, and later in Europe and the USA, before being started back up in an unprecedented maneuver: Within just a few weeks, global supply chains had to be ramped up to approximately pre-crisis levels. The events expedited the consolidation in the automobile industry. In addition, global emissions guidelines added to the pressure to transform toward e-mobility. Drive Technology STRATEGIC BUSINESS UNIT
Innovative portfolio for systems for conventional and electric drives
58 59
Achievements 2020 The Drive Technology Strategic Business Unit accepted these challeng- es, improving in all relevant areas of its management model – stra tegically, structurally, and in terms of the team culture. The Strategic Business Unit also successfully applied in 2020 the lessons learned ClassicLINE ECO TorqueLINE Twin Cone from the 2009 crisis. The Drive Technology Strategic Business Unit responded to the crisis year with flexibility, highly responsive and targeted action, and sound crisis management. This held especially true for the adjustment of manufacturing capacities and supply chains. Similarly to the trend in the overall market, the expected sales volume of the Strategic Busi- ness Unit collapsed by as much as 80 percent during the first two quarters. The fourth quarter, in contrast, delivered record sales for Drive Technology. Regardless of these market fluctuations, Drive In terms of process innovations, crucial progress was made in 2020 Technology continued to pursue strategic projects. The decrease in with STREAM. This project seeks to change over to SAP S/4HANA and sales at the end of the year stood at 9.7 percent, a favorable financial standardize the process landscape, which has already been imple- result in light of the general conditions. mented in four out of five Drive Technology plants, and serves as the basis for further process digitization and “Lean 4.0.” Focus on market and cost leadership as well as employees Maintaining the lead
In 2020, Drive Technology continued to expand its position in the field Being a leader when it comes to products, quality, and price means, of transmission synchronizers. The Strategic Business Unit grew its essentially, meeting the requirements of your customers. Through this market share, in part also thanks to newly acquired projects, as a result strategy Drive Technology won multi-year orders for key strategic proj- of cost leadership based on Value Analysis and Value Engineering ects, including the component and systems business in European and (VA/VE). The restructuring efforts according to the zero-base ap- Chinese transmission platforms with the highest volumes. Additionally, proach, which took place in 2019, with their high degree of automation the Strategic Business Unit successfully took business away from com- and lean indirect areas are also an important component of this cost petitors and secured the largest single project for clutch plates. In the HOERBIGER Pneumatic hydrogen dosing valve leadership. This set-up allowed the Drive Technology Strategic Busi- area of Truck Applications (pneumatic gearshift support system), gearshift support system ness Unit to prevail over competition from low-cost countries on sales to local Chinese OEM customers rose significantly. several occasions. The joint venture with the Chinese synchronizer manufacturer Additional products and application fields in e-mobility, such as HAONENG established in 2016 was dissolved given the changed com- for innovative shift elements in hybrid and battery-powered vehicles petitive situation. A new sales and project organization successfully or hydrogen dosing, are also key for the future business development. assumed customer support in China from day one. Drive Technology STRATEGIC BUSINESS UNIT
“ MISSION Key Objectives & Initiatives 2021
60 STATEMENT 61 New project acquisitions Increasing profitability DRIVE Starting from a leading position, In 2021, Drive Technology will The HOERBIGER hydrogen dosing the Strategic Business Unit seeks continue to adapt to the tighten- valve concept has been proven to further grow market share. ing cost requirements in the to lower system costs and increase TECHNOLOGY With a clear VA/VE strategy, automotive business. The goal is the efficiency of a fuel cell. The HOERBIGER offers its customers to achieve continued profitable prototype will undergo further genuine added value for their growth in the Strategic Business testing by an OEM in 2021 and strategic transmission platforms. Unit in general, and in the will provide a first signal to this We are a unique system supplier to essential- HOERBIGER can additionally Chinese entity in particular. young market. ly all leading vehicle manufacturers as perform the in-house production of components for customers Enhancing competitiveness Making production leaner well as European and Chinese transmission who plan to realign their value The Strategic Business Unit will Drive Technology implements Thomas Englmann producers. As such, we focus on the devel creation toward electromobility. continue to apply the Value lean principles in all plants and Member of the Executive Board, opment and manufacture of transmission Engineering/Value Analysis ap- outsources ancillary processes Head of the Drive Technology Strategic With shift elements specifically proach, including to additional as part of a continuous improve- Business Unit, Head of the Automotive synchronizers. Based on cost leadership, Hydraulics Division geared toward electric and hybrid product families in the portfolio. ment process. The Strategic we plan to further expand our position as drive systems, as well as with Business Unit will also continue a market leader in a highly competitive fuel cell systems, HOERBIGER Driving innovation to drive process digitalization. business environment. Our customers bene- will also address new market Next-generation battery-powered potential in e-mobility – as a de vehicles will more frequently be Empowering employees fit especially from HOERBIGER’s financial velopment partner for major equipped with two-speed trans- “High Performance Teams on a stability, the strategic commitment to trans OEMs and Tier-1 suppliers. The missions – and consequently Mission”: This motto defines mission synchronizers, as well as the Strategic Business Unit will keep with innovative shift elements clear leadership principles as well finest product quality and delivery reliability the successful “local for local” featuring integrated actuators as the comprehensive approach concept for the Chinese market. and control electronics. This tran- of empowering employees to at competitive prices. sition from the traditional work together with dedication. shifting hardware to a new prod- uct with integrated functional Embodying sustainability intelligence holds growth poten- The Strategic Business Unit will tial for HOERBIGER. identify and implement addi- tional CO2 reduction potential, both out of social responsibility and in light of growing customer requirements. Drive Technology STRATEGIC BUSINESS UNIT
3 QUESTIONS FOR …
When Europe’s automobile home. This allowed us to move In any case, we are now closer to industry suddenly halted forward with joint projects. We customers, we are more responsive, operations during the first lock- even received the delightful news and our plants are more flexible. … Mirko Wolf Plant Manager Penzberg down, this also directly impacted in 2020 that new contracts were We must push forward on this suppliers. What role did the entered into, and others extended. basis with current acquisition sales staff play in this process For example, we extended our projects. Our suggestions for in terms of communicating contract with the most important product and cost optimizations, 62 63 with the customer? customer of our Penzberg plant which help our customers save JM It was enormously important by another four years. costs, are also being met with great „ to have our operations closely interest. We anticipate additional aligned with the customer from What are the business prospects, production volumes to come from What ups and downs did your highest monthly sales in our histo- What are your lessons learned day one of the lockdown. After and how did 2021 start out for the trend toward outsourcing “ site go through from the ry. In the fourth quarter, we again from this intensive period? all, we had common goals: protect- Drive Technology? observed among vehicle manufac- lockdown in spring 2020 to produced at full capacity – under MW For me, it became clear what ing the health of the employees JM The year started out very well turers. The same applies to e- the beginning of 2021? coronavirus protection measures. we as an organization can achieve. in the company, safeguarding the because the positive trend from mobility and hydrogen applica- MW We started 2020 very well, in This allowed us to partially com- As an employer, HOERBIGER cre- supply situation, and focusing the last two quarters of 2020 con- tions, which we are directing the first quarter the order situation pensate for the second quarter. ated good framework conditions on processes and costs. The sales tinued. In fact, customers world- our efforts toward for the future. was stable and we were above during the crisis. However, the staff is not just communicating wide ordered our products in such expectations. Immediately after How did your plant manage to cohesion as a team and the con- with the customer, but also has its high volumes that our upstream the first reports from China and ramp up production rapidly tribution of each individual fingers on the customer’s pulse. suppliers were faced with particu- Italy, we implemented hygiene pro- from almost zero to a new record person were also exceptional. This Especially during very critical pha lar challenges. The broad-based cedures to protect our employees level? also enabled us to react very ses, we had to be aware of their customer portfolio of the local col- from the virus. When the first MW We had a step-by-step plan well to unforeseeable changes in approaches as well. We then dis- leagues paid off especially in German lockdown was announced, with which we quickly and pre- the situation. cussed between our salesforce the Chinese automobile market, our plant was still running at cisely ramped up capacity again Even before the coronavirus crisis, and our plants on a daily basis which recovered more quickly full capacity. from June 2020. We coordinated we had prepared ourselves for how to proceed with the in-house than others. Conversely, delivery But then most of our customers this closely with customers and more intense competition in the implementation. All our decisions bottlenecks for semiconductor closed their factories for several suppliers. A program to improve automotive supply industry. The were based on the long-standing chips limited vehicle production weeks, and our orders shrank by asset utilization had already been pandemic made it clear to every- relationships with our customers. again, increasing the need for around 70 percent. Within a few launched immediately before the one involved how important it coordination between our custom- days, we managed to adjust mate- crisis. It helped us to achieve the was to have already implemented How did you manage to stay in ers and plants. rial supplies and production operating performance needed these preparations in “good times”. touch with the customer, ca pacities. The workforce cooper- to set the sales record. However, especially during a crisis, when ated very well in adapting labor I consider the most important it was impossible to meet utilization. success factor to be our profes- personally? From July onwards, the order situa- sional, committed and crisis- JM Thanks to the long-term cus- … Jens Müller tion improved. And by August, experienced employees. It is only tomer relationships, we were Key Account Manager we were again running at 80 per- with them that such an excep- able to replace in-person meetings cent capacity. The record month tional year can be managed so very quickly and easily with of September even brought the successfully. fre quent telephone calls, as well as video conferences between people working remotely from ROTARY 65 SOLUTIONS
DIVISION
570 employees EUR 123.6 million in sales
With the Deublin brand, the Rotary Solutions Division is the world’s largest manufacturer of rotary unions. They are used to transmit fluids into rotating machine elements – for example for heating, cooling, or for transmitting hydraulic or pneumatic power. The product range also covers slip rings, which transmit energy, signals and data. Recently, a combination of rotary union and slip ring was also added to the portfolio. The product is able to simulta- neously transmit a wide variety of media. Rotary Solutions DIVISION
66 New website 67
Like other HOERBIGER divisions, in early 2020 Rotary Solutions was In June 2020, the new website deublin.com was launched. Using the forced to adapt quickly to conducting business under pandemic con- product selection feature, customers can find the best fit for their ditions. The COVID-19 restrictions and lockdowns impacted sales business, as well as order older products and search for and down- markets worldwide. While revenue fell short of the original expecta- load 3D drawings. The e-commerce functions provide a full-service tions, Rotary Solutions remained operational throughout the entire experience. year given its status as an essential business. Strict cost control poli- cies, its diversified nature serving a wide range of markets, and the Strategic market results team’s exceptional dedication safeguarded Rotary Solutions’ profit- ability – and satisfied the Division’s customers. Semiconductors The semiconductor market developed better than anticipated in 2020, New ERP system despite the effects of the pandemic on the global economy. The trend was driven by growth in cloud computing and demand for equipment Achievements 2020 The enterprise resource planning (ERP) project at Deublin was a to support home office environments and home schooling. Deublin’s smashing success. The new software from IFS AB not only facilitates product development created new sales opportunities in the semicon- information sharing, but also makes it easier to monitor the business ductor market in 2020, resulting in strong growth compared to 2019. situation. It was launched, as scheduled, in two production plants in the USA and Germany, as well as three distribution centers. Thanks to the dedication of the employees at the locations that went live, as well as the perseverance of the core team and implementation part- ners, the introduction at the next production site in Dalian, China, progressed more quickly than expected, and the new system was commissioned in February 2021. Every time a plant goes live, Rotary Solutions’ locations around the globe become more networked to better utilize manufacturing and distribution resources. All measures are geared toward increas- ing customer satisfaction.
Rotary unions play an important role in the production of semiconductors. Rotary Solutions DIVISION
New CEO
Effective January 15, 2021, Mark Boutelle became the head of the Rotary Solutions Division. Previously, he worked for the US company Illinois Tool Works (ITW) as Segment Group Leader for Specialty Products. Mark Boutelle has a Bachelor of Science in Business Administration, as well as a Master of Business Administration, specializing in Marketing and 68 69 Wind energy Finance, both from Marquette University, Milwaukee, The field of renewable energies maintained its growth trajectory, fueled Wisconsin, USA. Mark and his wife Lori have three children by long-term investments in green energy. Despite the pandemic, the and reside northeast of Chicago, USA. strategic production locations of Rotary Solutions successfully main- tained production and support for this important growth market. One of the reasons was that a large number of wind power OEMs localized their production operations, which made Deublin a sought-after sup- plier given its global presence.
Machine tools Machine tool customers recorded a decline in worldwide demand in 2020, causing delays in investments and development projects. Rotary Solutions was able to gain market share in some regions and defend its global market leadership position.
Slip rings
Rotary Solutions was able to defend its leading To support the rapid development of the slip ring product line, Rotary position for machine tool applications in 2020. Solutions assembled an interdisciplinary team whose sole focus is to continue to develop the slip ring business. More staff and resources are available to expedite product development as well as sales and marketing.
Wind turbines are also an important field of application for rotary unions.
Deublin slip ring Rotary Solutions DIVISION
“ MISSION STATEMENT Key Objectives & Initiatives 2021
70 ROTARY 71
Continued slip ring growth supply all customers as best as Increased added value for the SOLUTIONS Deublin has produced slip rings possible, including in the more customers since 2008. In recent years, distant future. Rotary Solutions is synonymous the company experienced steady A new CTX complete machin- with quality, reliability, and rapid As the Rotary Solutions Division, we improve the organic growth of more than 17 ing center is scheduled to product maturity. The Division reliability of industrial processes under demanding percent annually. The team is be commissioned in China by continues to focus on supplying working on projects to expand the end of 2021, which will customers with the right product, application conditions. Our products are mission- both the product line and techno- significantly increase the local at the right time, at the right critical, as their reliability plays a crucial role in the logical expertise, building on manufacturing capacity. location. This requires a portfolio functional capability of the customer’s overall plant. close relationships with key cus- In Brazil, Deublin will devel- management approach that op It is our stated goal to further expand our market tomers in crucial markets. The op an additional slip ring timizes product lines on a regular most important projects in 2021 production operation in 2021. basis, reviews pricing models, leadership based on technologically superior, quality include the market launch of Plans in the USA include out- and ensures efficient manufactur- Dr. Thorsten Kahlert products. Our sound application expertise and several new products, continued sourcing additional produc- ing and procurement. This ulti- Member of the Executive Board technological development, tion step, developing a mately benefits the customer and and Head of the Rotary Solutions & active condition monitoring solutions allow us to offer as well as the worldwide capacity capacity model, and further promotes long-term success. Safety Strategic Business Unit the optimal product for any given situation. Under expansion. bolstering the Deublin Per- the Deublin Performance System (DPS), we continu- formance System (DPS). All In terms of procurement, Rotary ally optimize our value added processes to ensure Global production capacity three measures are aimed at Solutions will draw on the quality, availability and short delivery times for our expansion increasing value added, broadly diversified team of the The growing global customer base efficiency, and manufacturing HOERBIGER Group and utilize customers. At the same time, the DPS supports makes it necessary to increase capacity. its processes. The goal is to focus continuous efficiency improvements and affords our capacity to be able to keep pace more heavily on important sav- employees the opportunity to pursue systematic with rising demand. The global ings in Purchasing and Logistics. manufacturing strategy “ONE Streamlining the supplier and ongoing training. We plan to increasingly apply our Deublin” will continue to play provider structure will allow ven- successful model for rotary union to electric slip a fundamental role in this process dors to generate more volume rings in the coming years to promote considerable in 2021. Key projects in China, and revenue. This will reduce growth in this market segment. Brazil and the USA will safeguard inventory, enhance the flow Rotary Solutions’ ability to grow of goods, and ultimately lower and ensure that the division can costs for Rotary Solutions.
Rotary Solutions DIVISION
3 QUESTIONS FOR …
… Lauren De Pasion 72 DPS (Deublin Performance System) 73 Coach „
Time for an initial recap: How “ does it feel for you to be an important part of HOERBIGER? 2020 brought two massive LDP This first year and a half has changes for Deublin: The certainly gone by fast, but we at integration into the HOERBIGER Deublin have felt extremely lucky Group and the impact of the to be acquired by HOERBIGER. We pandemic. How did your Division appreciate how much HOERBIGER Computer chips and renewable cope? has done to build our relationship energies are booming: Do your WT The integration into the Concerning the pandemic 2020 and create a seamless transition. products for the semiconductor HOERBIGER Group was fantastic. was quite a challenging year. Like HOERBIGER has felt like an ex- and wind power industries have We had a meeting at Deublin most other companies we had tension of our own culture and a bright future ahead of them? GmbH in Mainz at the beginning to deal with a drop in sales which brought us comfort especially JP Yes. The increasing need for of March 2020, where we had was in our case painful but luckily in the last year. We are excited to computer chips and renewable the honor of meeting the members not life-threatening for our compa- share our expertise in rotary solu- energy is being driven by many … Wolfgang Trittin of the HOERBIGER Board of ny. Therefore, we put our focus tions and lean manufacturing to factors including artificial intelli- Executive Director, EMEA Region Directors and the Executive Board. on stabilizing the existing customer benefit HOERBIGER as a whole. gence, the electrification of auto- … João Pucetti Right from the very beginning relationships and building up mobiles, Internet of things, 5G and VP Sales & Marketing we were welcomed with open arms relationships with new customers the world’s green initiatives. Both and found very loyal, friendly, on one hand and on the other markets require high performing professional and supportive people hand made a strong cut in our ex- and reliable products for mission in every section of HOERBIGER penses. Especially by cutting our critical applications. Our position that we have been in touch with costs we were able to remain prof- as the leading supplier to the by now. itable despite these difficult times. world’s top semiconductor and renewables OEMs enable a corre- sponding bright future for the Rotary Solutions Division’s growth. 74 SAFETY 75
DIVISION
324 employees EUR 75.5 million in sales
The primary focus for the Safety Division during the COVID-19 pandemic was protecting the team members and keeping operations running. Since Safety responded quickly to the new situation in every respect, the Division was able to provide customers an uninterrupted supply of explosion protection solutions, ensuring that their plants continued operation. Safety DIVISION
Protecting the business at a time of crisis New E&G valve 76 Achievements 2020 The customers’ tightening of capital investment led to the postpone- A true global effort by the E&G Product Line teams in Vienna, Austria, EVX valve 77 ment of many important projects. Additionally, service technicians Singapore, and China in 2020 led to the development and certification were faced with general travel restrictions or prohibited from entering of the EVX Valve. The valve will be manufactured by HOERBIGER our customers’ factories and facilities. As a result, the Division could Changzhou, China, and will enhance the Division’s competitive position not meet its revenue targets expected for 2020. To protect its profitabil- in the Asia marine engine market. ity in times of weak top-line, the Safety Division’s focus was directed heavily towards cost structure optimization. Spark detection Along with supply chain and staff level initiatives implemented in The US Engineering and Applications teams were challenged by the 2019, additional cost saving and cash protection measures were taken operator of the Alyeska Pipeline in Alaska to quickly develop an up- by management in 2020 to ensure the Safety Division remained finan- dated infrared detector that was tailored to the application. In record cially healthy. These actions generated very positive results over 2019, time, the team was able design and receive prototype approval, with including a three percent contribution margin (CM3) increase, a 24 production to start in 2021, ensuring that the Trans-Alaska Pipeline percent EBITDA increase, and a six percent increase in free cash flow. remains operational for many years to come.
Innovation and new product developments Ongoing development of emerging market structure
The Safety Division continued to invest for the long-term by enhancing Successful sales channel and brand development within emerging its position as the market leader for innovative protection solutions. markets remains a key focus for the Safety Division in meeting its Despite the pandemic, 2020 was a successful year on the product ambitious growth targets through 2025. 2020 also required the Asian development side: and Latin American teams to adjust their strategy to meet short-term challenges. New flameless venting solution Trans-Alaska Pipeline A joint effort by the HOERBIGER R&D and IEP Technologies Product Despite the COVID headwinds, the China team was able to grow Management teams led to the successful development and certification its revenues by 16 percent compared to 2019. The solid E&G business of the IV8 Flameless Vent. It will be industrialized and introduced to the was a main contributor to that strong growth. market during the first half of 2021. While the business in Latin America was impacted by both COVID Paved the way for the eSuppressor™ and a difficult economic situation within Brazil, the team clearly In 2020, the Safety team secured the independent (third-party) certi- benefits now from the service structure developed in 2019. A IV8 explosion vent fication of the revolutionary eSuppressor™ explosion suppression significant part of the COVID impact could be offset by successfully system as well as its first sales of this innovation in several markets. targeting system retrofits, upgrades and service. Safety DIVISION
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Key Objectives & Initiatives 2021
78 MISSION 79 Return to growth Product development and Testing and certification STATEMENT Even with lingering impact of introduction capability the pandemic and continued In 2021, Safety continues to follow In support of the Division’s challenging market conditions, its aggressive product roadmap aggressive product development SAFETY the Safety Division remains with additional product develop- roadmap, expansion of testing ambitious for 2021, seeking to ment and product line expan- capability at the Vienna facility grow by double digits and to sion: Safety will introduce the and enhanced management meet its financial targets as a prof- large-size IV8 Flameless vent of third-party certification strate- itable business. The Division to the market and complete de- gies will be the focus of the We set the standard in industrial process will accomplish this by focusing velopment of several comple- newly created Chief Technology safety solutions. Together with our global sales toward areas less impact mentary sizes to ensure market Officer role. ed or even growing during the demands are met. Capabilities customer relationships, we utilize our years COVID-19 crisis, leveraging its and certification expansion along Continued M&A focus Dr. Thorsten Kahlert of combined expertise to mitigate the application and sales team exper- with supply chain optimization The Division will continue to Member of the Executive Board risks associated with the handling of gas, tise, and systematically manag- for the IsoFlap™ isolation valve target adjacent and new safety and Head of the Rotary Solutions & ing cost throughout the business. will be expanded in 2021. Updat- applications for M&A activity. Safety Strategic Business Unit liquids and solids. We proactively work ing of the ATEXON spark detec- within a range of industries to create risk tion portfolio to meet US require- awareness, educate stakeholders on risk ments and development of a new mitigation strategies, and provide compre- intelligent control panel will continue in support of a release hensive protection solutions. scheduled for 2022. Safety DIVISION
3 QUESTIONS FOR …
Did the industry experience an in new products such as the investment backlog in safety IsoFlap™ isolation valve and solutions in 2020? And if so, the IV8 flameless vent position 80 81 what do you think will be in us well to meet the increasing greater demand in the future, demand for passive protection „ and what will be in less demand solutions, while the new In your business segment, the than before? eSuppressor™ will provide us growth curve was heading GH 2020 was an unprecedented with a unique advantage to “ upward for decades. 2020 was year with incredible challenges deliver the very latest suppres- the first time that Safety saw for all of us in our personal and sion technology for our global a decline in sales. How have the business lives. The OEM sector partners. past few months changed … Xiaobin Xu, represents an important customer your definition of success? China Head of Divisions Safety, base for the German team, and MC Sustainable financial success Engine and Hydraulics the delay in capital investment due will always be the prime indicator to the pandemic inevitably had a for any business that wants to To what extent does having a substantial effect on global oper- have a future. What keeps a busi- focus on the Chinese market ations – which in turn impacted ness unit strong and growing are and on local production now our Safety business. the people and the relationships help you with customer orders? they have with others, be it our XX China is a huge and growing The more positive news is that the customers, our distribution part- market with significant opportuni- core “essential” industries which ners or even suppliers. The IEP ties for HOERBIGER, therefore our Explosion Protection Systems representative and distributor it is important to concentrate our safeguard, such as food, phar … Michael Carlin network has been a cornerstone resources locally to maximize maceuticals and wood processing, … Gaby Herbrand Northeast Regional Sales Manager, of our US market strategy and our potential and improve brand remain strong and expect to Sales Engineer Safety Solutions, IEP Technologies, LLC continues to drive our success, awareness. Our “local for local” return to growth very soon. The IEP Technologies GmbH especially during the unique strategy provides a solid founda- Safety Division investments challenges of 2020/21. Growing tion for the achievement of long- and strengthening these rela term sustainable business success, tionships will keep the US team combining China-based produc- moving forward, solidifying tion, engineering competence, and and expanding our customer base. a dedicated, well-trained sales team with the capacity to swiftly respond to our customers’ diverse requirements. 82 ENGINE 83
DIVISION
191 employees EUR 49.0 million in sales
The Engine Division had great expectations for 2020, anticipating that the previously implemented realignment in the core business toward greater proximity to the customer and leaner structures would pay off. And indeed, Engine increased profit ability as expected – despite a 30-percent slump in sales and the challenging overall conditions as a result of the COVID-19 pandemic. The new structure of the Division assigns regional responsibility to Sales and Production, while Engineering and Product Management are managed at the global level. The stra- tegic product innovations, which are solely aligned with the need of OEMs for future zero-emissions technologies, yielded initial concrete results. Hydrogen plays a major role for the Engine Division in this process. Engine DIVISION
Key Objectives & Initiatives 2021
84 Market launch of the digitalized Altronic III & IV ignitions Successful field testing of the ePCC-DI gas direct injector 85
Achievements 2020 In 2020, the HOERBIGER subsidiary Altronic launched the next gener- A floating power plant owned and operated by Karpowership supplies The Engine Division endeavors ation of the successful Altronic III & IV ignitions. The updated and the city of Sekondi, Ghana, with 450 megawatts of power around the to become the number-one digitalized combine expanded functionality with an optimal price- clock. The ePCC-DI electronic pre-chamber check valve made by development partner in fuel performance ratio. HOERBIGER controls the air-fuel ratio during the test operation, re- injection technology and volutionizing the combustion technology of the large-scale engine. ignition systems for gas-powered Climate-friendly power and heat generation with Thanks to direct injection, it improves the efficiency and CO2 emissions engines. This goal relates to all HOERBIGER technology yet again over the ePCC predecessor series. Pilot customer and available gaseous fuels, such as market leader Wärtsilä will convert all large-scale engines to the new compressed natural gas (CNG), In late 2020, INNIO Jenbacher in Hamburg set a new milestone in the HOERBIGER valve. The start of production is scheduled for 2022. liquefied natural gas (LNG), and pursuit of climate neutrality in heat and power generation: A pilot hydrogen. As a result, the Engine plant uses the first global large-scale gas engine in the 1-megawatt Exclusive partnership with Keyou Division continually enhances its range that can be operated entirely with hydrogen. The plant provides production and delivery processes. 30 residential buildings and a sports center with heat, while supplying With its hydrogen internal combustion engine, German start-up Keyou The customer-specific control electricity for the local power grid and electric vehicle charging points. focuses primarily on commercial vehicles such as buses and trucks. The panels of the Altronic brand are HOERBIGER hydrogen injectors are one of the crucial components injection technology plays a particularly large role. The HOERBIGER presently used in the aftermarket used in the plant. The injectors are also used in the world’s first hy- Engine Division is a global innovation leader in this area, which by North American operators drogen CHP (combined heat and power) plants by the manufacturer prompted the company in 2020 to sign a contract for an exclusive devel and packagers of gas engines. 2G. The plants ensure the decentralized supply of electricity and cover opment partnership for hydrogen injectors for heavy-duty applications. The products are used in the oil a range between 20 and 2,000 kW. and gas industry as well as in power generation. Going forward, Altronic will expand this business to regions outside North America, based on the cost leadership it seeks to achieve.
Floating gas power station Engine DIVISION
3 QUESTIONS FOR …
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86 MISSION 87
… Bernhard Zemann STATEMENT Head of Business Unit Engine Technologies ENGINE How do recent events affect “ your strategy to become the leading partner for gas engines? What projects are you currently Do you see a rapid recovery working on in terms of product” against the backdrop of clean and market development? How energy and hydrogen? have you pushed these forward In the Engine Division, we deliver cus BZ 2020 has completely confirmed while so many people are tomized high-tech solutions along the entire our strategic positioning, with a working from home, especially focus on innovative products for in Europe? gas engine lifecycle, especially hydrogen Dr. Jürgen Zeschky the green energy transition. The BZ Throughout the crisis we have … David Lepley CEO, Chairman of the Executive Board internal combustion engines. Our injection President Altronic, LLC crisis has pushed the market even continued to work intensively on and Head of the Engine Division technology is synonymous with high fuel more strongly in this direction. our product innovation roadmap efficiency, and our Altronic-brand ignition And yes, we are definitely seeing for zero and low emission solu- Altronic was doing very well at a rapid recovery. Projects dedi- tions. That means we’re supplying systems and control panels ensure clean the beginning of the pandemic – cated to clean energy in general, cutting-edge technology for highly combustion processes. With this, we make but was then abruptly caught up and hydrogen solutions in par efficient injection valves, for both an important contribution to reducing in the crisis. How did you and ticular, were hardly affected by the hydrogen and natural gas. These your employees feel about these crisis. We were even able to are already helping large engines emissions, both on land and at sea. We ups and downs? slightly increase our sales in this make an important contribution deliver carefully crafted series products DL It was certainly quite a blow area in 2020. to a successful green energy and offer outstanding customer service in for us, especially since from the transition. every respect. end of 2019 we’d been fully on In terms of home working, we ben- track for success. But from our efited from the intensive team successes in the first quarter of building that took place during 2020 we could see that our inten- our 2019 restructure. So, we’ve sive eight-month restructuring mastered the crisis as a strong process had placed us in exactly team, with maximum alignment the right position. So as a team in pursuit of clear goals. These are we coped very well with this un- key success factors for the “new foreseen situation. normal”, with a very high propor- tion of remote working. 88 AUTOMOTIVE 89 HYDRAULICS
DIVISION
217 employees EUR 25.2 million in sales
Experience has shown that crises hit the convertible sector the hardest, given it is the “luxury and third-car ” market of the automobile industry. Realigned in 2019, the Automotive Hydraulics Division overcame the challenges of the COVID-19 pandemic with a new profile:
Development partner and system supplier for automobile series production Automotive Hydraulics emphasizes customer relationships based on trust, along the entire product life cycle. This also includes being familiar with and meeting all automotive regulations.
Innovation Based on extensive experience as well as robust and patented technologies, Automotive Hydraulics creates cost-optimized solu- tions that offer genuine added value for customers in the areas of actuators (doors, tailgates) and chassis. Automotive Hydraulics DIVISION
90 Profitability goals achieved 91 Prompt support HOERBIGER understands that speed and quality are crucial to Sales generated by the Automotive Hydraulics Division declined Achievements 2020 success. Samples and prototypes enable the clarification of open considerably in 2020 as a result of the pandemic. Still, numerous issues and early system validation. measures – defined in conjunction with customers, suppliers, and within the team – helped to maintain profitability at the budgeted level. Technological competency The expertise of Automotive Hydraulics covers the entire product Door actuator ready for series production development process. The Division supports its customers with state-of-the-art development tools and an in-house test laboratory. The new door actuation system made by HOERBIGER offers all the comfort and safety benefits of stepless door detents. It is not only able to hold vehicle doors open in any position, but also open and close them fully automatically. HOERBIGER advanced the innovation to the pro- duction stage in 2020. Manufacturing will commence in 2021 for an electric car made by technology company Human Horizons Technology.
First chassis application
The kinetic pump is another ground-breaking product from Automotive Body closure solutions Chassis solutions Convertible solutions Hydraulics, improving the damping performance of the chassis of passenger cars, sports cars and SUVs. In addition to driving comfort, Electrohydraulic door and trunk Electrohydraulic ride height adjustment Electrohydraulic drives for soft- and it also drastically enhances steering properties, cornering grip, as well actuation systems and semiactive suspension hard-top convertible vehicles as acceleration and deceleration performance. High-volume production for this product will also start in 2021. The customer is DRiV, the chassis specialist of automotive supplier Tenneco.
Strong team performance
The new developments play a significant role in ensuring that the Automotive Hydraulics Division remains on track for success in 2021 and expects to generate considerable growth. The successes were made possible by a strong team composed of members in Poland and Germany: In Bolesławiec, the Division runs a very efficient production plant, which is supported by a seasoned development team in Schongau. Automotive Hydraulics DIVISION
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MISSION Key Objectives & Initiatives 2021
92 STATEMENT 93
The strategy for the coming years Growing market share in all AUTOMOTIVE will continue to pursue what product lines was defined with the realignment Developing and launching of the Division in 2019, but will the next hydraulic pump HYDRAULICS also be directly geared to the cur- generation rent trend in the market. Sales Developing a standardized, in the convertible segment, for modular and cost-efficient Our strong focus on the customer is our most example, the existing revenue hydraulics portfolio important success factor. We endeavor to driver, are declining. At the same Utilizing the reputation in the Krzysztof Spiehs time, demand for HOERBIGER market to strengthen the be the trustworthy partner for hydraulic Head of Automotive Hydraulics hydraulic systems is growing in existing convertible partner solutions in the automotive field. In this new application areas, such as network and develop a new effort, we establish genuine partnerships chassis and door solutions. Auto- network for chassis and door at an early stage of any project. We espe motive Hydraulics is working solutions on the following strategic pillars cially value openness, close customer rela- for the future: tions, agility, and speed. We support our customers with our expertise during the entire development process and help them be successful. Automotive Hydraulics DIVISION
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Key Objectives & Initiatives 2021 94 HOERBIGER ELEKTRONIK GMBH MISSION 95
Achievements 2020 Precise testing and diagnostic equipment as well as test benches for Acquiring additional quality control purposes are indispensable for ensuring that the auto- STATEMENT customers in the commer- mobile and commercial vehicle industry meet their high standards. cial vehicle business HOERBIGER Elektronik GmbH is one of the technologically leading Expanding the presence in manufacturers in this regard. In 2019, it was organizationally assigned HOERBIGER the hydrogen technology to the Automotive Hydraulics Division. market, while expanding the ELEKTRONIK GMBH existing product portfolio Growth with hydrogen and expediting additional new developments. Through product innovations related to hydrogen and electromobility, By steadily advancing our HPPS testing Expand and further develop HOERBIGER Elektronik GmbH was able to consistently grow its busi- software and expanding our testing technol- the HPPS testing and pro- ness and acquire new customers. This market segment holds tremen- duction software. ogy modular concepts, we expect to dous growth potential in the coming years, making it a hot topic. become a major market player for testing Supporting change and diagnostic technology. This applies especially to the application and project The year 2020 set the course for a transformation in the automobile industry. Restructuring projects implemented by customers are incre- business of the commercial vehicle seg- mentally resulting in new business models. In the future, HOERBIGER ment. At the same time, the market holds Elektronik GmbH will be able to offer new added value in this regard, enormous potential for us in the field of serving as an external partner. The market development in China is hydrogen. The consolidation in the mobility proving to be especially promising. industry will result in a number of re- quirements and applications in the coming years, and HOERBIGER Elektronik GmbH expects to play an active role in the reso- lution of problems and implementation. Automotive Hydraulics DIVISION
3 QUESTIONS FOR …
96 and access to new information Where and how can HOERBIGER In terms of ongoing upheavals How can HOERBIGER Elektronik 97 technology with 5G. The future hydraulic systems support the in the automotive industry, solutions support the mobility of „ vision is for intelligent roads and mobility of the future? 2020 poured gasoline on the the future? intelligent towns – all connected KS I definitely see a huge opportu- fire. What do you think of AG HOERBIGER Elektronik GmbH with the vision of autonomous nity for us in the area of use and recent developments, and how can supply important electronic driving. comfort, because the future focus have they changed your work? components in the e-mobility For us, this transformation of the will be on the user. We’re just AG The slump in sales, the general market. We have already success- automotive business creates new ahead of start of production in consolidation in the industry, fully completed some customer opportunities. Our vision to create some important areas like vehicle and the transformation toward projects in this area. This has new product lines with chassis doors and chassis solutions for e-mobility are tending to make paved the way for future series … Krzysztof Spiehs and body closure solutions gives driving comfort, which fits exactly business rougher. Investments for business. In addition, we see Head of Automotive Hydraulics us a good chance to grow the with the industry’s transformation new projects are being post- great growth potential in the Chi- business in the areas of use and trends. Additionally, rising popu- poned. Approvals and decisions nese market. This is where we 2020 was a catalyst for the comfort. And, as vehicle emis- lations and higher mobility de- are harder to come by. Custom- are currently recording the largest transformation that has begun in sions become more and more mands mean that the number of ers often expect suppliers to share order intake. the automotive industry. How important, the process of vehicle miles driven will continue to in- the investment costs of the are these developments changing electrification will continue. crease, so that could also create transformation. your work, and what’s your additional demand for our personal view? What do your customers tell products. When talking to customers, “ KS From my perspective, the auto- you about the industry’s But, we cannot forget about costs. what are your impressions of … Anton Gleich motive industry has started to transformation? The challenge in front of us is the industry transformation? Managing Director, HOERBIGER Elektronik GmbH rethink its whole setup, with the KS Talking with our customers, our portfolio and product develop- AG Strong cost reduction programs focus on use and comfort rather I can see two very different views. ment strategy. We need to meet are the focus for customers. They than the production of vehicles – From one side, established cus- our customers’ technical demands, are looking for innovative ideas to making the lives of individual tomers in the convertible business but also be competitive in terms rationalize production. users more enjoyable, more effi- are uncertain about the direction of prices. cient and safer. We can see that the industry is taking. They are very OEMs are adopting technologies careful about the future. From such as artificial intelligence (AI) the other side, new startups in elec- and the Internet of things (IoT). tric vehicles and strong luxury An interesting example of that brands are looking to the future approach is Human Horizons very positively. They see us as a Technology with their new HiPhi very important partner, and that electric car, where the most gives us the chance to be part of important aspects are comfort the transformation. HERITAGE MILESTONES IN THE COMPANY’S HISTORY
Martina Hörbiger resumes interna 98 99 The engineering office becomes tional business relations, first within HOERBIGER & Co. trading company, Europe, then later in the Americas, headquartered in Vienna. Africa and Asia. 1925 1947
1895 1931 The steel plate valve invented by Hanns Alfred Hörbiger, the oldest son of the company’s Hörbiger is patented. The valve plate opens founder, starts the in-house production of when the gas pressure is high enough, valves in Vienna-Simmering. and closes as long as the spring pressure is higher than the gas pressure. Between 1925 and 1945, a total of 171 patents are granted to HOERBIGER & Co. for inventions The HOERBIGER steel plate valve enormously and developments in the field of compressor improves the performance of the com valves and controls. pressors used at the time for steel production. It makes steel production much more reliable and efficient than anyone would have considered possible at that time and paves the way for the invention of modern 1900 1945 pressure chemistry. Hanns Hörbiger, together with the After the destruction of the Vienna engineer Friedrich Wilhelm Rogler, production plant during the last year founds an engineering office in of the Second World War, and the Budapest. This office is relocated sudden passing of Alfred Hörbiger, to Vienna in 1903. his wife Martina Hörbiger, who also worked in the company, manages to rebuild the plant. HERITAGE Milestones in the company’s history
Development of the HOERBIGER acquires Safety Division. Deublin. By the end of the 1950s, HOERBIGER 2015 2019 builds 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. 100 101 In 1970, HOERBIGER Nippon K.K. is founded HOERBIGER Holding AG in Japan, and initial contacts are established becomes Group holding Opening of the new HOERBIGER celebrates with Taiwan, Korea, and China. company. Vienna-Aspern location. its 125-year anniversary. 1963 1997 2016 2020
The current HOERBIGER Board of Trustees
1989 Martina Hörbiger, owner of the group of companies, dies at the age of 87.
She bequeaths the challenge of not only continuing business operations con sistent with her spirit, but also realigning the corporate structure – which in the years prior was centered predominantly around her – to the new management team, appointed prior to her passing together with the Board of Trustees of the HOERBIGER Foundation. 1958 1992 Production build-up for Formation of the HOERBIGER group of drive train components. companies. Reorganization into three Strategic Business Units: Compression Technology, Drive Technology, Automation Technology.
1950 1971 Start of diversification through Entry into the compressor service busi start of production for compres ness. As a result, HOERBIGER grows sed air components. into the global emerging markets at a very early stage. Corporate Governance CORPORATE GOVERNANCE – ORGANIZATION OF THE GROUP Shareholder structure Corporate governance refers to the framework of rules and It is composed of members of the Board of Trustees, former The Executive Board has five members: the Chief Executive The HOERBIGER Foundation, headquartered in Zug, Switzer- practices for managing and monitoring a company, and is of members of the Executive Board, and seasoned independent Officer (CEO) and Head of the Engine Division, the Chief land, is the majority shareholder and controls the Group. At strategic importance to the HOERBIGER Group. Good corpo- individuals who are associated with the Group and experienced Financial Officer (CFO), the Head of the Compression Tech- 75 percent, the majority of shares of HOERBIGER Holding AG rate governance helps the Group to effectively live up to its in corporate management. As the highest decision-making nology Strategic Business Unit, the Head of the Drive are held by HOERBIGER Tectum AG, headquartered in Zug, corporate responsibility to the shareholders, employees, body, the Board of Directors is in charge of the main structural Technology Strategic Business Unit and of the Automotive a subsidiary that is entirely dependent on the HOERBIGER business partners, and the public. responsibilities across the HOERBIGER Group, notably its Hydraulics Division, and the Head of the Rotary Solutions Foundation. The management body of HOERBIGER Tectum 102 long-term strategy and fundamental organizational principles. and Safety Strategic Business Unit. Holding AG is identical to the Board of Trustees of the 103 HOERBIGER Holding AG is not listed on any exchange. The Board of Directors decides on the company’s values and HOERBIGER Foundation in terms of members. The remaining On a voluntary basis, HOERBIGER follows corporate gover- principles. It approves the Group’s planning and budget, and To deal with essential tasks in depth, the Board of Directors 25 percent of shares is held via an associated company by nance principles as they apply to publicly traded companies appoints the members of the Executive Board. The Board of has appointed committees, which are composed of mem- the family shareholder, Christiana Hörbiger. in Switzerland. However, in exceptional cases the Board of Directors is elected as part of the Annual General Meeting at bers of the Board of Directors and members of the Executive Directors of HOERBIGER Holding reserves the right to deviate the proposal of the HOERBIGER Foundation. Each member Board as elected by the Board of Directors. Committee meet- The Board of Trustees of the HOERBIGER Foundation is com- from these principles so as to adequately take into account of the Board of Directors serves for a term of three years, ings may also be attended by external specialists and inter- posed of the family shareholder, active and/or former members the circumstances specific to the HOERBIGER Group. starting on July 1 and ending, after three years, on June 30 nal experts of the Group. of the Board of Directors, as well as independent advisors of the calendar year in question. Persons 73 years of age or associated with the Group through long-standing cooperation. Corporate structure older can no longer be elected. Corporate Audit provides assistance to the Board of Directors The Board of Trustees’ sole mandate is to support the Foun- The HOERBIGER Group is held by HOERBIGER Holding AG and the Executive Board. The HOERBIGER Group has addi- dation’s mission and safeguard the interests of the HOERBIGER headquartered in Zug, Switzerland. The primary objective of The Executive Board is responsible for managing HOERBIGER tionally established a tiered Risk Management System and an Group. Its members have no operational management func- HOERBIGER Holding AG is to safeguard the continued eco- Holding AG and the Group. In addition, the Executive Board Internal Control System (ICS) to prevent financial accounting tion within the HOERBIGER Group. This gives the HOERBIGER nomic success and self-reliance of the HOERBIGER Group, bears responsibility for implementing the Group’s strategy as errors. Deloitte AG, headquartered in Zurich, Switzerland, is Group a stable, long-term-oriented ownership structure that consistent with the Articles of Incorporation of the HOERBIGER developed by the Executive Board and approved by the Board appointed as the auditor for the consolidated financial is closely tied to the Group. Foundation. of Directors. The delegation of tasks to the Executive Board and statements of the HOERBIGER Group and as the auditing the division of responsibilities among the levels of manage- company for HOERBIGER Holding AG. With this in mind, the HOERBIGER Foundation considers The Board of Directors is the highest management body of ment are established in the Organizational Rules of the it an essential duty to support forward-looking research HOERBIGER Holding AG, bears the managerial, organiza- HOERBIGER Group. and development in the Group, such as by financing the tional and supervisory responsibilities and is in charge of HOERBIGER JKU Research Institute for Smart Actuators in finance matters for the HOERBIGER Group. collaboration with Johannes Kepler University in Linz (JKU), and to provide continuing education and development oppor- tunities for the employees of the HOERBIGER Group.
Shareholder structure of HOERBIGER Holding AG
The following members of the Board of Directors serve on the committees: HOERBIGER Foundation Nomination & Audit Committee Finance Committee Compensation Committee Strategy Committee Family Shareholder Chairman Dr. Rudolf Huber Dr. Rudolf Huber Dr. Martin Komischke Dr. Martin Komischke HOERBIGER Tectum Holding AG Christiana Hörbiger Members Albin Hahn Dr. Martin Komischke Egbert Appel Egbert Appel 75 percent Shareholder 25 percent Dr. Andreas Hünerwadel Dr. Andreas Hünerwadel
HOERBIGER Holding AG LOCATIONS
HH = HOERBIGER Holding R Deublin Brasil Juntas Rotativas D HOERBIGER Drive Technology D HOERBIGER Penzberg GmbH C HOERBIGER India Private Ltd. Av. Prolongacion Bolognesi 635 South Africa C = Compression Technology de Precisão Ltda. LP (Changzhou) Co., Ltd. LP Seeshaupter Straße 33 IO 501, 502, World Trade Centre, 5th Floor, C HOERBIGER Korea Co. Ltd. 20811 Talara, Piura, Perú C HOERBIGER S.A. (Pty.) Ltd. D = Drive Technology SP Rua Fagundes de Oliveira, 538 - A11 – Building No. 7, GDH Industrial Park, 82377 Penzberg Tower 2, Kharadi 08 Techno Saneop-ro 29 beon-gil 9, Fuchs Street, Alrode, P.O. R = Rotary Solutions Piraporinha 16 Chuangye Rd., Xinbei District 411014 Pune 44776 Nam-Gu, Ulsan Metropolitan City Poland Box 17844 S = Safety 09950-300 São Paulo, Diadema 213033 Changzhou, Jiangsu C HOERBIGER Kompressortechnik GmbH H HOERBIGER Automotive Sp. z o.o. 1457 Randhart E = Engine LP Im Forchet 5 C HOERBIGER India Private Ltd. R Deublin Korea Company Ltd. LP Ul. Modłowa 10 H = Automotive Hydraulics Bulgaria Colombia 86956 Schongau SP (Solution Division) Star Tower #1003, 59700 Boleslawiec Sweden C HOERBIGER Service Hungaria Kft.– C HOERBIGER de Colombia LT Gat 301/1, 312, 313, Village Kondhapuri, Sangdaewon-dong 223-25 C HOERBIGER Service Nordic AB IO = Internal Organization / Corporate Representative Office Cra. 85D No 46A-65, Bodega 12 D HOERBIGER Antriebstechnik Tal: Shirur Jungwon-gu, Seongnam-si, Gyeonggi-do C HOERBIGER Polska Sp. z o.o. Garvarns väg 9 LP = Large Production Zh.k. Hristo Smirnenski, bl. 27A, 111071 Bogotá GmbH Werk1 412209 Pune Ul. Stawki 2 77136 Ludvika SP = Small Production vh. B, ap. 20 LP Bernbeurener Strasse 13 Kuwait 00193 Warszawa Sofia Czech Republic 86956 Schongau C HOERBIGER India Private Ltd. C HOERBIGER Service Kuwait Switzerland C HOERBIGER CZ SK s.r.o. Prague Office AC-76, 3rd Street, Ground Floor, Al Zahem International, R Deublin Polska Sp.z.o.o. S IEP Technologies GmbH Algeria Cameroon Sokolovská 2408 / 222 D HOERBIGER Antriebstechnik Annanagar (West) PO Box 26212, Safat Ul. Bierutowska 57-59 Rötzmattweg 105 C HOERBIGER Service Algerie E.U.R.L. C HOERBIGER Cameroon Office 190 00 Praha 9 LP GmbH Werk2 600040 Chennai 13123 Kuwait 51317 Wroclaw 4600 Olten 104 Lotissement Ouled El Arbi Groupe 80, Villa L63, Makepe Martina-Hörbiger-Straße 5 105 Heraoura Ruiba, Algiers Doula, Cameroon Ecuador 86956 Schongau C HOERBIGER India Private Ltd. Malaysia Romania HH HOERBIGER Holding AG 16012 Algiers C HOERBIGER del Ecuador, S.A. 153A Diamond Harbour Road, C HOERBIGER KT Malaysia Sdn Bhd. C S.C. HOERBIGER SERVICE ROMANIA IO Baarerstrasse 18 Canada Av. 6 de Diciembre y Av. Eloy N-530 D HOERBIGER Antriebstechnik South 24 Parganas PT 15675 & 15676 Kawasan S.R.L. 6302 Zug Argentina C HOERBIGER Canada Ltd. 170125 Quito IO Holding GmbH 700034 Kolkata Perindustrian Jakar III Str. CA Rosetti, Nr. 17, District 2, C HOERBIGER de Argentina S.A. 400 Matheson Boulevard East, Unit 32 Bernbeurener Strasse 13 24000 Kemaman Terengganu Regus Building, Floor 5, Office 502 HH INTERHOERBIGER Finanz AG Reconquista 2458 – El Talar L4Z1N8 Mississauga, Ontario Finland 86956 Schongau Indonesia 020011 Bucharest IO Baarerstrasse 18 B1618BDX Buenos Aires S IEP Technologies - Atexon Oy C Pt. HOERBIGER Kompresotama Indonesia C HOERBIGER KT Malaysia Sdn Bhd. 6302 Zug C HOERBIGER Canada Ltd. Tarjusojantie 13 H HOERBIGER Automotive GKM Green Tower 19th Floor, JL. TB 695 Jalan Damansara, Russian Federation C HOERBIGER de Argentina S.A. Unit 3 5528 1st Avenue 90440 Kempele Komfortsysteme GmbH Simatupang Kav. 89, Pasar Minggu OVAL DAMANSARA – Floor 10, Unit 7 C HOERBIGER LTD. Taiwan (China) Ruta 151 Km 4.5 T7E 1L7 Edson, Alberta Martina-Hörbiger-Strasse 5 Jakarta Selatan 60000 Kuala Lumpur Nastavnichesky Lane 17 C HOERBIGER Taiwan Ltd. Q8324BWK Cipolletti, Rio Negro France 86956 Schongau 12520 Jakarta Building 1, Entrance 24 No. 23, Dashun St., Huwei Township C E HOERBIGER Canada Ltd. C HOERBIGER France SAS S HOERBIGER KT Malaysia Sdn. Bhd. 109147 Moscow 632 Yun Lin County C HOERBIGER de Argentina S.A. 6620 50 Street NW 140 Rue de 12ème Régiment de Zouaves HH HOERBIGER Deutschland Italy (IEP Technologies) Manuel Arburua 3242 T6B 2N7 Edmonton, Alberta Z.I. de Courtine Mourre Frais IO Holding GmbH C HOERBIGER Italiana S.p.A. O. 10-7, Level 10, Menara Permata Saudi Arabia C HOERBIGER Taiwan Ltd. U9003FAJ Comodoro Rivadavia 84091 Avignon Cedex Im Forchet 5 Via dell’Elettronica, 8 Damansara (Damansara Oval), 685, C HOERBIGER SAUDI SERVICE COMPANY 4F, 58, Lane 316, Rueiguang Road, Chile 86956 Schongau 37139 Verona Jalan Damansara LTD. Neihu District, Taipei 11492 Australia C HOERBIGER DE CHILE S.A. S IEP Technologies France Street 118, P.O.Box 11937 11492 Taipei C HOERBIGER Australia Pty Ltd. Av. Américo Vespucio 1980 Of. 417 26 / 36 Rue Alfred Nobel HH HOERBIGER Immobilien GmbH S HOERBIGER Safety Solutions, Italy Mexico 31961 Jubail Industrial City Unit 4 – 5, 17 Alexandra Place GENERAL SAMUEL VALDIVIESO 0250 93600 Aulnay Sous Bois IO Im Forchet 5 Via dell’Elettronica, 8 C HOERBIGER de México, S.A. Thailand QLD4172 Murarrie, Queensland 6212342 Punta Arenas 86956 Schongau 37139 Verona Rubén Darío 38, Piso 2, Polanco Singapore C HOERBIGER (Thailand) Co., LTD. R Deublin SARL 11580 Ciudad de Mexico, DF R Deublin Asia Pacific Pte Ltd 304 Sirithhorn Road, Kwaeng / C HOERBIGER Australia Pty Ltd. C HOERBIGER DE CHILE S.A. 61 bis, Avenue de l’Europe, Z.A.C HH HOERBIGER Antriebstechnik Holding C HOERBIGER Italiana S.p.A. 51 Goldhill Plaza, #17-02 Khet Bangplad 17–19 David Street Av. Américo Vespucio 1980 Of. 417 de la Malnoue IO GmbH Strada Provinciale Priolo-Floridia Km. 1 C HOERBIGER de México, S.A. 308900 Singapore 10700 Bangkok VIC3175 Dandenong, Victoria 8560027 Conchalí, Santiago 77184 Emerainville Versuch / Prüffeldentwicklung 96100 Priolo Gargallo Carretera Cárdenas - Villahermosa. Pürschlingstrasse 4a Parque Industrial Deit, Calle 1. C HOERBIGER KT Asia Services Pte.Ltd. C HOERBIGER (Thailand) Co., LTD. Austria China Germany 86971 Peiting R Deublin Italiana S.r.l. 86287 VillaHermosa 77 Joo Koon Circle 23/12 Rajbumrung Road, C E HOERBIGER Wien GmbH R Deublin (Dalian) Precision S IEP Technologies GmbH (Newson Gale) LP Via Guido Rossa, 9 629097 Singapore Tambol Huai Pong, Mueng Rayong LP Seestadtstrasse 25 LP No. 2, 7th Street, DD Port, Economic Kaiserswerther Str. 85c HH HOERBIGER Deutschland Holding GmbH 40053 Comune di Valsamoggia (BO) C HOERBIGER de México, S.A. 21150 Rayong 1220 Vienna Development Zone 40878 Ratingen IO Ausbildung Calle Av. Los Nogales, Lote 7-B S HOERBIGER KT Asia Services Pte.Ltd. 116620 Dalian, Liaoning Province Pürschlingstrasse 4 Japan Manzana 4 Sector II 77 Joo Koon Circle Turkey R Deublin Austria GmbH S IEP Technologies GmbH 86971 Peiting C HOERBIGER Nippon KK 88710 Reynosa, Tamaulipas 629097 Singapore C HOERBIGER Kompresyon Teknolojileri Mitterfeldgasse 3/18/R02 C HOERBIGER (Shanghai) Co., Ltd. SP Betriebsstandort Brilon IO DH ll Bldg. 2149-1 Fudougaoka San. ve Tic. Ltd. Şti. 1110 Vienna LP 39 He Fa Road, Caohejing Hi-Tech Park Hinterm Gallberg 15-17 C HOERBIGER Flow Control GmbH 2860114 Narita R Deublin de Mexico, S. de R.L de C.V. C HOERBIGER KT Asia Holding Pte. Ltd. Dudullu O.S.B. DES 114. Sk. C-8 200233 Shanghai 59929 Brilon LP Südliche Römerstraße 15 Norte 79-A No. 77, Col. Claveria IO 7 Temasek Boulevard #21- 05 Blok No: 7 – 9. S HOERBIGER Wien GmbH 86972 Altenstadt C HOERBIGER Nippon KK Service Center 02080 Mexico City, D.F. Suntec Tower One 34776 Ümraniye, İstanbul Seestadtstrasse 25 S HOERBIGER (Shanghai) Co., Ltd C HOERBIGER Service GmbH 129-1 Houma, Shibayama 038987 Singapore 1220 Vienna (IEP Technologies) Hanns-Hörbiger-Strasse 10 R Deublin GmbH Germany 2891622 Chiba Netherlands S IEP Technologies Muh. Dan. ve 119 Gui Qing Road, Cao- 67133 Maxdorf LP Florenz-Allee 1 C HOERBIGER Benelux B.V. Slovakia Tic. A.S.(Turkey) Bolivia hejing Hi-Tech Park 55129 Mainz C HOERBIGER Nippon KK Nijverheidsweg 25 C HOERBIGER ŽANDOV s.r.o. Akdeniz Mah. Sehit Fethibey Cd. C HOERBIGER de Arg. Sucursal Bolivia 200233 Shanghai C HOERBIGER Flow Control GmbH Kansai Sales Office 6422 PD Heerlen Organizačná zložka No. 41 D302 Av. Beni 250 entre 4TO y 5TO Anillo IO TechGate Stuttgart Meitnerstraße 8 Hungary 12F, Imon Kobe Bldg. Cementárska 15 35210 Konak Izmir 10260 Santa Cruz de la Sierra S HOERBIGER (Shanghai) Co., Ltd 70563 Stuttgart C HOERBIGER Service Hungaria Kft. 95 Edo-machi Chuo-ku Nigeria 90031 Stupava (Newson Gale) Bagoly u. 7. 6500033 Kobe C HOERBIGER Nigeria United Arab Emirates Brazil 39 He Fa Road, Caohejing Hi-Tech Park D HOERBIGER SynchronTechnik 2120 Dunakeszi AOS Orwell, Plot 272, Spain C HOERBIGER Service Middle East FZE C HOERBIGER Brasil 200233 Shanghai LP GmbH & Co. KG C HOERBIGER Nippon KK Kyushu Office Trans Amadi, Industrial Layout C HOERBIGER Iberica S.A. Jebel Ali Free Zone, Rodovia Anhanguera, Km 33 Pq. Lembacher Strasse 2 India 7F LANDIC BLD. PMB 029 Port Harcourt Calle Río Ter 2 Polígono Industrial P.O. Box 17153, Road 626 Empresarial C HOERBIGER Valves (Changzhou) Co., Ltd. 71720 Oberstenfeld C HOERBIGER India Private Ltd. 2-7-3 Maizuru Chuo-Ku El Nogal Dubai Anhanguera – Rua Osasco, 1020 SP 1A – 1C Building, GDH Industrial Park 16# 102, Ansal Majestic Tower, 8100073 Fukuoka Norway 28110 Algete 07753-040 São Paulo, Cajamar East Chuang Ye Road, Xinbei District D HOERBIGER Elektronik GmbH Plot No-17, Block G1, Community Centre, C HOERBIGER Service Nordic AS United Kingdom 213033 Changzhou, Jiangsu SP Justinus-Kerner-Strasse 7 Vikas Puri R Deublin Japan Limited Glynitveien 7, Ski Logistikkpark. R Deublin Iberica S.L. R Deublin LTD 72119 Ammerbuch 110018 New Delhi 2-13-1, Minamihanayashiki 1400 Ski C/Lola Anglada, 20 Local 1 6 Sopwith Park, Royce Close, 6660026 Kawanishi City 08228 Terrassa West Portway C HOERBIGER India Private Ltd. Peru SP10 3TS Andover 504 / B Fifth Floor OZONE, Korea, South C HOERBIGER de Argentina, S.A. Sarabhai Compound, CS HOERBIGER Korea Co. Ltd. Sucursal Perú Vikram Sarabhai Marg 8F, KR Tower, 108, Songi-ro 39003 Vadodara 5713 Songpa-Gu, Seoul S IEP Technologies Ltd. C HOERBIGER Service Inc. Unit 1, Neptune Business Centre, 12206 Fairmont Parkway Tewkesbury Road 77572 La Porte, Texas GL51 9FB Cheltenham C HOERBIGER Service Inc. C HOERBIGER UK Ltd. 12700 West Highway 80 East Unit 2, Maple Park 79765 Odessa, Texas Lowfields Avenue LS12 6HH Leeds, West Yorkshire C HOERBIGER Service Inc. 2500 Nanpap Road S Newson Gale Ltd . PO Box 2688 SP Omega House, Private Road 8 82601 Casper, Wyoming NG4 2JX Colwick, Nottingham C HOERBIGER Service Inc. United States 25057 Anza Drive 106 C HOERBIGER Corporation of America Inc. 91355 Santa Clarita, California 107 LP 3350 Gateway Drive 33069 Pompano Beach, Florida S IEP Technologies, LLC (Newson Gale) SP 417-1 South Street C HOERBIGER America Holding, Inc.– 01752 Marlborough, Massachusetts IO Shared Services 1191 East Newport Center Drive, Suite 210 33442 Deerfield Beach, Florida
C HOERBIGER America Holding, Inc.– IO Corporate IT 1191 East Newport Center Drive, Suite 100 33442 Deerfield Beach, Florida
C HOERBIGER Service Inc. LATAM IO 1432 East Newport Center Drive, Suite B 33442 Deerfield Beach, Florida
E HOERBIGER Engine Division – LP Altronic, LLC 712 Trumbull Avenue 44420 Girard, Ohio
R Deublin Company, LLC LP 2050 Norman Drive 60085 Waukegan, Illinois
C HOERBIGER Service, Inc. 126 McDonald Avenue 60431 Joliet, Illinois
C HOERBIGER Service Inc. 220 N Country Estates Road 67901 Liberal, Kansas
C HOERBIGER Service Inc. 6640 Exchequer Dr. 70809 Baton Rouge, Louisiana
C HOERBIGER Service Inc. 2828 South Utah Ave 73108 Oklahoma City, Oklahoma IMPRINT
108 Publisher Translations of English edition HOERBIGER Holding AG Kerstin Roland, Maintal Translations, Inc., Baarerstrasse 18 Virginia Beach, VA, USA 6302 Zug, Switzerland Phone: +41 (0) 41 560 10 00 Printing Telefax: +41 (0) 41 560 10 11 Druck-Ring GmbH & Co. KG, Kirchheim, Germany E-Mail: [email protected] www.hoerbiger.com Time of printing June 2021 Responsible Board of Directors Data protection notice Dr. Martin Komischke (President) We will continue to mail you the HOERBIGER Executive Board Yearbook. You may decline consent to the use of Dr. Jürgen Zeschky (CEO and Chairman) the following personal information: salutation, title, first name, last name, and address for the purpose Project management of information by mail at any time by sending Corporate Communications an e-mail to [email protected] or a written Simon Schmid letter to HOERBIGER Deutschland Holding GmbH, Mrs. Stephanie Mikulasch, Bernbeurener Straße 13, Visual concept and design 86956 Schongau, Germany. jäger & jäger, Überlingen, Germany
Portrait illustrations Anne Lück
Theme Illustrations Corporate Chapters Lukas Bischoff
Photography HOERBIGER Archiv
p. 18 iStockphoto: olhakozachenko p. 19 iStockphoto: Arand p. 24 iStockphoto: BartekSzewczyk p. 40 TurboSquid: 3d_molier, CGEAS, squir iStockphoto: borchee p. 51 iStockphoto: audioundwerbung, sarkophoto p. 56 TurboSquid: jekich1, squir,3d_molier International p. 64 TurboSquid: 3d_molier International iStockphoto: adventtr, Bim p. 67 iStockphoto: PhonlamaiPhoto p. 68 iStockphoto: Liuhsihsiang p. 69 iStockphoto: fokkebok p. 74 TurboSquid: 3d_molier p. 77 iStockphoto: kyletperry p. 84 iStockphoto: Maher Iskandar p. 88 TurboSquid: Behr Bros, 3d_molier International p. 94 iStockphoto: onurdongel