HOERBIGER YEARBOOK 2020/2021 HOERBIGER YEARBOOK 2020/2021 HOERBIGER IN FIGURES AMBITION FUTURE. RESILIENCE Sales (in EUR million) 2020 Ratio in % Δ in % 2019 Ratio in % HOERBIGER Group 1,030.9* − 10.3 1,149.4 ORMA Compression Technology Strategic Business Unit 425.8 41.3 − 18.3 521.0 45.3 RF NC PE E Drive Technology Strategic Business Unit 331.3 32.1 − 9.7 367.0 31.9 Rotary Solutions Division 123.6 12.0 20.4** 1.8** Safety Division 75.5 7.3 − 11.4 85.2 7.4 Engine Division 49.0 4.8 − 49.6 97.3 8.5 Automotive Hydraulics Division 25.2 2.5 − 53.1 53.7 4.7 Headquarters 0.0 0.0 − 100.0 8.4 0.7 * 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. ** November – December 2019 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 Drive Technology Strategic Business Unit 1,412 − 3.6 1,464 AMBITION. RESILIENCE. PERFORMANCE. PERFORMANCE. RESILIENCE. AMBITION. Rotary Solutions Division 555 − 4.0 578 Safety Division 322 − 3.9 335 Engine Division 191 − 28.5 267 Automotive Hydraulics Division 213 + 1.4 210 2021 / Headquarters 312 − 15.4 369 0 Temporary employees 263 − 36.0 411 Compression Technology Strategic Business Unit 111 − 62.8 298 Drive Technology Strategic Business Unit 119 + 95.1 61 Rotary Solutions Division 15 − 37.5 24 YEARBOOK 202 YEARBOOK Safety Division 2 − 50.0 4 Engine Division 0 − 100.0 11 Automotive Hydraulics Division 4 + 300.0 1 Headquarters 12 +/− 0.0 12 HOERBIGER AG16IM026AE202106 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 Executive Board Foreword TECHNOLOGY 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 eco nomic 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.