Baumann in Motion for 125 Years

BAUMANN IN MOTION FOR 125 YEARS

ANNIVERSARY MAGAZINE 2011 Contents

HISTORY OF THE GENERATIONS 1886–2011 4–21

The First Generation 1886–1930 4 The Second Generation 1930–1960 8 The Third Generation 1960–1983 12 The Fourth Generation 1984–2010 16

BAUMANN IN MOTION FOR 125 YEARS 22–33

THE FOUNDING FAMILIES 22 The rather different change of generations 23 BAUMANN today – Traditional values and the continuous pursuit of the future as a principle 27 The management teams of the BAUMANN Group and of BAUMANN Switzerland 29 The plants 30 Markets and applications 31 The products 32 Employee statistics 33

THE FIFTH GENERATION FROM 2011 34–37

“Every single employee is important” 34

The employees 38–39 Publisher BAUMANN SPRINGS Ltd Editorial / Design / Text Christoph Schmid, Compresso Idea / Chronicler Ruedi Ziegler Layout Tina Schmid

The magazine of BAUMANN SPRINGS Ltd on the occasion of the company’s 125th anniversary BAUMANN IN MOTION FOR 125 YEARS

There are years that stay in the memory. Indelibly. 1886 is one such year. It was the year when Coca-Cola and Mercedes Benz were established. Both companies are celebrating their 125th year in 2011; they are globally successful and have cult status. The same applies to BAUMANN. And yet very few people outside the Zurich Oberland know the BAUMANN name. At the same time there is hardly a single car that does not include parts from BAUMANN. Incredible but true. Life still writes the best stories. And if you don’t read them clearly documented in black and white you might well think them to be fairy tales from A Thousand and One Nights. And so you have an anniversary story in front of you, an exciting family saga stretching across four generations and 125 years of BAUMANN. A story that becomes even more exciting when told in the temporal, cultural and macroeconomic contexts of the different epochs.

– From the foundation of the company in Rüti by the two youngsters Heinrich and Caspar Baumann, just 25 and 20 years old in 1886, through to the move to Ermenswil – From the production of weaving utensils and wooden items to the manufacture of springs – From the establishment of a “welfare fund” to today’s pension fund – Of the global expansion of the company’s plants and the introduction of electronically controlled production processes – Of barbecued sausages for elevenses and chocolate rabbits at Easter – Of traditional values and the continuous pursuit of the future as a principle

An “inventory of the present” and simply everything about BAUMANN, how it works and develops, about responsible works managers, markets, products and a company’s most important capital along with its know-how: the workforce. And last but not least the interview with Thomas H. Rüegg and Hansjürg Hartmann, the two schoolmates who took over the management of the BAUMANN Group on 1 December 2010 as its fifth- generation bosses, and who talk about their expectations and visions for the future. History of the generations

The First Generation 1886–1930

The founders Farsighted pioneers

Heinrich Baumann, 1861 to 1932 The first generation continues the trade Son from the first marriage of of the father but has the business fore- Caspar Baumann with Elisa Honegger sight to switch materials from wood to met- ——Co-founder of the company al and to relocate the company to a loca- “Gebrüder Baumann” tion where water power can be utilised. ——Chairman of the Parish Council and It also takes confidence to focus on the Board of School Governors, Rüti product “springs”, a technology that was ——Chairman of the Municipal Council at that time still in its infancy. By quickly of Rüti building up a respectable workforce of ——Member of the Cantonal Parliament 25 employees, this generation also as- ——Member of the National Assembly sumes social responsibility, a charac- ——Member of the Executive of the Zurich teristic which the company still displays Chamber of Trade, Canton Crafts and to this day. In 1921, following the First Heinrich Baumann, co-founder of the company Trades Association, Mechanical World War, it establishes the “Employer’s Engineering Employers’ Association Pension Fund” and invests an endow- ment sum of 60,000 Swiss Francs for that Caspar Baumann, 1866 to 1922 purpose. Son from the second marriage of Caspar Baumann with Barbara Honegger (the sister of his first wife) ——Co-founder of the company “Gebrüder Baumann” ——Chairman of the Primary School Board of Governors ——Founding president of the Employers’ Association of the Zurich Oberland

Caspar Baumann, co-founder of the company

1— Generator and steam engine (1925) 1 2 2— Advertisement from around 1911

4 The First Generation From the production of wooden items to the manufacture of springs The BAUMANN company in the years from 1886 to 1930

When Caspar Baumann, father of the sub- cial commitment of the bosses, they get en by means of a belt. There are masses sequent founders of the company, dies through the difficult period of the war and of belts lined up one after another, like so in 1882 following a serious illness, his the depression. many trees in a forest. 16-year-old son Caspar takes over the They produce leaf springs, buffer family wainwright business in Rüti, un- springs, locking washers, elliptic springs Telecommunications der the supervision of his mother, while for wagons, as well as spiral, tension and from the year dot his brothers Heinrich and Fritz are work- compression springs. The first forerunners of telegraphy are de- ing for other companies. In 1886 Heinrich veloped following the discovery of electro- Baumann comes home and, together with Water as a driving force magnetic induction by Michael Faraday in his brother Caspar, establishes the com- With the acquisition of the spinning mill 1833. Shortly after the BAUMANN company Gebrüder Baumann. It is opened on in Ermenswil in 1888, the Baumann broth- pany is established there are already the today’s Werkstrasse in Rüti, where their ers access the power of water. This means first telegraphic links via radio. deceased father had run his wainwright that the machinery and equipment no long- The first telephones are available from business. Weaving utensils and wood- er has to be powered by hand. The water around 1870. Calls are made by wind- en items are produced. These are prima- is taken in an open channel to the turbine. ing a crank, which creates a sound like an rily supplied to the nearby company of From there belts lead to a shaft mounted alarm clock at the recipient’s end. Two ca- “Johann Caspar Honegger”, which builds under the roof of the building, and from bles lead from each telephone to the ex- textile machinery. this shaft each machine is individually driv- change, where a telephone operator sits,

The move to Ermenswil In 1888 the young company buys an old spinning mill in Ermenswil. This is situated on the Lattenbach stream so it has water power. During the night of 8–9 October 1897, the workshops, in which 25 people Back then … are now employed, are burned down to In 1885 Gottlieb Daimler invents the petrol engine. their foundations. Less than three months In 1885 the patent for the gramophone is registered in the USA. later – things moved that quickly in those In 1886 Karl Benz registers the patent for his invention, a three-wheel motorcar days – production is resumed in a new with a gas engine. building. In 1886 Saurer starts producing internal combustion engines. From around 1897 the Baumann broth- In 1886 the recipe for Coca-Cola is patented. ers start manufacturing springs, initially for In 1894 the first car race is held. On the 50 km route from Paris to Rouen the drivers the textile machinery industry in Switzer- achieve an average speed of at least 12.5 km / h. land and shortly after that for the boom- In 1897 Rudolf Diesel presents the first diesel engine. ing automotive industry in Italy. That marks In 1900 the first Zeppelin takes to the skies. the start of the actual development of the In 1900 the giant Ferris wheel starts to turn for the first time in Vienna’s Prater park. BAUMANN company into one of the In 1900 Zeiss produces the first prismatic telescope. world’s biggest and most important spring The ladies wear wide skirts, puff sleeves and sashes. manufacturers. In 1911 the first military plane takes off. At the time of the First World War Between 1914–1918 the First World War takes the lives of around 17 million people. the workforce includes around 180 em- As a neutral country, Switzerland is spared any “direct belligerent activities”, but ployees. Together, and thanks to the so- despite that the effects on the economy are devastating.

1886–1930 5 History of the generations

Right: Plan of the Gebrüder Baumann trade fair stand (1914)

1— The factory site around 1890 2— The forest of belts in the spring production plant (around 1935) 3— Newspaper advertisement (start of the 20th century)

Education in the 19th century, or how the Fritz Baumann, Heinrich’s youngest (half) making the required connections by means Baumann brothers grew up. The sons of brother also completes an apprenticeship of jack plugs. The first telephone exchange Caspar Baumann come from a respectable as a fitter in the engineering works of with five lines connected to it is set up in craftsman’s family and enjoy a good Caspar Honegger in Rüti. At his brother Washington in 1877. Just a short time af- education, which is certainly not typical of Heinrich’s urging he also gains further ter that the telephone also makes its debut this era. professional experience outside Rüti. in Europe. Heinrich Baumann comes into the world Following a lengthy stay in Basel, Fritz An important means of communica- on 4 December 1861 in the family house at Baumann works for the Bell company tion for the business world of the day is Nauen in Rüti. He is a bright lad and he in Kriens. Together with his brother Heinrich, of course the postal system. The Swiss attends the schools in Rüti. After successfully Fritz applies for a job in the railway post office is formed in 1849 and since completing his second year at secondary workshops in Bellinzona, wearing his Sunday 1850 there have been stamps that are val- school his parents send him to the École best at Heinrich’s express request and id throughout Switzerland. Secondaire Commerciale in Neuenburg for he does indeed get the job. So Heinrich The exchange of letters between com- two years. That gives him the opportunity encourages him to put his heart and panies is conducted very formally and to learn French and at the same time to train soul into learning Italian and his mother each letter contains courteous phrases in commercial subjects. In 1877 he comes puts an Italian grammar primer in with which seem rather amusing today. back to Rüti and completes a three year the next bag of washing. After these years business apprenticeship at the engineering of apprenticeship and seeing the world, works of Caspar Honegger. Fritz also enters the newly established On completion of the apprenticeship he Gebrüder Baumann company; not as a works for this company for a further year shareholding partner but as a fitter and as a commercial clerk. In April 1881 he mechanic. moves to St. Gallen and works in his cousin All we know about the “middle” son Rudolf Baumann’s business. Rudolf Baumann Caspar (also a half-brother) is that after his is the successful proprietor of an umbrella father’s premature death he continued business. Heinrich Baumann travels all over the parental wainwright business together Switzerland as an umbrella salesman and with his mother. Clearly he too shows he even sells his umbrellas in Italy, France entrepreneurial skills in his early years, and Austria. He is a very sociable, successful because the company is successful and skilled salesman and he soon becomes under his management. a member of the Swiss Association of Travelling Salespeople.

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6 The First Generation 1886–1930 7 History of the generations

The Second Generation 1930–1960

Henri Rüegg-Pfenninger, 1886 to 1960 Development and Son from the second marriage of Barbara expansion in difficult times Baumann-Honegger with Hans Rüegg (so Henri Rüegg is a half-brother of Caspar The second generation has the severe de- Baumann). Already orphaned at the age pression of the thirties to deal with, and of eight, Henri Rüegg grows up in the family also manages the company during the of his oldest sister. difficult years of the Second World War. ——Diploma from the Cantonal Business The company grows to 250 employees School in Neuenburg, further education before the war and in the post-war years ——in Mendrisio and London the workforce is actually expanded to ——Director of the company more than 700 people. from 1922 to 1960 The establishment of the sales com- ——Active service as the commanding pany BIOS AG and the first sortie into officer (Captain) of a Highland Italy – the first move outside Switzerland Fusilier Company (First World War) in fact – marks the start of a crucial ex- ——President of Primary School Board pansion phase. (as the successor to his half-brother) The extent to which the company is Henri Rüegg-Pfenninger ——Chairman of the Municipal Council aware of its social responsibilities is ex- of Rüti pressed once again when in 1943 – in the middle of the Second World War – Ernst Baumann, 1895 to 1931 the “welfare fund”, again a purely em- Son of Heinrich Baumann. Entered the ployer-funded institution, is established. company in 1923 and died in 1931, Finally in 1952 the welfare foundation at the age of only 36. of BAUMANN + CIE AG is created, an arrangement for which both the employer and the employee make financial con- tributions and which is expanded in several stages into the pension fund which is still in operation today.

Ernst Baumann

1— Forge (around 1930) 2— Henri Rüegg-Pfenninger in the Tribelhorn 1 2 electric car (approx. 1940)

8 The Second Generation First steps abroad The BAUMANN company in the years from 1930 to 1966

In 1933 the partnership under the name In 1947 BAUMANN + CIE AG expands tries, and with increasing success. The task of “BAUMANN + CIE, Rüti / ZH” is trans- abroad. PRODOTTI BAUMANN S.p.A. is to conquer many challenges such as im- formed into a public limited company starts up in Brescia. The company is set up port quotas, shortage of foreign exchange and is from now on called BAUMANN + and managed by local co-founder and mi- and licensing obligations. In addition to CIE Aktiengesellschaft Rüti / ZH. Henri nority shareholder Dottore Silvio Benedetti. which, the manufacturing costs for the Rüegg-Pfenninger heads the company as Thanks to the proximity of the local car in- products in Switzerland are already con- Director and Delegate of the Board of dustry, this factory rapidly becomes one of siderably higher than in other countries. Management. the leading spring-making facilities in Italy. The main sales areas at this time are in me- 1936 sees the establishment of the first The parent company in Switzerland chanical and electronic engineering and subsidiary, “BIOS AG”, in Rüti. As a sales grows rapidly in the post-war years and the car industry. company, BIOS AG markets the metal foot the workforce increases to over 700 by In 1951 a custom was introduced rests made under licence at Baumann. 1960. Rising imports are the reason for which endures to this day: the chocolate Later this business is extended to include the growth. Along with Italy, intensive mar- rabbit at Easter. At this time there is still a shoes, boots and clogs. keting is primarily carried out in Germa- 20 franc coin for the Easter roast and also At this time BAUMANN has a work- ny, Austria, France and the Benelux coun- two eggs for each child. force of around 250 people. The employment bottlenecks caused by the crisis are exacerbated by new problems: Switzer- land is surrounded by the axis powers, the Back then … borders are largely closed, materials pro- The economic crisis reaches its peak in 1932. There are 6 million people unemployed curement and any deliveries abroad are in Germany. seriously impeded as a result. The male In 1933 the National Socialists come into power in Germany. employees have to do active service. Pri- Switzerland is in the grip of a deep-seated economic crisis marily thanks once again to the social- with serious employment problems. ly responsible mindset and actions of the In 1933 Malcolm Campbell sets a new land speed record. management, the company survives this He drives his car Bluebird at 437.91 km / h. extremely critical time. 1933 is also a year of records in the air: Willy Post flies around the world in 121 hours. Expansion of the Board On 1 September 1939 the German army attacks Poland; the Second World War of Management begins. Switzerland is once again spared invasion in this war. However, the effects on The management of the company is ex- the economy and on society are once again far-reaching. The war lasts until 1945 panded by the entry of the two sons of and claims around 60 million lives. Henri Rüegg-Pfenninger, Dipl.-Ing. Hans In 1946 many parts of Europe lie in rubble and ash. The major cities of Germany Rüegg in 1944 and Dr. iur. Theodor Rüegg are particularly badly affected. Reconstruction revives the economy and leads to rapid in 1945. economic growth, especially in Switzerland too. The works committee is established in 1946 sees the arrival on the market in Italy of the famous “Vespa” motor scooter. 1947. Its job is to represent the workforce In 1946, series production of the “Volkswagens” is started in Germany. in dealings with the management. The ba- In 1946 a plane reaches a height of 17,000 metres for the first time. sis of its work is the “Union peace agree- 1949 sees the birth of the Council of Europe. ment” in the engineering and metalwork- In 1950 the Schumann plan for closer cooperation in Europe is presented. ing industry. The European Union is founded in 1951.

1930–1960 9 History of the generations

Right: Advertising brochure (approx. 1960)

Feminism BAUMANN employs its first Silent night … Even at this time there are There is also great hardship during the career woman. Emilie Frei is the company’s pranks galore in the Christmas period. Second World War. Food is allocated by first female manager. She enjoys great The workforce traditionally relocates to the means of rationing stamps and the Wahl- respect, above all among the business Lion in Rüti for lunch. The mood there is en Plan prescribes that even public squares apprentices. Even when the pencil stub normally one of cheerful festivity. When a have to be planted with food crops. One is almost impossible to hold because there normally very restrained employee has well-known example is the planting of veg- is more tip than pencil, it is far from one beer too many, he is taken home by his etables on Zurich’s Sechseläuten Square at finished …! That’s why there are metal workmates. They decide to play a joke Bellevue. Most men are on active service, extension tubes. When the inventory and they prop the poor chap up in the front so the women have extra work to do. is taken at the end of the year, even the doorway, ring the bell and quickly hide balls of string have to be unwound, behind a hedge. When his wife opens the Communication by punched tape measured with a tape measure and then door she just manages to catch her hus- For business contacts within Switzerland, rolled up again. band – to the great delight of his workmates. but especially with partners abroad, com- Twits A worker comes up to the company What happened next is unknown. panies frequently use TELEX (TELeprinter boss, beaming with pride, and tells him that EXchange). Data and text are exchanged from his window he has just watched fellow Chauffeur At this period the company via teleprinter, using a special communica- employee Franz doing no work at all for already has a chauffeur. He makes deliveries tion network. As typing on the machine it- a whole hour. When asked by the boss what and drives the company boss. When he self is very slow and incurs high costs be- he has been doing himself for the last hour, retires he admits that he has never owned cause of the long transmission times, the he slinks away red-faced. a driving licence … texts are first written on punched paper tape and then read by means of a special device. In addition to the exchange of information in business life, telex is key to the work of newspaper and radio editorial The hard everyday life teams. News from around the world is dis- of the factory workers tributed by means of telex. The economic crisis in the thirties brings And of course the telephone is also be- suffering and hardship to most Swiss fam- coming increasingly important for com- ilies too. There is mass unemployment to munications. BAUMANN has a large tel- a degree not previously experienced. And ephone exchange. All calls have to be those who do have work have to accept made by calling the exchange. The ex- wage cuts. The index of consumer prices change then makes the connections. For created in the twenties has hardly any ef- calls abroad the waiting time can extend fect on wage levels, because inflation and to hours, depending on the country. deflation alternate with relative frequen- cy. Work on the production line becomes the norm in the automotive and other in- dustries, and, insofar as their work can be measured, many employees are on piece- work. There are large wage discrepancies The first UB machine (around 1957) between the sexes: A woman in a cotton mill earns around a third less than an un- skilled male worker.

10 The Second Generation 1930–1960 11 History of the generations

The Third Generation 1960–1983

Hans Rüegg-Dressel, Dipl. Ing ETH, increasingly intensively cultivated. New 1918 to 1991 technologies are developed and employed Son of Henri Rüegg and Ida Pfenninger in production. The company goes for mar- ——Director of the company kets with large production runs, such as from 1960 to 1983 the typewriter industry, and is capable of ——Captain manufacturing these in the required qual- ——Member of the Cantonal Parliament ity with a high level of automation. Once ——Member of the National Assembly again this generation experiences not only ——President of the Swiss Mechanical rosy times but also has to hold its own in Engineering Employers’ Association some difficult economic situations. (ASM) The social partnership is established. ——Executive Board Member and Chair- The management includes the members of man of some important companies in the works committee and of the newly es- Switzerland tablished staff committee in the key decisions of the company. Junior staff devel-

Hans Rüegg-Dressel Theodor Rüegg-Kietz, Dr. iur., opment is encouraged and the company 1920 to 2004 invests in the training of apprentices in a Son of Henri Rüegg and Ida Pfenninger specially created training workshop. ——Director of the company The company also sets up its own from 1960 to 1983 crèche and employs fully trained nursery ——Captain nurses to look after employees’ children. ——Chairman of the Primary School Board Sporting facilities and events are organ- of Governors ised to provide meaningful and supple- ——Chairman of the Municipal Council mentary leisure activities. of Rüti Dipl.-Ing. Hans Rüegg is President of ——Member of the Cantonal Parliament the Employers’ Association of the Swiss ——President of the Employers’ Association Mechanical Engineering Industry (ASM) of the Zurich Oberland and for that reason BAUMANN is involved in many projects. One of these is intended to promote the integration of foreign employees – in those days above all Technological advances from Italy – by means of films, audio-visu- and increasing Theodor Rüegg-Kietz al presentations and workshops. And last industrialisation but not least new working models are tried out, such as job rotation, job enlargement The third generation provides a stable and job enrichment. These are intended basis for the company. The company ex- to promote employee motivation and sat- pands its sales to the international mar- isfaction. New systems and schemes for in- kets. The Sales organisation is interna- house suggestions are also tested. tionalised accordingly. Relationships with major and globally active customers are

12 The Third Generation The modernisation phase and the arrival of electronics The BAUMANN company in the years from 1960 to 1983

BAUMANN + CIE AG celebrates its 75th Back then … anniversary in 1961. The company’s clubs On 12 April 1961 Yuri Gagarin is the first man to circle the world (brass band, male voice choir and sports in the spacecraft “Vostok I”. clubs) take an active part. The celebrations In 1961 the Air Traffic Control Service is automated. take place in a large pavilion. In 1961 plastics achieve a temperature resistance up to 200 degrees. At this time BAUMANN’s main cus- In 1961 the Beatles cause a sensation with their music and get teenage girls tomer is the business machine industry. in particular screaming. BAUMANN is the market leader in this In 1968 students become active even at the Swiss universities; segment in Europe. The basis of its success later people speak of the “68 generation”. is the in-house development of automated 1969 is the year of manned space flights, with the first moon landing machinery for the manufacture of tension as the unforgettable highpoint on 21 July. springs. Springs for business machines are Women’s fashion is dominated by the mini-skirt, worn with high boots even exported to the USA. and overlong overcoats. In some cities people are increasingly confronted with the problem First foothold in Germany of young drug addicts. It is primarily the shortage of qualified staff In 1970 and the next few years the headlines in the newspapers are dominated by that leads to the acquisition by BAUMANN avalanches, earthquakes and catastrophic storms, as well as numerous plane hi-jacks of a small spring manufacturing facility in In the economy the term “stagflation” (stagnating economic activity with simultaneous the German town of Liechtenstein. Along inflation) is doing the rounds, a term which does not actually exist according with the parent plant, this factory supplies to the text books. millions of tension springs to the manufac- The seventies are a time of great difficulty for the economy: One after another, turers of electro-mechanical typewriters in various globally active companies relocate their production to Southeast Asia. subsequent years. The German company quickly establishes new strengths in the manufacture of punched and bent components, which are still key to the production programme to this day. In 1970 BAUMANN issues invitations to a family day. 1,200 people view the fabrication facilities and enjoy a snack of sausage and bread. A helicopter is employed for the erection of the floodlights for the new sports ground. The slide rule is replaced by the PC. The welfare foundation offers 145 of its own apartments in this period. BAUMANN is extraordinarily successful with its tension springs. Together with the fabrication departments in Germany and Italy, three million tension springs have been produced up to this point. Design (1961)

1960–1983 13 History of the generations

Elevenses are important. Every morning The opening of the mail is at this time the If these tension springs were lined up the departments send the apprentices job of the management. They meet up at the next to one another the resulting distance to the nearby shop with a big shopping list. start of every working day, “armed” with would stretch to the moon and back twice Cervelats are popular; they are baked letter openers. In time they come to recognise over. in the ovens. Everyone “looks after” his own envelopes with “order potential”, so the At this time the apprentices are training sausage. A spicy barbecue aroma wafts “lower echelons” of management end up for the first time in subjects that are not on through the workshops. Cider is a popular opening mostly advertising mail. There is, offer at the technical college, and for the drink – but not sweet cider. It is brought however, some mail that raises a smile, such first time the apprentices’ parents are invit- from home in flagons. It is said that some as the enquiry from a gardener asking ed to parents’ evenings. buy the fruit from entire trees and then about the prices for chicken manure, on the In 1976 cashless payroll payments are press the cider themselves. Later on, in order assumption that BAUMANN sells chickens’ introduced, and in the same year the Asso- to limit the time and effort involved, a cart feathers (“Feder” means both “spring” and ciation for Family gardens is founded. The from the landlord of the Rössli and one from “feather”). general meetings of the company health the landlord of the Hirschen move from insurance fund take place according to tra- workplace to workplace laden with elevenses Emergency call In 1986 the whole company dition in Eschenbach at carnival time, and snacks. There are actual conflicts between goes on an excursion. On the way home all of Eschenbach joins in the celebrations. the competitors. In order to make sure that an employee suffers a cardiac emergency. In those days the employees can ride to their favourite snack is not already sold out, The special train does not stop at any work and home again in five of the com- they order in advance. stations. But the patient needs to reach a pany’s own minibuses. hospital urgently. There is no contact In 1977 the new freight building is in- Company first aid Maintenance work at all with the engine driver so the guard ties augurated, in 1978 the new canteen is scheduled by the management is carried out a note to a heavy object, with the request opened and in 1979 the “Surface Technol- during the factory holidays. The company to stop the train at the next station of any ogy” department moves into its own, new- first-aider is of course also on site in order to size and to organise an ambulance. As they ly erected building. deal with any injuries, but his main job is pass through the next station he throws the to answer all incoming telex messages with a note at the station master’s feet. It worked – The age of the computer begins prepared telex strip, “BAUMANN + Cie AG even without a mobile phone. With the arrival of Hans R. Rüegg a phase is closed for maintenance work”. Nor are any of modernisation and international orien- orders taken in this period. tation begins. Electronics are taking over, both on the production machines in the

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14 The Third Generation Advertising materials of the seventies

fabrication facility as well as in the coming. In 1980 the computer age begins for puters in the office area. the BAUMANN Group. They start with two Flexibility is in demand even in back IBM S / 34 systems. In 1982 and 1983 then. Contracts with fixed delivery dates European industry is under the pressure of are replaced by agreements that provide a significant recession, which hits the plant for deliveries “just in time”. Customers try in Germany with particular severity. to keep their stock levels low and to min- imise risks. The call call-off deadlines are Fax and the electric typewriter between three and four months. conquer the world of the office 1974 sees the arrival on the market of the From internationalisation first remote copier. The information is trans- to globalisation mitted over the telephone network. The fax Even some of BAUMANN’s important cus- is not regularly used at BAUMANN until tomers are building new plants in Asia, the early eighties. The major advantage and the American market is becoming in- over the telex lies in the fact that it is also creasingly important. Hans R. Rüegg is giv- possible to transmit drawings. The typebar en the job by the Administrative Board of typewriter is electrified and later devel- setting up new BAUMANN factories in Sin- oped into the golf ball typewriter If a sec- gapore and America. After some detailed retary makes a typing error, he / she now clarification, Charlotte NC is chosen as the benefits from the revolutionary innovation location in the USA. Both subsidiaries are that is the correction key. open for business in 1979. America initially as a sales support base, Singapore as a production facility. This marks the start of a new era for BAUMANN. And a new strategy is formulated: “Internationally active customers are to be supplied as close as possible to their locations worldwide.” A principle that still applies today. The product range is greatly expanded. In 1980 more than 18,000 different items are produced at company HQ in Rüti, in around 12,000 fabrication orders a year. However, at this time BAUMANN + CIE AG is also confronted by a serious problem. Within a few months the typ bar typewriters are first superseded by the golf ball and later by those with a daisy wheel. Sales of these special tension springs slump abruptly. Instead of resigning itself to decline, the company quickly manages to establish a new market: keyboard springs for the computer industry. 1— Opening of the BAUMANN sports ground Once again the clever engineers at in 1968 BAUMANN manage to automate the en- 2— The legendary BAUMANN skiing races 3— Canteen (1961) 4 tire process – including 100-percent test- 4— Crèche

1960–1983 15 History of the generations

The Fourth Generation 1984–2010

Hans R. Rüegg-Wäber, Dipl.-Ing. ETH BAMATEC AG, provide the BAUMANN Son of Hans and Helene Rüegg-Dressel, Group with the decisive technological lead born in 1946 over its global competitors. One important ——Operations Director of the company factor is the introduction of EDP, which is from 1984 to 2010 being expanded into a global system by ——Chairman of the Board means of “MOVEX”. of Administration With numerous local working visits, ——First lieutenant Hans R. Rüegg has not only supported the ——President of the Water Supply management of the subsidiary companies Cooperative of the Zurich Oberland but also and above all guaranteed the ex- ——Member of the works committee in Rüti change of technical know-how within the ——Vice President and Treasurer Group, which is important in that there are of Swissmem specialists at work in almost every plant ——Executive Board Member who have highly specific expertise. And it and Chairman of some important is crucially important for an international- ompanies in Switzerland ly active group of companies to make optimum use of this expertise. Hans R. Rüegg-Wäber Under the leadership of Hans R. Rüegg, quality management systems are estab- Globally leading lished and certified in every business. A company stipulation set by the car manufacturers, with broad orientation but which will also be a requirement of all major customers and industrial sectors in Hans R. Rüegg has vastly expanded the the years to come. company in its fourth generation, establishing new production plants around the world. The factories in England, France, Spain and the Czech Republic have been added in Europe, and under his leadership BAUMANN has also established the subsidiaries in the USA, Singapore, Malaysia, China and Mexico. As an engineer Hans R. Rüegg has promoted new, electronically controlled production processes, and with a major boost to investment brought all the plants of the BAUMANN Group up to a high technological status. The in-house development department, and subsequently

16 The Fourth Generation The worldwide expansion of the company's plants The BAUMANN company in the years from 1984 to 2010

Dipl.-Ing. Hans Rüegg and Dr. Theodor Back then … Rüegg step back from operational man- In 1985 there are two wine scandals that grab the attention of the public: agement at the end of 1983. Together with In Austria wine is laced with glycol and in Italy with methyl alcohol. a new management team, Hans R. Rüegg Acid rain and the consequent death of the forest is a major topic, and speed limits takes over the management of the com- are introduced on many motorways to reduce air pollution. pany. All the operational processes are In 1985 a new ski-jumping world record of 191 m is achieved in Planica. optimised. There are around 330 million cars and 100 million lorries worldwide. In 1985 the parent company in Swit- The “pill” celebrates its 25th birthday in 1985. zerland achieves sales amounting to more In Berlin escape attempts over the wall from the GDR are becoming more frequent. than 50 million francs for the first time. The In 1986 the reactor accident in Chernobyl triggers a core meltdown first PCs are employed in the financial ac- and a major discussion on the topic of nuclear energy. counts department and in the technology The Berlin Wall comes down in 1989. department. The company management 1990 sees the reunification of the two Germanies and major upheavals also works with PCs – the first piece of soft- in the states of the Eastern Block. ware is called Symphony. The Schengen Agreement is signed in 1990. In this period another product is de- In 1990 the Challenger Space Shuttle disintegrates shortly after launch. veloped which will be crucial to the The first ever website is launched. BAUMANN Group to the present day: The arrival of the new millennium is celebrated worldwide in the year 2000. The manufacture of spiral-wound filaments. Particular attention is paid to all computer systems, because software does not Over the years the production process, in- recognise the year 2000. cluding the testing of these products which In 2000 the voting public consent by a clear two-thirds majority to the bilateral are used to preheat the glow plugs in die- agreements between Switzerland and the EU. sel engines, is further automated in vari- On 11 September 2001 the twin towers of the World Trade Centre in New York ous stages. and the Pentagon in Washington are rocked by terrorist attacks carried out using In 1986 BAUMANN + CIE AG cel- hi-jacked airliners. There are thousands of fatalities and the whole world is shocked ebrates its centenary with several par- and paralysed. ties and many guests. The “BAUMANN The euro is introduced as the currency in the EU on 1 January 2002. March”, composed by master baker Bru- On 26 December 2004 a severe tsunami along the coast of Asia costs 230,000 lives. no Bächtiger from Ermenswil, is performed In 2005 Benedict XVI is elected Pope. for the first time. In this anniversary year In 2005 Angela Merkel becomes the German Chancellor. a new, very successful project is also In 2005 the prototype of the Airbus 380 is presented to the public. launched: The development and produc- In 2005 one of the legendary double-decker Routemasters completes its last service tion of rings to attach plastic wheel trims run in London. to the wheels of cars. Once again the en- The pavements are taken over by the kickboard. gineers at BAUMANN manage to automate the production process. In addition to the automated ring machines, a fully automatic coating system is also put into operation.

1984–2010 17 History of the generations

Smoking permitted In some offices there is the restaurants of the village. And of course New quality standards still a lot of smoking, but not everyone likes all eyes are closed if the entire population In 1987 BAUMANN + CIE AG is the first it. A cheroot smoker, who is always eagerly joins in the drinking. They can also Swiss spring manufacturer to be award- extremely considerate, places his still burning help themselves to small bottles of schnapps. ed the quality certificate of the Swiss Con- cigar on the radiator in the corridor before On one occasion one of the partygoers, who sortium for Quality Assurance Certificate entering each office. As a result the corridors was no longer totally sober, wanted to show (SQS) in compliance with Swiss standard are full of cheroot smoke for days and the management that he could do a hand- SN 029 100, level A, which is later trans- in the evening there are cheroots lying on stand. Schnapps bottles tumbled one by one formed into European standard ISO 9000. various radiators, which their owner has out of all of his pockets … The works site in Ermenswil is given entirely forgotten. street names and the individual buildings Bööggli One popular custom is the visit of are numbered. The management no long- Under cover Wage packets used to be made the female costumed “Böögglis” in the er have their offices in the “White House” up in cash. Transporting money about was ballroom. It is said that on more than one but at Oberstrasse number 10. really precarious even in those days. The cash occasion a man has smooched with his In 1988, in the context of project “EDP is collected in two cars from the bank in Rüti. own wife on his knee without noticing. It is 90”, the first IBM AS/400 system is put The chauffeur and the Head of Financial rumoured that there has often been trouble into operation, and the extremely success- Accounts sit in the first car and two former at home afterwards. And one of the ful ring department is expanded by means policemen, who are now employees of reprimanded husbands later grumbled in a of an extension to the workshop. BAUMANN, sit in the second car. These resigned manner, “What a fool! I should All the top management receives train- always wear raincoats – entirely inconspicu- have recognised that backside (though he ing in management questions and for the ously and even in bright sunshine – so that used a more popular slang term for the quality processes, in courses lasting sev- they can keep their pistols ready to hand in part of the body in question). A rather older eral days. their coat pockets. As this procedure is chap was once really enjoying having becoming more and more precarious, a cute Bööggli on his knee. Everyone but Goodbye to the company health together with the works committee and the him had noticed that it was in fact a male insurance fund staff committee, the management decides Bööggli. There are, however, also some incisive to transfer wages directly to employees’ bank innovations in the welfare sector. The accounts from now on. But this is not as Grounds for resignation A young tradesman “BAUMANN Health Insurance fund”, in- simple as it seems and is not met with has handed in his resignation. He comes to dependently managed for 70 years, is enthusiasm in all quarters, because it is clear the management to say goodbye. He explains merged with “Krankenkasse Helvetia” and that not every employee has been entirely that he actually likes working at BAUMANN taken over by it. This step becomes nec- honest with his dear wife about the amount and that he is only leaving the company essary because the number of subscribers of wages previously received in cash... because he wants to spread his wings for a is no longer large enough. This represents little. When asked where he is going he the end of a tradition which has made its Parties The BAUMANN company has answers, “To Weidmann’s in Rapperswil”. mark on company life for many decades, always celebrated its important occasions in Another employee once handed in his not least because of many legendary Gen- style. In those days the general meeting of notice giving the reason that he was going eral Meetings. the health insurance fund always takes place to a company that paid wages twice a at Carnival time, in the “Stars” in Eschen- month – he was on a monthly salary at New production areas bach. The evening meal is then served in all BAUMANN ... In April 1989 the BAUMANN Group strengthens its important position in the English market quite decisively. With the takeover of the extremely well-known English company William Finucane, Springs & Pressings Ltd., a large and entirely new customer base is added. This

18 The Fourth Generation crucially consolidates the position of New production plants BAUMANN in the EC region and also In 1994 the BAUMANN Group expands solves some awkward currency problems. into Spain. Spain has become an impor- At the parent company in Rüti and at tant region for the manufacturers of plas- 1 the plant in Liechtenstein there is a major tic wheel trims. And entirely in line with modernisation move in the design depart- the company motto of developing and ments with the introduction of CAD. The producing “in close proximity to the major ground is also broken for the new plant in customers”, BAUMANN MUELLES S.A., the USA, which moves into a new building Legutiano, is created. Following a brief in 1990 and can as a result greatly ex- construction period, production starts on 2 pand its own production. The production May 1995. Which means that BAUMANN of wheel trim rings is started, among oth- now produces attachment rings for wheel er things, thus marking the start of a very trims in large quantities in Switzerland, successful phase for this factory. They also England, Spain and the USA. move into a new building in Liechtenstein. But BAUMANN also expands into France in 1994. The purchase of the 2 The years of the recession well established RENAD spring factory in At the start of the nineties, black clouds ap- Cranves-Sales, near to Annemasse, not far pear on the economic horizon in Europe. from the Swiss border, opens up new sales A deep recession also leaves its mark on opportunities for the BAUMANN Group, BAUMANN, leading to job cuts at the including in the electronics industry. parent company in Switzerland in 1993. In these years BAUMANN SPRINGS Thanks to a good information policy and Ltd is presented with many quality awards the close involvement of the employees, from well-known customers. In 1997 the the authorities and the employer’s and 111th birthday of the company is celebrat- union representatives, this painful crisis ed with an open day and the organisation is successfully overcome. The tasks faced of the Group gets a new structure, which in the subsequent years are approached still applies today. 3 with a correspondingly high level of opti- mism. The motto is “Achieving better qual- Expansion in manufacturing ity along with lower costs and produc- systems engineering ing as close as possible to the customer In 1997 the BAUMANN Group acquires with a global sales organisation.” And it another subsidiary, BAMATEC AG. The is successful. reason for forming this new company is the business failure of Schenker Maschin- Products for winter sports en AG. The BAUMANN Group owns 130 In this period there are also sports stars “Schenker machines” at this time and, from the field of snowboarding frequent- as the Schenker company has no viable ly passing through BAUMANN’s appren- future, BAUMANN SPRINGS Ltd buys ticeship department. Ernst Egli, a sports the assets from the Schenker bankruptcy 4 equipment dealer from Rüti, has devel- and combines them with its own existing oped and patented a system for tension- machine-building department to create ing snowboards. BAUMANN builds this BAMATEC AG. This combination delivers 1— Factory building on the Lattenbach, with mail trolley system, which is subsequently developed some key advantages for the BAUMANN 2— The company site, nestling in the into the “STM”, a binding plate for carv- Group. Specialists with know-how from Lattenbach valley 3— Tool and equipment making (around 1980) ing skis. spring fabrication now collaborate with 4— Tool design

1984–2010 19 History of the generations

Right: BAUMANN uses this advertisement to promote its wares in the nineties

experts to build special machines for the pany in future if need be. Considering the closure of the plant. The main products of construction of spring machines, which emerging economic problems, the man- this company are relocated to Spain, the give the BAUMANN Group some major agement decides to postpone the interior Czech Republic and Switzerland. Both of advantages in the market. work until better times. This proves to have these actions are associated with major ex- In 1998 the “MOVEX” EDP project is been a correct move. pense and are radical. implemented. Thanks to “MOVEX” all the BAUMANN plants worldwide are globally A fresh new look Crisis years and transition phase networked to this day. But there are some In 2003 the parent company subjects In the late autumn of 2008 there are dark major and complex problems to overcome the buildings in Ermenswil to a new over- clouds on the economic horizon. They also before things run smoothly. all layout, which has been elaborately influence the BAUMANN Group to a de- On 12 April 2000 production starts at worked out in advance. gree not previously experienced. Above all BAUMANN China in Shanghai. This move BAMATEC AG organises an in-house the crisis in the car industry leads to an to China is also taken in order to ensure exhibition, which is met with great interest employment situation in 2009 which can- production near to existing major custom- by the customers. not be overcome with short-time working ers which have set up in this region. 2006 is another year of new begin- alone, and which unfortunately makes job At this time BAUMANN Rüti is working nings. In Karvina the ground is broken for cuts at the parent company unavoidable. It to meet all the requirements for fulfilling the new production plant in the Czech Re- is all the more gratifying that the results for the environmental management system ac- public in the presence of many local nota- 2010 are already very positive again. The cording to ISO 14001, because the envi- bles, and in Mexico, in the city of León in “new generation” with Thomas H. Rüegg ronment is also a major topic at company Guanajuato State, the building work for at the helm has made a large contribution headquarters. the new plant of BAUMANN Springs León to bringing about the rapid turnaround. In 2001 the US market is significant- is advancing rapidly. Once again it is mar- And it has accumulated valuable experi- ly expanded with the establishment of ket considerations and customer require- ence and coped impressively well in a dif- BAUMANN SPRINGS TEXAS, Dallas. The ments that have persuaded BAUMANN to ficult period. objective is to exploit new sales opportuni- expand the Group into these countries. ties in the USA. In the same year the parent compa- The digital age With the erection of new building 46 ny takes its leave of the ring department. During this period we see extremely rap- in 2002, construction activity comes to a The high cost levels in Switzerland and the id development from the electric typewriter stop for the time being on the Ermenswil ever more significant transport costs com- with a golf ball or daisy wheel, through the site. There is however still plenty of land pel the company to relocate ring produc- first electronic typewriters with a display, to in reserve to continue expanding the com- tion from Switzerland to Spain. 350 mil- the laptop of the current day. The illuminat- lion rings had been produced at company ed message board that lights up in various HQ since 1986. buildings and offices whenever there is a In 2007 the company’s know-how in the phone call for someone, has to give way area of wave springs is expanded in col- to the “pager”, which is carried on the per- laboration with the Technical University in son. And both are soon replaced by wire- Rapperswil. Complex calculations using less mobile phones. the finite element method lead to some in- The fax machine has largely seen its teresting findings. The whole BAUMANN day and has been replaced by e-mail on Group is modernised with some substan- the Internet. tial investments. The Group is on a high in It is also possible to hold telephone con- terms of results. ferences via the Internet. And with a mo- 2008 becomes a year of restructuring bile phone people can get in touch with measures. In the USA, production is shifted each other wherever they are. from North Carolina to Texas and Mexico. And in England the unsatisfactory trends in a shrinking domestic market lead to the The machinery in 2008

The Fourth Generation 1984–2010 21 BAUMANN IN MOTION

The founding families

BAUMANN Rüegg

Caspar Hans 1st marriage 1st marriage Elisa Honegger Susanna Thurthaler

2nd marriage Barbara Honegger 2nd marriage Barbara Honegger Hermann

Hans

Setty

Hermine

Heinrich Caspar Fritz Henri 1st marriage Elisa Merz Hermine Rüegg Emma Bünzli Ida Pfenninger

2nd marriage Emma Oertli

Heidy

Margrith

Hans Theodor 1st marriage Helene Dressel Rosemarie Gfeller

2nd marriage Elisabeth Kietz

Barbara

Helene Rosemarie Katharina Hans Christine Susanne Wäber

Andrea

Karin Thomas

22 The founding families The rather different change of generations

It wasn’t exactly planned that way, but the economic crisis accelerated the historical- ly traditional procedure in the BAUMANN family business, i.e. the change of generations. The handover of executive responsibility to the fifth generation and the re- tirement of Hans R. Rüegg were actually scheduled for November 2011. But with its ability to deal with the crisis year of 2009 and with the success of the BAUMANN Group in that year, the new management crew impressively demonstrated its potential. The energy and resolve of the “new generation” impressed Hans R. Rüegg so much that he came to the conclusion that it was the right time to hand over responsibility to Thomas H. Rüegg. And as a result the management changed hands as of 1 December 2010. Even though such generation changes are expected in a family business they are by no means a matter of course, as is repeatedly shown by many failed succession arrangements in long-established companies. Precisely for that reason this generation change has become what the “youngsters” of the fifth generation now describe in 2011 as a major challenge and an “exciting process”.

Father and son, or the head of the fourth generation and his successor: Hans R. Rüegg and Thomas H. Rüegg (left).

The rather different change of generations 23 BAUMANN IN MOTION

Team management has a long tradition. How Ruedi Ziegler came to BAUMANN and a friendship arose that went far beyond

Until the end of 2008 there was a man- There was one. So Ruedi Ziegler, who block at Bergacherstrasse 20 a in Rüti at agement team at the head of BAUMANN, had taken his first job at Rieter after finish- the same time. From being neighbours in which worked together in a similar way to ing his degree at the University of Zurich, a block of flats, a unique business and pri- Thomas H. Rüegg and Hansjürg Hartmann was invited “purely by chance” to supper vate relationship has emerged which en- today: Hans R. Rüegg und Ruedi Ziegler. with Hans Rüegg, without any knowledge dures to this day. All the same, this collaboration was not of the real reason. They found each other In his 37 years at BAUMANN, Ziegler originally planned that way – it emerged very likeable, they got into conversation carried out a wide variety of manage- by chance. and consequently quickly reached agreement functions and headed the Finance How Ruedi Ziegler came to BAUMANN ment about a change of job from Rieter and Administration Department within the in the first place is a story in itself. In 1971 to BAUMANN. Ruedi Ziegler, who had Board of Management. When the com- Dipl.-Ing. Hans Rüegg – the father of Hans been in line for a top management job at pany was reorganised in 1994, Hans R. Rüegg – was elected to the National As- Rieter, had only one more major worry: R. Rüegg took over as CEO of the whole sembly. Along with the various political of- “How do I tell Dr. Hess and my bosses at Group and Ruedi Ziegler headed the par- fices that took up a lot of his time, he was Rieter?” Nervously and with a slightly bad ent company in Rüti as COO from then involved in several important governing conscience, Ruedi Ziegler finally handed in on. The engineer and the business econ- bodies and employers’ organisations. In his notice – only to find out later that every- omist complement one another perfectly brief, he was a very busy entrepreneur. So one had long since been informed by the and they get along extremely well with- it was not surprising that he asked Dr. Kurt boss in person and behind his back about out any long meetings. Hess, at that time the boss of Rieter AG in his move to BAUMANN. The two families have been close neigh- Winterthur, whether there might be a young And so it came about that in 1971 the bours again since 1979, with adjoin- business graduate in the large Rieter Group families of Hans R. Rüegg and Ruedi Ziegler ing gardens in the Berghof in Rüti. They who could become his assistant. moved into their flats in the BAUMANN have spent and still spend many hours of their spare time together. Even Hans R. Rüegg’s hobby of restoring and driving old post vans and lorries is shared by Rue- di Ziegler. After working in the office all day, they are both perfectly happy to get into their overalls and get their hands dirty messing about with vintage vehicles. And the fact that friendships also work when roles are reversed was demonstrated when First Lieutenant Rüegg was by chance assigned to the staff of Major Ziegler, and the “superior / subordinate relationship” between the two friends was reversed for the duration of several military training courses. The Rüeggs and the Zieglers have walked the dogs together in the evening for many years, and also go walking in the mountains. This has occasionally given the Hans R. Rüegg (left) and Ruedi Ziegler headed the BAUMANN company in its 4th generation as friends, and still share a passion for old post vans.

24 The rather different change of generations Coming to terms with oneself teresting, instructional and always con- Thomas H. Rüegg, the son of Hans R. structive: doing one thing without ne- Rüegg, was employed by the company in glecting the other, i.e. maintaining the January 2004. In the subsequent years he traditional strengths such as social engage- performed more and more management ment, continuity and responsibility, without roles. For example, during his two-year neglecting the development of the compa- stay at BAUMANN Italy he was essential- ny and of its employees. Or facing up to ly responsible for its reorganisation. Then the changing times and with dynamic co- he realigned the two businesses in North operation, exploiting all new methods of America and stamped his mark on them. collaboration. When Thomas H. Rüegg was confronted by his father with the question of suc- When two generations want cession at the end of 2007, this was not the same thing in different ways the logical consequence of a succession And so what had to happen, happened: arrangement that had been systematically the clash of two generations, two manage- planned and pursued over the years, with ment styles. Or to put it in another way, a clear outcome. No, it was much more instead of being led by an engineer the of an individual process. An intensive ex- company is now led by economists, who, amination of his personal aims in life, of as they say themselves, compensate for his ideals, of managing a company, and their lack of specialist technical expertise Ruedi Ziegler (right) wishes his successor Hansjürg the question of whether and to what ex- by engaging the right people for the right Hartmann all the best for the next 125 years. tent he can identify with the values of the developments. company. “The focus is on the individual,” says husbands walking ahead the welcome After all, Thomas H. Rüegg had es- Thomas H. Rüegg, stating that they main- opportunity to discuss questions in the tablished two well-respected restau- tain and cultivate a different management fresh air and at length, which they hard- rant businesses away from the world of style because they delegate technical au- ly found time for in the everyday life of BAUMANN, and he was also interested thority and try to employ each individual the business. in a lot of other ideas. So the decision to where he or she can best develop his or In neighbouring offices at work and commit himself to BAUMANN was equal- her potential for the company. “This trans- with adjoining gardens at home. And for ly carefully and closely considered, in full formation is achievable,” says Hansjürg almost forty years – a friendship that is as awareness of the consequences. And from Hartmann, “because the company has a formative as it is unique. Not just for the then on he was the one who formulated technical basis which is at an extraordi- two husbands but equally for the wives the personnel decisions at management narily high level.” Now the task is to make and children of the two families. level. the right changes with regard to increased At his explicit request and with a view flexibility and productivity in order to stay to the future, Hansjürg Hartmann was ap- one step ahead of the competition at all pointed as his partner with immediate ef- times in a challenging market environment. fect. With great commitment, a wealth of “Optimising what already exists” is his cur- ideas and a high level of motivation the rent motto, i.e. reinforcing social compe- two put their minds to the transition proc- tence, generally delegating more respon- ess, which both subsequently describe as sibility and having the courage to make not always entirely easy but extremely in- decisions.

The rather different change of generations 25 BAUMANN IN MOTION

None of that would work without inten- family company represent a major differ- sively examining the management staff, ence between him and the next genera- the management structures and the man- tion. “Knowledge is power, but also im- agement processes. In the view of senior plies great responsibility,” says the new boss Hans R. Rüegg, who has now walked management, and for that reason it also through the factory almost every day for holds risks, especially in a structure in the best part of 33 years, “a process that which the lion’s share of responsibility rests is in some respects long and not always solely on one individual. “We will never efficient, but which with regard to the fu- have the comprehensive technical knowl- ture world of work is entirely appropriate.” edge of Hans R. Rüegg, but we believe in working in a team that combines various The person who leads BAUMANN is strengths and employs constructive criti- an entrepreneur cism to find the best possible solutions for and not a manager. the problems at hand.” Despite that Hans R. Rüegg admits: “Hand- ing over does not come easily. Letting go Tomorrow begins today. of what you have led with so much com- The fact is that Thomas H. Rüegg and mitment through good times and bad times Hansjürg Hartmann are now taking over is more difficult than you think.” And he the management of BAUMANN in its fifth stresses that with all the optimisations and generation and that Hans R. Rüegg is push-

BAUMANN – always a hot topic for the “Zürcher adaptations to the hectic changes in the ing, supporting and sharing responsibility Oberländer” newspaper. Especially when its world of work, the new management must for this changeover, because “the good de- management changes. A first interview with Thomas H. Rüegg, taking over the management always remain aware that it has after all cisions have to be taken now so that tomor- of the family company in its fifth generation. social responsibility for almost 1,300 em- row we can actively and positively carve ployees and a large part of the communi- out our future.” He knows from his own ex- ty of Eschenbach. “The person who leads perience that nothing will turn out quite as BAUMANN is not a manager but an entre- planned. “But,” he says unequivocally, “it preneur.” Hans R. Rüegg places great em- is more important to strengthen all our skills phasis on that. He will tolerate no contra- and energy now, as well as our willingness diction, because he has no time at all for to change, than to wait for an unclear and “economically short-sighted thinking and a undecided future, because tomorrow is al- lack of social responsibility.” ready beginning today.” The fifth generation can commit itself ful- To sum up, when two generations ap- ly to these values. After all, it knew precise- proach and deal with one another in such ly what it was letting itself in for. So it has an open fashion, and put their skills and taken on this great task fully aware of its convictions so unreservedly at the service significance. No ifs and buts. And yet with of the company, there is no real need to its very own ideas. fear for its future. The massive experience and tremen- dous knowledge of Hans R. Rüegg across almost all the processes in the BAUMANN

26 The founding families BAUMANN today – Traditional values and the continuous pursuit of the future as a matter of principle

The history of BAUMANN starts in 1886. This aim is being sought with locations on A vision that lives, Since then BAUMANN has been repeated- three continents, enabling fully integrat- and three factors for success ly starting afresh for 125 years. On princi- ed action. Customers benefit as a result and sustainable solutions ple. And in full awareness that that is the from coordinated support, comprehensive BAUMANN is a world leader in terms of only way to set out continuously and to col- knowledge of the international markets, quality, technology and partnerships in se- laborate in the future of customers in an from an intensive transfer of knowledge lected market segments. appropriately credible manner. between the various locations, reliable Quality: Reliable people and relia- Traditional values and an indispensable technical support and optimum commu- ble processes guarantee optimum qual- willingness to change are also the strengths nications, entirely according to their spe- ity. The will to achieve continuous im- of the family company, which has tradition- cific needs, thanks to the standardised IT provement is the motivation to work ally relied on long-term partnerships, be- platform. continuously and consistently on opera- cause only continuity guarantees sustaina- BAUMANN provides solutions that en- tional excellence. Well qualified person- ble added value for the customer. tirely meet the client’s specific require- nel, reliable processes and automated Sustainability, reliability and fairness ments. A tailor-made process for the joint 100 % testing procedures are the key to have always been among the strictly pur- discovery of technical solutions, for the de- achieving zero-fault production. The certi- sued principles of the company. Other- velopment of products, for the establish- fication of all BAUMANN plants accord- wise BAUMANN would probably not have ment of efficient production processes, for ing to ISO 9001, ISO TS 16949 and reached the age of 125 or survived eve- optimum packaging and transport logis- ISO 14001 is the declared aim and it has ry economic storm undamaged. Other fac- tics. BAUMANN is the partner to call, ir- already been largely achieved. tors included the independence of an own- respective of whether support for one or The visions include further industrial er-operated enterprise, which guaranteed more locations is required. standards with regard to safety, quality stability at all times, however troubled, and Customers can be supplied in virtually and efficiency in the areas of automotive, maintained profitability. every country in the world, and it is also electronic and mechanical engineering, Quick decision-making processes, glo- possible to have a presence and to gain a such as for example the demand for a ze- bally acknowledged and state-of-the-art foothold in the new markets. BAUMANN ro-fault guarantee even for high-volume technical know-how as well as the continu- intends to become even better in its ex- production runs. But also for the use of ous entrepreneurial urge to improve were isting markets and better known in the specific cleaning systems and processes, crucial to fact that the ability to innovate new ones, thanks to unequalled quality, and precision engineering down to work- never flagged. Goal-directed management unbeatable technology and outstanding ing with hundredths of a millimetre. has inspired the employees even in hard partnership. BAUMANN intends to achieve the times, and continuously remotivated them. And because standing still means fall- greatest possible customer acceptance by ing behind, BAUMANN is currently work- establishing customer-specific quality proc- Objectives that (still) apply ing hard on the future. With Group-wide esses, by employing automated 100 % BAUMANN is one of the world’s leading training programmes, with equally rigor- checking processes directly on the ma- manufacturers of springs and stampings. ous and continuous employee training and chine, monitored and approved by the The family company with its roots in the further education by means of internal and customers. Zurich Oberland region is justifiably proud external training courses, as well as with Technology: BAUMANN supplies the of that. It is after all the entirely immod- the active encouragement of in-house train- best technology, even for the most unusual est and ambitious aim of BAUMANN to ing workshops. customer requirements. The company de- achieve nothing other than leadership in velops and guarantees optimised produc- selected global markets. tion processes for even the most outlandish

BAUMANN today 27 BAUMANN IN MOTION

requests. Always on the basis of detailed velopment strategies with customers in- knowledge acquired over the decades, cludes the greatest possible flexibility, throughout the entire value-added chain speed and efficiency, always with the aim from product development and prototyping of being among the most important and to automated series production, with inte- preferred partners in each case. grated packaging solutions. Thanks to the BAUMANN is oriented towards compa- company’s own commitment to the continu- nies which are seeking cooperation with ous investment of a large part of the profits a strong partner. And that means on busi- in the latest machinery and special equip- nesses that need support with regard to ment – much of which is developed and co-engineering during development, in built by the company’s own mechanical the rapid evaluation of prototypes in the engineers at BAMATEC AG – BAUMANN pilot series phase and in customer serv- keeps its machinery up to a globally lead- ice, provided by experienced, competent ing standard. employees. Partnership: Partnerships should be oriented on the long term and optimised in the short term. The basis for long-term de-

The BAUMANN site in Ermenswil, photographed from the air.

28 BAUMANN today The management team of the BAUMANN Group

CEO Thomas H. Rüegg

Switzerland Germany BAMATEC AG Head of Business Int. Europe / Asia Asia China Development Hansjürg Hartmann Michael Fahrenbach Marco Samá Olivier Gemoets Oliver Schmid Lilian Cheong Rick Tan

Italy France Spain Czech Republic North America USA Mexico Paolo Tanfoglio Stéphane Lomartire Ricardo Omaechevarria Michael Vrla Pedro Sainz Chris Skinner Antonio Reus

The management team of BAUMANN Switzerland

COO Hansjürg Hartmann

Technology Purchasing and Logistics Sales Accounting and Controlling Andreas Hohl Hans-Peter Keller Daniel Kluser Hugo Hinder

The management teams 29 BAUMANN IN MOTION

The locations

Group synergies

Technology transfer China Supply chain Process know-how Germany Czech Republic France USA Switzerland Italy Mexico Spain Singapore

Switzerland Spain Singapore

Italy Czech Republic China

Germany USA

France Mexico

30 The locations Markets and applications

AUTOMOTIVE MEDIUM / HIGH VOLTAGE LOW VOLTAGE / ELECTRONICS MEDICAL TECHNOLOGY

––Safety components ––Safety cut-out switches ––Power and light switches ––Hearing aids ––Car electronics ––Drives ––Short-circuit protection ––Diagnostics devices ––Door and roof closing / locking ––Cable connectors ––Electrical connectors ––Pacemakers systems ––Electrical spiral contacts ––Lamp holders ––Blood analysis ––Wheel trims up to 8000 amps ––Components for electrical ––Injection systems ––Glow plugs household appliances ––Urology ––Drive systems ––CD and DVD electronics ––Guide wires ––Injection systems ––PC components ––Valve systems and cooling devices ––Braking systems

INDUSTRY / PLANT CONSTRUCTION MARITIME TECHNOLOGY RAILWAY TECHNOLOGY

––Oil and gas transportation ––Injection systems ––Diesel engines ––Printing presses ––Valves for large diesel engines ––Braking systems ––Lorries and special-purpose ––Damping assemblies for ––Bogies vehicles turbochargers ––Suspension mountings ––Mining ––Anchor systems ––Rail fastening systems ––Motorcycles ––Vibration dampers ––Electromechanical equipment ––Agricultural vehicles ––Door systems ––Special mechanical engineering ––Aircraft industry

Industry distribution Baumann Switzerland, 2010 Every car produced in Europe contains at least Automotive industry 36 % one BAUMANN spring component. Industrial and plant engineering 12 % Large diesel engines around the world Railway technology 10 % use BAUMANN valve springs. Medium and high voltage 10 % High-voltage systems worldwide are equipped Low voltage and electronics 9 % Maritime technology 9 % with BAUMANN components. Medical technology 3 % Miscellaneous 11 %

Markets and applications 31 BAUMANN IN MOTION

The products

COMPRESSION SPRINGS WIRE FORMS

The heaviest spring weights 145 kg Made of round or profiled wire, and has a wire diameter of 60 mm. with a wide variety of forms for a broad range of applications.

TENSION AND TORSION SPRINGS COPPER COILS

Among other things, BAUMANN The copper coils are used, produces springs for 30 million for example, for electro-hydraulic kitchen drawers every year. power steering systems.

STAMPINGS AND PRESS-FORMED PARTS SPIRAL SPRINGS

In order to produce the stampings, BAUMANN produces 25 million BAUMANN has a hydraulic press parts which are needed with a pressing force of 100 tonnes. for car seat adjustment every year.

SUBASSEMBLIES WRAP SPRINGS

Over 40 million overload couplings Wrap springs are used in all sorts are produced every year as a sub- of different areas, such as for car assembly for the adjustment of side window mechanisms, switchable mirrors. clutches for roller blinds and hospital beds, to name but a few.

TORSION BARS WAVE SPRINGS

The maximum test load for torsion Over 7.5 million wave springs were bars is 2000 Nm. produced for a trainer manufacturer.

MICRO-SPRINGS CONTACT ELEMENTS

The smallest spring is wound from Silver to the value of CHF 1.8 million a 0.05 mm wire. That’s thinner than is used for the coating of contact a human hair. elements

In 2010 the entire BAUMANN Group produced 3,374,248,440 springs and stampings, of which 902,678,389 came from the production facilities of BAUMANN Switzerland. 386,138 km of round and flat wire were processed at BAUMANN Switzerland in 2010. That corresponds to 9.65 times around the world.

32 The products INFORMATION ABOUT THE 446 EMPLOYEES at Baumann Switzerland

PLACE OF RESIDENCE PERIOD OF SERVICE Age 72 Eschenbach 2 Walde 9 % less than a year 23 % between 15 and 29 58 Rüti 1 Oberarth 23 % more than a year 44 % between 30 and 49 51 Jona 1 Bäretswil 17 % more than 5 years 33 % between 50 and 64 35 Ermenswil 1 Bassersdorf 25 % more than 10 years 20 Rapperswil 1 Bauma 15 % more than 20 years 1 Buttikon 9 % more than 30 years 19 Schmerikon 15–29 19 Wald 1 Dübendorf 2 % more than 40 years 11 Tann 1 Effretikon 50–64 >40 11 Laupen 1 Fällanden >30 <1 10 Neuhaus 1 Feldbach 9 Uznach 1 Galgenen >20 8 Kaltbrunn 1 Horgen >1 7 Wagen 1 Lachen 6 Wetzikon 1 Mollis 30–49 5 Bubikon 1 Mönchaltorf 5 Hombrechtikon 1 Netstal 5 St. Gallenkappel 1 Hinwil-Hadlikon >10 >5 4 Wolfhausen 1 Ottikon 4 Fischenthal 1 Ricken 4 Goldingen 1 Rothenthurm GENDER 1 Rüeterswil 3 Oetwil am See 22 % women 1 Sargans 3 Wädenswil 78 % men 3 Pfäffikon 1 Schönenberg 3 Schänis 1 Tuggen 1 Uster 3 Gossau Women 3 Rieden 1 Walenstadt 3 Hinwil 1 Wangen 2 Reichenburg 1 Binz 2 Gibswil 1 Niederweningen 2 Volketswil 1 Altendorf 2 Dürnten 1 Bilten Men 2 Wattwil 1 Grüningen 2 Einsiedeln 1 Schaffhausen 2 Schübelbach 1 Gommiswald 2 Siebnen 1 Au 2 Stäfa 1 Emmenbrücke 2 Uetliburg

Eschenbach

Rüti

Jona

Ermenswil

As of 1st June 2011

Employee statistics 33 THE FIFTH GENERATIOn

“Every single employee is important” The fifth generation – a conversation with Thomas Rüegg and Hansjürg Hartmann.

Thomas Rüegg took over as CEO of the BAUMANN Group in the jubilee year. Hansjürg Hartmann, his brother-in-law and friend of many years from their schooldays, joined the company in the autumn of 2008, let it be noted at the explicit request of Thomas. Hansjürg heads the parent company in Switzerland. The fact that in fast-moving times like ours a company is still managed by and in the family for the fifth generation in a row, 125 years after it was founded, is extraordinary in itself. The story of the two of them and of their career as they rise to the top of the family company is even more astonishing. After all, they both went their own way and each experienced professional success away from Ermenswil.

Thomas Rüegg demonstrates entrepreneur- ploying staff according to the greatest ial flair even as a junior and during his strengths. For that reason he also repeat- time at university. He finances his business edly emphasises that it is one of his most management studies by organising student important tasks to think about the people events in the nightlife of Zurich. Later he in his team and to spend as much time as opens two successful restaurant businesses possible with them. together with three partners. The “Amber” After two years in Italy, Thomas returns and the “Jade” rapidly become success- to Switzerland and takes on responsibil- Thomas Rüegg fully established and are among the most ity for BAUMANN North America. The popular eating places in Zurich, now em- seriously stricken American car indus- ploying the best part of 230 people in 30 try presents the subsidiaries in Texas and full and 200 part-time posts. For Thomas Mexico with some major challenges. But it is very important that the two bar / res- the BAUMANN Group demonstrates sol- taurants have been financed by means of idarity. Together with specialists from the the investment of previous profits. He has USA and Europe, working as a team they long since handed over operational man- manage to get the two businesses back on agement but he still sits on the Board of course. In 2010 Thomas hands over the both companies. management in North America to Pedro Thomas starts at BAUMANN in Janu- Sainz, the previous head of BAUMANN ary 2004. After a few months in Group Spain. Thomas – already responsible Controlling and some intensive familiarisa- for a large proportion of the operation- tion with the Group’s most important busi- al matters within the Group – assembles ness areas, he joins the Italian subsidiary a team at this time, which jointly discuss- in Brescia. The company had to be restruc- es and gives its blessing to decisions at tured and the task was to establish a sus- Group level. This team includes Hansjürg tainable structure. With the appointment Hartmann (COO of BAUMANN Switzer- of Paolo Tanfoglio, Thomas finds the ide- land), Marco Samá (COO of BAMATEC al addition to the existing team. He sub- AG), Olivier Gemoets (Head of Market Hansjürg Hartmann sequently commissions him to head the & Business Development), Oliver Schmid Italian subsidiary Prodotti BAUMANN. (COO of BAUMANN International Eu- Thomas always gives top priority to hav- rope) and Michael Fahrenbach (COO of ing the optimum team squad and to de- BAUMANN Germany). As of financial

34 THE FIFTH GENERATION year 2011, Thomas Rüegg officially takes So why did two young economists, both large group it is usual for the various divi- over the post of CEO of the BAUMANN extremely successful away from the busi- sions to work separately and consequently Group from Hans Rüegg ness in Ermenswil, decide in the end to it is almost impossible to influence them all Hansjürg Hartmann, a school friend of pick BAUMANN, a company that has in at once. In my role at BAUMANN, on the Thomas Rüegg for many years and part- the past been managed almost exclusively other hand, I have a direct interface to all ner to his sister Karin, also studies Eco- by technicians and engineers? the important parts of the enterprise, and nomics, and after completing his degree Thomas Rüegg: As the saying goes, together with the divisional managers I can at the University of St. Gallen he starts his “The apple doesn’t fall far from the tree.” make a big difference. I addition to which professional career as a sales specialist In the case and my father and me that’s I am directly involved in many projects of with ZURICH (Insurance). Hansjürg also partially true at least. Unfortunately I was great importance to the Group, so I can acquires some useful experience of lead- not born with the engineering gene, and have a direct influence. ership on the football field. Following ap- yet we have a lot in common. We both pearances for the national under-20 team have a distinctly entrepreneurial mind- Thomas, did you feel any family pressure he is for many years the captain of a team set. And in the end that’s what tipped the to head the company, and if so how did in the top Swiss amateur league, i.e. on scales for me when I decided to take on you deal with it? the verge of semi-professional football. He this challenge. Thomas: I was probably always aware has always been particularly fascinated Hansjürg Hartmann: When Thomas that at some time I would have to answer in getting the best out of a team of play- asked me in 2008 whether I might be in- the question whether I want to head the ers from very different backgrounds and terested in joining his management team at company. But it is important for me to with very different characters. “A success- the BAUMANN Group, I first had to give stress that I never felt under any pressure ful team is made up of strong individualists that a lot of thought, even though I was of in that respect, and that in the end my deci- who cooperate critically but constructively course delighted that Thomas had so much sion grew slowly and steadily. I’m sure that and with an open mind,” he says. He very confidence in me. After careful consider- everyone can understand that it is proba- quickly grasped that the best players are ation and many conversations with those bly every father’s wish to pass on his life’s far from also being the best team, and do close to me I finally came to the conclu- work to one of his sons or daughters at not guarantee success. sion that the two of us, who complement some time. At ZURICH Hansjürg successively devel- one another very well in personal terms ops various sales management systems. As and with regard to our abilities, can make Does that mean that you handled the situa- strategic assistant to the CFO of ZURICH a big difference and be very effective at tion entirely as a matter of course? Switzerland, he is involved in numerous na- BAUMANN. Thomas: My sisters and I have always tional and international projects and does enjoyed a great deal of freedom and we a lot of work on the optimisation of the Fi- have been able to develop as individu- nance Department. Finally he heads a team als. We have always had enough room that is responsible for the strategic sales to breathe. My parents never organised The apple doesn’t fall projects and the sales management of ZU- any events for students, nor did they have RICH Switzerland. In the end he is nomi- far from the tree any ambitions of a career as a profession- nated for the “Global High Potential Talent al footballer. Despite that they always sup- Pool”, which opens up some extremely in- ported me with my plans and projects in teresting prospects for him. But then every- Hansjürg, a career in an internation- that regard when I was younger. thing changes: In January 2008 Hansjürg al insurance group or entrepreneur at Perhaps not entirely selflessly in the lat- is asked if he might like to join the man- BAUMANN – not a simple decision, and ter respect, because BAUMANN 2008 did agement squad of the BAUMANN Group. above all two very different worlds? take the Swiss company football champi- And that’s how it comes about that in Hansjürg: The crucial factor for me was onship in 2008. But all jokes aside, my the jubilee year of this long-established in the end the variety of the task and the parents have always been convinced that company, two men who have been friends possibility of being able to have a direct it is not possible to enforce any succession since their youth take over the manage- influence on what goes on in the company, arrangement within the family, and that the ment of the firm in its fifth generation. together with the management team. In a takeover of a management role can only from 2011 35 THE FIFTH GENERATIOn

be profitable for the company and eve- sense of different opinions. We want and right people in the right places. According- ryone involved if it also corresponds to encourage conflict dialogue, because we ly it is not the managers but the technicians a naturally developed desire to do so. I question things critically. Even Thomas who have to contribute the specific know- am proud that my parents have been so as the CEO has to be capable of justify- how. We successfully implemented this phi- reasonable. ing his decisions to the team. We don’t losophy in Italy. It was confirmation that want any pressure to conform. That has it also works in an industrial enterprise. It You have been friends since you were already cost many companies their exist- was my personal key experience, because young. How do you work as a team and ence. Every company needs critical voices. now I knew that I was ready to accept do you complement one another with your On the other hand there is the diversity of the challenge of corporate management. skills in the company? life experience, of origin. The BAUMANN The enquiry came from the Administrative Thomas: When Hansjürg buys a new Group employs over 1,300 people in ten Board, and it arrived earlier than expect- camera he first of all studies the operating countries. For that reason it is of great im- ed. What I did not even suspect at the time instructions and checks all the functions of portance for us in a family company that was that I would one day be so fascinat- the new camera. After five minutes, once I operates globally to understand the differ- ed by springs and stampings, with their ex- have grasped all the main functions, I am ing international societies and cultures. tremely specific know-how. taking my first pictures. In our day-to-day At the same time it is a special challenge work together we meet somewhere in the to integrate and encourage them accord- Do you sense the pressure and the expec- middle. In that way we usually come to ing to their distinctive characteristics and tations when, for example, Hans Rüegg very carefully analysed, well timed deci- strengths, i.e. to employ the right people talks about a life’s mission from which sions, which in the end we can back joint- in the right places and to motivate them to there is no longer any turning back? ly and with full conviction. contribute their thoughts and ideas. Hansjürg: I said yes to BAUMANN with Hansjürg: Thomas has an excellent feel full conviction and I was also aware that for the abilities of his employees and the the pressure and the expectations would composition of teams. He is more of an always be high. Hans Rüegg has always “instinct person”. I, on the other hand, al- It is a very special opportunity impressed me with his modesty and his ways take a little more time to conclude to be able to achieve down-to-earth nature. His close bond with any analysis completely and comprehen- something with your best the company and with its employees has sively. We often have very critical discus- friend in the family business. made an indelible mark on the company. sions and we always question our own de- In these terms I see the life’s mission as cisions and actions in some detail. That’s something very positively motivating. Re- very important to us. So it’s only natu- sponsibility is also shared by many indi- ral for opinions to differ greatly now and Thomas, Hansjürg stresses above all your viduals in our team, which I consider to be again. But we both think it is very impor- special feeling for the employees and the essential and very healthy for the compa- tant that the much cited diversity, between way you deploy their skills in the right ny. As a result I benefitted from a very ex- colleagues and their strengths, is imple- places. So how important is the individu- perienced management team in Rüti from mented and also exploited for a produc- al for the company, or aren’t the machines the outset: Andreas Hohl (Head of Tech- tive overall atmosphere in the BAUMANN and processes just as important in your nology), Daniel Kluser (Sales), Hans-Peter Group. business? Keller (Purchasing & Logistics) and Hugo Thomas: When I went to Brescia I was Hinder (Accounting & Controlling) have al- Diversity is a much cited theme in manage- familiar with the methods of a business ad- ways given me their full support. ment. What do you understand by the term? ministrator and I built on my experience Hansjürg: It comes in two dimensions: from self-employment in the restaurant busi- In the Group Thomas has also put together the diversity as mentioned above in the ness. It was my philosophy to employ the a management team of people with very

36 THE FIFTH GENERATION different abilities and strengths, who com- successfully with them. We stand for a cul- Precisely for that reason we must be ideal- plement one another well. It’s great fun ture that wants to improve every day, not to ly prepared so that we are always in a po- working in this team. accept things as given facts but to question sition to respond with appropriate flexibil- Thomas: I have a lot of respect for this them repeatedly. We want to be capable ity. We must be vigilant. Entrepreneurial role and for our commitment to the employ- of adapting quickly to new circumstances, courage will be required. It is sometimes ees. After all we want to be a good, se- and to cultivate a culture that says, “There important simply to follow your entrepre- cure employer. We continue to promote a is no such word as impossible!” Our em- neurial instinct before the markets already performance culture within the company ployees are our most important resource. provide all the answers. and we are dependent on the will of eve- Last but not least: direct, open communication and trust are two of the key factors Thomas, how do you relax? You have been if you want daily hard work also to result seen on the BAUMANN tennis court in the Success brings happiness, in success, sustainable growth and a rep- last few months with a company coach – so we need success stories utation as one of the best in the world at any major plans? what you do. Thomas: Sport is my great passion, next Hansjürg: It’s an old insight but it still to my work. I am an enthusiastic tennis fan. ry individual to get better every day. Only applies: It’s fun being successful. You need After a lengthy break away from the tennis in that way can we maintain our lead on to experience success to motivate yourself. court, I wanted to get myself in shape for the competition in the long term. But we So we have to keep on working hard. I see the summer and improve my game. are also aware of our social responsibili- it as key to our task to create a working en- ty. We think and act as entrepreneurs and vironment in which passionate, innovative But despite that Hansjürg turned out to be we will never lose sight of our responsibili- and well-motivated employees can devel- too strong an opponent? ty for the family company. The BAUMANN op by discussing things with each other in Thomas: A delicate topic that I would company intends to achieve long-term and a critically constructive way, and we thus prefer not to go into ... Hansjürg and I sustainable growth. Any short-term maxim- create the conditions to ensure that we al- have always shared a passion for sport. isation of profits at the expense of the em- ways remain one step ahead of our com- Of course that also includes countless ployees is out of the question. petitors. So we all must be aware of this: hard-fought duels in a wide range of dis- It’s up to all of us; every individual contrib- ciplines, from cross-country skiing and cy- You talk of a very special opportunity to utes to success or shares responsibility for cling to squash. be able to achieve something extraordi- failures. Our know-how is our capital. So Hansjürg: Sport moulded us both, deal- nary in a long-established family business. the vision is something more like a proc- ing with victory and defeat, endurance, What are your visions for the future of ess. We gradually work our way towards ambition. Many of the characteristics that BAUMANN, for the next 125 years? our visions and the major task, we opti- are required in sport are also useful and Thomas: We intend to accept the chal- mise, professionalise, check and if need be decisive in business. It is also a good op- lenges of our fast-moving age and to re- make use of new sectors such as the new portunity to maintain our mutual friendship main an important supplier in future, with- media. We motivate and invest in the em- outside the intensive atmosphere of the in the region and internationally, as well as ployees and the team and we are open to working day. an employer that is fully aware of its social innovations. responsibility. We want to be among the Thomas: In any case it is quite clear that global leaders with regard to technology, we must continue to develop. In the current quality and partnership. We want to estab- age the direction in which we must trav- lish long-term partnerships with our inter- el is often increasingly dependent on un- national customers, to provide them with predictable or unforeseeable factors, and excellent quality worldwide and to grow ones on which we can have no influence.

from 2011 37 THE WORKFORCE AT BAUMANN SWITZERLAND

Yvonne Driton Michel Rolando Aba- Michael Tseten Ngodup Beat Hanspeter Cornelia Ajtene Werner Snezana David Max Naser Marija Lasku- Gabathuler Sahitaj Lagator roa Martinez Wildhaber Gonpa Naumann Frei Schnyder Iseni Bisquolm Dabic-Branovic Moor Kiefer Ameti Kolgjeraj

Kiymet Pera Hubert Lovre Joaquim Patrizia Koray Romina Regula Walter Daniel Dejan Ernst Lence Yves Tobias Yücel-Mirzali Djelic Hager Sola Costa Schmid Güler Tranquillo Brändli Hürlimann Loser Simeonovic Gmür Stojanova Kühne Honegger

Martina Joe Kurt Zejadin Luigi Ajrula Rolando Max Urs Carsten Bilal Ronny Rolf Zejnullah Louis Stefan Bachmann Rufer Kreienbühl Osmani Lillo Abduli Preisig Forster Hildbrand Reinke Demirci Hänig Meile Azemi Oberholzer Gmür

Emidio Christine Kevin Darko Hanspeter Slavko Clau Hanspeter Drazenko Engin Michael Erich Petar Markus Patrizia Dario Sciannelli Krienbühl von Gunten Besevic Gantenbein Marijanovic Riedi Blöchlinger Mijacevic Ince Kälin Brändli Pavic Diggelmann Kessler Juric

Andreas Fatime Luigi Mira Oliver Steffen Nikolina Milomir Giuseppina Florian José Abreu- Norbert Muzafera Urs Carlo Tu Minh Hohl Nuredini Boccadamo Kutlesa-Beljan Schmid Kirchner Dimitrova Plavsic Ciorciari Hotz Fernandes Jud Prasovic Gebauer Tranquillo Lay

Mario Cornel Bernardo Anneliese Josef Pedro Marko Kurt René Marcel Abida Reto Pascal Yusuf Walter Roland Keller Alpiger Schweizer Mäder Blöchlinger Muster Dragicevic Gmür Wenk Fäh Prasovic Gubelmann Lischer Arslan Nesina Hess

Erich Cornelia Sandra Yakup Johannes W. Thomas Andreas Gertrude Erich Thomas H. Astrid André Daniela Segundo Abraham Erich Mächler Thrier Dragicevic Karabudak Notenboom Felber Ramensperger Aegerter Keller Rüegg Bosshard Kühne Eric Quintero Leuzinger Büsser

Nurhayat Claudio Bestar Emina Lence Dimitrova- Venko Karl Daniel Ivo Matej Andreas Fritz Tino Hanspeter Manuela Alen Demirci Hertig Aljilji Prasovic Petrova Ristovski Hofstetter Leemann Dubravac Kutlesa Schlittler Gmür Thoma Bösch Schulthess Cuk

Marcel Jozo Zeqirja Hermann Gaetano Peter Thomas Konrad Sarah Heinrich Werner Ali Ekber Filippo Markus Karl Franz Bühler Marijanovic Jakupi Morger Giglio Kälin Camenzind Künzli Giger Oberholzer Vollenweider Altun Juliano Reichenbach Düggelin Lischer

Josef René Heinz Andreas Claudia Thomas Josef Güngör Xueyan Hans Petar Sadiye Cornelia Blöch Ratko Elisabeth Adrian Loser Schmucki De Maria Stieger Kuster Wäckerlin Blöchlinger Beklevic Zhang Honegger Illijasevic Orhan linger-Spühler Maksimovic Honegger-Schön Rüegg

Mario Emilija Hans R. Lutfi Tarik Stefan Draga Ivka Dovodja- Thomas Maja Petra Franz Jaha Vesna Ajlloz Nedan Viciconte Georgieva Rüegg Aksöz Oezyurt Helfenstein Sola Golub Lillo Schoch Bozic Rüegg Krasniqi Velkov Bushaj Mikic

Vladimir Bruno Kujtim Roswitha Murathan Dina Hans-Peter Kadir Franz Ernst Marcel Silvan Patrizia Valentin Anton Jürgen Ratkovic Graf Prekaj Kälin Demirci Saitta Keller Akkus Wespe Güntensperger Wildhaber Liechti Annese Marjakaj Zuppiger Hüttner

Astrid Claes Alois Mirjam Marc Olivier Hans Josef Ljubica Andreas Oliver Pinar Mario Erika Dejan Richard Schoch Ohlin Bühler Landi Merli Trottmann Gemoets Wohlgensinger Köpfli Miljic-Bozic Friedli Nebel Sert Hofmann Thrier Besevic Schlegel

Marcel Arnold Norbert Leonie Raffaello Roger Murat Ralf Aleksandar Hermann Hof Benjamin Jorge Zekir Sladjana Nadia Lukas Aschwanden Widmer Wegener Schwitter Minervini Reichenbacher Demirci Kanis Sevic stetter-Knobel Stoffel Betrán Zekiri Plavsic Kunz Wäspi Alen Cyrill Hakan Fatjana Theo Pascal Daniel Adrian Nuri Erdogan Tamara Hansjürg Volkan Hansueli Jacqueline Adrian Zelic Gmür Sen Isufi Bischof Steiner Harzbecker Wietlisbach Eren Orhan Tischhauser Hartmann Atacan Rüdisüli Keigel Vollenweider

Ana Binaseta Avdic- Zivko Tamara Patrick Philip Michel Jasmine Marcel Othmar René Daniele Bernhard Simon Christian Werner Pavic Sabanovic Djosic Gloor Muggli Schwander Fähndrich Kistler Weber Büsser Langenegger Scarano Fleischmann Schöbi Dettling Meier

Branko Marco Ernst Good- Hans Ursula Hans-Ueli Hedy Michael Naser Sasa Hatice Cedomir Eugen Margrit Jan Manuel Kutlesa Samà de Almeida Eggenberger Uhr Kessler Bosshard Kälin Ajvazi Simovic Ince-Koclar Ratkovic Gehr Lillo Greub Kallon

Walter Nenad Fran Thorsten Leo Marcel Markus Erwin Bruno Renata Roland Andreas Francesco Andreas Milan Ebru Atacan- Rico Stark Bozic Lasku Pohl Büsser Zehnder Hager Oertig Brändli Meier Steiger De Chiara Rütsche Milojevic Cokdogan Simonelli

Mükerrem Alimusa Antonio René André Werner Danny Manuel Kresimir Ibrahim Andrea Nuss- Carmelo Patrick Marco Murat Patrick Demirci Yücel Di Lernia Pulsinger Holdener Mannhart Fischli Iten Glavina Demiröz baumer-Gebert Araujo Wiesner Goffi Prasovic Hüppin

Sandro Barbara Zoran Esef Naman Serap Vincenzo Erich Seyfullah Hugo Stephan Silvia Thomas Adrian Roman Werner Vedruccio Baumann Simeonovic Korac Ahmeti Suna Fiorentino Vontobel Beklevic Hinder Schreiber Landolt Baumgartner Murer Brändli Oberholzer

Urs Nicole Giuseppe Erich Kurt Emrullah Stefan Hugo Ivan Ursula Clemens Sabine Florian Manuela Priska Thomas Müller Schmucki Fucile Kunz Keller Ersan Huser Raimann Bühler Müller Kuster Stöcker Gmür Di Blasi Schmid Jud

Thomas Marina Ueli Urs Bekim Carmine Mike Elisabeth Dafina Ristovski- Markus Kaspar Daniel Branko Lobsang Ernst Nijazi Rüegg Giger Gähwiler Bächtiger Hamzaj Marano Schärer Inglin-Hummel Todorova Beu Rüegg Kluser Brodar Tsonang Huser Parilti

Syle Sejdi Peter Thomas Marco Marta Kurt Peter Stefan Bernardo Dominique Dennis Darko Peter Raphael Damjan Pira Ademi Kühne Raimann Hold Araujo Andermatt Höhn Mudry Garay Wyss Leuenberger Matic Ammann Rechsteiner Blagojevic

Martin Urs Urgen André Corina Sandra Pius Sven Gülnur Michele Nadine Enez Ursula Dzenan Mate Heinz Kälin Bopp Yakartsang Christe Simonelli Keller-Sobolic Grob von Tobel Polat-Sar Calleo Rüdisüli Kamberi Ludwig Garcevic Ljubicic Kürsteiner

Adrian Sandra Albert Annamaria Ibrahim Ugo Markus Marco Salvatore Max Hürriyet Luca Dr. Uwe Amela Prasovic- Arcangelo Dragoslav Wildhaber Giger Schubiger Parisi Kartal Coviello Morger Egli Scimonetti Bargehr Kücük Salzani Bräuning Hadsovic Coviello Marjanovic

Özcan Peter Marina Florian Patrick Matthias Rita Gerhard Martin Josef Dino Daniel Sonja Juraj Michael Daniel Kücük Oberholzer Andermatt Hermann Wirz Oberholzer Gmür Müller Friedli Rüegg Legena Thoma Gmür Neidel Kuhlmann Herzog

Frank Annick Yves Erwin August Nerxhivan Milenka Nico Vehbo Bernadette Claude Sandro Murat Neriman Nurettin Andrea Malzacher Weber Gautschi Kälin Schmuki Jashari Todosijevic Cavegn Prasovic Gaugler Raymann Krebs Soylu Akcagün Ince Raimann

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