INDUSTRY JOURNAL - winter 2014

winter 2014-2015

Industry Journal / Winter 2014 / companies

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Industry Journal / Winter 2014

travelers amidst industries 3

Cosmin Ştir Project Manager

aybe it is true, maybe the years before 1989 were truly more productive in what the industry is concerned but this doesn’t prevent us from noticing the success the companies now have…sometimes from the shadow.

There are names that maybe you haven’t heard before or heard too little of, but there are names that contribute to the development of the country’s economy, they are the pillars that we all stand on without even being aware, they are the landmarks that encourage us by showing we are on the right path and that it can always be better if the right man is put in the right place.

Nobody says it’s easy, sometimes it is complicated to manage a small business with less than 10 employees, not to mention one with 2000. The secret is to have long term vision, to find solutions where nobody was able to, to have patience and trust that what you are doing is the right thing and – why not? – to be a bit stubborn about succeeding.

People are the heart and soul of a business, their mind and determination can move mountains so they definitely can organize a big success.

contents 6 Gaining respect through

quality

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ne w s Relevant news from different industrial sectors

COVER STORY Fabr yo Cor por ation Gaining respect through quality

COmpanies

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Wor ld M ac hine r y Works Adapted to the market requirements

Fabryo Corporation

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ROM PE T ROL

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MCA GRUP

A bridge between East and West

Opening Doors to Success

ROMA QUA GROUP It is easier to sell the truth

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IRUM

SA

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I A Ș IT E X

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MONT E BI A NCO

Over 100 years of tradition with the imprint of – Made in Romania

The vision of success

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Han nov e r Messe Global Business & Markets partner: Premier platform for industrial growth markets worldwide

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Bro a dhu rst Industria l Ma nagem e n t

The vision of success

Energoutilaj, Carboplak and UMEB Three stars in the Broadhurst galaxy

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ROMSTAL

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IRUM

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Built a home safe and healthy plumbing

monte bianco 38

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The ambition to influence market developments

DELAMODE Rom a ni a Perspectives on logistics

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E ne l Gr e e n Pow e r Rom a ni a

enel green power romania 69

The last one standing

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CESIRO 70% of home earthenware is used by foreigners

AKH

"Romania has the potential to become a major centre for R&D"

Rompetrol 20

Industry Journal / Winter 2014 / News

New auto parts plant to open in Brăila KLG Europe invested €5,6 million in extending its central logistics hub 6

KLG Europe Logistics Romania has completed the second stage of development of its central logistics hub near Bucharest.

The logistics platform in Bucharest has reached a total or 35.000 square meters of built area.

The second phase of development has been implemented within seven months and has required a total budget of €5.6 million.

ETI builds a biscuits plant in Craiova ETI, one of the biggest food industry companies in Turkey, will invest €40 million in Craiova in its first plant located abroad, a plant that will open in October 2015 and will produce biscuits and cookies. “We have oriented the investment towards Romania because of the good market conditions, the advantages of its location in the region, the logistics and the country’s economic stability” ETI President Firuzhan Kanatli stated in a communique. The plant will have 300 employees.

A new auto parts plant will open in Brăila halfway through 2015, after an investment of €24 million made by Japan’s Yazaki and Belgium developer Warehouses DePauw (WDP).

The project, which entails the construction of an auto parts plant for Yazaki on a plot of land of 8.5 hectares, leased in Brăila’s Free Area, was presented at a press conference by Yazaki’s CEO Mehmet Sonmez and Plant Director Frantisek Kolvek.

The investment will generate 1,500 jobs.

EDPR plans to invest €80 million in wind farms Portugal's EDP Renovaveis (EDPR), the renewable energy division of Energias de Portugal utilities group, the third largest investor in Romania's green energy sector, has conducted three capital subscriptions within two project companies, the necessary sum surpassing the €80 million threshold, according to Trade Registry data. If the investment is finalized, the project will be the second-biggest wind farm in Romania, after the one opened by Czech Republic's CEZ.

Kromberg & Schubert expands its automotive cables production The German manufacturer of automotive cables Kromberg & Schubert of Nadab (Arad) expands its production in January with a 10,000 square meters hall and will employ 1,000 people. Representatives of the County Emploiment Agency Arad (AJOFM) say that the car wiring labor is almost exhausted in the county, because there are many plants that compete to attract workers.

Glasscorp opened a car glass plant in Buzău The Glasscorp company, one of the most important car windscreen producers in Central and Eastern Europe, member of Turkey's Sisecam Group, has opened a car glass plant in Buzău, following an investment of €65 million, a project co-financed through a state aid scheme. The plant will produce windscreens, side windows and rear windows.

The investment will .create 312 jobs, the plant being set to produce approximately 800,000 sets of windows annually.

Politub estimates a 30% increase in turnover Polyethylene pipe manufacturer Politub, part of Teraplast, estimates, for 2014, a 30% increase in revenue, supported by water infrastructure works and irrigation projects. The company ended 2013 with a 57.7 million lei (€13 million) turnover and, in the first half of this year, Politub reported 35.5 million lei (€ 8 million) in revenue, an increase of about 50% compared to the same period of last year.

CEO has brought online group 4 of the Rovinari thermal power plant The Oltenia Energy Complex (CEO) has brought online group 4 of the Rovinari thermal power plant, private manager Laurenţiu Ciurel stated at a press conference. The power group has undergone a technological upgrade. CEO now has at its disposal seven technologically upgraded power groups.

The investment stands at approximately €150 mullion.

According to CEO's strategy, in the future the number 5 block of the Rovinari thermal power plant will undergo a similar process of rehabilitation.

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Industry Journal / Winter 2014 / companies

fabryo corporation

Fabryo-Atlas Paints, gaining respect through quality While a company’s financial success translates into sales figures with lots of zeros at the end, a trusted brand often means years of experience, tradition, product quality and painstaking attention to every detail that may influence the evolution of the brand.

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ake for example Fabryo-Atlas Paints.

This is one of those companies that encourage quality by investing in technology and committed employees (almost 20% of employees are chemical engineers specialized in research and development, out of which 3 are PhD in Chemistry), two main components of business performance.

Since Fabryo was founded, 20 years ago (the name was changed to Fabryo-Atlas Paints after the 2013 merger), the company has experienced a gradual

­ascent, continuously guided by a development strategy based on innovation, trained personnel and performing laboratory equipment which is used in research of next-generation technologies. „Each investment was made in order to improve the quality of our products. The only way we managed to outperform the competition was by eliminating compromise, by having a clear vision, by responding with sensitive attention to the ever-changing needs of the end consumer”, says Dragoş Militaru, CEO of Fabryo -Atlas Paints

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DragoČ™ Militaru,

CEO - Fabryo Corporation

Industry Journal / Winter 2014 / companies

The “savana cu Teflon” campaigns were amongst the most popular and award-winning communication campaigns in the industry. They helped us become the leader of the decorative paints with the savana brand.

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With regard to these major transformations, Dragoş Militaru points out: „The clients’ needs and expectations evolved greatly over the last 10-15 years. On the one hand, the quality and the technological advancement in the field of decorative products increased continuously and dyeing has become extremely easy. On the other hand, access to information has made customers more sophisticated, more concerned with the amount of money they invest, regardless of market”.

The customer has always played an important role in the company. Moreover, consumer care and high

product quality are the two major pillars in the marketing campaigns. These principles, rooted deep in the Fabryo-Atlas Paints’ DNA, lead to innovations that never cease to reach the consumer. „After 20 years, the company aims at celebrating this success by working, by doing what it does best – excelling in performance. We feel obliged by ­Savana, APLA, INNENWEIS, ROST and ­Ekonomic ­because we have a reputation to maintain and because respect and profit is earned through quality”, says Mr. Militaru.

Advertising

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Industry Journal / Winter 2014 / companies

Fabryo-Atlas Paints is the company resulting from the merger of two household names: Fabryo C ­ orporation, decorative paints and varnishes market leader and ­Atlas Paints, who owns APLA, a successful brand in the decorative coating and finishing construction materials market.

The union of these two forces resulted in a distinct knowledge, gained through a consistent strategy of promoting high quality products, with superior performance compared with our competitors. ­Fabryo-Atlas Paints owns two of the Romania’s most respected brand for decorative paints and coatings: Savana, who in 2011 was awarded with the Superbrands trophy, the highest distinction granted by the Romanian consumers, and APLA, covering a wide range of top-notch coatings.

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Although today we speak of success, it doesn’t mean that over time this leader was not confronted with obstacles, especially during downturn, when a large proportion of consumers have migrated to lower price segments or postponed renovations or new constructions.

We continue to „Unfortunately, <<cheap>> innovate products on the Romanian the range of market are of poor quality and low efficiency, so the consumer decorative ends up paying more as a products by result of the poor quality of the introducing work. In addition, in the last 10 years we have witnessed a unique products rapid market fragmentation on the Romanian (over 150 registered decorative market, like coatings manufacturers) followed by a consolidation “savana 2-în-1 trend which began shortly after Garduri si Cabane”, the crisis”, says Mr. Militaru.

which offers the benefits of a primer (protection) and varnish (decoration) in one layer.

However, the company has never abandoned the strategy that made it famous: it continued to invest in quality, this being the only way to create its own path. Also, F ­ abryo-Atlas Paints strengthened it’s product portfolio and, just like it does now, created new performant products which were able to provide unique benefits.

Moreover, in 2011 the company took on board a trustworthy ally – Dragoș Militaru – responsible at the time of marketing strategy.

Dragoş Militaru, about himself: „I had the chance to develop myself professionally in companies with a strong organizational culture, that built the market leaders in today’s Romania. In my career I have covered all commercial positions in sales, marketing, new product development, business development strategies in several countries in Southeast Europe. All the expertise gained in the

20 years of activity in strong companies, added to the 5 years of entrepreneurship in the early 90s, helped me adapt to market dynamics and to transform every business I ran, including FabryoAtlas Paints, into a market leader. The winning attitude – cultivated in the Coca-Cola system – and integrity are the core values that guide me and ensure my success, regardless of the field in which I am involved.”

The merger resulted in a new company with more than €40 million turnover who owns the largest network of computer colour matching systems in Romania, with over 700 systems.

The company also owns the DIY retail franchise network Renovis. Personnel – the human resource – is the heart of any business and a manager who is aware of this will invest in people. Therefore, the company considers all of its 380 employees an investment.

They are the ones who ensure product quality, they are the ones who take part in a permanent dialogue with the market. For this reason, Fabryo-Atlas Paints allocate resources in developing people, in integrating certain values within the great family.

Currently, Fabryo-Atlas Paints has two industrial sites ­ ucharest. located near B The AplaXFoam extruded polystyrene factory, along

Messages about product quality and superior efficiency have always succeeded.

with the mortars and adhesives production plant, is based in Tunari, while the decorative paints and varnishes factory, which has the largest installed paint productive capacity in Romania, is based in PopeştiLeordeni. „In 2015, we plan to finalize carry on with the implementation of the operational integration and consolidate our position in all markets, by investing in our products and brands. Also, we will start operating a new mortars and adhesives manufacturing unit in the industrial area of PopeştiLeordeni”, concludes Dragoş Militaru.

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Mihai Brandiburu, Production Manager

Industry Journal / Winter 2014 / companies

World Machine ry Works

Adapted to the market requirements In 1971, the year of incorporation of “Întreprinderea de Mașini Unelte Bacău”, which in the meantime has become “World Machinery Works (WMW)”, the heavy industry was at home in Romania. With industrialisation in full swing, there were approximately 30 machine tools manufacturing companies countrywide. Among these, only four manufacturers have managed to keep up with the change in the economic paradigm and with the global economic crisis. World Machinery Works is one of them.

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n 1998, “Întreprinderea de Mașini Unelte Bacău” went private, its 51% majority share package being purchased by World Machinery Company in New York. The change in ownership also determined the alteration in the company’s denomination, the current one being selected “out of the desire for acknowledgment of the enterprise’s capacity to manufacture highly technical and flawless quality machine tools intended for export worldwide”, state Mr. Gabriel Cârciumaru, the current holder of 92% of the company’s share capital.

A former World Machinery Company employee, Gabriel Cârciumaru was confident enough in the company’s future to purchase its majority share package.

“Any metal piece of medium or high overall size, which requires high precision to manufacture, may be produced by a WMW machine”, said Mr. Cârciumaru. The machine tools manufactured in Bacău are used in industries such as the aeronautical and aerospace, the metallurgical, energetic, ship building, mining, petrol and gas industries, for various machining works and for machine and equipment engineering.

The main competitive advantages of the WMW products are reliability, complexity and price adapted to the market requirements. In addition to that, the degree of specialisation of the machine

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tools manufactured at WMW is very high, which transposes into an increased productivity for the client, added Mr. Cârciumaru.

Another important advantage for WMW is represented by the wide range of machines and product accessories, the beneficiaries being having the possibility to purchase an entire production line from a single provider, in accordance with the specific requirements of the domain in which it is active. The supply of WMW products is much diversified, both in terms of machine types, and of dimensions and machining capabilities.

WMW has a production facility with an approximate area of 22,500 sq.m., modernised in line with the latest standards starting from 2009, and equipped with heavy duty gantry cranes (25-40 tons), being composed of the following departments: special machining, heavy duty machining, ironworks, sandblasting, thermal treatment, rigging, painting.

The company’s technical equipping allows the in-house machining/manufacturing, in a ratio above 98%, of the mechanical parts which are the composing elements of the machine tools manufactured by WMW. WMW manufactures a wide range of numerical control machine tools, comprising horizontal boring and milling machines, portal milling machines, turning and boring lathes, roll grinding

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Industry Journal / Winter 2014 / companies

Gabriel Cârciumaru, Owner WMW

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WMW exports machine tools to almost all the EU Member States, as well as to Canada, USA, Mexico, Argentina, Russia, Turkey, Iraq, UAE, China, India, South Korea and Australia.

machines, flat-plate grinding machines with vertical spindle and machines on request, in accordance with the client’s requirements.

Among the latest projects completed on commission, further to international auctions, the following are the most important: - Flat-plate grinding machine with vertical spindle type RPVR 260, with a faceplate of 6.7 m in diameter, 50 ton payload per mass and a total machine mass of over 200 t – the world’s largest machine of this type – which was delivered to the USA, at the Schaeffer Grinding Group company; (photo group 1) - VLO 60 turning and boring lathe with a faceplate of 5.7 m in diameter, also with translation motion, 30 t payload, faceplate rotational speed of up to 120 rot/min (rpm); the machine processes aluminium parts used in the structure of satellite carrier rockets of Ariane type and it was installed at EADS Astrium, in France. (photo group 2) - Travelling column boring and milling machines of BP150 type, which may perform simultaneous 5 axes processing, for the US military industry, delivered by Phillips Corporation. (photo group 3) - Roll grinding machines manufactured for Bhilai Steel - Steel Authority of India, which may perform the automatic cycle grinding of rolls of 2,000 mm in diameter, 11 m in length and over 125 t in weight. (photo group 4) - Portal milling machines type BMT 1600/2200, which were delivered to VSMPO Russia, being used for the production of landing gears in the aviation industry, with 65 HRC hardness forged titanium blank. (photo group 5) Mr. Cârciumaru believes that the main challenges which should be faced by a manufacturer of medium and great-sized machine tools are the extended production cycle (12-18 months), with the necessity to finance the production during such time interval, and the long operating life (20-25 years).

In order to manufacture highly complex and competitive machine tools, the company should operate based on an integrated structure, comprised of its own departments for design, procurement and logistics, tooling, rigging, service, along with its own distribution network and marketing, hence the fairly high costs pertaining to infrastructure and personnel.

These were the reasons for the less favourable period that WMW went through, the company being bound to open the insolvency proceedings in 2012. From that moment on, WMW has concentrated on attracting new orders and on streamlining its activity, thus developing a plan of measures meant to help the company overcome insolvency, which is currently in process of implementation.

Between 2012 and 2013, as it was impossible for it to finance the production of machine tools and equipment from its own sources, the company diversified its activity and oriented towards the

attraction of liquidities through the performance of various machining works and the supply of services, through the modernisation and capital repair of the machine tools already in operation, especially in Romania, but also for the clients from abroad. This new business segment has also contributed to the company’s recovery.

WMW ended the year 2013 with profit, the first quarter of the year 2014 being also profitable.

Currently, the employers’ association wants to increase the company’s capital by the attraction of new investors, however “the small profit margins from the machine engineering industry are not attractive enough for investors”, stated Mr. Cârciumaru.

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Industry Journal / Winter 2014 / companies

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In 2013, the weight of machining from the total turnover amounted to 23%, while in 2014 it is estimated to reach 40%.

SIDE STORY Besides the base products, i.e. the machine tools, WMW manufactures a wide range of special products and accessories, meant to enlarge the technological possibilities of the currently manufactured machine tools: ► rotary tables ► fixed tables ► palletising systems ► milling heads ► automatic tool changing systems ► various devices ► spare parts for machine tools Additionally, the services supplied to clients also contribute significantly to the company’s economic recovery, for example: ► guarantee and post-guarantee repairs ► various mechanical machining ► projects on demand ► consultancy, evaluation and specialised technical expertise in the machine tools domain.

The company’s metrological laboratory is provided with high-performance equipment, among which a 3D co-ordinate measuring machine, complex laser equipment, autocollimator etc., hence it is among the highest performance laboratories countrywide.

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Industry Journal / Winter 2014 / companies

rompe trol group

Rompetrol Group - A bridge between East and West

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The energy sector is and will remain the foundation of the economic partnership between Romania and Kazakhstan, with Rompetrol being an exponent of this fruitful relation by becoming a Romanian-Kazakh champion and a powerful player on the oil&gas markets in Central and Eastern Europe.

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Industry Journal / Winter 2014 / companies

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he Rompetrol Group is a multinational oil company owned by the Kazakhstan national oil and gas company, KazMunayGaz (KMG), operating in 12 countries. Its main activities are represented by refining, marketing and trading, exploration and production, and other oil industry services such as drilling, EPCM, and transportation.

The main market for Rompetrol is Romania, the home country for the company, where the Group is active both with regard to upstream operations (exploration & production), as well as with refining and downstream activities. At the same time, Rompetrol is active in Western Europe, in Spain & France, in Central and Eastern Europe, with the main hub being its country of origin, Romania, as well as in Central Asia.

KMG, the strategic investor in Rompetrol, committed to develop a seven-year 1 billion investment fund together with the Romanian government, in order to finance and develop projects in the Romanian energy sector in the near future.

A key indicator of the KazMunayGas (KMG) commitment towards Rompetrol and the Romanian economy is the fact that it has contributed with a total of 7 billion USD to the Romanian state budget between 2007 and 2013, having an annual average of contributions of over 1 billion USD, being one of the major contributors to the state budget. The Group turnover reaches close to 7% of Romania's GDP. In an era of de-industrialization and the demise of industrial projects, Rompetrol has shown resilience in investments, developing the offshore Midia Marine Terminal, with a capacity of 24 million tons/ year, enabling the company to develop a significant transport hub for hydrocarbons. Petromidia refinery's production target for 2014 is set at 5 million tons of crude-oil, the maximum oil quantity it has ever refined.

A little bit of history In 1974, Rompetrol established as the international operator of the Romanian oil industry and in 1993 it was privatized by Management and Employee Buy Out (“MEBO”). Turnover subsequently reduced to below 6 million USD by 1998. At this point, businessman Dinu Patriciu and a local investor group purchased control. In 1999, Rompetrol acquired Vega Refinery, built in 1904, Romania's sole producer of a wide range of special boiling point spirits (SPBS), solvents for olefins polymerization, bitumen, heating oil and catalysts for petroleum processing. The Vega refinery – located in Ploieşti – doubled its revenues in the first nine months after take-over.

In 2000, Rompetrol acquired Petros – at that time Romania’s principal oilfield operator. The company has since been renamed Rompetrol Well Services.

In the same year, the Group bought Petromidia, Romania’s largest and most sophisticated oil refinery, located at Năvodari. This strategic position, on the Black Sea coast, allows a fast shipping of crude and oil products.

Thus, Petromidia, one of the last 3 functional refineries in Romania, became an important regional

node, and Rompetrol one of the most important exporters. Rompetrol Petrochemicals, also located on the Navodari platform, is the only remaining petrochemical plant in Romania, vital for a key industrial sector. In 2001, Rompetrol created Rominserv S.A., Romania’s first Engineering Procurement Construction & Maintenance (EPCM), company focusing on the oil industry.

In 2005, Rompetrol announced the acquisition of the French company Dyneff, who also operated in Spain.

In the same year, Rompetrol established a branch in Georgia.

In August 2007, the Kazakh company KazMunayGas acquired 75% of the Rompetrol shares from the owner Dinu Patriciu for around 2.7 billion USD. Through the acquisition of the Rompetrol Group, KMG has become an important player on the European oil & gas market.

In 2008, the Group extended its activities in the Republic of Moldova, Rompetrol Gas, the liquefied petroleum gas (LPG) trading division, having acquired the majority shares stock of MoldInterGaz Moldova.

In 2009, Dinu Patriciu sold the 25% equity stake in Rompetrol to KMG, thus exiting the oil business. In August 2009, Rompetrol opened its first two Litro fuel stations, on the A2 motorway in Romania, designed as the new premium brand of the group. In 2011, KazMunaiGaz bought two oil tankers, each with a capacity of 115,000 DWT, in order to ship oil through the Black Sea and the Mediterranean Sea. In the same year, Rompetrol entered Bulgarian and Hungarian markets.

In the present days, The Rompetrol Group employs over 7,000 individuals, it has developed a network of over 1,000 gas stations in the region and helps Romania balance its trade deficit, by being the largest exporter, with 1.7 billion USD in exports in 2011. The Rompetrol Group has developed partnerships with key academic institutions in the oil & gas sector (oil & engineering departments at the Oil & Gas University Ploieşti, Ovidius University Constanţa, Politehnica Rompetrol University Bucharest), offering its support to maintaining Romania's academic tradition in the sector. Rompetrol has developed an internship program for talented students in the sector, with more than 1,000 students attending the program in the past 10 years, out of which more than 100 became Rompetrol employees and thus being able to start a promising career.

The Rompetrol Group decided to rebrand itself into KazMunayGas International NV, as part of a process aimed at integrating the activities and operations within its sole shareholder.

The "umbrella" brand is prerequisite to consolidating the market position of the group of companies under the KMG brand in Romania and for entering other foreign markets. The central management and support division of the Group - The Rompetrol Group Corporate Center SRL Romania, will become KMG Rompetrol. The Rompetrol brand will further be used in the distribution segment, as it is recognised both locally and internationally.

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Industry Journal / Winter 2014 / companies

mca grup

Opening Doors to Success MCA is the largest local producer of sectional doors and rolling shutters, with the largest factory of its kind in the Balkan area.

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When and how the MCA Grup business started? Why did you choose the garage doors field?

Mr. Ciprian Oprea, CEO MCA Grup: Choosing the garage doors field was the result of two combining aspects that happily created the conditions for a successful business start, even though we didn’t know at that time what this attempt will offer. In detail, there are two main reasons for choosing this market segment: -When we started, this was a totally uncovered niche in our country. We had the chance (luck, really) to be among the first in the market.

-The fact that I personally really liked this kind of products – sectional garage doors. Being a novelty at the time, they seemed to be interesting solutions to me and the real challenge was to find the ideal technical solution for each individual case. Finally, I felt then – as I feel now – a deep sense of gratification in offering people what they need. Seeing them satisfied with our products and services really kept me going and made me want to develop the business as much as possible.

So, I started the business out of passion 16 years ago, in a one bedroom apartment located on the 6th floor of a building in Bucharest. It was a challenge. We were carrying materials for roller shutters on stairs. Then, we gradually developed.

We bought a bigger place – an apartment on the ground floor with a garage, followed eventually by an even bigger one. Initially, me and a friend were the only ones involved. Later, my wife joined the business, therefore the MCA Grup currently has three shareholders. One idea that has helped us grow came from my wife by expanding sales nationwide through a distribution channel.

What strategy did you use when a decrease in building sector became imminent?

The economic crisis was indeed a difficult time for us too. A milestone in the company’s history was the decision to approach other markets.

It came naturally after the 2008 economical crash that wiped out the building sector. The first “experiments” with export began in 2009 and, in subsequent years, we established this channel which proved to be more efficient than we anticipated. But, for us, this sales channel is both pretentious and precious, so we insisted. Overall, export products are priced 25% -30% higher, hence profitability is two times higher than in the domestic market, but costs are higher also. The development potential, however, is incomparably higher than in the local market. Another milestone came in 2012, when we introduced the direct sales channel. We have formed our own team of salesmen. The sales volumes also peaked in 2012 at €8.2 million.

“We were carrying materials for roller shutters on stairs”

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Ciprian Oprea, CEO MCA Grup

Industry Journal / Winter 2014 / companies

“Local market is still immature”

How have prices changed since 2008? How have Romanian customer’s expectations changed?

Premium market shrank slightly, low market has increased significantly and middle market contracted markedly. Customers moved towards budget solutions. Local market is still immature.

People generally focus on price and tend to overlook long lasting quality, for they have not yet experienced a life cycle of this product and don’t know what should be expected from such a product.

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How many garage doors do you sell in Romania? What was the trend in 2014?

In 2013, the company’s production was 6,000 garage doors. Currently, MCA Grup holds 30% of the local market for garage doors and we sell about 4,000 sectional garage doors a year in Romania. In 2014 the market has remained constant; we even estimate a slight increase.

However, our garage door sales decreased locally with about 10%, due to diminishing volumes achieved through the distribution network.

Although at the moment the market is moving towards budget solutions, the materials used and the services offered by MCA Grup are oriented towards quality and quality doesn’t come at the lowest price.

Romanian market demands cheap products, it is immature, the fight goes on price.

Instead, Western market demands quality and that suits us better. Therefore, the decrease in domestic distribution was compensated to a great extent by export growth.

What was the the last year’s turnover? Can you estimate the value of local garage door market?

Turnover, at group level, was €8 million in 2013.

A rough estimate of the local market would be approximately 12,000 sectional doors per year.

Which of the two segments - residential and industrial - contribute more to turnover?

60% residential, 40% industrial Which are the main export destinations?

We export consistently in eight countries, mostly from the European Union: Italy, France, Belgium, Bulgaria, Serbia, Austria, Germany and Moldova.

In 2014, 30% of production was exported.

How do you estimate the garage doors market will develop in the coming year?

If economic growth forecasts come true, then the market will probably increase. We do not expect a dramatic growth, but an increase of 5% -10% is possible.

How many employees does the company have?

How well equipped are those seeking a job at MCA? As a group we have 160 employees in production and sales. We have offices in several cities in the country. We are in touch with over 800 collaborators distributing and installing MCA products in Romania and with 200 dealers abroad.

We generally find well-trained people, but if they are not so, we invest in their training, if they prove that this is what they want to do and that are able to do it.

What innovations MCA has to offer to those who want a touch of style and cutting-edge technology?

Our R&D Department is constantly looking for innovative solutions to improve comfort, energy efficiency and design. We have several projects, some released, some still in testing.

For example, we launched the prototype Power Door with photovoltaic panels, a garage door that can produce energy for operating its engine or to power other households.

This project was awarded Gold Medal for Innovation at the International Technical Fair in Plovdiv, Bulgaria, 2012. Another project we presented at several fairs is the Vogue, a stylish door for demanding clients.

It’s a premium model, a technical achievement decorated with stainless steel inserts.

The latest MCA innovation was launched at the

“I would accelerate the pace!”

Equip Baie 2014 fair which took place in Paris.

It is a pedestrian door for garage doors with no rivets on the outside, glued with adhesives used in the aircraft industry instead. Being an element without any visible rivets, the MCA Lara pedestrian door is an innovation that adds elegance to the entire sectional door.

Is there room for new players on the market?

There’s always room for new players, but it would become a much more stressful place to be in.

However, competition would only sharpen our senses.

For us, it is a challenge to outdo ourselves.

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Industry Journal / Winter 2014 / companies

What are MCA Grupâ&#x20AC;&#x2122;s future projects? What do you plan for 2015?

First, we intend to increase export to 75% of turnover in the next five years and we have an ambitious plan in this regard. We aim to enhance the quality, not reduce the prices. Furthermore, we already have ongoing employee development programs and we will continue to invest in both long-time employees and entrants. We plan 15 new projects for 2015, but we will talk about them at the appropriate time.

If you would start the business from scratch this year, would you go down the same road?

What would you change?

I would change a lot, firstly about myself.

Secondly, I would accelerate the pace!

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Mr. Ciprian Opreaâ&#x20AC;&#x2122;s advice to young people who want to take the path of entrepreneurship The three main ingredients that build a business are: pleasure from what you do, confidence to become the best in your field of expertise and ambition to succeed. Money should not be the main motivation, but passion to outdo yourself and others. Money is not really a goal, but a result. Doing a good job is far more important. Money will come as a bonus.

Before implementing your business idea, it is important to answer the following questions: -What is your knowledge in this field of expertise?

-Are you ready to make this your daily concern?

-What are your resources and how can you use them to apply your idea?

You should do a market analysis before you begin, but not too extensively, because you may never come to a decision.

The plan is very important, it is best to stick with it, provided it is periodically adjusted to market evolution.

I also recommend young people not to be afraid of obstacles, to regard them as challenges, opportunities to grow, to learn, to experience.

The number and extent of the difficulties will increase with time, contrary to many expectations that the first year is the most difficult.

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Romaqua Group

It is easier to sell the truth Borsec means more than two centuries of history. Countless international awards, the first of these dating back to 1873. In 2004 it was called “the best mineral water in the world”. It received the “Trusted Brand” distinction offered by Reader’s Digest Romania, nine years in a row. But tradition doesn’t stand for food nor water. Even for a brand with a history of over two centuries, the consistent investment in new technologies, logistics and effective marketing campaigns is essential to continue a successful story.

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R

omaqua Group was established in 1999, after the privatization of SC Regina Apelor Minerale SA Borsec, who continued the activity of Apemin factory from the communist period.

Romaqua Group is recognized especially for the natural mineral water Borsec, but the company’s activity does not limit to that – in the Group’s portfolio there are also Albacher, Dorfer and Mülhbacher beers, Giusto and Giusto B.R.I.F.C.O.R. soft drinks, Giusto Natura still drinks, but also natural mineral water sold under other brands Stânceni and Aquatique.

We have discussed with Mr. Radu Lăzăroiu, general manager of the company about the success of the mineral water Borsec, the diversification of the product range and the development plans.

Mr. Lăzăroiu, how hard is it to sell drinking water?

First of all, I would like to mention that we sell to consumers natural mineral water of many kinds: naturally carbonated natural mineral water (Borsec), carbonated natural mineral water (Stânceni), still natural mineral water (Borsec and Aquatique). Our customers have knowledge about what both natural mineral water and table water mean.

If you are honest and you do not sell lies, they become a loyal customer.

However, it is more difficult to convince

a consumer who is already worried, their suspicions being triggered by the actions of some unfair or incompetent competition.

What are, in your opinion, the main criteria according to which the consumer chooses a certain brand of mineral water?

Usually, the quality of the product, of the bottle, of the closure , consistency of the taste, the product’s image and awareness, and its accessibility.

What are the characteristics that have established Borsec as one of the market leaders in Romania?

As I have mentioned earlier, beside the product we also sell a truth; we are honest with the customer and everyone in Borsec city is aware of what natural mineral water means and behaves as such, so that any activity carried out in the factory or city does not affect this treasure. You should know that the majority of Boresc inhabitants come from families that were brought at the beginning of the 19th century to work in this factory. We have employees who are in the fourth or fifth generation, while 90% of the Borsec active population works in the factory.

There is no family in Borsec in which at least one member isn’t working with us, or who does not depend on natural mineral water. I can say that it is a life philosophy in Borsec to take care of Borsec water.

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What other products can we find in Romaqua Group portfolio, apart from the mineral water Borsec (still and sparkling)?

I would start with the presentation of the factories belonging to the Group: · Buşteni Factory – where Aquatique natural oligomineral water is bottled, water that has its source in Jepilor Valley in Bucegi Natural Park, right under the funicular that leads to Babelor and Sfinx plateau; also, here are bottled Giusto carbonated and still drinks; · Borsec Factory – where natural mineral water Borsec is bottled, the water springing from the Natural Reservation Scaunul Rotund; · Stânceni, Mureş Factory – where natural mineral water Stânceni is bottled, which has its spring in the Călimani Natural Park; · Sebeş Factory – where Albacher, Dorfer and Mülhbacher beers are produced and bottled; · Metropolitan Factory Bucharest – where Play sunflower seeds are packaged.

As you notice, natural mineral water sources are found in protected areas.

Borsec is one of the few brands of mineral water which can be found in glass bottles in stores.

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What percentage of the total sales volume is represented by water sold in this sort of packages?

Unfortunately, the returnable packaging market for 1 litre bottles falls due to the fact that a large number of retailers don’t want this product any more, being it is too costly because they need storage space for filled as well as empty bottles, transportation is more expensive, thus resulting a small profit margin. However, we do bottle Borsec water in glass bottles of 0,25 l and 0,75 l, and in this case sales grow from year to year.

How did the company’s turnover evolve in the last years and what expectations do you have from 2014?

Since Romaqua Group S.A. was opened, the turnover has constantly increased and we hope that it will grow in 2014 as well; the signs are good, we are on the same ascending line.

Can you reveal some of the company’s development plans?

We want to get into top three in all product families that we keep in our portfolio in the next five years.

Industry Journal / Winter 2014 / companies

i a șite x sa

Over 100 years of tradition with the imprint of – made in romania Part of SCR Group, the most powerful industrial group in Romania, SC Iaşitex SA is one of the most enduring of all the companies listed on the Bucharest Stock Exchange with over a century in the woven fabrics and clothing business.

ocumented in 1910 as Ţesătura Iaşi, the factory was nationalized in 1948 after which, during the communist period, was named Întreprinderea de stat Ţesătura Iaşi.

After 1990, in a context where thousands of businesses arise only to disappear a few weeks later, the company is established as a joint stock company, and in 2003 it is privatized by acquiring majority stake by the group SCR. The secret of longevity in the field of industrial production of woven fabrics and clothing is,

D

according to Mr. Gheorghe Dulhai, CEO of Iaşitex SA Iaşi, the ability to continuously adapt to the ever changing business and market requirements.

“Iaşitex wanted to be a major player in the industrial fabrics and garments market. It identified the best market niche and created a few teams who shared an experience gained through 100 years of tradition“, adds Mr. Gheorghe Dulhai.

The transition from a centrally planned production, that used mainly manual labour, to a technologically driven market economy, was not easy. “The viability of the company and our place in the

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market is gained step by step, contract by contract, client by client, which we find by our own“, says the Iaşitex CEO. It seems that all the effort was worth, because today Iaşitex is truly a European company with an excellent pedigree, more than 90% of its products being exported.

One of the most important customers is the giant Swedish company IKEA, whose direct suppliers are Iaşitex’s clients.

Currently, the raw materials are mostly imported. But this is about to change. “Do not think that we neglect purchases in Romania. We have here business partners of whom we are very satisfied. And, because we want our contribution to Romanian economy’s growth to be as significant as possible, we report a project which, after implementation, will lead to the integration of raw materials from Romania in a proportion of more than 50%. It may not seem much.

However, remember that the main raw material we need is cotton and, in Romania, this crop disappeared long ago and never has been competitive”, says Mr. Gheorghe Dulhai.

The Iaşi-based company prevailed against the financial problems it had last year. After 2013 marked the first year with losses in the recent history of the company, first half of this year came again with profit. “Positive trends of 2014 are due to reduced manufacturing costs, by redesigning technological flows and investing in projects for optimizing the use of the main utilities (gas

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and electricity)”, explains Mr. Dulhai.

Moreover, in 2015, the company aims to increase its turnover from 1 million to 1.5 million Euro per month and to attract European funding of at least 1,000,000 Euro, which will direct towards increasing production capacities and competitiveness.

Also during this period, Iaşitex creates and implements an improved on-line shop, which aims to increase product value by adding certain benefits for end users.

According to the Iaşitex CEO, it will be an interactive way in which the client will know all the advantages of the Iaşitex products in real time: “We all know that buying trend is increasingly more via the internet. It’s fast, secure and avoids the less convenient alternative - shopping in the crowded stores from the urban environment”.

But Iaşitex aims mostly the B2B market, it’s main customers being economic agents from various industries.“Lately we have developed workwear and PPE items.

These products are intended for textile manufactures in Romania and abroad, and end users are the workers in various industries, those who wear overalls or wading jackets”, says the Iaşitex CEO. In 2012-2013, the textile manufacturer attended two international fairs (Textile Baltic in Lithuania and Heimtextil in Frankfurt, Germany), where it established trade relations with some participating companies, but, according to the Iaşitex CEO, with no significant increase in sales volume.

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Gheorghe Dulhai – General Manager – Iașitex SA Highly complex managerial background SC TESSCONEX SRL Iasi, SC ASAM SA Iasi, SC TE ROX SRL Paşcani, and SC CERSANIT ROMANIA SA are companies in which I invested skills, effort, dedication and which gave me satisfaction and success.

I am part of Iaşitex management team since August this year and my main goal is to increase turnover from €1 million to €1.5 million per month in 2015.

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monte bianco

the vision of success Monte Bianco the overall tissue products leader of the Romanian market is celebrating this year 20 years of activity in Romania.

Right from the start, the owners of the company, who decided to invest in Romania, felt the opportunity and saw the growth potential of the tissue segment.

They decided that it was the right place where the company could develop strong products, even though, in reality, the products are soft and gentle in touch.

E

xclusively for Industry Journal, Osman Yelmer, the General Manager of the company was kind enough to answer some questions and to tell us a little bit about the evolution of Monte Bianco in the Romanian market.

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20 years of activity is a number that certainly gives you satisfaction. Could you tell us a little bit about Monte Bianco history?

Yes indeed. This year, Monte Bianco has celebrated 20 year of producing good quality tissue paper products. The company has been founded locally, without having any involvement of any people or any company what so ever that would come from the paper and converting industry. The only purpose of the founders of Monte Bianco was to be a pioneer and leader in this field in the Romanian market. If you really think about it carefully, itâ&#x20AC;&#x2122;s really one of a kind type of success story. The name of the company, in my opinion is also a part of the success story as being very unique and easy to be remembered as well as being a name that would create an image of whiteness, cleanliness and purity as our products intend to bring into the lives of our clients. Actually, the origin of the name is not a coincidence as one of the founders of the company comes originally from Aosta, Italy that is very close to the highest peak of Europe i.e. Monte Bianco (Mont Blanc in French) which is situated at the junction point of Italian, French and Swiss borders.

Actually, when Monte Bianco has first started its activities, it had already a significant investment to become the first company to produce high quality toilet paper in Romania. However, no matter how good and future oriented the idea sounds like, it was too early for that period in Romania when majority of the toilet paper consumption was grayish or pink, low quality recycled toilet paper with no inner

tube, thus introducing and promoting high quality toilet paper in the Romanian market took a longer time than the founders hoped for. This is why the company has decided to produce also other products such as napkins, hankies and kitchen towels which helped the company to become the absolute leader of the market in all the product categories.

In addition to the product diversification, Monte Bianco has introduced some brands in the market, namely; Puff, Fiore and Best that are present at the shelves of almost every cash and carry, hypermarket and supermarket in Romania. Together with the rapid expansion of these chain stores, the brands of Monte Bianco started to have recognition all over the country and eventually the growth of the company in sales volumes was inevitable. Today, these brands are some of the most well known brands on both modern and traditional marketing channels in Romania covering all the product categories in this industry.

What is the secret of Monte Biancoâ&#x20AC;&#x2122;s success and how did the company manage to reach to the top?

The most important factor of the success strictly lies in being a pioneer in the market. Monte Bianco was always ahead of its time in introducing new products that would set the market trends. Introducing the first locally produced toilet paper made out of pure cellulose, first kitchen towel, first micro embossed napkins and first industrial towel into the Romanian market are just some of the examples for setting the trend in the market that led the todayâ&#x20AC;&#x2122;s market leader position of the company.

In addition to what is said above, Monte Bianco has concentrated in investing in technologies that would increase the efficiency and productivity. Nowadays, the only solution to sustain the market leader position is to have efficiency and productivity in a market where there is a very tough competition by

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Osman Yelmer, General Manager Monte Bianco

Industry Journal / Winter 2014 / companies

not only local but also multinational producers. The target of having high efficiency and productivity is possible only by continuous investment in new machines as well as investing in maintenance activities to keep the down time as low as possible.

The last but not the least is the people factor.

Especially, in production of paper and converting itâ&#x20AC;&#x2122;s not easy to find qualified people in Romania; therefore we value our people and invest in them to increase their knowledge. For that reason, turnover of key technical positions is very low in our company.

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Can you tell us the reason why the founders of the company decided to invest in Romania?

Whatâ&#x20AC;&#x2122;s your opinion about Romanian business market?

The owners of the company have invested in Romania back then for the simple fact that they have seen the potential for growth in Romania.

After 20 years of activity, if we look at the statistics of Romania there is still a very good potential of growth in this field of activity. Today, per capital tissue paper consumption of Romania is around 3,5-4 kg/year whereas this figure is around 14-15 kg/year in countries like Hungary and Poland and around 20-25 kg/year in countries like Germany, Sweden etc. Big part of the rural regions of Romania still donâ&#x20AC;&#x2122;t have access to good quality tissue paper. However, if you consider the fact that international supermarket, hypermarket and hard discounter chains claim that their level of penetration in Romania is much lower as compared to the Western European countries, as parallel to their ongoing expansion, more and more people will have access to quality tissue paper products in Romania in the near future.

Although the increase in consumption in Romania has stagnated during the last 2-3 year because of the economic situation, eventually it will pick up as the economic situation will recover. All these factors proved how correct was the decision of investment in Romania 20 years ago.

Beside the positive picture related to the potential growth, there is a negative picture that we have to consider. The biggest problem we face today is unfriendly business environment in Romania.

By that, I mean unfair competition by means of corruption which is not tackled by the state, on the contrary, companies that play the game unfair by not paying taxes, VAT etc. causing big losses to the state budget get rewarded by continuing their activity. Especially, the actual insolvency law permits companies to hide behind this law.

The owners of these companies do not get held responsible for the damages they cause to other companies, banks and to the state budget.

Another negative aspect we face today is the difficulty of dealing with international supermarket chains. Not only that they almost wiped out all the traditional channels of distribution by their aggressive expansion but also they put producers in a very difficult position by

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and harder in the future, especially for local companies like us who don’t have the marketing budget of multinational companies.

What is the amount you invested so far?

Monte Bianco has invested in different projects over the time. We can count some of the significant investments as a converting line for retail products, 40.000 m2 industrial building, a paper machine and lately in 2014, a new line for producing away from home rolled products. Total of investments would be easily over 15,000,000 Euros.

With whom do you prefer to deal?

Internal or external suppliers? Which one of them influenced this percentage?

We don’t have such a preference. The most important factors in choosing suppliers are several. Having an excellent price/quality ratio, good lead times, consistency in quality, good commercial conditions and professionalism are some of them. As far as the value goes, the percentage of working with external suppliers is higher since Romania is not a pulp producing country and we have to buy the pulp from different external sources. “Jumbo Roll” is another important raw material for us for the products for which we don’t produce the raw material on our own. However, recently, there were significant investments in Romania for the production of jumbo rolls which could enable us not to depend only on external suppliers.

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The tissue paper you are producing in your factory it’s made exclusively for Monte Bianco products or do you also sell it to others company that has the same activity as yours?

The tissue paper Monte Bianco is producing is almost exclusively consumed internally. We produce only certain qualities, mainly towel and some napkin paper from 100% pure cellulose.

The rest of the paper qualities such as toilet paper, facial tissue, handkerchief and colored napkins we buy from both external and internal suppliers.

putting a very big pressure on the prices which, in reality, does not get reflected to the final consumers. In addition to the pressure they put on producers, the increasing trend of Private Label has become and will be in the future one of the biggest problems that we have to face.

In our sector, the level of private label has reached, including all the categories of tissue paper, an alarming level of 55 % which is the highest level of private among all the FMCG goods in Romania.

Private Label means less space for our branded products on the shelf that in return means sustaining a well recognized brand will be harder

How many employers does your company have? What’s the amount of your production per year?

We have a little over 150 employees in two different production locations.

The production capacity that Monte Bianco has is around 20.000 tons including all the product categories. For the time being we use around half of this capacity.

What’s the most successful product?

When we talk about the sales volumes in tonnage, the most successful product category for Monte Bianco is the kitchen towel where we have an undeniable market leader position according to latest Nielsen statistics.

Following our newest investment on the “away from home” products line, we expect also these

“ The production capacity that Monte Bianco has is 20.000 tons ” products to become the “big sales volume” items among the other product categories.

What was the turnover in 2013? Have the estimations for the current year been achieved?

We had a turnover of over 11.000.000 Euros in year 2013. In year 2014 we have estimated an increase of sales by around 7-8% which seems to be realistic according to the results we obtained so far in the current year.

What are your anticipations for 2015?

Do you have any plans for new investments?

Do you intend to launch a new line of products?

Together with the acquisition of the new AFH line we expect to increase and diversify our sales in 2015. For this purpose we already have participated at two exhibitions; one in Romania and other in Istanbul. Our target is not only to increase the sales but also to diversify them to different channels.

Especially, finding new export clients is our main sales target in year 2015.

For 2015, our investment plans are mostly focused on improved efficiency and quality in paper production. In addition to that we’ll have some rehabilitation projects in order to be able to create better production and working conditions.

What are the competitive advantages of Monte Bianco?

The most important advantage that our company has is the focus on quality.

Monte Bianco from the very beginning has established a quality policy which is kept until today as the key policy of the company. Our products are made out of 100% pure cellulose and with a certain type paper that has higher paper basis weight.

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HANNOVER M ESSE

HANNOVER MESSE 2015

(13-17 April, Mon-Fri) Global Business & Markets partner: Premier platform for industrial growth markets worldwide New location: exhibition, conferences, networking area and Investment Lounge now in Hall 6; Chambers of Commerce Abroad and their coordinating body, DIHK, to stage joint debut as partners of INVESTMENT LOUNGE.

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Hannover In 2015, HANNOVER MESSE’s international trade and business internationalization platform, Global Business&Markets, will be held at a new location – Hall 6. The move positions, the platform right next-door to the central pavilion of the official Partner Country, India, and to the numerous international group pavilions of the Industrial Supply show. Global Business&Markets is a comprehensive showcase, comprising exhibitions, high-power international trade and investment conferences, networking opportunities, international trade advisory events, and a special “Investment Lounge” for one-to-one dialogue on sales and project finance, investment and development.

With this breadth and depth of scope, it is no wonder that Global Business&Markets has quickly developed over the past few years into Europe’s biggest event for international trade, attracting no fewer than 5,000 registered visitors in 2014. And the beating heart of this event is the Investment Lounge, which will be celebrating its fifth anniversary in 2015. Next year, this central networking area and meet-up zone is expected to feature some 90 business delegations from all around the world.

Global Business & Markets is a respected platform that enjoys support at the very highest levels.

A joint initiative by Deutsche Messe and the Federation of German Industries (BDI), it is backed by all of Germany’s leading foreign-trade-sector organizations and associations and is endorsed by the German Federal Ministry for Economic Affairs and Energy (BMWi) and the German state of Lower Saxony, both of which are proud to lend their names to the event as official patrons. Among its exhibitors and partners are numerous international business

development agencies and providers of innovative business internationalization services.

In an exciting new development, Germany’s Chambers of Commerce Abroad (AHKs) will in 2015 feature as partners of the Investment Lounge for the very first time. The AHKs are the international counterparts of Germany’s domestic chambers of commerce and industry. Spanning 130 locations in 90 countries, they advise, support and act on behalf of German-based and international companies seeking to establish or expand their business activities beyond their domestic markets.

The AHKs are coordinated by the Association of German Chambers of Commerce and Industry (DIHK – the same body that coordinates Germany’s domestic chambers of commerce and industry) and, under the DEinternational brand, offer services to support companies in all phases of business internationalization. DIHK Deputy Chief Executive, Dr. Volker Treier, explains the DIHK’s role at Global Business & Markets: “Our Chambers of Commerce Abroad are the first ports of call for German companies seeking to maximize their opportunities in foreign markets, wherever those markets might be. Our experts offer tailored services ranging from location analysis and B2B matchmaking right through to personnel recruitment. We are thus an important success factor for Germany’s strong export sector, and so it makes sense for us to have a presence at Europe’s leading platform for international trade.”

Another Investment Lounge partner – and one of several years’ standing – is Germany Trade and Invest (GTAI), the foreign trade and inward investment agency of the Federal Republic of Germany. It uses Global Business & Markets to

inform German companies about foreign markets and provide advice to foreign-based companies that are considering establishing operations in Germany. GTAI CEO Benno Bunse explains: “We have been a partner of the Investment Lounge four times, which means we’ve been there almost since it was first held. For us, the Investment Lounge is the perfect setting in which to meet up with companies and partners and share ideas and information with them. One of the highlights in 2015 is that Germany’s Chambers of Commerce Abroad will also be Investment Lounge partners.

In other words, two key parts of Germany’s international trade and inbound investment network will be there, working side by side.”

The international business consulting network InterGest will also once again be a partner of the Investment Lounge.

InterGest has 55 partners worldwide and provides a range of services to help small and medium enterprises establish and expand their business internationally. Peter Anterist, Managing Director of InterGest Worldwide: “As a global service provider, we value Global Business & Markets because it enables us to present our offering to a very diverse business audience. It is a platform where we can run our own events and hence raise our profile with potential customers.”

As in previous years, the various Global Business & Markets partners will be running a number of high-power conferences in the Global Business & Markets forum area in Hall 6. They are currently planning conferences on Japan, China, the ASEAN states, the United Arab Emirates, Russia, Brazil, the EU’s regional strategies and, most importantly, next year’s HANNOVER MESSE Partner Country, India. In addition to the forum area in Hall 6, exhibitors will have access to wellequipped, tastefully appointed conference rooms where they can run seminars and workshops.

HANNOVER MESSE –– Get new technology first!

The world’s leading trade fair for industrial technology is staged annually in Hannover, Germany. The next HANNOVER MESSE will run from 13 to 17 April 2015 and feature India as its official Partner Country. HANNOVER MESSE 2015 will comprise ten flagship fairs: Industrial Automation • Motion, Drive & Automation (MDA) • Energy • Wind • MobiliTec • Digital Factory • ComVac • Industrial Supply • Surface Technology • Research & Technology. The upcoming event will place a strong emphasis on Industrial Automation and IT, Power Transmission and control, Energy and Environmental Technologies, Industrial Subcontracting, Production Engineering and Services and Research & Development.

Deutsche Messe AG With revenue of 312 million euros (2013), Deutsche Messe AG ranks among the world’s ten largest trade fair companies and operates the world’s largest exhibition center. In 2013, Deutsche Messe planned and staged 119 trade fairs and congresses around the world – events which hosted a total of 41,000 exhibitors and some four million visitors.

The company’s event portfolio includes such world-leading trade fairs as CeBIT (IT and telecommunications), HANNOVER MESSE (industrial technology), BIOTECHNICA (biotechnology), CeMAT (intralogistics), didacta (education), DOMOTEX (floor coverings), INTERSCHUTZ (fire prevention and rescue), and LIGNA (wood processing and forestry).

With over 1,000 employees and a network of 66 representatives, subsidiaries and branch offices, Deutsche Messe is present in more than 100 countries worldwide.

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Industry Journal / Winter 2014 / companies

Broadhurst Industri a l Ma nagem e nt

Three stars in the Broadhurst galaxy Broadhurst Industrial Management is the industrial asset management division of Broadhurst Group. Broadhurst investment fund is controlled in Romania by New Century Holding (NCH), a group present on Romanian market since 1994 that currently manages the majority and minority stakes in more than 300 Romanian companies from various sectors. Energoutilaj, Carboplak, UMEB are three industrial companies, part of the same big family, that stand out on domestic and international markets. Marius Ion, Administrator at Broadhurst Industrial Management, guides us through their history and through what they have to offer.

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UMEB - Adding value to quality UMEB is the market leader in designing and manufacturing special low voltage motors, including explosion proof motors.

Last year, the company celebrated 65 years in the field of electric motors.

UMEB was founded in 1948, when it became a state owned company. In 1997 the company was privatized by IMSAT, and in 2007 New Century Holdings became majority shareholder. This coincided with the period of UMEB modernization, primarily through an 10.5 million investment in a new headquarters building, a greenfield project, where rethinking all production flows was possible. â&#x20AC;&#x153;Although we have a rich history in manufacturing low voltage electrical motors and diesel generating sets, with EU membership, we had to reinvent our brand in a rapidly changing market.

After 2005 we started restructuring the product portfolio, so we focused on engines

niche, where competition is kept away due to the necessity of special knowledge both in R&D and manufacturing process, says Marius Ion. Most of the companyâ&#x20AC;&#x2122;s competencies are related to products with high added value, namely explosion engines in the range of 0,09kW to 400kW, in 63mm to 355mm gauges. Explosion proof motors are designed and manufactured to work in environments with potentially explosive gas, such as acetylene, hydrogen and ethylene.

The overwhelming majority of these applications are in oil & gas industry and derivatives, but also in the food, pharmaceutical and fertilizer industries, where powder mixtures of any kind can become explosive under certain conditions.

The company also produces robust and customized general purpose engines.

â&#x20AC;łWe can say, without modesty, that our engines and our diesel generating sets compete directly with those of established companies worldwideâ&#x20AC;ł

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Carboplak - The first in modern plastics

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Carboplak, an important company in New Century Holdings Portfolio, is the first Romanian producer of polycarbonate. Having an experience of over 25 years in the construction of plastic parts and machinery, composite materials and polyester resins reinforced with fiberglass and carbon fiber, Carboplak turned its attention to technopolymers and modern processing technologies.

After a market study conducted in collaboration with GFK, the company decided to start an investment in this field. The production began in 2007. The raw material is purchased from world leaders Bayer (Bayer Material Science) and Sabic. The manufacturing technology and equipment is provided by OMIPA Italy. The first team of operators and engineers was trained by engineers at OMIPA, both in Italy and at company headquarters in Bucharest. The staff participated in several online seminars with the granules manufacturers Bayer, GE and Sabic, on various topics related to advanced technopolymers processing. With a modern, fully automatic production line, Carboplak specialists focused on extrusion technologies, compounding and quality management.

To satisfy user requests, a line of fences plating systems has been developed, to separate this type of plate from those in the standard line (canopies, skylights, greenhouses, etc.), the individual systems (facades, skylights vents, industrial greenhouses) or infrastructure (noise barriers).

All varieties are marketed under the brand Carboplak the offer including all necessary accessories for installation. Products are also sold in DIY stores, under private label. The development strategy involves, among other things, reducing the environmental impact of production operations through responsible management of resources and waste, the development of energy efficient solutions and CSR activities.

â&#x20AC;ł We have a good expertise in this area, and we will continue the study of modern plastics processing in order to diversify our product portfolio â&#x20AC;?

Mr. Marius Ion, Administrator of Broadhurst Industrial Management, owned by New Century Holdings in Romania.

A material with many applications The first polycarbonate resins synthesis was made in 1898, but the technology modernized only in 1930. In 1941, the PCG company launched the production and marketing of premium polycarbonate resins.

In 1960, Dan Fox (GE) and H. Schnell (Bayer) found the current polycarbonate resins formula, followed by industrial production. In 1965, the first production capacity opened in the USA, followed by the Netherlands, in 1977.

Cellular polycarbonate plates have numerous applications including: domes and skylights, curtain walls, pedestrian passages and awnings, coatings and interior design, industrial greenhouses, solariums, and acoustic panels.

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Industry Journal / Winter 2014 / companies

Energoutilaj - Serving the future

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Founded in 1949, Energoutilaj is the main equipment hirer for most major industrial and civil construction projects in Romania.

Until December 2003, Electroutilaj was a state-owned company. The purpose for which it was founded was to provide equipment services to the investment division of the Romanian energy sector. It participated in the construction of the electrical grid, hydroelectric power plants and the construction of the Cernavodă nuclear power plant.

During the time it was owned by the Romanian state, Energoutilaj provided full range equipment services required on construction sites: excavators, bulldozers, wheel loaders, cranes, motor vehicles for transporting building materials and oversized transport.

In December 2003, the Romanian state sold its majority stake and Energoutilaj became part of the NCH Advisors Group, represented in Romania by Broadhurst Investments Limited.

According to Mr. Marius Ion, Administrator at Broadhurst Industrial Management, the decision of specializing in mobile cranes services and heavy transport was made after an analysis of the domestic market′s needs. "This restructuring benefited from an investment in equipment worth over € 10 million, a program that we ran from 2006 to 2012 and that provided a fleet of cranes and vehicles which is probably the youngest in Romania (the average age of the machines fleet being 7 years)", says Mr. Ion. Energoutilaj currently has a fleet of 21 mobile cranes (16-300 tons) and 12 heavy transport vehicles (50-150 t). Upon its establishment, Energoutilaj was involved exclusively in energy projects, meanwhile specializing in mobile cranes services that enabled the company to act in almost all economic sectors.

The company currently runs assembly work for builders, transport and handling for precast concrete manufacturers, transport and handling for the energy sector (including wind energy), installation of chillers, yacht launches, transport of large construction machinery, transport and assembly for infrastructure works, etc.

Energoutilaj acts mainly on the local market, which it fully covers, but occasionally, the company has projects in Bulgaria and Serbia. "We want to expand regionally, but proximity markets are still underdeveloped and lack of funding for large investments, so local branches are not justified", says Mr. Ion. Although in 2014 the construction sector has fared below expectations, Electroutilaj found solutions to develop its activity both by increasing turnover (given that the domestic market contraction is 12%) and by diversifying the range of services. "This difficult period is an opportunity to find solutions for executions without cost overruns and without compromising on quality", adds Mr. Ion. All this effort is supported by an experienced logistics operational team, which in the last decade has managed to turn Energoutilaj into a significant competitor against companies with much larger fleets. ″As in life, in business it really doesn′t matter how big you are, but how fast and versatile you are, how effectively you can communicate with others″, concludes Mr. Ion.

This restructuring benefited from an investment in equipment worth over

10 € million

“If you ask all the crane companies in Romania about what has most valuable, most will only talk about their cranes and what they can do for their clients.

Only one will say that its most valuable asset is its organizational culture and the people who build it everyday.

That company is Energoutilaj”.

Marius Ion, Administrator at Broadhurst Industrial Management

Industry Journal / Winter 2014 / companies

romstal

Romstal built a home safe and healthy plumbing For over 20 years, the passion and the devotion for the company has been transposed into innovative and exclusive products that demonstrate efficiency and reliability every time. Romstal’s commitment to the clients is a long lasting one and it offers solutions for every type of project in a complex system of consultancy offered to the public for free.

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Short history. When was the company founded, what was the number of employees it began with and how did it become a famous brand?

The story of Romstal has begun in 1994, when the first shop was opened in Unirea Shopping Center. The first categories of products that we sold were radiators, central heating, circulation pumps, expansion tanks and propylene piping. The concept of franchise began developping from the first year through the opening of the Miercurea Ciuc branch. In 2000, Romstal finishes the year with a 40 million euro turnover and over 300 employees. The following year, other two branches are inaugurated in Suceava and Constanţa while the number of subsidiaries from all over the country turns to 51. Romstal gets 2nd place in the National Ranking

of Private Companies made by the National Council of Big and Middle Romanian Enterprises, in the field of “Wholesale Trade of consumer goods, other than alimentary” and the 8th place in the Big Enterprises category.

In 2003 Romstal extends its activity on the European market by opening the first store in Kiev, Ukraine.

Romstal Fundeni becomes the fifth store in Bucharest.

The network also includes the branches from Sibiu and Piteşti. Romania’s and Bucharest’s Chamber of Commerce and Industry ranks Romstal the fifth in the National Ranking of Firms, in the field of Commerce and the category of Big Enterprises.

The multinational Romstal network included 157 shops in 2006. The buildings that use the products sold by

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Romstal, the ones whose infrastructure includes pipes, fittings, that use piping supplied by the company, air conditioning systems, pumps, radiators, faucets, faience and hone collections are as diverse as the company's offer: commercial spaces, office buildings, education and entertainment units, and public institutions in a large number. And private houses are even more numerous, where the product palette extends even more because it integrates the ambients destined for bathrooms and lighting. Romstal’s products are found in the headquarters of Billa, Praktiker, Carrefour, Selgros, Pic, Cora, Vel Pitar, Petrom, Lukoil, Mitsubishi Motors, Flanco, various productive units such as factories, storage rooms and market halls, Electrica headquarters, numerous city halls and county councils, in the Parliament Palace and the Justice Palace.

Romstal has been included in the “Ranking of the 50 most valuable Romanian Brands” by Business Week Magazine and the “Ranking of the 100 Romanian firms where one should work” by Capital Magazine.

Following the “Brands Evaluation Report” made by Brandient, Business Week and D&D Research in December 2006, the Romstal brand has been evaluated at a worth of 32 million euro. In November 2007, during the 14th edition of the Excellency in business ranking, The Romanian Chamber of Commerce and Industry offered Romstal the prize of excellency for the successful local franchise for its 2006 activity.

Romstal has dedicated 2013 to Webmarketing, the marketing branch dedicated to the company's portals, planning and creating communication and promoting strategies through online media.

Accomplishments: 8 portals, 200.000 unique visitors per month, 150.000 fans on the official Facebook page and sales of over 500.000 euro. Romstal has recorded 2330 employees in 2013 and a turnover of 330 million euro. Today, Romstal is the leader of the South-Eastern European field and it is specialized in selling plumbing equipments for constructions. For over 20 years, the passion and the devotion for the company have been transposed into innovative and exclusive products that demonstrate efficiency and reliability every time.

Romstal's commitment to the clients is a long lasting one and it offers solutions for every type of project in a complex system of consultancy, offered to the public for free.

The company is actively involved in the development of society and the communities it belongs to by supporting projects included in fields such as education, health, sports and ecology. Through its activities, Romstal tries to give help to the society by contributing to the quality of life of the local communities. Also, the company pleads for a proactive attitude towards finding efficient and sustainable solutions for a greener future.

That is why Romstal as a company has adopted an energy politics of reducing the resources it uses.

How many stores does Romstal presently have and where are they located?

Romstal has a network formed of 11 stores in Bucharest, 46 branches and 37 agencies (see the map).

What are the company's trump cards?

Romstal's mission is to be the main supplier and trustworthy partner of plumbers.

Through its 5000 partners network, the company offers both quality products and services and the necessary consultancy. Over the 20 years of existence, Romstal has developed a unique partnership with plumbers all over the country.

The products included in the Romstal ranges ensure a good quality/price ratio and they always show efficiency and reliability. Romstal aims to helping its clients and offers the best solutions that compose a complex consultancy process. The team of consultants, each of them qualified at the Romstal Academy, is always ready to give information about the products’ technical specifications, sizing the project and also implementation solutions.

The company offers extremely professional service activities for the products it sells. The spare parts are always in stock and the rapid and efficient interventions recommend Romstal as a trustworthy partner of its clients. The assistance system works without cease as

the clients can call anytime they have questions about installing the equipments.

Having our own transportation network, the products are delivered directly to the client’s address in 24 hours at the most. With a 20 years expertise, Romstal guarantees being the best supplier of solutions in what plumbing is concerned.

What can you tell us about the Romstal Academy?

The Romstal Academy has been created with the wish to communicate the knowledge and experience to the clients and not only to them. Covering a surface of over 1000 square meters that include an amphitheater with a 55 chairs capacity, two class rooms with over 50 chairs and a laboratory with functional products stands, the Academy wants to educate over 5000 installations professionals until the end of the year.

The specialized lectors offer technical classes for the company’s employees and our collaborators but also for the installation companies that are partners to Romstal.

Plus, the company holds authorization trainings for ISCIR (responsible for technical verification), RSL (responsible for supervising the works) and RVSTI (responsible for supervising and technically verifying the installations).

Beginning with October 2005, the Romstal Academy is authorized to organize qualification programs for the job of “Central Heating Plumber”- COR code: 7136.2.4 by the National Council of Adult Professional Formation (The Bucharest Authorization Commission for suppliers of professional formation) – The Ministry of Labor, Social Solidarity and Family / The Ministry of Education and Research.

The Romstal Academy organizes classes in Romania (Bucharest, Constanţa, Deva and Suceava), The Republic of Moldova (Kishinev) and Ukraine (Kiev and Lvov).

Did the company access European funds for modernization and technology?

This year, Romstal has accessed European funds of 1.200.000 euro for two projects that were addressed to

students and to the persons who work in the plumbing field.

The project “Growing the economic competitiveness through the re-qualification of employees from the plumbing field” (CALIN) offers qualification classes for plumbing jobs. The program includes theoretical and practical trainings and professional counseling classes (http://www.calificareromstal.ro/).

The second project, “Practice for your career TECAR”, has offered the chance to gain competences and knowledge by taking part in diverse activities.

The practice was made in plumbing firms with different areas of expertise so that the students get the opportunity to see what it means to work in each field: Sales, Production, and Service.

In addition to this, the students have participated in practical activities in different departments, which has given them the chance to get in touch with the requests of a job in sales, technical offers, planning etc. They have become accustomed to the commercial activity from a store: what is the working flow, what are the standards, the methods and the requirements.

They had the opportunity to see how the company is organized and to follow the rules that ensure the transition from college to the job. They have developed the aptitudes and practical competences by making laboratory activities and applications in the departments of Technical Offers, in Production and Plumbing Service ( http://www.practicaromstal.ro).

Social Responsability The company is actively involved in the development of society and the communities it belongs to by supporting projects included in fields such as education, health, sports and ecology. Through its activities, Romstal tries to give help to the society by contributing to the quality of life of the local communities. Also, the company pleads for a proactive attitude towards finding efficient and sustainable solutions for a greener future.

Thus, Romstal has become the main sponsor for EFdeN Team, supporting the youngsters in their initiative to create a solar house that is energetically independent.

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Industry Journal / Winter 2014 / companies

irum

The ambition to influence market developments IRUM SA manufactures at Reghin performant skidders and agricultural machinery. Originally intended for domestic market only, IRUM machines are now being sold in several European countries such as Hungary, Ukraine, Serbia, Poland, Croatia, Austria and Germany. Mr. Mircea Oltean, CEO at IRUM talked to us about environmental care, performance, design and the attention to safety in operation and user experience that goes into the machines designed and built by IRUM. 56 Industry Insights: IRUM celebrated last year 60 years of existence. How did the company evolve during this time, what would be its turning moments and which have been the most successful products?

Founded in 1953, IRUM was originally a state-owned company. The first studies on forestry machines were made in 1968 and the first skidders were built a year later. Thus arose some models whose DNA we can also find in recent IRUM products such as TAF 650 or TAF 657M. IRUM becomes a fully private owned company in 1999 with MAVIPROD as its main shareholder and a focus on forestry. At the time of privatization in 1999, the Romanian state was the majority shareholder with 51.4% of the shares, the remaining shares being held by SIF Transilvania and various individuals.

In 2010, based on some market research, IRUM started a collaboration with the agricultural tractors producer Belarus Tractor - a cooperation which resulted in an assembly line of agricultural tractors. In 2011, IRUM‘s next step was to upgrade its products by launching the TAF 2010M skidder.

What prompted you to invest in IRUM? The company MAVIPROD was founded in 1993, having the sale of parts and accessories for forestry and agricultural machinery as main activity. In 1998, it was observed a growing demand for this type of equipment which is why MAVIPROD decided to purchase IRUM who was

already manufacturing skidders at Reghin.

Only about a year after MAVIPROD acquired IRUM, you launched the first agricultural machinery. How was the decision made?

Weren’t you afraid of strong competition coming from powerful companies from both West and East?

The first IRUM agricultural machinery came out in 2010 as a necessity, responding to the market needs, given that it was no longer manufactured locally. We were’t afraid of competition, because we relied on creating a 100% Romanian product.

What types of agricultural machinery do you produce and who are the main customers?

Five types of agricultural tractors, having between 80 and 110 hp, are assembled at IRUM. Among our clients are large private farms or farmers and family associations, city halls, companies with specific agricultural activity.

The main activity is, however, the production of equipment for forestry; in 2012, you have released a new model: TAF-2012. How long it takes to design such a machine and for how long it remains in production (car models, for example, remain in production for a 7 years average period)?

The TAF 2012, equipped with a two bobbin winch, is mainly used in logging operations, to collect the lumber resulting from main or secondary harvesting. This process involves transporting the logs from the cutting site to a landing. The

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first stages of transportation involve undeveloped routes after which more developed routes are used. The operation of timber collecting generally has two phases. First, each log is moved from the stump to the roadside, where it is collected and then transported to a platform near a permanent transport installation. On short distance, the skidder can also be used in the construction of forestry cable transportation installations. It also has log handling abilities and its grading bucket can be used in routes clearance. The TAF 2012 is equipped with the latest Perkins engine and it is the only equipment in this category in operation in Romania to comply with Stage III B requirements established by Directive 2000/25 / EC of the European Parliament and of the Council on measures to be taken against the emission of gaseous and particulate pollutants from engines for agricultural or forestry tractors.

The 82 kw Perkins engine, the ROPS, FOPS, and OPS certified cabin, the Sauer Danfoss power steering system, the 4x4 transmission, the big aspect ratio of the tires, the locking differential and the axles with multi-disc oil bath brakes are a few of the components that make TAF 2012 a powerful, reliable and efficient skidder. It has a high ability for crossing obstacles, low fuel consumption and friendly user and environment.

Compared to similar machines in operation in Romania the main advantage of the TAF 2012 is the higher performance / price ratio.

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What do you have in mind when designing a new product?

Designing a new product takes into account a number of factors that are interdependent: 1. Customer requirements.

The rapid evolution of society, driven by strong competition and the increasing globalization, produce a change in buyersâ&#x20AC;&#x2122; options. They are increasingly opting for products that meet their needs, while keeping the expenses as low as possible.

2. Environmental requirements.

The market penetration of advanced products - in our case, Perkins engine - with superior performances, low fuel consumption and in compliance with the environmental requirements causes considerable leaps in terms of quality.

3. Our own resources which can influence market developments.

An innovative product with improved features, that provide services or additional features to the consumer, may influence purchase intention.

For example, while developing TAF 2012, we have created elements with a high degree of novelty, subject to three patent applications filed with OSIM. How many parts that are used to build an equipment are IRUM products and how many come from different suppliers?

Approximately 60% of the parts are produced by IRUM, the remaining 40% coming from different suppliers.

Of those coming from suppliers, how many are produced in Romania and how many abroad?

In the case of TAF 2012, all parts that are not IRUM products are imported.

How do you decide what parts to produce and what to import?

It depends on our own technical capabilities and the production costs involved.

How many parts create a TAF-2012 skidder?

7.000.

How much machinery do you produce annually?

250 skidders and 500 agricultural tractors.

How many of them do you export and how many are sold in Romania?

As a result of the launch of the new generation of TAFâ&#x20AC;&#x2122;s, the company has won distribution agreements in several European countries.

Currently, the share of exports reached 20% of turnover and the most interesting markets for IRUM are Hungary, Ukraine, Serbia, Poland, Croatia, Austria and Germany.

With these machines, how important it is the aesthetic design compared to the utility? Can we say that form follows function? How important is the appearance of a tractor?

Both are important. In planning and designing of our machines we apply the so-called industrial design.

This is significantly intersecting with engineering and focuses mainly on functionality. So, we use both the artistic and scientific sides to improve the aesthetics, ergonomics, functionality and use of a product. Such an approach makes marketing â&#x20AC;&#x201C; and even the production â&#x20AC;&#x201C; easier.

The ultimate goal is to find and provide solutions to problems of form, usability, ergonomics, marketing, sales and help brand development.

The final design is a homogeneous mixture between form and function, without compromise.

A pragmatic sense would say that the function prevails in such domain, but the form must also determine some changes in the technological process, taking into account ergonomics, aesthetics, marketing etc. Otherwise, we would not create trends and technology would seize to evolve.

What do you take into account when considering user comfort? How much time an operator spends in such a machine daily?

The technical developments in forestry industry eased in many respects the jobs of those working in the field. The amount of hard and stressful activities decreased considerably, but while the job of the ground operator moved in the cabin of a machine, other problems appeared, especially musculoskeletal disorders. Timber processing (cutting - binding - transport) requires the operator to use on average of 24 functions and simultaneously take up to 12 decisions for 10-14 hours a day. This process can be compared

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to the working conditions of an airline pilot.

The technological developments laid a greater responsibility for the operator, and working conditions put pressure on the operator, both mentally and physically.

We, at IRUM, are consistently creating different prototypes, whose performance enable continuous improvement of production models.

We allocate part of our resources on cognitive requirements and on the interaction between man and machine.

This is a relatively new field at global level also and there is still potential for improvement in many respects.

Well-designed interfaces, such as adequate facilities placed in the space provided for the operator (cabin, controls, protective structure) can increase productivity, comfort and safety in operation.

The operators of skidders are subject to substantial pressure, due to body position and the working environment (leading to back, neck and legs pain, vision and hearing problems, etc.) which is largely due to the mismatch between the size of the cabin – or controls positioning – and the physical dimensions of the operators (height, weight,

reaching distance, etc.). We want to eliminate these problems and create the best skidder possible in terms of ergonomics and technology, capable of reducing mental and physical stress, thus increasing productivity. Also, particular attention was paid to creating safer conditions for operation.

Is there a network of IRUM dealers?

We sale our products through both our own distribution points across the country and dealers.

What was the turnover in 2013? How about the net profit? What are your expectations for 2014?

The company had a €13 million turnover in 2013 and for 2014 we are expecting an 15% increase.

How does the revenue split between the different machinery categories you produce? How much do the service sector – foundry, metalworking, manufacturing and heat treatments – contribute to turnover ?

The main activity is the production of tractors and skidders and all the service sector represents 20% of turnover.

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Mircea Oltean, CEO - IRUM

Industry Journal / Winter 2014 / companies

delamode roma ni a

Delamode Romania Perspectives on logistics 62

This year is special for Delamode. The company celebrates 20 years of activity in Romania. We taked to Mr. Cosmin Rusu, General Manager Delamode Romania, about the company’s past present and future, about its successes, its challenges and, overall, about the Romanian freight and logistics market.

You manage the company since 2011. What did it mean for you, personally, the Delamode Romania challenge?

I accepted this new challenge with optimism and desire to carry on the company's development plans. I knew the company well. I worked in partnership with Delamode for more than 6 years.

Since I came at the helm of Delamode, I gained more experience both in terms of providing logistics and from a management perspective.

We are a team of 140 people on various segments - Sales, Marketing, Operations, Finance, HR, IT – and we exchange experiences that help us achieve our objectives.

To what extent the experience you have gained at Metro Group Logistics Romania mattered?

Through the position of logistics consumer and being in charge of logistics operations in Romania for 3 internal clients - Metro Cash & Carry, Real hypermarkets and Praktiker - I have gained relevant experience in logistics. In other words, being responsible, among other things, for selecting logistics partners, the MGL experience allowed me to see the logistic capabilities of most important players on the logistics market in Romania, and, by knowing the competition, I can do my job better today.

″I am optimistic that we will experience an organic growth in the coming years″

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Cosmin Rusu, General Manager Delamode Romania

Industry Journal / Winter 2014 / companies

What are the changes you've made at Delamode Romania?

I focused both on our core business of freight forwarding (road groupage transportation , FTL, LTL, air and sea transportation) and on developing and optimizing the logistics and supply chain solutions. In the last 3 years, I have changed the IT systems (ERP, WMS, Track & Trace) with top technologies solutions, I brought trained and motivated personnel to a team designed to add value to the company, I developed new services to satisfy our customers and last but not least, we have implemented a strict policy of credit control that helps us control better the company's cash flow. In 2013 we had an increase of 27.5% in turnover over the previous year in freight and logistics segments and I am optimistic that we will experience an organic growth in the coming years.

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65% of turnover is generated by road freight and 35% by warehousing and logistics.

What new services have you developed?

The domestic distribution service is one that has developed very well in the last 3 years and the Pall-Ex Romania affiliation enabled us to deliver goods to customers 24 hours throughout the country. The service comes bundled with an advanced track & trace system, which allows customers full visibility on deliveries.

In addition, we have developed new lines of international groupage to Germany, Benelux, Lithuania, Estonia, Belarus, Russia and supply chain solutions tailored to customer requirements.

What does the AEO certification mean for Delamode clients?

The AEO operator is a reliable partner of the customs authorities, a symbol of competency, transparency and professionalism with which it carries out customs operations. So, clients and / or suppliers prefer to work with AEO certified operators because they have a better predictability of customs clearance period, reduced costs for customs, easier access to customs simplifications - for example, local clearance, priority treatment if selected for control over other operators who are not AEO certified. The clients benefit from the advantages of a secure supply chain.

Can you tell us who are the main clients?

Currently, Delamode Romania has over 1,800 active clients. All our clients are important to us, but I can mention a few well renowned names such IBM, Procter & Gamble, AutomobileDacia, Pirelli, Honeywell, Metro Cash & Carry, Leroy Merlin, Hornbach, Dedeman, Chep, Ursus Breweries, Avon, Oriflame, Xerox.

What are the external factors that can influence, positively or negatively, the business?

The decreased exports and imports at national

level have a significant impact on transport activity, because it creates an imbalance between demand and supply, with negative effects on the providers of freight forwarding services. On the other hand, a stable and consistent tax regime designed to encourage consumption at national level (eg by reducing VAT on certain categories of products) can bring benefits for logistics providers. Factors such as the geopolitical conflict in Ukraine, the undeveloped infrastructure in Romania, the major fluctuations (positive or negative) of foreign exchange rates, the financial blockages of economic operators, also induce negative effects on the business environment. Another major factor is the outsourcing rate which is currently 33% in Romania, compared to other EU member states where it′s over 81%.

There is a high potential for development in the Romanian services sector, beneficial fsor both consumers and suppliers.

What are the competitive advantages brought by the Pall-Ex affiliation?

Delamode Romania is a founding member of Pall-Ex network and, being the first and only national distribution network at the moment, we are proud to be part of the network. The benefits are significant: national coverage in 24 hours, custom rates depending on the size of cargo pallets (quarter, half, full, megafull), delivery tracking system (track & trace), high quality of national palletized goods distribution, pallet management.

Is there any sign that logistics migrates from the capital to other cities?

Delamode Romania has regional hubs in Constanţa, Sibiu, Oradea, Timişoara and Bacău and continues to develop by opening new outlets, with logistics hubs designed to optimize the supply chain and satisfy our clients.

Krone recently gave members of Pall-Ex, for testing, a Mega Liner Vario Floor.

What do you think about this model and how it could help streamline freight?

Krone Mega Liner Vario Floor is a new concept in the Romania freight market, which allows loading 30 euro pallets on two upper segments, provided that the capacity does not exceed 400 kg per pallet.

The total capacity of the trailer is, in this context, of 60 euro pallets on both levels.

The main advantage of this system is the flexibility for mixed loads. So, transport becomes more efficient, generates significant additional income due to the additional number of pallets loaded, and has a low fuel consumption and lower emissions.

″The outsourcing rate is 33% in Romania, compared to other EU member states where it's over 81%″

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Milestones

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Looking back, there have been a few key moments that had a significant impact in the company’s history.

2004 – Delamode develops a logistics division - Delamode Contract Logistics SRL focused on the retail segment in Romania, with logistics operations taking place in a 100,000 m2 warehouse, with a fleet of 200 semi-trailers and 40 trucks with controlled temperature, designed to supply the 4 largest retailers in Romania at the time.

2007 – Romania joins the EU, an event which has a positive impact on international transport activity through the development of bilateral relations between Romania and other EU members, as well as a negative impact on Delamode’s business as a customs agent by eliminating customs duties between the member states of the European Union.

2010 – Delamode Romania’s logistics division is sold with a revenue of € 40 million.

″We plan to open a new logistics terminal in the North West area of the country and a platform dedicated to temperature controlled goods in Bucharest″

Daimler introduced this year the autonomous truck, which accelerates and brakes without driver intervention. Under what conditions do you think it should be feasible for a Romanian transporter to invest in such technology?

Currently, I think that there are not many Romanian operators who are willing to invest in such technology due to high costs.

What is the Delamode's goal for 2015?

For 2015 we intend to strengthen our market position in Romanian logistics market, both in freight forwarding segment and warehousing & logistics, by opening a platform dedicated to temperature controlled goods in Bucharest (fruits, vegetables, frozen products) and by opening a new logistics terminal in the North West area of the country.

What are the moments that give you the most satisfaction in your work?

Gaining a new project / partnership with a new customer after a few months' teamwork and customer satisfaction (eg, one of our major clients has doubled turnover since it went into partnership with us) - these moments bring me enormous satisfaction indeed.

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Industry Journal / Winter 2014 / companies

En e l Gr ee n Pow e r Roma ni a

The last one standing Although Enel announced its withdrawal from all energy sales and distribution operations in Romania, it decided to keep its production operations, namely its renewable energy division, Enel Green Power Romania.

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A promising investment Most of the investments in the wind sector was absorbed by the Dobrogea region.

Due to the relatively strong and predictable winds, and extended land suitable for the installation of turbines, Dobrogea is the "crown jewel" in wind energy.

With wind power being the most promising renewable technology in the Romanian power sector, it′s no wonder Enel Green Power stepped in the Romanian wind sector.

In December 2010, Enel Green Power commenced operation of its first wind farm in Romania, the “Agighiol” plant, located in Valea Nucarilor municipality, close to Tulcea. The wind farm consisted of 17 turbines with a capacity of 2 MW each, for a total installed capacity of 34 MW. Enel Green Power′s expansion in Romania continued with the 30 MW Sălbatica I wind farm that entered into operation in January 2011 and brought the company's total installed wind capacity in Romania to 64 MW. Enel Green Power

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Romania continued to expand at a rapid clip over the next two years, with Corugea, Sălbatica I, Sălbatica II, Moldova Nouă, Zephir I, Zephir II and Gebelesis, bringing Enel Green Power to a total wind installed capacity in Romania of around 500 MW. A total of around 340 million Euro was invested in constructing these wind farms, part of the investments being covered by credits from Danish government’s Export Credit Agency (“EKF”). In July 2013, Enel Green Power connected to the network its first photovoltaic plants in Romania. The two plants, Berceni 1 and Berceni 2, are located in Prahova county and have a combined installed capacity of around 19 MW. Shortly after, Enel Green Power connected to the grid the Colibaşi and Podari photovoltaic plants. The start of their operations brought the installed solar capacity of the Enel Group’s renewables specialist in Romania to approximately 36 MW. In December 2013, the European Investment Bank (EIB) and Enel Green Power have closed a financing operation for 200 million Euro to partially cover investments for some wind farms in the Banat and Dobrogea regions of Romania.

Now, the company has around 55 employees working in the offices of Bucharest, Tulcea, Constanţa and Moldova Nouă. According to reports in the Energy Regulatory Authority (ANRE), Enel Green Power has a market share of 1.2% of total electricity production in Romania.

A promise kept Enel Green Power Romania registered last year a turnover of 64.7 million and reported a net profit of 56 million Euro, according to the data published by the Ministry of Finance. So, last year, Enel Green Power Romania operated at a net profit margin of nearly 87%, one of the largest in the local economy. Virtually, for each 100 Euro received, Enel Green Power Romania recorded a profit of 87 Euro.

Most of the revenue and profits incurred by energy producers who invest in renewable energy, including Enel Green Power, does not come from their core business, ie the production of electricity, but from the subsidies granted by the Romanian State and paid by all energy consumers. This support takes the form of green certificates.

In 2011, after a long process of authorization, Romania received in July approval from the European Commission to implement the support scheme for production of energy from renewable sources proposed through Law 220/2008.

According to this law, until 2017, the producers of green energy receive two green certificates

for each unit of electricity delivered (1 MWh), which can be sold separately from the electricity, on the green certificates market.

In 2013, following the application of the support scheme, the installed capacity in power plants that benefited from the system reached 4,349 MW and a 6,279 GWh production.

Enel - A history in harvesting green energy Enel was established 50 years ago through the nationalization of 1,271 private companies that were operating throughout Italy, contributing to the development of the country’s energy sector.

That decade, Enel finalized the construction of the transport and interconnection network, which also allowed the electrification of mountain villages in the peninsula. Also at that time, Enel started constructing its first important thermal power plants in Italy.

Following the 1970s oil crisis, the company’s research and development departments started to look for alternative sources of energy. In the 1980′s Enel started the construction of its first power plants based on renewable energy - solar and wind energy. In 1992, three decades after its establishment, Enel became a limited company, this being the first definitive step towards privatizing the Italian company.

The privatization process was finalized in 1999, a year that also marks the company’s debut on the capital market, with a listing of approximately 4 billion shares, an operation that was the largest public offer ever launched at the time, both value-wise and from the point of view of the number of shareholders. On November 2, 1999, Enel’s shares were listed on the Italian Stock Exchange.

On November 4th, 2010, Enel Green Power, an Enel Group company, set up in order to manage projects based on renewable energy, was listed on the Milan and Madrid Stock Exchanges.

Enel Green Power shortly thereafter became a world leader on the renewable market, being present in 16 countries, on three continents: Europe, North America and Latin America. In Romania, Enel Green Power operates almost 270 MW in the wind power sector.

Also in 2010, the Group inaugurated its first industrial-scale hydrogen power plant designed to produce both electricity and heat.

2010 also marked the launch of the Archimedes thermodynamic solar power plant. This thermodynamic solar power plant can produce and store energy, permitting the generation of electricity during the night too or while the sky is overcast.

Located in Priollo Gargallo, near Siracuse, the plant has a capacity of 5 MW and was the first solar plant that used molten salts as a heat transfer fluid as well as the first that used a combined gas - solar energy cycle in order to produce electricity.

Enel Green Power is one of the global leaders in its industry with an installed capacity of 9,149 MW, produced by 718 plants in 16 countries from a mix of sources including wind, solar, hydroelectric, geothermal, and biomass.

The company generated more than 25 billion kWh in 2012 from water, sun, wind and the Earthâ&#x20AC;&#x2122;s heat - enough to meet the energy needs of approximately 10 million households and avoid the emission of over 18 million tonnes of CO2 into the atmosphere.

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cesiro

70% of home earthenware is used by foreigners Who would have thought that Transylvania’s lands are where the oldest Romanian home earthenware factory is hidden and that is also where millions of plates and trays are annually produced. Although it doesn’t seem imposing from the outside, Cesiro spreads on approximately 4 ha and has around 1.600 employees. That is how it can achieve over 48 million ceramics objects made each year.

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ounded in 1957 in Sighişoara, CESIRO home earthenware and faience factory continues the ceramics tradition that is specific to the culture and spirituality of Transylvania, one of the first Romanian societies of this field. The archeological discoveries of Sighişoara prove that the science of clay processing was found here, beginning from the first millennium before Christ. The name of CESIRO - Ceramics, Sighişoara, Romania - was given on

F

January 1st 1991, once the place detached from the Entreprise of Glass and Faience Sighişoara. The technical endowment of the time was the same as it had been in the first years, with improvements brought only by innovation and self equipping in what ceramics processing is concerned and less through the acquisition of performance machinery and technologies that could ease the actual flux of the technological process.

The '90s meant a turning point for Cesiro, when

Aurelian Voia, General Manager Cesiro

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the company was privatized through the MEBO method, that meant that the company’s employees were the first in line to become stakeholders. Thus, the Administration Council was born, holding approximately 60% of the company’s shares. The Council still guides the company’s trajectory and a great part of the old employees continue to be involved in the company’s activity right now.

If before 1990, more than 80% of the factory’s production was exclusively destined for internal consuming and only an insignificant percent was exported, today the situation is reverted and Cesiro has become the home earthenware supplier for almost the entire Europe and a market leader in France and the Netherlands. More than that, out of the 15% destined for local consuming, over 60% goes to the great commercial networks such as Carrefour and Auchan.

Thus, after the privatization, the external solicitations constantly grew and the main reasons that led to these results were the special design, the flexibility towards clients and the precise and always on schedule deliveries.

The same results have also convinced the factory’s Administration Council to extend the productivity halls and beginning with 1990 to the day, no year has passed without a major investment of around 1 million euro.

The ovens for the burning of ceramics have always represented a priority for the company, the heart of the factory in a certain way. Energetic efficiency was gained through investments in performance machinery of the latest generation and that has translated in financial advantages that can later be invested in quality raw material.

They have never detached from this industry and they haven’t left the Sighişoara lands due to the affection felt for the place and more than that, because this kind of business can’t be moved very easily. The grand machinery is difficult to transport and remote managing is also a great hardship so this convinced the company to develop only locally. Actually, Sighişoara is a place with great potential, a prosperous place for business. More than that, the working force comes from the neighboring areas, old industrial cores that have unfortunately come to an end but that still have qualified people, willing to work.

Today, Cesiro can be seen on the shelves of stores such as Carrefour, Tesco and Ikea both inside the country and in other 27 locations outside of Romania. Despite this, only a few costumers know about this detail because there is no clear marking on the products that can show the country of origin.

And the story still continues. Each year means a step forward for Cesiro and taking part in famous foreign fairs has constantly helped them to go onward. And in order to fit the requests and changes that come from their clients, Cesiro always gets to shape the clay so that everybody is happy. That is how plates, cups, bowls, but also tea pots and vases, all of them made in an unmatched chromatic palette, bring the admiration of everybody who gets to know them. Besides, the series of colourful glazes is their main trump card, what gives them uniqueness and differentiates them from their competitors.

The fine glaze, but also the price of the products (Cesiro makes table ceramics with low to average prices)

because this earthenware is destined for home usage.

Although it has faced difficulties in what their Oriental competitors are concerned, more precisely China, a market that is a great nuisance for many entrepreneurs, ceramics still is one of the consumers’ favourite matters.

Truth be told, a certain balance has been born in the last years and home earthenware has won a steady place in the ranking of the matters used for dishes.

Potter craftsmen who are extremely gifted, who give shape and colour, masters who sit in front of the hot ovens, but also artisans led by a man who is proud to be Romanian and from Sighişoara. He lives, works and learns here, in a flawless place. He is Aurelian Voia, the General Manager of Cesiro S.A. and he tells us: “In 1991, Romanians bought our plates and only 10% were exported. Today, things seem to be a little different, the situation is completely reverted so outside the country’s borders, the requests are much higher.

We must be proud of this but everything is made with great care, with work and a great effort from everybody.

In the same time, we face the Chinese offers, always cheap. Nevertheless, whomever once bought the clay of Sighişoara comes back and always buys some more.”

While renowned factories from Italy or Spain have closed, one of the greatest European factories that succeeded in resisting change and adapted to the market’s latest requests finishes the year in profit. A little one, it’s true, but it symbolizes a growth and not a regression. Moreover, the turnover for 2014 is 10% bigger than the one for the last year and this can only please the company’s leaders.

Even if we have noticed ambitious investors that have succeeded in bringing the pride of being Romanian over the borders, the stakeholders have one single grief – the big expenses for energy – and they hope that it can somewhere be stopped so that the internal production can be stimulated.

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Industry Journal / Winter 2014 / business environment

AHK Rom a ni a

â&#x20AC;&#x153;Romania can become a major centre for R&Dâ&#x20AC;?

The victory of Klaus Iohannis - the first ethnic minority candidate to become president in a Eastern European country - is giving rise to hopes that more German companies might turn their attention to Romania. We talked about this hopes and many other topics with Mr. Sebastian Metz, General Director of the Romanian-German Chamber of Commerce and Industry (AHK Romania).

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How many members does AHK Romania have?

The Romanian-German Chamber of Commerce and Industry is the official representative of the German economy in Romania and was established as Chamber of Commerce and Industry in September 2002. So, for over 10 years, it is the central actor in Romanian-German economic relations and actively contribute to their development. AHK Romania has over 530 Romanian and German member companies.

Since January 2014, Romanian construction companies decided to open branches in Germany Are there any Romanian companies operating in Germany?

Trade relations between Romania and Germany are very good. For some years now, Germany is the most important trading partner. Around 8,000 companies with German capital are registered in Romania, and lately there are also Romanian companies interested in entering the German market. As a bilateral chambers of commerce, AHK Romania provides advice to both German companies wishing to invest in Romania and Romanian companies wishing to undertake business activities in Germany. Up to 10% of the inquiries that we receive daily are from Romanian companies interested to open a branch in Germany. We do not have an exact number of Romanian companies registered in Germany.

But we can say that the majority of Romanian

companies go to southern Germany - i.e. lands of Bavaria and Baden-WĂźrttemberg. In fact, here lives the biggest Romanian community in Germany. I noticed that the Romanian firms usually open small businesses in Germany, for example in trade, IT consultancy or machinery and equipment maintenance. The construction field is a special case: since January 2014, along with freedom of movement for Romanian labor in Germany, various Romanian construction companies (some having finished prestigious projects in Romania) decided to open branches in Germany.

What should a Romanian entrepreneur know before entering the German market?

First of all, a Romanian entrepreneur should know that the German market is very large and it is a saturated one, therefore niches must be sought.

The Romanian-German Chamber of Commerce, along with its partners in Germany, supports Romanian companies wishing to start a business in Germany. Given that GDP per capita of Germany is five times higher than Romania, population is educated to consume quality products and services. Overall, consumer behaviour, savings and leisure differ from those of Romanians. There are also differences in mentality between German regions, so it is recommended a regional approach to the German market. The branches are often regionally focused, which is good to know, in order to start in the region with the most potential clients.

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Sebastian Metz, General Director AHK Romania

Industry Journal / Winter 2014 / business environment

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How does AHK Romania assists the German companies willing to invest in Romania?

AHK Romania offers a platform for networking through monthly meetings, specialized conferences and other events, where members get to know each other better and exchange ideas and experiences. We provided consulting services in the last 10 years, especially focusing on small and medium enterprises in Germany and Romania who wish to enter the Romanian market or the German one, but concerns are among our customers as well. Market Counseling Department offers advice regarding acquisitions, business partnerships and conducts market research. Investors Counseling Department provides analysis on investment sites, recruitment, and VAT refunds. In addition to these services, we provide a reliable alternative to the judicial system, through the Court of Arbitration attached to the Romanian-German Chamber of Commerce and Industry. The German know-how in the energy field is transferred to Romania through the GreenTech platform Econet Romania (www.econet-romania.com). From experience, we know that German manufacturing companies are facing a lack of qualified personnel on the labor market and that there is a need for counseling companies and vocational schools. So we try to implement in Romania a vocational training system modeled after the German system and we want to point out its benefits. As a member of the Coalition for the Development of Romania, the Romanian-German Chamber of Commerce and Industry actively engages in long-term projects for professional training.

What makes Romania attractive to investors, compared with other East-Central European countries?

Romania's advantages in attracting foreign investors certainly include the EU membership and the implementation of EU legislation. Because the geographical position and the population (about 20 million) Romania is an interesting market for South Eastern Europe. Wage level is also an advantage for investors and the 16% flat tax rate contributes to an attractive economic climate.

In the automotive industry, German investors tend to focus mainly on Western and Central areas of the country. Daimler inaugurated the construction of a new plant in SebeĹ&#x;, Bosch has expanded it's operations to Jucu, Continental is headquartered near BraĹ&#x;ov. Why do automotive investors choose Transilvania and Banat over, say, Oltenia or Moldova?

German investors are choosing the Central and Western areas due to their proximity to the western border, through which much of the exported products go. So, in terms of logistics, is ideal. Another reason is the labor from these parts

of the country, taking into account the existing university centres here. Culture also plays an important role, considering the German minority in these regions and the numerous German language schools.

Infrastructure, fiscal policy, predictability and transparency are still far below expectations Infrastructure, fiscal policy, predictability and transparency in decision making have always posed real challenges for investors. Since your arrival in Romania, have any of these improved?

Given the current developments in the fight against corruption we can say that some progress has been made in this area. However, the points listed - infrastructure, fiscal policies, predictability and transparency - are still far below the expectations and the needs of businessmen. Predictability of the tax legislation is of great importance for investors. A decision that's implemented through Government Emergency Ordinance does not ensure enough time for businessmen to prepare. Another important aspect for German investors is the rehabilitation of road infrastructure. With only 650 km of highway, Romania is at the bottom of European rankings. Public procurement in Romania remains an area where urgent action regarding transparency is needed and there must be created clear and effective framework conditions. In this area, Romania is below the Central and Eastern Europe zone average.

How would you describe the dialogue between Romanian authorities and investors?

We have had various experiences in dialogue with the Romanian authorities. Authorities' interest and openness are generally there, but often there's a lack of professionalism and sustainability. In specific areas, the collaboration goes well. Through various actions such as a position paper on transparency in public procurement, the Romanian-German Chamber of Commerce and Industry wants to raise authorities' awareness and contribute to improving framework conditions.

From an investor's perspective, which industries in Romania have untapped potential?

In Romania there are many branches that have development potential, depending on what investors want to do and what is their profile. Commerce, IT, environment, food and manufacturing sector, especially automotive have the greatest potential.

It is necessary to improve the collaboration between companies and state education system

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Does Romanian public educational system keep up with the private sector's needs?

Education is an issue that concerned us for a long time. We are in an active dialogue with all those involved in education, decision-makers, authorities, schools, companies. It is necessary to improve the collaboration between companies and state education system.

The first positive signs have emerged through initiatives to introduce dual system vocational education similar to the one in Germany. The first success stories have already happened. We hope they multiply.

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Can Romania become a major centre for research and development (R&D)?

Romania has the potential to become a major centre for research and development.

A positive development in this respect is the adoption of the law on service inventions, especially important for the automotive industry in which several German companies operate.

This law establishes a new relationship between Romanian employees and employers and provide all employers in Romania an opportunity to encourage inventive activities, pay them properly and fully protect them nationally and internationally by registering the patent and utility model.

This will make Romania a stronger investment location and more a more attractive destination, especially for foreign investors whose main activity is research and development.

However, it requires financial support from the state, because in Romania research and development represents only 0.4% of GDP, compared to Germany's almost 3% contribution to GDP. In your opinion, what is Romania's number one priority?

The priority for Romania should be the implementation, in a consistent manner, of proposed strategies and long-term planning.

Do you think the result of the recent Romanian elections will influence the bilateral trade with Germany?

Through the election of Mr. Klaus Iohannis as President of Romania, positive signals were sent in Germany.

The elected President must now demonstrate that the confidence which has been granted to him is justified and he must contribute to the development of economic and political relations between Romania and Germany.

We hope that the new elected President will aim to improve Romania's image abroad and attract foreign investment.

What do you love most about Romania?

In Romania people are open and friendly, curious to discover and learn new things. I find this generally positive attitude beneficial.

Germany is currently the second-largest foreign investor in Romania turnoverwise, after the Netherlands. The 10,371 companies with German capital registered locally have had a turnover of approximately â&#x201A;Ź 9 billion in 2013, compared to a turnover of â&#x201A;Ź 33 billion registered

by Dutch companies.

The more than 10,000 German companies have registered a profit of â&#x201A;Ź 800 million and have approximately 200,000 employees.

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index Romanian-German Chamber of Commerce and Industry (AHK Romania) 35, Clucerului Street, Bucharest, Romania Tel: +40 21 223 15 31; -32; -33 www.rumaenien.ahk.de/ro/

DELAMODE ROMANIA SRL 111-115, Timişoara Blvd.

District 6, Bucharest, Romania Tel: +40 21 407 74 41 www.delamode-group.com

UMEB SA 104A, Timisoara Blvd. District 6, Bucharest, Romania tel: +40 31 425 12 02 www.umeb.ro

82 ENERGOUTILAJ SA 26, Actiunii Street, District 4, Bucharest, Romania.

Tel: +40 21 450 30 02 www.energoutilaj.ro

CARBOPLAK SRL 57, Th. Pallady Blvd., District 3, Bucharest, Romania Tel: +40 21 569 05 07 www.carboplak.ro

CESIRO SA 96, Mihai Viteazu Street, Sighisoara, ROMANIA Tel: +40 265 77 15 30 www.cesiro.ro

ENEL Romania 41-43, Ion Mihalache Blvd.

District 1, Bucharest, Romania Tel: +40 31 423 10 00 www.enel.ro

FABRYO CORPORATION SRL 202B, Șos. Olteniței Popești Leordeni, Ilfov Country, Romania Tel: +40 21 405.50.25 www.fabryo.com

WORLD MACHINERY WORKS SA 205 Calea Republicii, Bacau, Romania Tel: +40 234 573 734 www.wmw.ro

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IASITEX SA 2, Primăverii Street Iaşi, Romania Tel: +40 332 411 724 www.iasitex.ro

IRUM 6, Axente Sever Street Reghin, Mures Country, Romania Tel: +40 265 512 639 www.irum.ro

MCA ROMANIA 33A, Sos Giurgiului, Jilava, Ilfov Country, Romania Tel: +40 21 457 00 03 www.mcagrup.ro

MONTE BIANCO SA 5, Fructelor Street, Pucioasa, Dambovita Country, Romania Tel: +40 245 606 296 www.montebianco.ro

ROMAQUA GRUP SA 46, Carpati Street, Borsec, Harghita Country, Romania Tel: +40 266 337 004 www.romaqua.ro

ROMPETROL 3-5, Piata Presei Libere, City Gate Northern Tower, Bucharest, Romania Tel: +40 21 30 30 800 www.rompetrol.com

ROMSTAL IMEX SRL 11A, Vitan Barzesti Street, District 4, Bucharest, Romania Tel: 021.3320901 www.romstal.ro

THRACE GREINER PACKAGING SRL Ştefan cel Mare Street, Sibiu, Romania Tel: +40 269 21 37 62 www.thracegreiner.ro

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