Woco Group Magazine - 39

Number 39 | December 2007 | ENGLISH

INNOVATIONS “MADE BY WOCO” Woco Group Magazine

Reports from the Development Files

REDUCING DEPENDENCY ON CRUDE OIL Alternative Fuels for Internal Combustion Engines

STUTTGART STEEL EXPO Machine Bearing Element – A World First

Signs

ofChange Woco Sets the Stage for the Future

EDITORIAL

Signs of

Change

Dear Staff Members and Employees, The New Year is traditionally a time to reflect on the achievements of the old year and begin focusing on the new.

At Woco, the past year was marked by challenging tasks that required us to combine our efforts for their mastery: There were the transition to management by the family’s next generation in February, the staff reductions at the Bad Soden-Salmünster at the end of June, the introduction of the new organization in July, and, finally, the sale of the Woco Michelin AVS joint venture in September.

When we began reviewing our corporate strategy three years ago, we scrutinized all product categories and internal processes. We identified core product groups and came to the conclusion that we would have to reduce our complexity, tighten up our processes, and increase our profitability.

The year 2007 was marked by measures meant to consolidate products, increase productivity, and reduce costs. These steps inside the company cost a lot of energy and tied up a lot of capacity. Many steps were difficult to take even though we knew they were necessary. On behalf of the managing partners and the management, we would therefore like to express our gratitude for your exceptional effort here.

We would also like to express our gratitude to our customers. We take the increasing numbers of orders we have received as a positive sign, and this sign encourages us to continue along the course we have embarked on.

Next year we will continue to work on pursuing sustainable growth and profitability to ensure our future.

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With a total turnover of 400 million euros in 2007, we remain well positioned to serve our customers through our production locations in key markets worldwide.

Upcoming legal requirements as well as individual demands confront carmakers and their suppliers with major challenges that we can only master with collaboration and cooperation in the spirit of partnership.

We can offer our customers the products that contribute to sustainable and, at the same time, comfortable mobility.

Every change is also an opportunity to continue our development, and we want to take advantage of such opportunities. In 2008 we want to win your trust and confidence. Trust in our company and in our products. Trust in our managers in charge. But above all trust in your own capabilities. We have met all the requirements to continue our success in the global environment. Let us keep cooperating to improve over the next year!

We wish you and your family all of God’s graces, a joyful Christmas celebration, and a happy, successful New Year.

Sincerely,

Martin Wolf

Bernhard Wolf

Franz Josef Wolf

CONTENTS

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10

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EDITORIAL

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CONTENTS

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WOCO SETS THE STAGE FOR THE FUTURE A CONVERSATION WITH MARTIN WOLF

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REDUCING DEPENDENCY ON CRUDE OIL ALTERNATIVE FUELS FOR INTERNAL COMBUSTION ENGINES

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INNOVATIONS “MADE BY WOCO” REPORTS FROM THE DEVELOPMENT FILES

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STUTTGART STEEL EXPO MACHINE BEARING ELEMENT: A WORLD FIRST

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PHOTO CHALLENGE 2007 “WOCO IN ACTION”

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A DAY IN THE LIFE OF A UNIVERSITY STUDENT EXPERIENCE AT HOME AND ABROAD

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WOCO SAYS THANKS EMPLOYEE RETIREMENTS

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MOVING MOUNTAINS AT WOCO CONGRATULATIONS ON ANNIVERSARIES

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WOCO’S GRATITUDE FOR YEARS OF LOYALTY WOCO ANNIVERSARIES WORLDWIDE

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TELEGRAM

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IMPRINT

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Conversation between from left Martin Wolf, President, and Dorothee Noll

Woco Sets the Stage for A Conversation with Martin Wolf

The global economic environment for suppliers today is more complex and difficult, and it is increasingly unpredictable. Ever since he assumed the post of President in February of this year, Martin Wolf has initiated several steps to bolster the competitiveness of Woco permanently.

We at Woco (WaW) discussed this with Martin Wolf.

WaW: You have cut some jobs this year in Germany, and you also sold a part of the company. What made these actions necessary?

prospects. The year 2007 was marked by a whole bundle of measures aimed at increasing productivity and reducing costs on the basis of our corporate strategy developed in 2005.

We have to adjust capacities in those areas where market developments require it, and to organize ourselves in a decentralized fashion where needed. Our growth markets are primarily in Eastern Europe, the BRIC nations (Brazil, Russia, India, and China), and North America. This required us to cut jobs at the Bad SodenSalmünster location.

An important objective for us was to consolidate our product portfolio. Together with our partners at Michelin, we arrived at the conclusion that the anti-vibration products would not meet our requirements in the near future and would not reflect the core competences of either Woco Group or Michelin. Hence, we placed Woco Michelin AVS on the market as an independent enterprise in September by selling it to the venture capital firm Arques.

MW: Family-owned and operated businesses have limited access to capital markets. We thus have to rely on our consistent growth and profitability to secure our future

WaW: A sell-off and job cuts – these actions surely would not have a positive effect on employee motivation. How do you hope to motivate the workforce now?

WaW: Mr. Wolf, what does a supplier’s survival depend on today?

MW: Our customers expect us to provide innovations in product and process, of course, as well as internationality and a competitive cost structure. At the same time, a supplier today has to be capable of reacting flexibly and quickly to customer inquiries.

Decisive for a supplier’s success will thus be mobilizing and successfully utilizing the creativity and specialized expertise of all employees.

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the Future MW: The redundancies and the sale of Woco Michelin AVS of course caused some concern and uncertainty about the future among our employees. Such events are not easy for any of those involved. But you have to understand that we took these steps in order to make Woco successful for the long-term future. We have to be capable of surviving on the global playing field. The chance to work as a successful enterprise: This is the key motivating factor for many of our staff and employees.

WaW: Why did you introduce a new organizational structure?

MW: Our company has to concentrate on increasing the value we add in our production processes. Our organization thus has to set itself the goal of constantly improving procedures and processes. We have organized all our business units in a way to make them capable of working effectively and functionally. The heart of the organization in this is centered on teams of employees who plan, organize, and implement projects.

These teams are comprised of employees from the various specialized departments in the company. They each

steer their respective processes themselves. This makes it possible for them to intervene actively in ongoing processes at any time in order to implement suitable improvement measures right away. The people in the company are the source of its value-adding potential, its ideas, and its innovation.

WaW: What exactly has changed in Woco’s production processes?

MW: Our customers expect products of high quality at low prices from us. No automaker today is willing to pay more for products that – due to an inefficient organizational structure – cause unnecessary costs because, for instance, procedures are not optimally designed – and rightly so. For Woco, this translates into nothing other than cost cutting through increased efficiency.

We achieve this with a synchronous production system among other things. The key points in this are the flows of work, materials, and information as well as continuous improvements. Inefficient processes result in costs. Quick and continuous improvements can only be achieved if we give our employees maximum duties and responsibilities that actually add value. This applies to our employees in production. But it also applies to everyone involved in the earlier processes related to product creation.

WaW: What are the key product areas for the future?

MW: Woco will remain in the auto industry supply business. For Woco Automotive, our most important product fields are acoustics, actuators, and polymer systems. Examples of these are turbocharger actuators, air intake components, and single-vein gasket made of liquid silicon rubber (LSR).

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Products related to the drive of internal combustion engines help reduce fuel consumption and pollutant emissions thanks to weight reduction and functional optimization

Woco is also active on the industrial market. Here we intend to continue expanding the core product fields of “Seals/gaskets of polymers for household appliances and construction applications”, “Diaphragms for measurement and control systems”, and “Industrial anti-vibration systems”. There are several articles on this subject in this issue of We at Woco.

WaW: How do you estimate Woco Group’s outlook for the future?

MW: In the current business year, we will achieve a turnover of around 400 million euros at Woco Group. We are active with our own production facilities in all of our customers’ key markets.

Upcoming legal requirements as well as specific individual requirements are going to confront vehicle manufacturers and their suppliers with major challenges that can only be mastered with joint cooperation in a spirit of partnership. Woco contributes to sustainable and, at the same time, comfortable mobility with its products: We offer innovative products in the area of exhaust gas turbochargers that help our customers reduce their CO2 exhaust while ensuring that the vehicles are fun to drive.

We help to meet the emission limits with minimal fuel use thanks to our weight-decreasing components, for instance by replacing metal with lighter plastics and elastomers.

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Our Industry Division helps to reduce the waste of drinking water worldwide while minimizing wastewater pollution with the use of high-quality seals and gaskets.

Our newer types of mounting elements help, by cutting vibrations and noise levels, to allow machinery to operate more economically and with a lower environmental impact.

We are creating a solid foundation for a positive future for our company with our innovative products that are pioneering in character. Our growth is secure. We see the rising numbers of orders as a positive sign that we have taken the right course.

WaW: Would you like to say anything else to our staff and employees?

MW: Woco has always been marked by its particularly dedicated workforce. For each of us, this is the chance to adjust to the changes and challenges we will face. Our courage and our openness to change will ensure that we succeed at mastering the constant changes of our times.

WaW: Mr. Wolf, thank you for speaking with us.

❚

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Reducing

Dependencyon Crude Oil ALTERNATIVE FUELS FOR INTERNAL COMBUSTION ENGINES The International Automobile Exhibition in Frankfurt (IAA) this year focused on the theme of reducing energy consumption and pollution while striving for sustainability. The industry is responding. Many different statements and discussions of the problem of CO2 emitted by motor vehicles have resulted in initial reactions in the form of alternative and optimized power train concepts. Aside from hybrid drive systems, alternative techniques for reducing fuel consumption in particular have already been realized in many vehicles or at least announced for the future. Diesel engines and spark ignition engines with direct injection and compression lead to considerable reductions in fuel use and, with it, in CO2 emissions.

Due to the current topics under scrutiny the discussion about the availability of crude oil as a primary energy source and main fuel component has faded into the background as an issue. However, the fuels most widely used to power motor vehicles worldwide (gasoline and diesel) are obtained from crude oil.

The finite nature of this energy source requires us to develop alternative fuels more urgently than ever

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before. Listed among alternative fuels is anything that does not originate from processing crude with the exception of liquid natural gas.

Biodiesel This fuel is derived from vegetable oils or animal fats. Around one ton of rapeseed oil can be extracted from around three tons of rapeseed.

This corresponds to a heating value of 10,000 kilowatt hours (kWh) or around 1000 liters of diesel fuel.

Biodiesel only releases as much CO2 as the rape plants consume while they grow. Yet critics contradict the positive environmental equa- cent (E 50, E 85). Bioethanol cannot be used in convention by pointing out the high tional motors. So-called flexible fuel vehicles (FFVs) can energy consumption required to use pure gasoline or bioethanol in any mixture ratio. The process the seed into biodiesel – or valves and valve seats in the motors are made of hardrapeseed oil methyl ester (RME) – as ened steel, and all the fuel transporting parts are made of well as the high amount of acreage and fer- especially corrosion resistant materials. tilization needed for the crop.

RME has chemical properties that BTL – Biomass-to-Liquid can cause damage to commonly used Biomass-to-liquid (BTL) – fuel from living injection systems – damage such as cokmatter – is the name of a procedure in ing. Furthermore, gaskets in high preswhich nearly any plant-based raw materisure pumps have very sensitive reactions al can be converted into fluid energy by to this fuel. Operating a motor with way of gasification. The procedure uses biodiesel thus requires the appropriate not only fruits and bulbs, but also whole modifications and should not be attemptplants, straw, or fast-growing trees such ed without the approval of the engine as poplars and willows. Up to 300 liters of manufacturer.

BTL fuel can be made from a ton of wood.

The new signpost for The first commercially operated BTL plant natural gas fueling Bioethanol in the world is to go into operation this stations on the freeways Bioethanol is already in widespread use year in Freiberg in Saxony. The producin the USA, Sweden, and Brazil, where it tion process is particularly well suited to serves as an alternative to fossil fuels. making diesel and kerosene. Gasoline The German auto industry is well ahead worldwide in can also be produced in additional process steps. The developing and building bioethanol vehicles, and it is the potential for reducing CO2 is as high as 90 percent. Even if market leader in Brazil. The three German bioethanol plants have an annual production capacity of around 500,000 tons of fuel. Bioethanol is an alcohol and is produced by fermenting sugar-containing raw materials: grain, sugar beets, or potatoes.

The CO2 advantage in comparison to gasoline is around 70 percent. Bioethanol can be blended into fuel for spark ignition engines at a proportion of 50 to 85 per-

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it were used on older vehicles, there would still be noticeable emissions advantages. Using BTL to fuel vehicles causes no problems and requires no technical adaptations.

GTL and CTL – Gas-to-Liquid and Coal-to-Liquid GTL (gas-to-liquid) and CTL (coal-to-liquid) are obtained from traditional fossil energy sources. The synthetic gases produced from them are then converted into liquid fuels.

Petroleum companies already produce GTL on a grand scale today and mix it into their other fuels.

Diesel with added GTL produces much lower emissions of pollutants. GTL diesel can be added to conventional diesel in any ratio. No changes to vehicle engines are required.

Hydrogen No other element on earth is as widely present in as many compounds known to man as hydrogen. It is found in living organisms, in crude oil and natural gas, in minerals, and above all in the form of water. Most of the hydrogen found on earth is contained in water (bound to oxygen). Early on, hydrogen was not considered to have a future as a fuel for automobiles because it was unclear how the hydrogen could be stored. Today it is no longer a question of how to store hydrogen that predominates, but rather questions of generation and distribution. Producing hydrogen normally involves expending a lot of energy or relying on similarly complex chemical processes. The desired means of generating energy plays a decisive role in environmental considerations when using hydrolysis to produce hydrogen from water. Hydrogen can only be produced in a CO2-neutral fashion and only with nuclear power or – also reasonably – with solar power.

Today, there are two promising technologies for using hydrogen as a fuel. One places the hydrogen gas directly into the combustion chambers of an internal combustion engine and ignites it; the other relies on power sources using fuel cells as the more effective means of producing forward momentum.

Natural Gas Natural gas was created by organic matter

and is still produced by organic materials. The basis for creating natural gas as well as crude oil was once animal and vegetable plankton. The first natural gas sources were found around 6000 to 2000 BC in what is now Iran.

There is also evidence that natural gas sources were used in China as early as 900 BC. Natural gas produces much fewer pollutants than gasoline and diesel fuel: up to 25% less carbon dioxide (CO2), up to 85% less nitrous oxides (N O X ), up to 55% less carbon monoxide (CO), and up to 75% less of other hydrocarbons (NMHC). Vehicles powered by natural gas have so-called pressure tanks where the gas is stored under high pressure. Yet because of its close relationship to crude oil, natural gas is not a CO2 energy source that is viable for the future.

Liquefied Petroleum Gas Liquefied petroleum gas (LPG) is by now quite widespread in Europe, and it offers a real alternative to conventional types of gasoline. Petroleum gas is obtained from crude oil.

If the gas is placed under higher pressures of around 2.5 to 10bar, the gas becomes fluid, which is what the liquefaction in the name refers to. In a liquid state, the gas is reduced down to around 200 to 240 times less volume. Therefore, it is possible to store LPG in special pressure reservoirs and save space. Yet LPG is not an alternative fuel with a good long- or medium-term outlook because it comes from crude oil and is thus not truly CO2 neutral. ❚ Dr. Anton Wolf

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INNOVA Reports from the Development Files Future outlook for Woco – thanks to innovative developments and their market introduction, the individual business units have managed to set distinctive tones. A report from the development departments of the business units illustrates how we confront current challenges and successfully Dr. Anton Wolf

Matthias Hackerschmied

place solutions to them on the market under “Made by Woco” label.

Authors Dr. Anton Wolf and Matthias Hackerschmied express their thanks to the interviewees and continue to look forward to more good ideas and countless original developments.

Franz Josef Brulin

“Precision Shifting” Anton Wolf (AW): Mr. Brulin, as the developer in charge of shifting systems at Woco (Actuators business unit), you could probably tell me about an innovative system solution for current series delivery.

Franz Josef Brulin (FJB): Woco already provides the manual rod (as opposed to cable) gear shifters for the Audi B platform now in its fourth generation. This platform (currently the B8) includes the classic A4 models as well as the recently introduced A5.

We are proud to be the supplier of the manual shifters for this new platform.

AW: The prior series shifter (B7) was proclaimed by the experts to be the benchmark. What is this new shifter like?

FJB: The new shifter is made up of up to 35 individual pieces made of metal, plastic, dual components (thermoplastic elastomer), and elastomer, and, as before, it describes the interface between the knob on the shift lever and the transmission gears. The growing demand for comfort, precision, and NVH (Noise Vibration Harshness) in the vehicle have also led to rising standards for shifters from the point of view of developers. We managed to realize

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improvements in the form of many individual innovative concepts.

AW: Rising demands for the function, however, stand opposed to greater demands for cost reductions! How did you reconcile these conflicting objectives?

FJB: The new generation of shifters for the B8 were accompanied by increasing demands for cost and weight reductions and for continuing the benchmark standard. Taken together, these challenges meant that the existing concept had to be completely overhauled.

Exterior of the shifter for the Audi A4/A5

AW: What effect has this had on your everyday working processes?

FJB: Meeting all the customer requirements was only feasible by quickly including all team members and consistently remaining aware of costs and functions (design to cost). Part concepts that had previously been made of metals are today made of thermoplastic – which could have meant costly reshaping and welding processes. Cost-intensive elastomer solutions with complex vulcanization processes were replaced by TPE materials and/or dual component parts.

As early as the first concept phase, targets were defined during the layout and calculation of the components for each part and then consistently pursued. At the end of the day, this resulted in a system that realized cost savings for the customer as

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ATIONS “Made by Woco”

Air filter system for the Audi A4/A5

well as one that produced markedly higher production for Woco – in comparison to the earlier shifter – thereby producing much greater added value for Woco.

AW: How was it still possible to create a premium shifter despite the consistent focus on costs?

FJB: Alongside innovative detail solutions from development, the production plants involved were integrated into the team from the beginning, which allowed the process themes to be given appropriate consideration, and this resulted in a seamless procedure. And, by the way, the shifter itself is still very precise.

“Frictionless Respiration” in the New Vehicle Platform Anton Wolf (AW): Mr. Bialk, as the developer in charge, could you point out several highlights of the air intake that is already in the series of the new A4/A5 platform and that Audi now classifies as a benchmark system solution? How did Woco manage to convince the customer of its innovative development expertise for such sysRichard Bialk tems?

Richard Bialk (RB): We managed to convince the customer of our series expertise during the acquisition phase by demonstrating our experience in the system development of air intakes for Mercedes-Benz vehicle engines and for Chrysler in the US.

AW: What were the main spec sheet requirements and how did we fulfill these?

RB: The main development goal from the beginning was to produce an air intake that had the least possible friction, good acoustic properties (low intake opening noise and solid-body dispersion), a serviceable life for the filter of 90,000km (maintenance interval), a high number of parts shared across the different engine variants, and very good water separation when exposed to driving in rain, spray, and puddles.

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SNOIT Water discharge after assembly

AW: Why is loss of pressure of particular importance to the customer?

RB: The lower the loss of pressure between the point of air entry and the air intake valve in the cylinder, the more air there is available for engine performance itself.

AW: How was it possible to complete such a large-scale development in such a limited timeframe?

RB: This only worked because of the networking of different processing packets through different locations (Germany, Hungary and Czech Republic) and due to the consistent integration of simulations and trails. For instance, up to eight CAD employees worked on the project at once during the main development phase.

AW: Does working in a network mean always bringing different mentalities together again and again?

The concept phase

RB: We argued, we swore, but in the end, it is fair to say that we succeeded. The intake system is in series production and the customer says it is a benchmark, which confirms our team performance.

AW: What were the key things you learned from this project?

RB: Single components are always important in such projects, but you can only succeed with team effort that is marked by its simultaneous engineering.

pascal, which is the situation at fan level one. This is meant to ensure that no residual gasses or exhaust gasses from the area of the engine are drawn into the passenger compartment under any circumstances. We designed a water discharge unit with an integrated valve to achieve this purpose.

AW: How should we think of an air chamber and a water discharge?

PK: The air needed for the vehicle interior is either sucked into the air chamber, also referred to as a water chamber, via the fan, or it is pressed into it by the moving vehicle’s headwind. Water from rain or road spray unavoidably gets into the air chamber due to the link to the outside. To keep this water from getting into the interior, it has to be discharged through so-called water discharges. These expel the water downwards to the street and, thus, to the area of the exhaust gas pathway and the engine/transmission unit.

AW: What was the biggest challenge in developing these special water discharge units with an integrated valve?

PK: Aside from the directed guidance of water, the discharge units had to be equipped with a valve that opens in the air chamber at a predefined water level and is simultaneously closed whenever the vehicle’s fan is turned on for interior ventilation.

AW: How did you solve the problem?

PK: We used a lip check valve that is familiar in fluid technology and that is made of a combination of only two precision molded rubber parts. The design and calculated layout were adapted to suit the customer’s demands and then realized. The valve opens for a water column of 2 to 30mm and “drains” the air chamber.

The valve closes when a vacuum of 20 pascal is created in the

“Heaven and Hell” Implemented in Practice Anton Wolf (AW): Mr. Kaminski, innovative functional solutions are an essential secret to the success of Woco Group. Could you describe a typical example of this as the head of the development department for Polymer Systems / Industry?

Peter Kaminski

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Peter Kaminski (PK): To comply with the latest US exhaust gas laws, the water discharges on the air chamber have to close at a vacuum of 20

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The solution

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VONNI interior by air inducted by the fan, thereby separating the connection to the area of the engine/transmission unit.

AW: And what does this have to do with “heaven and hell”?

PK: Many of us remember playing with the folded paper “fortune teller” game known as “heaven and hell” among German children: It could always show one of two states (black or white). The idea behind the water discharge valve broadly depicts the same action.

“A Wedge Shoe that Bears Heavy Weights” Anton Wolf (AW): Mr. Schumacher, innovative functional solutions have also been a key secret to the success of IPS (Industrial Polymer Systems).

Could you give me a typical example of this as the manager in charge of sales and applications?

Thomas Schuhmacher

Thomas Schumacher (TS): In industry, heavy machines like processing stations

and presses are normally only placed on stand elements made of steel. Wedge-shaped feet or shoes, fixators, and steel-spring elements with hydraulic shock absorption can be named here.

Fixators and steel-spring elements are in part adapted to the situation of their intended use by altering the design, which results in related higher costs. Wedge shoes are mainly standardized elements that no supplier has as yet managed to design with unique, defining properties that set the supplier apart.

IPS has developed the so-called wedge shoe MKW as an alternative.

Three possible stand versions for the wedge-shaped shoe: without anchors, pierced by a screw, or tapped by a screw (from left)

AW: What is IPS’s connection to such an element? And are such products also typical of future products from IPS? TS: Due to our extensive experience in producing machine bearing elements for heavy machinery (the Effbe product range), such products in particular have become a key theme for the future industrial applications that IPS aims to sell on its main markets.

AW: How should we think of the wedge shoe recently introduced by IPS? TS: The wedge-shaped shoe is made of a novel combination of materials and functional elements, and it has been registered for patent. The core idea is a newly developed compound material reinforced with long fiberglass filaments.

AW What makes this combination of materials unique?

A novel combination of materials and functional elements

TS: The essential unique features are its low weight, high dimensional stability, high load-bearing capacity, easy adjustability, effective application of materials, and good price-performance.

AW: The wedge shoe is thus a welcome complement to the characteristic yellow Effbe machine bearing elements under LEVELMOUNT® brand.

TS: The wedge shoe will certainly find fans and become a symbol of IPS’s expertise on the industrial products market. ❚ Dr. A. Wolf / M. Hackerschmied

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wocoWORLDWIDE The eighth Blechexpo – International Trade Fair for Steelworking – was held in Stuttgart from June 13 through 16, 2007. The new expo grounds for the Stuttgart state expo also had a grand opening at the same time. EFFBE GmbH was on hand with the Industrial Anti-Vibration Systems product market segment. The focus of the exhibit was the EFFBE machine bearing system Levelmount®, whereas the main emphasis was on the market introduction of an innovative combination of proven machine stand elements with a newly available material.

A World First:

Stuttgart Steel Machine Bearing Element Type KE 10 – MKW

EFFBE EFFBE GmbH has belonged to Woco Group since 2000 and works in the field of industrial vibration technology.

Wedge elements have served as the machine stand elements for tooling machines, processing centers, body presses, stamping machines, injection molding machines, etc.

The main aim of wedge elements is not an oscillation-free base, but instead to allow position and level adjustments among other things for machines that require an especially rigid stance. The market for wedge elements is marked by tough predatory competition, which has always only featured wedge elements of cast materials.

Thus none of the manufacturers was capable of product differentiation.

We have now managed to achieve differentiation with a new combination of function and material that we have registered for a patent. This material combination for the stand element, KE – MKW (abbreviation of the German for “wedge element in multi-component material”) is noteworthy for its high dimensional stability even under maximum load. The excellent block resistance of MKW guarantees easy adjustability of the wedge element. The MKW material is:

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The product portfolio includes machine mount elements, elastomer springs, and diaphragm pressure cylinders. EFFBE is also a sales partner for ContiTech’s vibrating metal products.

* Resistant to oil and aging * Resistant to corrosives, acids, and caustic solutions * Impact resistant * Fully functional in the temperature range of -40°C to 120°C A * duroplastic, long-fiberglass-reinforced composite material

The advantages of the wedge element include: * Low weight (weight ratio of MKW to steel of 1:3) * High dimensional stability * High load capacity * High surface finish quality * Ease of adjustment thanks to excellent block resistance * Wide range of uses (industry, science, research)

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The expo stand

The latest combination of materials and technology

Expo EFFBE’s trade fair team at the Steel Expo. From left: Andreas Kehr, Achim Riehn, Silke Götzmann, Thomas Schumacher, Reinhard Stingl,

VALUE FOR THE CUSTOMER AND BUSINESS SUCCESS FOR OUR OWN COMPANY

VALUE FOR CUSTOMER:

VALUE FOR WOCO

* Good price-performance ratio * Weight reduction cost/expense in logistics * Reduced and shipping

* New markets tapped technology enabling effective * Production material use and extremely low production

* Individualized color design

* Greater turnover thanks to a use of the material * Uniqueness for machine stand elements that has been

costs

registered for patent

Bernd Zickermann, Michael Weber, Dorothee Noll

This results in: * Simplified production thanks to finished-formed components * Materials that do not set / flow * Robust construction Potential demand for the product is found in processing centers, body presses, stamping machines, turbine construction, injection molding machines, lathe machines, and general base mounts for industry. Our KE – MKW prod-

uct continues to be of great importance for tool machine dealers and technical sales through catalogues.

Renowned machine manufacturers showed real interest in this innovative machine stand element at the trade fair. Several of the largest tool machine suppliers and technical equipment dealers have added the element to their own catalogues or plan to sell it in the near future.

An additional model size to be introduced to the market at the beginning of 2008 will expand our offering to handle higher potential loads. ❚ Michael Weber

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We were very happy to have received so many photos from our colleagues. We would like to express our gratitude for the participation of everyone who submitted photo entries to the contest on such a wide range of themes.

The editorial team found it tricky to choose a winner, so we are giving each participant a Woco T-shirt. The winners will receive individual gifts. The winners are:

“Woco in Action”

2007

Photo Challenge

Martin Cevela

Martin Münzel

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First Place: Martin Cevela, Vsetín, Czech Republic Martin Cevela won first place in our photo challenge; he has worked for Woco Group for many years. He is in charge of the valve block and pressure converter projects at our Vsetín location. His “little balls” photo came about by coincidence. He was supposed to take a photo of certain components for documentation. But when he looked at the parts, he found the details of producing electromagnetic valves so fascinating that he suddenly snapped the shot.

Martin Cevela was very excited to learn he had won first place, especially since he had only been doing more intensive photography for two years.

Second Place: Martin Münzel, Kronach, Germany Second-place winner, Martin Münzel has worked in Purchasing at the Kronach location for more than 27 years where he heads the Material Planning Department. The daughter of one of his colleagues had advertised a lot for Woco in preparing for a children’s fashion show entitled “What do I want to be when I grow up?” Apparently, the girl would like to become a Woco employee. Occupations like pop singer, cowgirl, football (soccer) star, or veterinarian are much less appealing to her. Martin Münzel mainly focuses on people when he takes pictures, since he normally grabs his camera for private and workplace social gatherings.

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Third Place: Gerhard Schwarzer, Bad Soden-Salmünster, Germany Gerhard Schwarzer, who has worked in the APS-IPS Development Department for around a year, won third place. His photos of induction hoses were snapped as a coincidence, much like the first-place winner. Induction hoses Gerhard Schwarzer are air-channeling hoses installed in the intake system between the air filter and the injection/carburetion unit. They are operated using vacuum pressure. To obtain comparable and – above all – measurable values, the hoses are pumped full of water to the bursting point. Gerhard Schwarzer happened to have his camera at the ready just as this induction hose suddenly exploded, causing him to jolt and hit the shutter release. ❚ Udo Schlenker

wocoWORLDWIDE

First Place:

Little balls – ball clip for producing magnetic valves

Second Place:

Children’s fashion show – What do I want to be when I grow up?

Third Place:

Before / After

Testing induction hoses – How much water pressure can the hose withstand?

WOCO Magazine 39/2007

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YOU ARE

WOCO

Steffen Goldbach, who chose to major in “Industrial Studies,” would like to describe the life of a student working on a degree at Woco and the Berufsakademie (BA/university of cooperative education) in greater detail. Woco Group has been working with the Berufsakademie in Mosbach to provide high school graduates with a route for starting their careers that is an alternative to study at traditional university. During this period, 57 Woco trainees have completed their degrees.

You are Woco

Bad SodenSalmünster

A Dayin the Life

of a University Student Experience at Home and Abroad

Theoretical Education Courses at the Berufsakademie teach students theoretical knowledge in specialized subject areas. These courses also provide training in so-called soft skills, such as presentation techniques, time management, and directed creativity. Soft skills are in high demand and are of great utility in later professional life.

Cooperative Education The Berufsakademie combines scientific study with practical training on the job at a real enterprise. People who study at the Berufsakademie Mosbach are also in an apprenticeship status. The cooperative concept – with an interplay of theo-

Practical Education The phase of practical education and training is used to apply the theoretical knowledge. The everyday work of a student requires the student to go through different departments at Woco Group in order to work in each actively. Students typically gain some practical work experience in the departments of Logistics, Purchasing, Sales, Finance, Controlling, and Human Resources.

Aside from everyday work, students have an excellent opportunity to apply the theories they have learned practically by cooperating on different projects.

Steffen Goldbach, Berufsakademie student at Woco

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Experience Abroad In these times of globalization, the education of Berufsakademie students puts a particular emphasis on experience abroad. Berufsakademie students have two options for gaining such experience. For one, they can opt to be sent to a foreign subsidiary to gain foreign experience.

Otherwise, students can choose to spend their fourth semester of studies at a Berufsakademie Mosbach

WOCO Magazine 39/2007

retical and practical phases – allows for many diverse learning and studying methods and realworld education.

partner university abroad. These partner universities are located in countries ranging from New Zeeland to Australia, from Europe to the US and Canada.

Field Report I took the opportunity to study abroad for a semester at the beginning of 2007. I decided to attend the University of Ljubljana in Slovenia. I asked myself a question before I left for the semester abroad: What would I encounter over the next four months? New friends, a different country, a different culture, and different people. To get to the bottom line:

YOU ARE

WOCO

The Erasmus Program The Erasmus Program, named for the humanist philosopher Erasmus von Rotterdam, pursues the aim of promoting the cooperation of universities in Europe and helping students to be mobile. It offers students the opportunity to stay in a foreign country to study at a

tinations, such as the Alps, the caves of Postojna, and the coasts of Slovenia and Croatia, as well as some lesserknown places, such as the Soca valley with its turquoise river and the city of Novo Mesto.

The better side of business studies

European partner university.

Even if it did not completely live up to all of my expectations, the semester in Ljubljana was a very positive experience!

The semester abroad was done in the framework of the European higher education program called Erasmus.

The trip began with a week of orientation. Each Erasmus student was paired with a Slovenian student as a tutor.

After getting to know one another, things got down to business and the first courses began. I quickly overcame my anticipation of communicating in English the whole time because all of the Erasmus students had to go through the experience, and facing a difficulty others also face makes it easier to adapt. After the adjustment phase, I then began to make plans for leisure activities. The semester abroad is also meant to be used to get to know the people, culture, cities, and landscapes. I got to visit some better-known des-

Reflecting on My Semester Abroad The experience abroad was very important to me. I now have new friends throughout Europe. Living together with my fellow European citizens changed my perspective of my own culture and how people behave at work.

In my view, the cooperative education system of the Berufsakademie is an excellent alternative to studying at traditional university. The Berufsakademie provides a seamless integration of practical experience and theoretical knowledge. This makes the course of study quite varied.

The semester abroad is an indisputable high point in the program. The time attending classes at the Berufsakademie is very instructive, goal oriented, intensive, and relatively short – the program takes three years to complete.

Thanks to the work I did in different departments at Woco, I gained an extensive look into the business processes in a real company. This is a good foundation and a real help as I try to decide how to arrange my future professional career. â?š Steffen Goldbach

WOCO Magazine 39/2007

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People & CULTURE

Employee Retirements

Woco SaysThanks The following employees celebrated their retirement in 2007: Woco Industrietechnik GmbH Alt, Dora March 31, 2007 Fegert, Hartmut June 30, 2007 Zellmer, Rudolf June 30, 2007 Trupp, Jürgen July 31, 2007 Becker, Lutz October 31, 2007 Fell, Barbara October 31, 2007 Paul, Erna December 31, 2007

System technik Vsetin spol. s.r.o.

Trávníčková, Anita February 3, 2007 Galetková, Zdeňka March 6, 2007 Chovancová, Ludmila April 15, 2007 Kubíčková, Marie April 30, 2007 Kovářová, Anna July 9, 2007 Mikulová, Aloisie July 20, 2007 Maňáková, Marie August 16, 2007 Vítková, Jarmila August 25, 2007

Kronacher Kunststoffwerk GmbH Barnickel, Julius February 28, 2007

A Wonderful Time at Woco

Ellen Grauel

Mrs. Barbara Fell, after originally working as a helper in the departments for contracts/patents and finance, became a full-time clerical employee for Accounts Receivable in February of 2002. Aside from attending to a fixed group of regular customers, she was responsible for Audi and Audi Hungary, and handled the reminder process, credit and debit notes, and mainte-

nance of open account items. The positive working atmosphere in the department is one of the reasons Barbara Fell liked working at our company. She was integrated into a young team of colleagues who found her work very helpful.

Mrs. Fell was in the leave phase of semi-retirement since July 1, 2006, and has entered full retirement on October 31, 2007.

Barbara Fell enjoys her well-earned retirement

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WOCO Magazine 39/2007

People & CULTURE

Hartmut Fegert’s retirement party: (from left) Martin Wolf, Hartmut Fegert and his wife, Franz Josef Wolf, Bernhard Wolf

ALook Back I started my job at Woco on a misty day in November in 1985. Everything was new to me: the workplace, my colleagues, and even in part the material the products were made of. Intensive training then taught me to truly understand and appreciate elastomer as a material.

I started in a small team in sales. PCs and mobile phones did not exist at the time. Personal connections were what mattered. Much was done by calling out to others within earshot, both at Woco and at the customer’s. As we say now, things could still be taken in hand directly.

My beginnings in the business with Daimler began with the realization of PVS, the pneumatic supply system.

Automated production systems were set up at the Salmünster plant, and production had to run seven days a week for nearly a year to meet the demand. With the development of the S-Class (W 140), the product suddenly faced massive downward pressure on costs, and this could only be resolved with a technically revised design and a move of production to the Czech Republic. We had to respond quickly to keep from losing the orders to competitors. It was a sign of a supplier’s deep dependency on a customer.

At the beginning of the 90s, I managed to make plastic acceptable at Daimler as a material for the areas of clutches, brakes, and gas pedals. The job was to dismantle barriers in the customer’s mindset, as that particular cus-

tomer had always thought exclusively in terms of metal.

Several courageous engineers at the customer and at Woco were the first to realize this idea in individual components, and then implement them in a complete component assembly. This was the point when the Woco plant in Rastatt came into being.

The phenomenon of air-induced noise and the possibility of deriving sensible products out of it gave rise to an initial product: a noise damper for VW that would suppress the noise of the turbocharger. The component was an enormous challenge due to its construction design, but it then also became a means of attracting Daimler for use in all of its turbocharged engines, whether powered by diesel or gasoline.

It was a rich experience to have had the opportunity to work for 22 years for Woco and for nearly 35 years in total together with the Daimler employees. If I had to do it over again, I would still handle most things the same way as I actually handled them. I always tried to represent the interests of Woco and of the customer in a balanced fashion to the best of my abilities. I leave it to others to judge whether I achieved that aim.

Now I am in the so-called third phase of life, and so far I feel just fine. I have enough activities, and I am never bored. I do follow the occurrences on the market just a little, but from a different vantage point. ❚ Hartmut Fegert WOCO Magazine 39/2007

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People & CULTURE

40 Years at KKW Otto Herbst began his training in tool making on August 1, 1967, at the company Stockhardt & Schmidt-Eckert, which later became Kronacher Kunststoffwerk GmbH. He worked as a specialist in tool making until 1976. In the meantime, he had to interrupt his occupational career to complete his compulsory military service in Munich.

Afterwards, Mr. Herbst moved from tool making to the plant’s metal fitting department where he was responsible for maintaining machinery and for building machine add-on equipment.

The company Stockhardt & SchmidtEckert finally closed in 1996, and Otto Herbst came to Kronacher Kunststoffwerk where he worked as a fitter in charge of repair and maintenance with his other coworkers.

Otto Herbst

Bettina Kraus

Anton Kestel and Otto Herbst began training in tool making together on August 1, 1967, at the company Stockhardt & Schmidt-Eckert, which later became Kronacher Kunststoffwerk GmbH. He worked as a specialist in tool making until 1974. This was the year when he joined the German air force for compulsory military service.

In 1975, Mr. Kestel moved to the technical office – today’s office for tool making technology – where he produced part and tool calculations until 1986. To learn more about the details of

the work processes involved, he worked his way through the departments of duroplastic and thermoplastic production and the assembly department. Mr. Kestel started working as a tool builder and designer in 1987, and he helped with the conversion from drafting tables to CAD technologies for design. Today Mr. Kestel is once again responsible for part and tool calculations. Another focus of his work lies in handling projects and optimizing processes at the interface where new items are transferred to production.

Anton Kestel

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WOCO Magazine 39/2007

Alongside the frequently changing demands of everyday work, the year 1989 was marked by a particular challenge for Mr. Herbst. This was the year that the new building that today houses Kronacher Kunststoffwerk was erected in Industriestraße in Kronach.

Here, Mr. Herbst served as the righthand man to the general manager at the construction site at the time.

Mr. Herbst has served as a shop steward since 1987. From 1987 to 1996, he was the assistant chairman of the works council, and since 2002, he has twice been elected to serve as the works council chairman for Kronacher Kunststoffwerk, his current post. A main objective of Mr. Herbst has been to promote a good workplace atmosphere.

People & CULTURE

at PTE

40 and 45 Years Brigitte Lange

Mrs. Brigitte Lange began an apprenticeship on September 1, 1962, at what was then VEB Gummiwerk Elbe to become a rubber specialist, a certification which she completed in 1964.

Next she went on to work in different areas of the rubber factory before going to the central management office of Zentral Rohbetrieb Elbe (ZRE) in 1976. The ZRE unit was one of the four production areas of the former Gummiwerk Elbe, and it is now a part of today’s Polymer-Technik Elbe GmbH. In 1982, Mrs. Lange obtained the qualifications as a specialist in processing plastics and elastomers, where she still works in the non-stop three-shift system.

Gerhard Ogkler

Mr. Gerhard Ogkler began working at the company formerly known as VEB Gummiwerk Elbe GmbH on May 2, 1967, where he began as a scale operator. In 1977, he completed training to become a specialist in elastomer production, and he has been working as a kneading machine operator since 1979.

This is where Mr. Ogkler produces precise mixtures according to the specified recipe still today.

Günther Herrmann

Mr. Günther Herrmann completed his training to become a material tester on September 1, 1967, and he went right to work in that field right after completing his training. He then went on to work as a machinist in the central energy area, and he has been a custodial worker ever since Polymer-TechnikElbe GmbH was founded.

Maret Sirp

Mr. Manfred Schmidt began his occupational career at V E B Gummiwerk Elbe on January 24, 1967. Since then, he has had several positions of responsibility in the transport and warehouse areas. He acquired the knowledge for this work by studying engineering for processing plastics and elastomer via distance education.

Mr. Schmidt has served as the person in charge of the raw materials warehouse ever since Polymer-

Technik Elbe GmbH (PTE) was founded. Here he is in charge of the orderly acceptance and administration of incoming raw materials as well as of administering the stocks of bins and emollients to make sure they conform to the quality parameters.

In addition, he is responsible for the order picking of raw materials for production and for directing raw material purchases.

Manfred Schmidt

WOCO Magazine 39/2007

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People & CULTURE

40 Years at Mr. Joachim Geibel began working at Woco’s Bad Soden plant on August 1, 1967 – he was 14 at the time. Ottomar Wolf and Lothar Lenhard, in charge of training and apprenticeships, taught him the trade of a tool maker. Mr. Geibel then went on to work in tool making, and he was one of the first CNC milling machine operators when that technology arrived. Mr. Geibel moved to the work preparation area on Septem-

ber 1, 1983. After several jobs in time management planning and technical calculations, Mr. Geibel was put in charge of all order handling and schedule planning for the former GIAT department in 1991. Along with recording the orders and scheduling their completion, he also had to pay close attention to coordination with the individual specialized departments.

Starting on January 1, 1997, Mr. Geibel was given the

Peter Kaminski

Mr. Peter Kaminski began his career on August 1, 1967, at the plant as it was still under construction in Bad Soden. He worked as a technical specialist in the Construction/Design Department, and his coworkers soon recognized his talent for developing new products from polymer components and related compounds. As early as 1970, Mr. Kaminski had taken up project management to introduce a procedure for producing flashless, waste-free molded rubber parts (flashless molding) and was responsible for developing and optimizing this process in terms of process technology. This marked a milestone in the history of Woco.

Moreover, Mr. Kaminski was given the duty of developing and sampling all production materials, including the specialized production machinery. Mr. Kaminski was then put in charge of Construction in 1973. Along with designing

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WOCO Magazine 39/2007

People & CULTURE

Bad Soden-Salmünster responsibility for internally serving plants and cooperating partners in the Rubber Technologies business unit, where he primarily coordinated tool redeployment. Today Mr. Geibel once again works in work preparation, now responsible for all Woco customers. In this role, he acts as the interface in the former APS/IPS business unit, which is today part of the Quality and Plants Division.

Joachim Geibel

Over his 40-year career, Mr. Kaminski himself became an expert in his field. He is an excellent developer who has numerous process and product patents to his credit. For all of his efforts, Mr. Kaminski has always loved the human component. Common respect, appreciation, and openness are important to him. Nonetheless, he has also enjoyed collaborating with his team in its interplay with neighboring departments. His recipe for success has always been to illustrate the goals of the company to his colleagues and to inspire their motivation. He has lived in this spirit for years, and today he is grateful that Woco has given him the space to do so.

His motto would read, “If you want to build a boat, don’t teach your men how to use a saw and chisel; instead, awaken in them a yearning to travel far and wide.”

Ellen Grauel

tools to make molded parts from different materials, planning, and testing, the flashless molding procedure, in particular, was placed under his care. Starting in 1981, Mr. Kaminski was given the added responsibility of training technical drafters in the field of mechanical engineering, and he passed the aptitude test as a trainer in 1982. “I really liked training others,” he told us. He assumed management of developing chassis technologies in the former management division of development in 1994, and he was responsible for gear shifter project management in the former Noise Vibration Harshness (NVH) business unit – later Motor-Acoustic Systems – during the restructuring in 1997.

Since September of 2006, he has been in charge of the Development Department in the APS/IPS Division. Today, he is in charge of Development in the Polymer Systems business unit in the Automotive Division.

WOCO Magazine 39/2007

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People & CULTURE

Its Gratitude

Woco Industrietechnik GmbH Germany

40 Years August 1, 1967 August 1, 1967

January 22, 1972 March 14, 1972 April 1, 1972 May 8, 1972 September 1, 1972 September 1, 1972 September 1, 1972 September 1, 1972 September 1, 1972 October 16, 1972

30 Years Reinhold Rank January 17, 1977 Reinhold Staaf January 17, 1977 Johnnie Lee Moore March 7, 1977 Heinrich Seipel March 21, 1977 Heinz Kreile July 1, 1977 Michaela Zoun July 1, 1977 Manfred Blum July 25, 1977 Alexander Widmayr September 1, 1977 Joachim Wilhelm September 1, 1977 Ulrike Spahn December 1, 1977

25 Years Josef Flach January 1, 1982 Hans-Jürgen Gärtner January 11, 1982 Norbert Gramlich February 2, 1982 Herbert Lotz February 22, 1982 Reiner Juschka March 15, 1982 Margit Schwichtenberg July 5, 1982 Franz-Josef Brulin August 1, 1982 Ralf Hufnagel August 1, 1982 Udo Hummel August 1, 1982 Edgar Kirchner August 1, 1982 Michael Mazal August 1, 1982 Peter Müller August 1, 1982 Jürgen Gaul December 2, 1982

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WOCO Magazine 39/2007

April 1, 1977

25 Years Reinhard Bauerhenne

35 Years

Germany

30 Years Edgar Muth

Joachim Geibel Peter Kaminski

Ratimir Riedl Franz-Albert Desch Jürgen Trupp Gerhard Hepp Stefan Bös Petra Fugmann Peter Lauer Helmut Müller Michael Reining Hans-Horst Wagner

Woco IPS GmbH

March 31, 1982

Kronacher Kunststoffwerk GmbH Germany

40 Years Otto Herbst Anton Kestel

August 1, 1967 August 1, 1967

35 Years Roland Heim

August 7, 1972

25 Years Günter Wagner Horst Windschuh Karin Bauer Dietmar Ondra Thomas Raab

January 4, 1982 February 7, 1982 September 1, 1982 September 1, 1982 September 1, 1982

Polymer-Technik Elbe GmbH Germany

45 Years Brigitte Lange

September 1, 1962

40 Years Manfred Schmidt Gerhard Ogkler Günther Herrmann

30 Years Rolf Steffen Uwe Schwemmer Siegfried Enders Hartmut Böttger Lothar Leuschner Maret Sirp Horst Gräwert

March 14, 1977 May 3, 1977 August 2, 1977 September 1, 1977 September 1, 1977 September 1, 1977 September 26, 1977

25 Years Manfred Schwitzing January 4, 1982 Volker Weßlau January 18, 1982 Hubert Rudolph March 15, 1982 Arnold Böhme March 16, 1982 Olaf Hoppe August 9, 1982 Wolfgang Buchholz September 1, 1982

EFFBE France S.A.S.

France

35 Years Nicole Albanesi Viviane Rico Mathieu Rico

May 29, 1972 September 13, 1972 September 14, 1972

30 Years Bernard Hess Christine Baumann Alphonse Ziss Guy Stimpfling

January 1, 1977 September 1, 1977 October 3, 1977 November 2, 1976

25 Years January 24, 1967 May 2, 1967 September 1, 1967

35 Years Herbert Weidner Hans-Peter Gorsler Ullrich Kampf Wilfried Krüger Dietmar Liebau Uwe Nandzik Karin Richter Frank von der Weide

for Your Years of Loyalty

Marie-Claude Bruchon August 16, 1982

WOCO TÉCNICA, S.A. May 23, 1972 July 5, 1972 September 1, 1972 September 1, 1972 September 1, 1972 September 1, 1972 September 1, 1972 September 1, 1972

Spain

30 Years Conchita Sobrino Isaac Rodríguez

January 1, 1977 March 23, 1977

Ellen Grauel

Woco Expresses

wocoTELEGRAM

Donation to the Wiesbaden University of Applied Sciences Woco has given a donation to the Wiesbaden University of Applied Sciences this year to support the “Street Simulator” project. Woco has a long tradition of collaborating with universities. We view the interaction between higher education and enterprise as a positive example of cooperation in research, teaching, and real-world practice.

The “Street Simulator” project is of particular importance to our company. Understanding the whole vehicle is essential to the work done by Woco Group as it contributes to substantial improvements in vehicle comfort. Supporting future scientists and engineers in this field is thus an important matter for us, and we think of it as an investment in our own future. The cooperation not only gives Woco access to people with know-how, it also elevates public awareness of our company as an employer among medium-size companies.

Anke Wolf

From left: Prof. Xiaofeng Wang, University Vice President Prof.

Reinhard Henrici, and Bernhard Wolf at the donation ceremony

A Fairy-Tale Run from Hanau on the Main River to Steinau an der Straße The 23rd international Brothers Grimm Race was held from June 8 to June 10, 2007. It was an athletic challenge that required the full effort of runners over five stages of the run (for a total of 81km).

Thirteen runners again represented Woco at the starting line. The runners had the option of running individual stages or the whole course of the Brothers Grimm Race. The route took them through forests and along bicycle paths and field paths from Hanau, the birthplace of Jacob and Wilhelm Grimm, to Steinau, the place where the two lived as children. This year’s weather was ideal, and countless helpers provided for optimum conditions, leaving the runners tired – but with happy memories of a successful event.

Dorothee Noll

WOCO Magazine 39/2007

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wocoTELEGRAM

Woco’s

HistoryBook Nominated for the GWA Production Award and the Econ Award for Corporate Communications.

Each year, the German federation of communications agencies (GWA) presents its GWA Production Award for the exceptional achievement and results of professional media products. The federation has now presented its award for the third time at a festive ceremony. Twenty-one finalists waited anxiously to find out who won the coveted gold, silver, and bronze awards. Seven impressive publications made the cut. All of them excelled thanks to great teamwork on the part of the customer, the agency, and the production partners.

Our Woco history book was nominated for the final round together with other well-known corporations. Even though we did not

win, Woco and the Damm und Bierbaum agency – which was in charge of the concept, text, and design of the history – were quite pleased to have placed on the short list and received a certificate for this accomplishment.

The Econ Award for corporate communications recognizes the best corporate communications in the German-speaking world. The prize is awarded by the publisher Econ Verlag and the news daily Handelsblatt, both of which originated this award competition. The jury voted the Woco history onto the short list here, as well. Thanks to this honor, the Woco history will be given an in-depth profile report in the annual publication of corporate communications.

Dorothee Noll

The organizers of the Woco Travel Partner’s Open Day

Woco TravelPartner’s

Open Day The Woco Travel Partner’s Open Day presented Woco Group employees with an opportunity to find out about new and future-oriented booking options to help business travelers plan their trips.

The event was initiated in cooperation with the DER travel agency in Gelnhausen.

Aside from the DER travel agency, Lufthansa, Hertz rent-a-car, the Accor hotel group, and American Express also participated in the event.

DER introduced Woco employees to the “Global Tr@c” online booking machine it operates. Lufthansa highlighted its new methods of electronic booking. Lufthansa customers now have the option of handling their own check-in over the internet on the evening before

their departure. The Hertz car rental company also used the event to present itself to customers. Using a personal customer number, travelers can reserve a Hertz vehicle over the internet, and then pick it up at the destination without having to go to the customer service desk.

The Accor hotel group demonstrated its broad variety of hotel offerings in different price categories. American Express showed how easy its products make it for business travelers to pay for products or services.

The extensive information will help simplify the travel booking process for Woco employees and business travelers in the future, while speeding up the booking process.

Dorothee Noll

We at Woco – Employee Magazine of the Woco Group, No. 39 – December 2007 Publisher: Woco Industrietechnik GmbH, Hanauer Landstraße 16, 63628 Bad SodenSalmünster, Germany, Tel.: +49 (0) 60 56 /78-0, www.wocogroup.com, uschlenker@de.wocogroup.com Editorial Staff: Dr. Heike Beerbaum, Dr. Bernd Casper, Bernhard Eckert, Stefan Engel, Matthias Hackerschmied, Gerhard Hepp, Dr. Stefan Jacobs, Karin Kropp, Anna Dagmar Metz, Dorothee Noll, Roland Schalk, Udo Schlenker, Guido Stanovsky, Michael Weber, Anke Wolf, Dr. Anton Wolf, Bernhard Wolf Editorial Direction: Dorothee Noll, Udo Schlenker, Anke Wolf Design and Layout: STRAIGHT – concept & design, Frankfurt a. M./Germany (www.straight-cd.de) Translations: Leinhäuser und Partner, Unterhaching/Germany Printed by: Druck- und Pressehaus Naumann GmbH & Co. KG, 63571 Gelnhausen/Germany Photos: Audi MediaServices, STRAIGHT – concept & design, Woco Group

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© Woco – Reprints only with prior written permission of the publisher

WOCO Magazine 39/2007

Editorial deadline: 25. September 2007