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HOERBIGER YEARBOOK 2013/14
PEOPLE
INITIATIVES
STANDARDS
WE EMBODY DIVERSITY.
CREDITS
Publisher
HOERBIGER Holding AG
Baarerstrasse 18
6304 Zug, Switzerland
WE DELIVER PERFORMANCE.
Telephone: +41 (0) 41 560 10 00

Fax: +41 (0) 41 560 10 11
Email: info@hoerbiger.com
www.hoerbiger.com
Responsible
Board of Directors
Dr. Marcus Flubacher
(President)
Executive Board
Dr. Martin Komischke
(CEO and Chairman)
Concept and Project Lead
Corporate Communications
Ludwig Schnefeld
TABLE OF CONTENTS
Foreword of the Board of Directors
CEO Statement
20
Highlights 2013
28
People of HOERBIGER
38
Group Profile
56
Strategic Business Unit Compression Technology
64
Strategic Business Unit Drive Technology
94
Strategic Business Unit Automation Technology
106
Business Division Automotive Comfort Systems
116
HOERBIGERGroup with Family Tradition
122
TOGETHER
Guideline on Cooperation and Leadership
125
HOERBIGER Products at a Glance
127
Company Locations
128
WE LOVE INNOVATIONS.
Text
Ludwig Schnefeld
Highlights: Simon Schmid
People of HOERBIGER: Jens Geisel
Pictures
People: Ludwig Rusch, Manfred Klimek
Board of Directors: Markus Meienberg
Concept pages: Ludwig Rusch, Thomas C. Robison
Page 20-23 kindly provided by MND Gas Storage a.s.
Facility Uhrice and the Vienna Airport
Highlights: Marcel Billaudet, Hans-Helmut Herold,
HOERBIGER Archive
Products: Nikolaus Schffler, Marcel Billaudet
Translations
Kerstin Roland
Maintal Translations, Inc.,
Virginia Beach, VA, USA
Layout
Graphische Gestaltung im Erdgeschoss GmbH,
Vienna, Austria
Printed by
AV+Astoria, Vienna, Austria
AG16IM011AE201404
Consulting, Project Management and Production

Mensalia Unternehmensberatungs GmbH,
Vienna, Austria
Cover image:
Dr. Peter Dolovai / Ipeleng Mabusela / Klaus Stachel / Gotthard Gawens / Dana Larisa Lazar /
Dr. Josef Leitner / Dietmar Artner / Krzysztof Spiehs / Nina Hirsch / Carolina Aponte
PEOPLE
INITIATIVES
STANDARDS
CREDITS
Publisher
Baarerstrasse 18
Telephone: +41 (0) 41 560 10 00

Fax: +41 (0) 41 560 10 11
www.hoerbiger.com
Responsible
Board of Directors
(President)
Executive Board
(CEO and Chairman)
Ludwig Schnefeld
TABLE OF CONTENTS
CEO Statement
20
Highlights 2013
28
People of HOERBIGER
38
Group Profile
56
64
94
106
116
122
TOGETHER
125
127
Company Locations
128
Text
Ludwig Schnefeld
Pictures
HOERBIGER Archive
Translations
Kerstin Roland
Layout
Vienna, Austria
Printed by
AG16IM011AE201404

Vienna, Austria
Cover image:
COMPANY LOCATIONS
CODE OF CONDUCT
OUR COMMITMENT TO
INTEGRITY AND
COMPLIANCE
We run our businesses based on our
Corporate values: Pioneering Spirit,
Courage, Fairness and Closeness.
These values are the foundation of
our Corporate Culture and HOERBIGERs
success.
Every day we are faced with decisions about
what is right or wrong. Even in complex
situations our pace is fast. For this the
Code of Conduct provides definite and
clear directions.
The Code of Conduct affirms our commitment to Business Excellence. It is a commitment which we give to our customers,
and to each other: We will act with personal
integrity and in compliance with legal and
ethical principles at all times.
With our Code of Conduct we also recognize our social responsibilities as a globally
active company. We respect and support
the goals as of relevant international conventions such as the United Nations Global
Compact.
All HOERBIGER employees must be familiar with the Code of Conduct and follow its
letter and spirit; the Code applies worldwide. We are convinced that our customers and other business partners will honor
that we conduct our business with personal
ethical standards.
We manage our company by striving for

highest standards of business excellence:
because performance counts.
We conduct our business with respect for
human dignity, in recognition of human
rights, and in accordance with applicable
laws.
We are committed to economically and
environmentally sustainable business
practices.
We provide safe working conditions.
We continuously develop the abilities of
our employees, and evaluate performance
objectively.
We show mutual respect as we collaborate
across cultures. We recognize the freedom
of association of our workforce.
We conduct all our business with integrity
and transparency. We oppose corruption.
We deliver superior products and services
to our customers. We support free and fair
competition, and we comply with relevant
competition laws.
We take due care in the selection of
our business partners. We comply with
export controls and anti-money laundry
regulations.
HOERBIGER CORPORATE STRUCTURE

BOARD OF DIRECTORS
Dr. Marcus Flubacher, President / Dr. Gerd Unterburg, Vice President
Dr. Rudolf Huber / Dr. Manfred Reichl / Egbert Appel
We treat our suppliers fairly. We expect our

suppliers to strive towards the same high
standards for business conduct and product quality that we have set for ourselves.
HH HOERBIGER Deutschland Holding GmbH

IO Learning Center Europe
Prschlingstrasse 4
86971 Peiting
KT HOERBIGER Kompressortechnik GmbH
LP Im Forchet 5
86956 Schongau
EXECUTIVE BOARD
Dr. Martin Komischke, Chairman
Charles Friess / Norbert Gau / Johann Hipfl / Dr. Siegmar Schlagau / Gerhard Wagner
KT HOERBIGER Service GmbH

S Hanns-Hrbiger-Strasse 10
West 67133 Maxdorf
We protect proprietary business information, private data, and intellectual property rights. Proprietary company information and data may be released to third
parties only with prior authorization.
We keep accurate records, and guarantee complete reporting of financial and
operating information to management,
shareholders, and third parties.

S Uetzinger Strasse 4
West 29664 Walsrode
Strategic Business Unit

Compression Technology
Johann Hipfl

Drive Technology
Thomas Englmann

Automation Technology
Norbert Gau
Business Division
Automotive Comfort Systems
interim
Corporate
Finance / Controlling
Charles Friess
Corporate
Human Resources
Gerhard Wagner
As of 4/1/2014
We act with integrity and honesty at all

times. We will declare potential conflicts
of interest. We will protect the companys
assets, and will not use our position at
HOERBIGER for personal gain.
AT HOERBIGER Automatisierungstechnik
LP GmbH
Sdliche Rmerstrasse 15
86972 Altenstadt
IO Holding GmbH
TechGate Stuttgart, Meitnerstrasse 8
70563 Stuttgart
AT HOERBIGER Micro Fluid GmbH
SP Borsigstrasse 11
93092 Barbing
We take pride in HOERBIGER. We protect

the good reputation of our company as
well as the image and the value of the
HOERBIGER brand.
WE LISTEN AND WE ACT

We accept the challenges of ethical conduct. In critical situations we will support
each other to keep our commitments to
move HOERBIGER forward.
IO Holding GmbH
86972 Altenstadt
2013:
THE BEST YEAR IN THE COMPANYS HISTORY
HOERBIGER GROUP
Sales in million euros
Equity ratio in %
Employees as of 12/31
2013
1,052.3
62.0%
6,388
Change in %
0.4
- 4.7
2011
1,048.1
50.0%
6,826
2010
948.2
43.0%
6,739
2009
771.9
43.5%
6,538
SALES BY STRATEGIC BUSINESS UNIT

in million euros
Drive Technology
2013
572.0
347.5
59.4
66.4
Change in %
0.3
+ 2.7
+ 4.6
- 16.5
2012
574.0
338.5
56.8
79.5
2011
546.9
344.7
58.8
90.2
2010
497.0
301.3
54.3
95.6
2009
438.5
224.8
41.4
67.2
AK HOERBIGER Automotive
SP Komfortsysteme GmbH
S Martina-Hrbiger-Strasse 5
86956 Schongau
Hungary
KT HOERBIGER Service Hungaria Kft.
S Bagoly u. 7.
East 2120 Dunakeszi
India
KT HOERBIGER India Private Ltd.
IO 3rd Floor, Saffire Park, Galleria No. 4
Old Pune-Mumbai Road, Shivajinagar
Pune 411005
SP (Domestic Division)
Gat 301/1, 312, 313, Village Kondhapuri,
Tal: Shirur
Pune 411006
KT HOERBIGER India Serial Technology Pvt.
SP Ltd.
Tal: Shirur
Pune 412209
HH HOERBIGER Elektronik GmbH

IO Justinus-Kerner-Strasse 7
72119 Ammerbuch

S Ltd.
Ramshree Apartment 1206/30A, 3rd floor,
Opp Sambhaji Park
Smt Ramabai Shrinivas Kawale Path,
Jangali Maharaj Road
Pune 411004
AN HOERBIGER Antriebstechnik Holding

IO GmbH
Bernbeurener Strasse 13
86956 Schongau

IO Durvankur Bhavan
Priyanka Nagari, Gat No. 2324, Wagholi
Pune 412207
AN HOERBIGER Antriebstechnik GmbH Werk 1

LP Bernbeurener Strasse 13
86956 Schongau

S Plot No 315/1, GIDC Estate
Dist. Vadodara
Ranoli 391350

LP Martina-Hrbiger-Strasse 5
86956 Schongau
2012
1,056.9
55.4%
6,704
AN HOERBIGER Penzberg GmbH

LP Seeshaupter Strasse 33
82377 Penzberg
AN HOERBIGER Antriebstechnik GmbH

IO Versuch / Prffeldentwicklung
Prschlingstrasse 4a
86971 Peiting
AN HOERBIGER SynchronTechnik GmbH &
LP Co. KG
Lembacher Strasse 2
71720 Oberstenfeld

S 71/25 Stonedge Towers, 1st Avenue
1st Floor, Ashoknagar
Chennai 600083
S Flat No -3A, 3rd Floor, 153A Diamond
Harbour Road
Kolkata -700034
S 102, Ansasls Tower, Plot No-17, Block -G1,
Community Centre, Vikas Puri
Delhi 110018
KT Hoerbiger India Private Ltd.

IO Kompression Technology Technical Services
3rd Floor, Saffire Park, Galleria No. 4
Pune 411005
KT Gala Precision Technology Pvt. Ltd.
LP Plot No. 295, Village Vadavali
Bhiwandi-Wada Highway
At Post Met. Taluka Wada, Masurne Road
Thane 421312
Indonesia
KT PT. HOERBIGER Kompresotama Indonesia
S Jl. Jababeka II J Blok CC No. 28
Kawasan Industri Jababeka
Pasir Gombong, Cikarang Utara
Bekasi, West Jawa 17834
Iran
KT HOERBIGER Pars
S No 25, 23rd Fathh, Fathh Highway
Tehran 1387644781
KT HOERBIGER Kish (KFZ)
S Unit 3 Office Floor, Paniz International
MEA Bazar
Kish Island
Italy
KT HOERBIGER Italiana S.p.A.
S Via dellElettronica, 8
West 37139 Verona (VR)
Japan
KT HOERBIGER Nippon KK
IO 87-4 Honjo
286-0114 Narita
S Narita Office
Sumitomo Seimei Narita Bldg., 7F,
969 Hanazaki-cho
286-0033 Narita
S Service Center
129-1 Houma-Kanahori-Mae,
Shibayama, Sanbu-gun
289-1622 Chiba
S Kyushu Office
2-7-3-702 Maizuru, Chuo-Ku
810-0073 Fukuoka
S Kansai Sales Office
Imon Kobe Bldg. 95 Edo-Machi Chuo-ku
650-0033 Kobe
Kazakhstan
KT Hoerbiger Service Kazakhstan LLP
S 48, Azattyk, office 502
Atyrau
Korea (South)
KT HOERBIGER Korea Ltd.
S Songpa-Gu Karak-dong 73-3
KR Tower Fl 8
Seoul Korea 138-160
S 355-11 Yeocheon-Dong
Nam-Gu
Ulsan
Kuwait
KT HOERBIGER Service Middle East FZE
S Kuwait Office
MEA PO Box 26212, Safat 13123, Kuwait
Libya
KT Hoerbiger Services Libya
S Motamar Al Karama
MEA Ghote Al Chaal, Near Al Raai Mosque
PO Box 12435, Tripoli
Lithuania
KT UAB HOERBIGER VIENYBE
S Kaunostr. 120.
East 20115 Ukmerge
Malaysia
KT HOERBIGER KT Malaysia Sdn Bhd.
S PT 15675 & 15676
Kawasan Perindustrian Jakar III
24000 Kemaman Terengganu
Mexico
KT HOERBIGER Servicios Tcnicos S.A. de C.V.
S Calz. de la Naranja 166
Fracc. Ind. Alce Blanco
Naucalpan, Estado de Mxico, C.P 53370
KT HOERBIGER de Mxico, S.A. de C.V.
S Calle Fidencio Trejo #324 Esq. Ignacio
Ramrez,
Col. El Maestro, Reynosa, Tamaulipas
Mxico C.P. 88770
S Plaza Mural Local 11-B Planta Alta
Prolongacion 27 de Febrero No. 2991
Tabasco 2000, Villahermosa Tabasco
Netherlands
KT HOERBIGER Benelux B.V.
S Nijverheidsweg 25
6422 PD Heerlen
Nigeria
KT HOERBIGER Nigeria
S AOS Orwell, Plot 272, Trans Amadi,
Industrial Layout
PMB 029, Port Harcourt
New Zealand
KT HOERBIGER New Zealand Ltd.
S C1-37 Greenmount Drive East Tamaki
Auckland NZ
Norway
KT HOERBIGER Skandinavia Holding AS
S Glynitveien 7, Ski Logistikkpark
West 1400 Ski
Peru
KT HOERBIGER Peru
S Av La Encantada N 1010 Ofic. 810
Santiago de Surco
Lima
KT HOERBIGER Peru
S Manzana A
Zona Industrial
Talara Alta-Parias
Talara, Piura
Poland
KT HOERBIGER Polska Sp. z o.o.
S ul. Rzymowskiego 30, nr lok. 210
East 02-697 Warszawa
AK HOERBIGER Automotive Sp. z o.o.
LP ul. Modowa 10
59-700 Boleslawiec
Romania
KT S.C. HOERBIGER SERVICE ROMANIA
S S.R.L.
East Str. Budvar Nr. 31/A
535600 Odorheiu Secuiesc
Russia
KT HOERBIGER Ltd.
S 1. Arkhangelsky lane
East Moscow, 101000
Saudi Arabia
S Industrial Machinery Establishment
MEA P.O. Box 36079
Jubail Industrial City 31961
Singapore
KT HOERBIGER KT Asia Holding Pte. Ltd.
IO 77 Joo Koon Circle
629097 Singapore
KT HOERBIGER KT Asia Services Pte. Ltd.
S 77 Joo Koon Circle
629097 Singapore
Slovakia
KT HOERBIGER ANDOV s.r.o.
S organizacn zloka
East Cementrsk 15
900 31 Stupava
South Africa
KT HOERBIGER S.A. (Pty.) Ltd.
S 9, Fuchs Street, Alrode, 1450
MEA Po Box 17844,
Randhart 1457
Spain
KT HOERBIGER Iberica Holding S.L.
IO Calle Ro Ter 2
West Polgono Industrial El Nogal
28110 Algete
KT HOERBIGER Iberica S.A.
S Calle Ro Ter 2
28110 Algete
Sweden
KT HOERBIGER Control Systems AB
IO Frradsgatan 5
S 66222 Aml
KT HOERBIGER Service Nordic AB
S Garvansvg 9
771 36 Ludvika
Ukraine
KT HOERBIGER Service Ukraine, LLC
S Eurasia Business Center,
East 75 Zhylyanska St., 11th Floor
01032 Kyiv
United Arab Emirates
S Jebel Ali Free Zone, P.O. Box 17153,
Road 626
Dubai
United Kingdom Great Britain
and Northern Ireland
KT HOERBIGER UK Ltd.
S Edderthorpe Street, P.O. Box 237
West Bradford BD3 9RB
USA
KT HOERBIGER America Holding, Inc.
IO 1358 West Newport Center Drive
Deerfield Beach, Florida 33442-7777
KT HOERBIGER Service Latin America, Inc.
Switzerland
HH HOERBIGER Holding AG
IO Baarerstrasse 18
6304 Zug
KT HOERBIGER Corporation of America Inc.

LP 3350 Gateway Drive
Pompano Beach, Florida 33069-4864
HH INTERHOERBIGER Finanz AG
IO Baarerstrasse 18
6304 Zug

SP 1212 Milby Street
Houston, Texas 77023

S Gewerbestrasse 115
West 5314 Kleindttingen
Taiwan
KT HOERBIGER Taiwan Ltd.
S 4F, 58, Lane 316, Rueiguang Road,
Neihu District, Taipei 11492
111 Taipei
S 12-2 Zhong Her Road, Hai Feng Village
Mai Liao District 63859
Yun Lin County
Thailand
KT HOERBIGER (Thailand) Co., LTD.
S 304 Sirithhorn Road, Kwaeng Bangplad
Khet Bangphad, Bangkok 10700
KT HOERBIGER (Thailand) Company Ltd.
S 136/72 Moo 9 Laemthong Road
Tambol Tungsukla, Amphar Sriracha
Chonburi 20230
Turkey
KT HOERBIGER Kompresyon Teknolojileri
S San. ve Tic. Ltd. S ti.
East Barbaros Mh. Ihlamur Sk. No:1 D:113
34746 Atasehir, Istanbul
KT HOERBIGER Engine Solutions

LP Altronic, LLC
712 Trumbull Avenue
Girard, Ohio 44420
LP Altronic, LLC
2350 Crist Road
Garland, Texas 75040
KT HOERBIGER Service Inc.
IO 7042 Revere Parkway, Suite 400
S Centennial, Colorado 80112
S 6640 Exchequer Dr.
Baton Rouge, LA. 70809
S 12 McCullough Drive, Bay #4
New Castle, Delaware 19720
KT HOERBIGER SERVICE Inc.
S 14425 Torrey Chase, Suite 340
S 220 N Country Estates Road
Liberal, Kansas 67901

S 12700 West Highway 80 East
Odessa, Texas 79765
S 2828 South Utah Ave
Oklahoma City, Oklahoma 73108
KT HOERBIGER Service, Inc.
S 17250 New Lenox Road, Suite 2
Joliet, IL 60433
S 923 Foster Road
Casper, WY 82601
S 504 Connecticut Street, Unit B&C
Rock Springs, WY 82901
S 25057 Anza Drive
Santa Clarita, California 91355
S 12204 Fairmont Parkway
La Porte, Texas 77572
AK HOERBIGER Automotive Comfort Systems,
LP LLC
S 284 Enterprise Drive
Auburn, Alabama 36830
Venezuela
KT HOERBIGER de Venezuela, S.A.
S Avenida Principal de la Urbanizacin
Los cortijos de Lourdes
Centro Empresarial Bravasol, PH4-A
Caracas
S Avenida Intercomunal entre Tigre-Tigrito
El Tigre, Estado Anzotegui
COMPANY LOCATIONS
CODE OF CONDUCT
OUR COMMITMENT TO
INTEGRITY AND
COMPLIANCE
success.
clear directions.
Compact.
ethical standards.

laws.
practices.
objectively.
competition laws.
regulations.

BOARD OF DIRECTORS


Prschlingstrasse 4
86971 Peiting
LP Im Forchet 5
86956 Schongau
EXECUTIVE BOARD

West 67133 Maxdorf

West 29664 Walsrode

Johann Hipfl

Drive Technology
Thomas Englmann

Norbert Gau
Business Division
interim
Corporate
Charles Friess
Corporate
Human Resources
Gerhard Wagner
As of 4/1/2014

LP GmbH
86972 Altenstadt
IO Holding GmbH
70563 Stuttgart
SP Borsigstrasse 11
93092 Barbing

HOERBIGER brand.

IO Holding GmbH
86972 Altenstadt
2013:
HOERBIGER GROUP
Equity ratio in %
2013
1,052.3
62.0%
6,388
Change in %
0.4
- 4.7
2011
1,048.1
50.0%
6,826
2010
948.2
43.0%
6,739
2009
771.9
43.5%
6,538

in million euros
Drive Technology
2013
572.0
347.5
59.4
66.4
Change in %
0.3
+ 2.7
+ 4.6
- 16.5
2012
574.0
338.5
56.8
79.5
2011
546.9
344.7
58.8
90.2
2010
497.0
301.3
54.3
95.6
2009
438.5
224.8
41.4
67.2
86956 Schongau
Hungary
S Bagoly u. 7.
East 2120 Dunakeszi
India
Pune 411005
Tal: Shirur
Pune 411006
SP Ltd.
Tal: Shirur
Pune 412209

72119 Ammerbuch

S Ltd.
Opp Sambhaji Park
Pune 411004

IO GmbH
86956 Schongau

IO Durvankur Bhavan
Pune 412207

86956 Schongau

Dist. Vadodara
Ranoli 391350

86956 Schongau
2012
1,056.9
55.4%
6,704

82377 Penzberg

Prschlingstrasse 4a
86971 Peiting
LP Co. KG
Lembacher Strasse 2
71720 Oberstenfeld

Chennai 600083
Harbour Road
Kolkata -700034
Delhi 110018

Pune 411005
Thane 421312
Indonesia
Iran
KT HOERBIGER Pars
Tehran 1387644781
MEA Bazar
Kish Island
Italy
Japan
IO 87-4 Honjo
286-0114 Narita
S Narita Office
969 Hanazaki-cho
286-0033 Narita
S Service Center
289-1622 Chiba
S Kyushu Office
810-0073 Fukuoka
650-0033 Kobe
Kazakhstan
Atyrau
Korea (South)
KR Tower Fl 8
Seoul Korea 138-160
Nam-Gu
Ulsan
Kuwait
S Kuwait Office
Libya
S Motamar Al Karama
Lithuania
S Kaunostr. 120.
East 20115 Ukmerge
Malaysia
S PT 15675 & 15676
Mexico
Ramrez,
Mxico C.P. 88770
Netherlands
S Nijverheidsweg 25
6422 PD Heerlen
Nigeria
Industrial Layout
New Zealand
Auckland NZ
Norway
West 1400 Ski
Peru
KT HOERBIGER Peru
Santiago de Surco
Lima
KT HOERBIGER Peru
S Manzana A
Zona Industrial
Talara Alta-Parias
Talara, Piura
Poland
LP ul. Modowa 10
59-700 Boleslawiec
Romania
S S.R.L.
Russia
KT HOERBIGER Ltd.
East Moscow, 101000
Saudi Arabia
MEA P.O. Box 36079
Singapore
629097 Singapore
629097 Singapore
Slovakia
S organizacn zloka
East Cementrsk 15
900 31 Stupava
South Africa
MEA Po Box 17844,
Randhart 1457
Spain
IO Calle Ro Ter 2
28110 Algete
S Calle Ro Ter 2
28110 Algete
Sweden
IO Frradsgatan 5
S 66222 Aml
S Garvansvg 9
771 36 Ludvika
Ukraine
01032 Kyiv
Road 626
Dubai
USA
Switzerland
IO Baarerstrasse 18
6304 Zug

IO Baarerstrasse 18
6304 Zug


Taiwan
111 Taipei
Yun Lin County
Thailand
Chonburi 20230
Turkey

LP Altronic, LLC
712 Trumbull Avenue
Girard, Ohio 44420
LP Altronic, LLC
2350 Crist Road

Odessa, Texas 79765
Joliet, IL 60433
S 923 Foster Road
Casper, WY 82601
S 25057 Anza Drive
LP LLC
Venezuela
Caracas
We embody
diversity.
We deliver
performance.
We love
innovations.
foreWord of the
board of directors
dr. marcus fluBacHEr

president of the Board of directors
dr. gErd untErBurg

vice president of the Board of directors
cHristiana HrBigEr
member of the Board of directors
dr. rudolf HuBEr

dr. manfrEd rEicHl

EgBErt appEl
foreWord of the board of directors
ladiEs and gEntlEmEn,

EmployEEs,
BusinEss partnErs and customErs!
The HOERBIGER Group can look back on a very successful 2013 fiscal year. Posting consolidated
sales of 1.052 billion euros, we have again surpassed the one billion euro mark. As a result, we were
able to maintain the high level of revenue of the previous year, despite adverse currency effects.
The increase of the operating result yet again, to an EBIT margin of 10.8 percent, is extremely
pleasing and significantly strengthens the Groups financial position. At 62 percent, our equity ratio
is now clearly above the target of 45 percent set by the Board of Directors, which is also considered
the minimum level for our long-term growth objectives.
The fact that, at 12 percent of net sales, the operating cash flow of the HOERBIGER Group is also
the best ever is in particular a gage of the professional inventory management measures that were
promoted very successfully by the Executive Board in all the HOERBIGER Strategic Business Units
over the past few years.
I would like to express the deep appreciation and heartfelt gratitude of the Board of Directors to the
Executive Board, all senior managers and all employees for this outstanding corporate performance
in every respect.
2013an annual financial statEmEnt

tHat HoErBigEr can BE proud of
We noticed with great pleasure that the Strategic Business Unit Drive Technology developed particularly
positively in the past fiscal year, following the extensive organizational changes over the last years.
Reporting sales far above budget, the Business Unit significantly exceeded the expectations of the
Board of Directors and Executive Board. It is quite obvious that the consistent focus on synchronizer
systems expedited by the Executive Board in previous years has had a very positive impact on the
Business Units development.
In contrast, the business trend in the Strategic Business Unit Compression Technology was less in
line with our expectations. Here, we had to settle for stagnating sales in the past fiscal year.
While the service business regained lost ground in North America, it came under pressure in Europe,
Asia and Latin America in 2013. In the OEM markets, the young Engine Solutions Business Segment
in particular was not able to realize the sales volume as planned. The annual financial statement
was also adversely impacted by foreign exchange rate effects given the relative strength of the euro.
Still, it is very pleasing that the Strategic Business Unit Compression Technology managed to further
improve the outstanding profitability it has maintained for years, despite stagnating sales. We consider
this to be a very sound and positive starting point for the measures that the Executive Board has in
mind for the coming years to further boost growth in this Business Unit. We are convinced that the
Strategic Business Unit Compression Technology is in an excellent position to do soas a result
of a number of new and innovative products for our customers in the compressor and large engine
market, as well as with new business models in Service.
During the 50th anniversary celebration of HOERBIGER Corporation of America in April 2013, the
Board of Directors had the opportunity to gain an insightful impression of Compression Technologys
performance capability as a trendsetter that offers new, innovative products and services.
The great challenge and task in the Strategic Business Unit Automation Technology remains to
achieve even higher and more comprehensive market penetration with newly developed products.
The results achieved in the past fiscal year are not yet satisfactory for us, albeit sales in 2013 rose
slightly in the year-over-year comparison.
Unfortunately we still have not managed to attain greater market penetration and the related additional revenue as planned with the newly developed electrohydraulic compact drives. The Board
of Directors and Executive Board remain convinced that the Strategic Business Unit Automation
Technology, with its newly developed electrohydraulic compact actuator product range, will be able
to tap additional market potential even more so than in the past, beyond the market segments it is
already successfully occupying today. With this in mind, the Board of Directors expressly supported
the realignment of the organization proposed by the Executive Board at the end of 2013 into the
Valve Automation and Compact Motion Technology Business Segments.
In the Automotive Comfort Systems Business Division, the ongoing decline in demand for convertibles,
which HOERBIGER has no influence on, has impacted the sales trend to such an extent in 2013
that it was not possible to achieve our sales targets. Still, we are pleased that the Business Division
managed to considerably boost its profitability by taking timely corrective action. It has created good
conditions to generate additional revenue in the coming years with the measures that are planned
by the Executive Board to expand the portfolio with innovative, smart microfluid components for
automotive and non-automotive applications.
Employee engagement
Our most important concern
The HOERBIGER Group is pleased to report outstanding performance in 2013. This achievement was
delivered collectively by all of you, the employees, all senior managers and the Executive Board. You
all have every right to be proud of this performance and of the efforts you put forth for HOERBIGER.
It is an important concern of the Board of Directors and Executive Board to preserve, continually
improve and cultivate the close bond and sense of identity that the HOERBIGER associates have
with our company and our values, but also with our performance objective and our strategic goals.
As a result we were all the more pleased about your positive feedback in 2013 in the Voice for
Excellence employee survey: achieving 58 percent engagement, HOERBIGER has considerably
improved in a very short time. We thank all our employees for the associated trust you have placed
in the company and the HOERBIGER brand.
We on the Board of Directors are also very proud of our senior managers in this regard. Through their
personal commitment, which often times goes far beyond the extent that the Board of Directors
and Executive Board could expect, they quite obviously instilled enthusiasm among the people for
HOERBIGER.
HOERBIGER in 2013 once again managed to launch new product and business ideas with great
success. This is not only because of experience and knowledge, but above all due to commitment
and excitement.
I personally felt this enthusiasm, together with all the members of the Boards of Directors and
Trustees, in a very special way during our visit to Latin America in February 2013. We had the
opportunity there to experience how the success of new HOERBIGER business activities such as
the Wellhead Compression Initiative, but also other new initiatives in the service business of the
Strategic Business Unit Compression Technology directly affect the motivation and engagement of
managers and employees.
Talent scout and Business Partner

Human Resources Corporate Division
In addition to inspiration and communication, we need structures that advance and promote our
corporate culture in the best possible sense.
The new Human Resources Corporate Division made excellent and important contributions in this
regard in 2013. With our Performance Management System that was introduced worldwide at the
end of 2013/beginning of 2014 and the likewise newly developed Reward for Excellence bonus
system, we managed to firmly integrate the dimensions of our Mission ExcellenceProduct and
Service Excellence, Management Excellence and Operational Excellenceinto our management
and leadership culture.
Another important incentive for the Groups future-oriented mindset is our International Trainee
Program, which has evolved into a stepping stone to international careers for young individuals
from all over the world. At the same time, it is an expression of the cultural diversity of which we at
HOERBIGER are proud.
The Board of Directors attaches great importance to ensuring that HOERBIGER makes attractive
career opportunities available to talented individuals at all corporate levels. The Career Path Guides
developed in 2013 by Corporate Human Resources are an important building block in this process.
They support the dialog between our managers and their employees about their next meaningful
career steps.
This in particular benefits succession planning in the HOERBIGER Group. In 2013, Corporate
Human Resources managed to fill key leadership positions in the Group with talented individuals
from within our ranks. HOERBIGER has thus moved a significant degree closer to the objective
supported by the Board of Directors to fill approximately 80 percent of all succession-type positions
with individuals who started their career paths in our company or spent a significant portion of their
careers at HOERBIGER.
With these successes, which were achieved based on professional human resources work, Corporate
Human Resources has established itself as a Business Partner to the Executive Board as well as to
the Strategic Business Units and Business Divisions. With this, it fully lived up to the expectations
that we had in 2012 when we upgraded the Human Resources function to a Corporate Division.
Code of Conduct
Obligation to demonstrate integrity and compliance
An important concern of the Board of Directors is to also continually develop the HOERBIGER Group
with respect to Corporate Governance.
We manage the HOERBIGER Group based on our corporate values: Pioneering Spirit, Courage, Fairness
and Closeness. They are the foundation of our corporate culture and thus of HOERBIGERs success.
In 2013 we supplemented the principles of corporate governance in the HOERBIGER Group with
a new Code of Conduct. With this binding code, the Executive Board as well as all managers and
associates affirm our commitment to Business Excellence.
We give our customers, but also each other, the promise to always act with personal integrity and
observe legal and ethical principles.
In addition, we acknowledge our social responsibility as a globally operating company. We respect
and support the objectives of the relevant international conventions.
Our commitment to academia

A contribution to increasing innovative strength
Another focal area of the work of the Board of Directors is to promote research and development
in the HOERBIGER Group. We are convinced that the collaboration and the continual exchange of
experiences and ideas with universities and colleges plays a decisive role in increasing the Groups
innovative strength.
One example is the extremely successful development of the HOERBIGER eHydroCOM system, presently one of our most significant innovations.
The technical fundamentals were created by developers from the Strategic Business Unit Compression
Technology jointly with the JKU HOERBIGER Research Institute for Smart Actuators at the Johannes
Kepler University in Linz, Austria.
The JKU HOERBIGER Research Institute for Smart Actuators, which was founded in 2010 with
the financial assistance of the HOERBIGER Foundation and has since also been supported by the
HOERBIGER Foundation, is dedicated to basic and application research in the forward-thinking
field of smart actuators, a key technology for the future projects of all of HOERBIGERs Business
Units and Divisions.
Since its inception in January 2010, the JKU HOERBIGER Research Institute for Smart Actuators
has managed multiple ground-breaking research and development projects not only for the Strategic
Business Unit Compression Technology, but also for the Strategic Business Unit Automation
Technology.
The success of the collaboration with Johannes Kepler University so far demonstrates that our
commitment to academia is bearing fruit in the HOERBIGER Group, and that the results that
have been attained are making a considerable contribution to safeguarding the Groups future in
the long run.
The Board of Directors sees the close cooperation between the Group and outstanding universities
in the polymer technology field in a similarly positive light.
For many years now, a close partnership has existed between HOERBIGER Corporation of America
and Texas A&M University in College Station, Texas, USA. An important foundation was laid as part
of this cooperation for the development of high-performance polymers used for valve plates, rings
and packings.
State-of-the-art technologies in injection molding are presently also being explored collectively by
HOERBIGER engineers and students at the Montanuniversitt Leoben in Austria.
Farewell Ceremony
for Christiana Hrbiger
from the Board of Directors
As her term ended on September 6, 2013, we officially bid farewell to our family shareholder,
Mrs. Christiana Hrbiger, from the Board of Directors of HOERBIGER Holding AG, after 16 years of
unyielding commitment to her work.
Christiana Hrbiger decided in favor of a professional career at HOERBIGER at an early age. This
path began in 1960 at HOERBIGER Ventilwerke in Vienna, Austria, and would soon take her to entities abroad in England and Italy. The 1980s were marked by a very close working relationship with
Martina Hrbiger, who had been managing the Group since 1945.
As a strong and legendary owner and entrepreneur, Martina Hrbiger had set out her succession plan
even before her passing and in her last will designated the HOERBIGER Foundation, established in
1982, as well as her adopted daughters Christiana Hrbiger and Sylvia Goldnagl as future shareholders of the HOERBIGER group of companies.
In August 1989, after the death of Martina Hrbiger, the HOERBIGER Foundation and the two family
shareholders were thus faced with the difficult task of continuing to operate the group of companies
and appointing the new leadership team from managers of the group for operational management.
The Board of Trustees of the HOERBIGER Foundation, together with the two family shareholders and
new management, managed to successfully implement this transition and subsequently expedite the
international expansion of the HOERBIGER group of companies with increasing intensity.
Christiana Hrbiger has always remained true to herself and to the responsibility she assumed as
shareholder, even after the Group organization was founded and in her capacity as a member of the
Board of Directors of HOERBIGER Holding AG. She was always a vigilant member and someone who
would sound notes of caution and weigh risks in key decisions.
On behalf of all members of the Board of Directors, I would like to take this opportunity to again
express my gratitude for the high degree of personal commitment which Christiana Hrbiger has
always demonstrated in her work on our Board of Directors for her HOERBIGER companies and
her employees.
Stability and continuity have always been important to Christiana Hrbiger, and still are today, and
they distinguish the HOERBIGER Group in a special way. We are very pleased that Christiana Hrbiger
will remain closely involved with her Group as Vice President of the Board of Trustees and as our
family shareholder of the HOERBIGER Group.

President of the Board of Directors
cultural diversity is
enJoyableand maKes us stronG
HOERBIGER employs a staff of 6,388 people. We understand what
matters in our markets. We value our cultural diversity. Working with
colleagues from all over the world every day is enjoyableand it makes
HOERBIGER a successful company around the globe.
petra hller
senior financial
budget analyst
hoerbiGer
Kompressortechnik
holding Gmbh
vienna, austria
alan shao
sales engineer
hoerbiGer drive
technology
(changzhou) co., ltd.
changzhou, china
vitaly tatarinov
engineering
hoerbiGer ltd.
moscow, russia
chanGshan Gao
sales & marketing
director
hoerbiGer automotive
Komfortsysteme Gmbh
schongau, Germany
dana larisa lazar

trainee strategic marketing
& controlling oem
hoerbiGer
Kompressortechnik
holding Gmbh
vienna, austria
ipelenG mabusela
trainee mechanical
engineer
hoerbiGer south
carolina aponte
africa (pty.) ltd.
branch manager
alrode, south africa hoerbiGer
de argentina s.a.
sucursal bolivia
santa cruz, bolivia
dr. lily WanG

product director
hoerbiGer
(shanghai) co., ltd.
shanghai, china
Aladin Huwyler
Human Resources
Coordinator
Andean Region
HOERBIGER
de Colombia Ltda.
Bogota, Colombia
Oliver Gratzel
Head of Serial Compressors Business Segment
in the Strategic Business Unit Compression
Technology and Managing Director of
HOERBIGER Kompressortechnik Schongau GmbH
since September 2013
Schongau, Germany
Thomas Englmann
Member of the Executive Board
starting in July 2014 and
CEO of the Strategic Business Unit
Drive Technology since March 2014
Schongau, Germany
Dr. Siegmar Schlagau

Member of the Executive Board
until June 2014 and
Drive Technology until February 2014
Schongau, Germany
With talent, you can achieve

anythinGand so can We
Handing over the helm in Schongau: Thomas Englmann is the
successor of Dr. Siegmar Schlagau as a member of the Executive Board
and CEO of the Strategic Business Unit Drive Technology. Oliver Gratzel
assumed management of the Serial Compressors Business Segment
in the Strategic Business Unit Compression Technology from Thomas
Englmann. Its a good succession plan for HOERBIGER, and a great
career jump for dedicated next-generation employees.
first our pulse Goes up

folloWed by the customers
and then the compressors
The valve regulates the heartbeat of the compressor. When we
uncover how we can improve the reliability, efficiency and
environmental compatibility of these machines, our pulse goes up.
If this fitness program also convinces the customer, then compressor
hearts beat faster.
dietmar artner
engineering manager / ree auditor
compressor upgrade & revamp
hoerbiGer Kompressortechnik holding Gmbh
vienna, austria
norbert Krner
engineering manager / ree auditor
compressor upgrade & revamp
hoerbiGer ventilwerke Gmbh & co. KG
vienna, austria
marKus Wenisch
solution sales manager
compressor upgrade & revamp business development
hoerbiGer ventilwerke Gmbh & co. KG
vienna, austria
herv ferraris
business development & marketing manager / ree auditor
compression technology service
hoerbiGer Kompressortechnik holding Gmbh
vienna, austria
Nikolaus Lubega
Business Development Manager / REE Auditor
Compressor Upgrade & Revamp
HOERBIGER Kompressortechnik Holding GmbH
Vienna, Austria
Dmitry Kafidov
Area Manager Service EAST
HOERBIGER andov s.r.o.
andov, Czech Republic
neW ideas are What maKe

manaGersand Who We are
Like hardly any other initiative before it, the Wellhead Compression
Initiative initiated by HOERBIGER in Latin America has developed
from a local business idea into a successful business model.
Following the success in Patagonia, our managers now support
new wellhead compression projects in Siberia.
Gustavo fernandez
General director southern cone
hoerbiGer de argentina s.a.
buenos aires, argentina
daniel vazQuez
business development manager
hoerbiGer de argentina s.a.
buenos aires, argentina
Dairo Espinoza
Mechanical Technician
Turbomachinery
HOERBIGER de Colombia, Ltda.
Bogota, Colombia
freedom fuels our people

and our performance
As a result of the acquisition of TurboTech Engenharia Ltda, Salvador,
Brazil, in December 2013, HOERBIGER has joined the specialists
in North and Latin America in providing maintenance, overhaul and
monitoring services for rotating equipment. The expansion of our
product and application expertise in the turbomachinery business will
create new freedom for usand even now is fueling the performance
of our employees.
ricardo opperman
head of product management
turbo machinery latam
hoerbiGer service latin america, inc.
deerfield beach, usa
Jairo torres de silva

technology and product development manager
salvador, brazil
paulo soares de oliviera

business development manager
salvador, brazil
Gerhard Wagner
Chief Human Resources Officer
Charles Friess
Chief Financial Officer
Thomas Englmann
Drive Technology starting in March 2014

CEO and Chairman of the
Executive Board
dr. sieGmar schlaGau

ceo of the strategic business unit
drive technology until february 2014
Johann hipfl
compression technology
norbert Gauss
automation technology
In good shape 2013 was the best year for

HOERBIGER in the companys history.
We maintained our high level of sales and
increased the Groups profitability. Thanks to
the EXCELLENCE & Focus initiative, we are in
good shape and strategically poised in all areas.
We deliver performance. We love innovations.
We set standards.
20
013
ceo statement
our
best year
at hoerbiGer.
dr. martin komischke
2013 was the best year for the HOERBIGER Group in the
companys history yet.
Achieving 1.052 billion euros in sales, we were able to
maintain the high level of sales of the previous yearsin
continued choppy waters, economically speaking, and despite
the appreciation of the euro in large parts of the world.
The exchange rate of the euro in relation to local currencies
rose significantly especially in the United States, Canada,
Argentina and Venezuela. For some countries, we ultimately
had to post flat sales, or even sales losses, in the Groups profit
and loss statement, despite higher sales in local currency
terms.
Had the exchange rates remained at the level of 2012,
we would have been able to announce a sales increase of
approximately 34.5 million euros.
21
22
The second piece of good news is that we were able to considerably increase the Groups
profitability.
Before interest and taxes, the HOERBIGER Group retained annual earnings (EBIT) in
the amount of 113.6 million euros. At 10.8 percent of sales, our EBIT margin is in
the double-digit range for the first time ever, and we have achieved a key goal of the
EXCELLENCE & Focus@2013 initiative.
The third positive signal: we managed to lastingly improve our financial strength in
2013. As a result, the Groups debt has been largely paid off.
This additionally strengthens the Group with excellent cash flow valuesthe best yet
in HOERBIGERs history.
Over the ten fiscal years between 2001when our revenue was 495.8 million
eurosand the end of the 2011 fiscal year, when we surpassed the one billion euro
sales mark for the first time, HOERBIGER doubled the companys performance.
This success is the result of the dedication of the senior managers and employees
in the HOERBIGER Group. They deliver their best, day after day, allowing our
company to continue to successfully advance in the coming years.
Excellence & Focus:
We are in
good shape.
In 2010, we launched the EXCELLENCE & Focus@2013 initiative to ensure that
the Group is strategically and solidly poised to meet the future in all areas. And
we have succeeded. In 2014, HOERBIGER is in a good position againwe are
in good shape.
The Strategic Business Unit Compression Technology, the backbone of the
HOERBIGER Group, systematically continued the Aligned Decentralization program, enhanced its organization, and gained considerable momentum again, in
particular in the North American service business. The Business Unit managed to
recover sales volumes in 2013 that temporarily receded in 2012 and is on target
for new growth in the OEM and service business.
The focusing in the Strategic Business Unit Drive Technology was equally as successful. The Business Unit won new contracts with attractive new developments,
considerable investments in manufacturing, and continual capacity expansion. As
a partner to the automotive industry, HOERBIGER was able to pick up the pace
both in Europe and in Asia.
ceo statement
23
The Strategic Business Unit Automation Technology is positioned for the future with its
innovative product portfolio. In spite of great successes in 2013, sales and income do
not yet meet our expectations. Our goal remains to expand the Strategic Business Unit
Automation Technology into the third strong pillar of the Group, behind the Strategic
Business Unit Compression Technology. As a result, going forward, we must capitalize
considerably more on our mechanical and plant engineering expertise with new impetus
from Application Development and Sales.
The Automotive Comfort Systems Business Divisionwhich specializes in hydraulic
actuators for convertible tops and transmission comfort for commercial vehicles and
has been under direct leadership responsibility of the Executive Board since 2008has
fortunately been profitable again, despite declining sales. We continue to see attractive
prospects for the future of the Business Division in the development of non-automotive
fields of application for powerful and compact hydraulic actuators.
We have to increase our sales growth.

All other figures
are in the green.
The Strategic Business Unit Compression Technology remains the strongest performer in the
HOERBIGER Group. Posting sales of 572.0 million euros, its performance was virtually constant
compared to the previous years figure of 574.0 million euros.
At a sales increase of 2.7 percent, the Strategic Business Unit Drive Technology again boosted its
performance in 2013. While sales of 338.5 million euros were achieved in 2012, the 2013 year-end
figure was 347.5 million euros.
In 2013, the Strategic Business Unit Automation Technology generated sales of 59.4 million euros,
an increase of 4.6 percent over the previous years sales of 56.8 million euros.
The Automotive Comfort Systems Business Division posted a decline in sales of 16.5 percent, from
79.5 million euros in 2012 to 66.4 million euros in 2013.
It is the people of HOERBIGER that continually empower the Group to achieve its Excellence targets.
At the end of 2013, we were a staff of 6,388 employees316 fewer than in 2012, but a more
dedicated team for whom performance is equally as important as cultural diversity.
An important milestone in 2013 for our future plans was to fill key functionsboth with experts
from the market environment and with committed junior managers from the entities of the Group,
something we here at HOERBIGER pride ourselves in.
An important prerequisite for discovering and systematically fostering talent was to upgrade the Human
Resources function to a Corporate Division at the beginning of 2012. The Human Resources Team has
since been able to evolve into a global Business Partner and set the course for lasting Management
Excellence through globally coordinated management development and succession planning.
24
Management Excellence:
Good choices
for our key positions.
After having successfully worked for HOERBIGER for ten years, Dr. Siegmar Schlagau, a member
of the Executive Board and CEO of the Strategic Business Unit Drive Technology, is retiring. We
found an experienced successor among our own ranks with Thomas Englmann, formerly the Head of
the Serial Compressors Business Segment in the Strategic Business Unit Compression Technology.
Oliver Gratzel, formerly Head of the Hydraulics and Pneumatics Segments in the Automotive Comfort
Systems Business Division, is assuming Thomas Englmanns existing management responsibilities.
Thomas Englmann and Oliver Gratzel are two junior executives moving into new, responsible positions.
They had the opportunity to show what they are capable of over the past few years. In addition, they are
an example of the career prospects that the HOERBIGER Group offers young and talented employees.
In the Strategic Business Unit Compression Technology, Donald Don York accepted the position
of President of HOERBIGER Corporation of America, Inc. in September 2013. In this capacity he
followed Hannes Hunschofsky, who is now Head of Global Operations and manages the Production
Business Division in the Strategic Business Unit Compression Technology.
Effective December 1, 2013, we were also able to fill the position of Chief Process Officer (CPO)
with Klaus Glatz, which was newly created in the HOERBIGER Group and is another key position
important for safeguarding our future. This coincided with the inauguration of the STREAM program, an initiative by the Executive Board to optimize our global business processes. Klaus Glatz,
who brings extensive experience in developing international business processes and IT structures,
will coordinate the upgrade and future design of all business processes as well as the integration of
these processes into the IT landscape of the HOERBIGER Group in his role as Chief Process Officer.
Product and Service Excellence are our
driving forces
for new standards.
The HOERBIGER brand is synonymous with our corporate values of Pioneering Spirit, Courage,
Closeness and Fairness, but also with outstanding technological innovations and new business ideas.
In 2013, the Strategic Business Unit Compression Technology advanced a number of key innovation
projects to the field testing stage, among them the HOERBIGER eHydroCOM systemusing an allelectric actuator for the first time for capacity control of compressorsand the powerful XP valve.
Innovations such as the eHydroCOM system or the XP valve, which increase the efficiency, reliability
and environmental compatibility of reciprocating compressors, will continue to shape HOERBIGERs
core business.
ceo statement
Aside from technical innovations, it is new business ideas that primarily drive our growth. One
example is the global REE initiative from the Strategic Business Unit Compression Technology for
the systematic revamp and upgrade of reciprocating compressors. Equally as promising are projects
focused on applying the Wellhead Compression Initiative developed in Latin America to countries in
Eastern Europe as well as entering technology-based services for the extraction of residual amounts
from oil and gas fields.
In addition, we anticipate significant growth momentum to come from the expansion of our product
and application expertise in the turbomachinery business.
The acquisition of TurboTech Engenharia Ltda., Salvador, Brazil, in December 2013 is an important
milestone for this future-oriented initiative. This engineering firm is considered a specialist in North
and Latin America in providing maintenance, overhaul and monitoring services for rotating equipment.
In 2013, the Strategic Business Unit Drive Technology unveiled the HOERBIGER CompactLINE to
the expert communityan outer cone synchronizer that was specially developed for sub-compact
cars and vehicles in the compact class. At present, our customers in the automobile industry are
already conducting initial feasibility studies.
We are convinced that the design approach of the HOERBIGER CompactLINE will allow us, and
our customers, to set new standards in the lower vehicle segments in terms of fuel consumption,
transmission dynamics and shift comfort.
In the Strategic Business Unit Automation Technology, the new generation of electrohydraulic actuators developed over the last few years for control valves and machine tools is continually gaining
new market share.
In 2013, the first production order for a roof drive for convertibles which was developed based on the
innovative Type 6 technology started up in the Automotive Comfort Systems Business Division. Our
next objective is to offer the Type 6 modular system, which was originally designed for the cramped
and angular spaces in automotive body construction, for non-automotive applications as well.
Our Operational Excellence
thrives on robust
key processes.
Clearly defined, robust and long-term stable processes are the key for Operational Excellence.
Like no other Business Unit, the Strategic Business Unit Drive Technology gained in strength in 2013
by focusing and improving its earnings. The new construction of Plant 2 in Schongau, Germany, and
the continued mechanization and automation of the manufacturing operation accompanying this
major investment were of tremendous importance in this process.
Efficiency in manufacturing is also a key success factor for the Strategic Business Unit Compression
Technology. The goal is to sustainably improve profitability in the coming years through consistent
cost management in Operations.
In conjunction with the planned introduction of SAP 6.0 software, we identified all key processes
throughout the Group, assessed them and, where necessary, reorganized them by the end of 2013.
We will address the room for improvement we still see in a few limited areas in 2014.
25
26
I appreciate the dedication
of our employees
At the end of 2013, HOERBIGER had 6,388 employees worldwide. It is they who move us forward,
year after year, and all of them play a role in being able to again report of successes and future
projects in this HOERBIGER Yearbook.
On behalf of the entire Executive Board, I would like to expressly thank our employees for their
commitment and performance.
Equally as important to me is the high degree of personal dedication of our senior managers. Through
their experience, they ensure that innovative products and new business ideas lastingly contribute
to HOERBIGERs growth.
and Christiana Hrbiger,

our family shareholder.
I also would like to take this opportunity to thank the Board of Directors and the Board of Trustees of
the HOERBIGER Group. Both governing bodies support and back the future course of our company
with high personal commitment.
This applies in particular to our shareholder, Mrs. Christiana Hrbiger. After 16 years of unyielding commitment to her work, she decided in 2013 to step down from the Board of Directors of the
HOERBIGER Group and, going forward, to focus her dedication more extensively on her duties as a
member of the Board of Trustees of the HOERBIGER Foundation.
Dear Mrs. Hrbiger,

The employees, senior managers and all members of the Executive
Board thank you for your active role in the development of our
company. We are delighted that you will continue to oversee the
HOERBIGER Group as Vice President of the Board of Trustees and
look forward to your continued sound entrepreneurial judgment in
all decisions for the coming years.
ceo statement
Each and every one of us personally bears
responsibility for HOERBIGER.
We are a respected business partner among large companies, many of them listed on the stock
exchange. In this business environment, a code of conduct is standard procedure, and our business
partners have every right to be interested in whether we have comparable internal rules in place.
There have always been unwritten rules at HOERBIGER, which everyone was familiar with and with
which we aligned our actions. Even in the past, we had an informal understanding of how we, as
HOERBIGER employees, would conduct ourselves when dealing with our business partners.
In 2013, we documented the rules of conduct in effect at HOERBIGER in the form of a Code of
Conduct that applies to all employees worldwide. The Executive Board published this code in January
2014. Together with all members of the Executive Board as well as personally, I advocate that each
and every employee is familiar with and understands the Code of Conduct and that all employees
align their actions accordingly.
Our Code of Conduct is an obligation to demonstrate integrity that applies to all employees and
senior managers of the Group. We expect each and every one of our employees to be sincere in business and personally, and to display conduct that is within the law and consistent with the ethical
principles of our society.
We are

well on our way
to becoming a top employer.
For the HOERBIGER Group, the HOERBIGER Yearbook is more than a review of the year and annual
report. Rather, the selection and preparation of our topics is a way for us to address items that have
moved us in the past fiscal year and that are important to us for the continued development of our
company.
Following the success of the EXCELLENCE & Focus initiative, which we will naturally continue to
pursue, one of our most important objectives is to enhance our corporate culture in the context of
the companys values: Pioneering Spirit, Courage, Closeness and Fairness.
As a result, the HOERBIGER 2013/14 Yearbook is again centered around the people of HOERBIGER
and what we will offer you, our employees, in the future.
In Germany, HOERBIGER was once again selected as a top employer. It would be a major success
for me personally if, in 2014, an overwhelming majority of our employees were again to affirm in our
annual Voice for Excellence survey that it is worthwhile to be a part of HOERBIGER.
Together with all the colleagues from the Executive Board, I look positively to the future of HOERBIGER.
n
n
n

CEO and Chairman of the Executive Board
We embody diversity.
We deliver performance.
We love innovations.
That is what matters.
27
28
hiGhliGhts
2013
EfficiEnt EnginEs for tHE asian markEt
HOERBIGER and LOrange GmbH, a diesel injection system specialist
headquartered in Stuttgart, Germany, on January 1, 2013 agreed on a
joint venture under the name of DBLUE for diesel and gas-fuel engines
on the Asian market. Effective immediately, the companies will jointly
offer injection and control technology aimed at boosting the efficiency
and lowering emissions of large engines.
January
hiGhliGhts
JugEnd forscHt
The Jugend forscht and Schler experimentieren competitions, which in 2103 HOERBIGER
in Germany sponsored for the ninth time in the
foothills of the Alps, posted record registration
yet again at 110 participants and 59 projects.
HOERBIGER had two special prizes in store for
long-standing successful young researchers: they
took the Jugend forscht award winners to the Ottobock Science Center in Germanys
capital of Berlin as well as to the JKU HOERBIGER Research Institute for Smart Actuators
at Johannes-Kepler University (JKU) in Linz, Austria.
The JKU HOERBIGER Research Institute for Smart Actuators founded in 2010 with the
financial support of the HOERBIGER Foundation conducts basic and application research
in the forward-thinking field of smart actuators, a key technology for the future projects
of HOERBIGER.
February
contract signing:
HoErBigEr movEs to
viEnnas urBan lakEsidE
HOERBIGER was the first major enterprise to settle in the Seestadt Vienna
Aspern quarter of Vienna, Austria,
presently the largest urban development project in Europe. The employees
working in Vienna, who today are still
accommodated in several locations of
the urban area, will work together in a
new building under one roof starting in
2016. HOERBIGER is investing a total
of 45 million euros in the new location.
February
29
30
HoErBigEr antriEBstEcHnik gmBH

in first placE in dEutscHEidEEnprEis
first drivE tEcHnology

symposium
Between October 2012 and the end of March 2013, employees of HOERBIGER
Antriebstechnik GmbH in Schongau, Germany, submitted over 4,000 improvement suggestions. In relation to the benefits of the suggestion program per
employee, HOERBIGER ranked first nationwide in the automobile supplier industry group with an average 12,473 euros per improvement suggestion. This earned
HOERBIGER Antriebstechnik GmbH the award for best idea management in the
DeutscheIdeenPreis 2013 competition.
With the objective to intensify the professional

exchange between science and practice, the
Strategic Business Unit Drive Technology initiated a Management Symposium featuring
technical presentations and a panel discussion:
internal and external experts took a look at Drive
Technology of the future.
March
March
50 yEars of HoErBigEr
corporation of amErica
On April 9, HOERBIGER Corporation of
America (HCA) in Fort Lauderdale, Florida,
USA, celebrated its 50-year anniversary.
HOERBIGER took the milestone anniversary as an opportunity to invite all employees and their families to a gala and Open
House. Employees working for HCA in
Houston, Texas, also attended. As a result,
the anniversary turned into a family celebration with more than 800 attendees.
April
rEd dot dEsign award

for HoErBigEr trivax
An expert panel consisting of 37 internationally renowned, independent specialists
selected the HOERBIGER TriVAX valve actuator for a Red Dot Award Product Design
because of its unique configuration. The Red Dot has been one of the most coveted
design awards worldwide for many years. Only the best of the best are permitted
to label their successful industrial designs with the red dot.
March
hiGhliGhts
girls day
Girls Day in Austria and Germany: on the
occasion of Girls Day in Vienna, HOERBIGER
Ventilwerke GmbH & Co. KG invited their
employees to bring their daughters to work.
The girls, between the ages of 11 and 16,
gained insights into the companys history
at the HOERBIGER Museum. During a
plant tour of the Vienna site, they familiarized themselves with the latest manufacturing processes. 27 female students from
the Weilheim-Schongau District used Girls
Day to learn about technical trades at the
HOERBIGER Learning Center in Peiting,
Germany.
April
dBluE: dEBut in sHangHai

HOERBIGER and LOrange for the first time
unveiled the DBLUE project to the expert
audience at the 27th CIMAC World Congress:
in Shanghai, China, the companies showcased
their collective product range for large engines.
May
ground BrEaking cErEmony for nEw

stamping facility
In Schongau, the Strategic Business Unit Drive Technology held
a ground breaking ceremony for a new manufacturing facility for
formed synchronized parts on April 30, 2013. It only took until
September 27, 2013 to hold the topping-out ceremony. The first
extended table press for the new production hall in Schongau arrived
on October 8, 2013.
April
31
32
nEw location in argEntina

Given the positive business development in the
Wellhead Compression business, HOERBIGER
opened a new service branch on June 12 in
Aelo, Argentina. Aelo is located at the center
of Argentinas crude oil production, approximately 60 miles from the Provinces capital
of Neuqun, where HOERBIGER is also represented. 33 employees work at the new location.
June
sEminar dEBut in myanmar

rEvolutionary compactlinE
Compact, efficient, cost-effective: HOERBIGER introduced the new
CompactLINE synchronizer for the first time to the expert community
at the International VDI Congress Transmissions in Vehicles. The
product was developed specifically for manual and double-clutch
transmissions in the high-volume compact and mid-range car segments. OEMs and transmission manufacturers will benefit from
CompactLINEs significant weight and size reduction with best-inclass shifting comfort.
HOERBIGER KT Asia Services Pte. Ltd. for the

first time organized a seminar for the petrochemical industry in Yangon, Myanmar. In total,
14 engineers and managers from the circle of
regional customers attended.
June
June
1000tH Hydrocom systEm supports

JEt fuEl production in Japan
HOERBIGER celebrated the order of the 1000th HydroCOM
system. It will be used in a reciprocating compressor for
hydrogen processing in the Negishi refinery of JX Nippon
Oil & Energy Corporation in Japan. Hydrogen is used in the
Negishi refinery to desulfurize crude oil in the production of
premium jet fuels. JX Holdings, Inc., the parent of JX Nippon
Oil & Energy Corporation, ordered its first HydroCOM system
from HOERBIGER approximately ten years ago. The company
has since purchased more than 20 HydroCOM systems for
capacity control of its reciprocating compressors.
July
hiGhliGhts
lEadErsHip transition
in drivE tEcHnology
The Board of Directors of HOERBIGER
Holding AG gave the green light for a
generational change at the head of the
Strategic Business Unit Drive Technology.
Dr. Siegmar Schlagau, a member of the
HOERBIGER Executive Board and CEO
of the Strategic Business Unit Drive
Technology, has decided to transfer management of the Business Unit to Thomas
Englmann effective March 2014. Thomas
Englmann was formerly Head of the Serial
Compressors Business Segment in the
Strategic Business Unit Compression
HOERBIGER Kompressortechnik GmbH,
Schongau.
July
HoErBigEr 2013 soccEr cup

Just before the summer holidays, the HOERBIGER 2013 Soccer Cup was a
sports highlight in Schongau, Germany. Competition on the fields of Turn- und
Sportverein Peiting on July 24, 2013 was intense. The 105 players of the ten
teams from Schongaus Welfengymnasium as well as from Peitings, Steingadens
and Schongaus middle schools were cheered on by a large number of schoolmates.
HOERBIGER apprentices used the sports meet to again advertise for attractive
training and apprenticeships at HOERBIGER.
July
scHongau summEr
During the 2013 Schongau
Summer, 90 volunteers from
HOERBIGER entities in Schongau,
Altenstadt and Peiting donated their
time to introduce visitors attending
the Historic Market to HOERBIGER.
Year after year, this major event
draws tens of thousands of visitors
to Schongau. HOERBIGER minted
over 1,500 coins on a hydraulic
press, collecting 1,175 euros in
donations to benefit St. Hedwig
Childrens Home in the Bbing
community.
August
33
34
cHristiana HrBigErs
farEwEll from tHE Board of dirEctors
On August 23 at the Hotel Schloss Drnstein, Austria, the Board of

Trustees, Board of Directors, Executive Board as well as international
senior managers of the HOERBIGER Group held a festive farewell
ceremony for family shareholder Christiana Hrbiger on the occasion of her retirement as a member of the Board of Directors after
16 years of service. As Vice President of the Board of Trustees,
Christiana Hrbiger continues to be involved in the development
of the HOERBIGER Group on the HOERBIGER Foundation, in
HOERBIGER Tectum Holding AG as well as a shareholder of the
HOERBIGER Group.
August
tEn yEars of HoErBigEr

rings & packing
On the occasion of the 20th anniversary of the HOERBIGER Czech branch,

associates from HOERBIGER Ventilwerke GmbH & Co KG, Vienna, Austria,
and from HOERBIGER Kompressortechnik GmbH, Schongau, Germany, visited
their colleagues of HOERBIGER andov s.r.o. A total of 153 employees from
Production, Sales and Administration as well as 20 employees of the customer
Sauer Compressors andov participated in the soccer tournament, which the
customers team ended up winning.
HOERBIGER celebrated the 10th

anniversary of the acquisition of
GRAFLON Compressor Division
from Morgan Advanced Materials
& Technology Group in Houston,
Texas, USA. This acquisition allowed
HOERBIGER to further cement its
leading market position in this
segment as a developer and manufacturer of rings and packings for
reciprocating compressors.
September
September
HoErBigEr EuropEan soccEr cHampionsHip

in andov, czEcH rEpuBlic
hiGhliGhts
35
BusinEss run in viEnna

On September 5 in Viennas Prater
25,638 runners and Nordic walkers set out on the 13th Business
Runwith record participation.
HOERBIGER competed with 69
participants from the Vienna locations.
September
cHina is numBEr 1
in Hydrocom ranking
The staff of the MC&S Department of HOERBIGER in Shanghai are excited about the success of
the HydroCOM system in China: on September 18, 2013 Dalian Petrochemimal, a subsidiary of
China National Petroleum Corporation (CNPC), ordered a new HydroCOM system from HOERBIGER
Shanghai Co. Ltd. (HOESHA). It was the 200th HydroCOM system to be installed in China after
HOERBIGERs launch of the control system in China in 2000. China has since become the country
with the largest number of HydroCOM control system installations worldwide. This trend is driven
by the governments energy savings goals, but also by equipment operators, who value the stability
and accuracy of the automated control system.
September
36
rEE wEBcast
On September 19, at 9:00 am Texas time or 4:00 pm Central
European Time, 175 decision makers from the oil and gas industry
were watching HOERBIGERs first webcast. During the moderated
online presentationwhich was organized by the technical magazine
Hydrocarbon ProcessingHOERBIGER service experts introduced
the REE audit, a new service product for systematic revamps and
upgrades of reciprocating compressors.
September
anotHEr rEd dot award:

for www.HoErBigEr.com
HOERBIGER was presented with the second Red Dot Award in one
year in Berlin for the website that was relaunched in September
2012. This made the company one of 40 winners in the Online
World category. Some 6,800 entries were submitted worldwide
for the Red Dot Award: Communication Design 2013.
October
togEtHEr proJEct
The TogetheR project went live in Dubai. The
objective was to create a globally standardized
IT process landscape that was harmonized with
the logistics requirements of the service entities in the Strategic Business Unit Compression
Technology. The Executive Board followed the
event by video conference from Vienna. Johann
Hipfl, a member to the Executive Board and
CEO of the Strategic Business Unit Compression
Technology, started the server in Dubai via the
Internet. The project team had prepared the successful system launch over a period of approximately three years.
November
hiGhliGhts
automation tEcHnology comBinEs

BusinEss sEgmEnts
voicE for
ExcEllEncE
The results of the second Voice for Excellence
survey were announced: Employee engagement in the HOERBIGER Group improved in
2013 from 48 to 58 percent compared to the
previous year. Participation rose from 72 percent to 81 percent. The Voice for Excellence
survey measures the employees engagement
based on very clearly defined criteria, which
are essential for this process. The survey
is part of the Voice for Excellence initiative that was launched in 2012, with which
HOERBIGER strives to continually increase
employee engagement in the company.
The Strategic Business Unit Automation Technology announced

that the existing Business Segments Industrial Machinery and
Multi Market would be merged to form the new Compact Motion
Technology (CMT) Business Segment. The objective is to support
all the customers from the mechanical engineering industrycovering everything from machine tools to medical technologywith
a strong marketing, sales and engineering organization that is
managed according to uniform procedures.
December
November
HoErBigEr codE of conduct

The Board of Directors of HOERBIGER Holding
AG adopted the HOERBIGER Code of Conduct.
The Code of Conduct is intended to help management and all HOERBIGER associates with its
binding guidelines and to provide reliable indications of what constitutes proper or improper
conduct as defined by HOERBIGER when dealing
with customers, suppliers and other partners in
business and in public.
December
37
38
Our employees are our team. We develop the

talents that our Strategic Business Units and
Business Divisions need to remain strategically
and operationally successful worldwide.
Gerhard WaGner
chief human resources officer

and member of the executive board
hoerbiGer holding aG
people of hoerbiGer
cultural
diversity
is enJoyable
and maKes
us stronG
HOERBIGER employs a staff of 6,388 people.
We understand what matters in our markets. We value
our cultural diversity. Working with colleagues from all
over the world every day is enjoyableand it makes
HOERBIGER a successful company around the globe.
39
40
EmpowEr pEoplE
to ExcEllEncE
pEoplE of HoErBigEr
Conformity is undesirable at HOERBIGER. As
a trendsetter in technological niche markets,
HOERBIGER is an enterprise where new ideas
find fertile ground. We know that the 6,388
employees at HOERBIGER are directly responsible for our success. We are successful because
we rely on the commitment, the knowledge and
the experience of the people of HOERBIGER
and because we believe in our success.
We are interested
in creative people
At HOERBIGER, we are interested in creative,
entrepreneurially thinking people. They are the
ones who repeatedly develop new ideas: for technologically sophisticated, performance-defining
components and for innovative business models.
Whether it is the component or business model

the efforts at HOERBIGER are always centered
around the goal of making a lasting contribution
to the added value of our customers. This is also
what the HOERBIGER brand stands for: because
performance counts.
The vision and mission of the HOERBIGER
Group create the strategic framework for the
daily commitment of our senior managers and
employees.
our vision:
wE sEt standards
Our customers are companies from the oil, gas
and process industries, the automotive field, as
well as mechanical and plant engineering. For
them, we develop components, systems and
services that, due to their unique selling propositions, decisively influence the function, performance and economic efficiency of machines.
Our objective is the ongoing development of new
key components and services through continuous
innovationinnovative products and, related to
these, business models with compelling unique
selling propositions: developments that have the
potential to set new standards in our markets.
Hanns Hrbiger managed to do so for the first
time in 1895 with the steel plate valve he
vision
We set standards.
mission
performance-defining components
excellence
focus
people and values
pioneering spirit courage fairness closeness
oriGin
hanns hrbiger alfred hrbiger martina hrbiger
people of hoerbiGer
invented. Today, HOERBIGER is setting standards with continually enhanced innovations for
valves and control systems for reciprocating compressors, but also with passenger car synchronizers made of formed steel, and electrohydraulic
valve actuators for the process industry.
our mission:
ExcEllEncE & focus
In our mission statement we express how we
model the continued development of our company based on performance-defining components. This mission is centered around the terms
Excellence and Focus.
Excellence means continuously delivering top

performance in research and development, in
terms of the functionality and reliability of products, in quality and dependability of services,
the development and implementation of new
product ideas and business models, in instilling
enthusiasm among our employees and providing
them with leadership.
Focus refers to the need for all of HOERBIGERs
business activities to meet our corporate stability
criteria. They define the playing field and rules
for our Strategic Business Units and Business
Divisions. To generate growth in the long run,
every product and every service must satisfy the
requirements of these stability criteria.
vision: We set standards

Wherever we operate, we set standards with technologically sophisticated key components and
services and thereby enable our customers to
sustainably increase their company value
n
n
in the oil, gas, and process industries,

in the mechanical and plant
engineering industry,
in the automotive industry.
mission excellence
product excellence
manaGement excellence
Our products combine customer value and

unique selling propositions.
We develop business ideas and turn them into

long-term success.
We are able to anticipate the expectations of

our customers.
Through our strategic thinking, resolute action

and exemplary leadership, and by continuously
developing the employees and, along with it,
management quality, we turn innovative business
ideas into long-term success.
service excellence
Our Service combines technology and efficiency.
We combine the expertise and leading technology
of a Group with the efficiency and proximity to
the customer of a decentralized organization. We
offer customer value and unique selling propositions in Service.
operational excellence
Our operational processes and technologies are
benchmarks.
Our products and services set standards because
they are supported by robust business processes,
balanced operational success factors, and conscientious capital investment.
41
42
our foundation:
HEritagE and valuEs
With his development of a highly innovative steel
plate valve for his time, Hanns Hrbiger in 1895
laid the foundation for the present Group. It furthered the evolution of blast furnace technology
and prepared the way for piezo-chemistry.
Hanns Hrbigers oldest son Alfred started the inhouse production of valves in Vienna-Simmering
in 1931.
In the years after the end of the Second World

War and after the untimely death of Alfred
Hrbiger in July 1945, his wife Martina Hrbiger
managed to rebuild the plant in Vienna, which
was almost fully destroyed, and very quickly
resumed the companys international relationships.
For more than a century, HOERBIGER has
been shaped by the pioneering spirit of Hanns
Hrbiger, the entrepreneurial courage of Alfred
and Martina Hrbiger, proximity to its customers, and fairness toward business partners and
employees. Our corporate valuesPioneering
Spirit, Courage, Fairness and Closenessare
the direct result of our heritage.
people and values

pionEEring
spirit
fairnEss
couragE
n
n
n
n
closEnEss
Overcoming your own boundaries

Approaching new tasks without already
knowing the solution
Toward employees, customers, suppliers

and all other business partners
Taking carefully weighed risks

Taking responsibility and seeing the job
through even in difficult situations
Worldwide presence, familiarity with all

cultures
Knowing the customers and their needs
The combination of our values is unique.

Pioneering Spirit and Courage shape the
HOERBIGER culture of innovationFairness and
Closeness define our conduct toward suppliers
and customers as well as among each other.
Our employees who embody the brand values
are the hallmark of HOERBIGERs success. They
provide the HOERBIGER Group with a distinctive profile.
people of hoerbiGer
wE arE proud of
our traditions
We at HOERBIGER take pride in our heritage,
our family tradition and our corporate values.
Still, our continued growth and our involvement
in global markets have led to a clearly different
market environment.
To remain strategically successful internationally in the future, we need organizational forms
and business models in our Strategic Business
Units and Business Divisions that embrace the
requirements an increasingly globalized world in
a variety of ways.
This requires us to intensively explore the
following questions and find suitable answers
for HOERBIGER:
n
How can we pursue and implement global

strategies while preserving freedom locally?
Is the delegation of entrepreneurial responsibility, which has allowed us to successfully
grow internationally in the past fifty years,
still the right course of action today and in
the future?
In our global decision-making structures,
how do we manage to motivate entrepreneurially-minded associates to develop
new and additional business ideas, such
as our Wellhead Compression Initiative in
the Strategic Business Unit Compression
Technology in Argentina?
How can we create structures that allow
knowledge within the company to be made
available in order to effectively translate
successful initiatives from one region to
other markets?
Today, these questions can no longer be

answered solely by the Strategic Business Units
and Business Divisions on their own.
Because HOERBIGER has evolved historically,
many areas still have highly decentralized struc-
tures. For many years, this kind of positioning

assured our success. Nonetheless, this decentralized organization is limiting future growth, since
economies of scale and synergies cannot be fully
and adequately realized.
For HOERBIGER to continue to grow in the
future, we must set the right course now and
adapt it to the changed challenges.
HOERBIGER has immense knowledge at its
disposal in terms of technologies, processes,
products and services. Some of this know-how
today only exists in a very decentralized form.
To remain successful, we must ensure that this
knowledge is available throughout the entire
company. Employees at our locations and in our
entities must be able to learn from each other,
for example in order to adopt proven practices
across organizational and geographical boundaries or adapt innovative business models.
Another challenge is that as a global partner to
our customers, we must ensure that business
processes can be centrally managed consistently
and reliably, while preserving high local flexibility.
tHE gloBal cultural

transformation commands
activE participation
We are part of a global cultural and structural
transformation. Our customers are striving for
a global presence and are expecting the same
from us. This necessitates a mind shift on the
part of management, and structures that make
it possible to actively participate in this transformation.
The most important resource for HOERBIGER is
our employees. We need well-informed and qualified employees to shape our future. We therefore
advocate that young people, as early as during
their training phases, develop their own traits
which empower them to assume responsibility in
every respectfor themselves, for their families,
and for their duties on the job.
43
44
employees of hoerbiGer
Remaining countries
1,076
Germany
2,001
Czech
Republic
143
Poland 197
Canada 240
In 2013, the HOERBIGER Group had a total of

6,388 employees. Of these, 4,051 worked in the
Strategic Business Unit Compression Technology,
1,415 in the Strategic Business Unit Drive
Technology, 337 in the Strategic Business Unit
Automation Technology, 329 in the Automotive
Comfort Systems Business Division, and 255 in
corporate functions.
Austria
449
India
612
USA
983
China
687
Another prerequisite for sustainable growth is

executives who are able to handle the complexity of a globally operating group. In addition to
senior managers with local and regional responsibility, this essentially also includes managers
who can lead international teams.
Managers with global responsibility can no longer
personally communicate with each and every
employee on a daily basis as a result of physical
distances and different time zones. Indirect leadership tools are therefore gaining in importance.
Even though, in the future, our managers can no
longer be present everywhere, their influence
and their results must become visible worldwide.
With this in mind, it remains our goal to nurture and preserve the HOERBIGER spirit of
being an industrial conglomerate with a family
tradition.
Human rEsourcEs
a nEw corporatE division
The cultural transformation that is needed at
HOERBIGER to cope with future challenges
places particularly high demands on the Human
Resources Corporate Division.
The Human Resources Division has worldwide
responsibility for the human resource policy in
the Group, personnel management, developing
and advancing employees, and training and
selecting executives.
In its new task as a Corporate Division, the
Human Resources function increasingly outgrew the traditional role of the operationally
oriented human resources administrator.
Human Resources is instead evolving into a
strategic partner for the Strategic Business
Units and Business Divisions. The Human
Corporate Resources Division is now an orga-
people of hoerbiGer
nization which is familiar with the needs of

the market, understands the language of the
business, develops customized personnel solutions, and communicates with management on
an equal footing.
We have invested time and money in the development of modern management systems: from
a Goal Setting and Performance Management
System that has been in effect worldwide since

the beginning of 2014, initially for all senior
managers, to a new bonus model, to the New
Blue Book. This guideline on management systems in the Group was specifically developed to
familiarize our future management employees
with these systems. All programs are supported
by the interactive learning and development platform Always learn.
human resources orGanization 2013
Human rEsourcEs as a
BusinEss partnEr
on an EQual footing witH
BusinEss opErations
Human Resources, HR for short, became a
Corporate Division on January 1, 2012. As Chief
Human Resources Officer of the HOERBIGER
Group, Gerhard Wagner is a member of the
Executive Board.
By organizing Human Resources as a Division,
we emphasize the importance that we, at
HOERBIGER, attach to the selection and fostering of all employees with a view to the future of
our company. It also underscores the high priority
of Management Excellence in the HOERBIGER
Group, which relates primarily to the development of executives.
The close partnership with the operational
business results in new role models for Human
Resources managers. These necessitate qualification profiles that in some cases differ considerably from the HR manager.
human resources business partner

As contacts on an equal footing, HR Business
Partners assume an advisory and participative
function in the development of business models
and expansion of business activities. They have
relevant subject-matter expertise and understand
the business models of the Strategic Business
Units and Business Divisions.
HR Business Partners assume responsibility, and

they expand the traditional role of an administratively oriented Human Resources organization: Human Resources becomes a strategically oriented driver of continual change in the
Group, offering an important added benefit to
the employees and management in day-to-day
operations which plays a visible role in their business success.
human resources specialists

HR Specialists are experts in certain domains
within the Human Resources organization
such as in terms of classifying employees based
on global benchmarks, compensation system
structuring, performance assessment in the
Performance Management System, or training
programs on the HOERBIGER learning and development platform Always Learn.
The processes they define create the structures
in the Group and with this, the basis for the
strategic advancement and necessary continuous
transformation of the Group.
human resources administration

The employees in HR Administration are experts
in staff recruitment, personnel development at
the locations as well as all administrative tasks.
HR Administration assures stable processes and
uniform standards at the global level for handling
personnel-related topics.
The HR Administrators from the backbone of the
HR organization as a whole. It is stable administrative processes that create the freedom to
perform strategic tasks.
45
46
mission ExcEllEncE
a nEw BEncHmark
for goals and
pErformancE BonusEs
The focus of the consistent, coordinated alignment of the HOERBIGER Group and its Strategic
Business Units and Business Divisions with the
strategic and operational targets is the new
Performance Management System developed
in 2012 and 2013 by Human Resources, and
the Rewards for Excellence bonus model based
thereon.
2014 will be the first year in which not only
strategic and operational targets will be considered in the performance review process and
the Performance Management System, but also
personal conduct. With this, we achieve an integrated evaluation of the performance of each
individual. Initially, these new tools will be introduced for senior managers in the Group, and
later for all employees in white collar positions.
With this new future-oriented approach, we have
employed a multi-stage process and systematically broken down our strategic and operational
goals, as they relate to the individual targets
of the members of the Executive Board, to all
hierarchy levels.
All goals are logically assigned to the

HOERBIGER Excellence dimensionsProduct
and Service Excellence, Management Excellence
and Operational Excellence.
Each Excellence dimension was assigned characteristic behaviors, which are essential for
achieving ones individual objectives. In the
various Excellence dimensions, a total of 21
behaviors outline the ideal manager we look for
at HOERBIGER.
We are convinced that the conduct set out
in the Excellence dimensions is essential for
HOERBIGERs long-term success. However, it
does not require every position in the Group to
utilize all 21 behaviors equally. The model thus
allows focal areas to be defined.
The individual performance of associates as a
manager or team member will always be evaluated integrally. In addition to assessing the
achievement of goals, the performance evaluation also considers the conduct outlined in the
Excellence dimensionscorresponding to the
how in terms of achieving the goal. The what
and how of achieving the goal are the determining factors for our employees performance.
In our new Reward for Excellence bonus
model, the performance displayed by each manager functions as a multiplier, influencing the
amount of the bonus.
1 I open up to the customers
opportunities and technical

solutions which they did not
even think they were possible.
Our pr
19 I assign clear roles and
18 I set goals for our operations beyond the
C
F AI R N E S
16 I show persistence in carrying
GE
e
th
on ew
ies r n
rel s fo
ti o n e a
ova ive id
i nn
t
d
sful attrac ces, or
f
an
cces
Su overy of servi deas
ely
ti v
disc cts and ight i
r
f ec
produ g the ess, m ef
cc
he
ectin
s el r a t e s u t i n g t
corpo plemen
im
and iently.
effic
for change as a source of

new opportunities.
3 I put my knowledge and
expertise at HOERBIGERs
disposal.
RA
17 I enthusiastically seek
unrivaled products and services

that bring HOERBIGER
competitive advantage
COU
highest benchmarks, setting new standards

for quality, time and cost.
2 I turn innovative ideas into
IONEERING
IRIT
LOSENESS
SP
responsibilities when
standardizing processes.
4 I passionately scout for new business

opportunities that contribute to
Hoerbiger strategy.
out my own ideas.
15 I accept failure as an opportunity

for the organization to learn.
13
9 My communication
5 I advocate decisions by
demonstrating their long-term

benefits.
6 I push things
forward by making
timely decisions
regardless of pressure
and conflicting conditions.
inspires and engages

all employees.
14 I build a strong pool of
7 I act consistently with the

talent as an asset for the
decisions made.
needs of my people.
entire organization.
I
encourage
and
reward
conW
11
g
an e a
in
structive criticism as a source
d e dv
lop
ra
of competitive advantage.
ve
ne
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ly
de
an
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s
us u
m
12 With my actions I support the
ire
y
uo f o
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u
nd d c upp the men ur e
e
benefit of HOERBIGER as a whole,
in t o
eq
r
t
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.
du tin ta er hic loye
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a t m on a
going beyond the interests of my
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.
own group.
lute ecisi ions ent us t he i
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mplify our Corporate Values an
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of our
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ST
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ou
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I delegate challenging
tasks to give talents a
chance to grow in the
company.
I act as role
model for our
HOERBIGER
values: Courage,
Pioneering Spirit,
Fairness and
Closeness.
IC T
HIN
KING
o d uc
execution time to ensure

outstanding customer experience.
suc
ces
s.
FA AT
CT
O
20 I balance costs, quality and
RA
T EG
te
s
l
eli
ver ploy y re ts u
v
yr
n
eli prec iew der
ab i s o u c
ilit e
r o
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o ist ali ol
t h i c ty
e
cu s t
st
working capital relative to the

sales volume.
UN
ts an
bala d serv
nce
se
d op ices s
sa
ROBUST BUSINESS PRO
era et s
tion tan
CESS
nd
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l
S
suc rds
e properly define t
w
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a
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n
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r
s
dize them
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LA
because we document them,
e
SU NCE tors, the
and stabilize them through cont
W
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nd u o r c
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21 I continuously optimize the
ion
up with the efficiency

gy o f a Gro
chnolo ized organization. We offer
l
ng te
centra
e ad i
Service as well.
nd l r of a de propositions in
e
g
se a
erti ustom sellin
POSITIONS
exp the c unique
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nce nrival rt soluti ons to ou
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de ustome iness models and
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Se ecau e Gro we ha of our p new bud value for our customers.
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Service Exc
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es
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ro
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IO S
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We con o th
and ive t
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We pab alua
act de ilitie te th
M io riv
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s
ou arke n fro e ou of ou existi
r m t p m r co r or ng a
ea ote this rpor ganiz nd fut
u re
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for and ation d resp
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ble
wb
ora
us i
t
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e
s id
eas. gy are
CE
N
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LL
ch
AL
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ClEo
o
PRO
Our pro
ducts
uniqu combin
e se e c
We ar
llin ust
rk s
e in
g p om
a po
ma
h
sitio
rop er
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c
s
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n
to a
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ess
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roc
T
N
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TM
ur c ticip
t i o lu e
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E
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s
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r
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e t.
L
ust ate
A
n
a
ns a
T
i
I
om t h
CUS
us
Product Exce
en
CA P
nd
ers e e
llence
t b estm
T
es
S
O
s
i
U
x
ME
.
pe
Our prod
bu nv
g
TIO
sets
pital
47
E gy and efficiency
LENC
chnolo
CELmbine te
EXrvices co
C E u r se
VI O
ER
people of hoerbiGer
o
nn
e
tiv
va
sin
bu
The Excellence dimensionsProduct and Service Excellence, Management Excellence and Operational Excellenceas well as the Corporate ValuesPioneering Spirit,
Courage, Fairness and Closenessform the basis for the 21 behaviors that HOERBIGER executives use for reference.
48
To assist our senior managers and employees in

developing their skills in the various Excellence
Behavior dimensions, and also to give managers and employees an opportunity to collectively
discuss individual development matters, we have
developed guidelines for all levels of management. These Development Guidelines include
detailed information about the Excellence dimensions and concrete examples of measures for
developing these skills in everyday business life
at HOERBIGER.
In December 2013, the members of the

Executive Board set their goals, proceeding from
the Groups strategic and operational objectives
that were reconciled with the Board of Directors.
The remaining levels of management then used
this as their basis for developing corresponding
individual and team goals for 2014 by the end
of February 2014.
november / december
Executive Board
Budget Approval
&
Goal Setting
End of Year
Performance &
Development
Reviews
January / february
July
Goal Setting &

Development
Discussion
Mid Year
Performance &
Development
Review
The goals of every employee are derived from the objectives of the Executive Board.
Managers and employees discuss the status

of target achievement at least once a year.
The semi-annual reviews in July are used to
address necessary corrective action to achieve
ones targets. The respective manager may offer
assistance, if necessary. The year-end review follows in January and February of the subsequent
year. At that time, the Board of Directors and
Executive Board will have set the targets for
the next planning period, and the Performance
Management process will start a new cycle.
The Performance Management System marks the

first time that an integrated hierarchy of goals
has been developed for the HOERBIGER Group.
Managers and employees alike document their
targets on a Group-wide online platform. Starting
with the goals of the Executive Board, all targets
in the Group are transparent. This allows every
manager to examine whether his or her own targets support achievement of the superiors goals.
people of hoerbiGer
49
pay for pErformancE
ExcEllEnt compEnsation
for ExcEllEnt pErformancE
The central idea is that excellent performance

should receive excellent compensation.
Our newly devised bonus model, the

Executive Bonus Plan, for our top
executives is a Reward for Excellence
initiative and seamlessly ties in with the
modality of the Performance Management
System. It links the bonus, that is,
the performance incentive payment
for our senior managers, to the performance and behavior goals set out in
the Performance Management System.
Three aspects are factored into the calculation of the bonus: the corporate result, the
result of the respective Strategic Business
Unit and the employees individual performance, derived in the form of a key indicator
from the Performance Management System.
The individual performance is composed of
an integral analysis of the scope in which
the employee has achieved the targets and
the leadership conduct demonstrated and
Corporate
Targets
SBU Targets
Profit after
Taxes (PAT)
EBIT Margin/
Net Sales
potentially has the greatest influence on the

calculation of the bonus payment. These
factors together form the bonus multiplier.
The bonus multiplier is multiplied with the
annual base salary and the corresponding
bonus target, resulting in the bonus payout.
Overall, the new model is more narrowly
defined and therefore easier to understand
than the existing model. It is aligned with
current market trends and functions independently of organizational changes.
Individual
Performance
Overall Rating
of individual
performance
Bonus
multiplier
Target achievement 0130%
Multiplier
Low individual or company performance =

No Bonus!
Supports a high performance culture

and recommended for HOERBIGER!
The Executive Bonus Plan links the performance incentive payment for our senior managers to the performance and behavior goals set out in the Performance
Management System.
50
grEat intErnational carEErs

motivation, not Just for
Entry-lEvEl EmployEEs
In a performance-oriented company
such as HOERBIGER, individual
careers are an important topicnot
only for young people, but also for
seasoned managers. The feedback
we received from our employees in
the 2012 Voice for Excellence
survey, and then again in 2013,
substantiates this.
Our trainees are a mirror image

of the cultural and subject-matter
diversity in our Group. We offer
our trainees interesting positions and
are prepared to delegate responsibility
at a very early stage.
gErHard wagnEr
chief Human resources ofcer
and member of the Executive Board
HoErBigEr Holding ag
HOERBIGER regards itself as a

company that both encourages talented individuals and encourage participations and performance. One example is the International Trainee
Program, which was launched some years ago.
tHE HoErBigEr trainEE

programstEpping stonE
to intErnational carEErs
The HOERBIGER Trainee Program is intended to
attract motivated young people to pursue longterm careers with HOERBIGER.
Over the course of 24 months, the trainees complete project assignments in different Strategic
Business Units of the HOERBIGER Group, each
lasting approximately six months. To allow participants to gain international experience, the
second module takes place in a country outside
the country of hire.
During their assignments, trainees assume
responsibility for concrete operational duties in
appropriate projects. The results of these proj-
ects are presented not only within the Business

Unit, but also before the Executive Board on a
regular basis.
In addition to their project work, trainees attend
various seminars which HOERBIGER purposefully and individually customizes to promote
subject-matter, methodical and personal skills.
As part of the program, trainees get to know
executives from different areas and are able to
build a comprehensive international network at
various levels of the company.
We offer attractive development and career
options not only for young people, but also
employees who have collected some job and
leadership experience.
One of our key principles is that, first of all,
employees bear responsibility for themselves.
We encourage our talented employees to broaden
their knowledge, grow their skills, and continually develop their conduct. We also accept that
personal factors may outweigh the opportunities
that we offer as a company when making career
choices.
Attractive career opportunities emerge as a result
of the continual expansion of our business activities, but time and again also based on the companys latest needs or vacated positions.
Consequently, individual career paths at
HOERBIGER may vary significantly. We encourage our employees to take the leap into another
position and area of work. It is certainly possible as well to remain in one position over an
extended period in order to assume increasing
responsibility and contribute to the companys
success as an expert.
people of hoerbiGer
international experience: trainees at hoerbiGer

Jan Just, Czech Republic / Nina Hirsch, Austria / Ipeleng Mabusela, South Africa / Vitaly Tatarinov, Russia / Dana Larisa Lazar, Austria / Alan Shao, China.
51
52
HOERBIGER has conducted business

internationally for decades. It is our goal
to remain a global leader in the markets
we serve. This requires us to have a
strategically aligned team, where all the
players know their roles and are fully
competent in their positions.
dr. martin komiscHkE
cEo and chairman of the Executive Board
Corporate Human Resources has a number of

specifically developed initiatives that support
career planning in the HOERBIGER Group. A
key tool in this connection is the Career Path
Guides developed in 2013. Using
examples from the Business Unit
Finance & Controlling, Corporate
Research & Development, as well
as the Service and Production
Segments in the Strategic Business
Unit Compression Technology, they
demonstrate how individual career
objectives can be achieved on different paths at HOERBIGER. They
allow a productive dialog between
supervisors and associates about development
opportunities in the Group.
succEssion planning
for a succEssful futurE
Succession planning that is focused on the future
strategic requirements of the Strategic Business
Units and Business Divisions is just as important
for HOERBIGERs future as the development of
talent and careers.
In 2013, the company managed to fill two key
leadership positions with talented individuals
from within our ranks: Thomas Englmann as CEO
of the Strategic Business Unit Drive Technology
and a future member of the Executive Board,
and Oliver Gratzel as the new Head of the Serial
Compressors Business Segment in the Strategic
Business Unit Compression Technology.
In the medium term, our goal is to fill approximately 80 percent of all succession-type positions with individuals who started their careers
at HOERBIGER or spent a significant portion of
their careers in the HOERBIGER Group.
This requires systematic succession planning.
Accordingly high is the commitment that our
senior managers, with support from Corporate
Human Resources as a Business Partner, invest
in ensuring continuity when filling key positions
in operational management and in our expert
organizations.
The goal of systematic succession planning is
to create the conditions for our lasting corporate
success. Another equally important concern is to
preserve and enhance our HOERBIGER culture.
At present, we have identified approximately
670 individuals in all Strategic Business Units
and Business Divisions who we are confident
would have the possibility for bigger roles in the
HOERBIGER Group in the next few years. To
enable this possible career growth, we devised
customized development programsincluding
individual training in the target positions.
people of hoerbiGer
53
voice for excellence
rEsponsiBility
and lEadErsHip
tHE focus is
on tHE individual
provide comprehensive information to best

of their knowledge and belief. They explain
decisions so that all employees know what
is involved.
HOERBIGER grants each and every

employee ample decision-making latitude.
We think like entrepreneurs. The freedom
with which employees are allowed to independently make decisions motivates us.
The performance of the HOERBIGER Group
is based on future-oriented technologies,
innovations and stable processes. To achieve
lasting success as a company, we need welleducated, hard-working and motivated associates.
We therefore deal with each other openly
and honestly. Transparent communication
is important to us. Our senior managers
It is equally important to harness the

knowledge and opinions of our staff in order
to continue to develop the HOERBIGER
Group into an attractive employer.
Transparency in communication and a culture of feedback, embodied every day, are
important prerequisites. When we share
criticism with each other, we consider this
to be a challenge to continue to evolve and
achieve even better results.
One of the supporting pillars of the feedback
culture in the HOERBIGER Group is the
worldwide Voice for Excellence employee
survey we launched in 2011. It measures
the level of engagement of all employees
worldwide, making it an important indicator
of the degree with which they identify with

our company.
In 2013, employee engagement measured in
the Group was on average 58 percent. This is
a year-over-year improvement of ten percentage points: 58 percent engagement means
that, statistically, 58 out of 100 employees
would rate their own engagement at 4.5 or
higher on an individual assessment scale
of 1 to 6 and would identify positively with
HOERBIGER with regard to the criteria Say,
Stay and Strive.
In and of itself, this is already a good number, as the result of 58 percent places
engagement at HOERBIGER slightly above
the industry average. We want to improve
further by 2016 and have set our target for
consistent engagement at 65 percentor
even higher. This is the goal we want to work
toward collectively.
Result HOERBIGER: 58%

At par
with average
TSR
28%
below average
TSR
Industry Average: 59%
45%
30%
Neutral
zone
Uncertainty
zone
Destructive
zone
65%
15%
above average
TSR
Performance /
best employers
zone
100%
TSR: Total Shareholder Return in percentage: Sum of total shareholders gain (share price growth + dividends paid) divided by previous years share price.
Source: Aon Hewitt Employee Research Database
54
alWays learn
knowlEdgE tHat mattErs

always lEarn
Always Learn is a multimedia learning
and development platform that has been
available to the entire workforce since
2013 Under the umbrella and logo of the
HOERBIGER Campus, this is where all
facets of company-wide online continuing
education come together.
Always Learn provides access to knowledge

and curricular content from the world of
HOERBIGER. It enables employees to
pursue individual continuing education as
neededwherever, whenever and in the
scope they want.
Always Learn has created a modern learning
environment at HOERBIGER that lives up
to the needs of an internationally operating
group and supports the companys growth
trajectory through suitable educational programs.

By using Always Learn, associates assume
personal responsibility for a portion of
their ongoing personal development.
HOERBIGER additionally offers all employees a comprehensive classroom learning
program for training and continuing education.
people of hoerbiGer
HoErBigEr nEw BluE

tHE HoErBigEr way
of lEading pEoplE
New Blue is a program that familiarizes
employees who were appointed to an international management position for the first time with
HOERBIGERs management philosophy and the
related programs and tools: The HOERBIGER
Way of Leading People.
Specific seminars acquaint up-and-coming toplevel managers in specifically tailored seminars
with the business model, the strategy, and the
vision and mission of the Group.
In addition to strategic topics, the seminar
agenda includes practical leadership matters,
such as a detailed introduction into the philosophy of the Performance Management System
and the Rewards for Excellence bonus system
based thereon.
An important tool for prospective and seasoned
managers alike is the Quick Blue Calendar compiled by Corporate Human Resourcesa process
flow chart that outlines the most important management processes over the course of the year.
transparEncy
and information
communication is kEy
To perpetuate the success story of HOERBIGER,
we continue to need highly motivated employees.
We are convinced that transparent communication is the precondition for motivation and commitment. Our objective is therefore to address
our associates at all levels of communication:
rational, emotional, and always honest and
genuine.
Both the HOERBIGER Group and all Strategic

Business Units and Business Divisions invested
heavily in internal communication in 2013.
To supplement the external and internal
media of the Groupour website, our Intranet
HOERBIGER Community, the HOERBIGER
Yearbook and our customer and employee magazines HOERBIGER@MOTIONwe increased the
frequency of our regional and local employee
publications in 2013.
These include the KT Mirror newsletterwhich was given a face lift
at the beginning of 2014in the
Strategic Business Unit Compression
Technology, the regional newsletters Open Valve in North America
and Visio Latina in Latin America,
as well as the HOERBIGER Aktuell
newsletters in the Drive Technology
and Automation Technology Business
Units.
We created a separate news format for our
employees in Production based on our Intranet
news. Since the middle of 2013, all companyrelated information published on the Intranet is
also being communicated via information screens
in Production.
E-mail newsletters and numerous posts on the
Always Learn learning and development platform
by Corporate Human Resources helped to prepare
for and assist with the Voice for Excellence survey. Additionally in 2013, managers and employees from Corporate Human Resources informed
approximately 300 managers worldwide about
the HR strategy and associated new tools.
HOERBIGER is in the midst of a

cultural transformation which is
tied to our increasing globality and
our worldwide operation. We use
transparent communication to ensure
that our employees understand our
strategy, are familiar with our goals,
and know what makes us successful
worldwide.
ludwig scHnEfEld
Head of corporate communications
55
56
Our employees are specialists when it comes to

the development of technological solutions that
define the performance of compressors, industrial
engines, automotive transmissions and machinery.
charles friess
chief financial officer
Group profile
We set
standards
The HOERBIGER brand is synonymous worldwide
with performance-defining components in compressors
and industrial engines, automobile transmissions,
and multifaceted mechanical engineering applications.
57
58
PERFORMANCE-DEFINING COMPONENTS
THE CENTER OF THE STRATEGY:

PERFORMANCE-DEFINING
COMPONENTS
Valves and controllers
for compressors
The technical properties of compressor valves
constitute a decisive variable for the performance
of reciprocating compressors.
To this day, HOERBIGER compressor valves are
the performance-defining component in countless reciprocating compressors that are used in
the oil, gas, and process industries, the food
industry, refrigeration and air-conditioning, commercial vehicles as well as many other commercial and private applications.
Using its cutting-edge knowledge accumulated
from in-house developments over the decades,
HOERBIGER has continually supplemented and
expanded the portfolio of performance-defining
components for rotary equipment. With modern
capacity control systems for compressors such as
the HOERBIGER eHydroCOM system, which at
present is very successfully withstanding fielding
testing, HOERBIGER continually advances the
state of the art, year after year.
Synchronizer systems
and friction linings
for the automotive industry
The configuration and properties of synchronizer
systems and friction linings define the shifting
behavior of manual and double-clutch transmissions in millions of automobiles.
Designing, testing and producing such synchronizer systems are core competencies of
HOERBIGER in Drive Technology. HOERBIGER
is the single-source developer and manufacturer
for the most important components of a synchro-
nizer systemsfriction lining, synchronizer ring

and sliding sleeve.
In the interplay with modern low-viscosity transmission fluids, innovative HOERBIGER carbon
friction linings ensure the functional reliability
and wear resistance of manual and doubleclutch transmissions even under maximum load
conditions. The unique method, developed inhouse, of producing synchronizer rings from
steel sheets that have undergone multiple metal
forming steps have made HOERBIGER internationally the largest independent supplier of
synchronizers.
Smart microfluid technology

for mechanical engineering
Precise metering of fluids and gases is an essential prerequisite for a wide variety of automation
solutions.
Starting from all-hydraulic components, such
as the drive systems of CNC press brakes,
HOERBIGER has evolved into a leading provider
of smart microfluid technology.
EHAS, TriVAX and ePrAXelectrohydraulic actuators for automated control valves and machine
tools developed by HOERBIGER in the past few
yearsset a new standard in the mechanical
and plant engineering industry.
As compact motion technology, microfluidic
actuatorswhich were originally developed for
the requirements of the automotive industry
demanding maximum density in the smallest
installation spaceare now increasingly penetrating non-automotive fields of application.
HOERBIGER piezo technology proves its worth by
the thousands, day after day, as a performancedefining key component in positioners of control
valves used in the process industry.
Group profile
Our business model is therefore not centered

around a single industry, but around a performance approach that ties all of HOERBIGERs
business activities together: we focus on technological products and services based on key
components featuring unique selling propositions
that allow the customers to sustainably increase
their companys value.
pErformancE-dEfining
for stratEgy and culturE
The evolution of our company started with the
steel plate valve for compressors invented by
Hanns Hrbiger. In addition to valves, innovative hydraulic and electric actuators made by
HOERBIGER today define the performance of
rotary equipment for the oil, gas, and process
industries.
HOERBIGER synchronizer rings, which are produced from steel sheets in a complex process,
have laid the technological foundation in the
past decade for the series production of efficient
double-clutch transmissions in the automobile
industry.
In the mechanical and plant engineering industry, HOERBIGER electrohydraulic actuators facilitate entirely new design principles for control
valves and machine tools. HOERBIGER piezo
technology is a performance-defining factor
not only for industrial applications, such as the
HOERBIGER Laser Gas Regulator, but also for
medical respirators.
HOERBIGER has a culture of performance. As
senior managers and as employees, we take pride
in our values, our expertise, our technologies
and, above all, in our products and services,
with which we extensively create added value
for our customers.
Our performance claim Performance counts,

our vision We set standards, our mission
EXCELLENCE & Focus, and the core of our
strategy, namely the unique selling propositions
of performance-defining components, form the
foundation for implementing our operational
corporate goals.
mission witH
corporatE focus:
sustainaBlE staBility critEria
marKet positioninG
HOERBIGER has the objective of being first or
second in the niche markets in which it is strategically represented. Our products and services
must offer unique selling propositions that clearly
distinguish them from the competition.
marKet
positioninG
profitability
technoloGy
self-reliance
The stability criteria of the Group:

Market Positioning, Technology, Self-reliance, and Profitability.
59
60
Technology
When developing new products and services,
HOERBIGER focuses on the core competencies
of the Strategic Business Units: fluid mechanics
as well as thermo and gas dynamics in compression and engine technology are as much part of
this as are hydraulics, pneumatics and piezo
technology in automation technology, not forgetting metal forming and fine blanking technology
in drive technology. They also encompass electronics, sensors and software.
In order for HOERBIGER to continue to set standards for products and services in the long run,
we must be a step ahead of the competition,
both in the development and in the application of our products, with advantageous selling
points.
Self-reliance
HOERBIGER avoids becoming dependent upon
a single customer or supplier. This is not due to
lack of confidence in our business partners. On
the contrary: we value reliability and long-term,
close relationships based on trust.
HOERBIGER PRODUCTS AT A GLANCE

Core Competencies
Key components for

reciprocating compressors
n Valves
n Rings and packings
n Control and
monitoring systems
Key components for

rotary compressors
n Valves
n Controls
Key components for

air brake, refrigeration
and air-conditioning
compressors
n Reed valves
n Cylinder head units
Key components for

industrial gas engines
n Ignition systems
n Controls and instruments
n Engine management
systems
n Fuel valves and actuators
Safety products
n Explosion relief valves
and check valves
Services for compressors,

turbines, and industrial gas
engines
n Spare parts
n Repair
n Upgrade and revamp
n System operation
Fluid technology
Mechanics
n Thermo and gas dynamics
n Metallurgy
n Polymer technology
n Control engineering
n Electronics
n Software
n
n
Group Profile
However, HOERBIGER consistently makes sure

that relationships with customers and suppliers
alike are based on several pillars. The Group has
a mandate to remain self-reliant. No less importantly, the corporation must be able to make
business decisions autonomously. An indication
of our financial independence is the Groups high
equity ratio.
Profitability
Each entity in the HOERBIGER Group must
be able to support itself. Senior managers are
responsible for the long-term profitability of their
entities. The criterion is the EBIT margin, the
operating income in proportion to sales. In the
HOERBIGER Group, the requirement for this

value is at least 10 percent. An EBIT margin of
more than 10 percent is necessary to maintain
our position in volatile markets that are subject
to increasingly fierce competition. This margin
supports our internal and external financing and
therefore assures that we can generate growth.
Continuous growth creates independence from
individual customers, suppliers and markets.
Our high EBIT margin target additionally supports our efforts to build equity capital so that
HOERBIGER is well-protected during a temporary downturnincluding for our customers and
business partners.
HOERBIGER PRODUCTS AT A GLANCE

Synchronizer systems for
manual and double-clutch
transmissions
Core Competencies
Design and testing of

synchronizer systems
Tribology
Design and testing expertise
n Sophisticated metal forming
n State-of-the-art machining
n
n

Smart actuators for
control valves
Compact Motion Technology

for mechanical and plant
engineering

Hydraulic comfort systems
for passenger cars
Pneumatic comfort systems

for commercial vehicles
Core Competencies
Testing and
diagnostic systems
Hydraulics
Piezotechnology
n Electronics
n Sensor systems
n Software
n
n
Core Competencies
n
n
Hydraulics
Pneumatics
61
62
HOERBIGER Foundation
Family shareholder
Christiana Hrbiger
25 percent
HOERBIGER Tectum
Holding AG
75 percent
Shareholders
As of 4/1/2014
The HOERBIGER Foundation protects the entrepreneurial heritage and ensures stability and self-reliance as well as a
future-oriented corporate strategy that is geared toward profitable growth.
Long-term orientation,
sustainability, stability and
continuity
Closely intertwined:
Strategy and operational
implementation
With the HOERBIGER Foundation in Zug,

Switzerland, the Group has a sound basis, which
is marked by long-term orientation, sustainability,
stability, and continuity.
The Board of Directors has the managerial, organizational, supervisory, and financial responsibilities for HOERBIGER Holding AG. It is composed
of members of the Board of Trustees, former
members of the HOERBIGER Executive Board
and independent advisors associated with the
Group. The Board of Directors is elected as part
of the Annual General Meeting of HOERBIGER
Holding AG at the proposal of the HOERBIGER
Foundation.
At 75 percent, the majority of shares

of HOERBIGER Holding AG are held by
HOERBIGER Tectum Holding AG, Zug, an intermediate holding company that is entirely dependent on the HOERBIGER Foundation. The Board
of Directors of HOERBIGER Tectum Holding AG
is identical to the Board of Trustees, which is the
executive committee and supports and manages
the development of the company.
The Foundation earmarks the majority of corporate profits generated by the HOERBIGER Group
for the company. It is the primary objective of
the Foundation to preserve independence of the
company and to continually develop and expand
the Group.
The HOERBIGER Foundation uses its own funds
predominantly to support research in the entities
that make up the HOERBIGER Group. Initiatives
that are directed at promoting employee development are an equally important concern.
The Executive Board bears responsibility for

assuring that every product and service that is
developed, as well as all new business models, fit our strategic approach, comply with our
Excellence goal, and satisfy the HOERBIGER
stability criteria.
Our corporate goals are implemented operationally in the Strategic Business Units and Business
Divisions under the managerial and supervisory
responsibility of the Executive Board. The CEOs
of the Strategic Business Units and Heads of the
Business Divisions are responsible for ensuring
the profitable development of the business and
for continually developing innovative products
and services.
Group Profile
Our positioning
At present, the three Strategic Business Units
Compression Technology, Automation Technology
and Drive Technology, and the Automotive
Comfort Systems Business Division and their
management bear the responsibility for business
operations of the HOERBIGER Group.
The Strategic Business Unit Compression
Technology is the backbone of the Group. Its
success is based on products and services that
offer high customer value based upon the combination of innovative products, sophisticated
engineering and a worldwide presence.
For many years, Compression Technology has
concentrated on compressor-related components,
systems and services. In addition, this Business
Unit has very successfully developed its business with safety products, and relief and check
valves. For at least a decade, the focus has been
broadened to include gas engines as well as other
rotary equipment, in particular gas turbines.
In addition to the OEM business, where components are supplied directly to compressor and
engine manufacturers, service and related activities have become the second mainstay of the
Strategic Business Unit Compression Technology.
Drive Technology
The Strategic Business Unit Drive Technology
is the first choice for the automobile industry
when it comes to synchronizers used in passenger car. Customers of the Business Unit include
internationally operating, leading transmission
manufacturers as well as major brands in the
automotive industry.
The Strategic Business Unit Automation
Technology focuses on customer-oriented solutions based on powerful, simple and singularly
reliable actuators for customers in the oil, gas
and process industries, in the energy field as well
as in the mechanical engineering and specialpurpose machinery industry.

The Automotive Comfort Systems Business
Division is a worldwide market leader for
hydraulic actuators used in convertible tops.
The portfolio also includes pneumatic gearshift
support systems for commercial vehicles in the
Transmission Comfort Business Segment. The
Business Division was spun off the Strategic
Business Unit Automation Technology in 2008.
The Business Division has since been managed
by the Executive Board.
Board of directors
Executive Board

Johann Hipfl

Drive Technology
Thomas Englmann

Norbert Gau
Business Division
interim
Corporate
Finance/Controlling
Charles Friess
Corporate
Human Resources
Gerhard Wagner
As of 4/1/2014
63
64
We create high customer value by making

our customers equipment safer, more efficient
and environmentally sound with our technology
and our application expertise.
Johann hipfl

compression technology
strateGic business unit compression technoloGy
We maKe
technoloGy
WorK
Technology remains the strongest performer
in the HOERBIGER Group. Posting sales of
572.0 million euros, the performance in
2013 was virtually unchanged compared to the
previous years figure of 574.0 million euros.
65
66

Johann Hipfl
OEM Division
Service Division
Production Division
As of 4/1/2014
The Strategic Business Unit

The strong force in the
HOERBIGER Group
Technology is based on a global matrix organization that is composed of four pillars:
OEM Division
Compressor Solutions, Engine Solutions and
Serial Compressors Business Segments
Service Division
Area Managements Europe West, Europe East,
Middle East/Africa, USA, Canada West, Latin
America and Asia
Production Division
12 production plants worldwide
Support Functions
Controlling, Process Management and Systems,
Human Resources, Innovation / Business
Development and Marketing.
In its goal to provide new technologies for

the benefit of the customer, the Strategic
Business Unit Compression Technology relies
on the effective and interdisciplinary international cooperation of its employees as well
as the technical capabilities it has developed
over the decades. The Strategic Business Unit
Compression Technology is distinguished by
its knowledge of customer needs, acquired
over many years in the OEM and Service business, as well as the ability to fruitfully link this
know-how of the market to technological
expertise.
The worldwide network encompassing 12 production plants as well as approximately 90 service
locations allows the Strategic Business Unit
Compression Technology to optimally serve its
customers around the globe.
Its organization into the Business Segments
Compressor Solutions, Engine Solutions and
Serial Compressors affords the OEM Division
high efficiency in sales and distribution.

Technology forms the backbone of the
HOERBIGER Group. It pursues the strategic
objective of setting standards with performancedefining solutions for the engine and compressor
industry.
The know-how gathered from the development

of innovative components and systems for OEM
manufacturers forms the basis for high-quality
services for compressor and engine operators.
Conversely, the knowledge acquired in the end
customer business and the capability to apply
innovative solutions to customer problems are
reflected in progressive and particularly efficient
products. These assist OEM manufacturers with
developing and offering even more powerful
equipment.
An essential driver is the aim to render technology usable for the customer, support customers from development to use of a product, and
deliver excellent performance through it all.
Excellence is the performance goal that ties all

the services together which HOERBIGER provides for customers in the Strategic Business
Unit Compression Technology.
Performance-defining Solutions
for Engines and Compressors
uncovEring potEntial
witH attractivE innovations
With the invention of the low-mass steel plate
valve, Hanns Hrbiger revolutionized gas compression in 1895 and facilitated the worldwide
acceptance of reciprocating compressor technology.
In the 1960s, HOERBIGER valve technology
enabled the development of high-speed reciprocating compressors. The unwaning success of these
high-speed compressors in the market has played

a role in keeping alternative technologies, such as
that of turbo compressors, from inhibiting the widespread success of the reciprocating compressor.
As a result of continually pushing ahead with
development efforts over decades, HOERBIGER
has remained a leading innovator in compression technology worldwide. All of HOERBIGERs
innovations primarily focus on the performancedefining components of compressors: valves,
controllers and sealing systems.
hoerbiGer steel plate valve

With his development of a novel steel plate
valve in 1895, Hanns Hrbiger laid the foundation for the present HOERBIGER Group. It furthered the evolution of blast furnace technology
and prepared the way for piezo-chemistry. The
HOERBIGER steel plate valve was therefore a
key technology for industrial development at the
beginning of the 20th centurya new industrial
standard.
Today, it is modern HOERBIGER technologies
that set standards in industry. They are successful in the market because their unique
selling propositions are clearly superior other
solutions.
duraBlE and
ExtrEmEly EfficiEnt:
HoErBigEr cp and xp valvEs
The latest innovation is the profiled plate valve,
combining the simple design of the traditional
plate valve with the high sealing action and efficiency of the ring valve.
The core of the innovation is the profiled valve
plate, which is integrally molded from a carbon
HOERBIGER steel plate valve, 1895:

The valve plate opens when the gas pressure
is high enough, and closes when the spring
pressure is higher than the gas pressure.
fiber reinforced polymer material developed by

HOERBIGERs Research Department.
As with the plate valve, the valve plate is guided
by a ring. The basic idea of the double cone
sealing element is adopted from ring valves.
The expansion properties of the carbon fiber
reinforced polymer material of the valve
plate under thermal stress are virtually identical to that of steel, which is used for the valve
seat.
67
68
cp valve
The HOERBIGER CP valve is presently the
latest state of the art in valve production at HOERBIGER. The profiled plate
valve was launched in 2011. Fields of
application include the chemical, petrochemical and pharmaceutical industries, the medical field as well as the
energy sector.
Whenever it comes to
the compression of
light gases, such
as natural gas, or
technical gases,
the CP valve is the
right choice. The CP
valve can be found in
compressors that are
used for natural gas
extraction, transport
and storage, in compressors for the liquefaction of LNG,
ethylene, propylene or propane, and in air
compressors for the production of PET bottles.
The latest variant of the CP valve

is produced from a valve plate that
is molded in one piece from
high-performance PEEK. This is state
of the art for natural gas applications.
dr. guntHEr macHu
Head of global product management /
advanced Engineering compressor solutions
HoErBigEr ventilwerke gmbH & co. kg
HOERBIGER brought the first profiled plate valvethe CP valveto

market in 2011. It features valve
plates made of carbon fiber reinforced polymer and has since been
used with rising market share for
demanding applications with high-speed compressors.
The special design of the injection mold precisely
orients the carbon fibers embedded in the polymer material. When exposed to thermal stress,
The CP valve is distinguished by maximum

efficiency and durability in tough everyday
operation. When used to retrofit older compressors, the valves flow-optimized gas flow management compared to the traditional plate valve
increases the cost efficiency of systems many
times over.
The profiled valve plate made of carbon fiber
reinforced polymer material guarantees low
maintenance costs and high availability. The
valve plate rarely fails when regular maintenance intervals are observed. Valve plate breakage as well as secondary damage to the compressor caused by metal fragments are virtually
eliminated.
In addition to the valve plate, specially developed
springs are another innovative feature of the CP
valve. They prevent the valve plate from rotating,
and even with high dynamic forces ensure active
control of the compressor by control systems
such as HOERBIGER HydroCOM, which uses an
unloader to open and close the valve.
this causes the valve plate to consistently adapt

to the entire contour of the valve seat, despite
its complex shape.
The most recent variant of the profiled plate valve
is the XP valve. Its design follows the same principles as the CP valve, except that it is intended
for use in compressors with extremely high power
density.
Initial prototypes were produced in 2012 and are
presently undergoing testing in pilot applications.
69
their valves set standards:

Marian Janko, Team Leader Material Development / Dr. Gunther Machu, Head of Global Product Management / Dr. Bernhard Spiegl, Head of Research & Development
and Technology / Martin Lagler, Head of R&D Workshop / Markus Testori, Team Leader Valve Development.
70
xp valve
millions in savings
witH a singlE valvE
The CE valve is one of HOERBIGERs most successful valve designs. Customers from the chemical and process industries, refineries and the
energy sector value its reliability and efficiency
as well as the long service life.
The CE valve continues to set standards in
HOERBIGERs markets. And yet, more recent
developments in compressor construction necessitate even more efficient valves.
The XP valve combines numerous

technological innovations in valve design.
We are certain that this new valve will
allow us to further strengthen and expand
our market position when it comes to
demanding process gas applications.
dr. BErnHard spiEgl
Head of research & development and technology
compressor solutions
HoErBigEr kompressortechnik Holding gmbH
With the profiled plate valve,

HOERBIGER has managed to make
an innovative valve generation available to customers which offers new
competitive advantages. The XP
valve, which was specifically developed for use in high-performance
compressors for the process gas
industry, manages to boost the
efficiency previously attained with
the CE valve by yet another 20 percent.
Additionally, it comes with sufficiently long-term patent, technology and piracy protection.
Due to the robust design,
high efficiency, and valve
cross-sections made
possible as a result of
the innovative profiled
plate valves, it is possible to manage the
amounts of gas common
today with only one pressure
valve and suction valve each
on the cover and crankcase sides
of the compressor. Compared to the
four, and in some instances even six, valves
customarily used today, this creates significant
cost advantages in terms of compressor production and maintenance for OEM manufacturers
and users.
Another benefit of the XP valve is the flow-optimized design of the sealing elements, reducing
the force that must be exerted for the valve to
control the compressor flow rate. This results in
a high synergy effect when using active control
systems, since less force must be applied for
control and the design of these systems can be
accordingly more compact and lower in energy
consumption.
The HOERBIGER eHydroCOM is a control system that ideally complements the advantages
of the XP valve. Practical testing conducted
by HOERBIGER in 2013 with XP valves and
a simultaneously installed eHydroCOM system
show that it is possible to achieve efficiency
increases valued at up to a quarter million euros
annually for compressors with high power input.
Approximately 100,000 euros can be directly
attributed to the performance of the XP valve.
Stepless electrical control:

HOERBIGER eHydroCOM system
Another significant innovation of the Strategic
Business Unit Compression Technology is the
HOERBIGER eHydroCOM system. It follows the
tradition of the HOERBIGER HydroCOM system,
which was launched with great success in 1996.
The objective of developing the

HOERBIGER eHydroCOM system,
an all-electric actuator, is to provide customers with the ease of
use of a purely electrical solution
for actively controlling reciprocating compressors, in addition to the
former HOERBIGER HydroCOM system.
Technological progress, along with higher cost

consciousness and environmental awareness, at
the end of the 90s created the conditions that
would allow the shortcomings of then pneumatic
reverse flow control units to be overcome with a
fundamental innovation.
Such active control systems have been tried and

tested primarily in applications with frequent
load changes. The performance spectrum of the
HOERBIGER eHydroCOM is perfectly matched
to the equally innovative profiled plate valves
made by HOERBIGER, i.e. the CP and XP valves.
A young team of technicians capitalized on

HOERBIGERs cutting-edge knowledge in order
to use Common Rail injection technology
which had been developed at the time for diesel enginesand extremely fast high-pressure
hydraulics to come up with an entirely new way
for crank angle-controlled, electronic reverse
flow control.
The development of the control system referred
to as HOERBIGER HydroCOM ushered in the age
of mechatronics for the Strategic Business Unit
Compression Technology. In addition to traditional mechanical engineering disciplines, electronics and software have since supplemented
the portfolio of HOERBIGER key technologies.
HydroCOMs extreme reliability, high energy
savings potential and diversity have stimulated
growth for the reciprocating compressor that
has lasted to this day. Many market players had
prematurely written off the reciprocating compressor as outdated technology. The 1000th
HydroCOM system was installed in Japan in
2013.
With the eHydroCOM control system,

we managed to implement a technologically complex solution in the form of an
easy-to-use plug & play system.
Dr. Peter Dolovai
Team Leader Development Mechatronics
Research & Development
HOERBIGER Ventilwerke GmbH & Co. KG
Maintaining potential
With continual renewal
Innovations such as the HOERBIGER CP and
XP valves or the HOERBIGER eHydroCOM are
flagship products of the Strategic Business Unit
Compression Technology. They are representative
of the ingenuity of the HOERBIGER
brand.
In addition to fundamentally new
technological innovations, the continual advancement of proven technologies forms an important building
block in HOERBIGERs success.
One example of the goal to be successful with quality components in
the fiercely competitive market of inexpensive
valves is the HOERBIGER RN valve portfolio,
which was newly compiled based on proven plate
valve technology. The intent of launching the RN
valves was to save costs through standardization
and improve competitiveness.
The eHydroCOM control system

allows our customers to quickly
increase their value generation, even
for compressors with lower power.
Klaus Stachel
Global Product Manager
Compressor Mechatronics
HOERBIGER Ventilwerke GmbH & Co. KG
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72
hoerbiGer ehydrocom
all undEr control

With eHydroCOM, HOERBIGER sustains the
innovation and technology leadership in the field
of reverse flow control systems.
The HOERBIGER eHydroCOM was unveiled

for the first time at the EFRC Conference in
Dsseldorf in September 2012. Initial field
testing started in May 2012. As anticipated,
experiences with operation have been positive.
The HOERBIGER eHydroCOM system consists of

four main components: the eHydroCOM actuator, which actuates the compressor valves and
is therefore installed directly at the compressor;
the ePU power unit for controlling as many as
four actuators; the eCIU compressor interface;
and a specially devised wiring system.
The HOERBIGER eHydroCOM control system

was developed for use with extremely flammable gases such as hydrogen in potentially
explosive zones. It therefore satisfies maximum
requirements in regard to functionality, safety
and explosion protection, as well as stability
and reliability.
HOERBIGER designed the eHydroCOM as a

plug & play system. Installations costs for the
eHydroCOM are far below the previous standard.
The acquisition and installation costs alone provide attractive payback periods, especially for
customers who use small compressors in the
500 to 1000 kilowatt power range.
The market launch of the HOERBIGER

eHydroCOM is scheduled to take place in multiple stages. The eHydroCOM will be available
for sale at the end of 2014 for applications
with lifting forces in the medium range, which
have already been extensively validated in field
testing.
Quality at an attractive price

hoerbiGer rn valves
high degree of standardization, and high volumes. HOERBIGER optimized the model variety of the traditional R valve for these applications and lowered manufacturing costs as
part of the standardization process. Customers
in the highly competitive market environment of industrial air compressors benefit
from HOERBIGER quality at a very attractive
price.
In principle, the RN valves are based on the

proven design of the HOERBIGER R valve
with metallic sealing elements. Industrial air
applications form the largest market for these
valves. The compressors used in this market
segment, which are typically high-speed units,
stand out with their compact construction,
All under controlHOERBIGER eHydroCOM development team:

Christian Kernbichler, Designer / Stefan Kottre, Product Expert / Dominik Ratschka, Lab Technician / Dr. Peter Dolovai, Team Leader /
Gernot Bischelmaier, Application Engineer.
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74
hoerbiGer ofd oil Wiper rinG

advantaGeously
usinG physical
phenomena
hoerbiGer ofd
oil Wiper rinGs
The HOERBIGER
OFD oil wiper ring is
a remarkable innovation for reciprocating compressors.
In reciprocating compressors, oil wiper rings
ensure that lubricating oil
hiGher vertical inteGration

Gti+ bi-fuel technoloGy
For the growing industrial diesel engine market, the Altronic brandwhich was acquired
by the Engine Solutions Business
Segment in 2009introduced the
GTI+ Bi-Fuel system in 2013. This
latest addition to the GTI product
line allows industrial diesel engines
to be operated cost-effectively and
efficiently using diesel fuel as well
as a mixture of diesel and gaseous
fuels. Up to 70 percent of the diesel
fuel requirement can be replaced by
natural gas.
In addition to our innovative
BCD ring, the OFD oil wiper ring is
an important building block for rounding
out our portfolio of performance-defining
rings and packings.
cHristian Hold
global product manager rings & packings
HoErBigEr ventilwerke gmbH & co. kg
Under the HOERBIGER umbrella, the share of

vertical integration of the GTI+ Bi-Fuel technology was considerably increased through new
components that were developed and manufactured within the Engine Solutions Business
Segment.
A number of customized products were
designed and implemented as part of the GTI+
Bi-Fuel system development process, with the
result that controllability of the system was
remains contained in the crankcase. The metal

wiper rings predominantly used in the past have
weak points, frequently resulting in massive loss
of oil, damage to the piston rod, as well as a lack
of reliability.
While conventional products scrape the lubricating oil off the piston rod with sharp-edged
rings, the OFD oil wiper ring takes advantage of
a physical mechanism of action: the elastohydrodynamic effect. As a result, oil is efficiently and
gently scraped off the piston rod and recirculated
into the crankcasewithout causing wear on
the piston rod.
greatly improved. The HOERBIGER GTI+

Bi-Fuel system targets applications in the
power generation field, where the generator
experiences large, sudden and frequent load
swings.
One field of application where these swings from
idle to full load are common are generators that
are used to power drilling rigs in the extraction
of shale gas in North America. These rigs consume high volumes of fuel. With the support of
the GTI+ Bi-Fuel system, operators can achieve
tremendous cost savings in mixed diesel-gas
operation.
usma simple idea

that offers hiGh customer value
Another innovation for industrial engines that was
developed in 2013 is the HOERBIGER Universal
Sensor Module of the Altronic brand. This module allows analog signals of the sensors that are
installed on large industrial engines to be pooled,
digitized and forwarded to the central control
panel using only one bus line. This considerably reduces the installation effort compared
to the previously customary analog wiring of all
terminals and sensors.
unlEasHing potEntial
witH nEw BusinEss idEas
Wellhead compression:
neW strenGth for mature Wells
Like hardly any other initiative before it, the
Wellhead Compression program initiated by
HOERBIGER in Latin America has evolved from
a local business idea into a markedly successful
business model.
The need to continue production from maturing fields combined with high oil and gas
prices have been key drivers of the Wellhead
Compression Initiative. The idea behind the
Wellhead Compression Initiative: HOERBIGER
leases mobile compressors to oil and gas field
operators. With the assistance of the leased compressor units, HOERBIGER customers are able
to economically extract residual amounts from
largely depleted fields for considerably longer
periodsand consequently profitably operate
the oil and gas fields for far longer periods than
in the past.
an idea from latin america

on its Way to eastern europe
At the end of 2012, some 200 wellhead compression units were leased to customers in the
oil and gas industry in Latin America alone.
HOERBIGER entered into additional leasing
agreements over the course of 2013.

At the end of the year, a total of
340 units were in operation. The
majority of these compressor units
are presently located in Argentina,
in particular in Loma La Lata, the
countrys largest gas field.
The success of the Wellhead Compression
Initiative in Latin America inspired HOERBIGER
to expand the new business model to other
important gas regions.
After having successfully sold 20
wellhead compressors in Romania
in 2012, the HOERBIGER Executive
Board decided to actively market the
successful Latin American leasing
model to additional customers in
Eastern Europe.
We are very proud that the Wellhead

Compression Initiative, after having been
so successful for us in Latin America, is
now also meeting with such great interest
in Eastern Europe.
daniEl vazQuEz
Business development manager
HoErBigEr service latin america, inc.
Our technology helps our customers

not only to boost the production, but
also to increase energy efficiency and
environmental friendliness in the oil and
gas industry.
dmitry kafidov
area manager compression technology
service East, HoErBigEr andov s.r.o.
Wellhead compression unit

protected from ice and snoW:
Wellhead compression units
for russia and KazaKhstan
Assisted by the know-how of the experienced
Wellhead Compression teams from Latin
America, five wellhead compression units were
prepared in 2013 for use in Russia and another
twelve for use in Kazakhstan as part of a pilot
project. In anticipation of the tough ambient
conditions, the compressors were installed in
winterized containers. The first wellhead compression units were put into operation in Russia
around the middle of 2013 and have so far fully
lived up to the customers expectations.
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On a good course
in an unstable
economic environment
Technology continued to be on a good course
in 2013 in an unstable economic environment.
The service business in North America, which
came under considerable pressure in 2012,
was able to regain lost ground and
has since seen a sustained recovery phase. The North American OEM
business also achieved good sales
in 2013. However, a good portion
of this success was offset at the
corporate level by the strong euro.
For HOERBIGER, the natural gas

market in the USA is an important
growth market. We are excellently
represented there.
Dr. Josef Leitner
Global Head of Strategic Marketing
Compression Technology & Controlling OEM
Since HOERBIGER consolidates

all sales volumes in euros, foreign
entities whose local currency lost
in value over the euro in 2013 were not able
to achieve the sales targets set for 2013. In
addition to North America, the appreciation of
the euro particularly affected Venezuela and
Argentina, but also Japan and Poland.
A continued weak economic environment is
expected for 2014. In the medium and long run,
however, the Strategic Business Unit is anticipating sustained growth again in all Business
Segments, starting in early 2015.
OEM Division
Compressor Solutions
Business Segment
In the Compressor Solutions Business Segment,
HOERBIGER hopes to generate considerable
growth momentum with new developments,

such as the CP and XP valves, the eHydroCOM
control system, as well as compressor packings
featuring innovative components such as the OFD
wiper ring. These will contribute to HOERBIGER
increasing its market share among suppliers of
the oil, gas, and process industries under the
prevailing economic conditions.
Natural Gas
Unabated growth
In the traditional natural gas business, long-term
future growth of the Strategic Business Unit
Compression Technology will continue to come
from two megatrends.
On the one hand, worldwide economic growth is
prompting a continual rise in demand for energy.
On the other hand, the share of coal, crude oil
and nuclear energy as primary global energy
sources will decrease. In spite of wind and
hydroelectric power, solar energy and renewable
resources, natural gas is considered to be most
important resource of the future.
At present, the business successes that
HOERBIGER is achieving in the Compressor
Solutions Business Segment are primarily sustained by the OEM business in North America.
Unlike all other regional economic areas and
all the remaining globally operating business
sectors, the oil and gas industry was booming
in North America in 2013driven by investments of the pertinent sectors of industry and
independent investors in new extraction systems
and pipelines for shale oil and shale gas.
This contrasts with no significant revitalization
of the European economy as of yet from shale
gas deposits. Despite increasingly positive signals from the European Union, political reservations and local resistance still prevail in several
European countries.
Process gas
Excess worldwide capacities
While HOERBIGERs OEM business in North
America benefits from the natural gas segment
and continues to expand, sales growth in the
process gas segment is a challenge.
Given the likely unlimited availability of shale
gas for the coming years, the United States is
evolving from an energy importer to an energy
exporter. This will prompt additional investments
in new refineries and chemical plants, leading
to excess capacities on the global process gas
market, primarily in Europe, but potentially in
Asia as well.
It is also to be expected that demand for petrochemical and chemical products will weaken
on the Asian markets, which were booming in
the past. In addition to government intervention on growth in China, increasing saturation
of demand in other Asian markets and weak
conditions of the economies in some emerging
countries contribute to this trend. Utilization of
the production capacity installed in the process
industry is accordingly lower.
In Europe, the process gas business is additionally adversely affected by the withdrawal of new
projects and resources by globally operating
companies. The reason that is cited time and
again is regional economic policies, which tend
to be restrictive in many countries. An added
factor is that the global players in the energy
business are presently channeling their investments specifically to the USA in order to take
advantage of the benefits resulting from drastically decreased energy prices as a consequence
of shale gas extraction.
Industrial air
Strong competitive
pressure
The industrial air segment has
seen an increasing concentration
of OEM manufacturers in the past years. As a
long-standing partner to the customers who flourish in this business segment, HOERBIGER, and
the Compressor Solutions Business Segment in
particular, was able to participate in this trend
and increase the market share in the component
business for industrial air compressors.
Engine Solutions Business Segment
In the Compressor Solutions segment

we work closely with our customers
providing high level support and state
of the art technology. The continued
growth path will be secured through
innovation and new business initiatives.
Claus Andreasson
Head of OEM Compressor Solutions
The expectations that HOERBIGER had in the

development of the Engine Solutions Business
Segment have not yet been entirely met: the
acquisition of Altronic Inc., Girard, Ohio,
USA,a worldwide leading manufacturer of
ignition systems for industrial gas and diesel
enginesa little over five years ago virtually
coincided with the onset of global stagnation
of industrial large engine sales,
which has lasted to this day. In the
coming years as well, this market is
expected to develop at a slower rate.
Contrary to what in retrospect was
a very optimistic assessment of the
large industrial engines market, the
actual volume of the OEM markets
has not expanded. Some sales markets even recorded declining revenue. In 2013, nearly all major manufacturers of
industrial engines issued profit warnings.
This trend is driven by continued significant
free transport capacities of ocean-going vessels. While demand for new freighters is up,
the initial signs of recovery nonetheless did
not result in any noteworthy new order volumes
in 2013.
With key development projects,

we were able to set the course in
2013 for a successful future of the
Engine Solutions Business Segment
with engine manufacturers.
Jens Hartrampf
Head of Engine Solutions
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hoerbiGer equicom
strong pErformancE
witH lEan gasEs
HoErBigEr EQuicom gas mixEr
The goal of the Engine Solutions Business
Segment in the future is to provide customers
from the engine industry with all performancedefining components for gas-powered
engines. The missing
piece in this puzzle until now was a
suitable gas mixer.
As of 2013, the HOERBIGER EquiCOM system

has filled this key void in the portfolio of the
Engine Solutions Segment.
The EquiCOM gas mixer can handle natural
gas just as well as what are known as lean
gases, such as biogas, mine gas, wood gas or
sludge gases from sewage treatment plants.
The EquiCOM gas mixer ideally complements
the HOERBIGER VariSPARK ignition systems,
especially with ignitable lean gas mixtures. By
combining the two systems, gas engines can be
operated economically even with lean gases
despite their calorific value being up to 30 percent lower than natural gas.
HOERBIGER will offer the new gas mixer initially
as EQ 15 for engines with output of 50 to 250
kilowatts and EQ 30 for engines with output of
250 to 600 kilowatts, with the EQ 60 variant
for engines with output of up to one megawatt
completing the portfolio.
Engine manufacturers have since started to

invest again in the development of industrial
engines, and the market is expected to gain in
importance in the future.
Simultaneously with this development on the

industrial engine market, there is a strong trend
toward the use of existing diesel engines in mixed
diesel-gas operation or in gas operation alone.
Start of production of the new engine generation

is scheduled for 2016/17. Innovative components made by HOERBIGER will play a role in
ensuring that these engines satisfy the latest
emissions requirements while boosting efficiency.
HOERBIGER offers suitable solutions both for

dual-fuel applications in the OEM business and
for Bi-Fuel applications in the after market business. The Engine Solutions Business Segment
will be able to participate in the switch from
Industrial engine specialists:

Gerhard Kogler, EquiCOM Head of Development / Gerhard Ranegger, Product Manager / Martin Knczl, Head of Design / Bernhard Kcher, Development Engineer.
79
80
oil to natural gas as the primary fuel for large

engines with the modular DriveCOM engine control system, the portfolio of gas metering valves,
control units such as ActuCOM and EquiCOM,
and the innovative ignition systems of the
VariSPARK systemsuch as the CPU95EVS ignition control unit unveiled in 2013as well as
the GTI+ Bi-Fuel system, which was introduced
in the after market in 2013 as well.
Analysts and market players anticipate that the
market environment will develop very favorably
again after 2016 as a result of the introduction
of more stringent environmental regulations and
the attendant upgrade of industrial large engines.
Additional momentum for the OEM business
of the Engine Solutions Business Segment will
Serial Compressors
Business Segment
The Serial Compressors Business Segment
specializes in reed valves and cylinder head
units for small compressors used in refrigeration and air-conditioning technology as well as for brake air compressors. Production locations include
Schongau in Germany, Thane in
India, and Changzhou in China.
Progressive technology
and new long-term
agreements
With our valves and systems,

we are operating in a highly
competitive, international market
environment. Cost leadership and
superior quality distinguish us from
the competition and create appreciable
added value for our customers.
Oliver Gratzel
Head of Serial Compressors Business Segment
in the Strategic Business Unit Compression
HOERBIGER Kompressortechnik Schongau GmbH,
since September 2013
Over the last few years, the Business

Segment had come under pressure,
initially as a result of the general crisis in the
automobile industry, and later again in connection with sustained investment restraint in the
commercial vehicle market. All the more important in 2013 was therefore the conclusion of a
long-term agreement in effect until 2015 with a
major worldwide supplier of brake air compressors for commercial vehicles.
come from Asia in the next years. Chinas major

engine manufacturers plan to bring their own
new developments to market. These are intended
to supersede engine designs that are presently
still produced under licenses from Europe and
the United States, but are outdated in terms of
their technology.
To benefit from this attractive growth potential,
HOERBIGER and LOrange GmbH, Stuttgart,
Germany, a member of the Tognum Group,
agreed on January 1, 2013 to a joint venture for diesel and dual-fuel engines on the
Asian market. LOrange is contributing its expertise as a diesel injection specialist to the collaboration, with HOERBIGER supplying Ported
Fuel Injector valves, actuators and engine control
systems.
On track for growth with

refrigeration and
air-conditioning technology
The Serial Compressors Business Segment has
also continually positioned itself as a successful worldwide partner to the globally operating
OEM manufacturers in the refrigeration and airconditioning compressor component segment.
The acquisition of Gala Precision Technology
Private Ltd. in Thane, India, in 2009 expedited
the global move into the market segment of fully
hermetic compressor valve applications.
Today, HOERBIGER is one of the leading
manufacturers of compressor valves for household refrigeration appliances. The high demand
for refrigeration and air-conditioning technology in China has allowed the company to grow
together with the customers and increase its
market share.
Service Division
Competition in the Service Division of the
remains fierce. OEM manufacturers, packagers
and fleet operators, manufacturers of components, as well as numerous small and mediumsized third party businesses specialized in the
maintenance and service of compressors, engines
and turbines share the attractive service market
around the globe.
Growth in this fiercely competitive market consisting of a large number of players is possible
primarily by sustainably increasing the level of
value generation. Companies engaged in service,
such as HOERBIGER, must offer their customers
clearly differentiated and added-value products
and services compared to their competitors,
at the same high quality, if they are to grow
profitably.
From the classic valve business

to the premium project business
With this in mind, HOERBIGER has fundamentally revised the strategic objective for the service
business. Starting from the excellent reputation
that HOERBIGER has acquired over decades with
traditional services, the goal of the new growth
strategy is to enhance the service portfolio toward
a value-creating project businesswith long-term
contracts, value-adding overhauls, equipment
upgrades, as well as consulting and problemsolving expertise bringing maximum benefit for
the customer.
Initial new service offerings, notably REE Audits
as well as technologies directed at the upgrade
and revamp of reciprocating compressors, were
launched very successfully in 2013.
The aftermarket business gains considerable
momentum from upgrade projects for large
engines. The order books of HOERBIGER
Engineering Services in Houston, Texas, USA,
were well-filled in 2013 and standardized
upgrade packages have been successfully introduced in the market, supporting business development efforts outside of North America. In close
cooperation between the Service Division and the
Engine Solutions Business Segment, additional
market potential was tapped.
In an effort to respond even better to the customers needs in the

future, HOERBIGER will internally
optimize the interfaces between
Service, Product Management and
Production as part of the new service
strategy: going forward, Product Management
and Service will work hand-in-hand when it
comes to developing innovations. The intent is
to better utilize the knowledge of the service staff
in new developments and enhancementsafter
all, they are the link to the end user.
In Service, we see great

opportunities for HOERBIGER to
grow. Speed of achieving this growth
is my primary goal.
Stuart Broadley
Head of Service
USA and Canada:

Good progress with new structures
and broadened service offerings
News coming from the HOERBIGER service business in the United States and Canada in 2013
was good.
The redirection of considerable investments of
the gas industry into new plants for shale gas and
shale oil production, but also historical structural weaknesses in the internal organization
had resulted in sliding sales in HOERBIGERs
service organization in North America in 2011
and 2012.
HOERBIGER responded with
comprehensive restructuring and
realignment of the service activities of the Strategic Business Unit
Compression Technology in North
America in 2012 and 2013.
After a very difficult year 2012 with
extensive losses, the restructuring
program launched at the beginning
of 2013 in Canada resulted in significant recovery and new growth. The employees are committed to working closely together to maintain the
recaptured market share long term.
In the REE audit, we merge

our engineering know-how with
our customers desire to operate
compressors reliably and efficiently.
Our expertise, our products and our
solutions make us a preferred
partner for many customers when
it comes to the implementation of
upgrades and revamps.
Markus Digruber
Head of Program Management Service Division
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Premium services for the

shale gas business
Thanks to its repositioning, HOERBIGER is
well-prepared for the rising demand for services
expected over the coming years: it will not be
long before the new plants installed as part of the
shale gas business will reach their first maintenance intervals and the corresponding attractive
new service contracts will be placed.
Until then, HOERBIGER will considerably expand
the necessary performance spectrum in the entire
service network and be able to offer premium services. In particular in United States and Canada,
significant market potential for reciprocating
compressors remains to be tapped with the use
of modern, performance-defining components.
A large number of compressors that are used in
natural gas production and transport still do not
meet the performance criteria that elsewhere
thanks to HOERBIGER technologyare considered to be the standard for reliability, efficiency
and environmental compatibility.
Services for the

process gas market
The services for turbocompressors, steam turbines and other turbomachinery HOERBIGER has
made available in North America for several years
now will be considerably expanded in the future.
In addition to service packages for small turbocompressors and steam turbines, HOERBIGER
now also offers customized solutions for mediumsized turbocompressors and steam turbines in
the 10 to 30 megawatt power range.
Engineering for gas engines

In close cooperation with HOERBIGER Engine
Service (HES) in Houston, the North American
service organization is also offering engineering
services for revamping compressor stations, to
include the gas-powered engines used to drive
reciprocating compressors.
An important building block for this will be standardized upgrade and revamp service packages
for these engines.
HOERBIGER REE Audit
Compressors on the index

Comparisons to the
industry standard
With the REE initiative(Reliability, Efficiency
and Environmental Soundness)HOERBIGER
provides the customers with top-notch expertise
to improve their compressors long-term reliability, efficiency and environmental compliance.
Bringing experts from the customer together
with HOERBIGER experts delivers high customer
value as the REE audit supports the customers in
the continuous optimization of their compressors.
A key component of a standardized audit report
is the benchmark index. It helps the customer
assess where his compressor ranks against the
industry standard. HOERBIGER also provides
detailed recommendations to show where the
performance of the compressor can be improved
to enhance the REE rating.
The audits methodology leads to high success
rates with upgrades and revamps. This success
plays a role in HOERBIGER winning subsequent
contracts by positioning itself as a preferred technology partner.
In 2013, the first year of the REE initiative,
HOERBIGER was able to conduct over 40 REE
auditsin refineries, petrochemical plants and
plants of the gas industry. During these audits,
a total of approximately 240 compressors were
inspected, allowing significant, and in some
instances radical, improvements to be identified.
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Experts in Upgrades and Revamps:

Herv Ferraris, Business Development & Marketing Manager, REE Auditor / Markus Wenisch, Solution Sales Manager / Dietmar Artner, Engineering Manager, REE Auditor /
Norbert Krner, Engineering Manager, REE Auditor / Nikolaus Lubega, Business Development Manager, REE Auditor.
84
organizational structuresNorth America
Closer contact with

customers thanks to
more efficient
organizational structures
The realignment of the service business in the
United States is being supported by new structures. For example, as of the end of 2013, the
service organizations were consolidated into one
single region. Management of the previously
independent service regions of Midcontinent,
based in Denver, Colorado, USA, and Gulf Coast,
based in La Porte, Texas, USA, were combined
with the management team of the existing
regional headquarters based in Houston, Texas,
USA. The locations in Denver and La Porte
will continue to function as operating service
branches.
The new structure is aimed at maximizing synergies by standardizing processes, reducing overhead and improving internal and external communications. At the same time, it will enable the
operating service branches to focus even more

on the direct contact with customers.
For example, one of the most successful service locations in the USA is the workshop in
Romeoville, Illinois. The regional service portfolio
is centered around orders for the process gas
industry. Since the service location continues
to look promising for the coming years in terms
of profitable growth, but the existing premises
had size constraints, the branch was relocated to
Joilet, Illinois. The new site offers considerably
more space, and consequently increased capacity
for processing additional orders.
Another important contribution toward enhancing the service network in the United States is
the relocation of the service workshop in Baton
Rouge, Louisiana, USA, to a larger nearby facility
initiated in 2013. This brings the HOERBIGER
service team closer to key customers such as
BASF, Air Liquide and Shellwithout losing
proximity to the customers in the region previously serviced from the Baton Rouge location.
Western Europe:
Facing the
recession with performance
For Service Area West, which primarily encompasses the European core countries, business in
2013 was off to a sluggish start given the economic development in the eurozone. Irrespective
of the general economic conditions, repeat initiatives aimed at boosting sales, new turbomachinery projects and the new REE initiative helped
to limit the impact of the weak economic cycle
on HOERBIGER sales volumes. Significant projects for upgrading reciprocating compressors and
steam turbines were awarded in particular in
Sweden, Germany, France and Belgium.
An ambitious goal of the Service Team in Western
Europe is to gain new orders from the process
industry.
In Europe, Germany is an important location of
the process industry. Given the long tradition
and accordingly strong customer relationships
between equipment operators, OEM manufacturers and service businesses without brand
commitment, it is difficult for all the market
players in the process industry to develop new
opportunities for services.
The goal of the service organization to gain additional market share in the process industry in the
European core region and to generate additional
contributions to earnings is therefore ambitious.
Administration/internal organization
Production location
Service location
With this goal in mind, HOERBIGER will

strengthen the service workshop in Maxdorf,
Germany. It is located in the immediate vicinity
of key customers from the oil and process industries. The goal in 2014 is to centralize all major
repair processes for valves, rings and packings in
Maxdorf for the customers from Germany, Austria
and Switzerland.
Another important location of the oil and process
industries in Germany is Hamburg. HOERBIGER
will open a technology center here for field service as well as for upgrades and revamps of rotary
equipment.
In return for the expansion of the service capacity in Maxdorf and the development of the new
technology center in Hamburg, the existing site
in Walsrode, Germany, will be closed by the end
of 2014.
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86
Eastern Europe:
Growth with new business models
While the oil, gas, and process industries in
Western Europe are growing at a slow rate,
Eastern Europe continues to provide excellent
growth opportunities.
One strategically important step in 2013 was
to apply the Wellhead Compression Initiative
from Latin America to locations in Romania and
Russia. HOERBIGER is investing in the development of special service teams in both countries.
They will form the core of the future Competence
Center of the Wellhead Compression business in
Eastern Europe.
Thirteen REE audits performed in nine countries
during 2013 introduced the second strategic
service initiative, in addition to the Wellhead
Compression Initiative, into Eastern Europe.
The upgrade and revamp potentials of compressors highlighted in the audits will positively
impact growth of HOERBIGER Service in Eastern
Europe as early as 2014.
The Area East team is also proud of successful engine upgrades in Lithuania and Poland.
Completion of these projects required the
effort of teams from Eastern Europe as well as
HOERBIGER experts from the US and Sweden.
Given the excellent growth potential in Eastern
Europe and Central Asia as well as the solid
performance of the Service organization,
HOERBIGER has been investing heavily in
expanding service in Eastern Europe, including
in a new service workshop for Turkey in Istanbul.
Middle East and Africa:

Making headway
The Middle East and Africa region continues
to make headway. The service region managed to grow market share despite the ongoing
unpredictable political and economic conditions. New sales offices were opened in Port
Harcourt, Nigeria, in Douala, Cameroon, and in
Nairobi, Kenya to be even closer to customers in
the future. The service branch in Johannesburg
in the Republic of South Africa was expanded
to act as a logistics hub for services in southern
Africa.
Together project
TOGETHER we achieve more!

The headquarters of the Middle East and Africa
service region is located in Dubai in the United
Arab Emirates.
A pilot project that will be crucial for the entire
Group was launched in Dubai as part of the
TogetheR project in November 2013.
A newly developed enterprise resource planning
(ERP) system has helped to optimize the logistics flow between the region and the manufacturing locations of the Strategic Business Unit
Compression Technology.
The team in Dubai has managed to set a new efficiency standard for logistics in the HOERBIGER
Group.
Production location
Service location
Even with political unrest in Egypt and Libya,

HOERBIGER maintained the market position and
built a strong foundation for continued growth in
those countries as well. Following comprehensive restructuring in 2013, the order situation
in Algeria is also again significantly better than
in previous years.
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88
Asia:
Successful in the after-market
The Service Division was able to successfully
position itself in the aftermarket in Asia, notably
through customized engineering services as well
as the installation of energy-saving HOERBIGER
HydroCOM systems.
Going forward, the goal is to expand the companys footprint especially in continued high-growth
markets such as Myanmar, the Philippines,
Vietnam and Pakistan. HOERBIGER is presently
investing in the expansion of the service workshops in Thailand and Malaysia to be in closer
proximity to the customers while better meeting
their needs. Important growth initiatives include
the hiring of additional engineers and the expansion of the sales force.
Latin America:
Important growth
momentum
The incorporation of TurboTech into

the HOERBIGER Group is fully aligned
with our growth strategy. Utilizing
TurboTechs know-how, HOERBIGER
now has the ability to provide outstanding
services for the turbomachinery business
both in engineering and in the field.
Ricardo Opperman
Head of Product Management Turbo Machinery
LATAM, HOERBIGER Service Latin America, Inc.
The Wellhead Compression Initiative,

a business model that was initially
developed in Argentina and Chile
five years ago, has stimulated the
highest growth for the service business in Latin Americaposting continued excellent sales growth.
The majority of wellhead compressors leased
by HOERBIGER to customers in Latin America
are located in the Loma La Lata gas field in the
Neuqun province of Patagonia, Argentina.
Almost 80 percent of these units were delivered

and installed in 2013. This was an enormous
achievement not only for the wellhead compression unit manufacturer, but also for the
HOERBIGER team in Argentina.
New field crews had to be hired and trained,
and special trucks and tools had to be acquired
in order to manage the installation and maintenance work associated with the leasing contracts.
In Aelo, a small town near the Loma La Lata
natural gas field, a dedicated operational base
was established for the HOERBIGER field crews.
Having continually advanced TurboTech

since its founding 17 years ago, we
saw the need to develop new markets
to realize ongoing growth. The strategic
commitment to turbomachinery and
the global nature of the HOERBIGER
Group, in conjunction with our technical
expertise, create the perfect combination. I am excited to contribute to this
development.
Paulo Soares de Oliviera
Business Development Manager
HOERBIGER Service Latin America, Inc.
Production location
Service location
Based on the good experiences so far,

HOERBIGER can look forward to additional contracts in Latin America in the near futurefor
the Loma La Lata gas field and beyond. In particular the major Vaca Muerte shale gas play
which presently ranks as the third-largest shale
gas deposit in the worldwill positively impact
the growth of the service business in the region.
In December 2013, the successful conclusion of the acquisition

of TurboTech Engenharia, an engineering company in Salvador, Brazil,
specialized in turbomachinery, created the conditions for HOERBIGER to become a
leading provider in the turbomachinery business
in Latin America. The acquisition of TurboTech
effective January 1, 2014 will not only lead to
new growth in Brazil, but also open the doors
for new business opportunities in other Latin
American countries.
The acquisition of TurboTech by

HOERBIGER creates strong synergies
between a company that has mastered
the service and installation of turbines
and a technology leader with a global
presence. This is motivating to me,
and Im proud to be able to apply my
knowledge to the challenges that lie
ahead of us.
Jairo Torres de Silva
Technology and Product Development Manager
HOERBIGER Service Latin America, Inc.
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Production Division
Key success factor

Production
HOERBIGER is considered an innovation and
technology leader around the globenotably in
the oil, gas, and process industries where the
has repeatedly set standards with performancedefining components. HOERBIGER owes this
achievement to outstanding engineering performance, but alsoand this is critical for the companys long-term success as wellto Operational
Excellence.
dards, are increasingly displacing local and

regional customer relationships.
HOERBIGER has recognized this trend and in
2007 structured the Compression Technology
Business Unit into divisions. The transition from
a formerly regional structure to the OEM, Service
and Production Business Divisions now bearing
global responsibility set the course that allowed
synergies in Production worldwide to be used in
the spirit of a global footprint.
Efficiency and reliability matter in the oil, gas,

and process industries. Having a particularly
intelligent business idea alone is not sufficient.
Stable and optimized processes, on-time delivery, outstanding product quality and competitive
costs are key factors among partners who must
be able to rely on each other in a fiercely competitive environment.
HOERBIGER achieved initial successes in 2009

with the consolidation of technical procurement.
The Operations Master Plan was introduced in
the same year. A pilot project initiated in the
Serial Compressors Business Segment in 2010,
in which the locations in Schongau, Germany,
Thane, India, and Changzhou, China, participated, created uniform performance standards
worldwide through standardization and optimized
procedures in production.
In the course of globalization, the Production

Unit has also become a critical success factor
for the customers of the Strategic Business Unit
Compression Technologylike HOERBIGER,
they are traditionally medium-sized Hidden
Champions themselves. Global networks, in
which buyers and suppliers must rely on stan-
The success of the Operations Master Plan in

the Serial Compressors Business Segment with
regard to series production emboldened the
Business Unit to also employ the methodology of
the pilot project to address optimization potential
in made-to-order production, which is typical of
the orders in the Compressor Solutions Segment.
The Operations Master Plan in the Strategic

Business Unit Compression Technology in 2010
initiated a project that was aimed at moving
all manufacturing locations toward one common best practice standard, both in terms of
high-volume and small-lot production. The idea
behind this is that 12 locations operating independently of each other can never be as strong
as the bundled force of an organization that is
aligned with shared goals.
Bringing out the best together

To bring out the best from the entire manufacturing operation, representatives from all 12 locations of the Strategic Business Unit Compression
Technology formed an Expert Network.
The objectives:
n Sharing best practices
n Access to global manufacturing data
n Pooling the procurement volume
n Agreeing on global supplier lists
for essential product groups and
collaboration with strong partners
n Deriving global standards
n Developing shared tools for
implementation of these standards
n Establishing key global projects
n Assuring continuous innovation
in all areas of Production
Operational Excellence 2018

The Expert Network endeavors to achieve
Operational Excellence in all locations by 2018:
a new quality of the Global Footprint, with lasting impact on the efficiency of HOERBIGER
Compression Technologys worldwide production operation.
In an effort to capitalize on the broadest possible range of synergy potential and achieve the
best results, the Expert Network is analyzing
Production from three perspectives.
From the customers perspective, aspects that
are considered include performance, quality,
logistics and on-time delivery as well as the influence of the manufacturing processes on pricing.
From the optimization perspective, the assessment includes productivity targets, turnaround
times, the quality of employee selection, deployment and management, training and continuing
education, as well as the use of investments in
processes and technologies.
From the strategy perspective, the project work
looks at new business models, innovations in
the development pipeline, potential additional
production locations, as well as the integration
of Service and Production.
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The Expert Network conducts this project work

by holding workshops, using innovative tools and
forms of communication, such as video-based
web conferences, as well as exchanging information via shared project databases. Progress
in the more than 400 individual projects has
been efficientwith impressive initial successes.
business economics guidelines, but also with

respect to their contribution to the global standardization of manufacturing technologies. In an
effort to standardize equipment and machines,
global master agreements were entered into with
select machine tool manufacturers in 2013 for
the delivery of machines and systems.
inventory reduction and

hiGher contributions to result
Another important aspect in connection with

investment planning is the optimization of the
machine pool by relocating machines among
individual locations. This has already resulted
in considerable savings in 2013, which will have
a significant favorable impact on the investment
budget in the coming years.
In 2013, the Production Business Division

achieved considerable increases in efficiency
in Production solely from greater standardization
of equipment and tools, the successful conclusion of new master agreements for materials, as
well as organizational measures.
Inventories of semi-finished products and finished goods were drastically reduced. At the
same timein combination with optimized payment termscash flow was improved.
All of this has positively impacted the cost structure of the Compression Technology Business
Unit, allowing Production to make a higher contribution to the result in 2013.
The Production Division has also set ambitious
goals for the coming three years. A key aspect
will be the realignment and consolidation of
all HOERBIGER entities in Austria at the new
HOERBIGER site in Vienna-Aspern.
optimized investments
in neW machines
Simultaneously with the Operational Excellence
project, the Production Division invested considerable funds in 2013 in modern, efficient
machines and equipment.
To attain the greatest benefit from the capital
that such investments require, the plants are
working considerably more closely together in the
investment process than in the past. Investments
are no longer evaluated solely based on strict
a neW Quality
of Global collaboration
Supported by clear targets, transparent
communication at all locations and in the
Expert Networks, as well as a global Project
Management organization that is comparable
to an in-house consulting team, the production
plants were mobilized to work together even more
intensively in 2013 than in the past.
This transformation has resulted in the identification of best practices and a greater preparedness
to implement necessary changes, demonstrating
the acceptance of the analytical tools that are
employed in this improvement process. Equally
as important for the success of the Operational
Excellence initiative is the openness of managers and employees toward the organizational
measures that are derived from the project work.
Key success factor production: Were strong together!

Nicolaus Stadler, Head of Global Project Management / Wolfgang Ebner, Assistant Plant Manager & Global Project Management Officer /
Hannes Hunschofsky, Head of Production Division Global Operations / Frank Schmidhofer, Head of Production Non Metallic Parts.
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2013 was the best year in the history of the

dr. sieGmar schlaGau

drive technology until february 2014
strateGic business unit drive technoloGy
shifted Gears
and
picKed up speed
Posting sales growth of 2.7 percent,
the Strategic Business Unit Drive Technology
again increased its corporate performance
in 2013. While sales of 338.5 million euros
were achieved in 2012, the figure at year-end
in 2013 was 347.5 million euros.
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Thomas Englmann
Product Unit
Friction Systems
Product Unit
Sleeve Systems
Market & Technology
Finance & Support
Human Resources
As of 4/1/2014

HOERBIGER is the first choice for the worldwide
automobile industry when it comes to synchronizers that are primarily used in passenger cars, but
also in light commercial vehicles.
Customers of the Strategic Business Unit
Drive Technology include in particular major
international, independent transmission manufacturers: GETRAG Corporate Group and its
international subsidiaries, ZF Friedrichshafen
AG, Magna International; TREMEC as well as
BorgWarner.
In addition to transmission manufacturers, globally operating automobile groups that produce
transmissions in-house rely on HOERBIGER synchronizers and transmission components. These
include Daimler AG with its Mercedes-Benz and
Smart brands; Volkswagen Group and its VW,
Audi, Seat and Skoda brands; French auto-
maker Renault; the Opel and Chevrolet brands

of General Motors; FIAT Powertrain Technologies
with the brands Fiat, Alfa Romeo, Lancia,
Chrysler, Dodge and Jeep; the SAIC, JAC, FAW,
Qoros and Changan brands in China; Hyundai
Group in South Korea; as well as AvtoVAZ in
Russia with the Lada brand.
Focused on
synchronizer competence
In recent years, the Strategic Business Unit Drive
Technology focused its operation on the development and production of synchronizers for manual
and double-clutch transmissions.
Its locations in Schongau, Oberstenfeld and
Penzberg in Germany, the Waterloo plant in
Canada, and the Changzhou site in China give
the Strategic Business Unit Drive Technology a
worldwide and market-oriented presence.
By consistently focusing on its core competence,

namely the development, design and manufacture of synchronizers for manual and doubleclutch transmissions, the Strategic Business
Unit Drive Technology and HOERBIGER picked
up considerable speed in 2013 andmeasured against the mid-range planning of the
HOERBIGER Groupachieved the best annual
performance of all three Business Units.
The investment in a new plant for synchronizer
components in Schongau, Germany, as well as
the restructuring efforts of the hub system manufacturing operation in Oberstenfeld, Germany,
have paid off. At considerably reduced capital
expenditure compared to previous years, the
Strategic Business Unit posted higher year-overyear sales in 2013in a competitive environment where all market players are under increasing cost pressure.
With a honed strategy, a flexible, global structure,
and optimized processes, the Strategic Business
Unit Drive Technology has a stable foundation.
Both employees and management are geared
toward growth. Following the internal consolidation, the view is now primarily directed at
growth in the key markets with global and local
customers.
Setting standards
with innovations
for the drive train
For the Strategic Business Unit Drive Technology,
setting standards involves bringing new innovative, performance-defining key components to
market at the right time. Good examples are the
HOERBIGER CompactLINE and the innovative
HOERBIGER HC300 friction lining.
Shifting power for compact cars:

HOERBIGER CompactLINE
The HOERBIGER CompactLINE unveiled in
2013 is a fundamentally new synchronizer system that was developed based on
the outer cone synchronizer principle. It is intended to create new
impetus regarding the design of
manual and double-clutch transmissions in the compact and mid-sized
car segments.
With its CompactLINE, HOERBIGER
will be able to develop additional
market potential among small transmissions with up to 200 Nm input torquein a
market segment where continued strong growth
momentum worldwide is anticipated.
High-end carbon friction linings:

HOERBIGER HC300 for the ClassicLINE
With the HOERBIGER HC300 friction lining
developed for traditional manual transmissions
built according to the BorgWarner principle,
HOERBIGER is also sparking innovative ideas
for the synchronizers of the ClassicLINE.
The HC300 friction lining developed with
HOERBIGER carbon technology has been optimized with respect to high mechanical load-bearing capacity and the use of modern low-viscosity
transmission fluids.
Carbon provides high shifting comfort.
Additionally, synchronizers featuring carbon friction linings are equally as robust as conventional
steel sintered friction linings. The result of this
combination is smooth shifting without hanging
and undesired pressure points.
With the development of the

CompactLINE, HOERBIGER
delivered yet another technical
pioneering achievement.
Dr. Ansgar Damm
Head of Research and Development
HOERBIGER Antriebstechnik Holding GmbH
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hoerbiGer compactline
HoErBigEr compactlinE
a neWly developed synchronizer
system revolutionizes modern
transmissions for passenGer cars
Compact, efficient, cost-effective: HOERBIGER
presented the newly developed CompactLINE
synchronizer for the first time to a broad trade
audience in June 2013 at the International
VDI Congress Transmissions in Vehicles.
HOERBIGER is pursuing new avenues in the
design and manufacture of CompactLINE. The
CompactLINE offers transmission manufacturers best-in-class shift comfort, combined with a
significant weight and size reduction at favorable
manufacturing costs.
While the fundamental design principles of the
outer cone synchronizer have been known since
consulting and salEs

ExpErtisE from onE sourcE
At the beginning of the 2013 fiscal year,
HOERBIGER replaced the former organizational
structure encompassing the Shift and Torque
Divisions. A new management structure that
was geared more strongly forward functions
took its place effective January 1, 2013. At
the same time, the business model was updated.
the 1970s, previously no manufacturer dared to

consider series production given the design and
manufacturing complexity.
The HOERBIGER CompactLINE has, for the first
time, made an outer cone synchronizer available that is compact, efficient and competitive
to produce. Compared to traditional synchronizers, the outer friction cone provides up to a 20
percent increase in friction torque. Combined
with the powerful HOERBIGER sintered linings,
even maximum loads are not a problem, while
minimizing wearat consistently high shifting
comfort.
The HOERBIGER CompactLINE is particularly
suited for manual and double-clutch transmissions with up to 200 Nm input torqueand
consequently primarily for vehicles in the highvolume compact and mid-sized car segments.
In 2013, the core competencies for synchronizer

systems and sliding sleeves were assigned to
the new Product Units Friction Systems and
Sleeve Systems.
Marketing and Sales have been coordinated
since the beginning of 2013 in the newly created Market & Technology unit; its management is in charge of Development, Sales and
Purchasing.
Development team of the HOERBIGER CompactLINE:

Alfred Breitschdel, Foreman Measuring Room Plant Quality / Berthold Negele, Design Metal Forming Technology Center of Competence /
Wolfgang Vlk, Advanced Engineering Testing / Michael Bauer, Process Engineer Industrial Engineering / Jrgen Binder, Design Engineer Advanced Engineering.
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Handing over the helm
Dr. Siegmar Schlagau hands

over helm to Thomas Englmann
Dr. Siegmar Schlagau, a member of the
HOERBIGER Executive Board and CEO of
the Strategic Business Unit Drive Technology,
will relinquish all his leadership
responsibility in the Group effective June 2014.
Its time to make room for the

next generation. It is important
to me that I hand over the helm
with sufficient transition time.
Dr. Siegmar Schlagau
Member of the Executive Board until June 2014
and CEO of the Strategic Business Unit
Drive Technology until February 2014
His successor as CEO of the

Strategic Business Unit and a
member of the Executive Board
is Thomas Englmann, who since
2006 has been Head of the Serial
Compressors Business Segment
in the Strategic Business Unit
Compression Technology and Managing Director
of HOERBIGER Kompressortechnik GmbH,
Schongau.
Thomas Englmann, who is a graduate industrial engineer, has many years of experience in
the automotive business. Even before joining
HOERBIGER, he worked in various leading positions for a supplier in the industry.
HOERBIGER
in every transmission
The self-imposed performance goal of the
Strategic Business Unit Drive Technology is
ambitious: HOERBIGER in every transmission.
The task at hand that the General Management
Team established in 2013 derives from this is:
the
the
n the
n the
n
n
best
best
best
best
employees
components
systems
price
Powerfully and
competitively positioned
The goal of streamlining the managerial structure
was to make and implement management decisions with more power and flexibility.
And the Business Unit was successful: Thanks
to various internal process optimizations, the
Strategic Business Unit Drive Technology was
able to process requests for quotations from the
market considerably more quickly and appropriately, and to promptly submit attractive quotes
to customers. As a result, the Business Unit was
awarded a number of new projects.
Despite its excellent position in terms of technology and cost, worldwide competitive pressure
continues to increase on the Strategic Business
Unit Drive Technology. As a result, HOERBIGER
will continue to invest in the development of
technology, with the objective of winning new
contracts, both in Europe and in Asia. The focus
here is synchronizers for compact and mid-sized
cars.
Positive mood on the

international automobile markets
The growth initiatives of the Strategic Business
Unit Drive Technology are encountering an overall
positive market environment.
According to data published by the market intelligence service IHS Global Insight, worldwide
sales of passenger cars and light commercial
vehicles in 2013 rose from 79.5 to 82.9 million
vehicles, or 4.2 percent.
As in 2012, the automotive sector in North

America again reported significant growth in
2013. Gaining 7.3 percent, total sales rose to
18.4 million vehicles.
China, which continues to be the largest driver
of growth in the global automobile market,
exceeded expectations. With 21.3 million new
light vehicle registrations, it posted an increase
of 14 percent.
Despite positive results in the last quarter of
2013, sales in Europe receded by 1.6 percent
to 17.9 million vehicles. Automobile production, on the other hand, showed minor growth
of 0.3 percent, rising to 19.3 million vehicles.
Especially Germanys high-end manufacturers
benefited from high export figures for vehicles
in the premium segment.
Cost leadership
in global markets
Global automobile groups as well internationally operating transmission manufacturers are
increasingly striving to considerably reduce
model variety.
HOERBIGER has demonstrated time and again
that it is possible to develop cost-effective production processes that are both able to meet
the customers need for platform solutions and
perpetuate the standard for performance and
shift comfort in transmission technology.
Operational Excellence
Certified in all plants
Stable procedures and a consistently high quality
standard: Operational Excellence matters to our
customers from the automotive industry.
Internationally recognized certifications according to the quality management standards ISO
9001 and ISO/TS 16949 as well
as according to the environmental
standard ISO 14001 are accordingly
important.
All the locations of the Strategic
Business Unit Drive Technology
are IS 9001 and ISO/TS 16949
certified. Following preparations
lasting approximately one year, in
November 2013 the certification
process was also successfully concluded for
Plant 2 in Schongau, which was put into operation in April 2012.
In April 2012, Plant 2 was constructed at
the Schongau site in Germanyan investment
of 28 million euros. The modern machinery
of the new plant has allowed HOERBIGER
to again set the standard for technological
cost leadership in the manufacture of sliding
sleeves. The advanced manufacturing know-how
now also benefits performance optimization processes at the Oberstenfeld and Changzhou sites.
ISO 9001 and ISO 14001
certified
processes
The ISO 9001 certificate is awarded for
the Quality Management System of the
HOERBIGER locations, while also serving as
the prerequisite for the certification according
to ISO/TS 16969a standard that primarily
considers the special requirements in the automotive industry.
An exemplary environmental management
system is the prerequisite for attaining certification according to IS 14001. This certificate was awarded to all sites of HOERBIGER
Antriebstechnik GmbH in Europe and in the

Americas in October 2013. The certificate was
renewed for Plant 1 as well as the Penzberg and
Waterloo locations, while the coveted accolade
was awarded for the first time to Plant 2.
Preparations for all certification processes
were supervised by the Quality Management/
Environmental Management / Occupational
Health and Safety Department of HOERBIGER
Antriebstechnik Holding GmbH. The team in
Schongau supports the worldwide locations of
the Drive Technology Business Unit in all topics
related to quality, environment, and occupational
health and safety.
We set our sights on our markets,

our customers, and innovative new
products. What is it that we do for
our success? Management Excellence,
Product and Operational Excellence.
Thomas Englmann
Member of the Executive Board starting in
July 2014 and CEO of the Strategic Business Unit
Drive Technology since March 2014
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idea management
Best in class when it comes

to improvement suggestions
Superior
metal forming technology
In 2013, the Strategic Business Unit Drive

Technology employed a staff of 1,416 people.
With its know-how and long-standing experience, HOERBIGER is a worldwide market and
volume leader when it comes to the production
of metal-formed synchronizer rings. Customers
of HOERBIGER value this edge in competition.
As a result, utilization of the production operation and orders for metal-formed synchronizer
rings are high.
In addition to the internal Voice for Excellence

initiative, the involvement of employees in
the form of improvement suggestions is an
important indicator of their engagement in the
company.
We are very proud of the

DeutscheIdeenPreis. We hope to be able
to retain this standing again in 2014.
Robert Notz
Head of Friction Systems Product Unit
HOERBIGER Antriebstechnik Holding GmbH
Between October 2012 and March

2013, employees of HOERBIGER
Antriebstechnik GmbH in Schon
gau, Germany, collected over 4,000
ideas. This earned HOERBIGER
first place for best idea management in the DeutscheIdeenPreis
2013 competition, which is organized by the German Institute for
Management and Economics. More
than 160 companies regularly participate in this
challenge. The expert panel awards prizes to
companies with outstanding creativity, courage
to innovate, and responsibility.
When it comes to making use of improvement
suggestions, HOERBIGER is best in class in
Germany. In relation to the economic benefit per suggestion, HOERBIGER made first
place nationwide among companies in the
automobile supplier industry group in a ranking published in 2013 by the trade magazine
AUTOMOBILWOCHE.
In an effort to meet rising demand, a new forming press was purchased for Plant 1 in Schongau
in 2013. For its installation, the existing production facility was expanded by 1,350 square
meters (14,500 square feet) of usable floor
space, taking up an area that previously served
as a plant parking space.
The ground breaking ceremony for the project
was held on April 30, 2013. It only took until
September 27, 2013 for the Strategic Business
Unit Drive Technology to hold the topping-out
ceremony, and the first extended table press for
the new production facility in Schongau arrived
on October 18, 2013. HOERBIGERs investment
in this growth project alone amounted to 7 million euros.
The newly constructed manufacturing facility will
initially provide space for two additional forming
presses to produce synchronizer rings as well
as for the related tool maintenance equipment.
Depending on future growth, the building could
be further extended by an additional 800 square
meters (8500 square feet) in a second construction phase and would then accommodate two
more forming presses.
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In great shapethe employees of the Strategic Business Unit Drive Technology:

Birgit Krnke, Receptionist / Cemil Demir, Project Management Oberstenfeld Plant / Ottmar Back, Product Management / Werner Erhard, Plant Maintenance /
Ali Koyun, Team Leader Production, Penzberg Plant / Sabine Bhm, Production Heat Treatment Plant 2 / Domenic Marturella, Machining Equipment Operator Plant 2 (sitting).
104
tHE futurE: markEting

strEngtH from gloBal
product unit stratEgiEs
In the coming years, the Strategic Business Unit
Drive Technology will concentrate even more on
developing global Product Unit strategies. The
focus of this effort will be on the Asian automobile markets, notably China and India.
pursues the long-term goal of securing a position
in these continued high-growth markets which
is comparable to that in the existing markets.
To accomplish this, it is necessary to develop
tailor-made performance-defining components,
notably for transmissions used in compact cars.
A first example is the HOERBIGER
CompactLINE.
Another challenge in this regard is
the development of global strategies for the Friction and Sleeve
Systems Product Units. Emphasis
here will be placed on global flexible
use of capacities, associated with
decreased manufacturing complexity
and systematic cost management.
We want to enjoy what we do. Looking at
the worldwide market, our development
potential remains excellent. We have
everything in place to capitalize on the
opportunities of the global market.
tHomas Englmann
member of the Executive Board effective
July 2014 and cEo of the strategic Business unit
drive technology since march 2014
Industry insiders anticipate that especially

the large, national automakers from China will
increasingly develop production and distribution
structures in Europe and North America.
HOERBIGER is already an important partner to
the national automobile industry in China. This
exposure will pay off when the existing local
brands become global players.
optimized use of capital and

best benchmarK in procurement
Optimizing the use of capital remains an important topicfor HOERBIGER, and for all other
market players.
In 2013, the Strategic Business Unit Drive
Technology managed to lower dependency on
individual suppliers, reduce inventory and sustainably improve the cash flow position.

has set the goal for 2014 to ascertain the global
best benchmark prices in the industry for all
key product groups in Purchasing, taking into
account the high quality standards required by
HOERBIGER, and to procure at these prices. The
goal is to purchase these product groups at lower
costs, if possible, than the global competition.
Globally standardized,
stable manufacturinG processes
Another strategically important pillar for the continued development of the Strategic Business
Unit Drive Technology are globally standardized,
stable manufacturing processes. They form the
foundation for a global production network, in
which capacities can be used flexibly without
increasing complexity.
Nonetheless, HOERBIGER still pursues the goal
of developing automotive components in the
region for the region. Subsequent to development, globally interlinked manufacturing operations ensure uniform quality standards worldwide. With this, the Strategic Business Unit Drive
Technology responds to the local requirements
of its globally operating customers. They rely on
consistent quality, worldwide.
The production processes will be supported by
IT structures, which must designed with the
automotive field in mind, i.e. they must be lean
and add value. At the same time, the necessary
optimization of all processes is a prerequisite
for the planned introduction of SAP 6.0 in the
Penzberg anniversary
50 years of HOERBIGER
in Penzberg
In 2014, the Penzberg location of the Strategic
Business Unit Drive Technology can look back
on 50 years of successful operation.
It all started with the production of compressor
valves, clutch disks and pneumatic equipment.
Around the mid-1960s, the HOERBIGER plant
at that time in Schongau was utilized to full
capacity and searching for a second location
in Upper Bavaria. A new factory constructed in
1962 was up for sale in Penzberg, just over 50
kilometers (31 miles) southeast of Schongau. It
presented a good opportunity for HOERBIGER to
acquire a property for the urgently needed second
manufacturing location in Germany.
The contract of sale was concluded in July 1964,
and the business was officially registered with
the Kempten Municipal Court on September 25,

1964. Approximately 30 employees worked for
HOERBIGER in Penzberg by the end of the fiscal year.
The site has since been continually expanded.
Especially in the 80s and 90s, new offices and
staff facilities were created, and the construction of new buildings significantly increased the
manufacturing capacity.
In the anniversary year, the sitewhich previously specialized in clutch disks for traditional
automatic transmissions equipped with torque
converters and all-wheel drive transmissions
will be increasingly integrated in the manufacture of synchronizer components for manual and
double-clutch transmissions.
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By focusing on the Business Segments Valve

Automation and Compact Motion Technology,
we are systematically following our trajectory.
norbert Gauss

automation technology
strateGic business unit automation technoloGy
We are
on course
noW it is time
for fine tuninG
In 2013, the Strategic Business Unit
Automation Technology generated sales
of 59.4 million euros, an increase of
4.6 percent over the previous years sales
of 56.8 million euros.
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Norbert Gau
Business Segment
Valve Automation
Business Segment
Platform Development
Operation Center
As of 4/1/2014

With the goal to set itself apart from the competition with components and systems that
combine performance, simplicity, energy efficiency and reliability, the Strategic Business Unit
Automation Technology realigned itself in 2010.
And it did do so in three Business Segments:
Industrial Machinery
Smart electrofluidic actuators for the general
machinery market
Valve Automation
Smart electrofluidic actuators for the oil, gas, and
process industries, for the energy sector, and for
the water and wastewater industry
Multi Market
Modular solutions for demanding customer
applications in mechanical and equipment
engineering
Starting from a strong market position for hydraulic components used in press brakes, for piezo
actuators, and for microhydraulic solutions
used in a wide variety of industrial applications,
HOERBIGER has pursued a new development
approach in the innovations developed since
then: the symbiotic blend of hydraulics, mechanics and electronics. The objective is to develop
powerful, simple and reliable actuators.
The intelligent combination of function, comfort
and reliabilitythat is the challenge behind the
goal of carefully crafted actuator technology.

and Valve Automation
In January 2014, the Strategic Business Unit
Automation Technology merged the existing
Business Segments Industrial Machinery and
Multi Market to form the new Compact Motion
Technology Business Segment. The objective is
to support all the customers from the mechanical engineering industrycovering everything
from machine tools to medical technologywith
a strong engineering, sales and marketing organization that is managed according to uniform
processes.
As of January 2014, the Valve Automation
Business Segment, which in German-speaking
countries was previously known by its German
language title, will use the English designation
internationally.
The mechanical and plant engineering industry

continues to operate in an overall difficult market environment. The individual market players
business development varied drastically in this
environment. A small proportion of machine
and equipment manufacturers reported record
profits at the end of 2013, while others found
themselves insolvent over the course of the year.
HOERBIGER ePrAX actuator for press brakes, the

HOERBIGER Laser Gas Regulator for laser cutting systems, the EHAS and TriVAX actuators for
automated control valves, newly developed piezopneumatic positioner modules, as well as new
lifting columns for operating tables. Response
from the customers to these innovations has been
overwhelmingly positive.
The greatest challenge and task for the Strategic

Business Unit Automation Technology remains
to achieve even higher and more comprehensive market penetration with newly developed
products.
Still, in a market environment where investments require very long-term planning, even
innovations that are rated positively both by the
trade press and expert community take time to
become established as new standard applications in series production and plant engineering.
HOERBIGERs expectations for the Strategic

Business Unit Automation Technology are based
on the best companies in the industry. The
positive sales performance achieved in 2013,
bucking the market trend, is a good indicator
that HOERBIGER is on the right track with the
mechanical and plant engineering expertise it
has acquired over the years, with new and innovative products and with new momentum from
Marketing, Sales and Application Development,
and will be able to generate considerably more
growth with these initiatives.
The continued goal is to expand the Strategic
Business Unit Automation Technology into
a third strong pillar of the Group, in addition
to the Strategic Business Units Compression
Technology and Drive Technology. The approach
is centered around new product and business
ideas.
Strategically on the
right track: Powerful and
simple, singularly reliable
Strategically, the Automation Technology
Business Unit is on the right track by focusing
on powerful, simple and singularly reliable actuators, which combine the strengths of hydraulic,
mechanical and electronic systems.
Since its realignment in 2010, the Strategic
Business Unit Automation Technology
has launched numerous innovations: the
Compelling performance:
HOERBIGER valve actuators
In the Valve Automation Business Segment,
the EHAS valve actuator has positioned the
electrohydraulic drive technology developed by
HOERBIGER successfully in the market and
proven the advantages of electrohydraulic valve
actuators featuring safety functions in numerous projects.
An important field of application of the
HOERBIGER valve actuators is safety shut-off
valves of pipelines. One of the key requirements
of pipeline operators is that pipes with high flow
rates and large cross-sections must be closed
safely, quickly and reliably. The customers in
this market segment of the oil and gas industry
therefore value the power density and fast closing speed of the HOERBIGER valve actuators.
Another important area where HOERBIGER valve
actuators are used is the power plant industry.
Here, the simple electrical installation in potentially explosive atmospheres and low maintenance expenditure are key unique selling propositions of the HOERBIGER technology.
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systEm solution
for tHE procEss industry:
HoErBigEr trivax
The Valve Automation Business Segment is presently working on further expanding the product
portfolioto include the fully integrated electrofluidic HOERBIGER TriVAX valve actuator
equipped with safety function, control technology, software and an easy-to-understand local
operating unit.
A major target market for the TriVAX valve actuator is the process industry. In this field of application, the complete package of functionality
and installation space of valve actuators must be
just right. Considerably lower installation, maintenance and operating costs of the HOERBIGER
TriVAX compared to conventional valve actuators
allow equipment operators to efficiently operate
their plants.
Another important feature is that the actuator
can be used as a linear and part-turn actuator.
hoerbiGer trivax
rEd dot dEsign award

for tHE HoErBigEr trivax
Simple, powerful, singularly reliablethis is how
HOERBIGER presents the TriVAX valve actuator
to the customers in the process industry.
Yet, the innovative actuator
has more to offer than
the ease of use of an
electric drive system
in combination with
integrated safety functions and the power
density of hydraulics.
At the beginning of
2013, an expert panel
consisting of 37 internationally renowned,
independent
specialists selected the
HOERBIGER TriVAX
for the red dot award:
product design 2013
because of its unique
configuration.
The red dot has been
the best-known award
for good industrial
design for many years.
Only the best of the best are permitted to label

their products with the red dot, making this
a coveted accolade among product designers
around the globe.
Design Tech, an internationally leading design
office for goal-oriented machine design headquartered in Ammerbuch, Germany, developed
the housing of the TriVAX in conjunction with
HOERBIGER. The innovative valve actuator
combines hydraulics, mechanics and electronics
for the first time in a compact housing, thereby
reducing the complexity as compared to power
units from the competition.
The integral design of the TriVAX has a highquality, clean and purposeful appearance. To
achieve this goal, HOERBIGER fundamentally
re-engineered all components with an integral
design philosophy in mind and arranged them
effectively. This created the conditions for the
simple modular expandability of the system.
The TriVAX is equipped with first-class explosion protection, which surrounds the unit like
protective armor. As a result, the TriVAX conveys
an extremely robust and reliable impression
which is in harmony with the performance claim
that the HOERBIGER Strategic Business Unit
Automation Technology has formulated: powerful,
simple, singularly reliable.
Leading in function and design: the HOERBIGER TriVAX team.

Gotthard Gawens, Product Management Valve Automation / Dr. Daniel Haller, Platform Development CC Fluidics & Mechanics /
Manfred Gling, Production TriVAX / Andre Dittrich, Platform Development CC Testing & Validation
Norbert Zylka, Platform Development CC Hardware & Software, Drive Technology / Marcus Grdl, Head of Valve Automation Business Segment (clockwise from the top).
111
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Proven practicability:
HOERBIGER piezo technology
A second product group in which the Valve
Automation Business Segment is engaged is the
piezo-pneumatic positioner modules developed
by HOERBIGER.
Piezo technology is being increasingly accepted
by manufacturers of smart positioners. For many
years, HOERBIGER Automation Technology was
only able to convince a portion of its major customers to support this technology.
HOERBIGER positioner modules
have since proven the practicability of piezo technology as a core
component of positioners.
Our innovative strength lies in

us disregarding the technological
boundaries of individual disciplines
such as hydraulics, mechanics or
electronics. Instead, we overcome
these boundaries and carefully craft
our products, tapping additional degrees
of freedom that many competitors
are hard-pressed to achieve. The
positive response from the market to
our new products shows that the bold
realignment of our innovation efforts
from a traditional fluidics firm to an
integrated mechatronics enterprise
launched in 2010 is producing the
desired success.
Dr. Jochen Schaible
Head of Technical Competence Center (TCC)
An ever greater number of manufacturers rely on HOERBIGER piezo

technology when it comes to making
the decision to develop the next generation for existing piezo-pneumatic
positioner modules. The market is presently
growing at 2 to 3 percent a year.
A new generation of proportional positioner
modules will allow the Strategic Business Unit
Automation Technologyone of the pioneers of
piezo technology in the worldto expand its
market position as an innovation and technology leader in this demanding market segment.
Symbiotic blend of
hydraulics, mechanics
and electronics:
Innovative drive systems
for machine tools
The HOERBIGER ePrAX actuator for press brakes
developed in the Industrial Machinery Business
Segment is well on its way to becoming established as the new standard in its market segment. Several press brake manufacturers have
since expanded the test series for the new concept and shipped prototypes of their machines
to interested customers.
The combination of electrical actuation with

integrated hydraulics implemented in the
HOERBIGER ePrAX actuator allows manufacturers of press brakes to make an innovative press
actuator available which offers maximum forces
and utmost precision in minimized spaceat
energy consumption that is lower by as much as
78 percent over conventional systems.
Only a small number of pilot customers so far
have integrated the strengths of the technological symbiosis of hydraulics, mechanics and
electronics into their development projects. The
reason: while the HOERBIGER ePrAX actuator
has a simpler composition than conventional
drive systems for press brakes, it still necessitates a fundamental redesign of the machine.
This is because the bending motion of the beam
is no longer determined by its mass, but rather
the bending beam is deliberately guided by the
ePrAX actuator.
Before HOERBIGER customers are able to take
advantage of the strong points of the ePrAX
actuator, they make extensive modifications in
terms of both design and control technology. An
important objective of the Strategic Business
Unit Automation Technology is therefore to support customers interested in the ePrAX even more
strongly and intensively in application development.
Starting with the HOERBIGER ePrAX 15 press
actuator with 550 kN bending force per axis
unveiled in 2012, the Strategic Business Unit
Automation Technology will supplement its portfolio in 2014 with the ePrAX 19 variant with
850kN bending force per axis. This will allow
the customers of the Business Unit to equip
press brakes in all key performance ranges with
the innovative electrohydraulic compact actuators made by HOERBIGER.
strateGic business unit automation technoloGy
pErformancE EdgE
witH fast gas cHangEs:
HoErBigEr lgr
The market launch of the newly developed
HOERBIGER Laser Gas Regulator (LGR) in 2013
was equally as promising as the pilot applications
of the HOERBIGER ePrAX actuator.
Bystronic Laser AG in Niedernz, Switzerland, a
leading manufacturer of laser cutting equipment,
consistently relies on HOERBIGER LGR technology when it comes to gas supply in its newly
developed ByAutonom laser cutting machines.
One of the key features of this technology is fast
gas changes.
The HOERBIGER LGR has also piqued the interest of several relevant laser cutting machine
manufacturers in Asia for consideration as
a key technology for the efficiency of the gas
laser. Initial samples were already successfully
placed.
hoerbiGer laser Gas reGulator
fast, EfficiEnt
and razor-sHarp
The productivity of a gas laser hinges on the
precision and speed of the control system in the
cutting head regulating the supply of assist gas,
oxygen and compressed air. The newly developed
HOERBIGER Laser Gas RegulatorLGRregulates the process gas used during laser cutting
up to five times more quickly and considerably
more reliably than conventional gas and pressure
change systems used in laser cutting machines.
The core of the Laser Gas Regulator is an electrically piloted proportional valve. In addition,
three gas selection valves are integrated in the
HOERBIGER LGR. They allow different process
gases to be selected as a function of the material
that is being cut.
Instead of the customary heavy solenoid control
valves, which are not particularly dynamic, the
HOERBIGER LGR employs piezo-pneumatic
modules developed and produced in-house,
which have been tried and tested millions of
times. In conjunction with precision engineering, sensors and electronics, the modules assure
maximum pressure stability and control performance, while providing extremely fast and
reliable gas changes in the HOERBIGER LGR.
The innovative assist gas control system is very
lightweight, enabling the direct attachment to
the dynamically moving cutting head.
In addition, piezo-pneumatic modules are

considered to be extremely reliable. The
HOERBIGER piezo-pneumatic modules have
been successfully applied in pneumatic precision regulators for years, which are also setting
standards with their precision and reliability in
sophisticated medical respirators for infants.
Thanks to its unique selling proposition of changing the gas within a few hundred milliseconds,
the HOERBIGER Laser Gas Regulator operates
up to five times faster than conventional systems.
The piezo-pneumatic system provides a consistently stable gas pressure (pressure stability:
0.03 bar) and assures precise cutting edges in consistent quality
when cutting thin metal
sheets.
113
114
Multi Market
New customers,
exciting projects
the future and participate in the market with

new product and business ideas, HOERBIGER
initiated another step in 2013 in order to continue down the focusing track started in 2010.
In the Multi Market Business Segment, the

continued to achieve great successes in the
medical technology market sector in 2013.
In January 2014, the previous Business

Segments Industrial Machinery and Multi Market
were merged to form the new Compact Motion
TechnologyCMT for shortBusiness Segment.
The objective of this consolidation is to support
all the customers from the mechanical engineering industrycovering everything from machine
tools to medical technologywith a strong engineering, sales and marketing organization that is
managed according to uniform processes.
Lifting columns for operating tables presently

rank at the top of the Multi Market Business
Segment in terms of sales. The Automation
Technology Business Unit has shipped over
70,000 lifting columns worldwide.
In 2013, the Column Trend Line lifting column newly developed for patient weights up to
180 kilograms (396 pounds) further cemented
HOERBIGERs market share in this attractive
niche market. The Business segment garnered
several blanket orders from operating table manufacturers in China
over the course of the year.
My goal long-term is to develop

the Strategic Business Unit
Automation Technology into the third
strong pillar of the HOERBIGER Group
with newly developed, powerful and
smart fluidic actuators.
Norbert GauSS
CEO of the Strategic Business Unit Automation
Technology and Member of the Executive Board
HOERBIGER gained over 40 new

customers in 2014 in the remaining sectors of the Multi Market business. For example, HOERBIGER was
able to qualify for technologically
challenging, but equally as attractive
projects such as the locking mechanism for the blade position of wind turbines.
Another project involved the advancement of a
new hydraulic passenger restraint system with
mechanical locks, which is used in roller coasters
and other amusement park rides.
January 2014:
Energized with
The Strategic Business Unit Automation
Technologyas the newly gained projects in
the Multi Market Business Segment demonstratehas high additional market potential.
To capitalize even more on this potential in
The new business segment encompasses the

application development, distribution and marketing of electrohydraulic actuators and compact
axes as well as of hydraulic and piezo-electric
components for all HOERBIGER mechanical
engineering markets. Traditionally this includes
sheet metal working machines, but also applications in niche markets that previously were
serviced by the Multi Market Business Segment.
Additionally, the Strategic Business Unit
Automation Technology will supplement its
portfolio with technologies from the Automotive
Comfort Systems Business Division. In the
future, HOERBIGER automotive know-howtried
and tested in high-volume productionwill also
be available for non-automotive applications in
Automation Technology.
GOOD ATMOSPHERE
IN MECHANICAL AND
PLANT ENGINEERING
The German Engineering Federation (VDMA) is
anticipating a noticeable recovery of the sector
in 2014. Traditional industrialized nations will
play a major role in this turnaround.
In this overall positive market environment,
HOERBIGER will devote a lot of attention to
the existing business. In addition, intensified
marketing and sales efforts in the new Compact

Motion Technology Business Segment will be
aimed in particular at tapping previously undeveloped potential in the fields of application of
the former Multi Market portfolio.
The focus here will continue to be placed on
components for medical applicationsfrom the
successful lifting column for operating tables
to actuators for technologically highly sensitive
respirators. In addition, HOERBIGER sees good
opportunities for development for actuators in
automotive applications.
High dedication
from innovation to
success in the market
The largest contribution to this will come from
the associates in the Strategic Business Unit
Automation Technology. Their dedication over
the last few years made the combination of
innovation and sustained success on the market possible.
In 2014, HOERBIGER will add approximately
40 new employees to bolster expertise in product management and marketing, technology and
development, application engineering, sales support and field service.
At the same time, the Business Unit will be
investing in the efficiency of the production
operation. Supported by targeted value engineering, all manufacturing processes will again be
analyzed in 2014 with a view to lowering material costs and boosting efficiency in production.
115
116
neW GroWth
With
smart micro fluid
At 66.4 million euros, revenue of the Automotive Comfort
Systems Business Division in 2013 was 16.5 percent
below the previous years figure of 79.5 million euros.
The future of the Division will lie in developing new,
non-automotive fields of application for powerful and
compact hydraulic actuators.
business division automotive comfort systems
automotive comfort systems

The development of hydraulic roof drives for passenger cars by the Automotive Comfort Systems
Business Division at the end of the 1980s was a
pioneering achievement. The company remains
the worldwide market leader for hydraulic actuators used in convertible tops. The portfolio also
includes pneumatic gearshift support systems for
commercial vehicles in the Transmission Comfort
HOERBIGER achieved a technological breakthrough in 1989 with the development of a powerful hydraulic actuator used to automatically
open and close convertibles. This made it possible for the first time to replace the customary
soft tops, which until then were manually actuated, and shell-type hard tops with multi-piece
steel tops in high-volume production.
The continual development of hard tops made
convertibles suitable for everyday use. Demand
rose accordingly, HOERBIGER benefitted from
rising revenue year after yearuntil the end of
2007.
Despite being essentially fit for year-round use,
the convertible has retained its status as a recreational and luxury object. As a result, the economic crisis led to a sudden collapse in demand.
Multiple major manufacturers of convertibles
and roof systems for convertibles had to file for
bankruptcy.
Suppliers such as HOERBIGER were forced to
adapt their capacitiesand to subsequently produce more cost-effectively than before. Despite
being more powerful, the hydraulic drive system
was nonetheless considerably more expensive
to manufacture and increasingly displaced by
electrical actuators, notably in the lower price
segment.
The Automotive Comfort Systems Business
Division of HOERBIGER responded to the market
trend by relocating the production operation to
the new production plant in Bolesawiec, Poland.
Sales, Purchasing, Development and Prototyping
remained at the Schongau site in Germany.
Business Segment. Sales and Development are

headquartered in Schongau, Germany, and
Auburn, Alabama, USA. The largest production
plant of the Business Division is Bolesawiec in
Poland. Hydraulic actuators for the American
market are produced at the site in Auburn,
Alabama, USA.
maintainEd markEt sHarE

witH innovativE idEas
In 2013, the conditions in the market did not
change significantly. Demand for convertibles
has remained stagnant around the globe, and
is likely to decline. In new vehicle series, especially in the lower price segments, the tops will
primarily feature electric driveswith limited
power density.
In contrast, automakers continue
to use powerful hydraulics when it
comes to new developments for the
mid-range and high-end classes.
Given the lengths of vehicles in this
market segment, the roofs have a
more complicated design, and the
roof mechanism must cope with
considerably larger extensions and
retractions than in the compact
class.
This is where hydraulics are superior to electrical systems due to their power density. The
Type 6 power unit product family developed
by HOERBIGER combines high power density with extreme quietness, low weight, and
above all compact dimensions. Compared to
alternative technologies, the new power units
require only minimal installation space in the
auto body.
These are compelling arguments that have
helped the Automotive Comfort Systems
Business Division in 2013 win several production contracts for the delivery of hydraulic roof
systems.
Increasing competitiveness and

performance capability by lowering
costs, increasing productivity, and
consistently standardizing development
led to a large number of new orders
for roof hydraulics in 2013.
gErHard mEssmEr
Head of the Business division
automotive comfort systems
117
118
type 6 poWer unit
start of production
for innovativE roof drivEs
Retractable hard tops combine the undiluted
open-air convertible feeling with the benefits of
a sturdy roof built for winter conditions. When
it comes to reliably opening and closing these
comparatively heavy roof systems, by contrast
with soft tops, hydraulic actuators clearly have
an edge: within a matter of 20 seconds, the
hard top is deployed or has disappeared again
in the stowage space behind the rear seats of
the convertible.
Five valves, two flow dividers and the

newly developed control unit were integrated
into a compact drive system. The switching
logic ensures the high functionality of the roof
actuator:
n
In September 2013, HOERBIGER started production of the first roof hydraulic units from the
Type 6 modular system to be manufactured in
high volumes at the Bolesawiec site.
Compared to the prototypes of the Type 6 power
unit product familythe designation Type 6
denotes the 6th generation of hydraulic roof
drivesthe hydraulic system bearing the internal type designation F 33 was considerably
refined.
opening and closing the roof

for stowing the top
deploying and stowing the rear view window
element and the two roof elements from the
stowage space
extending and retracting the individual
elements
actuating the loading aid for the luggage
compartment located beneath the roof
stowage compartment
Compared to its predecessor, the HOERBIGER

Type 4 roof actuator, both the necessary installation space in the car body and the weight have
been significantly reduced with the Type 6 F 33
hydraulic power unit. The acoustics values are
best-in-class.
The many hidden innovations of the Type 6
product family will be almost imperceptible to
the convertible aficionado. For example, new
materials were used for seals and other polymer
componentsoffering considerably higher heat
resistance. With this, HOERBIGER takes the customers more stringent demands into account.
Key target markets for the convertible fitted
with the Type 6 F 33 power unit are the USA,
Australia and the Arabian countriesregions
where the convertible tops will be exposed to
higher temperatures.
One of the technical unique selling propositions of the HOERBIGER hydraulic roof system
is the precise synchronization of the speed of
hydraulic actuators for the roof and lid drive.
HOERBIGER warrants these product properties
at driving speeds up to 50 km/h (31 mph) with
headwind up to 50 km/h (31 mph). Actuation
of the top in the production vehicles, however,
is only permitted for speeds up to approximately
20 km/h (13 mph).
Proud of the success of the Type 6 F 33 power unit:

Jrgen Osterried, Head of Hydraulics Testing / Richard Stegmayer, Head of Operations & Components Segment / Gerhard Messmer, Head of Business Division /
Helmut Kleiber, Controlling / Krzysztof Spiehs, Head of Operations at the Bolesawiec Plant / Peter Schmied, Head of Hydraulics Series Development.
119
120
Higher earning power

despite declining sales
HOERBIGER had already considered the decline
in sales that was anticipated for 2013 as a result
of discontinued models in its sales planning
for the Automotive Comfort Systems Business
Division. While it was already clear at the beginning of 2013 that the number at the end of the
year would be a decrease in sales, senior managers and employees of the Automotive Comfort
Systems Business Division demonstrated great
commitment in optimizing processes and drastically lowering costs.
As a result, the Business Division
managed to again lower the break
even point and to ultimately close
out the fiscal year with higher revenue figures despite declining sales.
We are creating an efficient interface

between Sales, Industrial Engineering,
Operations and Purchasing both for
our new non-automotive business and
for our automotive core business,
which continues to be important for us.
Gerhard Messmer
Head of the Business Division
In addition to consistent cost management, the high efficiency of the

production plants Bolesawiec and
Auburn decisively contributed to
this trend. The Automotive Comfort
Systems Business Division is able to rely on a
team of highly motivated managers and staff in
both locations.
The dedication of the employees in Auburn was
particularly high in 2013, having lost a major
contract due to the phase-out of the series production of a convertible model that was very
popular in the U.S. market. They are presently
bidding intensively for an attractive new contract
in North America.
Pneumatic gearshift
support system:
Successful market launch
In the Transmission Comfort Segment, the development of additional fields of expertise that
began in 2012 continued in 2013. As a result,
an all-new gearshift support system developed by
HOERBIGER for heavy-duty commercial vehicles
was successfully launched.
Compact powerhouses for

non-automotive applications
Despite current favorable new orders in Europe
and the opportunity to generate new contracts
in North America, HOERBIGER is facing the
challenge to offset continued stagnant demand
in the convertible business in the immediate
future with product ideas for applications in new
business segments.
With this in mind, the Automotive Comfort
Systems Business Division has begun to develop
a future-oriented portfolio of smart microfluid
components for automotive and non-automotive
applications, based on the know-how it has
accumulated over the years as well as based
on the expertise in compact hydraulic systems,
which can be used autonomously at the installation site.
With this goal in mind, the new Operations
& Components Segment was created at the
beginning of 2014, to complement the existing
Automotive Hydraulics and Transmission Comfort
Segments.
To be able to expedite the build-up of the new,

non-automotive portfolio with the necessary diligence, the Operations & Components Segment
combines not only responsibility for Production
and Procurement, but also Development and
Industrial Engineering for the corresponding
components.
In addition to approximately 7,000 square

meters (over 75,000 square feet) of finished production space for hydraulic roof drives and pneumatic gearshift support systems, the Boleslawiec
location has another 2,000 square meters (over
21,000 square feet) available for non-automotive
applications.
Effective January 2014, distribution of the nonautomotive components and system from the
Automotive Comfort Systems Business Division
has been assigned to the Strategic Business Unit
Automation Technology and its likewise newly
created Compact Motion Technology Business
Segment.
New prospects also opened up for

the Auburn location at the end of
2013both in the automotive and
in the non-automotive fields. The
highly motivated managers and
employees are fighting with exemplary dedication for new contracts
for the Auburn plant in the highly
competitive North American market
with record performance in terms of
quality and productivity. The site in Auburn is
therefore making a remarkable contribution to
the success of the Business Division.
2014: New momentum

for powerful production
The use new products in non-automotive applications will open up new prospects and added
business opportunities for the efficient but
underutilized Bolesawiec production site as
well as for the Auburn plant.
Developing the new Operations &

Components Segment, combined
with a strong Sales Department in
the Strategic Business Unit Automation
Technology, will be a sustainable
step toward entering a considerably
broader market environment.
Richard Stegmayer
Head of Operations & Components Segment
HOERBIGER Automotive Komfortsysteme GmbH
121
122
hoerbiGer
Group With
family tradition
history
hanns hrbiGer,
inventor and pioneer
In 1895, the steel plate valve invented by Hanns
Hrbiger was patented. The valve plate opens or
closes; it opens when the gas pressure is high
enough, and closes as long as the spring pressure
is higher than the gas pressure.
The Hrbiger steel plate valve enabled the
advancement of blast furnace technology and
paved the way for the invention of modern piezochemistry. This made it one of the key technologies for the industrial development at the
beginning of the 20th century.
In 1900, Hanns Hrbiger, together with the
engineer Friedrich Wilhelm Rogler, founded
an engineering office in Budapest. This office
was relocated to Vienna in 1903. In the years
thereafter, Hanns Hrbiger devoted himself to
continually enhancing the steel plate valve he
had invented. His office issued licenses for use
of the technology to business partners domestically and abroad.
In 1925, the engineering office became
HOERBIGER & Co. trading company, headquartered in Vienna.
alfred and martina hrbiGer

In 1931, Alfred Hrbiger, the oldest son of the
companys founder, started the in-house production of valves in Vienna-Simmering. Between
1925 and 1945, a total of 171 patents were
granted for HOERBIGER & Co. for inventions and
developments in the field of compressor valves
and controls.
After the destruction of the Vienna production

plant during the last year of the Second World
War, and the sudden passing of Alfred Hrbiger,
his wife Martina Hrbiger managed to rebuild
the plant.
The companys product range, which until then
was primarily comprised of compressor valves
and controllers, was expanded by new business segments based on the core competencies
in the fields of fluid technology and stamping
technology. Initially, HOERBIGER was active in
the pneumatics field. Just a short time later, it
established new plants in Germanyin Schongau
and neighboring Penzbergfor the production of steel disks for passenger car automatic
transmission as well as for friction linings. The
Pneumatics Division was then supplemented
with the hydraulics segment.
Hanns Hrbiger.
reconstruction
and Globalization
Even before the Second World War, HOERBIGER
sales branches were established in Germany,
Italy, and Great Britain. In 1947 Martina
Hrbiger resumed international business relations, first within Europe, then later in the
Americas, Africa and Asia.
By the end of the 1950s, HOERBIGER had built
its own distribution system in North America, followed in 1963 by the founding of HOERBIGER
Corporation of America and the development of
a production operation. In 1970, HOERBIGER
Nippon K.K. in Japan was founded, and initial
contacts were established with Taiwan, Korea,
and China.
Alfred Hrbiger.
Martina Hrbiger.
123
124
HOERBIGER Board of Trustees 2013: Dr. Andreas Hnerwadel,
Based on the compressor valve development and production

expertise, in 1971
HOERBIGER decided
to systematically build
a worldwide network of
service entities for the
maintenance and repair
of reciprocating compressors. This put the
company clearly ahead
of the competition.
to Zug in 2000. The Group has since been managed by the Board of Directors of HOERBIGER
Holding AG and the Executive Board.
performance, excellence & focus

In 2003, HOERBIGER held its first international survey of all employees regarding corporate culture. The results formed the basis
of HOERBIGERs corporate values: Pioneering
Spirit, Courage, Closeness, and Fairness.
The HOERBIGER umbrella brand displayed
a new, modern logo in addition to the motto
Because performance counts.
Dr. Gerd Unterburg (Vice President), Christiana Hrbiger (Vice President),

Dr. Marcus Flubacher (President), Dr. Rudolf Huber.
on the Way to the Group

August 1989: Martina Hrbiger, owner of the
group of companies, died at the age of 87. She
bequeathed the challenge of realigning the
corporate structurewhich in the years prior
was centered predominantly around herto
the new management team, which she had
appointed prior to her passing together with
the Board of Trustees of the HOERBIGER
Foundation.
As a result, the group of companies was incrementally reorganized after 1992. Having previously been regionally organized in a variety
of individual entities, business activities were
assigned to the three newly formed Strategic
Business Units: Compression Technology,
Automation Technology, and Drive Technology.
At the same time, the oil, gas and process
industries, the mechanical and plant engineering industry, and the automotive industry were
defined as strategic business segments.
1995 saw further reorganization. In order to
support continuing growth, the existing group
of companies, which was run by HOERBIGER
International in Vienna and their management,
was restructured as a Group with a holding
company and a central financial organization to
be headquartered in Switzerland in the future.
All the necessary conditions were created in
Switzerland for developing the group of companies into a fully integrated corporate Group.
HOERBIGER Holding AG in Rotkreuz,
Switzerland, became the umbrella organization
of the group of companies in 1997 and moved
In 2005 the corporate structure was systematically strengthened and expanded. With
the expanded corporate functions Human
Resources, Communications, Research &
Development, Business Development and IT, the
Group enhanced its profile, both internally and
externally.
In 2006, the HOERBIGER Group replaced its
prior public image as a mere group of companies.
The three Strategic Business Units as well as the
numerous foreign HOERBIGER entities, which
previously operated in the market as independent
companies, increasingly began to present their
portfolio and services under the HOERBIGER
umbrella brand in the following years.
In 2007 the HOERBIGER Group formulated a
new vision: We set standards. In 2009 and
2010 the worldwide management team developed a new mission to accommodate the growth
of the Group: EXCELLENCE & Focus.
In 2012 the Executive Board formulated a new
cooperation and leadership guideline, titled
TOGETHER.
In 2013, the Executive Board inaugurated
the global STREAM program. The objective is
to establish a worldwide standardized process
logic for the HOERBIGER Group inside of three
years, utilizing a highly tuned, efficient and
flexibly structured IT architecture. Only an IT
infrastructure that is aligned with our business
processes will enable smooth teamwork in dayto-day operations.
In 2014, the HOERBIGER brand encompasses
over 130 locations in 54 countries.
TOGETHER
together
guideline on
cooperation
and leadership
It is the people at HOERBIGER who assure the
success of the company. This has always been
the case, and applies even more so today. Their
excellent achievements move the company ahead
and safeguard its future.
Conformity is undesirable at HOERBIGER.
As a trendsetter in technological niche markets,
HOERBIGER is an enterprise in which new ideas
need fertile ground.
With their dedication and performance, our
employees have allowed us to rise from a family
business with European roots to an international
technology group.
Men and women, of varying ages, from very different origins and with equally multifaceted cultural backgrounds, work together at HOERBIGER
every day. We value this diversity. It goes without
saying for us.
We believe that a modern guideline on cooperation and leadership by a cosmopolitan company
such as HOERBIGER need not focus on commonplace conceptions of leadership and cooperation.
We attach much more importance to the guiding principles that shape our corporate culture.
It is these principles that make HOERBIGER a

successful company around the globe, and at
the same time an extremely attractive employer.
PEOPLE AT HOERBIGER
We succeed because our people take responsibility for HOERBIGERs success. We are successful
because we believe in success.
We are interested in creative, entrepreneurially
thinking minds that develop new ideas and then
implement them, clearly and with structure; people who are willing to pull their weight, who are
Hands on! and who are a part of HOERBIGER
in every situation.
We keep our promises. Once we set goals, we
are committed to achieving these goalswith
all of our strength, determination, and abilities.
We want to work with people who share the same
view and fit the corporate mold.
DECISION AND CHANGE

HOERBIGER grants great decision-making latitude not only to senior managers, but to each
and every employee. This is the reason why our
senior managers and employees think like entrepreneurs.
125
126
The freedom with which we are allowed to independently make decisions motivates us.
Independent action is therefore desired, regardless of the hierarchical levels or functions. When
we are convinced that things require change, we
do not hesitate but act.
By being allowed to make independent decisions and changes within a broad scope, each
employee bears individual responsibility toward
the company.
It is therefore important to us that decisions
always have a lasting effect and are reliable.
RESPONSIBILITY
It is important to us to always keep the wellbeing of the entire Group in mind, aside from
the responsibility for the specific task at hand.
We value diversity of knowledge, creativity and
opinions because we are convinced that we can
deliver peak performance both as individuals
and as a team.
Cooperation across the boundaries of Strategic
Business Units, functions and regions helps us to
successfully cope with complex topics and tasks.
We solve problems that stand in our way by everyone contributing unique skills and experience.
When things do not quite go the way they should,
we expect each employee to take the initiative,
if necessary across hierarchical levels. Mistakes,
and at times even failures, do not throw us off
our course. They inspire us to search for creative
and innovative new approaches to solutions.
HOERBIGER cannot relieve any employee of the
responsibility for their own plans for life and
a balanced harmony between work and family.
However, we especially advocate that young people, during their training phases with us, develop
a personality which empowers them to assume

responsibility in every respectfor themselves,
for their families, and for their duties on the job.
COMMUNICATION
Transparent communication is important to us.
Clear agreements form the basis for our cooperationinternally and externally.
We deal with each other openly and honestly.
When we hold discussions among colleagues,
we provide feedback to each other.
When we share criticism with each other, we
do not consider this to be a manifestation of a
lack of appreciation or recognition, but always a
challenge to achieve even better results.
Our senior managers provide comprehensive
information to the best of their knowledge and
belief. They explain decisions so that all employees understand what is involved.
LEADERSHIP
We count on a stable bond between senior managers and employees. This is based on respect,
which in the truest sense of the word was developed over long periods of cooperation, good communication, interest in different opinions, and
competent interaction with differing cultures.
Employees expect senior managers to be credible and demonstrate leadership conduct with
honest intentions. They have the right to learn
something from their managers and to participate in their managers responsibility by way of
delegation for the Group as a whole.
In order to develop strategically attractive business ideas and translate them into long-term
corporate success, our senior managers set targets with their employees which challenge their
personal potential and encourage their individual
development.
hoerbiger products
hoerbiger
PRODUCTS
AT A GLANCE
Core Competencies
Key components for

reciprocating compressors
n Valves
n Rings and packings
n Control and
monitoring systems
Key components for

rotary compressors
n Valves
n Controls
Key components for

air brake, refrigeration
and air-conditioning
compressors
n Reed valves
n Cylinder head units
Key components for

industrial gas engines
n Ignition systems
n Controls and instruments
n Engine management
systems
n Fuel valves and actuators
Safety products
n Explosion relief valves
and check valves
Services for compressors,

turbines, and industrial gas
engines
n Spare parts
n Repair
n Upgrade and revamp
n System operation

Synchronizer systems for
transmissions
Design and testing of

synchronizer systems

for mechanical and plant
engineering

Hydraulic comfort systems
for passenger cars
Pneumatic comfort systems

for commercial vehicles
Core Competencies
Tribology
Design and testing expertise
n Sophisticated metal forming
n State-of-the-art machining
n
n

Smart actuators for
control valves
Fluid technology
Mechanics
n Thermo and gas dynamics
n Metallurgy
n Polymer technology
n Electronics
n Software
n
Core Competencies
Testing and
diagnostic systems
Hydraulics
Piezotechnology
n Electronics
n Sensor systems
n Software
n
n
Core Competencies
n
n
Hydraulics
Pneumatics
127
128
Company
Locations
HH = HOERBIGER Holding
KT = Compression Technology
AT = Automation Technology
AN = Drive Technology
AK = Automotive Comfort Systems
IO = Internal Organization / Corporate
LP = Large Production
SP = Small Production
S = Sales and Service
Algeria
KT HOERBIGER Service Algerie E.U.R.L.
S 13, Rue Mohamed Semani
Hydra 16035, Algiers
Argentina
KT HOERBIGER de Argentina S.A.
S Bejarano 575
Neuqun, Argentina Q8302BWK
S Reconquista 2458 El Talar
Buenos Aires, Argentina B1618BDX
Australia
KT HOERBIGER Australia Pty Ltd.
S 17-19 David Street
VIC 3175 Dandenong, Victoria
KT HOERBIGER Australia Pty Ltd.
S Unit 4, 17 Alexandra Place
QLD 4172 Murarrie, Queensland
Austria
KT HOERBIGER Kompressortechnik
IO Holding GmbH
TechGate Tower, Donau-City-Strasse 1
1220 Vienna
KT HOERBIGER Ventilwerke GmbH & Co KG
LP Braunhubergasse 23
1110 Vienna
HH HOERBIGER Deutschland Holding GmbH,
IO Zweigniederlassung Wien
Information Technology
Guglgasse 15-17, Bauteil 3a, 6. Stock
1110 Vienna
Belgium
KT HOERBIGER Turbomachinery Services
S B.V.B.A.
Zavelstraat 7
B-9190 Stekene
Bolivia
S Filial Bolivia Av Beni 250 entre 4 y 5 anillo
Santa Cruz de la Sierra
Brazil
KT HOERBIGER do Brasil, LTDA.
S Rua Osasco, 1020
Rod. Anhanguera, Km 33
Sao Paulo, Cajamar Brasil 07750-000
KT TURBOTECH Engenharia, LTDA.

S Travessa So Judas Tadeu, 189
Recreio Ipitanga
Lauro de Freitas, Bahia,
CEP42.700-000
AT HOERBIGER (Wuxi) Automation

SP Technology Co., Ltd.
Science & Technology Business Incubator,
Anzhen Xidong Park, Xishan EDZ
214105 Wuxi
Bulgaria
KT Hoerbiger Zandov s.r.o.
S representative office
zh.k. Hristo Smirnenski,
bl. 27A, vh. B, ap. 20
Sofia
AN HOERBIGER Drive Technology

LP (Changzhou) Co. Ltd.
Building No. 7, GDH Industrial Park,
16 Chuangye Rd., CND
Changzhou
Canada
KT HOERBIGER (Canada) Ltd.
S Bay 7, 2616 16th Street N.E.
Calgary, Alberta T2E 7J8
S 330 Brunel Road
Mississauga, Ontario L4Z 2C2
S 9304 111th Street
Fort St. John, British Columbia V1J 7J5
S 10841 78th Avenue
Grande Prairie, Alberta T8W 2L2
S 441 South Avenue
Spruce Grove, Alberta T7X 3A7
S 53119 Highway 47
Edson, Alberta T7E 3E9
AN HOERBIGER FineStamping Inc.
SP 555 Parkside Drive
Waterloo, Ontario N2L 5E7
Chile
KT HOERBIGER S.A. Agencia en Chile
S El Roble 748
Recoleta
Santiago de Chile
China
KT HOERBIGER (Shanghai) Co., Ltd.
LP 39 He Fa Road, Caohejing Hi-Tech Park
200233 Shanghai
KT HOERBIGER Valves (Changzhou) Co., Ltd.
SP 1A1C Building, GDH Industrial Park
16# Chuang Ye Road, Xinbei District
213033 Changzhou, Jiangsu
Colombia
KT HOERBIGER de Colombia LTDA.
S Carrera 85D # 46A 65
Bodega 19, Complejo Logistico
San Cayetano
Bogota
Czech Republic
KT HOERBIGER andov s.r.o.
SP Ndrazni 10
East 47107 andov
Ecuador
KT HOERBIGER del Ecuador, S.A.
S Calle de Los Arupos E1-203
Uniparque Bodega #4
Quito
Egypt
KT HOERBIGER Service Egypt, LLC
S 20 El Sad El Aly St
Maadi, Cairo
France
KT HOERBIGER France SAS
IO Rue de la Batterie
67118 Geispolsheim
S 140 Rue de 12me Rgiment de Zouaves
Z.I. de Courtine Mourre Frais
84091 Avignon Cedex 09
S Parc dActivit de la Route des Lacs
B.P. 220
27102 Val de Reuil
Germany
IO Bernbeurener Strasse 13
86956 Schongau
HH HOERBIGER Immobilien GmbH
IO Bernbeurener Strasse 13
86956 Schongau
COMPANY LOCATIONS
CODE OF CONDUCT
OUR COMMITMENT TO
INTEGRITY AND
COMPLIANCE
success.
clear directions.
Compact.
ethical standards.

laws.
practices.
objectively.
competition laws.
regulations.

BOARD OF DIRECTORS


Prschlingstrasse 4
86971 Peiting
LP Im Forchet 5
86956 Schongau
EXECUTIVE BOARD

West 67133 Maxdorf

West 29664 Walsrode

Johann Hipfl

Drive Technology
Thomas Englmann

Norbert Gau
Business Division
interim
Corporate
Charles Friess
Corporate
Human Resources
Gerhard Wagner
As of 4/1/2014

LP GmbH
86972 Altenstadt
IO Holding GmbH
70563 Stuttgart
SP Borsigstrasse 11
93092 Barbing

HOERBIGER brand.

IO Holding GmbH
86972 Altenstadt
2013:
HOERBIGER GROUP
Equity ratio in %
2013
1,052.3
62.0%
6,388
Change in %
0.4
- 4.7
2011
1,048.1
50.0%
6,826
2010
948.2
43.0%
6,739
2009
771.9
43.5%
6,538

in million euros
Drive Technology
2013
572.0
347.5
59.4
66.4
Change in %
0.3
+ 2.7
+ 4.6
- 16.5
2012
574.0
338.5
56.8
79.5
2011
546.9
344.7
58.8
90.2
2010
497.0
301.3
54.3
95.6
2009
438.5
224.8
41.4
67.2
86956 Schongau
Hungary
S Bagoly u. 7.
East 2120 Dunakeszi
India
Pune 411005
Tal: Shirur
Pune 411006
SP Ltd.
Tal: Shirur
Pune 412209

72119 Ammerbuch

S Ltd.
Opp Sambhaji Park
Pune 411004

IO GmbH
86956 Schongau

IO Durvankur Bhavan
Pune 412207

86956 Schongau

Dist. Vadodara
Ranoli 391350

86956 Schongau
2012
1,056.9
55.4%
6,704

82377 Penzberg

Prschlingstrasse 4a
86971 Peiting
LP Co. KG
Lembacher Strasse 2
71720 Oberstenfeld

Chennai 600083
Harbour Road
Kolkata -700034
Delhi 110018

Pune 411005
Thane 421312
Indonesia
Iran
KT HOERBIGER Pars
Tehran 1387644781
MEA Bazar
Kish Island
Italy
Japan
IO 87-4 Honjo
286-0114 Narita
S Narita Office
969 Hanazaki-cho
286-0033 Narita
S Service Center
289-1622 Chiba
S Kyushu Office
810-0073 Fukuoka
650-0033 Kobe
Kazakhstan
Atyrau
Korea (South)
KR Tower Fl 8
Seoul Korea 138-160
Nam-Gu
Ulsan
Kuwait
S Kuwait Office
Libya
S Motamar Al Karama
Lithuania
S Kaunostr. 120.
East 20115 Ukmerge
Malaysia
S PT 15675 & 15676
Mexico
Ramrez,
Mxico C.P. 88770
Netherlands
S Nijverheidsweg 25
6422 PD Heerlen
Nigeria
Industrial Layout
New Zealand
Auckland NZ
Norway
West 1400 Ski
Peru
KT HOERBIGER Peru
Santiago de Surco
Lima
KT HOERBIGER Peru
S Manzana A
Zona Industrial
Talara Alta-Parias
Talara, Piura
Poland
LP ul. Modowa 10
59-700 Boleslawiec
Romania
S S.R.L.
Russia
KT HOERBIGER Ltd.
East Moscow, 101000
Saudi Arabia
MEA P.O. Box 36079
Singapore
629097 Singapore
629097 Singapore
Slovakia
S organizacn zloka
East Cementrsk 15
900 31 Stupava
South Africa
MEA Po Box 17844,
Randhart 1457
Spain
IO Calle Ro Ter 2
28110 Algete
S Calle Ro Ter 2
28110 Algete
Sweden
IO Frradsgatan 5
S 66222 Aml
S Garvansvg 9
771 36 Ludvika
Ukraine
01032 Kyiv
Road 626
Dubai
USA
Switzerland
IO Baarerstrasse 18
6304 Zug

IO Baarerstrasse 18
6304 Zug


Taiwan
111 Taipei
Yun Lin County
Thailand
Chonburi 20230
Turkey

LP Altronic, LLC
712 Trumbull Avenue
Girard, Ohio 44420
LP Altronic, LLC
2350 Crist Road

Odessa, Texas 79765
Joliet, IL 60433
S 923 Foster Road
Casper, WY 82601
S 25057 Anza Drive
LP LLC
Venezuela
Caracas
COMPANY LOCATIONS
CODE OF CONDUCT
OUR COMMITMENT TO
INTEGRITY AND
COMPLIANCE
success.
clear directions.
Compact.
ethical standards.

laws.
practices.
objectively.
competition laws.
regulations.

BOARD OF DIRECTORS


Prschlingstrasse 4
86971 Peiting
LP Im Forchet 5
86956 Schongau
EXECUTIVE BOARD

West 67133 Maxdorf

West 29664 Walsrode

Johann Hipfl

Drive Technology
Thomas Englmann

Norbert Gau
Business Division
interim
Corporate
Charles Friess
Corporate
Human Resources
Gerhard Wagner
As of 4/1/2014

LP GmbH
86972 Altenstadt
IO Holding GmbH
70563 Stuttgart
SP Borsigstrasse 11
93092 Barbing

HOERBIGER brand.

IO Holding GmbH
86972 Altenstadt
2013:
HOERBIGER GROUP
Equity ratio in %
2013
1,052.3
62.0%
6,388
Change in %
0.4
- 4.7
2011
1,048.1
50.0%
6,826
2010
948.2
43.0%
6,739
2009
771.9
43.5%
6,538

in million euros
Drive Technology
2013
572.0
347.5
59.4
66.4
Change in %
0.3
+ 2.7
+ 4.6
- 16.5
2012
574.0
338.5
56.8
79.5
2011
546.9
344.7
58.8
90.2
2010
497.0
301.3
54.3
95.6
2009
438.5
224.8
41.4
67.2
86956 Schongau
Hungary
S Bagoly u. 7.
East 2120 Dunakeszi
India
Pune 411005
Tal: Shirur
Pune 411006
SP Ltd.
Tal: Shirur
Pune 412209

72119 Ammerbuch

S Ltd.
Opp Sambhaji Park
Pune 411004

IO GmbH
86956 Schongau

IO Durvankur Bhavan
Pune 412207

86956 Schongau

Dist. Vadodara
Ranoli 391350

86956 Schongau
2012
1,056.9
55.4%
6,704

82377 Penzberg

Prschlingstrasse 4a
86971 Peiting
LP Co. KG
Lembacher Strasse 2
71720 Oberstenfeld

Chennai 600083
Harbour Road
Kolkata -700034
Delhi 110018

Pune 411005
Thane 421312
Indonesia
Iran
KT HOERBIGER Pars
Tehran 1387644781
MEA Bazar
Kish Island
Italy
Japan
IO 87-4 Honjo
286-0114 Narita
S Narita Office
969 Hanazaki-cho
286-0033 Narita
S Service Center
289-1622 Chiba
S Kyushu Office
810-0073 Fukuoka
650-0033 Kobe
Kazakhstan
Atyrau
Korea (South)
KR Tower Fl 8
Seoul Korea 138-160
Nam-Gu
Ulsan
Kuwait
S Kuwait Office
Libya
S Motamar Al Karama
Lithuania
S Kaunostr. 120.
East 20115 Ukmerge
Malaysia
S PT 15675 & 15676
Mexico
Ramrez,
Mxico C.P. 88770
Netherlands
S Nijverheidsweg 25
6422 PD Heerlen
Nigeria
Industrial Layout
New Zealand
Auckland NZ
Norway
West 1400 Ski
Peru
KT HOERBIGER Peru
Santiago de Surco
Lima
KT HOERBIGER Peru
S Manzana A
Zona Industrial
Talara Alta-Parias
Talara, Piura
Poland
LP ul. Modowa 10
59-700 Boleslawiec
Romania
S S.R.L.
Russia
KT HOERBIGER Ltd.
East Moscow, 101000
Saudi Arabia
MEA P.O. Box 36079
Singapore
629097 Singapore
629097 Singapore
Slovakia
S organizacn zloka
East Cementrsk 15
900 31 Stupava
South Africa
MEA Po Box 17844,
Randhart 1457
Spain
IO Calle Ro Ter 2
28110 Algete
S Calle Ro Ter 2
28110 Algete
Sweden
IO Frradsgatan 5
S 66222 Aml
S Garvansvg 9
771 36 Ludvika
Ukraine
01032 Kyiv
Road 626
Dubai
USA
Switzerland
IO Baarerstrasse 18
6304 Zug

IO Baarerstrasse 18
6304 Zug


Taiwan
111 Taipei
Yun Lin County
Thailand
Chonburi 20230
Turkey

LP Altronic, LLC
712 Trumbull Avenue
Girard, Ohio 44420
LP Altronic, LLC
2350 Crist Road

Odessa, Texas 79765
Joliet, IL 60433
S 923 Foster Road
Casper, WY 82601
S 25057 Anza Drive
LP LLC
Venezuela
Caracas
PEOPLE
INITIATIVES
STANDARDS
CREDITS
Publisher
Baarerstrasse 18
Telephone: +41 (0) 41 560 10 00

Fax: +41 (0) 41 560 10 11
www.hoerbiger.com
Responsible
Board of Directors
(President)
Executive Board
(CEO and Chairman)
Ludwig Schnefeld
TABLE OF CONTENTS
CEO Statement
20
Highlights 2013
28
People of HOERBIGER
38
Group Profile
56
64
94
106
116
122
TOGETHER
125
127
Company Locations
128
Text
Ludwig Schnefeld
Pictures
HOERBIGER Archive
Translations
Kerstin Roland
Layout
Vienna, Austria
Printed by
AG16IM011AE201404

Vienna, Austria
Cover image:
PEOPLE
INITIATIVES
STANDARDS
CREDITS
Publisher
Baarerstrasse 18
Telephone: +41 (0) 41 560 10 00

Fax: +41 (0) 41 560 10 11
www.hoerbiger.com
Responsible
Board of Directors
(President)
Executive Board
(CEO and Chairman)
Ludwig Schnefeld
TABLE OF CONTENTS
CEO Statement
20
Highlights 2013
28
People of HOERBIGER
38
Group Profile
56
64
94
106
116
122
TOGETHER
125
127
Company Locations
128
Text
Ludwig Schnefeld
Pictures
HOERBIGER Archive
Translations
Kerstin Roland
Layout
Vienna, Austria
Printed by
AG16IM011AE201404

Vienna, Austria
Cover image:

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HOERBIGER YEARBOOK 2013/14

Telephone: +41 (0) 41 560 10 00

Foreword of the Board of Directors

Strategic Business Unit Compression Technology

Strategic Business Unit Drive Technology

Strategic Business Unit Automation Technology

Business Division Automotive Comfort Systems

HOERBIGERGroup with Family Tradition

HOERBIGER Products at a Glance

HOERBIGER YEARBOOK 2013/14

Consulting, Project Management and Production

HOERBIGER YEARBOOK 2013/14

Telephone: +41 (0) 41 560 10 00

Foreword of the Board of Directors

Strategic Business Unit Compression Technology

Strategic Business Unit Drive Technology

Strategic Business Unit Automation Technology

Business Division Automotive Comfort Systems

HOERBIGERGroup with Family Tradition

HOERBIGER Products at a Glance

HOERBIGER YEARBOOK 2013/14

Consulting, Project Management and Production

We manage our company by striving for

HOERBIGER CORPORATE STRUCTURE

We treat our suppliers fairly. We expect our

HH HOERBIGER Deutschland Holding GmbH

KT HOERBIGER Service GmbH

KT HOERBIGER Service GmbH

Strategic Business Unit

Strategic Business Unit

Strategic Business Unit

We act with integrity and honesty at all

We take pride in HOERBIGER. We protect

WE LISTEN AND WE ACT

SALES BY STRATEGIC BUSINESS UNIT

HH HOERBIGER Elektronik GmbH

KT HOERBIGER India Serial Technology Pvt.

AN HOERBIGER Antriebstechnik Holding

KT HOERBIGER India Private Ltd.

AN HOERBIGER Antriebstechnik GmbH Werk 1

KT HOERBIGER India Private Ltd.

AN HOERBIGER Antriebstechnik GmbH Werk 2

AN HOERBIGER Penzberg GmbH

AN HOERBIGER Antriebstechnik GmbH

KT HOERBIGER India Private Ltd.

KT Hoerbiger India Private Ltd.

KT HOERBIGER Corporation of America Inc.

KT HOERBIGER Corporation of America Inc.

KT HOERBIGER Service GmbH

KT HOERBIGER Engine Solutions

KT HOERBIGER Service Inc.

We manage our company by striving for

HOERBIGER CORPORATE STRUCTURE

We treat our suppliers fairly. We expect our

HH HOERBIGER Deutschland Holding GmbH

KT HOERBIGER Service GmbH

KT HOERBIGER Service GmbH

Strategic Business Unit

Strategic Business Unit

Strategic Business Unit

We act with integrity and honesty at all

We take pride in HOERBIGER. We protect

WE LISTEN AND WE ACT