about berco - Berco S.p.A

english edition > year 17
issue 62 > december 2011
Free Company Information Periodical
Editor-in-Chief: Beatrice Bissi
Auth. n° 17/94 of Court of Ferrara, 5-12-1994
FOCUS ON:
BERCO adopts SAP
ABOUT BERCO
> Berco loyalty prize
> E-Learning: training and competitiveness
FOCUS ON
> 5S method at Berco: a further step towards continuous improvement

Editorial
Dear readers,
in this issue:
2-3 EDitorial
3 ABOUT BERCO
Berco loyalty prize
4-5-6 FOCUS ON
SAP SPECIAL: Berco adopts SAP
6 ABOUT BERCO
E-Learning: training and competitiveness
7 FOCUS ON
5S method at Berco: a further step towards
continuous improvement
8 InnovaTION & TecHnologY
Berco 2: a new 3000 ton press
9 PRODUCTS & SERVICES
Special undercarriage for ”Nessie 5” cable layer
10 ABOUT BERCO
Remembering Enrico Carbone
Gianni Finessi: a mind made for mechanics
10 NEWS & EVENTS
Thyssenkrupp celebrates 200 years of history
11 DEALERS & CUSTOMERS
ICC Perù and Berco at the Extemin 2011 trade show
Verhoeven at Matexpo 2011
BercoNews is a six-monthly periodical published for Berco employees,
customers, suppliers and friends. The articles and photos can be copied
only if expressly authorised by the Editor.
Cover photo: Berco – internal yard
Published by: BERCO S.p.A. - Communications Department
Via 1° Maggio, 237 - 44034 Copparo (FE) Italy
Tel. +39 0532 864116 - fax +39 0532 864462,
e-mail: berconews@berco.com
Editor-in-Chief: Beatrice Bissi
Tel. +39 0532 864431 - fax +39 0532 864462
e-mail: b.bissi@berco.com
Editorial Commitee: S. Bottacin, S. Mastellari,
G. Neodo, S. Salatini, S. Salvi, M. Seghieri, D. Musacci
Editorial Secretary: D. Roversi
Tel. +39 0532 864 270 - e-mail: d.roversi@berco.com
Graphics and layout: Communications Department
Pictures by: ThyssenKrupp, E. Perelli and others
Printed by: Chinchio Industria Grafica S.p.A. (PD)
Circulation: Italian 2500, English 4.000
as is now customary at the end of the
financial year, I would like to comment
briefly on its main events and
characteristic factors in order to
evaluate and better understand the
final figures.
The year was forecast to be a period of
transition, characterised by further
moderate growth driven mainly by the
so-called emerging countries, accompanied by an overall stability in
the prices of raw materials and basic macroeconomic factors.
It was to be a year in which most of our restructuring plans were to
be brought to completion, with an accompanying rise in production
to an intermediate level between the previous year and the level
forecast for 2011/12 (at the earliest).
The global financial crisis was to draw to a gradual close, restoring
faith in markets and bringing stability to growth and consolidation,
putting the uncertainties, nervousness and volatility that have
wracked the global economy in recent years behind us once and for
all. It is plain for all to see that very little of this actually
happened, as borne out in various ways by our end-of-year figures.
On the growth front, at least for the first 9 months of the year, and
not only in the emerging economies, there was a much bigger than
expected increase in orders, enabling us to increase sales to 45%
higher than the previous year and taking the volume of finished
products to about 190,000 tons, at least one year ahead of previous
forecasts.
This major, albeit unexpected and – in some ways – too rapid
increase in volumes, however, had to coexist - not without some
difficulty – with the numerous actions of our current restructuring
plan, which have temporarily limited the production capacity and
efficiency of some of the main process lines at the very time when
we would need to be increasing production to keep pace with
changing market demands.
At the same time, with regard to costs, the sudden rise in volumes
with the consequent greater demand for raw materials and their
derivatives created the illusion, in the first half of the year, that the
world crisis was over, thus generating the ideal conditions for an
immediate, marked, speculative increase in corresponding price
quotes.
Given the composition of our products, it is easy to understand how
such rapid, major variations could have such an immediate impact
on production costs, with inevitable repercussions in terms of
revenue and, unfortunately, without giving us enough time to take
appropriate counter-measures. The scenario was further affected, in
our last trimester - with the Summer break behind us and amidst
expectations for a further increase in demand – by the “cold
shower” of a sudden and worrying redimensioning of orders –
sometimes a total halt – from the main OEMs in the emerging
economies. This was led by China, who had evidently overestimated
their market and had to review and scale down their plans. In a
scenario such as this, even with the significant increase in volumes
and revenue attained, it comes as no surprise that, despite
improving considerably on the previous year, we were able only to
break even, without the satisfaction of a positive result.The
economic and financial events of recent weeks, extensively reported

Editorial
in the daily press, clearly demonstrate how the general
market situation is still highly critical, unstable and
worrying, and the lack of solid growth in industrial
production is further evidence that the global crisis is still
far from over. It is now, therefore, that serious further
efforts have to be made on all levels, with all of us pressing
ahead with conviction, fortitude and determination on the
chosen path of continuous improvement to our business.
Each one of us is called on to draw unreservedly on our
experience, skill and professionalism, in the conviction that
each single contribution is not only useful, but a
determining factor in reaching the necessary goal of
maximum cost containment, which lies at the basis of any
improvement in competitiveness.
Only by so doing can we consolidate our market share and
defend our jobs, achieving the dual goal of making our
company grow and generate the reasonable profit required
as an essential condition for guaranteeing our future. While
being justifiably worried about the duration of this critical
and complex economic phase, I am sure that we have the
capacity to take advantage of what has always been our
company's strongest asset, its human resources.
We are a great, well trained and highly motivated team,
spread throughout the Italian factories and our many
foreign branches, and we shall continue to draw on our
renowned professional skill to face up to the trials that still
await us. We will act with courage, honesty, a passion for
our work, team spirit and a proud sense of belonging, with
a constant eye to the interests of the group and the future
of its individual components.
As the festive season approaches, bringing us a brief pause
in our work and a chance to relax for a while with our
nearest and dearest, I wish all of you and your families a
very happy holiday.
Bruno Saturni
Managing Director
About Berco
Berco Loyalty Prize
As has been happening for 25 years, the
Berco loyalty prize – the company's way
of acknowledging the dedication of
those who have contributed to its
growth – will be awarded in December.
With this award, Berco pays tribute
to the qualities of commitment,
reliability, positive attitude, team
spirit and goal orientation: qualities
that make the workforce a precious
resource, capable of generating real
value added.
The employees, with 30 or 35 years
of “service” to their name, will receive
their awards on Friday December 23
in the Copparo factory conference hall.
BN62 > december 2011
3

Focus On
R
Berco adopts SAP
Increased efficiency and the integration of business processes are two of the main goals of an ambitious business
restructuring plan and the use of effective management tools is essential if they are to be achieved
Over a year ago, Berco launched an
ambitious business restructuring plan
which, after an initial stage involving
all the areas of the Italian factories,
will then be extended to the foreign
branches.
Increased efficiency and the
integration of business processes
are two of the main goals, and
the use of effective, leading-edge
management tools is essential if
they are to be achieved.
After a series of detailed analyses,
Berco has decided to turn its
attention to SAP.
What is SaP
SAP is an IT system created by the
German company of the same name,
SAP AG, one of the leading integrated
management solutions companies in
the world.
SAP integrates all the main business
processes of a company – purchasing,
sales, stock management, production
planning, accounts and finance – in
a single management system.
All the business areas are
interconnected and aligned so that
they can exchange data in reciprocal
data flows.
SAP coordinates, synchronizes and
automates these operations,
drastically reducing the times linked
to information exchanges and
searches and increasing the overall
efficiency of the related processes.
Why SaP
When a company the size of Berco
decides to update its management
system, it has to enlist the help of
expert, qualified partners and adopt
solutions whose effectiveness has
been amply tested in application
scenarios as similar as possible to
its own. SAP applications and
services are used by more than
176,000 businesses throughout the
world(over 3,500 in Italy), with
measurable results and excellent
satisfaction levels. ThyssenKrupp has
been using SAP for many years in
numerous companies in the group,
and this undoubtedly made the Berco
management more confident in their
choice of system.
The project team
Berco has enlisted the help of top
level partners for the analysis and
planning of its system.
The AtoS team is a pool created from
Atos Origin and Siemens IT Solutions
and Services, which will assist Berco
in all the development and
implementation stages.
Also, numerous internal resources
have been brought into play: 5
permanent steering committee
members for piloting the project
and coordinating the activities, 21
process owners for implementing the
single business processes in SAP, 39
key users for guaranteeing the
usability of all the new system's vital
functions and 12 IT specialists for
supporting all the data development
and migration activities.
The times
As we go to press, preparations for
4 BN62 > december 2011

SPECIAL
Focus On
the second operational prototype is under way. As you
can see from the diagram on the previous page, the
official go-live of the new system is planned for August
2012. The accounting and finance modules will be
activated at the end of September, to coincide with the
start of the new fiscal year. All customers and suppliers
will be formally asked to organise their delivery schedules
in good time, to reduce the possible problems of the
migration process to a minimum. SAP best practice
actually recommends the early acquisition of all supplies
and the early planning of all deliveries to customers in
relation to the new system's go-live period.
Double interview with Luca Baraldi, director and coordinator of the company restructuring plan, and Giovanni Landi,
SAP implementation Project Manager
Giovanni Landi,
Information Service &
Data Security Manager
Giovanni Landi, you are the
Project Manager for the
implementation of SAP. What has
driven Berco to take up this
challenge
”The Berco group has grown
greatly in recent years, and in it
there are heterogeneous elements
that have objective interfacing
difficulties. We are fully aware of the need to integrate
the management systems of all the company structures,
and we've decided to do it using the same system that
our stockholder has been using for years in the main
companies in the ThyssenKrupp group.”
Luca Baraldi, you have been given the important task
of directing and coordinating the company restructuring
plan. Is the decision to adopt SAP an integral part of
this plan
”If Berco is to continue growing and improving its
performance, it needs to have a high level of integration
between the different stages of the supply chain.
The structural model for the Berco of tomorrow must
be based on instruments of proven effectiveness.
SAP is universally acknowledged to be the system that
best responds to these needs.”
What benefits will the adoption of SAP bring to Berco
Baraldi: ”SAP regulates the ways that information is
recorded and exchanged within a business, and
guarantees that all the data required for any operation
are available at the time the operation has to be
performed.
As well as increasing efficiency, this also increases
management's knowledge. If each phase of a process
is monitored, the people in charge of that processes
performance will be able to identify the bottlenecks
and act in time to remove them.”
Landi: ”The key word is knowledge. An integrated system
encourages the adoption of c ommon working methods,
more oriented to mutual cooperation.
Each user is made to see his or her work in a wider
context, and to realise that the consequences of his or
her actions must necessarily affect the next stage of
the process flow.”
At the ends of the supply chain there
are the customers and the suppliers.
What impact will SAP have on them
Baraldi: ”Actually, SAP is already
standard practice in our industry.
Many customers of primary
importance have turned to SAP for
the renewal of their IT systems.
Potentially, the integration between
Luca Baraldi,
Operations Director
Berco and these partners will be perfect. For all the others,
from the very outset Berco will be able to give faster
feedback and greater reliability in purchasing schedules(for
suppliers)and delivery schedules(for customers).”
Landi: ”We aim to automate as many external data
exchanges as possible, especially with raw materials
suppliers.
At the same time, we'll be able to acquire orders from
very big OEM customers by means of EDI transfer
procedures, reducing manual intervention to a minimum.
Greater end-to-end integration of supply chain processes
and rapid and precise information availability will facilitate
the accurate scheduling and performance of operations
in all areas.”
So far so good. Is there a negative side
Baraldi: ”A project on this scale involves a certain amount
of risk. In particular, in the data migration stage from
the old process to the new one and in the initial periods
of using SAP, there can be inefficiencies and slow-ups.
Preparations need to be made well in advance, working
together with customers and suppliers and creating special
safety stocks.
Shrewd, pragmatic risk management will help us to
minimise the transitory negative impact.
Even more important is the careful assessment of possible
interference and frictions between the SAP project and
all the other restructuring projects, especially those
initiated in recent years.
Often, these projects have the same goals as SAP, but
with very different methods.”
Landi: ”We're making big efforts to bridge the organisational
gaps that came to light in the project analysis stages.
Introducing SAP doesn't mean just updating our IT systems.
It means changing our way of working, transforming our
BN62 > december 2011 5

Focus On
way of envisaging the company – and adapting its
business structures accordingly.”
Have you planned future developments of the initial
project Is there a ”phase two”
Landi: ”There's more than a phase two. SAP's modular
structure has made it possible for us to define a starting
model that guarantees the vital functions of the
organisation.
Improvements can then be introduced gradually in the
subsequent stages, to avoid overloading the users and
the company in general.
The first step will definitely be the roll-out to the foreign
branches, and this alone calls for a high level of
commitment and elasticity from all the personnel
involved.
The “Italy implementation”, which is what we have
called the current project, will be extended to cover the
complete physical management of stock, the integration
of the related automatic local subsystems, the gradual
inclusion of systems for acquiring data from the main
production units and lines, the drawing up and
implementation of group-level planning and control
systems, the centralisation of orders, data analysis, and
so on.”
Baraldi: ”We have already laid the basis for the creation
of a simulation environment for the development of
complex “what-if” scenarios, above all with regard to
factory load optimisation and the dynamic management
of production capacity according to variations in demand.
It's an ambitious project, but now is the time to give it
everything we've got.
We have to gain ground rapidly, if we want to keep our
leading position in an ever more competitive industry.”
Stefano Salatini
About Berco
E-LEARNING: TRAINING AND COMPETITIVENESS
Throughout the world, there is a rapid evolution towards a knowledge-based society and economy. Access to
up-to-date information and knowledge is a crucial factor in the strengthening of business competitiveness
E-learning has now come to represent a concrete response to the
demand for continuous training from an adult public already
active in the world of work. This learning and training process
has been made possible by new web technologies that give users
access to various kinds of information in digital form at any time
and from any place with an on-line connection.
The combined use of different channels of communication
(reading, viewing and listening) helps students to memorise
things more easily.
Recent studies have shown that students learn more easily with
these tools than in traditional classroom situations. Training by
”e-learning” also has other advantages over traditional training
methods:
▶ COST REDUCTION
▶ FLEXIBILITY
▶ EFFECTIVENESS
▶ EASILY UPDATABLE
▶ A SINGLE SYSTEM FOR THE COLLECTION AND DISSEMINATION OF COMPANY
KNOWLEDGE; REPRODUCIBLE
▶ EASILY MONITORABLE AND ASSESSABLE
▶ A MINIMUM OF TECHNICAL REQUIREMENTS
▶ E-LEARNING CAN ALSO BE USED BY BRANCHES, VISITORS,
CUSTOMERS, CONTRACTORS...
▶ FREEDOM TO MAKE MISTAKES
▶ LOWER CONSUMPTION OF RESOURCES(ENVIRONMENTALLY FRIENDLY)
WHAT IS BERCO DOING
Berco management has decided that the first
area where e-learning is to be used must
necessarily be Health and Safety at work.
Consequently, working with external experts,
we are developing teaching material that
reflects the situation in our company as much
as possible, using images and videos filmed
directly in the workplace. Currently, the Berco
working group is made up of people from the
Prevention and Protection Service and
Personnel Management, and the courses for
employees will begin by the end of the year.
For technical/organisational reasons, the initial
courses will use a mixture of traditional and
electronic training methods, grouping a certain
number of people together with PCs in a
designated classroom.
The potential of these systems in the near
future is immense:
• home-based training
• contractor training
• training in different languages in different
parts of the world
• transmission via mobile phone, for personnel
on location or on worksites.
Saverio Salvi
Head of Prevention and Protection Services
6
BN62 > december 2011

Focus On
5S method at BERCO:
a further STEP towards
continuous improvement
A methodological approach that aims to eliminate waste, focusing on concepts such as order, cleaning, standardisation
and visual management
”Moving your business ahead”, Berco's
now famous catchphrase, conveys the
idea of development and movement
with an eye to the future.
But the continuous and frenetic
changes affecting the world and
markets are already here in the
present for all to see.
This continuous evolution makes
absolute references impossible:
something seen as excellent one day
can turn out to be mediocre the day
after and can even lead to market
exclusion.
For this reason, Berco has decided to
work towards improvement, with the
aim of achieving the ever more
ambitious goals needed to win the
increasingly fierce battle against
competitors.
A battle in which concern for quality
alone is no longer enough; what is
required is a focus on continuously
improving efficiency, leading to a
gradual reduction in internal costs.
WHY BERCO HAS DECIDED TO START FROM THE 5Ss
A methodological approach that aims to start a process for the elimination
of waste, focusing on concepts such as order, cleaning, standardisation and
visual management.
These are notions which, while seemingly banal – at least in the first two
cases – conceal unexpected potential and imply an important change in the
mentality of people in a working environment.
In a company with such deeply entrenched habits like Berco, therefore, the
5S method represents not only the first step towards a new change, but also
a “casting out nines” check.
Hiroyuki Hirano, inventor of the 5S method, says that ”good organisations
develop beginning with the 5Ss; bad organisations fall apart beginning with
the 5Ss”.
What we are expecting from this new approach, which is being extended to
the whole factory, is the creation of a different working environment, where
new standards of behaviour help the company to measure up to global markets
in an ever more competitive way.
As Niccolo Machiavelli wrote, ”there is nothing more difficult to take in hand,
more perilous to conduct, or more uncertain in its success, than to take the
lead in the introduction of a new order of things”.
The application of the 5S method thus represents a tangible change which
implies – above all – a mental change, and lays the basis for the continuous
improvement of our company.
Marco Munerato
Workshop Engineering Department – Continuous Improvement
BEFORE
after
5S
5. Shitsuke - sustaining: ensure that this way of thinking
1. Seiri - sorting: sort out the things you need from everything
not essential to the work that upsets order and leads to a
waste of time or resources
2. Seiton - straightening: put everything in its proper place,
as in the old saying ”a place for everything and everything in
its place”
3. Seiso - systematic cleaning: keep everything clean and in
order at all times; a clean, orderly workspace is one that
doesn't “hide” inefficiencies
4. Seiketsu - standardise: define identical, standard procedures
for the continuous rationalisation of resources and workspaces
and acting is sustained in company activities...
BN62 > december 2011 7

Innovation & Technology
BERCO 2: a new 3000 ton PRESS
After 35 years of loyal service, the historic forging hammer in the Castelfranco Veneto factory makes way for
an Eumuco 3000 ton press
After 35 years of loyal service, the
historic forging hammer in the
Castelfranco Veneto factory makes way
for an Eumuco 3000 ton press.
This year, after 35 years of loyal service,
the historic Lasco forging hammer line
has gone into retirement; the
hammering of ”Berta” (as it was known
not just in the factory but all over the
village of Castelfranco Veneto) bore
witness to the fervent activity within
the factory.
The fully automatic, rapid-changeover
line was definitely futuristic in its time
and up to the beginning of 2010 was
allowing us to forge roller halves and
wheel hubs of up to 60 kg.
After so many excellent years of service,
however, the line was due for a major
electronic retrofit which, in any event,
could not have guaranteed the high
performance levels now required.
As the task of the forging line in
the Castelfranco factory is to supply
the roller and hub processing lines, at
the end of 2010, as part of the
restructuring plan, it was decided to
start transferring the Eumuco 3000 unit
from the Busano Canavese factory and
complete the line.
The salient aspects of the line are many
and regard all the components: the Saet
heating furnace (the first ever on a
Berco line), the robotized cell
(manufactured by a completely new
external supplier) serving the trimming
press and the main Eumuco 3000 press
itself, fully overhauled with state-ofthe-art
electrical retrofitting. The result
is a technologically evolved, extremely
high-performance production line,
conforming to the latest workplace
safety regulations and capable of
producing large-size items already
hardened in-line.
The Saet heating furnace,
equipped with the latest IGBTbased
1500 KW static converter
model, also has a filtration/
rephasing system to upgrade the
power factor.
The robotized cell is structured
around two Kuka KR 150/2000
heavy-duty handling robots,
which, thanks to the lay-out,
is able to supply the trimming
press in very competitive times;
in future, it will be possible to
add a further
upset forging
press, as the cell
for this is already
designed.
The main item in
the line is obviously
the extremely powerful
and newly retrofitted
Eumuco 3000 ton press,
which, despite its many
years of active service,
still has much to offer.
The electrical control
panel has one of the most modern PLC
control devices available, with a builtin
safety system that guarantees
complete operator safety in forging
operations.
Retooling is fast and safe thanks to a
totally new rapid forging tool change
device, installed on one of our lift
trucks.
When the performance of the new line
is analysed and matched to that of the
old forging hammer, the advantages are
clear to see: an approximately 15%
saving in forging time for 30-ton class
rollers, which increases with the
increase in size up to 25% for 40 tons;
as the forging of net-shaped rollers is
possible, there is also a saving in steel
consumption and roughing time.
We can safely say that, with the
implementation of this new hot forging
line, the factory's potential in this
strategically important process has been
considerably increased and improved.
Marco Balducci
Operations and Maintenance
Berco Castelfranco Veneto
8
BN62 > december 2011

Products & Services
SPECIAL UNDERCARRIAGE for
”NESSIE 5” cable layer
Berco Deutschland working together with its customer Petry Maschinenbau GmbH on
the production of a special model
Berco, as global market leader, not only supplies
individual undercarriage components to OEMs
(e.g. Liebherr, Atlas Copco, Volvo/ABG) and to
aftermarket customers, but is also constantly involved
in special projects.
A particularly spectacular example of a special project
is the undercarriage that our customer Petry
Maschinenbau GmbH, Edewecht, designed and
manufactured in only three and a half months in
cooperation with Berco Deutschland.
Christoffers Onshore and Subsea GmbH use this
undercarriage in the tidal flats off the British coast for
laying cables.
The machine has an overall weight of 120 tons without
cables and is powered by a 1000 HP - 12 cylinder diesel
engine via 4 travel gears.
The base plate width is 2750 mm, a total overall length
of 10000 mm for each track frame.
The base plates are mounted on three chains, each
with 155 links. A total of 260 track rollers are used.
The cable drum too is driven by a track chain.
The uniqueness of this special model and the technical
challenges in this field of use can be seen particularly
well in the photos.
Due to the excellent performance of “Nessie 5”, intensive
work is already going on for the project “Nessie 6”.
Rainer Schumburg
Aftermarket Sales Director Berco Deutschland
BN62 > december 2011
9

About Berco
Remembering Enrico Carbone
Sadly, Enrico Carbone died in July
of this year. He worked at Berco,
first of all as a metallurgist and head
of heat treatments, and then as a
consultant, from
the 1950s until
after the new
millenium.
Even though he left
Berco almost
10 years ago,
the signs of his
presence remain in
many key areas
of the company:
the heat treatment lines, the
metallurgical laboratory and the
steels used for the products were
instigated by him and developed
thanks to his undisputed technical
skill, backed up by an insatiable
curiosity and innovative drive.
I joined Berco as a metallurgist
in 1998 and was one of the last
people to
work in
close
contact
with Luca
Carbone.
I still
remember
him as a
man of
extraordinary energy, mental lucidity
and precision in the analysis of
technical problems, with a rigorous
work ethic, always wanting to be up
to date on the latest innovations
and always berating everybody, from
the Managing Director to the
youngest of his colleagues, about
critical questions emerging in the
company.
He was a constant stimulus and a
point of reference on metallurgical
subjects, not only for his colleagues
in the company but for anybody who
approached him respectfully and
sincerely to discuss a technical
point; these highly fruitful
discussions often developed into
lively exchanges, with his Ligurian
soul expressing itself in shrill tones.
Stefania Bottacin
Quality and Reliability
Division Manager
Gianni Finessi: a mind made for mechanics
I am one of the few people, not yet retired,
who had the opportunity to work with Gianni
Finessi, who died this summer.
I believe that he, more than anybody else, has
left an indelible mark on the company.
He was more than just a responsible engineer.
He had a mind made for mechanics. In his long
career he designed an enormous number of
machines and devices, both for the machine
tools produced and sold by Berco and for the
machines and production lines in our workshops.
Despite his apparently gruff manner, he was
always ready to help anybody encountering
difficulties in their work and to find solutions
together. He was a man of few words, sometimes
hard to understand, but we all new that at the
start of every project he had clear ideas on
what to aim for and how to
get there. I am very grateful
for the things I learnt from
him, and consider myself
fortunate to have worked
with a person of his calibre
for about 25 years.
And I think I'm speaking on
behalf of many other people
who worked with him when
I express a heartfelt: THANK
YOU MAESTRO!
Andrea Cornetti
Special Devices Designer
10
News & Events
BN62 > december 2011
THYSSENKRUPP CELEBRATES
200 YEARS OF HISTORY
This important anniversary
was marked by a ceremony in
Villa Hügel on the 20th of
November, to commemorate
and celebrate the first
foundation stone laid by Friedrich Krupp in
1811. The event was attended by about
200 guests, including representatives of
the German government and numerous
managers.

Dealers & Customers
ICC Perù and Berco at the
Extemin 2011 trade show
Extemin 2011, the most important
mining industry trade fair in South
America and one of the most important
in the world, was held last September
in Arequipa, Perù. The presence at
Extemin 2011 of the
biggest mining
companies in the
world reflects the
growth trend in the
Peruvian mining
industry.
Currently, Perù is the
biggest producer
of metals in South
America, apart from
copper, and the third
biggest attractor of
investment funds.
ICC Perù, a leading
supplier of top
quality components
at competitive prices, has been Berco's
dealer in Perù since 1996. It has
branches in all the main cities and
offers its customers a wide range of
quality products, together with
supporting services and technical
training.
ICC Perù was at the Extemin 2011
trade fair with an important stand,
where high quality components
from Copparo were on show
together with the other products
it distributes.
Thanks to the precious support
given by Berco during the fair,
we were able to demonstrate to
our customers the highly
productive teamwork and
excellent relationship that bonds
Berco to ICC Perù, which
contributes to strengthening the
quality guarantee of our products
and the pledge to our customers
to strive for excellence and
continuous improvement.
And so, our presence this year at
Extemin has helped to strengthen
the bonds that ICC Perù has not
only with its customers and
suppliers, but also with the
biggest mining and construction
companies on the market.
Verhoeven at Matexpo 2011
On 8 – 11 September, Benelux distributor Verhoeven
Grondverzetmachines BV attended the Matexpo Fair in Belgium,
which takes place every 2 years. This is the most important fair
in the Belgian construction industry, but with an increasing
number of Dutch visitors every year.
Verhoeven, the Benelux specialist in undercarriage parts solutions,
together with its partner Berco exhibited all its product groups
to more than 38000 visitors.
For more info visit: www.verhoevenbv.com
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