link no. 59 customer magazine spun yarn systems - Rieter

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4 LINK 59 . 1 /2012 TRENDS & MARKETS Rieter – with full power for the textile world A year ago, in April 2011, our company embarked on an historical course: the shareholders approved the proposal of the Board of Directors to split the Rieter Group and to operate the textile machine and automotive supply businesses as independent listed companies. Rieter has since become a branch-focused supplier of textile machines and technology components for staple fiber spinning plants. We run the company in two business groups: Spun Yarn Systems (machinery business) and Premium Textile Components (components business). What strategic goals do we follow with the newly formed company and what benefits does this bring our customers? Rieter invests in the expansion of production capacity in Changzhou, to be closer to the customers in the important Chinese market. The separation of the Rieter Group was a huge strategic step for our company with its rich tradition. For the customers and employees, however, it brought no revolutionary change. That was never our aim. Rather, we are pursuing a long-term oriented, evolutionary further development that benefits all our stakeholders. What has led us to initiate these changes? The focus on business with textile machines and technology components brings Rieter a number of advantages. It allows us at a strategic level to more clearly position Rieter in the markets and to act more flexibly. This also applies to the capital market.
On the one hand, we are able to more precisely define our business model to the shareholders as a result of the branch focus. On the other hand, the new organizational structure with the two business groups Spun Yarn Systems and Premium Textile Components creates greater transparency. 2 business groups for the clear orientation on both our customer segments Primarily, however, these changes benefit our customers. We can strategically concentrate on one business area and thereby carry out our decision-making processes more quickly and thoroughly as well as specifically using our resources. With the focus of our company on the two business groups, Spun Yarn Systems and Premium Textile Components, we take full account of the differences between these two business spheres. The organizational innovations reflect a development that we have actively promoted in recent years. Alongside our established business with textile machines under the Rieter trademark as well as the associated spare parts and service activities, we have systematically expanded the business with technology components for staple fiber spinning. The business group Premium Textile Components, together with the strong trademarks Bräcker, Graf, Novibra and Suessen, is one of the worldwide biggest suppliers in this field. As an independent organizational unit, Premium Textile Components is largely independent from Rieter’s machine business, both strategically and financially. It serves not only spinning plants but also machine manufacturers; one of them is Rieter itself. The positive development of demand in both our segments, the machine business and the component business, has shown us that we are on the right path with this orientation. Business expansion for the benefit of our customers Rieter has a solid balance and the long-term financing of our projects is secured. We now have the strategic flexibility and the financial strength to position our business for a continuing successful future. Rieter will continue to grow in the coming years with products for our customers in markets in the traditional countries as well as in markets with the biggest growth in China and India. LINK 59 . 1 /2012 TRENDS & MARKETS To achieve this, we have set ourselves 3 strategic goals: • We want to remain number 1 in the premium segment and in the middle segment to become at least number 2. • We want to expand our position in China and India. This also includes a specific product range for the growing domestic markets. • We want to close gaps in our product range, with our own innovative force, but also by exploiting external opportunities for growth. Where do we stand today, when judged on these lines, and how was our start as a newly formed company? As far as the market environment was concerned, the business year 2011 was anything but easy. Rieter, however, performed well. With a solid financial basis and a strong market position, we intensified our investment activities in 2011 in order to give impetus to achieving our strategic goals. Both business groups expanded their production capacity in the big growth markets China and India, to become even closer to the customers and to ensure delivery capability. With specific products, we were increasingly able to win customers who produce yarns for the domestic markets in both countries. Equally, we accelerated our investment activities and significantly increased investments in research and development. Rieter will continue the intensified investment activities in the business year 2012 and has already set aside substantial means – for the benefit of our customers in both market segments, the machine business as well as the component business. 12-102 • Erwin Stoller President of the Board of Directors and Executive Chairman 5
Page 1 and 2: The customer magazine of Rieter Spu
Page 3: Ready for the Future Recent months
Page 7 and 8: WASTE COMPOSITION IN THE BLOWROOM,
Page 9 and 10: Economy Quality Flexibility 1 2 Hig
Page 11 and 12: Automation in Combing More than 50
Page 13 and 14: Fig. 6 Lap change on the E 76 combe
Page 15 and 16: R 60 - Nm 28 / Ne 17, 100 % COTTON
Page 17 and 18: Fig. 2 With SERVOtrail the roving f
Page 19 and 20: NE 30, 100 % COTTON, KNITTING YARN
Page 21 and 22: 4 spinning systems in the Rieter Sp
Page 23 and 24: Installed rotors [1 000] Fig. 3 Fig
Page 25 and 26: Number of particles/1 000 m Fig 9 F
Page 27 and 28: The higher the grade, the better 6
Page 29 and 30: Innovative Retrofits for Draw Frame
Page 31 and 32: Presentation of the Rieter Award in

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