life - GEA Group

STaff
MagaziNE 01
09.2007
life
THE CoRpoRaTE SToRy / WHaT’S SpECial aboUT gEa
i²M / NEW idEaS THaT SERvE all
THE ColoSSi of ST. NazaiRE / a pHENoMENal pRojECT foR NigERia

12
CONTENT
02
16
CONTENTS
Company
02 The Corporate Story
08 Valorization by Kaizen
10 Buena Vista
Markets
12 The Colossi of St. Nazaire
14 Smoke-free thanks to Clarifair
15 GEA at Brau Beviale 2007
16 A factory of superlatives
18 Happy Birthday:
100 years of mineral oil separator
Employees
20 Ready for take-off
21 One click leads to GEA
22 The GEA Allstars – ready to rock
23 New ideas serve all
24 News in brief and Quirks
i²M
26 improvement Management
Dialogue
30 The European Works Council
31 Puzzles · Raffles · Miscellaneous
32 imprint
We’re GEA
GEA Life is the magazine
for every member of the
GEA Group – regardless of
where in the world they are.
The cover of the first issue is
proof of this. Employees were
asked to submit a photo via
MMS or email. The response
was overwhelming. 2,150
people from all over the
world responded. The globe
on the cover is a composite
of all the pictures submitted.
It’s worth taking a closer
look – you might just recognize
yourself or a coworker.
Many thanks for your photos
and for your permission to
print them.
FiNally a MagaziNE
FOr EvEryONE aT gEa.
The GEA Group is a large company, employing some 19,000 people across the globe.
In an international group of such a scale, it is simply impossible for the employees to
get a complete picture of the entire group with all of its manifold offerings and solutions
for its clients. Many employees, however, would love to know more about their
company and in greater detail. That’s why we have created GEA Life, the magazine for
all employees of the GEA Group. GEA Life will report on our day-to-day activities. It
will depict the many facets of the GEA Group in a lively fashion for the people of the
GEA Group and their families. As a start, check out the articles on the GEA Allstars
Band (SEE pagE 22) and our new online application management system (SEE p. 21).
I hope that this medium will help to open the lines of communication and to enable
you to learn more about each other. Our employees can be proud of their work and
their achievements, which sometimes are simply spectacular. Let’s share these great
contributions to our joint success with others at GEA Group. GEA Life will spread
the word among your colleagues in five languages. Finally, I hope the magazine will
encourage you to follow the motto ‘Share with pride, copy with pride’ (within the
corporation) and swap good ideas if they help to do a job better. Of course, we cannot
live from copying alone. Instead, we’ve got to translate our own good ideas into
action. That’s the reason for the new Ideas and Improvement Management project
known as I²M (SEE pp. 26-29).
Before I leave you, I just want to welcome my colleague Niels Graugaard. He succeeds
Peter Schenk and has been a member of the Executive Board of the GEA Group since
August 1, 2007.
Go ahead and enjoy GEA Life.
Yours Jürg Oleas
Chairman of the Executive Board
GEA Group Aktiengesellschaft
EdiTOriAl | 1

2 | CompAny CompAny |
WHo WE ArE – THE
COrPOrATE STOry
Following extensive restructuring, beginning in 2003, our company has concentrated on process
engineering and equipment. the disposition of our plant engineering segment had two effects:
on the one hand our company got a completely different face, on the other hand we suddenly
were less interesting for the media, as plant engineering attracted a lot of media attention. that
is why we had to develop a new identity and strategy for the gea group. the result is the Corporate
story. it describes who we are, why we are organized the way we are and what’s so special
about the gea group.
These are the questions we have to
answer for our target groups – the capital
market, employees, customers, suppliers,
the general public – on a daily
basis. People want to know what the
unifying thread is that runs through all
of the GEA Group’s activities. The GEA
Group concentrates on two basic processes:
heat exchange and separation.
We are experts in basic operations and
technology in both these areas. Our machines
and processes warm, cool, freeze,
separate, dry, measure and agglomerate
a great variety of materials or combinations
thereof. We offer these technologies
to the food-processing, chemical/petrochemical,
energy generation,
HVAC, pharmaceutical and cosmetic
industries, to name a few.
Engineering Excellence
Each of the eight divisions – Air Treatment,
refrigeration, Process Equipment,
Mechanical Separation, Dairy Farm Systems,
Energy Technology, Process Engineering
and Gas Cleaning – stand for (at
least) one core technology. These technologies
constistute the basic operations
of process engineering and are needed
in either the same or alternating combinations
in a number of sectors. This is
what keeps our company together. It is
particularly important for us to explain
this to the capital market in a way that
makes this target group understand that
we are no conglomerate – as these companies
have to face the fact that they are
discounted.
The Corporate Story also marks the
launching of a new claim for the GEA
Group: Engineering Excellence. The
claim has two different meanings: When
we say ‘Engineering Excellence’, we’re
claiming that we are delivering top engineering
performance. At the same time,
we intend to redefine what ‘Excellence’
means for us. Good is not good enough –
we want to be extraordinarily good. We
intend to render that special service that
is going to distinguish us from the competition.
This is part of our claim as well
and thus, a core element in our Corporate
Story.
decentralized diversity
What really makes us unique is our decentralized
structure. Why is that such
an advantage? Doesn’t it make things
somewhat confusing? The GEA Group
promises its customers to create value
together. In order to accomplish that we
offer customers quicker, more flexible
companies that are among the leaders in
their field. At the same time, customers
enjoy the stability of a strong technology
group. If additional process solutions
are necessary, they will get perfectly
coordinated interfaces, in other words,
‘Engineering Excellence’. Our customers
pay good money for our machines and
technologies; they should also be able
to earn good money with them. We call
that a partnership for creating value.
We could not imagine the success of the
GEA Group without the strong will to
do our best. This is also a part of our
identity. If we want people to produce
excellent work and excellent decisions,
we must give them the opportunity to
do that. That’s what we as a company
consider to be our duty.
Wanted: young professionals
recently, we’ve been worrying about
the shortage of young professionals, especially
of engineers. We are competing
against large brand names. We can’t
match their allure because of our size
and the business that we are in. What
we can offer though, is the chance
even for younger employees to assume
responsibility. Our relatively flat hierarchies
are also attractive. It isn’t just the
job that counts at the GEA Group; it’s
the person. More than two thirds of our
management positions are staffed with
people from our own ranks. In our company
everybody gets the opportunity for
individual promotion and success both
domestically and internationally.
The story of the ‘new’ GEA Group has
already been a success story. And there
are many reasons arguing for further
success in the future. These reasons are
quintessence of our Corporate Story.
“It occurred to me again
during the workshop: a lot
of our strength comes from
being decentralized and
diverse ...“
Julia Ehlert, Head of internal Audit,
GEA Group Aktiengesellschaft
“I see the GEA Group from the perspective of the
holding company. I’ve visited all the divisions and I
frequently visit individual companies. That’s the way
I see things. The workshop was a sort of ‘GEA in
miniature’ with all the similarities and differences –
thanks to the other participants who know the
operative side better than I do. It was a good mixture.
It occurred to me again that many of our
strengths are due to the fact that we have such a
decentralized organization and we are so diverse –
even though it’s hard to coordinate it all, unfortunately.
The Corporate Story has to sort of square the
circle – strengthening our common Corporate Identity
around a decentralized, diverse core.“
How did participants take to the Corporate story workshop? What did they think of their input?
What do they expect from the Corporate story, its implementation now? gea life spoke with
two participants from the March workshop …
Jörg römermann, Sales region Central
Europe, WestfaliaSurge deutschland GmbH
“We have some strong brands in our division – including
WestfaliaSurge. The value of these brands,
our thoughts and ideas need to be reflected in the
Corporate Story, too. I’ve spoken out in favor of
that. Otherwise, I restricted myself to listening carefully.
After all, we have quite an impressive history
ourselves. In fact, I would prefer to use that for our
external communication. For internal communication
and corporate identity though, I find the Corporate
Story extremely important. I presented the
results of the workshop in the division afterwards
and we discussed it. That way, everyone knows
how the Corporate Story is unfolding and we don’t
end up confronted with a fait accompli. Brands like
WestfaliaSurge deserve a place alongside the GEA
brand. I’m sure that ‘WestfaliaSurge – a part of the
GEA Group’ would benefit from the Corporate Story
and keep us clearly positioned for our customers and
our employees.“

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COrPOrATE STOry WorkSHop
twelve colleagues met in Dusseldorf in early March for a weekend workshop to generate the
basic elements of the Corporate story. Ceo Jürg oleas and Ferdinand steves, senior Vice president
personnel, handpicked the team to reflect a cross section of all hierarchies and disciplines.
Workshop participants from the holding and the divisions worked out the basic elements of the
Corporate story.
The new Corporate Story is
pitched to the information
needs of the company’s stakeholders.
Each target group has
its own interest in the GEA
Group. The capital market
(shareholders and analysts) is
interested in management running
a tight ship and achieving
the highest possible return on
capital employed. Employees
are interested in job security.
Customers, on the other hand,
want to know more about
product benefits and group
performance.
Straight from the horse’s
mouth
Input from the day-to-day business
plus the insight of people
involved in operations were
necessary in order to be able
to provide clear, meaningful
answers to these various questions.
results of group work were presented on walls.
Jürg Oleas underscored the
importance of a Corporate
Story for the GEA Group on
the opening day of the workshop
as he explained the background
in detail to the participants
and initiated them into
the project.
Colleagues were in great demand as well
when it came to shooting the material for
the Corporate Story brochure: they are
represented in the new publication as lay
models now.
CompAny | 5
Men at Work
Are the light and the angle right? How’s the
framing? Uwe Jülichs, Corporate Communications
GEA Group, photographer Maik
Scharfscheer and Andreas Naroska, Head of
Logistics with the Dairy Farm Systems division
in Bönen, (l. to r.) inspect the first shots
on the notebook.
tHE mAkinG of …

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The Air Treatment division provides
solutions for sophisticated
interface functions primarily by
adding specific services to its
existing range. These solutions
have performed outstandingly,
for example in connecting
air-conditioning to building
management systems and remote
maintenance systems.
Air Treatment
“GEA creates the perfect atmosphere”. This claim by the Air Treatment division
is more than just a catchy slogan, as it sums up its business philosophy. The solutions
devised by this division use energy-saving methods to purify air and to
humidify or dehumidify it, heat or cool it and transport it to its destination. This
includes heat recovery and the use of water as a coolant.
GEA offers customized systems for various requirements in the workplace and
home, such as air-handling units, decentralized units for business and industrial
applications such as fan convectors and air treatment appliances, chillers, control
systems and switch cabinets.
One of the most important factors in our business relationships is to enable our
clients to make the right decision. One of the ways in which we can do this is
to provide them with our references. A number of hotels rely on solutions offered
by GEA, such as the Adlon in Berlin, the Hyatt Regency in Mainz, the Villa
Kennedy in Frankfurt am Main and the Hilton in Istanbul. This list could be
continued with European references from sporting facilities, hospitals, the food
industry and museums.
Market focus and
flexibility
Flat hierarchies – swift, direct
decision-making: all companies
in the GEA Group translate their
market focus and flexibility into
high-quality service, growth and
profitability.
Benefiting from the clear separation between operational and strategic functions
and flat decision-making hierarchies, each company in the GEA Group can act as
quickly as smaller competitors in the market.
The market focus and flexibility of all parts of the Group derive firstly from the
decentralization of functions, which means that each operating unit has the freedom
to conduct its business as it sees fit and to assume responsibility for specific
markets.
And secondly, they derive from the composition of the product range. Complementing
the largely modular structure of its products, the GEA Group offers a
wide product range within its core competency. This enables it to customize its
components, systems and processes for a large number of clients and sectors. Its
divisions work together on projects, thereby reaping synergies.
Each GEA company constitutes the best specialist for its clientele. At the same
time, customers can rest assured that the GEA Group understands their overall
processes and, consequently, their critical interfaces by virtue of its combined
expertise.
28 29
Refrigeration
focused, agile, investor-friendly
After extensive restructuring, the GEA Group has a new face now.
From now on, the Group will focus on the two basic technical processes,
heat exchange and separation. The GEA Group’s holding
company is listed on the stock exchange. Its job is to lead the company
with a view towards growing corporate value.
market focus and flexibility
Customers can rely on the best specialists when dealing with “their“
GEA company. At the same time, they have the assurance that the
GEA Group’s knowledge pool means understanding of the whole
process and its critical interfaces.
42 43
People are our most
valuable asset
The division‘s cooling and
refrigeration systems use natural,
environmentally friendly
substances – primarily ammonia
and carbon dioxide. The high
efficiency and lower cost of
buying and disposing of these refrigerants
make them financially
attractive as well.
The Refrigeration division is active in the field of industrial cooling of processes
and products. The product range is based on two core components – reciprocating
compressors and screw compressors - which, together with other refrigeration-cycle
components and devices, form part of complete refrigeration plants
and complex systems.
The fields in which these are principally used are the quality-assured processing,
storage and transportation of foodstuffs. There are also numerous applications,
for example in the chemical and pharmaceutical industries, as well as in the field
of ship refrigeration. Other applications for our refrigeration technology include
ice factories and increasingly sophisticated leisure facilities such as indoor skiing.
The division‘s preventive plant monitoring systems, maintenance procedures
and spare-parts logistics are among the world‘s best in this sector.
The wide range of areas in which
our employees work, the global
nature of the GEA Group‘s
operations and its deliberate encouragement
of an entrepreneurial
spirit and behavior ensure that
our employees acquire extensive
skill sets. They are flexible,
results-driven and devise lasting
process engineering solutions.
The GEA Group‘s success is driven by its highly qualified employees, who have
been educated and trained to the highest standards and work in positions that
are consistent with their abilities and objectives.
Underpinned by binding management principles, transparent rules and cutting-edge
HR tools, the GEA Group encourages and demands excellence from
its workforce in terms of their performance and results. To achieve these goals,
it stresses the importance of quality by promoting fairness, decentralization, an
entrepreneurial approach and personal responsibility in an environment that is
conducive to competition.
All members of staff receive regular training to ensure that they possess the necessary
technical, commercial and organizational expertise for their work that
customers and investors can expect of a leading process engineering firm.
The GEA Group‘s employees are able to apply the methods most appropriate
to any given situation and to implement the optimum solutions in their field of
activity. What particularly distinguishes them is their willingness and ability to
create synergies, thereby enhancing the company‘s performance, by optimizing
the development, production and distribution functions and collaborating seamlessly
across disciplines.
20-POINT COrPOrATE
idEntity PrOGrAM
the Corporate story is going to be published in form of a brochure. you will find 20 aspects under
the title ‘perspectives’ – 20 good reasons for the gea group.
What drives us
In its new form, our company serves industries that are less cyclical.
Fundamentals are driving the company such as the continual
growth in world population.
Creating value
By continually refining procedures and materials, we are creating
value. This value helps users avoid cost traps. At the same time, we
help customers boost their earning power. The GEA Group considers
itself a partner in the value-creation process.
Generating growth by meeting differing needs
The highly industrialized markets of the GEA Group are characterized
by a growing need for high-quality products as well
as changes in taste and style. On the other hand, growing
markets such as Brazil, russia, India and China are more basic
but they present the opportunity of selling extraordinarily high
quantities.
organic growth
The GEA Group realizes its potential for profitable growth primarily
on its own. The product lineup in processing technology is wide,
the concern is balanced locally while being present throughout the
globe in dynamic growth markets.
Growth – enhancing acquisitions require careful
planning
We have to acquire other businesses in order to meet the expectations
of the capital market. That means that newly acquired businesses
have to start contributing to the success of the GEA Group
immediately. We’ve proven that we can successfully integrate companies
that we acquire. It isn’t just because we have strong brands
at our disposal. We’ve reached this high degree of acceptance
through our decentralized management style.
organization follows function – the structure of
the GEA Group
Divisions are structured according to their core technologies.These
technologies form the basis of process engineering and they are
needed in numerous industries in the same or other combinations.
our goal: being not just good but exceptional
Entrepreneurs drive growth at the GEA Group. They want to take
charge of their work and they want to see satisfied customers.
Creating sustainable value for our stakeholders isn’t just a matter
of size; it also has to do with striving for extraordinary results.
our strategic guiding principles
Market leadership and focus. Technical leadership through innovation.
Focused on results. Calculated risk-taking.
Adding value for our customers –
the GEA Group’s value proposition
Our promise extends to all aspects of value creation. The GEA
Group offers fast, flexible companies that are among the leaders in
their field. At the same time, customers enjoy the security and the
stability afforded by a strong technology company.
operational excellence
Our activities aim to increase corporate value. The focus here is on
boosting profitability. This is a bellwether for the operative excellence
of the companies within the GEA Group.
Creating value, active and available worldwide:
the GEA Group’s services
Maximizing the usability of an investment throughout the entire
lifecycle of process technology demands clearly budgetable service
modules and preventative maintenance. Proactive services like
these prevent problems before they actually occur.
CompAny | 7
people are our most valuable asset
Highly trained, highly qualified people working in positions that
suit their ability and their goals are the main reason for the GEA
Group’s success. Supported by binding management guidelines,
understandable rules and modern personnel tools, the GEA Group
promotes and encourages excellence.
Achievement needs to be nurtured
We fill more than two thirds of our management positions with
people from our own ranks. We provide opportunities for every
employee to get ahead and succeed in domestic and international
markets.
Sharing knowledge for the common good
The GEA Group combines the knowledge of more than 250 highly
specialized companies. Knowledge management makes ideas, insights,
methods and experience – the DNA of leading technology
specialists, as it were – available for joint projects.
innovation and improvement are key to
everything we do
Translating developments quickly and economically into marketready
products and methods is a major success factor both for the
GEA Group’s leading position and its future growth.
Sophisticated, accurate and transparent:
the GEA Group’s risk management
Today, the GEA Group is well protected against negative influences
both internally and externally. Low levels of complexity, fewer oneoff
orders, consistent job selection and shorter project durations
make risk in the machine tool business well manageable.
the GEA Group as a corporate citizen
The GEA Group treats the cultures, norms and laws of different
countries or regions with respect. It is our responsibility towards our
stakeholders and to society at large.
Sustainability
The sustainability of its solutions fortifies the GEA Group’s market
position and paves the way for profitable growth. Our machines
and processes result in high-quality products that have long lowered
operating costs and conserved resources.

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WE’rE GETTING bEttEr All tHE timE!
KAIzEN PrOMOTES VALUE CrEATION.
it all began with the realization that keeping customers is less costly than acquiring new ones.
What can be more appealing to customers than constant, tangible improvement? that’s exactly
what we’re trying to achieve with the aid of our internal advisors gea Consulting gmbH
(see bOx) and the kaizen management system.
The word ‘Kaizen’ in Japanese means improvement. Not all
at once, but step by step, as Asian philosophy teaches us. It
doesn’t mean that everything has to be new and different. We
just want to improve in places where the opportunity presents
itself.
Whatever increases value
It’s a matter of separating the wheat from the chaff. Keep
any activity that increases the value of a product or service,
eliminate those activities that consume resources without adding
any value. The quality of products or services will improve,
services will become prompter and more flexible and costs will
drop. Every process will undergo scrutiny and will be improved
with regard to customer needs.
toyota – a shining example of kaizen
Kaizen is not the latest rage among consulting companies:
Toyota came up with the concept in the 1950s. The Japanese
automobile manufacturer was in a crisis then. However, instead
of shedding 0 per cent of its staff, the company opted
for permanent quality enhancement. They collected methodologies
from the US and Europe, combining them into what
became known as the Toyota Production System. It seems to
have paid off because Toyota passed General Motors in early
2007 becoming the largest automobile manufacturer in the
world.
Extending kaizen to production and administration
We’re not in a crisis but nevertheless we want to provide our
customers with lots of reasons to continue doing business with
us - whether it’s in manufacturing or in administration. While
manufacturing costs continue to drop, administration costs
have risen briskly. Today nearly everyone complains about a
drastic rise in the flood of information. More than an hour
each day is lost just handling email and even more time is
consumed in unfocused meetings. Finally, very few employees
have an eye on the entire process, which means that they do
not realize that their colleagues are their prime customers.
kaizen at GEA
I²M, on the one hand, solicits individual suggestions for
improvement. Kaizen, on the other hand, aims at systematic
improvement by teams of employees. Workshops in manufacturing
and administration, training sessions, analyses of
potential, plus company visits are all ways to come up with
suggestions for improvement, to verify their feasibility and
then implement them. The result will be a world-class standard
in manufacturing and administration, the best prerequisites for
loyal customers.
gea Consulting gMbH
Guido Beyß and Marco Silz head GEA Consulting GmbH. Fifteen
experienced consultants provide support to all GEA divisions
and companies across a variety of projects. Services include
strategy, support during acquisition projects, help with investment
considerations including execution and risk management,
as well as zero-based budgeting, corporate restructuring and
process optimization by Kaizen. The emphasis initially is on creating
transparency. GEA Consulting GmbH then works with
people to develop concepts, implementing them on site in the
operative units. It combines expertise in process optimization
with know-how specific to GEA. As a central internal service,
affiliated to the ressort process technology of the GEA Board,
GEA Consulting combines expertise in process optimization
with GEA specific know-how.
kAi
CHAnGE
ZEn
Good
(for the better)
Kaizen is a composit of the Japanese words ‘kai’ and ‘zen’.
CompAny | 9

10 | CompAny
BUENA viStA
Microsoft Vista and the new office package may have just made their
appearance on the market but we already have them. it’s not because it’s
bigger or brighter or because it’s less static. instead, it’s because it’s the
best solution. Management has already given its blessing to the gea corporate
client, having signed a contract with Microsoft in May. the only
thing that remains to be done now is the implementation.
The VISTA conversion will begin in August
2007 in Germany, Denmark and the Benelux
countries. By February 200 , 125 different
offices will have exchanged some , 00 laptops
and desktops for new computers and
software. Implementation for the rest of the
world will proceed, country by country, beginning
in January 200 . The goal is having every
user at the company’s 0 different locations
working with the new system by fall 200 .
This radical conversion will bring some definite
advantages – a high degree of standardization,
global contracts with Microsoft and Dell, a
single infrastructure for everyone and efficient
support.
Standardization: key to cutting costs
Standardization is the key to getting a handle
on IT costs in the eyes of leading consulting
companies. It will allow us to flex our
purchasing muscle, have lower maintenance
and support costs. Furthermore, we will be
able to link in new users easily. In line with this
view, the GEA corporate client will include key
applications with optimum equipment, a limited
selection of laptops and desktops, a central
library of applications and programs, and
central maintenance.
Global contracts – best conditions
We have signed global contracts with providers
for all the hard- and software. Not only
did that allow us to cut the actual purchase
price up to 50 per cent in some cases; we also
have a chance to keep the number of different
hard- and software elements used for the
same purpose as low as possible, thus greatly
reducing the coordination and maintenance
effort.
AN OVErVIEW
OF NEW
HArD- AND
SOFTWArE
Hardware:
• Dell optipleX 755
(Desktop)
• Dell latituDe D430/
D630/D830 (laptop)
• Dell precision t3400
(Workstation)
Software:
the preinstalled package
includes:
• Vista enterprise
• office professional
plus 2007
• selected auxiliary
programs like zip,
acrobat reader or the
at&t network client
for laptops
• gea it.net active
Directory
• Microsoft sMs
Seamless connections – free
flow of information
Anybody registered on the GEA network
will have full access to the worldwide
address book and to his own data from
anywhere in the world. We will all have
to adhere to clear guidelines so that we
can maintain this standard and the freedom
that comes with it. Otherwise, its
open borders could quickly degenerate
into a Trojan horse, an easy target for
viruses and chaos occasioned by individual
expansions.
Applications – everything the
user’s heart desires
Many jobs require special applications –
these will be available, of course.
However, there will mostly be only
one application per job in order to cut
licensing costs and reduce support
needs.
Efficient support – round
the clock, day after day
The new hard- and software is there
to help you do your work. We will do everything in our power
to make sure that your PCs and programs always work, that
they are always updated and always protected. Before calling
the hotline though, please ask a trained coworker first.
CompAny | 11
What will it cost?
It may seem expensive at first glance, but closer examination
reveals a different picture. One third of the purchase price consists
of the usual expenses for replacement
and leasing. We were able to negotiate
another third and we will finance the
final third by selling old equipment,
improving processes, saving the usual
expense of updates plus the new format.
Bottom line: this is an unbeatable
monthly fee that remains the same for
every workstation.
Help us ConVert!
everyone will make the transition
in (nearly) one fell swoop. We need
your help to make this vision a reality.
until the conversion, we kindly ask
you to:
1. refrain from purchasing licenses for Vista, office
2007, Cal for Windows, exchange, sMs and sharepoint
portal. licenses have already been purchased
for the entire group.
2. purchase and install only Vista-compatible products –
if necessary.
3. purchase as few new computers as possible. if a new
purchase is unavoidable, buy only Dell hardware after
obtaining approval from the Cio division.

12 | mArkEtS
THE Colossi OF st. nazaire
Gea delivers GiGantiC air Coolers and Condensers for Gas-to-liquid plants.
the challenge is as huge as it is innovative: employees of the gea subsidiary batignolles
technologies thermiques (btt) are currently working on a massive project in the harbor
of st. nazaire (France). this entails the pre-assembly of an air-cooled condenser for a
gas-to-liquid plant (in short: gtl). each of the three modules is 75 meters high,
50 meters long and 15 meters wide. adding up to a total weight of 500 tons per module.
Why pre-mount such colossal modules, instead of fitting the
individual components together on site? Indeed, that was
the original plan. But serious problems in respect of logistics,
security and qualified personnel on site soon materialized.
For this reason, Btt suggested shifting the pre-assembly work
to France, leaving only the final assembly to be completed
in Nigeria. The client agreed to this proposal. And so the
Btt specialists began working in September 200 . In the
interim, important elements have been fitted and an initial
function test has been successfully completed. The further
the work progresses, the more impressive the sheer dimensions
of the task appear to be. And the clearer it becomes
that the shipping of the three modules, which is planned for
the spring of 200 , is likely to remain extremely exciting –
despite the fact that the construction has been specially designed
to be shipped.
Gtl technology increasingly attractive
When subjected to high pressure and high temperatures,
natural gas can be used to produce diesel fuel. The resulting
fuels offer greater performance while at the same time emitting
fewer pollutants – in view of the urgent need to protect
the environment as well as rising oil prices, this added effectiveness
has generated tremendous interest. The efficiency
of the process, at any rate, is beyond doubt: the GTL technology
is cost-effective even at an oil price of USD 0.00 per
barrel.
plant productivity has been sharply
increased
The first GTL plants were established in the
nineties. The Oryx GTL plant as well as another
plant which is currently being built has a capacity
of ,000 barrels per day. The Shell
Pearl plant, currently under construction in
Qatar, will even boast a capacity of 1 0,000
barrels per day. In view of the growing demand
for energy, the outlook for GTL technology
is extremely positive.
GEA is superbly well-positioned
Indeed, this also applies to the division
GEA Energy Technology. With
its coolers and condensers, it is represented
in all important GTL plants
around the world. Consequently it is
able to draw upon tremendous experience
and an impressive track record –
an excellent starting position for future
orders.
mArkEtS | 1

1 | mArkEtS mArkEtS | 15
COMMON Ground
The smoking area: Clairifair, keeps the peace
between smokers and non-smokers.
A team player
Clarifair is easy to use. The system can be installed in
new or existing buildings and can be integrated into
existing air conditioning systems. It can even cut the
costs of air conditioning through its lower air exchange
rates. What’s more, Clarifair is available in various performance
ratings both as a floor or ceiling-mounted
model.
it’s in the name: Clarifair is a combination
of ‘clarify’ and ‘air’. and of course the word
‘fair’ is in there as well. after all, Clarifair
assures fair play for both smokers and
non-smokers.
For a long time, it looked as if smokers and non-smokers were
not going to be able to reconcile. Strict separation and tougher
laws seemed to be the only way out. Non-smokers felt put upon
while smokers felt like they were being discriminated against.
Now it appears that both parties will be able to settle
‘out of court’. The solution: the Clarifair ventilation
and filter system by GEA Air Treatment. It absorbs
and eliminates nearly one hundred per cent of the
smoke of up to twelve people.
Clarifair battles smoke wherever it occurs – at a counter,
a table or in a break room. Clarifair inhales up to
1,500 cubic meters of air per hour through its large
intake ducts and conducts the air through a threefilter
system. The pre-filter traps large particles; the
electric filter makes short work of microscopic smoke
particles while the active charcoal filter removes the
odor. What emerges is pure air, as the German Technical
Inspection Authority (TÜV) confirms. And all of
this is barely audible, thanks to a sound baffle.
So smokers and non-smokers can fraternize after all, as in
Austria’s tallest building, the Millennium Tower, where smoking
is strictly forbidden. The only exception: the Clarifair smoking
area in the foyer. Such exceptions could also become possible in
other countries pending certification.
electrostatic
filter
activated carbon
filter
sound absorber
ionizer
prefilter
fan
GrAfik-vErfAHrEnS-ExponAt-AutomAtionS-WAnd!
CHEErS Cheers
the 2007 brau beviale in nuremberg again promises
to be the top international trade show
for breweries and the beverage industry. participating
gea companies have come up with something
new and unusual for their 500 squaremeter
exhibit – a ‘vision wall’ that shows what
gea can do for its customers.
The ‘Grafik-Verfahrens-Exponat-Automations-Wand’
as the ‘vision wall’ is
called in German, could
win the ‘European Beer
Star’ based on its name
alone. Unfortunately however,
the award is reserved
for the beer that the ,000
odd visitors at the Brau Beviale
from November 1 – 1 choose
as Europe’s best.
GEA times eight
Focal point of the stand is the ‘vision
wall’ where GEA companies Huppmann,
Tuchenhagen Brewery Systems, TDS Tuchenhagen
Dairy Systems, Tuchenhagen, Westfalia
Separator, GEA Ecoflex, GEA Diessel and Procomac
will demonstrate where their products, technology
and software fit in from brew house all the way to filling plant.
the new GEA Group Stand: expertise from A to Z
This year our stand is completely different from the one we had last
year. The companies participating, the size and the concept vary
from year to year, but this year is something else. A lot has changed,
beginning with our new location in Hall 7, first-time exhibitors
Huppmann and Procomac, our new exhibit strategy and our tradeshow
concept. The GEA Group will now be able to demonstrate
its expertise in the brewery and beverage industry from A to z. To
remind our customers of this expertise, all they will have to do is
take a glance at the new ‘Grafik-Verfahrens-Exponat-Automations-
Wand.’ Cheers!

1 | mArkEtS mArkEtS | 17
A fACtory OF SupErlAtivES
GEA PHE Systems builds the world’s most modern
factory for plate heat exchangers, for the world’s
largest market, in record time.
the american market is the largest in the world for heat exchangers. if a company wants to do business
in america, it’s got to be there. gea pHe systems, responsible for this business within the gea process
equipment Division, took the challenge. it built the world’s most modern factory in york, pennsylvania,
within a very short time and, in doing so, it pulled away from the competition.
america is the largest market in the
world for heat exchangers. For a
company to do business in america,
it’s got to be there. gea pHe systems,
responsible for this business within
the gea process equipment Division,
accepted the challenge: it built the
world’s most modern heat exchanger
factory in york, pennsylvania, and in
doing so, pulled away from the competition.
What’s more, the whole project
was completed in record time.
gea pHe systems’ new factory is more
than just a symbol of its global position.
it’s a 60-million dollar investment
that makes it the leading center of
competence for plate heat exchangers
in north america.
the first phase of the construction, an
ultra-modern plant for brazed ‘gb’
heat exchangers, was completed in
record time – just some few months
from foundations to start-up. phase
two, to manufacture gasketed heat
exchangers, is expected to be completed
by the end of the year. the
new factory will allow gea pHe
systems north america to provide a
complete range of heat exchangers,
for nearly any industrial application,
throughout north america, with the
efficiency and economy its customers
expect.
the factory will provide 260 new jobs
for the highly qualified workforce
available in the local area. kirby lindtveit,
senior Vice president sales at
GEA PHE SySTEMS
Within the gea process equipment
Division of the international gea
group aktiengesellschaft, gea pHe
systems is responsible for plate heat
exchanger technology. With around
750 employees gea pHe systems
achieves an annual group turnover
with plate heat exchangers of several
hundred million euros.
gea pHe systems na, stresses: “york
is the center of the air-conditioning
business in the united states. it has a
good supply of extremely well educated
engineers and workers. With
american and german engineers
working together in this modern
plant we will be able to manufacture
state-of-the-art products and consolidate
our leading position in the
marketplace.“
gea pHe systems is fast becoming a
global player: even though the york
plant represents a huge investment
it’s just another step on the way. in
2003 a heat exchanger plant was
opened at the companies headquarters
in sarstedt, germany; two years
later, a large press in ystad, sweden,
came on line; and earlier this year,
gea ecoflex/india opened a modern
factory for small and medium-sized
heat exchangers in pune, india, to
serve the asian-pacific markets.
Ribbon-cutting in York

1 | mArkEtS
minErAl oil SEpArAtor
turnS 100
100 years of service to our Customers – 100 years of success: it all began with a separator
for the dairy industry developed by ramesohl & schmidt, the company from which
Westfalia separator evolved. today, we’re the market leader in centrifugal separation of
mineral oil and its byproducts. it’s all because we listened to our customers.
from milk to mineral oil
All sorts of filtering devices had been used to purify used lubricants,
all more or less successful. However, the filters failed completely
when it came to steam cylinders because the lubricants
used there also contained water. It was only natural then that
ramesohl & Schmidt should apply the same centrifuge technology
that they had applied to milk to solve the problem of steam
cylinder lubricants. The result was the first mineral oil separator,
which bore the proud name “Molekül”, in 1907.
Customer benefit
Paying attention to the needs of our customers has not only improved
the performance, efficiency and value of our centrifuges;
it has also allowed us to identify new applications. Today, our
separators and decanters play a major role in more than 2,500
processes worldwide. They are used to process fuel oils for marine
and offshore diesel engines. They also desalinate and wash gasturbine
oils, they purify lubricants in power plants and they degrease
and clean emulsions, cooling lubricants and hydraulic oils.
“Molekül”, the first mineral oil separator, had an output of up to 100 liters per hour.
Modern systems can clean up to 7,000 liters per hour.
our customers are our future
Today, performance isn’t the only thing; environmental criteria
count as well. The key here is a holistic approach to progress.
One example is our SeaProtect Solutions from 2005.
Our BilgeMaster, SludgeMaster and CombiMaster protect the
ocean’s delicate ecosystem and make sure that the norms
for purity, such as for bilgewater, stay at 5 ppm (parts per
million).
‘Always at your side’ is not just our promise to customers; it’s
our promise to future generations.
our bilgeMaster purifies bilgewater to the tune of
5 parts per million. the water can be pumped back
into the sea as it is no pollution hazard any longer.
Centrifugal oil conditioning system
mArkEtS | 19

20 | EmployEES
rEADy FOr tAkE-off?
the fly AG leadership simulation is a lot more than just a model airplane.
During the three-day leadership roleplay, participants just
might be tempted to recall their childhood: they get to build
model airplanes. Organizing the activity though can pose a
serious challenge. Participants have to create a company with
three levels of hierarchy – management, foremen and workers.
Some of these have added responsibilities such as the works
council, warehousing or security. Just one day into the exercise,
the boundaries begin to blur between a real company and the
Fly AG. “Fly AG is an extremely realistic slice of life“, acknowledges
Stefan Cüppers, Head of Accounting and Controlling
at GEA subsidiary 2H Kunststoff GmbH. Kits may have missing
parts and so, it’s time to improvise quickly. Then a customer
complains about project delays – and that is just the beginning.
unanimous Agreement
Fly AG has soared since its introduction. Biesen offers the seminar
not only to the GEA Group but also to clients in the chemical,
steel and insurance industries. GEA is special nevertheless.
“We are going to conduct Fly AG for the first time in English
here”, says Biesen, something that is indispensable for GEA,
given its international involvement.
Biesen has never received any negative feedback. On the contrary:
“Fly AG was one of the best seminars I have ever participated in.
It was very hard but I learned a lot about how communication
works in groups and hierarchies”, recalls Julia Ehlert, Head of
Internal Audit of the GEA Group. One situation in particular will
remain in her memory for a long time. She played the boss and
she thought that she had made the best decision possible for
all involved. Unexpectedly though, her decision was met with
criticism. “The decision was okay but I didn’t involve the others –
the ones who were affected – in the decision-making process”,
says Ehlert.
rotating jobs
Participants draw lots for jobs and go back and forth between
being leaders and subordinates. Their old skills are useless in
each new situation, so they are embarking on new territory
good ideas come to some people in the shower; others have
their moments of brilliance just before dropping off to sleep.
a somewhat unusual idea occurred to job trainer ralf biesen
while building a model glider. twelve years ago, he was searching
for a training concept that could convey the idea of
leadership in a concrete, and not just theoretical way. biesen
thought that he was on to something. so did the gea group,
which incorporated the seminar into its training program.
each and every time. They get to experience all the highs and
lows of a business ranging from ‘mission accomplished’ to impending
bankruptcy. “Not even I know how Fly AG will fare at
the beginning of a seminar. But I do have more than 00 ways
of intervening”, explains Biesen. Participants get to test their
limits. “The results can often be surprising”, says Biesen, but
that’s necessary in order for lessons like leadership style, communication
and organization to take hold.”
the difference between acting and experiencing
Volker Andußies, Head of Management Development, explains:
“This seminar is basically suitable for anyone in management –
all the way to the top. It underscores patterns of behavior and
shows how to optimize them. Mostly though, we use it in our
basic training ’Leadership and Management’ for our management
trainees. We want them to be familiar with the various
demands of leadership. They should get to know the difference
between the signals that management is sending and what the
staff actually receives because this is where we have the most
acute problems.”
seMinar goals
• experience leadership from
different perspectives
• determine what the factors
of successful leadership are
• get direct feedback on the
impact of one’s own leadership behavior
• define positive leadership characteristics
• transfer lessons learned to the workplace
interested?
please contact your Human resources Department.
GEA IS JUST A
CliCk
AWAy
i-Grasp by Stepstone is the
GEA Group’s online job
application system.
When it comes to job applications, bond paper, an attractive folder and meticulous handwriting
will soon be things of the past. More and more people are applying via the internet. now they
can also apply to the gea group online.
During the third quarter of 200 approx.:
. million Germans visited a
job Web site at least once a month –
and the trend is growing. The Internet
has become the primary medium
for job applications. It’s also the best
way to reach graduates with one to
three years of work experience, a key
target group for GEA. The GEA Group
has been using the i-Grasp application
management system by Stepstone
since late April/early May 2007 for jobs
in Germany. European-wide implementation
is envisaged for 200 .
targeted search, quick work
i-Grasp supports every recruiting process
from ad design through handling
the applications themselves to tracking
statistics for the Human Capital
Cockpit, the company-wide personnel
tracking system. “i-Grasp makes searching
for suitable staff quicker and
easier”, says Michael Kämpfert, Head
of Human resources (Hr) for the GEA
Group. Melanie Hartleif of the Human
resources Departement seconds that.
She does anticipate some extra work
though. “People in Hr will have to
actively search out applicants. We’ll
constantly have to rethink things.”
Petra richert, of the Human resources
Department at Westfalia Separator
AG, is certain that the investment
will be worthwhile. “It will take some
time to tailor the system to the GEA
Group. We’re continually discovering
new ways to improve it.” richert has
already handled one successful online
application. “It was fun working with
i-Grasp. We moved a lot quicker“.
flexible and convenient
you’ll find i-Grasp not only on the GEA
Group’s Web site. Every division can
place it on its Web site and its Intranet,
thus permitting external applicants
to apply either to the central Human
resources Department or via the divisions.
Someone who is looking to
change positions internally can check
out job offerings on the Intranet. Of
course, it is also possible to take the
initiative (for internships, too) and
receive job offers in line with a previously
created applicant profile. A filter
even allows employees to restrict the
search to individual divisions and re-
EmployEES | 21
gions. Applicant Hüseyin Eryilmaz cites
the system’s convenience and clarity.
“GEA’s online application-management
system is very structured and easy.
I was able to target my search, and I
also receive emails notifying me of job
openings.“
The new system puts GEA in some very
good company. “Online application
systems are common at big companies”,
says Qinglin zhang. He only applies
online. He gives the GEA Group
good marks: “i-Grasp is simple. It requires
fewer forms and it has enough
memory space for application papers.“
Eryilmaz finds the GEA system more
structured and in his eyes the color
scheme is pleasantly restrained.
nevertheless: interviews will
always be indispensable
Applicants receive confirmation of receipt
immediately and will receive either an
interview invitation or a rejection letter
within 2 days. Despite all the electronic
refinement, Kämpfert assures that: “the
final decision will always be made in a
face-to-face interview.”

22 | EmployEES
Having fun with the music: the GEA Allstars. Their CDs help support needy employees of the GEA Group and their families.
rEADy to roCk
Jan Denis of grasso products b. V. who plays the trumpet in his spare time initially had the
idea to form a band consisting of musicians from all over the gea group. the idea has become
a lot more than just reality since. the gea allstars have already put out two CDs and now they
have even had their first big public performance.
take HoMe tHe
gea allstars.
you can order the band’s CDs
from karin Harder at
+49-(0)234 980-1276 or
kidr@geagroup.com.
price: 15 euros.
Little did Denis know when
he sent an email outlining
his idea to GEA headquarters
in Bochum in 200 that he
would be making his stage
debut just two years later.
The GEA Allstars, consisting
of twelve employees from
Germany and the Netherlands
plus a female vocalist,
performed on June 2 at a
public festival in Bochum.
Spare-time rehearsals,
ticket sales for a good
cause
Bochum had an open ear
for Denis’ suggestion. GEA
promised to support him and publicized his idea in the former
staff magazin. Eight musicians promptly answered the call
and, under the direction of professional musician Peter ritter,
they were soon making music together. The GEA Allstars were
born. The band has since performed rock, pop and soul classics,
spanning four decades. One of those occasions was at
the GEA International Management Meeting in Copenhagen.
“As they’re not commercial, the GEA Allstars have two big advantages:
They can afford to be unconventional, working with
amateur musicians as they do, and they can afford to have fun
with the music,” explains ritter. Band members are ready to
sacrifice their weekends or vacation days for rehearsals and
performances. Even the proceeds from the sales of two CDs
don’t end up in the band’s account alone. Instead, one portion
goes to the GEA Group Assistance Fund e. V. (see boX).
tHe gea group assistanCe
FunD e. V.
the gea group assistance Fund e.V. furnishes aid to
needy employees of the gea group and their families
in the form of money or materials. reasons for assistance
can be a personal emergency, illness, accident,
act of god or the death of an employee or close relative.
applications for assistance must be made in writing
and require the approval of the Fund’s board of
Directors. please consult your Human resources Department
or your works council, if you have any questions.
the Works Council supports the i²M ideas and improvement Management system.
i²m is dear to GEA Group Chairman
Jürg oleas’ heart, even though
it wasn’t his idea. the idea actually
came from the Group Works
Council. it represents a way for
employees to supplement their
income and secure their jobs.
Jürg Oleas and reinhold Siegers, Chairman
of the Group Works Council, have
plenty of experience when it comes to
balancing the interests of the group
against those of employees. “We’re talking
about a gold mine here, namely our
people’s ideas. At the same time, the
streamlining process will continue”, says
Siegers. Oleas and Siegers came up with
a solution in both instances, rewarding
suggestions on the one hand and signing
an agreement against downsizing on
the other.
A challenge for management
The key to success is professional organization.
“The success of I²M depends not
only on guidelines being set down, but on
creating a serious atmosphere in which
people can express their ideas and find
fertile ground”, says Siegers. He sees a
task for management here. “They have
to promote creativity and initiative on the
part of employees. They have to motivate
improvements and they have to lead by example.”
That’s the only way to make employees
aware of the virtues of profitability,
quality and customer satisfaction. For the
management, that means ‘spending a lot
more time on employees.’ I²M has great
potential to become a win-win-situation –
enhanced competitiveness for the GEA
Group on the one hand, and job security
plus bonuses for employees on the other.
reinhold Siegers is curious about how the
management is going to tackle this task.
EmployEES | 2
“nEW idEAS
SErvE All”
GrOUP WOrKS
COUNCIL
the group Works Council, under
the leadership of reinhold Siegers
(see piCture), coordinates codetermination
on the part of the group’s
workers. However, it has no authority
over the local works councils.
Deputies for siegers are klaus
Hunger and Heinz Göersmeier.

2 | EmployEES EmployEES | 25
anD tHe Winner is ...
Lots of good ideas were submitted
but there could only be one winner
of this year’s Process Innovation
Contest. Finally, the M-Division
team edged out the competition. Its
presentation on ‘simultaneous cost
calculation’ in the design process
swayed the jury, consisting of
Division Presidents and Dr. Norbert
Nieswandt. By way of reward,
board member Peter Schenk (COO)
handed a check for 250,000 EUr
to Wilfried Mackel. The money has
been earmarked to promote the
proposal.
Cool tools
GEA Delbag Air Treatment
GmbH will introduce an electrical
filter system for purifying
machine tool cooling lubricants
at this year’s Hanover
EMO from September 17 to
22, 2007 (Hall 7, Stand E57).
niels graugaarD
MeMber oF tHe
gea group eXeCutiVe
boarD sinCe
august 1
Niels Graugaard, 0, president
of the Process Engineering division,
joined the GEA Group Executive
Board with effect from
August 1. He succeeds Peter
Schenk who will be leaving our
company on September 0 to
take up a new position as CEO
of the Viessmann Group. Niels
Graugaard has headed the
GEA Group company Niro A/S
in Copenhagen, and therefore
GEA‘s Process Engineering division,
since 1999. As president
of our largest division, he has
provided important strategic input
for the group as a whole in
the past. With Niels Graugaard,
the Executive Board will continue
to pursue the same successful
corporate strategy from which
the group is already benefiting.
Master WelDer
Head trainer Henning Vache
encouraged him to enter the
competition for young welders:
Apprentice Benjamin Behr (22)
seized the opportunity to show
what he could do. The GEA
Ecoflex apprentice welded his
way to first place in Hildesheim
and to second place in Lower
Saxony. Congratulations!
Foul play
The gray geese who tapped
on the window during a board
meeting in Bochum showed
disrespect for the Board of
Directors and were accordingly
refused entry. Now a fence has
been erected to keep them at a
respectful distance.
Venerable
Our mineral oil separators
turn 100 this year. Labels on
a workbench in the shipping
department document previous
jubilees, namely the 50th
and the 75th.
Congratulations!
tHe streets are
paVeD WitH golD
Nobody knows for sure
how many visitors have
stopped to pick up the
2-Euro coin in one of
the rotunda staircases at
company headquarters
in Bochum. What we do
know is that the coin was
imbedded during renovation
work. There must be
something about it – it
had to be replaced twice
already.

2 | i²m i²m | 27
i²m
Dr. andreas risch, Head of the gea group’s i²M improvement Management program,
talks about great ideas and great prizes.
What is the potential of these improvement activities?
Once you realize how much knowledge and experience 19,000
experts can bring to the table, you can begin to imagine what
the potential is. We intend to establish comprehensive idea and
knowledge management in order to preserve and expand our
knowledge base.
i²m
“We’re not talking
about CoFFee Makers
or WristWatCHes.“
We’ve already got several improvement programs
in the group such as r&d, tQm and kaizen. do we
really need i²m?
By all means. We need targeted improvement in different
directions. This entails working with numerous different improvement
projects. A continual improvement process such as
I²M encourages new ideas among our employees and helps to
manage those ideas.
What’s the difference between the various
approaches such as i²m, kaizen and the like?
r&D (research & Development) and TQM (Total Quality Management),
for instance, are strategically oriented. They concern
the basics – products, markets, production, and machines. CIP
and Kaizen stand for separate projects and continual improvement
processes – mostly in manufacturing. This entails teamwork,
frequently organized in workshops. I²M likewise relies
on employees, but it takes their individual ideas into account
for administration procedures, sales and areas beyond their
immediate work environment.
What’s in it for employees?
To give you a short answer: they can earn quite a nice bonus.
Imagine yourself making a suggestion that ends up paying for
your vacation. What’s more, anyone who submits a suggestion
automatically takes part in a drawing with some attractive prizes.
And we’re not talking about about coffee makers or wristwatches
here. Another benefit is for the job itself if the suggestion
results in a simpler, faster or safer procedure.
And what’s in it for the GEA Group?
I²M increases the value of the company and makes us more
competitive by mobilizing our knowledge, boosting innovation,
optimizing wherever we can and promoting an atmosphere
that is marked by communication and cooperation.
How are you going to coordinate all this?
Each division has someone who is responsible for r&D and
TQM. GEA Inhouse Consulting GmbH provides training and
mentoring in CIP and Kaizen. Once trained, employees then
initiate projects and implement them.

2 | i²m i²m | 29
This will be different for I²M. Though on the department level,
supervisors will coordinate the ideas submitted by the employees.
On Group level and among the companies and divisions,
there will be individual people responsible for I²M. For the
Group level this will be coordinated by myself, reporting directly
to Jürg Oleas. There is also going to be software that will support
all the processes. We will make it available to the companies
right from the start. The software will eventually be able to
steer CIP or Kaizen activities.
How would you summarize the i²m process?
Someone usually submits an idea to a supervisor. The supervisor
decides whether or not to accept the idea and how to recognize
it, using predetermined criteria. For bigger things, say a protest,
or if an idea has been submitted anonymously, we have our
idea agencies. A commission then evaluates the proposal.
How is i²m an improvement over the old
suggestion box?
The good old suggestion box is mostly passive. Someone has
a suggestion and either makes it or doesn’t make it. I²M, on
the other hand, is active. We’re looking for ideas and we will
promote them. We want everyone to get involved with the GEA
Group and identify with it. People are not acting out of charity,
but out of self-interest.
r&d,tQm
Systematic development,
improvements and cost savings
Cip, kaizen
Employees systematically improve
work processes as a team
What does i²m need in order to succeed?
Our people have to be sure that their ideas are not only welcome,
but that they will be acted upon. They also have to want
to participate and they have to have the means. They also need
to understand how the process works and know what the rewards
are. Finally, the software has to work.
What potential do you see for i²m?
We’re counting on one suggestion per year from each employee.
But that’s only the beginning, if other companies who are way
ahead of us on this are any indication. But more important than
any hard and fast number is the fact that attitudes have to
change. I²M can only achieve its full potential if everyone contributes
ideas and knowledge freely and without reservation.
What are the chances that suggestions will
be taken?
Good. Fifty to sixty per cent of all suggestions end up being
taken. Our software and our organization assure that we will
arrive at a decision in two to six weeks at the latest.
Where does the project stand at the moment?
We’ve nailed down the procedures, we’ve created company
guidelines for recognition and procedures and we’ve checked
it over with the Works Council. We even have a mascot.
ideas & improvement
management
Additonal potential: ideas and suggestions
from 19,000 employees
• tap new potential and realize savings
• bonuses help motivate employees to
contribute ideas
• the result is an increase in company value
“be open to innoVation”
Jürg oleas plans to launch i²m as an early
warning system to highlight areas in need
of attention within the company.
He certainly can‘t complain about not having enough
work to do. yet he believes that I²M requires the full
force of the Chief Executive Officer behind it in order for
the initiative to succeed. “In my experience, such a complex
system can only be rolled out worldwide with support
from the highest level of the company,” he says.
Jürg Oleas sees three key objectives at the heart of the
project. Firstly, I²M should help to increase the GEA
Group‘s profits. Secondly, it should give employees the
feeling that they can influence their work at the GEA
Group beyond the confines of their day-to-day routine.
But above all, Jürg Oleas is sure that I²M will act as a
highly sensitive and immediate gauge of the general
mood in the company. If there is a decline in the number
of suggestions being put forward within a particular
department, there is possibly something wrong with the
relationship between staff and management. “Conversely,
a consistently high number of suggestions is a
good indication that we are getting things right”, according
to Jürg Oleas.
Similar systems are already in use in some parts of the
company, but in many areas nothing at all is being done.
Consequently, GEA has a lot of catching up to do, but
this also means that it has a tremendous opportunity
to achieve significant improvements in a short space of
time. He asks two things of the workforce: “Be open
to innovation. And if you want to criticize, do so – but
always in conjunction with a suggestion for a better
solution.”
So we’re on our way and we’ll begin in Germany this fall with
the rest of the GEA companies worldwide following by the
middle of 200 .
How are you going to monitor the program?
In contrast to its name, “I²M“, which is still a bit of a mystery, the
program launch is going to be completely transparent. We’ve
got so many people that a database system that’s accessible to
everyone can really guarantee success. We’re not going to use
it to check up on people. Instead, everyone will be able to see
which departments, companies and divisions are doing particularly
well and what other people can learn from them.
Where can people get information about i²m?
We’re going to kick off I²M with a communications extravaganza
so I don’t want to blow my wad just yet. you can be sure
though, that everyone will hear about it.
Professor Geanius is the
mascot of the new
Improvement Management.

0 | diAloGuE diAloGuE | 1
ExCEllEnt SpEAkErS, outstanDing topiCs
European Works Council meeting June 26 to 28 in bochum.
19 delegates from twelve countries
arrived at the GeA Group Center in
bochum for the annual meeting of
the european Works Council. The
main order of the day was the election
of the new executive Committee
for the next four years. Above and
beyond that the meeting served as a
high-level exchange of information.
The results of the election are as follows:
Denmark’s Jan Hansen of GEA Liquid Processing
will assume the chairmanship. His
deputies are Hans-Joachim Meyer (GEA
Tuchenhagen Dairy Systems), Daniel
Faure (Btt France) and Danny Jonckheere
(Collette N.V. Belgium). Member at Large
will be Kurt Schmölzer (GEA Happel,
Austria). His deputy will be Sönke Andresen
of Tuchenhagen GmbH Germany.
rene Peters (Grasso Products N.V., Netherlands)
and deputy Eija Aho of GEA Process
Engineering (Finland) were elected
as alternates.
up to date
Aside from the election of the Executive
Committee, there were plenty of things
to talk about. Chairman of the GEA Executive
Board Jürg Oleas reported on the
overall corporate situation. His colleague
Peter Schenk (COO) spoke about the
operative companies and divisions while
Chief Financial Officer Hartmut Eberlein
presented the company’s investments.
Human resources Management was
also on the agenda: Ferdinand Steves
and Michael Kämpfert spoke about the
employment situation within the group
and about the Corporate Story project.
Furthermore, they presented new concepts
such as the Human Capital Cockpit.
Dr. Andreas risch introduced the I²M program
to the delegates, the re-launch of
the Ideas and Improvement Management
Program.
European Works Council – news
The Works Council representatives also
had plenty to report on their own companies
and countries. The joint 0+ employability
project of the European Works
Council and GEA Group management
stimulated lots of discussion, for example.
This is an international project and
accordingly is of great interest to the European
Works Council. reinhold Siegers,
Chairman of the Group Works Council
and a member of the Supervisory Board,
informed attendees about the Council’s
work, about new accords struck with the
company and about the equal opportunity
committee.
overcoming linguistic barriers
The coordinator of the European metalworkers
union Joachim Stöber (a member
of our Supervisory Board) spoke on the
perspectives offered by European and
international work. He paid particular attention
to reworking the EU guidelines.
A letter requesting an opinion has been
sent to the EU commissioner in charge.
There is plenty of work to be done within
the Council’s own ranks as well. The
flow of information within the European
Works Council is still restricted due to the
variety of languages spoken. The group
intends to devote more attention to this
problem in the future. The divisional
meetings, which have been taking place
at the European level for quite some time
now, will be extended to include all divisions
in the future.
gaMes anD puzzles
1Move two matchsticks around, so the new figure makes four equilateral triangles.
2
Sudoku directions: Fill in the grid so that every row, every column and every x box contains the digits 1 to 9.
3 6
Sudoku
6
9
1
5
4
7
4
Whippet Eddy
FinDing eDDy
anD CHelsea:
Chelsea is a six-year-old beagle. She
was rescued from a testing lab by the
lead singer of the GEA Allstars, Malcolm
Homes, and is now his faithful companion.
Eddy is a four-year-old whippet. The
fastest dog in the world is the pacemaker
for Peter Arens, Director of Corporate
Communications at Westfalia Separator
AG. Look closely at the two dogs and
7 6 5
4
3
1
7
1 8
The clues will be published in the next issue of GEA Life.
tell us how often we have hidden Chelsea
and Eddy on the cover page. Everyone
who sends us the right answer will
receive a barking dog ring tone for their
cell phone.
Write to GEA Group Aktiengesellschaft,
keyword GEA Life, Dorstener Straße
, 09 Bochum or email us at
gealife@geagroup.com.
8
7
3
4 5
1 6
8
5
7 1 4
8
3
2
9
5 4
7 2
7
4
7
1
1
8 5 4
Beagle Chelsea
2 8
9 3
6
9
2

32 | diAlOGuE/imPriNT
whaT’S NEw?
If you’ve had an experience
at work that could interest
your coworkers, write to
us. If you’ve got a photo to
iMpriNT
GEA Life is the staff magazine of the
GEA Group. It will be published four times
a year and will be distributed to all
employees worldwide.
Editorial board
Peter Caspar Hamel (V.i.S.d.P.)
Katrin Lamprecht
Nina Remmer
Uwe Jülichs
gealife@geagroup.com
Produced by
HICOM Berlin GmbH
www.hicom.de
Printed by
Laupenmühlen Druck GmbH & Co.KG
www.l-d.de
Published by GEA Group Aktiengesellschaft,
Dorstener Straße 484, 44809 Bochum,
Germany. All rights reserved.
share or you have an idea
for one, let us know. We’ll
then decide together who
will write the article. The best
way to contact us is via email
at gealife@geagroup.com
or to GEA Group Aktiengesellschaft,
keyword
MEgapixEl pOkEr
People are taking more pictures than
ever, often to share the moment with
far-away family and friends. We then
send the pictures via MMS or email;
everyone’s glad that it’s so quick and
easy.
But the moment we try to order a print
or to do it ourselves, we are often
mightily disappointed. A picture that
looked brilliant on screen is suddenly
blurred, the colors are off or we even
see the dots.
In order to avoid disappointment, it
helps to know that a few pixels are all
you need for a picture to look good
on a screen. That’s primarily because
it isn’t really a picture. That’s why cell
phones often work with just a few pixels
so that the picture can travel via
MMS quickly and easily. If you want
GEA Life, Dorstener Straße 484,
44809 Bochum.
Today nearly every cell phone has an integrated camera.
lots of us also have a small digital camera which we keep at
the ready. Some of us even hunt motives with a large single
lens reflex camera.
to print out pictures taken with a cell
phone, you should display them at the
highest possible resolution on your PC;
this is the file that you should send to
your printer.
Remember: the greater the number of
pixels, the bigger the print can be before
quality begins to suffer.
Which means that the more megapixels
a camera has, the larger the
prints and the better the quality. Many
cameras allow you to set the resolution
for every shot. If you want to print,
just make sure that you always choose
the highest resolution possible.
Squib
arE yOu STill ChECkiNg
yOur EMail? – Or arE
yOu wOrkiNg yET?
The blessings and the curse of email
It could have been a good day. The weather was
nice, there wasn’t much traffic, my workload
was reasonable. So I didn’t think anything of
it when my boss intercepted me in front of my
office. He said he had to discuss our communication
strategy with me – urgently. Sure, no
problem! And even when I opened the door to
my office and my secretary smilingly handed
me a stack of impeccably written callback memos,
I was still in a good mood. All the more
so, because a glance at the caller list on my
cell phone told me that I could already reduce
the stack significantly. Meanwhile, my PC was
raring to go and within just a few minutes, my
day started going downhill – dramatically.
I opened the first email and it asked me
whether I wanted to send a notice of receipt
to the sender. I klicked yes. If only I had known
what the consequences would be of such an
insignificant decision.
I was just pouring my first coffee of the day
when my phone rang. The sender of the email
had just received the confirmation and wanted
to discuss the contents with me right away.
What else could I do? I agreed and, because
I am a woman, and thus capable of multitasking,
I opened another email while we were
talking. In doing so, I triggered a communica-
tions mudslide. I fired off another notice of receipt,
thereby informing the sender that I am in
the office. Since I am already on the telephone,
he can’t reach me at the office number so, he
promptly calls my business cell phone. I don’t
answer it – I know who’s calling – but that
doesn’t stop him from leaving a voice message.
Unfortunately (or fortunately?) it lasts only two
minutes. That saves me from too many calls
but it means that I will have to call back later.
Otherwise, my email account would be completely
full ...
Meanwhile, my cell phone is telling me at regular
intervals that there’s a message waiting
for me. I stick my right index finger in my ear
so that I can listen to the first call. In doing so,
I am prevented from opening any more email.
The chain of communication has thus been
broken … temporarily. Have I managed to beat
back the electronic mudslide?
No way. At that moment, my charming secretary
appears waving both arms to attract my
attention. She succeeds – I immediately cease
any other activity. She says my boss has been
trying to reach me to talk about improving internal
communication but both my telephone
lines were busy and I wasn’t responding to my
email either …
aNd hOw waS
GEA lifE?
diAlOGuE | 33
Sure, it would be great if it
were love at first sight for
the new GEA Life. But there’s
always something that we
could do better. That’s what
we want. Tell us what you
think. Write and say what
you particularly liked, what
you would like to see done
differently and what’s missing.
Simply drop a note to
gealife@geagroup.com or call
us at +49-(0)234-980-1497.
2,150 PiCTurES arE
wOrTh MOrE ThaN
1,000 WOrdS
Imagine you sent around an
email to over 19,000 people
asking them to send you a
picture. Would you really expect
receiving 2,150 photos?
GEA’s employees not only
made our title story possible;
in many of the photos you
can also see happiness and
pride – impressive proof of a
vital corporate culture. It was
enough to inspire us to show
a small selection here.

| UNTERNEHMEN
Wuhu
Taiyuan
Beijing Peking
Langfang
Shanghai
GEA Group in CHiNa
Hongkong
Jiang Yin
Changshu
GEA Group in CHiNa