Behr 100 Magazine [3128 KB, PDF]

[Contents]
Contents .................................. Page 3
Forewords ................................ Page 4
Chronicle .................................. Page 6
Cover Story ............................ Page 14
Technology ............................ Page 26
Behr Thermot-tronik .............. Page 34
Performance Partnership ........ Page 36
Behr Service .......................... Page 40
Behr Industry ........................ Page 42
Production .............................. Page 44
Globality ................................ Page 50
Cooperations .......................... Page 54
Corporate Culture .................... Page 58
Human Resources .................... Page 64
Corporate Citizenship .............. Page 72
Prospects ................................ Page 76
Imprint .................................. Page 78
3

4
Dear Readers,
100 years Behr. This is the success story of
a company that started in Stuttgart as a small
family business and is now one of the world’s
leading automobile suppliers.
Behr was always geared to sustained growth.
The strategic and technical milestones reported
on in our centennial magazine substantiate
this. Despite this growth, we have maintained
qualities characteristic of a medium-sized
company, e.g. flexibility and independence.
These are more important than ever as a
competitive edge. You can also read more
about that in this magazine.
100 years after being established, Behr’s
strategic target is to be a performance leader
offering the best price-performance ratio in
all major market sectors. We have established
ourselves as a technological leader worldwide.
Now it is a matter of consistently strengthening
and expanding this position.
However, we are not willing to just settle for
that. In terms of customer support, we are also
aiming to take over the lead globally. We must
continue to produce top quality at competitive
costs wherever our customers need us.
This self-commitment goes hand in hand
with our explicit commitment to Germany and
Baden-Württemberg as our industrial base.
Considerable resources will also be invested
here in the future to extend the plants and
development facilities.
What makes us confident – particularly in a
sector seldom outstripped when it comes to
harsh competition – that we can actually attain
these ambitious targets? The answer is to be
found in our deep-rooted corporate culture
that is lived day in, day out: we benefit from
an immense inner strength throughout our
global network. It gives us the necessary bond
to ensure that Behr remains an independent
company and can continue to develop
consistently.
Our corporate culture and the Behr values –
innovative, cost-focused, reliable and peopleoriented
– are the broad basis for sustained,
successful development. This is how we are
succeeding to form a successful performance
team out of the 17,000 employees we meanwhile
employ throughout the world.
This way, Behr is well equipped to continue
the success story of its first 100 years of
company history. We are supported by our
committed workforce, both old and new,
satisfied customers, reliable business partners
and a stable circle of shareholders that gives
us through its long-term commitment the
necessary room for maneuver – an important
competitive advantage.
Yours sincerely,
Dr. Markus Flik
Spokesman of the Board of Management

Ladies and Gentlemen,
As high-tech products, cars depend on
innovations. In 2004 alone, the German
automobile industry invested some 15 billion
euros in research and development. That is
one third of all R&D expenses of the German
economy and, consequently, the highest figure
of all the branches of industry. It is the
suppliers within our sector who are taking on
more and more responsibility for the complete
automobile as a product. They are increasingly
becoming systems partners of the manufacturers
and investing substantial capital to help make
the end product “automobile” even better –
whether in terms of fuel consumption, lower
emissions, safety, comfort, quality or costs, in
order to keep vehicles competitive.
Facing up to global challenges also has an
influence on the long-term success of our sector.
The suppliers are similarly well positioned
here: they successfully pressed ahead with the
internationalization of their business at an
early stage. They are involved throughout the
world – incidentally, also quite understandably
to the benefit of Germany as an industrial base.
Last year, the German suppliers were able to
increase their turnover by nine percent to a
new record level of almost 66 billion euros.
And they created some 2,000 new jobs here –
against the general economic trend in Germany.
Great flexibility, consistent technological
orientation, pronounced innovative strength
and a service concept assiduously aligned to
customer wishes are characteristics that
distinguish companies of the supplier industry.
This possibly applies even more specifically
to companies that are family-owned. The fact
that these attributes set the standard for
enterprising action makes the industrial middle
market even more competitive in the harshly
contested automobile business.
Behr is a particularly good example of this.
The customer-oriented company has brought
innovative products onto the market, opened
up news fields of activity and successfully
managed the step to becoming a global player
without neglecting the roots of its Swabian
origins and its corporate culture. Driven by
the quest for technological progress, Behr has
played a part in shaping the automotive success
story for 100 years and has set numerous
innovative trends in cooling and air conditioning
technology.
I sincerely congratulate Behr GmbH & Co. KG,
its owners, its management and its successful
team on its centennial anniversary and wish
good fortune, margins and growth for the next
100 years as well.
With best wishes,
Prof. Dr. Bernd Gottschalk
President of the German Association of the
Automotive Industry VDA
[Forewords]
5

Behr Chronicle:
Innovative by Tradition
The first 30 years …
1905
• Julius Friedrich Behr takes over from
Andreas Veigel the interest in Veigel and
Zoller, a workshop for the construction of
car radiators, tachometers and cake tins for
pastry shops. The new company is named
Behr & Zoller and specializes in constructing
radiators.
• After leaving Gustav Zoller, Andreas Veigel
concentrates on the construction of
instruments and later merges with Deuta
and Ota forming VDO.
1907
• Gustav Zoller leaves the joint company.
Julius Fr. Behr thus becomes sole owner. The
company operates under the new name Süddeutsche
Kühlerfabrik Julius Fr. Behr and is
located in the Neue Weinsteige 8 in Stuttgart.
6
1910
• In addition to air tube cooling systems,
Behr also tests different fin systems.
• Customers of the Süddeutsche Kühlerfabrik
(S.K.F.) include Benz, Opel, NSU and Saurer.
In addition, the company supplies the still
new sector of engine flying.
1911
• Move to the newly constructed Plant 1
in Feuerbach.
1913
• The company employs a workforce of 85 on
average. The average hourly wage is
55 pfennigs, a working week has 54 hours.
There is no entitlement to vacation.
1914
• Start of
hose clamp
production
as a second
foothold. The
hose clamps
are supplied
to automobile
and aircraft manufacturers, breweries,
engineering works and companies in the
telegraph industry.

1915
• Behr is granted the patent for standard
element radiators.
1916
• Behr employs a staff of 170.
1917
• The association “Jugendlust” is set up to
take care of employees’ children.
• A welfare service is established in order to
counteract the relatively high number of
employees absent from work owing to sickness.
• Start of cooler construction for special vehicles.
1919
• The first test stand to measure cooling
performance is installed.
1920
• There are 100 automobile manufacturers in
Germany; radiators become a design feature
of each and every car.
1921
• Three years after the end of the war, business
starts looking up again, although production
at Behr is not at full capacity.
• Behr is represented at the Berlin Automobile
Exhibition for the first time.
1923
• Building of the first administration building
next to Plant 1 in Feuerbach commences.
• Automobiles in Germany number 98,000.
1924
• The first heavy-duty cooling aggregate for
diesel rail engines is developed.
1926
• The production of steel doors is taken up as
a further foothold (until 1935).
• Julius Fr. Behr (second from right) undertakes
a study trip to the USA and meets technology
pioneers Thomas Alva Edison (fourth from
left) and Henry Ford (crouching).
1930
[Chronicle]
• Julius Fr. Behr dies on December 7 at the
age of 58 after a short illness. Coheirs take
over management of the company shortly
afterwards.
• The new Plant 2 (today’s main plant) goes
into operation in Feuerbach.
1932
• Behr sets up its first trial and testing facilities
in Plant 2.
1934
• Installation of facilities and production of the
first large-volume radiator series in Plant 2.
1935
• The Behr training workshop is established
and starts with the training of twelve
apprentices.
• The works’ choir
is founded.
• Manfred Behr, son
of the company
founder, officially
joins the company
as technical
manager with
power of attorney.
7

… 1936 – 1962 …
1936
• Behr initiates company vacations and staff
outings.
• Behr has a workforce of 615. Turnover
amounts to 4.2 million Reichsmarks.
1937
• Behr builds its first wind tunnel. A year later,
the legendary Mercedes “Silver Arrows”
undergo cooler performance tests there.
1938
• Behr employs 939 staff. Sales reach
7.8 million Reichsmarks.
8
1939
• Outbreak of the war also brings about
alterations to Behr’s production range.
Aircraft coolers, coolers for half-track
vehicles and tanks as well as charge-air
coolers and heat exchangers for high-speed
launches are supplied in increasing numbers.
• The first aluminum aircraft coolers are
developed.
1941
• Behr supplies the one thousandth aluminum
aircraft cooler.
1942
• The company is restructured as a limited
partnership (KG) and is now called Süddeutsche
Kühlerfabrik Julius Fr. Behr KG.
• Manfred Behr is appointed managing partner.
1944
• Behr introduces the award of premiums for
improvement suggestions.
• During the Second World War, Behr also
employs foreign workers. For this reason,
in the year 2000 a compensation payment
is made to the Federal Foundation “Remembrance,
Responsibility and Future” which
indemnifies former forced laborers.
1945
• Behr repairs radiators and produces
household articles out of aluminum.
1946
• Just one year after the end of the war some
radiators are being produced again.
1948
• The serial production of car radiators starts
anew.
• The “Behr Provident Fund” for staff in need
is set up.
1949
• Behr starts producing heaters for cars and
commercial vehicles.

1950
• The production of fresh-air heaters for cars,
commercial vehicles and buses commences –
a Behr innovation.
1951
• A license agreement is entered into with
India Radiators Ltd. to manufacture radiators.
• The “Behr Assistance, Julius Fr. Behr,
Support Association Stuttgart-Feuerbach”
is established.
1953
• The first engine cooling units with a
hydrostatic fan drive are constructed for
trucks and buses.
1954
• Juan Manuel Fangio wins the European
Grand Prix and the Formula One world
championship in a Mercedes-Benz W 196
fitted with a Behr cooler.
• Behr cooling aggregates with a hydraulic
fan drive for diesel rail engines are used
throughout the world.
1955
• Behr-Thomson Dehnstoffregler GmbH
is founded.
• Behr’s staff of 1,318 includes 1,113 industrial
workers. A working week has 46 hours. The
minimum hourly wage for a skilled worker
is DM 1.62 and standard vacation amounts
to up to 18 days.
1956
• Behr’s first testing and development facilities
go into operation.
1957
• Behr builds the first temperature-controlled
wind tunnel in Europe.
• The company takes up the production of
aircraft coolers again.
• The first mechanical data processing system
goes into operation.
[Chronicle]
• Behr constructs the first HVAC system for
a car (Mercedes-Benz 300) to go into serial
production in Europe.
1958
• Plastic is used in the production of vehicle
heaters for the first time.
1959
• The standard hourly wage is DM 2.44.
1960
• The workforce of 2,000 receives vacation
money for the first time instead of the
former “fall allowance”.
1961
• Ford in Cologne produces its millionth
vehicle with Behr cooling and heating.
• Behr acquires the licenses to produce Visco®
clutches and fans.
• Dr. Heinz Breuer becomes Managing Director,
Finance and Administration.
1962
• The first salt-bath brazed oil cooler is
developed.
9

… 1963 – 1992 …
1963
• The new Visco® fans for trucks go into serial
production.
• Production begins in the first section of the
new Mühlacker plant.
1964
• The first aluminum charge-air cooler is
produced for heavy-duty engines.
1965
• Start of serial production of Visco® clutches
for cars.
• The first “air conditioner” for cars, a
recirculated air system with temperature
control, goes into serial production.
1966
• Behr establishes the technical division Air
Conditioners and Fuel Heaters.
10
1967
• The company is converted into a limited
partnership with a limited liability company
(GmbH & Co. KG).
1969
Behr of America
• Behr of America (Little Ferry) and Behr France
(Rouffach) are founded.
• Behr acquires shares in Frape S.A., Barcelona.
Behr France
1970
• Behr is recognized as a manufacturing firm
for aviation equipment by the German Federal
Civil Aviation Authority.
• Production begins at the new Pforzheim plant.
1973
• Inauguration of the new administration
building in Feuerbach.
• Helene Behr,
widow of the
company
founder, dies at
the age of 89.
1974
• Behr introduces flexible working hours.
1975
• The company develops a flux-free and thus
environment-friendly method of brazing
(vacuum brazing) for aluminum car radiators.
• Aluminum radiators and heater cores with
plastic water tanks go into serial production.
• Production of mechanically joined fin and
tube heater cores begins.
1976
• The export of large-volume series begins.
• By increasing its capital stock, Behr acquires
majority interest in Frape S.A., Barcelona.
• Behr is the first manufacturer in Europe to
produce an integrated HVAC system for
trucks.

1977
• Acquisition and building up of Plant 8 in
Feuerbach for the serial production of coolers.
1979
• Behr takes an interest in India Radiators Ltd.
in Pune, India.
• Production commences at the new plant for
Visco® products in Vaihingen/Enz.
1980
• Dr. Heinz Breuer is the first external manager
to take over as Chairman of the Board of
Management.
• Frape S.A., based in Barcelona/Spain,
becomes Frape Behr S.A.
• Behr has a workforce of 4,900.
1981
• Horst Geidel joins the Behr Board of
Management.
• Behr brings a new generation of aluminum
radiators onto the market with the
mechanically joined fin and tube system.
1985
• On account of urban development measures,
the site of the main plant (Plant 1) is sold
to the Stuttgart municipal authorities.
• The first Advisory Board is appointed, with
which Manfred Behr discusses important
strategic issues.
1986
• The technical center (“Building 29”) opens
in Feuerbach.
1987
• The new plant constructed in Neustadt/
Danube in Bavaria starts producing air
conditioning components.
• The first Behr Quality Assurance Handbook
is approved by the Board of Management.
1988
• Horst Geidel succeeds Dr. Heinz Breuer and
becomes Spokesman – later Chairman – of
the Board of Management. He opens up the
company internally and externally: “New
Horizons and Change”. A systematic strategy
is developed. The first structure and process
analysis is completed.
• The first Supervisory Board emerges from
the Advisory Board and Dr. Heinz Breuer is
appointed Chairman. Dr. Manfred Behr is
Honorary Chairman.
1989
• The first written strategy concept is
developed.
• Behr is one of the first automobile suppliers
to introduce project management throughout
the company.
• Behr and Bosch establish a joint venture to
manufacture electronic operating controls.
The joint venture exists for some 10 years.
1990
[Chronicle]
• Manfred Behr dies on November 19 at the
age of 81.
• In the context of restructuring, the company
name is changed from Süddeutsche
Kühlerfabrik Julius Fr. Behr GmbH & Co. KG
to Behr GmbH & Co.
• Behr Industrietechnik is founded as a
wholly-owned subsidiary based in Stuttgart.
All Behr activities beyond the scope of the
automobile industry are transferred to the
new company.
1991
• Behr Industrietechnik starts producing
fuel tanks for motorcycles at its new plant
in Mylau.
• The first Behr wind tunnel in the USA goes
into operation.
1992
• Behr acquires the company Fahrzeugheizungen
Kirchberg GmbH in Kirchberg/Saxony.
• A technical project is managed on the basis
of simultaneous engineering for the first
time.
• The first company Works Council is established.
• Dr. Dr. h.c. Walther Zügel takes over as
Chairman of the Supervisory Board.
• Horst Geidel is elected member of the VDA
General Committee, which opens up new
contacts to top representatives of the sector.
11

… 1993 to date …
1993
• Behr starts serial production of flat-tube
condensers.
• The first extensive cost-cutting offensive
begins.
• Behr of America merges with the leading
American truck cooler manufacturer McCord,
a subsidiary of Cummins Engine Corporation.
Behr America – as the company is renamed –
expands considerably as a result and
becomes market leader in the American
truck business.
1994
• The first construction stage of Behr Lorraine
in Hambach/France commences operation.
The Nocolok method of brazing is used there
in serial production for the first time.
• Behr takes over majority interest in RCN
Radiadores S.A. in São Paulo/Brazil, now
Behr Brasil.
• Customer centers come into being. They
manage and coordinate all activities for
Behr customers at home and abroad.
• Behr develops plate-and-fin evaporators
to serial production stage.
12
• Vaihingen is the first Behr plant to introduce
team work in all production areas.
• Radiators, oil coolers, charge-air coolers,
refrigerant condensers and electric fans in
standard sizes are assembled on a modular
basis. This results in reasonably priced,
large-volume serial production of customized
modules using standardized products.
1995
• Implementation of “Behr 95”, the most
far-reaching restructuring process to date
in the company’s history.
• The “Total Quality and People Orientation”
project (referred to as TQM from the German)
commences and becomes a part of corporate
philosophy.
• The production of copper/brass radiators,
commenced in 1905, ceases in Germany and
is transferred to Frape Behr.
1996
• Behr-Thomson Dehnstoffregler GmbH becomes
Behr Thermot-tronik GmbH & Co.
• Behr is market leader for vehicle air
conditioning in Europe.
• The great-grandsons of the company founder
– Alexander Rauschenbusch and Ariane Piëch –
cease to be partners. The corporate holding
company (Baden-Württembergische Kapitalanlagegesellschaft
BWK) becomes a new
partner with minority interest.
• First serial production of aluminum stackedplate
oil coolers.
1997
• Behr Industrietechnik is the leading
European systems supplier in the field
of cooling systems for rail vehicles.
1998
• Behr Japan, based in Tokyo, is established.
• Behr Brasil goes into air conditioning.
• Behr America records initial success in the
passenger car sector.
• The quality management system is certified
in accordance with VDA 6.1 and QS 9000
so it complies with globally valid system
standards of the automobile industry.
• Behr generates sales of DM three billion.
1999
• The two joint ventures Behr-Hella Thermocontrol
and Hella-Behr Fahrzeugsysteme
are founded together with Hella. This is
Behr’s first step toward becoming a virtual
supplier company: cooperations open up
new fields of competence and new
international markets.
• The twenty-millionth aluminum cooler for
cars is produced in Mühlacker.
• Serial production of exhaust gas coolers
commences.
• Foundation of Behr Czech and Behr South
Africa in Mnichovo Hradiste/Czech Republic
and Durban/South Africa.
• Behr Service is established at the end
of 1999 and commences operations in
Schwäbisch Hall in 2000.

2000
• The production of wheel rims and wheels
for motorcycles commences at the new Behr
Industrietechnik plant in Reichenbach/
Saxony.
• The shareholders demonstrate long-term
commitment by increasing the share capital,
thereby securing future development of the
company.
• Behr establishes joint ventures with Toyo
(third-largest radiator manufacturer in Japan)
and the Sanden Corporation (leading
Japanese manufacturer of A/C compressors
for motor vehicles).
• Behr takes over Cummins’ interests in Behr
America.
• The first all-aluminum radiator for road
vehicles goes into serial production.
• Every fourth vehicle manufactured in Europe
is equipped with a cooling system from Behr.
• Behr sales top DM four billion.
• Visco® fans go into production at the new
plant in Webberville/USA.
• Behr-Hella Thermocontrol commences
production in a new plant in Lippstadt.
2001
• Behr opens an office in Shanghai.
• The new climatic wind tunnel in Stuttgart is
inaugurated, the most modern of its kind in
Europe.
2002
• Acquisition of Dayton Thermal Products brings
about a breakthrough in the key passenger
vehicle market in the USA.
• The new Technical Center in Troy near
Detroit/USA is inaugurated.
• The cost-cutting offensive “Ratio 350” is
launched.
• Behr starts with just-in-sequence deliveries.
• Production of the four-zone HVAC system
denotes a further innovative Behr
development worldwide.
2003
• Generational change: Dr. Markus Flik becomes
Spokesman of the Board of Management.
Horst Geidel takes over as Chairman of the
Supervisory Board.
• Lilo Behr, widow of Manfred Behr, dies in
Stuttgart at the age of 88.
• Behr establishes its first joint venture in China
with Shanghai Automotive (subsidiary of the
largest Chinese automobile manufacturer and
supplier group SAIC).
• The plant in Canton/USA is sold in the
context of a management buyout.
2004
[Chronicle]
• The new wind tunnel in Troy/USA is
inaugurated.
• Behr launches “Performance Partnership”,
a comprehensive program to further develop
customer relations.
• The first Behr products are manufactured in
China.
• Behr establishes its second joint venture in
China with Shanghai Automotive and Sanden
Corporation.
• A third joint venture in the world’s fastestgrowing
auto market is signed with
Dongfeng.
• Hella and Behr combine Hella-Behr
Fahrzeugsysteme with the French company
Plastic Omnium, a leading specialist in
plastic bumpers, to form a new joint venture.
2005
• Behr celebrates its centennial anniversary.
• Behr has a workforce of 17,000 worldwide
and generates sales of over three billion
euros in fiscal year 2004.
• Various other Behr anniversaries are
celebrated: Behr Thermot-tronik is 50, the
Pforzheim plant 35, Behr Industry 15 and
Behr Services five years old. Abroad, Behr
Paris celebrates its 20th anniversary, while
Behr Industry America and Behr-Toyo Engine
Cooling Systems are five years old.
13

[Cover Story]
Success of a Special Kind
By founding his workshop for car radiators
in 1905, Julius Fr. Behr lays the foundation
for a remarkable company history.
As early as 1910, not long after foundation of the Süddeutsche
Kühlerfabrik Julius Fr. Behr, Carl Benz fits his racing car with
a radiator from our company.
15

In 1915 Behr sets a milestone in the
development of radiators with its
standard element radiator.
Workshop for the construction of jigs and fixtures
and for maintenance of works equipment, 1920
16
Behr company logo from the early years
Drawing of radiator cowls for automobiles
in Plant 1, 1930
Advertising attracts particular attention.
A small workshop for motor vehicle radiators
in a rear building of the Neue Weinsteige 8 in
Stuttgart develops into a global company that
today ranks among the significant names of
the sector. That almost sounds like the script
of a successful TV film. However, the remarkable
success story was not written by a novelist –
it is reality and describes the development of
Behr over the last 100 years.
Production of steel doors as further foothold
in Plant 2, 1934

Today, our company is one of the leading
original equipment manufacturers in the field
of vehicle air conditioning and engine cooling
for cars and commercial vehicles. We are an
important partner of the international automobile
industry with some 17,000 staff as well
as 30 production plants and 10 development
bases in Europe, North and South America,
South Africa and Asia. We aim to be represented
wherever our customers base their production.
Despite increasing activities abroad, we
explicitly profess our commitment to Germany
as our industrial base and to our headquarters
in Stuttgart. Behr will continue to uphold its
strong Swabian character in the future – just
as over the past 100 years.
Major Investments in German Plants
and Research Facilities
Germany is and remains more than just an
important production base for Behr. We are
continuing to concentrate our research and
development activities in Stuttgart and are
expanding these consistently. Extension of
the Technical Center in the centennial year,
for example, is one aspect. However, that is
certainly not all: Behr annually invests over
six percent of its turnover in the development
Soldering of headers for aircraft coolers
in Plant 1, 1938
[Cover Story]
The management from NSU (Neckarsulmer Fahrzeugwerke AG) visits the new Behr plant in Feuerbach
in 1912.
of new products and methods – more than
most of our competitors. In the next three
years, a further 150 million euros will be
spent in Germany alone in order to strengthen
and improve our position as global
technology leader in vehicle air conditioning
and engine cooling for cars and commercial
vehicles.
Pressing of radiator components
in Plant 2, 1943
View of drawing office
in Plant 2, 1950
17

It is not only the
technological achievements
of Julius Fr. Behr that are
convincing. He also has an
exceptionally good intuition
for market niches.
Assembly of fresh-air heaters
in Plant 3, 1956
18
Behr cooling in the air: the four-engined Junkers G 38, the largest land plane of its time, first went into
operation in 1931.
The ambition and self-commitment to
repeatedly surprise customers throughout the
world with innovative ideas and to seek trendsetting
solutions together with them is a
tradition at Behr. The company founder himself
maintains close business and personal contacts
with many pioneers of the automobile industry.
Julius Fr. Behr already applies for numerous
patents in the first years after founding his
company and recognizes that the radiator is
Durability testing of water coolers
in Plant 3, 1960
not only a necessary means of dissipating
heat. His good intuition for market niches
prompts him, for example, to develop pointed
radiators which quickly become top sellers.
The Swiss and Dutch adorn their motor vehicles
with the decorative Behr products and this
brings in plenty of foreign currency in an
inflationary period. When times are difficult
for the Süddeutsche Kühlerfabrik, the money
helps to finance the company’s first own office
building – something that attracts considerable
Tool shop in
Plant 2, 1961

interest at the time and is proof of the great
faith Behr has in the development of the
automobile industry.
Contacts Abroad at an
Early Stage
Julius Fr. Behr realizes at an early stage that
it does not suffice merely to gather inspiration
in his home country to optimize products and
methods. Consequently, he sets off in 1926 on a
study trip to the USA. He meets the engineering
pioneers Thomas Alva Edison and Henry Ford
there.
His son Manfred, who takes over technical
management of his father’s company in 1935,
is of the same conviction. He also turns his
attention abroad, primarily toward America. The
engineer returns from a visit there with ideas
which, in addition to numerous products he
develops himself, become milestones in the
company’s history. These include, for example,
the “Behr fresh-air heater”, which heats the
interior of the vehicle using warm water from the
radiator and is first used in the “Buckel-Taunus”.
Visco® clutch production initially commences
under license. Subsequently, in the sixties, first
activities in vehicle air conditioning follow,
something which is already popular in the USA.
Assembly of a truck water cooler
in Plant 2, 1978
Today, approximately half of the group sales are
attributed to this field. At the same time, the
son of the company founder presses ahead with
developments for the aircraft and shipping
industry as well as for rail vehicles.
Consistent Promotion of
Internationalization
Manfred Behr renders our company a great
service not only as an indefatigable innovator,
who is continually on the look-out for new
product solutions. He recognizes at an early
stage what great significance expansion
beyond the borders of Germany has on the
profitable growth of his company. The offensive
approach to gain access to foreign markets
commences in 1969 with the foundation of
Behr France and Behr of America. Horst Geidel,
who takes over management in 1988, develops
Behr into a globally operating company and
later, in 2002, seizes a good opportunity to
establish Behr in the top league of global
suppliers by acquiring the Dayton Thermal
Products plant in Ohio/USA. By venturing
into the strongly growing Chinese market, his
successor Dr. Markus Flik successfully continues
to pursue the expansion strategy. The first year
of activities in China realizes a return for the
Behr Group.
Rolling of cooling fins at the
Mühlacker plant, 1980
[Cover Story]
As the poster illustrates, almost all important
forms of transport are fitted with Behr products
even in the thirties.
Production of cooling aggregates for diesel
train engines in Plant 3, 1985
19

Test stand for HVAC units
at the Feuerbach plant, 2003
Assembly of cooling modules
at the Mühlacker plant, 2000
20
Continual Focus on Customer Needs
The sustained success of Behr is not only
based on the fact that we support our customers
at their production locations throughout the
world and are strengthening and further
expanding our position as technological leader.
In the nineties, we achieved the step from
the premium segment into large-volume serial
production. In the case of commercial vehicles,
Production of air conditioners
at the Neustadt plant, 2002
Behr is meanwhile market leader. However,
we are not prepared to just settle for these
results.
Today, it is a matter of becoming the leader
as far as customer support is concerned. We
are on the right course in that direction. By
introducing product lines and customer centers
worldwide in 2000, Behr creates the necessary
basis to be able to respond more specifically
Plate-and-fin evaporator production
at the Mühlacker plant, 2003

Staff as Success Factor
Continuous optimization of the quality of
our products and services is essential to Behr’s
sustained positive development. In this respect,
we do not differ from many other companies
that promote Total Quality Management (TQM).
However, Behr does not leave it at just
managing quality. We understand considerably
more under the term TQM. For us it stands
for the German motto “Totale Qualität und
Menschlichkeit” (Total Quality and People
Orientation). Experience repeatedly shows
that motivated staff are the best qualification
to consistently offer our customers convincing,
innovative support. For this reason, Behr
offers a high degree of individual responsibility
as well as plenty of scope for development.
This way, we create the necessary environment
for innovative ideas, which are essential to
the continuous improvement process.
TQM Becomes a Part of Corporate
Philosophy
Launching of the TQM project takes place
in 1995 and it is initially applied in the parent
company. One year later, the starting signal
is given for implementation throughout the
Group. Dr. Andreas-Claus Windecker, TQM
Project Manager at the time and now head of
Group Human Resources Development, defines
his understanding of “Total Quality and People
Orientation”: “To me, TQM means finding a
positive way to mutually solve our day-to-day
tasks. Managerial staff and employees agree
on clear targets to solve problems and those
concerned are integrated into the solution
process so they are able to identify themselves
with it.” Today, TQM is firmly anchored in all
structures and procedures and ensures uniform
standards and processes throughout our
global network.
The concept comprises two elements, which
complement each other. First, it is a matter of
making clear where we currently stand and
Family events uphold the TQM tradition.
implementing a target management system in
order to remain competitive. Second, TQM is
aimed at convincing employees that they are
our focal asset, irrespective whether they work
in production or administration, are trainees
or managerial staff.
Diverse Measures as Basis for
Success of TQM
Dialog on a partnership basis between
superiors and employees, an open information
policy, the delegation of responsibility, a wide
range of further training opportunities for all
hierarchical levels and many other features are
all standard at Behr these days – at the parent
company in Stuttgart-Feuerbach just as at all
other locations in the world.
Horst Geidel, Chairman of Behr’s Supervisory
Board, sees this as precisely the right way to
achieve long-term top quality and continuous
improvement. He is convinced: “It cannot work
without consistently integrating employees in
[Cover Story]
what is happening.” The sustained success of
TQM at Behr proves him right.
Above-average commitment, the high rate of
attendance at in-house events as well as the
excellent working atmosphere (see page 71)
prove that the majority of employees enjoy
working for Behr. This attitude generates an
inner strength which is the envy of many other
companies. The mutual target of all Behr staff
continues to read: “We are not settling for what
we have achieved, but are consistently working
on further optimization of our product quality.”
Managerial Staff Assume Responsibility
for the TQM Process
Responsibility for the consistent implementation
of TQM has been with our managerial
staff since 1999. No mean task as the concept
demands a completely new style of management:
the superior at Behr is a coach. He encourages,
challenges and spurs on his team to attain top
performance together.
21

In its centennial year,
Behr has all the necessary
qualifications to continue
to grow profitably and be
an innovative and reliable
partner of its customers.
Automatic cooler core production line,
2000
22
Eurostar with oil-cooled transformers from Behr Industry, Waterloo Station, London
to customer requirements and strengthen
global expansion.
The Company as Performance
Partner of its Customers
2004 sees launching of the Performance
Partnership Program. The objective of this
initiative is to further develop Behr as a
performance partner and offer more than a
classical customer/supplier relationship.
A particular strength of Behr is virtual development:
CAD workplace, 1998
Experience gained from the first pilot projects
and recent awards from our customers makes
us optimistic that we are on the right course
with the Performance Partnership Program.
Cooperations Pave the Way
for Additional Fields of Business
and New Markets
The course is set at Behr for sustained
growth. Our cooperations are helping in this
connection. Behr-Hella Thermocontrol was
already established with Hella in 1999. This
joint venture enables us to benefit from the
increasing trend toward automatic air
conditioning. In the same year, Hella-Behr
Fahrzeugsysteme (HBF), a company that
develops and manufactures front-ends, is
established. Five years later, the two partners
combine the joint venture with Plastic Omnium
to establish the new joint company HBPO –
the world’s first company to specialize in frontends.
The recent development cooperation
with Eberspächer, a specialist in stationary
and auxiliary heaters, also promises successful
activities.
These are just some of the reasons for our
sustained, profitable growth and the high
quality of our products. You will learn more
on the following pages.

Keeping the Behr History Alive
A life without Behr is barely conceivable
for Heinz Leyrer (*1925), Manfred Illg (*1938)
and Siegfried Jenz (*1936). The three are
apprentices at Behr and embark on remarkable
careers. Each of the men can look back on
more than 45 years’ employment with the
company. And even in well-deserved retirement,
the trio enthusiastically spends a considerable
amount of spare time at Behr: as chroniclers
of the meanwhile hundred-year-old company
history, who are responsible for our museum.
Veritable treasures are to be seen there.
These include, for example, the first fresh-air
heater that was developed by Behr, or Europe’s
first serial air conditioner with automatic
temperature control for the Mercedes-Benz 600.
The original of the first radiator is on show,
just as the first aluminum cooler for aircraft
dating back to 1939. The three gentlemen
present well over 700 engine cooling and air
conditioning components and modules in the
Behr museum.
However, the three dedicated pensioners do
not restrict themselves to engineering by any
means. In their museum, visitors also find an
extensive photo archive as well as posters and
advertising material covering Behr’s history.
There is barely a question concerning our
company that the three are unable to answer.
And this should continue to be the case.
Neither Heinz Leyrer nor Manfred Illg or
Siegfried Jenz are thinking of giving up.
A small selection from their collection is
meanwhile to be seen in the new product
exhibition set up in the Behr Forum in Stuttgart
to celebrate our centennial anniversary.
[Cover Story]
A view of the Behr museum with its wealth
of exhibits
In charge of the Behr museum: Siegfried Jenz,
Heinz Leyrer and Manfred Illg (from left to right)
23

Founder Julius Fr. Behr manages the company
from 1905 until his early death in 1930.
Dr.-Ing. E.h. Manfred Behr joins the
Board of Management in 1931
and takes over as Chairman in 1942.
24
Guarantors of Success
Five managers have guided our company through its hundred-
year-old history, upheld traditions and promoted innovations.
A stable circle of shareholders guarantees our independence.
Excellent qualifications for further success.
Enthusiasm for the company’s products,
great identification with the company, understanding
for customer requirements, strong
determination to succeed, as well as the talent
to motivate are essential prerequisites for the
success of a company manager. From the
beginning, Behr is managed by persons with
these characteristics.
First and foremost is company founder Julius
Fr. Behr. At the beginning of the twentieth
century, he belongs to a circle of people who
foresee that motor vehicles will significantly
change everyday life. In 1905, the then
33-year-old joins the Stuttgart company Veigel
und Zoller as a partner. Shortly afterwards, the
Dr. Heinz Breuer initiates the transition
to external management. He is head of Behr
until 1988.
company trades under the name Behr & Zoller
and produces car radiators. Two years after
becoming self-employed, Julius Fr. Behr
becomes sole owner of the company.
Courage to Venture and Enterprising
Vision
Nothing can prevent him from promoting
the success story of the motor vehicle with
successive new developments. In times during
which the number of competitors increases
rapidly and many suppliers fail, Behr’s
enthusiasm helps him to consistently
strengthen the position of his company.
Horst Geidel shapes Behr into a successful
globally operating company group between
1988 and 2003.

26
One of the first wind tunnels in the world goes into operation at Behr in 1937 to measure the
performance of engine cooling. In 1957, Europe’s first adjustable climatic wind tunnel for
the development of vehicle heating and cooling systems follows. Today, we offer our customers
throughout the world key testing facilities for air conditioning and engine cooling in wind tunnels
of the fourth generation in Stuttgart (inaugurated 2001) and Troy/USA (inaugurated 2004).

Ideas, Inspiration,
Innovations
Target-oriented research and development activities are essential to the success of
our company. Company founder Julius Fr. Behr focuses on attaining a technological
edge from the start. Manfred Behr expands the successful strategy of his father and
firmly anchors inventiveness and customer-orientation in Behr’s corporate culture.
Further expansion of technological leadership is one of Behr’s important strategic
objectives today and in future.
[Technology]
27

2002: start of serial production of the
first four-zone HVAC system combined
in one unit – for individual comfort
for the driver, front-seat passenger
and passengers in the back.
Behr starts producing the standard
element radiator in 1915. If an element
was damaged, it could easily be replaced
by a new one.
28
At the beginning of the 20th century in the
then German Reich there are numerous companies
working on the construction of radiators.
In 1913, the Behr chronicle lists 30 “reputable
rival companies” and ten “automobile factories
with their own radiator production”.
In order to stand out from the competition,
Julius Fr. Behr focuses on efficient, technologi-
Manfred Behr solves the problem of installing the radiator
in the rear of a vehicle in 1934 with his dissertation
“The automatically ventilated cooler installed in
the vehicle interior”. The innovation is installed in the
Mercedes-Benz rear-engine vehicle 130/170 H.
cally sophisticated products. Development work
becomes a substantial part of the company’s
activities. Even around 1907 the perfectionist
Julius Fr. Behr works on aero- and thermodynamic
tests. He soon recognizes that the
design of the air-side of the radiator is of
particular significance to heat dissipation into
the atmosphere. In 1915, the Aerodynamics
Institute for Aircraft Craftsmanship at the
Technical University in Dresden carries out
scientific measurements on radiators for Behr.
He systematically evaluates the results and
attains a major competitive edge in the sector.
Differentiating ourselves from the competition
through technological leadership is one of the
most important strategic objectives of our
company today. We purposefully invest in
research and development to this end.
Close Cooperation with Customers
is Tradition at Behr
Technological know-how and innovational
strength are essential to the development of
forward-looking products. However, solutions
offering genuine added value can only emerge
by intensively analyzing the requirements of
the automobile manufacturers. That is why we
attach great importance to close, reliable
cooperation with our customers. This approach
The first “air conditioner”, a recirculated air system
with temperature control, goes into serial production
in 1965.

Successful with Behr coolers on board: the racing
cars of Auto Union founded in 1932
is a tradition at Behr, as two examples from
the thirties illustrate: Manfred Behr, son of
the company founder, is involved at an early
stage in preparatory work for the subsequent
Volkswagen. The same applies to development
of the Auto Union Grand Prix racing car, which
is celebrated as a sensation in 1934.
Trustful cooperation – to Behr that means
not just simply fulfilling customer demands but
questioning existing solutions and, if possible,
offering better alternatives. In this connection,
developers are also attending more to the
opinions of end users. After all, the extent of
drivers’ satisfaction with their vehicles also
depends on Behr products.
Better performance, less weight, lower costs:
after intensive development work, Behr brings
the first flux-free brazed aluminum radiator
onto the market in 1975.
From “Radiator Behr” to a Leading
Specialist in Air Conditioning
and Engine Cooling
In 1949, Behr starts producing heaters –
a logical extension of the existing product
portfolio. In the case of the “Gulf Stream
heater”, fin and tube panels that are connected
to the cooling system and through which water
flows, warm the passengers’ feet. Eight years
later, Behr constructs the first complete car
HVAC system to go into serial production in
Europe. The portfolio is extended again in
1961: Behr acquires the license to produce
Visco® clutches and Visco® fans and duly
develops the product further.
For several years auto makers have been
transferring more and more development and
integration work to suppliers. This acts as an
incentive and challenge to Behr to tread new
paths and consistently expand its system
expertise. At the same time, project-related
cooperation with other companies gains
significance – Behr’s partner network strengthens.
This makes project work more demanding,
but we are able to offer our customers genuine
added value: they benefit from perfectly
coordinated systems, e.g. front-end modules,
and a noticeable reduction in coordination,
development and logistics.
Greater system competence: together with competent partners such as Hella and Plastic Omnium,
Behr now takes on additional development and integration work and supplies complete
coordinated modules such as control and operating units for vehicle HVAC systems (left)
and front-end modules (right).
[Technology]
Solutions offering genuine
added value emerge from
intensive analysis of customer
requirements. And that has
been the case for 100 years.
29

Behr engineers think
in terms of complete vehicle
air conditioning and
engine cooling systems.
In 1919 the first test stand to
measure cooling performance
is installed.
30
Always on the Ball: Test Facilities
at Behr
An important pillar in Behr’s development
work are its test facilities, which customers
also like to fall back on. At the beginning
of the thirties, for example, Daimler-Benz
engineers test the oil and cooling water
circulation in their vehicles at Behr. Around
the same time, development of the German
freeway network means new challenges for
the automobile industry. Vehicles capable of
higher average speeds but with the same
fuel consumption and comfort need to be
manufactured. In order to obtain more
accurate and comparable test results, Manfred
Behr decides to supplement road tests with
measurements carried out in the company’s
own wind tunnel in Stuttgart. Even the
legendary Mercedes “Silver Arrows” are tested
in the Behr wind tunnel inaugurated in Stuttgart
in 1937. In 1957, Behr builds Europe’s first
adjustable climatic wind tunnel for the
development of vehicle heating and cooling
systems. The testing facilities are enlarged in
1972 to create a development center unmatched
anywhere in Europe. The centennial year 2005
sees completion of further development of
the research and development facilities in
Stuttgart, the largest development base of the
Behr Group. Modern performance, durability
The measurement of cooling efficiency today:
car and truck cooling systems can be tested
to their limits in the wind tunnel.
and acoustic test stands enable the efficient
development of high-quality, reliable products,
that take into account ever increasing
demands in terms of comfort, ecology and
integration.
Klemens Schmiederer, Managing Director,
Air Conditioning Product Division: “Drivers’
expectations, e.g. regarding acoustic comfort
inside the vehicle, are becoming increasingly
demanding. By applying our acoustic analysis
methods in the new acoustics laboratories,
we are able to establish local sources of sound
and the spreading mechanisms. Our products
undergo continual detailed refinement on the
basis of these results.”
Virtual Product Development:
A particular strength of Behr’s
A particular strength of Behr’s is virtual
development. What started in 1988 with the
first durability analyses is now an integral part
of all development projects. State-of-the-art
simulation tools provide informative data on
performance, reliability and required installation
space of separate components at an early stage.
All along, Behr engineers think in terms of
complete vehicle air conditioning and engine
cooling systems.
Continuous improvement of the acoustic comfort is
an integral part of the development process at Behr.
Components, modules and systems are optimized in
state-of-the-art acoustic laboratories.

Three questions put to Dr. Markus Flik
Expanding technological leadership
is one of Behr’s strategic objectives.
What are the success factors to achieve
this target?
Dr. Markus Flik: Technological competence
is an integral part of our corporate culture.
Innovative enthusiasm and orientation to
solve problems are Behr genes that have
made the success of the past 100 years
possible and will also form the basis
for future success. Behr’s development
engineers work with state-of-the-art tools
and have the necessary freedom to transform
ideas into innovative products. Selective
market analyses and intensive dialog with
customers and partners enable us to point
By intelligently combining simulation and
testing – validation – Behr streamlines development
time and costs. Extensive reliability
management gives our customers and ourselves
additional assurance: this instrument enables
weak points to be recognized and eliminated
at a very early stage of the product engineering
process. “We are very close to reality with our
Success factor simulation: before investing
in prototypes, we are able to depict the
effect of various determining factors on
the performance of separate components.
the way for product development at an early
stage and avoid wrong decisions. In future,
we will continue to invest specifically in
the knowledge of our workforce and in the
modernization of our development tools.
Key word costs: what influence does
the enormous pressure on costs in the
automobile industry have on development
work at Behr?
Dr. Markus Flik: These days an engineer
is not just faced with the question as to
how best solve a problem technically –
he must also come up with the most costeffective
solution. Or he must offer the
customer an additional benefit which
development methods, are able to make service
life predictions and determine the failure
probability of components”, explains Jochen
Eitel, head of Advanced Engineering in the
Engine Cooling Product Division. Behr’s
validation processes are the key to the fast
development of solutions geared to market
requirements at optimum cost.
[Technology]
enables costs to be saved elsewhere. That
demands additional know-how. This is
one of the reasons why we launched an
extensive competence offensive in 2002.
What role do cooperations play in
research and development?
Dr. Markus Flik: The development
departments of partners involved in a
project have to cooperate very closely.
It is a case of harmonizing priorities,
working methods and mentalities. That
demands intensive communication and
a particularly attentive project manager.
However, at the end of the day, everyone
benefits: the development partners gain
new know-how and our customers receive
optimally coordinated systems that
involve less development on their part.
Development objective “maximum comfort”: since 2002 the thermal dummy has been helping to determine
the subjective sense of well-being of drivers and passengers and provides valuable data to further improve
automatic HVAC systems (photo left). Our system know-how enables us to optimize the airflow in the cabin
and enhance passenger comfort (photo right).
31

The Behr Development
System facilitates efficient
global development.
32
Global Knowledge Transfer
Pradeep Palande has been with Behr India
as a product design engineer since July
1999. He travels to Stuttgart in July 2002
in order to work on a customer project.
Pradeep Palande takes on responsibility
for development of the cooling module,
liaises with customers and suppliers and
coordinates tool design and construction.
One of his ideas, which comes about during
his work in Germany, is filed as a patent
in 2004. Pradeep Palande will remain in
Stuttgart until October 2005 to see through
the serial production launching of the
cooling module. The 28-year-old engineer
is also currently involved in projects of
Indian customers.
Furthermore, while in Stuttgart, he is
coordinating project activities of the Pune
“Engineering Service”. Some 15 Indian
development engineers at Behr India offer
their services throughout the Behr Group.
The Indian joint venture with the Anand
Group has qualified engineers who provide
expertise and work capacity to all Behr
research and development bases. A particular
advantage is the fact that the region
Global Research and Development
100 years after foundation of the company,
Behr carries out development work at 10 international
locations. The development engineers
in Germany, Spain, France, the Czech Republic,
the USA, Brazil, South Africa, India, Japan
and China cooperate across national borders.
Binding development standards are anchored
in the Behr Development System (BDS), ensuring
uniform quality of products throughout the
company and facilitating efficient global
development. All personnel involved in the
development process have access to available
company knowledge via BDS. Validation
processes, testing procedures, design guidelines
and methods of product cost optimization,
of Pune has Thursdays, instead of Sundays,
as its free day. Indian colleagues work six
days a week from Friday to Wednesday. This
means that work can be sent to India on
a Friday and results are available by the
following Monday.
When he returns to India, Pradeep Palande
will take over responsibility for all R&D
activities in the engine cooling division.
for example, are available at the touch of a
button. Before a subject is filed in BDS, it is
checked whether it represents best practice
standards. This way, Behr ensures that only
the best ideas and procedures are defined as
binding standards.
Test Laboratories on Four
Continents
Depending on the focus of their activities,
the Behr development bases are equipped with
appropriate testing facilities. Standardized
testing methods as well as stipulations governing
test laboratory equipment ensure that
test results are comparable throughout Behr.
He will pass on his newly acquired knowledge
and elements of the Behr culture to
his colleagues in India. “Here, in Stuttgart,
I am working with the most advanced tools
and methods and continually learning new
things. I will be able to contribute this to
the existing knowledge of my colleagues in
Pune”, says Pradeep Palande. But it is not
just a case of transferring knowledge. “Getting
to know German colleagues personally
is just as important. This helps to break
down barriers and makes cooperation across
national borders much easier.”
Successful German-Indian cooperation: Pradeep Pralande (right)
with his German colleague Boris Bangert

Focus on the Future
Which products and forms of technology are
relevant to markets of the future? Where can
new sectors be opened up using Behr expertise?
Which is the optimum simulation method that
applies to all Behr development activities?
Answers to these and similar questions are
provided by the Behr Technology Center in
Stuttgart that came into being in 1995. Today,
a workforce of some 60 employees concentrates
on technical issues of the future. They observe
markets, identify trends, develop simulation
methods and ensure that development expertise
and state-of-the-art development methods
are available throughout Behr. “To secure our
success in the long term, we have to know the
future demands of our customers as accurately
as possible and derive strategies from these for
the development of products and technologies”,
explains Dr. Thomas Heckenberger, head of the
Technology Center since 2001.
The course is set for a successful future.
Ideas and impetus from Behr will continue to
characterize progress in vehicle air conditioning
and engine cooling in the future as well.
2004 – 67 years after opening the first Behr wind tunnel – Behr inaugurates the most modern
climatic wind tunnel in the USA at its Technical Center in Troy. It is one of the few facilities in the
world capable of testing air conditioning and engine cooling systems of all categories of vehicles –
from small cars to the largest US truck.
[Technology]
Klemens Schmiederer, Managing Director,
Air Conditioning Product Division
Three questions
put to Klemens
Schmiederer
The competence offensive completed
at the end of 2004 – how great was
its importance to Behr?
Klemens Schmiederer: Substantial.
As a result, we have strengthened our
core competences over the complete
process – from the planning of a
product through to production and
supply. And we have established tools
that are helping us to work more
efficiently throughout the world.
Can you name some examples?
Klemens Schmiederer: The Behr
Development System, in short BDS.
Experience and best practices from all
Behr production locations flow into BDS
and use is made of this information
worldwide. Binding design guidelines,
for example, apply to all essential Behr
components. Every development
engineer at Behr must use these as
a basis for his work.
Are improvements through BDS
already noticeable?
Klemens Schmiederer: Certainly. Take
a look at the new product validation.
By integrating reliability management
in the validation process, realistic
operating conditions can be tested
even more carefully. In addition, the
number of expensive modifications is
reduced because through BDS we have
greater knowledge about taking tools
and assembly into account in design.
33

The Behr Thermot-tronik product spectrum: innovative solutions for automotive, industrial and domestic engineering applications
50 Years of Intelligent
Temperature Control
Assembly of coolant thermostats, 1959
34
Inspired by a trip to the USA, Manfred Behr recognizes the
significance of reliably functioning cooling systems as a further
competence of the Süddeutsche Kühlerfabrik.
These systems promise to set new standards
in the functionality of engine cooling circuits.
The introduction of wax element technology as
a temperature control system becomes necessary
to optimize the operation of high-pressure
cooling systems.
Pioneer of New Technology
In 1954, Manfred Behr makes contacts with
Standard-Thomson in order to negotiate a
license agreement for the application of wax
element technology. His efforts are fruitful:
on August 5, 1955 the Behr-Thomson Dehnstoffregler
GmbH is founded. This marks the
beginning of a successful company history
in the field of thermostatic cooling circuit
control systems. Behr-Thomson products are
used in the engine and motor vehicle industry
as well as in stationary systems. In its first
business year, Behr-Thomson’s workforce of nine
produces some 12,000 coolant thermostats.
A large proportion of these are sent to
domestic and foreign automobile and engine
manufacturers as free test samples. The
coolant thermostat with its wax element
arouses a great deal of interest in the European
automobile industry. At the end of 1955, the
first coolant thermostats with wax elements
go into serial production for the Mercedes-
Benz 190 SL.
Three years after foundation of the company,
there are already 29 bulk buyers and almost
150 further companies on the customer list
of the innovative supplier. The following years
are also characterized by growth, resulting in
regular expansion of the production capacities.
Behr-Thomson Italia, the first foreign subsidiary,
is founded in 1970. In 1972, Behr-Thomson
moves from Stuttgart-Feuerbach to the newly
constructed plant in Kornwestheim – still the
headquarters of the company today.

Consistently Innovative – also
Beyond the Automobile Industry
In the following years, Behr-Thomson also
develops coolant control devices for heavy-duty
engines, oil temperature regulators as well as
thermal switches, which form a significant area
of business from 1980 onward and lead to the
foundation of a joint venture in St. Georgen –
a wholly-owned subsidiary of BTT since 1985.
In 1987, Manfred Behr completely takes over
Behr-Thomson, from which Behr Thermot-tronik
then emerges in 1996. Beyond the engine and
automobile industry, products are developed
for domestic and industrial applications. Behr
Thomson-Dehnstoffregler GmbH is established
in Berga/Kyffhäuser (Saxony-Anhalt) in 1992
as a main production base.
Behr Thermot-tronik has been developing
map-controlled coolant thermostat systems
since 1992. The patented map-controlled
thermostat system is triggered electronically,
i.e. the coolant temperature is automatically
regulated depending on the respective driving
situation. This development opens up new
dimensions of coolant circuit control as
required. The advantages being lower fuel
consumption and fewer emissions. This
technology first goes into serial production in
1996 in 12-, 8-, 6- and 4-cylinder gas engines.
Various automobile manufactures meanwhile
apply this technology.
Behr Thermot-tronik develops the first
map-controlled thermostats in 1992.
Quality and Efficiency
Innovative strength, system competence
in cooling circuits and expertise in process
engineering as well as presence on the
important European, American and Asian
markets make Behr Thermot-tronik a
respected partner, acknowledged for top
quality and efficiency.
The Course is Set for Growth
On April 1, 2005, Behr GmbH & Co. KG
took over the former affiliated company Behr
Thermot-tronik GmbH, making it a whollyowned
subsidiary of the Behr Group. The
company management, company name and
scope of business activities remain unchanged.
Behr Thermot-tronik will continue to operate
independently in the field of thermostatic
control systems.
Both companies will cooperate closely in
future, chiefly in product development, in
order to further develop coolant circuit control
systems – particularly to meet future emission
regulations. Behr Thermot-tronik can expand
its product spectrum this way and has the
opportunity to extend its customer base,
particularly on overseas markets. The Behr
Group strengthens its system competence in
the field of engine cooling.
High standard of products and processes using
state-of-the-art production methods
[Behr Thermot-tronik]
Behr Thermottronik
today
Employees: 620
Sales 2004: 81 million euros
Investments 2004: 8 million euros
Products
Automobile and industrial
applications
• Thermostat inserts, integral
thermostats, housing thermostats,
map-controlled thermostats,
thermal switches and sensors,
gear and engine oil temperature
regulators, oil pressure switches,
wax elements for use in coolants,
oil, air and fuels
Domestic engineering
• Actuators (also for constant
regulation) and fluid sensors for
thermostatic radiator valves as
well as thermostat heads in
heating systems
• Wax elements for regulation and
monitoring tasks in sanitary and
air conditioning systems
Production locations
Kornwestheim, St. Georgen, Berga,
Holysov
Joint ventures
Italy, Mexico, Korea
Sales offices
USA, France, Japan
35

Customer relations on a partnership
basis are being consistently
strengthened at Behr.
36
Better than the
Competition
Behr is already established as a technological leader.
The Performance Partnership Program now ambitiously aims
to establish the company internationally as the clear No. 1
in customer support. Behr is continuing to move from being
a classical supplier to become a performance partner this way.

Building up and cultivating long-term customer
relations is the foundation for sustained
business success. This conviction runs like a
thread through the 100 years of Behr history.
Company founder Julius Fr. Behr does not see
his young company just as a supplier completing
orders for the automobile manufacturers. He
regards it as an obligation and challenge to
support customers by repeatedly coming up
with new ideas and helping them to continually
optimize their products. The founder’s successors
act in just the same way. Customer satisfaction
has top priority in their eyes and those of the
workforce.
Automobile manufacturers value this special
form of cooperation. Many awards underline
this. This way, the companies honor the
excellent performance of a supplier in the fields
of quality, costs, technology, supply reliability
and cooperation. “Such acknowledgements are
our greatest reward for the hard work and
dedication of Behr’s workforce”, explains
Dr. Markus Flik, Spokesman of the Board of
Management.
On Course to Becoming a Performance
Partner of Customers
Customer satisfaction should increase further
in future. “Because”, says Colin Carter, Managing
Director, Customer Centers and Sales, “we have
to be better than expected and stand out from
the competition with higher-than-average
performance.” The target is performance leadership
combined with the aspiration to offer the
customer the best price-performance ratio in
all sectors – premium cars, mass-produced car
series and trucks.
It is a matter of supporting the automobile
manufacturers even more intensively and solving
problems that arise quickly and intelligently.
At the same time, costs and quality are to be
optimized together with the customer in a
continual improvement process. This way, not
only does an even closer customer relationship
on a partnership basis come about in the
medium term: Behr becomes a performance
partner of the manufacturers.
This close cooperation leads to greater
openness between the partners and additionally
creates cost advantages. Development processes,
for example, can be managed more easily and
faster on the basis of good partnership relations.
Particularly in this area, as well as in purchasing,
the demands made by the automobile
manufacturers on their suppliers are becoming
more exacting. They expect top technology
at competitive prices.
Performance Partnership Program
Initiated
Through the Performance Partnership
Program initiated in 2004, Behr is creating
the basis to establish itself as the leading
company nationally and internationally in
the area of customer support. The program
pursues three targets: excellent customer
relations, customer-oriented employees as
well as smooth organization.
Excellent
customer
relations
Philosophy of Performance Partnership
Customeroriented
employees
[Performance Partnership]
Despite increasingly harsh
competition, Behr’s aspiration
is to clearly stand out from
other suppliers through
exceptional performance.
Smooth
organization
More than a classical customer/supplier relationship: Behr’s Performance Partnership Program is based on
three pillars that enable optimum customer orientation.
37

Openness, fairness and trust
are an essential basis
for Behr for successful,
long-term cooperation.
38
Behr has been carrying out customer satisfaction
surveys since the nineties and since
2004 they have become worldwide. The analyses
involve questioning the areas responsible for
purchasing, development, quality and logistics
whether they are satisfied with Behr’s work
and where there is room for improvement.
The result of the first global survey makes us
optimistic: overall, customers attest that we
are better than the best competitor.
In addition, Behr is conducting pilot projects
in which examples of performance partnership
are jointly practised between employees and
customers. In one case, it is necessary to
optimize cooperation between the respective
national and international Behr plants, the
customer center, the product lines and the
customer prior to production commencement
of a new product. As the result of good
cooperation in the context of a partnership,
the project is running extremely successfully.
The gained experience will be applied to
everyday work.
The cross-functional team of change agents and their managers stand for the success of the Performance
Partnership Program: (from left to right) Ludwig Wolf, Gunther Werner, Alexandre Kalup, Brent White,
Thomas Hübsch, Benjamin Steiffert, Manfred Beck, Matt Bartlett, Alejandro Vallés, Manfred Fuchs,
Daniel Benz und George Wilkie. Claire Champel-Peter (Behr Service) is not on the photo.
Behr is Investing in the Qualification
of Staff
Customer orientation practised by all
employees is the second target of performance
partnership. Every Behr employee essentially
contributes to customer satisfaction, no matter
whether the customer is a manufacturer or an
in-house department. An extensive instruction
and advanced training program is helping to
attain the necessary technical and personal
qualification as well as arouse cooperative
motivation. After all, the ambitious target
of offering manufacturers unequaled support
can only be achieved with an exceptionally
motivated team that faces new challenges
offensively.
Initial experience gained from implementation
of performance partnership proves that Behr
employees are tackling the issue with zeal.
The number of suggestions how, in their
opinion, cooperation with manufacturers can
be further improved, is accordingly high.
However, it is not just a matter of identifying
possible optimization potential related to
products and production processes. Procedures
in administration and sales are also being
scrutinized. As a performance partner, Behr
must demonstrate just as much commitment,
cooperativeness and friendliness here as in
development and production.
Performance Partnership Team
Ensures Smooth Organization
Managerial staff at the Behr locations are
responsible for the definition of interface
issues, derived from employees’ suggestions
as well as based on their own perception,
which can be optimized through interaction
between the departments and/or with the
customer. The responsible so-called change
agent then introduces specific improvement
measures locally and sees through their
implementation. Behr has selected eleven
such experts from the circle of experienced
Behr personnel at home and abroad and
prepared them thoroughly for this new
task.

Good relations among Behr employees are contributing to the success of Performance Partnership.
The first projects got under way at the
beginning of 2005. They involve, for example,
increasing Behr’s speed, more efficient organization
of internal and external communication,
or further improvement of intercultural
cooperation in the Behr global network.
Behr Should be Synonymous with
Optimum Customer Orientation
Worldwide
Behr is giving customer/supplier relations a
new definition through its aspired performance
partnership. The declared objective is to give
automobile manufacturers the secure feeling
that they are in really good hands with Behr.
The company is working hard to become the
preferred partner of the automobile industry,
to become the unequivocal leader in technology
and customer support among national and
international competition. This will not only
make Behr a performance partner but also
the performance leader, capable of offering
customers worldwide the best price-performance
ratio.
In order to achieve this, it is absolutely
necessary to attain mutual trust and to treat
each other with respect. This also applies to
employees in other departments and at the
various production locations involved in a
project. The positive development of the pilot
projects confirms our conviction that such
cooperation on a partnership basis is possible
and brings about advantages both for customers
and Behr.
Not least, this innovative form of cooperation
with our customers also makes Behr an attractive
employer able to offer its employees secure
jobs. An increasingly important criterion when
it is necessary to win qualified junior staff for
the national and international companies of
the Behr Group.
Performance Partnership will be
Implemented Throughout the Whole
Company Group
Behr’s philosophy of performance partnership
and its self-commitment to offer the best
customer support worldwide is not restricted
to customers from the classical automobile
industry. Customers supplied with spare parts
from Behr Service as well as those dealing
with Behr Industry and Behr Thermot-tronik
can likewise be sure of optimum support.
[Performance Partnership]
Colin Carter, Managing Director,
Customer Centers and Sales
Three questions
put to Colin Carter
How does Behr stand out through
its Performance Partnership Program
compared with initiatives of the
competition?
Colin Carter: We are able to react
to the wishes and requirements of our
customers at home and abroad more
quickly and efficiently.
On what are these strengths
based?
Colin Carter: Behr profits from two
fundamental things – its size and its
specialization in the fields of vehicle
air conditioning and engine cooling.
As far as significant competitors are
concerned, on the whole these are
supplier groups that do not restrict
themselves to these areas of business
but are involved in many different
fields. The consequence being that such
companies are frequently unable to
react as quickly and as flexibly as Behr.
Can Behr customers assume that
all their wishes will be met in
future?
Colin Carter: The aim of performance
partnership is to provide optimum
support. Obviously, we are not always
able to fulfill all demands, but Behr
offers intelligent alternatives in such
cases. We want to offer the best
possible long-term price-performance
ratio.
39

Customer Proximity
Counts in Commercial
Business
40
Customer relations and cooperation
based on partnership are factors
important to the success of
Behr Service.
Making use of growth opportunities through
greater proximity to the customer: globalization
is an essential strategic element of Behr Service
Behr Service GmbH first celebrates its fifth anniversary in the
centennial year, but the spare parts business plays an important
role in Behr’s company history from the start.
Repair workshops are on the list of Behr
customers from the early years. Today, Behr
Service is one of the world’s leading suppliers
of spare parts and services for vehicle air
conditioning and engine cooling.
In order to make full use of the market
potential, processes and structures are adjusted
to the specific requirements of commercial
trading. For this reason, an independent subsidiary
is founded at the end of 1999, which
commences operational business in May 2000.
Sales Division becomes Independent
Limited Liability Company (GmbH)
The newly founded company Behr Service
establishes itself in Sulzbach near Schwäbisch
Hall, some 70 kilometers from Stuttgart.
Sulzbach already accommodates the central
warehouse, from which thousands of packages,
pallets and containers with spare parts,
materials, fittings and service equipment are
dispatched throughout the world every year.
In addition to sufficient storage capacity,
the existing building offers plenty of space
for expansion of the new company.
The first years of Behr Service demand a great
deal of energy and motivation. It is a matter
of attaining ambitious sales targets, forming
and strengthening close relationships with
customers while, at the same time, building up
a new organization. Consistently increasing
sales figures and a continually growing list of
customers are the reward for the efforts and
are an incentive to accomplish more.

Standing Out With a Reputable
Name
Like Behr with its serial production activities,
Behr Service specializes in the core competences
vehicle air conditioning and engine cooling. In
addition to the independent aftermarket (IAM),
Behr Service covers the supply of spare parts
for serially manufactured vehicles as an original
equipment spare (OES) parts supplier. Behr
Service successfully stands out with its high
product quality, excellent service and expertise
in the field of complex HVAC and engine cooling
systems.
The general framework of a young company
provides additional tailwind. “We are able to
offer our customers the flexibility of a small
company and, at the same time, the continuity
of a major company”, explains Jürgen Laucher,
together with Hubert Ernst Managing Director
of Behr Service. This is valued by the market,
just as the personal support provided by
competent and committed personnel.
In the modern central warehouse in Sulzdorf more
than 5,000 various parts are ready for dispatch.
The range of Behr Service products meanwhile
covers 95 percent of existing European vehicles.
Around 5,000 various parts are available for
dispatch in Sulzbach. The selection is mainly
produced in Behr plants in Europe and South
Africa. Some original parts are purchased by
the company to complete the portfolio.
Close to the Customer
Customer proximity is an important success
factor in commercial business. Consequently,
in addition to its spare parts operations, Behr
Service is expanding the network of so-called
“Behr service stations” in Germany for the
servicing and repair of vehicle air conditioners.
These independent repair and service workshops
are supported through the Behr Service partnership
concept, which offers training seminars,
strategic advice, a technical hotline and sales
incentive measures.
Fast global expansion is a strategic target of
Behr Service. Shortly after being established,
subsidiaries in France and Spain follow. Since
January 2004, Behr Service is also represented
in China. By establishing itself in Shanghai,
Behr Service aims to extend its customer
structure over the whole Asia-Pacific region and
make greater use of purchasing opportunities
for its global business. In addition, Behr Service
manages existing service organizations in Brazil,
North America and South Africa. Since May 2004,
Behr Service Polska serves customers in Poland
as well as in several neighbouring countries.
In February 2005, establishment of the joint
venture Behr Hella Service is announced. The
successful cooperation between Hella and Behr
will be further developed by the new company.
Target is to jointly serve the independent aftermarket
(IAM). The IAM activities of Behr Service
are to be combined with the operations of
the Hella trade organization in the field of air
conditioning; Behr’s product expertise and
Hella’s strong global sales organization
complement each other ideally. It is planned
to commence joint venture operations at the
end of 2005, initially in Europe and Asia and
then worldwide.
SERVICE
[Behr Service]
Behr Service today
Employees worldwide (excluding
production): approx. 300
Sales 2004: 254 million euros
Behr Service subsidiaries,
sales offices and joint ventures
Europe
• Behr Service
Schwäbisch Hall/Germany
• Behr Hella Service
Schwäbisch Hall/Germany
• Behr Service France
Paris/France
• Frape Behr Service
Barcelona/Spain
• Behr Service Sales Office
Turin/Italy
• Behr Service Polska
Krakow/Poland
Asia
• Behr Service China
Shanghai/China
North America
• Behr Service America
Fort Worth/Texas – IAM
• Behr America Service Parts
Troy/Michigan – OES
South America
• Behr Service Brasil
São Paulo/Brazil
South Africa
• Behr Service South Africa
Johannesburg/South Africa
41

42
Cooling for All
Engines
From the start, Julius Fr. Behr is not content with just having
his coolers installed in cars. He strives for more and is
successful. Today, Behr Industry supplies the appropriate
cooling aggregate for every engine, no matter what size,
and that with ever greater success.
Automobiles are certainly not the only thing
close to the heart of the Behr founder. He is
fascinated by everything that is driven by diesel
or Otto engines and particularly taken with
flying. So it comes as no surprise that products
of the Süddeutsche Kühlerfabrik are soon fitted
in a number of aircraft models. Even the engines
of the legendary airships of Count Zeppelin are
equipped with coolers from Stuttgart.
Even in those days, just a few years after
foundation of the parent company, Behr is
successful in establishing his company as a
supplier of a further sector. The construction
of coolers for special vehicles follows in 1917.
Two years later, the company supplies cooling
aggregates for locomotive engines. Shortly
afterwards, the shipping industry starts fitting
its engines with charge-air coolers, lubricating
Quality and innovation à la Behr Industry: cooler for a ship engine, cooling aggregates for special and rail vehicles as well as a new generation of motorcycle wheel rims

oil heat exchangers and salt-/fresh-water
exchangers from Behr.
Consequently, the history of Behr Industry
also dates back to the early stages of our
company. In 1990, the Board of Management
hives off all activities beyond the core business
of the car and truck industry from the parent
company and establishes the subsidiary Behr
Industrietechnik for this dynamically expanding
business. The new name Behr Industry is
adopted at the end of 2004. This spin-off is
the consequence of Behr's clear strategy to
serve different markets flexibly – and to do
so with middle market structures.
Extensive Product Portfolio
Today, Behr Industry develops and manufactures
complex cooling and air conditioning
systems for rail and special vehicles, ships,
buses, construction and agricultural machinery,
the aviation industry and stationary heavyduty
engines at German plants in Stuttgart,
Mylau and Freiberg/Saxony as well as in
Grand Rapids/Michigan in the USA. The field
of HVAC systems for rail vehicles is added in
2001. This expansion of the product portfolio
not only covers the air conditioning of engineers’
cabs but also includes climatic comfort for
passengers in mainline and regional as well
as underground trains. In Reichenbach, in
the Vogtland region of Saxony, components
produced for the motor-cycle industry, e.g.
wheels, wheel rims and fuel tanks, complete
the product portfolio.
Just as the parent company, Behr Industry
has been pursuing global expansion for some
time with increasing success. Having steadily
extended the production plant in Grand Rapids/
Michigan since 2004, the US subsidiary of Behr
Industry is able to serve the expansionary
American market with products it develops and
manufactures. Initial activities in China and
Korea are to commence in Behr’s centennial
year. Among other possibilities, Behr Industry
wants to profit from strong growth in railroad
traffic there.
Behr Industry Benefits from
Technology of the Parent Company
Use is also made of synergies in other fields.
“In the production of cooling aggregates for
buses and construction machinery, for instance,
we can fall back on favorably priced serial
components such as cooling systems from
Behr”, report the two Managing Directors of
Behr Industry, Dr. Michael Löhle and Klaus
Wössner. The company also benefits from the
development resources of the parent company.
These are good qualifications to stand out
positively from the competition. Something
Behr Industry manages with success. In the
field of cooling aggregates for electrical drives
and diesel engines in rail vehicles, the Behr
subsidiary has been the clear No. 1 in Europe
for years. The company is also one of the
leading international suppliers.
Future Market for HVAC Systems
In 2004, the company promotes activities
to establish itself in the mid-term as a leading
supplier of HVAC systems for rail and special
vehicles as well as construction and agricultural
machinery. The prospects of Behr
Industry continuing its growth are good.
Manager Director Klaus Wössner: “We completed
fiscal 2004 with a further double-digit increase
in sales.”
Just a few months prior to the centennial
anniversary of the parent company, the
company management is able to sign the
largest contract in its company history. In
future, a reputable international agricultural
machinery manufacturer is to be supplied
40,000 to 50,000 cooling modules annually
in future. Supply figures were on a much more
modest scale up to now. The dynamically
expanding subsidiary is experiencing
completely new dimensions. “By venturing
into a new market and volume segment with
a new product family, further possibilities
of growth are opening up for us”, explains
Managing Director Dr. Michael Löhle.
INDUSTRY
Behr Industry
today
[Behr Industry]
Employees 2004: approx. 800
Sales 2004: 163 million euros
Investments 2004: 3.6 million euros
Behr Industry production locations
and foreign representatives
Production locations
• Behr Industry
Stuttgart/Germany
• Behr Industry Mylau
Mylau/Germany
• Behr Industry Reichenbach
Reichenbach/Germany
• Behr Industry Freiberg
Freiberg/Germany
• Behr Industry America
Grand Rapids/USA
Foreign representatives
• Behr Industry
Paris/France
• Behr Industry
Turin/Italy
• Behr Industry
Barcelona/Spain
• Behr Industry
West Midlands/Great Britain
43

Radiator assembly, 1944
44
Everything
flows
100 years of production at Behr – these are 100 years of continual
adaptation to changing economic and technological conditions.
Two world wars, recession and the economic miracle were particular
challenges in the past. Today and in future, it is essential to
adjust to new demands with increasing speed and produce
cost-effectively in a uniform quality throughout the world.

Julius Fr. Behr sets the course for growth
during the first years of the Süddeutsche
Kühlerfabrik. Production capacities have to
be adjusted to the continually increasing
demand for radiators. The workshop in the
Neue Weinsteige is soon too small. In 1911,
the company moves to the new plant in
Feuerbach. This provides sufficient space for
the production of radiators for motor vehicles
and aircraft. Proximity to the station in
Feuerbach simplifies logistics as an increasing
proportion of products is dispatched throughout
the whole German Reich by rail. A further
production building is built in 1913 and the
toolshop is extended.
Electrical lighting is installed in the premises
in the same year – there was only gaslight
previously. The majority of the 85 staff work
in the brazing shop, where every single radiator
is carefully produced by hand.
Good Times, Hard Times
Continual ups and downs characterize the
following years with enormous consequences
on production: two world wars, with periods of
market stimulation and recession in between,
call for strength and flexibility.
During the two world wars production is in
full swing – and Behr extends its capacities
by procuring new machines – but there is a
shortage of materials. As there are no more
supplies of copper and brass, the first steel
radiators and radiator elements are produced
in 1917. Chiefly steel and aluminum are used
for radiator production during the Second
World War.
In order to attain the number of aircraft
coolers stipulated by the Reich Aviation
Department, Behr has to fall back on the
capacities of other companies. Forced laborers
are also employed in production during this
period. At the end of the wars, the capacities
built up for war production have to be cut
back. Peace production is slow to pick up in
both cases and the shortage of materials and
energy restricts production.
The early twenties are characterized by
growth at Behr. In Feuerbach, the production
of fin radiators is extended, a joinery for model
construction installed and equipment for the
nickel-plating of radiator masks procured. During
this period, the radiator becomes a design
element and characterizes the appearance
of vehicles. Many automobile manufacturers
increasingly ask for enameled and nickelplated
masks – later chrome-plated as well.
This trend causes Behr to buy new machines
and galvanizing facilities for these coating
processes and involves higher costs for the
storage of sheet metal.
In 1923, Behr starts to produce crimped tubes,
thus reducing its dependence on suppliers for
these products. The good development of
business makes investment in further machines
necessary. The range of machinery grows
continually: between 1913 and 1925 alone
190 machines are procured.
Toward the end of the twenties – the times
are much worse in the meantime – Julius Fr.
Behr negotiates with the Ford German subsidiary
in Berlin to supply radiators for the A-Model.
In order to cope with the large-volume contract,
Behr again invests heavily in machinery. Plant
2 in Feuerbach starts production in 1930.
It undergoes extension in the following years
and serves large-volume serial production
of radiators. The investment pays off: from
1930 onward Behr supplies Ford in Berlin
with 90 radiators a day.
Revival and Economic Miracle
After the Second World War, the upturn is
slow at first, then abrupt after the currency
reform. In 1948 Behr produces 39,000 radiators.
Just one year later, the figure already reaches
75,000. Likewise in 1949, Behr starts to
manufacture heaters for cars and commercial
vehicles. In order to bring the production
facilities damaged in the Second World War
back into full working order, the company
invests some DM 1.2 million within 18 months.
In 1953 and 1954, a further million marks
are put into new production equipment,
[Production]
Dr. Andreas Thumm, Managing Director,
Engine Cooling Product Division
Three questions
put to Dr. Andreas
Thumm
New Behr plants are being set up
at ever shorter intervals. How does
Behr manage the smooth launching
of production?
Dr. Andreas Thumm: The standardization
of processes and technology
is particularly important – the cue here
being the Behr Production System –
as well as fast transfer of knowledge.
Experienced employees from other
production locations always help to
build up new plants.
What are the most important
responsibilities of these employees?
Dr. Andreas Thumm: Together with
their colleagues at the new production
location, they must ensure that our
customers’ demands regarding quality,
delivery capacity and costs are fully met.
Namely without any teething problems.
No mean task …
Dr. Andreas Thumm: That is true. It
involves a great deal of hard work. In
addition to the enormous amount of
time involved, those concerned also
have to be prepared to adapt themselves
to the working methods and cultures of
their colleagues from other countries.
Thanks to our open and people-oriented
corporate culture, we manage this very
well – as the latest examples in Dayton,
Mnichovo Hradiste and Shanghai prove.
45

46
Necessity is the Mother of Invention
After the end of the Second World War
all machines in Germany lie idle. No
vehicles and no aircraft are produced.
However, there is a modest demand for
radiators: an American military repair
workshop, for example, needs Behr
products as replacement parts
for vehicles damaged in the war.
However, gas is needed to produce
radiators, but that is strictly rationed –
just as electricity. Consequently, the
240 remaining staff start to make kitchen
ware, milking utensils and suitcases
out of the remaining aluminum.
They manage to acquire carbine and
coke in exchange for these commodities,
build their own small gasworks and
generate the gas required to repair and
produce radiators.
Astute exchange deals after the Second World
War: commodities, e.g. milk pails, are made
out of remaining material and exchanged for
carbide and coke to produce gas for brazing.
which is necessary to meet the increasing
demand.
1957 sees further extension of radiator serial
production: a continuous furnace for the brazing
of radiator cores is added, likewise a third and
a fourth press line as well as a tube drawing
machine of in-house design. Machines and
presses are controlled by light barriers for the
first time.
In 1966, Behr again invests in expansion of
its production facilities. With sales amounting
to DM 163 million, some DM seven million go
into radiator and heater production, extension
of the assembly shops and development of
refrigeration systems.
Pioneer Work Sets New Standards
production: the brazing of aluminum heat
exchangers. The introduction of flux-free brazing
of aluminum water coolers in serial production
in 1975 is innovative and unique. The new,
vacuum-brazed aluminum radiators surpass the
previously used copper aggregates in terms of
durability and performance. They are resistant
to corrosion and much lighter in weight. Seven
years after launching serial production, the
two-millionth flux-free brazed aluminum water
cooler leaves the Mühlacker plant.
Behr also blazes new trails in the processing
of plastic. The production of plastic components
for automotive heaters starts back in 1958.
In close cooperation with suppliers and by
recruiting specialists, Behr systematically
extends its expertise in plastics in the following
years. In the mid eighties, one of the most
complex injection molding tools of the time
is developed at the Neustadt plant: tooling for
the HVAC system of the Mercedes-Benz S-Class.
A further milestone in production technology
is the successful development of a new
generation of heat exchangers in the seventies.
Behr replaces brazing and welding by mechanical
joining technology, which is long since
customary to produce tube and fin cores for
evaporators and condensers. The special
feature of the new Behr technology – patented
in several countries – is the creation of a
tight, strong connection between the tube and
tube header by flaring the ends of the tubes.
Grille assembly for radiators masks, 1952
By adding salt-bath dip brazing to the
existing recirculated air brazing at the beginning
of the sixties, Behr lays the foundation for one
of the most important core competences in Checking the tightness of heater cores in Pforzheim, 2000

New Production Locations, State-ofthe-Art
Production Methods
Plans to construct the Mühlacker plant
commence at the end of the fifties. The new
production facilities are to meet the highest
standards of automation and progressiveness
and comply with latest findings in terms of
assembly line production. Manfred Behr seeks
advice and support from the University of
Stuttgart. The first section of the new plant
goes into operation in 1963.
In the following years, Behr consistently
invests in expanding production capacities and
in the development of new production locations
at home and abroad. The inauguration of new
plants takes place at ever shorter intervals.
100 years after its foundation, the company
manufactures at 30 production locations in
14 countries.
“New Horizons and Change” –
Key to Maximum Productivity
Horst Geidel lays the foundation for today’s
success with the initiative “New Horizons and
Change” at the end of the eighties. The principle
being that everything may be questioned. The
impact on work in production is enormous: everyone
can and should take on responsibility, contribute
ideas and make improvement suggestions.
“The initiative ‘New Horizons and Change’
was the deciding factor for our present-day
innovative strength”, explains Klemens
Schmiederer, Managing Director, Air Conditioning
Product Division. “Great pioneer spirit prevailed
at Behr in the past – the many innovations over
the last 100 years prove this. However, this
initiative released immense vigor and creativity
among the production workforce in particular.”
The willingness of Behr staff to take up and
successfully implement new ideas is exceedingly
high. An important success factor in a time
when the wheel of change is picking up speed.
Rapid change – that also means that old and
new methods sometimes have to function
alongside each other. That demands maximum
flexibility. “Without ‘New Horizons and Change’
Behr would not have mastered the challenges
of the last 15 years so well and would not
have attained the current necessary productivity
to be able to offer our customers the best
price-performance ratio”, explains Klemens
Schmiederer.
Trailblazer in Terms of the
“Fractal Plant”
Behr is one of the first German companies
to put the concept of the “fractal plant” into
practice. Since 1995, Behr has been producing
in transparent, independently operating units.
The divisions are no longer structured
[Production]
100 years after its foundation,
the company manufactures
at 30 production locations
in 14 countries.
Production of Visco® clutches in Vaihingen, 2002 Manufacturing of HVAC units in Neustadt, 2002 JIS assembly of cooling modules in Mühlacker, 2003
47

The Behr Production System is
the sum of all best practices –
throughout Behr.
48
functionally, but are process-oriented.
Production, quality assurance, maintenance
and logistics form a single unit for the first
time. This restructuring releases creative
potential in all areas, increasing efficiency
and improving job satisfaction.
Behr production locations and fractals –
in so far as internal supplies are involved –
cultivate a genuine customer/supplier relationship.
The central press shop in Mühlacker,
for example, supplies its own plant as well
as other locations. As is customary between
customers and suppliers, cooperation is
governed by clear agreements relating to
numbers, costs, schedules and quality. Such
innovation is rewarded. The trade journal
“Produktion” chooses the Mühlacker plant
as “Factory of the Year” in 1998.
The Behr Production System
One of the major challenges of globalization
is the worldwide supply of products of uniform
quality. In order to achieve this target, all
production locations must have the same
know-how and specific production technology
at their disposal.
Behr is one of the first automobile suppliers
to create a system in which standards,
applicable throughout the company, are
stipulated and technologies, methods and
the corporate design of the plants are defined.
This is the Behr Production System (BPS).
BPS is the sum of all best practices –
throughout Behr. All production locations find
themselves in BPS. New ideas are made known
through the system, centrally assessed and, if
they really are suitable as best practice methods,
defined as standards. BPS creates the basis for
the efficient planning and operation of new
plants. Also, when it comes to shifting
production, the BPS plays an essential role.
When setting up new production locations,
Behr is among the leading globally oriented
suppliers. “Here we benefit from the typical
Behr corporate culture and our organization
based on product lines”, explains Dr. Andreas
Thumm, Managing Director, Engine Cooling
Product Division. “When developing new
locations abroad, we allow sufficient scope for
local cultures and mentalities. Nevertheless,
we still manage to establish the Behr culture
throughout the company.”
In future, production at Behr will continue
to be an ongoing process. Without changes
we are unable to make use of the opportunities
the future has to offer. Backed by a strong
corporate culture, supported by all members
of the workforce, and by the right management
and information tools, our company is well
equipped to manufacture efficient, reliable
products “made by Behr” in the future as well.
No matter where production takes place in the world, the global standards and methods filed in the Behr Production System ensure uniform quality of our products.

Speaking from Experience
Heinz Mühleisen, a Managing
Director of Behr Germany
and Manager Product Line
A/C Heat Exchangers,
on production at Behr.
Mr. Mühleisen, you have worked at Behr for
36 years. Looking back – what has influenced
production the most?
Heinz Mühleisen: Two things radically
changed production at Behr. First, the technology
changes from copper and brass to aluminum
in engine cooling and from sheet metal to
plastic in air conditioning that came about in
the seventies. Second, the “New Horizons and
Change” initiative launched in 1989, which
gave production an enormous thrust.
Let us keep to technology first of all ...
Heinz Mühleisen: The new technologies
made completely new systems necessary.
Staff had to be trained, processes altered
and production conditions adapted to new
requirements. The brazing of aluminum heat
exchangers, for example, requires maximum
cleanliness in comparison to the production
of copper and brass radiators, which means a
completely different production environment.
Then the important subject plastic. In this
case, Behr has built up a great deal of expertise
within a short period.
... what effect has the “New Horizons
and Change” program had?
Heinz Mühleisen: This initiative was vital to
our success. All members of the workforce were
encouraged to contribute ideas and help shape
their working environment. The consequences
being greater motivation, higher productivity,
more flexibility and a better standard of quality.
Heinz Mühleisen has been working at Behr since 1969.
His functions include being in charge of Quality Assurance,
Plant Manager and Manager Product Center Engine Cooling.
Since 2000, he is Manager Product Line A/C Heat Exchangers
and in 2003 additionally took over responsibility for all
German plants as a Managing Director of Behr Germany.
The promoter of lean thinking and continual improvement
processes introduced team work, BEMIS®/GEFF
(total plant efficiency indicators), visualization
and fractalization in the plants – all essential
elements of the current Behr Production System.
Where do you see Behr’s particularly
strong points in production?
Heinz Mühleisen: Behr is very flexible
when it comes to changes. We command a wide
variety of production methods, are highly
competent in terms of quality and logistics and
conduct target management to follow up goal
agreements. Promises are kept. Our continuous
improvement process helps us to avoid stagnation
and continually make progress. Our
aspiration is to ensure complete customer
satisfaction – both internally and externally!
From where do the ideas and impetus for
continuous improvement derive?
Heinz Mühleisen: In the case of strategic
decisions such as the organizational structure
and global orientation, the impetus comes
from the management. However, what is
particularly important to the success of the
company are the many suggestions from all
the staff, who apply their knowledge day in,
day out to optimize production methods and
improve cooperation. Our corporate culture
provides the necessary scope for ideas
and creativity by encouraging as well as
challenging the workforce.
With reference to production methods:
what do you consider to be Behr’s core
competences?
Heinz Mühleisen: Our product portfolio
requires that we master many methods.
A particular strength of ours is the brazing
[Production]
of aluminum heat exchangers. Since the mid
nineties, we have particularly specialized in
the Nocolok brazing process. Naturally, the
production of cooling tubes – the heart of
each and every cooler – is also a classic Behr
competence. The manufacture of air conditioners
demands a great deal of expertise in plastic
injection molding. In this field, we are capable
of producing sophisticated products of complex
shape. In recent years, laser welding technology
has been added for the production of stainless
steel exhaust gas coolers.
What are the main challenges for the
future?
Heinz Mühleisen: Above all, we must master
the challenges of globalization. That means
putting new production plants into operation
quickly without any teething problems.
Standardized processes are the be-all and
end-all here. They can be implemented quickly
and target-oriented throughout the world with
the help of qualified personnel and our
organizational structure. In addition, we must
continually set ourselves challenging targets
and attain these through consistent guidance.
What is particularly important: we must match
ourselves against the best on a daily basis in
order to remain competitive and the German
production locations must always be one step
ahead to fulfill their function as role models.
One way of helping to safeguard production
locations is not to close one’s mind to
necessary changes!
49

Teamwork in the international Behr
network – basis for the uniform
high quality of our products
50
Global Partner
In 100 years Behr has developed into a company
group operating worldwide. Despite this expansion,
we still guarantee our customers individual and
personal support.

Observing overseas markets, learning from
developments in these regions and reacting in
good time to them is a tradition at Behr. As
early as 1926, the company founder travels
by ship to the USA to visit some of the major
automobile manufacturers. Julius Fr. Behr
returns full of new ideas and impressions.
His son Manfred is also convinced that a
growth-oriented automobile supplier must
know about developments beyond the domestic
market and be appropriately involved. His
study trips in 1950 and 1952 also take him to
the United States. In the following years, Behr
managerial staff undertake more and more
overseas trips. They do not only acquire useful
knowledge, but also gain first orders. As a
result, Behr already develops a number of
heating and cooling modules for international
customers in the fifties. Our company also
recognizes the dynamic impetus of the
Japanese automobile manufacturers at an early
stage. Members of the company management
obtain first-hand information there on latest
developments as early as 1968.
Behr Founds First Companies Abroad
The signal for expansion abroad comes at
the end of the sixties. Behr obtains a share in
the Spanish cooler company Frape in Barcelona,
which subsequently becomes a subsidiary and
1926: Julius Fr. Behr (2nd from right) sets off
by ship on a study trip to the USA.
today operates under the name Frape Behr.
Manfred Behr establishes Behr France in Rouffach/Alsace
in 1969, now Behr France Rouffach.
Today’s subsidiary Behr America comes into
being in Little Ferry/USA in the same year.
By taking these steps beyond the borders of
Germany, Behr reacts to the necessity of building
up a development and production network
to complement the expanding international
activities of its customers. It quickly becomes
clear that confinement essentially to Europe
is not enough. “It was already obvious at the
time that the automobile industry was on a
global expansion course”, explains Horst Geidel,
now Chairman of the Supervisory Board.
Entering the American Car Business
In the following years, Behr strongly promotes
its internationalization strategy. Particularly
from 1988 onward, after Horst Geidel becomes
Chairman of the Board of Management, the
number of overseas commitments and activities
increases rapidly. Presence in the USA, for
example, is consistently strengthened. Success
is not long in coming. In 1998, orders for the
engine cooling of the Saturn from General
Motors as well as air conditioning and engine
cooling for BMW’s Z 3 mark successful penetration
of the passenger car market in the USA.
Behr is already a leader in the commercial
vehicle sector at that time.
Alongside building up our presence on the
American market, Behr increases its involvement
in other countries. In 1991, for instance, the
sales company Behr Italia is established in Turin
to manage activities with Italian manufacturers.
Three years later, the new French subsidiary
Behr Lorraine – now Behr France Hambach –
starts operating in Hambach. Even then, in 1994,
40 percent of Behr’s overall sales of approximately
DM 1.9 billion are generated abroad.
Spurring on Internationalization
In 1994, Behr takes over the Brazilian supplier
company RCN, one of the leading suppliers of
[Globality]
Wolfgang Schäfer, Managing Director,
Finance and Administration, and
Management Spokesman Behr Germany
Three questions
put to Wolfgang
Schäfer
Behr is consistently focusing on
globalization. Why has the company
decided on this course?
Wolfgang Schäfer: First, we must
be represented where our customers
manufacture. Second, Behr is profiting
from the development on important
growth markets through its strong
international expansion.
To what extent is globalization
having an effect on costs?
Wolfgang Schäfer: The competitive
situation obliges us to exhaust all
potential in order to be able to continue
to offer an attractive price-performance
ratio. That is why we also need an
efficient mixture of production locations
in high-, medium- and low-wage
countries.
Does Behr cooperate with foreign
suppliers?
Wolfgang Schäfer: Such cooperations
have existed for a long time and are
being extended. We are currently
combining our purchasing volumes
internationally in the context of our
world-class purchasing program. Furthermore,
Behr’s existing supplier portfolio,
which relies too heavily on West
European and North American companies,
is being extended by companies from
Eastern Europe and Asia in particular.
51

View of production in Dayton/Ohio,
the largest plant of the Behr Group
Global presence is meanwhile
one of the essential success
factors of the Behr Group.
52
commercial vehicle engine cooling systems.
Behr Brasil, based in Arujá, comes into being.
In the second half of the nineties, the
subsidiary successfully enters the passenger
car market and the air conditioning sector.
Four years later Behr establishes itself in
Japan. The new subsidiary based in Tokyo not
only has the task of establishing contacts with
the Japanese automobile industry. It is also to
obtain access to the production plants of the
Japanese manufacturers abroad. The founding
of Behr Czech in Mnichovo Hradiste and Behr
South Africa in Durban follows in 1995. “These
were important steps, also in view of the low
wage costs in these two countries”, explains
Wolfgang Schäfer, Managing Director, Finance
and Administration.
Successful Breakthrough in the US
Passenger Car Sector
By acquiring the Dayton Thermal Products
plant in Ohio/USA in 2002, Behr seizes the
opportunity to move into the top league of
the global supplier industry. At the same time,
the company finally establishes itself in the
car sector of the region. Acquisition of the
plant has a significant positive effect on sales
from the first year. As a result, the overseas
turnover as a proportion of the overall sales
of the Behr Group increases to over 60 percent.
More than 9,000 of the total workforce of
some 16,200 in 2002 work for Behr companies
abroad. At the beginning of the centennial
year, the number is already up to 10,300,
which corresponds to some 60 percent of
the complete workforce.
At the beginning of 2005, Behr Service
has subsidiaries covering the core European
markets and is represented in China, North
and South America as well as South Africa.
Behr Industry is active in France, Italy and
the USA.
Technical Center in Troy near Detroit Development engineer at Behr Brasil

Germany
• Behr GmbH & Co. KG 1905 Stuttgart, Mühlacker, Pforzheim, Vaihingen/Enz, Neustadt/Danube Technical Center Stuttgart
• Behr Service GmbH 2000 Schwäbisch Hall, Paris, Barcelona, Turin, Krakow, Fort Worth, Troy,
Shanghai, São Paulo, Johannesburg
• Behr Kirchberg GmbH 1992 Kirchberg
• Behr Industry GmbH & Co. KG 1990 Stuttgart, Mylau, Reichenbach, Freiberg, Grand Rapids, Barcelona,
West Midlands
Stuttgart, Reichenbach
• Behr Thermot-tronik GmbH 1955 Kornwestheim, St. Georgen, Berga, Grugliasco, Queretaro,
Changwon, Holysov
Kornwestheim
Rest of Europe
• Behr France Rouffach S.A.R.L. 1969 Rouffach Rouffach
• Behr France Hambach S.A.R.L. 1994 Hambach
• Frape Behr S.A. 1969 Barcelona, Montblanc Barcelona
• Behr Italia S.R.L. 1991 Turin
• Behr Czech s.r.o. 2002 Mnichovo Hradiste
North America
• Behr America, Inc. 1969 Troy, Webberville, Fort Worth, Charleston Technical Center Troy,
Charleston
• Behr Dayton Thermal Products LLC 2002 Dayton
Asia
• Behr India Ltd. 1997 Pune Pune
• Behr Japan K.K. 1998 Tokyo Tokyo
Other regions
• Behr Brasil S.A. 1997 Arujá Arujá
• Behr South Africa (Pty.) Ltd. 2000 Durban, Port Elizabeth, Pretoria
Affiliated companies
• Behr-Hella Thermocontrol GmbH 1999 Lippstadt, Plymouth, Shanghai Lippstadt
• Hella-Behr Fahrzeugsysteme GmbH 1999 (2004 merged
into HBPO) Lippstadt Lippstadt
• HBPO GmbH 2004 Lippstadt, Meerane, Mnichovo Hradiste, Bratislava, Vitoria Gasteiz, Mnichovo Hradiste, Troy,
Lyon, Troy, Puebla, Hwasung, Seosan, Ulsan, Jillyang Lyon, Jillyang
• Behr Hella Service GmbH 2005 Schwäbisch Hall
• Sanden-Behr Air-Conditioning Systems Co., Ltd. 2001 Tokyo
• Behr-Toyo Engine Cooling Systems K.K. 2001 Tokyo
• Toyo-Behr Japanese Components GmbH 2001 Stuttgart
• Shanghai Behr Thermal Systems Co., Ltd. 2004 Shanghai Shanghai
• Dongfeng Behr Thermal Systems Co., Ltd. 2004 Shiyan, Wuhan Wuhan
• Shanghai Sanden Behr Automotive Air Conditioning Co., Ltd. 2004 Shanghai Shanghai
Customer Support Centers
• Munich/Germany 1999
• Wolfsburg/Germany 2002
• Gothenburg/Sweden 1999
• Banbury/Great Britain 2000
• Paris/France 1985
• Turin/Italy 1991
• Shanghai/China 2001
As at April 2005
[Globality]
Behr Group founded in Production locations Development bases
53

Strategic Alliances
54
By closely cooperating with leading companies we are
creating a global network to open up new markets
together and consistently extend our portfolio.

[Cooperations]
Access to the commercial vehicle market in China is
sealed: Dr. Markus Flik, Spokesman of the Behr Board
of Management, and Jie Ouyang, Deputy General
Manager of Dongfeng Motor Corporation and Dongfeng
Motor Co., Ltd., sign the agreement to establish
Dongfeng Behr Thermal Systems Co., Ltd.
55

Plastic Omnium’s research and development center
∑-Sigmatech inaugurated in Lyon/France
in July 2002 is an important base for HBPO.
56
The German-Japanese team at Sanden-Behr Air-Conditioning Systems Co., Ltd.
As a growth-oriented company focusing
attention on all-round customer satisfaction,
Behr repeatedly has to find new answers to ever
greater productivity pressure and increasing
globalization. At the same time, it is essential
to react to the trend of the automobile
manufacturers – which involves transferring
the development of complex systems more
and more to suppliers – and come up with
innovative solutions.
Intensive cooperation with reputable partners
is the most efficient way for Behr to meet
these constantly growing demands. We are
managing to stand out from the competition
through strategic alliances and by creating
clear added value for customers both at home
and abroad. Cooperation between Behr and
partner companies is increasingly becoming
an important basis for sustained growth in
sales and returns.
Different Forms of Strategic Alliance
Cooperations help Behr either to strengthen
its systems competence or to ease access to
new markets. These relations are entered into
in various forms. Joint undertakings and
development partnerships, for example, are
formed to extend our portfolio. Joint ventures
help to open up regional markets, in Asia for
example.
Cooperation with Hella Brings
Important Additional Expertise
Establishment of Behr-Hella Thermocontrol
(BHTC) in Lippstadt in June 1999 is a milestone
in the company’s 100-year history. Control and
operating units for vehicle air conditioning
systems, blower regulators, controls for electrical
auxiliary heating systems and air conditioning
sensors are developed and manufactured. The
cooperation brings Behr significant additional
expertise in electronics, a field that will
influence our sector more and more in the
future. Since the beginning of 2003, the joint
venture is represented on the US market
by a subsidiary in Plymouth/Michigan. Close
cooperation with Behr America results in
attractive synergies.
The World’s First Company Specializing
in Front-End Modules
In 1999, Behr and Hella found Hella-Behr
Fahrzeugsysteme (HBF), a company specializing
in the development and production of so-called
front-ends. They primarily comprise lighting,
engine cooling and structural elements. Five
years later, the two partners bring their joint
venture together with the French partner
Plastic Omnium, the world market leader for
body components and modules, to form the
new joint venture HBPO. This is the start of
the world’s first company specializing in frontends.
The jointly developed front-ends now

include bumpers and improve pedestrian
protection. HBPO quickly establishes itself
with production in Germany, the Czech Republic,
Slovakia, Spain, Mexico and South Korea.
Behr Participates in First Joint
Ventures in Asia
As early as the end of the sixties, our
company is active in India through a license
agreement. Behr India, a joint venture with
the Anand Group is founded in 1997. The joint
undertaking produces HVAC systems and
components in Pune for other Behr plants.
In the meantime, Behr India also carries out
development work for European and American
production locations. In 2001, two joint
ventures are set up in Japan. First, Sanden-
Behr Air-Conditioning Systems (SBAS) in
Tokyo is founded. Since then, Behr and its
cooperation partner Sanden Corporation,
a leading specialist in compressors for air
conditioners, have been producing complete
HVAC modules and systems for the Japanese
automobile industry.
Shortly afterwards, the second joint venture
in Japan emerges. Behr-Toyo Engine Cooling
Systems (BTEC) is founded with Toyo Radiator,
the third-largest engine cooling specialist in
the country. The Behr joint venture in Hadano,
not far from Tokyo, specializes in the development
and production of components and
systems for engine cooling. Through a further
joint venture established in 2001 in cooperation
with Toyo, Toyo-Behr Japanese Components
(TBJC), Stuttgart, we serve Japanese automakers
that have branches in Europe. TBJC enables
them to buy products in Europe that comply
with Japanese specifications.
Behr Taps the Strongest Growing
Automobile Market in the World
In October 2003, Behr establishes the joint
venture Shanghai Behr Thermal Systems (SBTS)
together with Shanghai Automotive, a subsidiary
of China’s largest automaker and supplier group.
Just a few months after signing the agreement,
construction of a new plant in Pudong in the
east of Shanghai commences. HVAC modules
and components for engine cooling will soon
be produced there. The second joint venture is
founded at the beginning of 2004. The Shanghai
Sanden Behr Automotive Air Conditioning (SSB)
concentrates on the development, production
and marketing of refrigerant compressors for
car and truck HVAC systems. Behr further
strengthens its activities in March 2004 by
establishing Dongfeng Behr Thermal Systems
in Wuhan with Dongfeng Motor, the largest
truck manufacturer in China. The joint venture
specializes in the production and sales of coolers
for commercial vehicles as well as cooling
modules and HVAC systems for cars and trucks.
Within a period of a few months, Behr is
represented across the whole Chinese market.
Development Partnerships Strengthen
Our Market Position
Close cooperation with experienced companies
such as Eberspächer in the context of a
development partnership also help us to offer
customers complete systems from a single
source. The results of these cooperations make
us optimistic. The course is set for further
growth.
[Cooperations]
Cooperation with experienced
partners makes its possible
to relieve customers
of substantial development
and design work.
Initial breaking of the ground for the new Shanghai Behr Thermal Systems (SBTS) plant
on October 20, 2004 was accompanied by fireworks, bangers and showers of confetti.
The traditional Chinese “lion dance” was also an obligatory part of the ceremony.
57

58
Joint Success
The Behr corporate culture and Behr values shape our staff
all over the world into a powerful team with which we manage
to make our company stand out from the competition
and achieve sustained success even in a difficult economic
environment.

Corporate culture. What does that really
mean? In response to this question, Professor
Dr. Christian Homburg from Koblenz has an
explanation that initially sounds somewhat
complicated to the layman. According to his
definition, corporate culture “is the sum of all
the unwritten laws in a company”. He explains
this statement as follows: “It is a matter
of regulating which behavior patterns are
honored and which are sanctioned, how people
communicate with each other. It also involves
visible things: such as office design or what
the staff wears.”
A lived corporate culture contributes
considerably to the self-image and conduct
of the employees and strengthens their
commitment to the employer. The consequence
being an increase in job satisfaction,
motivation and commitment, which leads
to improved product quality – success of the
company increases.
Corporate Culture is a Tradition
at Behr
Behr has kept to this unwritten rule since
being established 100 years ago. For this
reason, being “at Behr” is practically a
philosophy, which is still reflected today
in the longer-than-average length of service
of many staff members. A wide range of
aspects contribute to make the working
environment more attractive, to increase
motivation and willingness, and thus
consistently improve the quality of our
products.
In 1917, for example the association
“Jugendlust” is set up for employees’ children.
Here they are taken care of whilst their
parents work at Behr. In 1935, Behr
employees found the works’ choir which still
exists today. In 1948, as the economy
struggles to gain a foothold again, Manfred
Behr calls the “Behr Provident Fund” into
being to help employees in need. This is
replaced at the end of 1951 by the “Behr
Assistance”.
Strong Identification with the
Company
Over the years, further initiatives follow
which bring the “Behr family” even closer
together – and not just to work. Today, events
such as “Behr in the running!”, the “Tour de
Behr”, the family days at many German and
international plants or the pensioners’ get-togethers
are popular activities usually attended
by employees with their families. A good sign
and clear indication that our team identifies
itself with Behr even in its spare time.
This bond, the wide scope given to employees
in all areas as well as the determination to
achieve joint success are not a matter of
course these days. Behr’s Supervisory Board
Chairman Horst Geidel stresses this as well:
“New employees often tell us about a positive
culture shock that they experience at Behr
because the atmosphere in our company
stands out so obviously from that of other
companies.”
Behr Values Characterize the
Corporate Culture Worldwide
Since its introduction in 1995, TQM – from
the German “Totale Qualität und Menschlichkeit”
(Total Quality and People Orientation) –
[Corporate Culture]
Behr employees should
be happy and enjoy their
work. That way we create
the best qualifications
for future success.
The association “Jugendlust” is set up in 1917 to take care of employees’ children.
59

Our values are a challenge
and, at the same time,
obligation to Behr
employees throughout
the world.
60
Behr Values
Innovative
Whoever wishes to establish themselves in
the long term as a technological leader must
display innovative strength and consistently
convince customers with new ideas. Consequently,
it is a matter of course that Behr
employees continually identify new trends and
respond to these in good time. Our voluntary
commitment to innovation is not just reserved
for products and production methods. Our
continuous efforts focus on the complete
working environment in order to pave the way
for further success at Behr. For this reason,
we are always open to ideas, whether they
originate from within the company or outside,
and put these into practice with consistency.
Cost-focused
In an ever harsher competitive environment,
cost-focused action is increasingly becoming
a necessity to survive. Behr and its workforce
willingly take up this challenge. It is our
overriding aim to attain competitive prices
for all products and services. Our consistent
cost orientation in all processes enables us to
create a basis for future profitable growth as
well as a sound financial structure.
Reliable
Behr is a close partner of its customers,
suppliers and business friends. In addition to
flexibility and speed, reliability is one of the
most important characteristics of our employees.
This requires, however, counting on each other
within the company. This means we keep to
deadlines, quality standards and budgets agreed
with external and internal customers. Should
problems arise despite these agreements, we
point these out in good time and suggest
solutions that may be implemented promptly.
People-oriented
Jointly lived values create the basis for the sustained success of Behr and the close bond between employees in all parts of the world.
High-tech and innovative production
processes do not suffice to produce top products.
Committed and enthusiastic employees play
an equally large role. Job satisfaction and
above-average commitment only come about
through open, honest interaction as well as
mutual trust between all those who work for
Behr throughout the world. This, in its turn,
creates the necessary scope to promote
initiative and creativity. As a result, employees
closely identify themselves with Behr’s
ambitious targets and are willing to take
on responsibility.

is anchored in all Behr processes and structures
and has meanwhile developed into an internationally
applicable corporate philosophy.
The four values “innovative”, “cost-focused”,
“reliable” and “people-oriented” form the basis
of Behr’s corporate culture. These are very
challenging to the company management and
the workforce. At the beginning, in 1992,
there were three values. Dynamic expansion
and the related broadening of our customer
structure as well as the competitive situation
prompt a clearer definition and extension of
these principles. As a result, “cost-focused”
is added to the Behr values in 2002. When
it is decided to identify these values as a
working basis throughout the company, after
first mainly applying to the headquarters in
Stuttgart, “approval was widespread”, reports
Horst Geidel.
In the meantime, overseas staff also see the
values as an essential reason for the success of
Behr and the team spirit within the company.
Of course, misunderstandings occur now and
again. Horst Geidel: “Sometimes a term is
interpreted differently in another country
compared to here. Basically, however, we are
on the same wavelength.”
Behr Values Remain Binding Despite
Increasing Internationalization
Over the past decades, our company has
developed at a great pace from a small workshop
into a global company. Such growth
often brings about the loss of firmly agreed
codes of conduct. This is different at Behr.
The continually improved communication and
consistent strengthening of cross-border
personnel development are aimed at maintaining
close identification with the Behr
values.
Particularly in a sector that is difficult to
top in terms of harshness, consistent
adherence to guidelines becomes an essential
success factor. Behr customers sense,
namely, that the values are not just empty
words but that they are actually lived. That
differentiates us from many competitors. The
Three questions put to Horst Geidel
Many companies proudly refer to their
corporate culture. However, these guidelines
are only occasionally lived in dayto-day
business. What is it like at Behr?
Horst Geidel: We are, of course, proud of
our corporate culture and the Behr values.
But our workforce around the world does
not leave it at that: it acts in the context
of joint principles. That is why, particularly
in difficult economic times, practiced
corporate culture and genuinely lived
values belong to the important success
factors of Behr.
How is it possible that the values
are really taken in at Behr and put
into practice by everyone from the
managerial staff through to workers
in the plants?
Horst Geidel: That chiefly lies in the
fact that managerial staff set an example
estimation and trust shown to Behr is the
basis for the dynamic development of the
company. Consequently, it is essential
to secure and consistently strengthen this
competitive edge.
By applying the Performance Partnership
Program, we are on the right track to increase
this lead. We have excellent prospects of not
only establishing Behr as technological leader
but also as No. 1 in terms of customer support.
Joint Values and Joint Success
One thing is certain, in future our employees
will continue to have the necessary scope and
spheres of responsibility to display their
creativity, develop their ideas – to their own
advantage, to the benefit of the whole Behr
Group and to help secure jobs.
[Corporate Culture]
with these values and that consistent
adherence is expected. This is a key factor.
After all, a manager who does not practice
what he preaches is out of place.
During your many years at Behr have
you also experienced things in your
personal sphere which were related to
the special corporate culture?
Horst Geidel: Of course. One factor
is that working in such an environment
instills job satisfaction. I also find it
particularly remarkable just how little
time was required during my 40 years at
Behr to safeguard my position against
attacks from others. Trusting, pertinent
and efficient teamwork are of top priority
to the Behr management. If the heads
of the company continue to set such an
example, then there is little interest in
annoying intrigues among the workforce.
61

Behr South Africa
Behr France Rouffach
Behr Dayton Thermal Products
Behr Industry
62
Behr Brasil
Family Album
A special leaving present for Horst Geidel in 2003 clearly
illustrates the great feeling of solidarity at Behr. Staff from
practically the whole Behr world posed for group photos
to put in a “family album” – as a present for the outgoing
Chairman of the Board of Management.
Behr Thermot-tronik
Behr America
Behr Industry Reichenbach
Behr Japan

Behr Germany, Mühlacker plant
Behr Service Behr Czech Behr Germany, Vaihingen/Enz plant
Behr Germany, Stuttgart plant Frape Behr
Behr-Hella Thermocontrol
Behr Italia
Behr Kirchberg Behr France Hambach
Behr Germany, Neustadt/Danube plant Behr Germany, Pforzheim plant
Hella Behr Plastic Omnium
Behr India
Behr Industry Mylau
63

Behr does everything in its power to offer
employees an environment in which
performance is rewarding and commitment
enjoyable. This enables us to stand up
to competition successfully.
64
International
Teamwork
Motivated and qualified staff have always formed the broad
basis for sustained success at Behr. In order to keep ahead
among global competition, it is essential to maintain and
strengthen this edge.

Behr’s corporate history commences in
Stuttgart-Feuerbach in 1905 with a small team
assisting the company founder Julius Fr. Behr.
Today, in the centennial year 2005, some
17,000 staff work for the company at 40 development
and production locations in Europe,
North and South America, South Africa and
Asia. Behr meanwhile ranks as one of the
leading original equipment manufacturers for
passenger cars and commercial vehicles.
Once at Behr, Staff Generally
Stay Long
When Dr. Andreas-Claus Windecker speaks
about the team spirit of the workforce, he starts
to enthuse. “A ‘great atmosphere’ prevails here,
no matter whether active or former colleagues
are concerned,” the head of Group Human
Resources Development happily reports. He
immediately provides evidence of his convictions.
He speaks about a former foreman from
Mühlacker. Andreas-Claus Windecker: “This outstanding
colleague is just one example representing
many. He repeatedly traveled to the
Czech Republic to pass on his expertise to the
people there instead of enjoying his retirement.”
Unusually long periods of employment also
show how committed employees are to the
company. Why Behr staff remain loyal to their
employer for a long time rather than apply for
Behr employees set off on company outings in the thirties.
a job with a different company, is known to
Human Resources Director Dr. Rüdiger Hummer
from a survey. Frequently, the answer is: “because
we are given a new challenge every few years”.
The large number of staff celebrating an anniversary
is further proof of the great attraction
of Behr as a reliable employer. Meanwhile, there
are even many members of the workforce whose
parents and grandparents worked for Behr.
Managerial Positions Generally
Filled From Our Own Ranks
From the beginning, Behr is up against tough
competition to find qualified personnel in the
Stuttgart region. International companies in
the immediate neighborhood lure applicants
with career opportunities which they hardly
credit a smaller company. However, with a
variety of innovative conducive measures, Behr
manages to become an attractive employer and
has no cause to fear comparison with others –
on the contrary.
Only very few companies can say that they
are able to fill so many managerial positions
from their own ranks as Behr. Three members
of the current Board of Management are good
examples: Dr. Markus Flik joined the company
in 1992, Klemens Schmiederer in 1987 and
Dr. Andreas Thumm in 1991.
[Human Resources]
Dr. Rüdiger Hummer, Director Human
Resources Behr Group and a Managing
Director of Behr Germany
Three questions
put to Dr. Rüdiger
Hummer
The need for qualified managerial
staff for the national and international
locations is also increasing
with dynamic growth. How does
Behr find these employees?
Dr. Rüdiger Hummer: We are consistently
working on further optimization
of our personnel development.
Consequently, we are able to fill the
large part of managerial positions with
employees from our global network.
They are well prepared for their jobs.
Does this have an effect on the
period of employment with the
company?
Dr. Rüdiger Hummer: Certainly.
Compared to other companies, Behr
staff remain loyal for an above-average
period. That not only applies to
management but also to staff in
production, sales and administration.
What influence does this have
on the attractiveness of Behr as
an employer?
Dr. Rüdiger Hummer: We need not
fear comparison with leading companies
in our neighborhood in Stuttgart
or with multinational competitors.
The good number of high-caliber
applications shows that the career
opportunities and job environment
we offer stand out positively from
those of many other employers.
65

View of the training workshop, 1937 Learning from the master craftsman, 1955
Manfred Behr already worked
on the assumption that
“well-educated trainees are
crucial to the success of
the company”. Nothing has
changed this stand at Behr
to this day.
Furthering young staff today: photos from a modern training workshop at Behr
66
Training at Behr
“Good atmosphere for young people who
want to get on and help shape the future of
the automobile industry”. Behr promotes its
various training opportunities among school
leavers with such enticing slogans. “The message
comes across”, Roland Brucker, head of Training
Germany, happily reports. Every year,
some 2,000 applications are received for the
40 to 50 traineeships available in Germany.
Systematic Apprenticeship Training
Commences in 1935
However, interest in an apprenticeship at
Behr them was not always as great as it is
today. When the starting signal is given for the
systematic training of qualified personnel for
the future by inaugurating the training workshop
on April 1, 1935, master craftsman Felix
Breuninger attends to twelve aspiring machine
fitters, toolmakers and tinsmiths. At the time,
only a few know about the possibility of doing
a well-grounded apprenticeship at Behr. This
poses a real challenge to the head of the
training workshop. He continually comes up
with new ideas to increase the number of
apprentices. These include visiting possible
candidates and their families at home. This
unconventional “advertising campaign” quickly
leads to the desired success – more and more
young people apply. Consequently, in 1939 the
training workshop needs new, larger rooms.
The future skilled workers and administrative
personnel at the time not only gain qualifications
for subsequent jobs at Behr. Their
instruction also includes learning manners,
punctuality and cleanliness. Felix Breuninger
practically becomes a father image to his
protégés. Senior partner Helene Behr also
always has an open ear for the company’s
apprentices.
Constantly High Number of
Apprenticeship Positions
1985, 50 years after establishment of the
training workshop, some 1,000 skilled workers
and administrative personnel have completed
their training at Behr Germany. To date, the
number of successful apprentices has risen to

over 2,500. In the centennial year 2005, almost
100 technical and 15 commercial trainees as
well as 40 students attending the University of
Cooperative Education are undergoing career
training – figures similar to those of the
previous years. “We train over and above
absolute requirements because we feel obliged
to enable as many school leavers as possible
to undergo vocational training”, explains
Human Resources Director Dr. Rüdiger Hummer.
Apprenticeship Imparts Much More
Than Technical Qualifications
Practically oriented training is consistently
tailored to current requirements. “This can be
seen, for example, by the fact that these days
trainees are not only well up in their technical
field but also develop into strong personalities”,
reports training manager Roland Brucker. They
learn to work independently and to accept
responsibility. Consequently, the syllabus
includes rhetoric and communication practice
as well as dealing with conflicts. Roland
Brucker: “However, we certainly make sure
that craft skills are given their fair share
of attention. After all, Behr has an excellent
reputation in this field.”
Social responsibilities give apprentices the
necessary feel when dealing with people. As an
example, Behr trainees support partially sighted
students during a practical training period they
undergo in Stuttgart-Feuerbach. During an
annual practical week, the independent planning
and execution of a project is required.
Trainees Benefit From
Internationalization
The upcoming Behr generation always has
the opportunity to broaden its interests beyond
the company, to acquaint themselves with other
companies and visit trade shows. Two examples:
in 1936, just one year after inauguration of
the trainee workshop in Stuttgart-Feuerbach, a
visit to the Zeppelin hangar on Lake Constance
is on the itinerary. There the aspiring craftsmen
see with their own eyes how Behr coolers are
fitted into the huge airships. In August 1953,
an outing takes the trainees to Daimler-Benz
in Gaggenau.
For some years, prospective skilled workers
and students attending the University of Cooperative
Education even have the opportunity
to gather experience abroad during the
course of their training. Language courses are
meanwhile part of the training program for this
reason. “We send some of our future mechatronic
engineers to the Behr plants in Spain for four
weeks, for example. Furthermore, the young
people are able to acquaint themselves with
production methods and the culture in France
or in the USA, or can even do their diploma
abroad”, says Roland Brucker. In return, more
and more trainees from subsidiaries and affiliated
companies abroad have the opportunity to
acquire expertise at the Behr parent company
and make contacts with local colleagues.
Roland Brucker: “We are further expanding
this international network. This also applies
to existing cooperations between different
companies of the group within Germany. Here,
it is quite common for trainees from Kirchberg
to come to Stuttgart, for example, or that
trainees from the company headquarters
change to Behr-Hella Thermocontrol in
Lippstadt for a short time.”
Results of Practically Oriented
Training Convincing
The diverse measures of individual support
for trainees pay off equally for the employees
and the company. Behr is one of the few
employers that fills more than an average
number of managerial positions from its own
ranks. The large number of master craftsmen,
who were undergoing training in Stuttgart,
Mühlacker or Neustadt just a few years ago
and now manage and train themselves, is
just one example in favor of this practise.
In the commercial and administrative field
the picture is similar. Here as well, several
successful Behr employees commenced their
career as trainees. A “good atmosphere for
young people who want to get on” is certainly
to be found at Behr.
[Human Resources]
Careers at Behr
Klaus Wössner
starts training at
Behr as industrial
management
assistant in 1976.
Two years later
he joins the sales
department for
Klaus Wössner
cooling systems
for special vehicles. After attending evening
classes in business administration
(Academy of Business), he then moves
to aircraft sales – shortly afterwards
comes the change to controlling at Behr
Industrietechnik, the responsibility of
which he takes over in 1993. Two years
later, Klaus Wössner is in charge of logistics
at the young Behr subsidiary. In
2001, he becomes Spokesman of the
Board of Management of Behr Industrietechnik
Mylau and Managing Director of
Behr Motorradtechnik Reichenbach. Since
March 2003, Klaus Wössner is Managing
Director of what is now Behr Industry.
Helmut
Grözinger joins
Behr in April 1965
as a trainee industrial
management
assistant. Today,
40 years later,
he manages the
Helmut Grözinger
IT division for
the whole Behr Group. Born in Leonberg,
near Stuttgart, Grözinger starts in the
organization department after completing
his training. He completes an advanced
technical college degree alongside his
job. The business administration graduate
is subsequently responsible for the areas
industrial administration, accounting
and sales in Germany, also for the Behr
subsidiaries not long afterwards. In 1989
he becomes head of the administrative
IT division of Behr GmbH and six years
later engineering IT applications come
under his responsibility. He took over his
current position as head of G-IM in 2000.
67

Continuous and internationally
focused personnel development
is an important basis for Behr
to attain sustained growth on
the major automobile markets
of the world.
68
Encourage and
Challenge
“Plenty of responsibility”, “an open atmosphere”,
“good development opportunities on
account of the many national and international
locations”. These are just a few of the reasons
Behr employees give when asked why they
work for our company in particular. Thierry
Hulné, Key Account Manager in Stuttgart,
belongs to the team. He is perfectly happy
among “great people” and values their
“open-minded approach”.
This open-minded approach and also the
willingness to work for Behr abroad is not
just restricted to managerial staff and their
upcoming generation. “Even pallet truck drivers
are interested in a job at a foreign location”,
reports Uwe Brauner, Director Human Resources
Overseas. According to Uwe Brauner, interest
in working for the company outside Germany
is increasing. One particular reason for this
readiness is that employees need not fear any
career disadvantages when they return home.
On the contrary, “They at least get the job
they had before going abroad”, explains the
personnel manager. A temporary move from
home can further career prospects.
17,000
16,000
15,000
14,000
13,000
12,000
11,000
10,000
9,000
8,000
7,000
6,000
5,000
4,000
3,000
2,000
1,000
1905
Staff development of the Behr Group
1913
85 employees 183 employees
1,200 employees 2,000 employees
Behr Employees Master a Wide
Variety of Jobs
“Encourage and challenge” is the motto of
Human Resources Development and applies
to skilled workers just as office employees as
well as management. “We offer all committed
members of staff individual opportunities to
make progress in their jobs and achieve their
career goals”, explains Group Human Resources
Development Director Dr. Andreas-Claus
Windecker. The high number of former skilled
Germany: 6,673
39 percent
Workforce at the end of 2004: 16,986
5,900 employees
Abroad: 10,313
61 percent
13,400 employees
1910 1920 1930 1940 1950 1960 1970 1980 1990 2000
17,000 employees
2005

workers who now assume responsibility in production
and development are an example here.
In terms of personnel development, Manfred
Behr also follows the principle of “encourage
and challenge”. However, he thanks deserved
employees in his own special way. In 1951,
particularly capable members of staff may take
vacation at the cost of the company. Just one
year later, Behr rewards 30 employees with a
trip to the Olympic Games in Helsinki. Two
apprentices with good results also go along.
In those days and now, not only the best are
motivated. The company makes a successful
effort to increase the commitment of the workforce
and make Behr known as a particularly
attractive employer by offering exceptional
bonuses. In the past, these measures range
from the introduction of paid vacation (1919),
via the first premium payment for improvement
suggestions (1944), through to the payment of
special premiums based on the annual financial
statements as of 1953. Michael Geiger, Director
Human Resources Stuttgart, however, says there
are other reasons why Behr stands out from
other international companies as employer:
“Despite our dynamic growth, things are much
more personal in our company.”
The Behr Team is Becoming More
International
More than 10,300 of the almost 17,000
members of staff currently work for group
companies abroad. In 1999, the number of
overseas employees was just under 6,000.
This consistent globalization demands
internationalization of personnel development.
The first steps have been taken. Dr. Andreas-
Claus Windecker: “We are working on establishing
personnel development tools used in Germany,
such as the annual staff appraisal interview,
at the international locations, thus creating
uniform standards.” The working atmosphere
campaign (see page 71) is also to be rapidly
transferred to other countries. Furthermore,
international human resources development
conferences ensure that highly qualified Behr
employees – no matter what nationality – are
employed where they are best able to further
develop their abilities.
A worldwide network is being formed this
way, from which the company and employees
benefit. And, according to Dr. Andreas-Claus
Windecker, it is not just a case of passing on
expertise: “We are also creating the basis for
international friendships.” The Behr family is
continuing to expand.
At the beginning of 2005, some 170 Germans
are working as qualified technical personnel
and managerial staff at international
Behr subsidiaries and affiliated companies.
The number of senior staff coming from
abroad to work in Germany is also increasing
noticeably.
In 1998, Sabine Neuß becomes head of
Product Line Cockpit. After just under four
years, the mechanical engineer is the first
woman to head a Behr production plant
when she takes over management in
Neustadt. In January 2004, she moves to
Behr America as Vice President and is
responsible for Product Line Air Conditioning
Car North America there. At the end of 2004,
she additionally assumes responsibility for
Air Conditioning Truck North America and
Heater Core Development as well as
Validation Prototype Construction.
Thierry Hulné starts as development
engineer in Rouffach/France in 1992 and, in
this capacity, spends six months as resident
engineer at Volvo in Gothenburg. Two years
[Human Resources]
International Careers – Almost a Matter
of Course at Behr
later he becomes Project Manager Customer
Center Peugeot in France. Project management
in Customer Center Mercedes Car Group
in Stuttgart follows in 1999. Since April
2004, Thierry Hulné is Key Account Manager
Renault Nissan – likewise in Stuttgart.
Between 1991 and 1994 Markus Hübsch
studies mechanical engineering at the
University of Cooperative Education in
conjunction with Behr. His career commences
in Controlling. In 1997, he takes over
management of the Serial Process Evaporators
and Condensers. In 2001, he moves to
Frape Behr in Barcelona as plant manager.
Since 2004, Markus Hübsch is head of the
Behr plant in Charleston/USA.
Peter Birk joins Behr in Charleston in
1996 as project manager and, after a short
time in Germany, is responsible for a
customer center there. After two years, the
mechanical engineer moves into production.
Since 2002, he is with Behr Dayton Thermal
Products, USA. Today, he manages the overall
production and logistics there.
Sabine Neuß Thierry Hulné Markus Hübsch Peter Birk
69

Speaking from Experience
Interview with Two Members of the Behr Works Council
Objective and constructive
discussions have always
characterized work between
the Works Council and the
company management.
Employee representatives
take stock.
Great commitment in the interests
of colleagues: Franz Hübsch (left)
and Wilfried Winterer
70
Does the fact that Behr is a family company
and not a multicorporate enterprise have an
effect on your work?
Wilfried Winterer: I believe so. We always
had good, direct access to the Board of
Management. Movements in staff circles were
recognized relatively early on and appropriate
measures taken together.
Franz Hübsch: That also applies to my time
as Chairman of the Works Council. When Manfred
Behr was persuaded by us, the necessary
changes followed very quickly.
Have discussions always been “amicable”?
Wilfried Winterer: Not on all issues, by far.
We have often gone at one another “hammer
and tongs” over a matter. In the end, however,
we have always come to an agreement and
nothing is held personally against anyone
after hard bargaining. This should not be any
different in the future either.
Thinking back, which topics put a heavy
strain on you and your Works Council
colleagues?
Wilfried Winterer: There have been several.
The closure of Plant 2, for example, which ended
up with relatively few dismissals and resulted
in a job assurance for the remaining colleagues.
However, the agreement safeguarding the
production plants in Stuttgart or concerning new
investments in Plant 8 were also particularly
important. For salaried employees, there was
the question of the company pension scheme as
well as introduction of the flexitime regulation.
Franz Hübsch: At the time, the changeover
of wage compensation to job evaluation was

a prominent issue for us. Every job in the
industrial sector had to be individually evaluated
and graded for this.
Has the former strong employee bond
with the company changed in the course
of time?
Wilfried Winterer: I think so. The bond is
not as strong as it was. This mainly has to do
with current times which are characterized by
continually increasing competitive pressure as
well as pronounced internationalization. The
family events or bicycle tours organized by
Behr these days are, therefore, important to
strengthen the internal bond.
Franz Hübsch: For me, the large number
of staff we had at the time celebrating an
anniversary was convincing evidence of
particularly strong bonds with the company.
In 1975, for example, 53 colleagues celebrated
their 25th anniversary with the parent company.
Seven members of the workforce even looked
back on 40 years at Behr.
How would you describe the development
of Behr after the Second World War from
the point of view of the Works Council?
Franz Hübsch: This period was chiefly
characterized by the unimpeded growth of the
automobile industry. Behr reacted by continually
adjusting capacities, kept us fully informed
and made the necessary investments within
the bounds of financial possibilities. It was
reassuring for the Works Council to know that
the shareholders’ capital generally covered
more than 50 percent of these outlays. In the
end, however, the exceptional growth of the
company would not have been possible without
the above-average commitment of the
workforce.
Where do you see the most pressing
issues of your job today?
Wilfried Winterer: Above all, it is now a
matter of largely maintaining the German
production locations. This will not be possible
without improving staff qualifications. We
have taken a first step in the right direction
by concluding the vocational training and
qualification agreement. This arrangement
particularly offers lesser qualified colleagues
the opportunity to further develop their
abilities. Furthermore, we urgently need to
promote the transfer of knowledge from old
to young. Behr employs a large number of
highly qualified skilled workers who possess
an enormous amount of knowledge from which
younger colleagues would certainly profit.
Has your work as Chairman of the Works
Council been enjoyable and fulfilling?
Wilfried Winterer: I have always enjoyed
my work, even in difficult times. The fact that
the Board of Management now has to face
completely different challenges to those in the
past on account of the ever harsher national
and international competition means, however,
that cooperation will not become easier.
Franz Hübsch: On the whole, it was enjoyable.
For my Works Council colleagues and myself it
was a question of correctly handling the tasks
in the interests of the workforce and thus for
the company.
Franz Hübsch was Chairman of
the Works Council from 1975
until 1988. Wilfried Winterer
took over this office in 1990
and has also been Chairman
of the Central Works Council
since then.
What are your wishes regarding Behr’s
further development in the coming years?
Wilfried Winterer: I hope that Behr will
continue to remain an essentially independent
family company and not become dependent
in any way. This is namely the only way to
guarantee that as much capital as possible
remains in the company and does not have
to be passed on to external shareholders.
Franz Hübsch: I wholeheartedly wish Behr
and its workforce at home and abroad a
successful future as well as enjoyable work.
[Human Resources]
Working Atmosphere
Campaign at Behr
The annual working atmosphere
campaign (referred to as BKA from the
German “Betriebsklimaaktion“) has
been anchored as an important feature
of Behr’s corporate culture and a
company target since 1996. It always
takes place from January through to
the end of June at the company
headquarters as well as the German
plants and includes production line
workers just the same as managerial
staff. The results of the different
workshops are put together and submitted
to the Board of Management
with recommendations for action.
Trained moderators discuss the latest
developments with colleagues in the
departments.
At present, the annual BKA is
gradually being extended to the
foreign Behr subsidiaries in order to
enable detection of changes there at
an early stage and, if necessary, to
take countermeasures. However, it is
inevitable that the various cultural
environments in the different countries
mean that this will take some time.
Results of the BKA 2004 show that
we can quite rightly be satisfied with
the working atmosphere in Germany.
Some 3,500 employees took part –
an increase in participation of
approximately ten percent compared
with the previous year. Almost all
respondents, to be more precise
93 percent, enjoy their work at Behr.
Something we are proud of. Nevertheless,
we will not rest on our laurels.
Our aim is to be even better in the
future and to further optimize the
working atmosphere. The prerequisite
for further growth is attained this way
and that benefits Behr as well as all
employees in our global network.
71

Social
Involvement
Rainer Schütz, Director Asia Pacific Europe,
is committed to helping poor children have
a better life.
72
Corporate success and social responsibility are not contradictory.
They are complementary. Behr is aware of this and, together
with its workforce, is involved in issues of public welfare
throughout the world.

During his long stays abroad and on frequent
business trips way beyond the borders of
Germany, Rainer Schütz is repeatedly confronted
with children in need. The situation moves
the director responsible for Asia Pacific Europe
to the core. He decides to help – and not just
through donations. In 1994 Rainer Schütz takes
over presidency of the Christian Children’s Fund
(CCF) in Nürtingen in an honorary capacity.
This function involves him in many relief
campaigns around the world. Furthermore,
together with his wife, the Behr manager
sponsors children from Burundi, India and
Brazil as godchildren. “We feel we must help
these children.”
Pamela Zeller likewise displays social commitment.
The personnel assistant from the Behr
plant in Pforzheim is a volunteer with the
emergency aftercare service of the German Red
Cross. In her spare time, she supports people
in need after the sudden death of a relative.
Such assignments demand strong nerves and
a great deal of empathy. Pamela Zeller has
both and a naturally cheerful character.
Behr donated the amount saved in 2004 through
the idea of “electronic Christmas cards” to the
Christian Children’s Fund in support of the project
“Wells for Kenya”.
Accepting Responsibility for Society
These two employees are by far not the only
members of the Behr workforce who work for
social and cultural organizations. Willingness
to become involved in activities beyond work
is encountered throughout our global network.
We are proud of this and support these
colleagues in their good work. Pamela Zeller,
for example, reports about the generous understanding
of her superior, “when I occasionally
come to work somewhat late after a night-time
mission.”
However, Behr does not see its responsibility
toward public welfare just in supporting
employees who actively aid fellow human
beings in their spare time. As a “corporate
citizen”, i.e. a company that undertakes
duties just like a citizen, we voluntarily
participate to help solve diverse socio-political
problems. In our opinion, sales and return
figures are not the only factors with which
a company should make an impression on the
public in general.
[Corporate Citizenship]
Sets a good example: in her spare time Behr employee Pamela Zeller helps people who have suddenly
lost relatives or friends.
A people oriented approach
is not just a matter of course
in day-to-day business life
for Behr and its workforce.
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Behr Brasil is socially involved throughout
the whole year: in various activities
for handicapped and needy people.
Behr and its workforce spontaneously help
in 2002 when the situation in Saxony is so bad
after disastrous flooding.
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Corporate Citizenship Within
the Company
Behr’s obligations as a “corporate citizen”
start within the company. The number of
trainees, for example, is higher than actually
required. An extensive further education and
advancement program gives employees the
possibility of extending their knowledge to
increase their personal and technical qualifications.
The experience and advice of older
colleagues is just as important to us as the
innovative strength and flexibility of younger
Behr employees.
Great Involvement in Germany
and Worldwide
Demonstrating and practicing a sense of
responsibility also means financially supporting
numerous organizations and initiatives in Behr’s
eyes. In Stuttgart, for example, we sponsor
culture and science. In the capital of Baden-
Württemberg, we support the Institute for
Motor Vehicle Mechatronics at the university.
By supporting the Stuttgart Institute of Management
and Technology (SIMT), our company
wants to give talented members of the upcoming
generation the opportunity to optimally
prepare themselves for subsequent careers.
Initiatives such as the research associations for
combustion engines and automobile technology
can likewise count on support from Behr.
Furthermore, the sponsorship of cultural
institutions has long been a tradition at Behr.
The Art Foundation Baden-Württemberg,
the State Gallery and the State Opera are
among the beneficiaries. Naturally, we or our
companies also sponsor social institutions
such as day nurseries or addict counseling
centers.
In the case of various natural disasters,
Behr and its workforce are quick to help. Behr
Kirchberg, for example, initiates a successful
donation appeal after large parts of Saxony
are flooded in August 2002 and many areas
resemble a battlefield. It is a matter of honor
and foregone conclusion that Behr Stuttgart
as well as the plants Mühlacker, Pforzheim,
Vaihingen and Neustadt participate. The
result: 120,000 euros come together and help
to remove traces of the flood of the century.
When Southeast Asia suffers one of the
worst natural disasters of all times claiming
over 300,000 lives on the day after Christmas
2004, prompt help again goes without saying.
Behr India, together with its joint venture
partner Anand, is at the forefront of the
international Behr network and contributes
a day’s pay for every member of staff. Shortly
afterwards, the Behr Board of Management
appeals to all employees at the head office
and subsidiaries to make a donation and
increases the collected sum by a considerable
amount.

Various Initiatives at all Behr
Locations
“Corporate thinking and people-oriented
action” is the motto of the global Behr network.
It stands, on the one hand, for the sustained
economic success of our company and, on the
other, for the various activities with which
Behr faces up to its responsibility for society
together with its workforce.
The initiatives are very varied. Behr Brasil,
for example, aids handicapped children and
assists people with impaired hearing to
become integrated in working life. Behr Czech
is supporting the establishment of a functional
health system where it is based. Behr South
Africa is fighting against AIDS. Practical
environmental stewardship plays an important
role for Behr America. And these are just
a few examples of the social involvement of
Behr and its workforce.
Behr Foundation Sponsors Social
Projects, Art and Culture
Our founding family also acts in the interests
of public welfare. At the end of 2003, Britta
von Berg, granddaughter of the company
founder, sets up the Behr Foundation. Chairman
of the Supervisory Board and likewise member
of the foundation committee, Horst Geidel,
defines the mission: “We particularly want to
Behr India supports the fight against polio.
Life-saving inoculations are given to
children during door-to-door campaigns.
Brent Streeter from Behr America
and his wife Joyce take care
of village children during
their vacation in Uganda.
assist young artists and support organizations
which pursue social projects in the Stuttgart
area and Mühlacker region.”
Corporate Citizenship is Becoming
an Important Success Factor
We are not only promoting public welfare
by being involved in social and cultural fields.
Social commitment is also becoming a criterion
when the success and image of a company is
assessed. It is becoming increasingly seldom
that profitable growth alone suffices as
evidence of quality. A successful company
must commit itself to sustainability. We are
aware of this fact and act accordingly.
At Behr South Africa attention is focused on the fight
against AIDS. Managers Steve Howard and Ted Waldburger
are among the first to undergo a voluntary AIDS test.
[Corporate Citizenship]
Voluntary involvement in
public welfare is increasingly
becoming a competitive
factor in national and
international business.
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Prof. Dr. Ferdinand Dudenhöffer is Managing
Director of the prognosis institute B&D-Forecast
GmbH, Leverkusen and Director of CAR – Center
Automotive Research – at the University
of Applied Sciences Gelsenkirchen.
Prof. Ferdinand Dudenhöffer:
Suppliers as Hidden Champions
The automobile industry is a growth industry;
its global importance will further increase in
the next 20 years. This growth is based on
two pillars: volume growth and an increase in
quality. Volume growth is taking place on the
new markets such as China, India and East
Europe. Through these markets, we expect the
annual worldwide demand for cars to increase
from the current 52 million vehicles to over
72 million by 2020. On the saturated markets,
we anticipate a considerable advancement in
vehicle quality. This increase in quality is
driven by enhanced safety installations,
extended safety features, new vehicle drive
and body concepts.
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Prospects
Quo vadis Behr? What is on the agenda in the coming years?
Instead of a résumé, we have invited three automobile experts
to express an opinion. They venture to take a look ahead at the
sector, our company and our technologies.
The significance of this increase in quality
is affirmed by data from Germany, where the
average price of a new vehicle has risen by
over 130 percent over the last 20 years. New
engine and transmission concepts, the more
frequent standard fitting of air conditioning,
the electrical adjustment of windows, doors
and seats, safety features such as airbags,
ESP and new driver assistance systems are
examples that have made increased quality
“felt” in our vehicles over the last 30 years.
The creativity of our engineers will hep to
make the vehicle of the future even more
innovative and of added quality to the buyer.
The suppliers will generate the greater part of
this growth. New subsystems such as state-ofthe-art
air conditioners, new thermal systems
for the car of the future and the integration
of these components in modules are shifting
more to them. Consequently, the suppliers are
the hidden champions of our modern vehicles –
their influence and contribution to quality
will increase further.
As a result, after 100 successful years, Behr is
excellently qualified for continued growth. Of
course, this growth also makes harsh demands.
Four variables are crucial:
• Gaining new markets and, as in the past,
basing the growth process on a solid
foundation through sound financing.
• Continuous optimization of the cost position
and improvement in productivity in order to
improve competitiveness.
• Strengthening the premium edge through
innovative products and maximum product
quality. The trade name Behr gains in
strength this way.
• Intensification and extension of customer
relations to firmly anchor the trade name
Behr in customers’ minds.
100 years of Behr show a clear-cut, successful
track record. Behr knows the automobile
business and is one of the important innovators
in the automobile and supplier industry –
excellent qualifications for the next 100 years!
Prof. Dr.-Ing. Stefan Pischinger is Director of
the Institute for Internal Combustion Engines at
the RWTH Aachen University. He is also managing
partner of FEV Motorentechnik GmbH.

Prof. Stefan Pischinger:
Key Role for Engine Cooling
The demands made on the power trains of
motor vehicles are increasing. Emphasis is
placed on fuel consumption and pollutant
emissions as well as driving pleasure, comfort
and reliability – and all this at reasonable
prices.
In the context of these factors, continual
further development of the combustion engine
has enabled it to successfully hold its own as
the most favorable solution for over 125 years.
A replacement of the engine by alternative
technology, such as the fuel cell, for example,
does not appear to be in sight in 2005. As a
result, further development of the combustion
engine will take place at increased speed in
the coming years. The topic of engine cooling,
such an important issue for Behr, will play
a key role here.
Fast heating up of the engine is of great
significance to heating comfort, favorable
friction behavior as well as rapid heating up
of the exhaust gas catalytic converter. Among
other things, this demands further developed
cooling systems that are as variable as possible,
e.g. split cooling concepts with several
interconnected cooling circuits through to
electrically driven cooling pumps. At the same
time, attention must be paid to a favorable
balance between heat development in the oil
as well the cooling water, something that can
be achieved ideally with oil-water heat
exchangers.
The continuing trend toward greater engine
performance means demands on cooling will
further increase. As the result of increased
popularity of supercharging, which will also
take over the Otto engine more and more after
having conquered the diesel engine, charge-air
cooling will gain greater significance. It is the
key to high power density in conjunction with
acceptable loads acting on the components
and low pollutant emissions. In connection
with down-sizing concepts, the high power
densities of supercharged engines can also
be used to reduce consumption.
Finally, the cooling of recirculated exhaust gas
in diesel engines will have greater importance
on the reduction of pollutant emissions. The
required cooling performance will increase
with more stringent limit values, particularly
when it comes to maximum load requirements.
A switchable bypass allows the selective use
of the cooling in the corresponding operating
states. On the basis of its 100-year history,
Behr is well positioned in the described areas
of engine cooling. The future developments
will further strengthen this market. And should
the fuel cell make a breakthrough, cooling
will be even more indispensable than for the
combustion engine – even today, it is assumed
that about three times as many cooling
components will be needed.
Prof. Dr. Heiner Bubb is head of the Institute for
Ergonomics at the Technical University Munich.
Prof. Heiner Bubb: Comfortable
Climate with the Help of Computer
Analyses
Comfortable operation and design layout pose
a particular challenge to market success when
it comes to a technologically complex product
such as the motor vehicle. Two questions
arise from this for the development engineers:
How can comfort be made measurable and how
can target parameters for design be defined
from these?
[Prospects]
Regarding comfort, from a scientific point of
view differentiation is to be made between
the two independent parameters “pleasure”
and “suffering”, although only the latter is
objective and can be recorded in figures. The
climatic conditions are of particular significance
in this connection. Moreover, it has been
proven in several scientific investigations that
particularly heat tires drivers considerably and
thus constitutes a safety risk.
Particularly the climate in very restricted spaces
poses the highest demands on developers on
account of the complex flow conditions. In
view of the individual sitting position and
different body measurements of those using
a vehicle, it is particularly difficult to find a
compromise that does justice to all influences.
A further difficulty is the extremely high
influence of solar radiation, which is becoming
greater due to the current design trend toward
flatter and larger windshields that even extend
well into the roof. Then there is the microclimate
between body and seat, which is
difficult to define as it is not only determined
by the structure and materials of the seat but
also essentially influenced by the clothing of
the respective person.
Against this background, computer analyses
will play an ever increasing role in the field
of climate engineering. In future, the
characteristics of a thermal dummy can namely
be combined with those of CAD dummies to
enable a package design on the basis of body
sizes. In conjunction with modeling of the
flow conditions, it will be possible to apply
CAD to take different types of persons as well
as postures into account and thus work out
better compromises. On the basis of these
findings and in conjunction with a series of
other technical approaches to the problem,
in future it will then be possible to also
respond more suitably to the issues of solar
radiation and microclimate. Behr has defined
the issue of comfort as an important field of
development and consistently built up system
expertise. This means that the company is
well equipped to meet the increasing demands
made on individual comfort for drivers and
passengers.
77

[Imprint]
Published by:
Behr GmbH & Co. KG
Communications
Mauserstr. 3
70469 Stuttgart
Germany
Telephone: +49 (0) 7 11/8 96-26 45
Telefax: +49 (0) 7 11/8 96-23 48
www.behrgroup.com
Chief editor:
Stephanie Reuter (responsible)
Head of editorial staff:
Wiebke Wöllner
Editors:
Sabine Wittig, Jochen von Plüskow
Concept and realization:
Volker Laucher, Andreas Geiger
Photos:
Page 2: VDA
Page 14, 15: DaimlerChrysler AG
Page 22: ALSTOM LHB GmbH 2005
Page 29: Private
Page 72, 73: Christian Children’s
Fund CCF
Page 74: Stadt-Bild-Verlag Leipzig
Page 76, 77: Prof. Dr. Ferdinand
Dudenhöffer, Prof. Dr. Stefan
Pischinger, Prof. Dr. Heiner Bubb
All other illustrations:
Behr GmbH & Co. KG
The centennial magazine is published
in German, English and French.
79