changes What’s driving the process industry

Sustainability as a principle

Family companies such as Endress+Hauser form the backbone of many economies. Their strength lies in their desire to be successful for generations to come.

Research: Christine Böhringer
Strong foundations

From a global standpoint, family-owned enterprises make up roughly two-thirds of all companies – in Germany, Switzerland and the US this number is around 90 percent. These companies often contribute more than half of the GDP and create up to 80 percent of all jobs.

  • Endress+Hauser is the largest family-owned company in the process automation industry
  • Established 1953
  • 8 children born to Georg H Endress & Alice Endress
  • Each of the eight branches of the family owns 12% of the company
  • Endress+Hauser Group net sales
    2000: €0.7 bil.; 2010: €1.3 bil.; 2020: €2.6 bil.
Solid growth

Family companies think in generations, not quarters. They run their businesses with foresight and follow their goals over the long term. The reinvestment of profits pays off, and innovative strength and financial stability fuel above-average growth.

  • 8,900 patents and patent filings*
  • 76% equity ratio*
  • Investments €205 mil.*
  • 7.6% R&D ratio* 

* 2020 figures

Comprehensive responsibility

The shareholders’ strong identification with the company is reflected in the way the company carries out its activities in a responsible manner. As a result, people, the environment and society as a whole all benefit, from secure jobs to extraordinary social engagement.   

  • 4% of the shares are held by the non-profit Georg H Endress Foundation
  • Endress+Hauser Group workforce
    2000: 6,200; 2010: 8.600; 2020:14.500
  • 400 apprentices*
  • Sustainability audits by EcoVadis since 2015
Clear relationships

Only two-thirds of all family enterprises are successful in handing the company over to the next generation. The older and larger the company becomes, the greater the complexity. Shareholders must find ways to ensure solidarity, promote identification with the company and manage the succession.

  • 76 members of the second, third and fourth generations
  • A Family Charter governs the relationship between the company and the family
  • Family members have voting rights within the Family General Assembly when they turn 16
  • 2 representatives of the family have seats on the Supervisory Board