Corporate culture

“The family personifies stability and long-term thinking”

smanetsch — Tue, 19 Dec 2023 13:52:44 +0000

“The family personifies stability and long-term thinking” smanetsch Tue, 19.12.2023 - 14:52

People+Culture

“The family personifies stability and long-term thinking”

Klaus Endress, who shaped Endress+Hauser for decades as CEO and president of the Supervisory Board, is retiring. From now on, Steven Endress and Sandra Genge will represent the shareholding family on the Supervisory Board. In an interview the trio discusses stable values, corporate responsibility and celebrating Christmas together.

Text: Alexander Marzahn, Corinne Wolter

Photography: Andreas Mader

As members of the Endress family, what comes to mind when you hear the name Endress+Hauser?

Steven Endress: I would boil it down to three things: passion, performance and pride.

Klaus Endress: A great company where people like to work and one that others like to work with. At least that’s what I hear from outside the company (laughs).

Sandra Genge: First and foremost I’m proud to be a member of the family that in two generations managed to build this terrific company. Whoever you speak with, young apprentices or people in the management team, the sense of commitment can be felt everywhere. This is unique and something that both fascinates and motivates me.

Sandra Genge and Steven Endress, you represent the family on the Supervisory Board now that Klaus Endress is retiring. Do you see your mission as carrying the Endress+ Hauser culture out into the world?

Steven Endress: Absolutely. This is already happening on a daily basis. We talk about the Endress+Hauser culture and brand with the aim of instilling our values in employees around the world.

Sandra Genge: We want to exemplify the culture, not only as members of the Endress family in our interactions with employees and customers, but also within our own family, with a view towards our own children and future generations, just like we experienced from our own parents.

Klaus Endress: Whether exemplifying our culture within the family or towards employees and customers, it only works if we have credibility. I have to be personally convinced that I’m doing the right thing, then I can stand up for it credibly. We not only talk about these guiding principles but also live by them. This is how I can inspire the people around me with our values, our culture. And they in turn they do the same for the people around them. This is how an understanding of our culture spreads everywhere in the company.

Is this cultural foundation sufficiently anchored to carry us into the future?

Sandra Genge: I believe we have created a solid basis: from the company’s side with the Spirit, which puts the culture into words, and the ‘Loyalty and Responsibility’ sculpture, which visualizes it. In 2006 we created the Family Charter, which commits us as a family to common goals and values. It will be important for us to continue promoting and cultivating this foundation into the future. I’m firmly convinced that our corporate values and culture are what have made Endress+Hauser so unique and enduringly successful.

Mr Endress, do you share the impression that the culture created and cultivated by you and your father is on fertile ground with the new generation?

Klaus Endress: Yes – and I’m very proud of that. We put a lot of effort into ensuring that the Spirit continues to thrive in the minds of the family. And that should continue into the future. Solidarity in the family, in the company too, is the most important thing. That’s something you have to work hard at, every day, and never stop. When I spend time at the company today and talk with people, I can sense and experience an incredible feeling of ‘we’.

Steven Endress: While technology is the company’s DNA, the way that everything plays together is based on emotions, strong dedication and the passion of the people who keep the company running.

Sandra Genge: The strong corporate culture at Endress+Hauser indisputably contributed to the company’s past success. That’s not something that comes out of the blue. This culture was planted by the first generation and continues to be developed and cultivated by the second generation. And so it will continue into the third. This is one of our primary responsibilities as family members.

Passing the baton

The young generation of the shareholder family is taking on more responsibility. In 2022 Sandra Genge (46) replaced Hans-Peter Endress, who retired from the Supervisory Board upon reaching the age limit. When Dr Klaus Endress retires at the end of the year, Steven Endress (44) will become the second third-generation family member on the board. Matthias Altendorf, departing CEO of the Group, will take over as president of the Supervisory Board effective 1 January 2024.

Sandra Genge is the mother of three children and previously led an advertising agency in Zurich. As a member of the third generation, she has been on the Family Council since 2007. Steven Endress ran a software development company in England before joining Endress+Hauser UK as a project manager in 2011. There he served as managing director from 2016 to 2023. He lives in England with his family.

The four brand values of Endress+Hauser are commitment, excellence, friendliness and sustainability. Are these forever cast in stone, or maybe subject to societal changes?

Klaus Endress: These are good values, part of the Spirit, anchored in our Family Charter. And they are easily remembered. Even people who have never encountered them before can understand them without further explanation. For employees the values provide a great guideline on conduct.

Sandra Genge: The durability of these values at Endress+Hauser testifies both to how much thought went into choosing them, and just how good they are. I too have asked myself whether these values are still fitting for today. It’s an interesting question. There is no debating sustainability, or excellence – delivering excellent products is a must. I also think friendliness and commitment could not be any more topical and timely when it comes to customers and employees. We talk a lot about skilled labor shortages and ways of appealing to the young generation. Both of these values can be very effective here.

Steven Endress: The values are the anchor points on which our culture is built. But the culture – the way you do things – continues to evolve. Friendliness in particular is a value you won’t generally see emphasized at other companies. As a family company we believe in it! We look after and support each other. This caring approach also extends to our customers.

Sandra Genge: At the same time it’s important to be in tune with the times and to act and respond flexibly when needed. Our Family Charter, too, has to be a living and practical work.

Endress+Hauser is a family company. Is this perceived as special out in the world?

Steven Endress: For me, being a family company is about stability and long-¬term thinking. Other companies tend to act over-hastily in certain situations and forget what matters most: people. When we say that people are the most important element in the company, we mean it. This is the most powerful thing we can achieve as a family company. The way we dealt with Covid, for example, was quite different compared to many publicly listed companies.

Sandra Genge: A family company can think in generations and not from quarter to quarter as often happens. That gives us a lot of entrepreneurial freedom.

Klaus Endress: I’m convinced that family companies – the good ones at least – are more successful than those that are traded on the exchanges. Because the family has a permanent stake in its success, it has an interest in further developing the company over the long term. We take our responsibility seriously and stay confident even in bad times. The employees know they have good, secure jobs. And if the job is enjoyable, then you will do it well.

“A family company can think in generations and not from quarter to quarter. That gives us a lot of entrepreneurial freedom.”

Sandra Genge

Member of the Supervisory Board

Today the Endress family has grown to more than 75 members. Will that make it more difficult to ensure this solidarity?

Sandra Genge: The family is of course much larger today. In the past there was no Charter establishing guidelines for family members. We met spontaneously. Attendance at the family Christmas celebration at my grandparents’ house was compulsory. We still have it today, along with around six other events a year. The nice thing is that many people attend, including the ones from Canada, France and England. We indeed live by the Charter. The third and fourth generation also gets along very well and some regularly spend their holidays together.

Steven Endress was the only member of the third generation to be active in the operational business. Did you hope for a little more participation?

Klaus Endress: Of course it’s great if someone from the family joins the company. But they have to bring the same qualifications as all other candidates. At the beginning, requirements for family members were too restrictive; only management positions were open to them. In hindsight I believe this was overly narrow and tied to over-specified requirements. The third version of the Charter is now in effect. Family members can work at any level within the company and develop their careers just like non-family members. As an Endress there is neither a bonus nor a penalty. This opening came a bit late for members of the third generation, however, so they headed in other directions.

Sandra Genge: Many in our generation already had careers when the Charter became effective in 2006. But I’m confident there is a lot of interest from the young generation.

Steven Endress: One challenge is that the present size of the company seems almost intimidating. Sandra and I were fortunate to have parents who had already worked in it. For us, the business was always relatable. It’s harder to understand the company from a distance. We try to bridge this distance with events like the Family Day. I believe these activities will go on to bear fruit. If we enjoy what we do, get along with each other and accept responsibility, the company will benefit as well. After all, the family’s and the company’s strength are one and the same.

“If we accept responsibility, the company will benefit as well. The family’s and the company’s strength are one and the same.”

Steven Endress

Member of the Supervisory Board

What do you see as your future responsibilities on the Supervisory Board?

Sandra Genge: In a nutshell, our job is to represent the interests of the family and ensure that Endress+Hauser remains a successful family company. We bring the family’s perspective and represent the culture and values.

Klaus Endress: What’s important is making sure that decisions are made in the best interests of the company. That’s what I always did. I was never a lobbyist for the family. If we make the wrong decisions, it impacts not just the company, but us as well.

What is your assessment of the current business environment for Endress+Hauser?

Klaus Endress: A lot of things in the world are not okay. At the same time there are lots of new technologies emerging – just think about AI. People are fearful and want some assurance of continuity. Fear is a bad adviser. It makes you think about everything except the work you need to take care of. That brings us back to the culture. Cultivating the interaction between customers, employees and shareholders is what makes the difference. If we look out for each other, we can make it through any situation – of that I’m convinced.

Steven Endress: I think one of our chief strengths is diversification: in our product portfolio, as well as services and solutions. This puts us in an extremely strong position. A glance at history shows us that Endress+Hauser’s true growth comes from difficult times. We don’t let people go, which translates into continuity. We follow our compass and conduct ourselves consistently, regardless of how bad the climate is.

Sandra Genge: The company has demonstrated this resilience several times already. It is based on various factors, including diversity and the culture. Although we live in challenging times, I see an abundance of opportunities for the company, not least with respect to sustainability. I see tremendous potential in a future where many things are being measured and where resources are used with care.

One last question, Mr Endress. Do you have any advice for Sandra Genge and Steven Endress?

Klaus Endress: No, not really. But if they ask me at a later point, I will gladly offer both of them my support and advice.

Sandra Genge, Steven Endress, what have you learned from Klaus Endress?

Steven Endress: The biggest lesson is responsibility. We were recently at a family event and I commented about how nice it is to have such gatherings. His response was, “Yes, but someone has to make sure it actually happens.” A lot of work is involved. Klaus lives by doing and he sets a good example. If we use this as a role model and take the responsibility for getting things done, we will stay successful.

Sandra Genge: I have tremendous respect for what my uncle has done, and continues to do, for the company and the family. He keeps the big picture in mind and never acts self-servingly. I’ve always admired that and it inspires my own involvement.

Discover more about the change at Endress+Hauser:

Generational Change

Two generations at one table: Dr Klaus Endress (center), with Sandra Genge and Steven Endress, who now represent the family on the Supervisory Board of the Endress+Hauser Group.

Shareholder family Corporate culture

Female engineers in focus

smanetsch — Thu, 22 Jun 2023 07:36:51 +0000

Female engineers in focus smanetsch Thu, 22.06.2023 - 09:36

People+Culture

Female engineers in focus

At Endress+Hauser, the world of female engineers reveals remarkable achievements – and portrays inspiring stories about dedication, skill and creativity. Six women explain how their jobs set an example for diversity and equal opportunity in technical professions.

Text: Sereina Manetsch

Images: Endress+Hauser

Women are still underrepresented in most technical professions. A lack of knowledge about how diverse the day-to-day activities are in this field is one reason. Another is a lack of female role models who have successfully chosen this path. The International Women in Engineering Day aims to change this. On 23 June every year, the spotlight shines on women around the world who are putting their stamp on the field of engineering with dedication, skill and creativity. Six female engineers from Endress+Hauser use this opportunity to share their experiences – and to encourage young women to chart this same course.

“Many women on the verge of an engineering career believe that science and family are incompatible, which leads them to become discouraged. My experience has shown otherwise. The support of my family has helped me to advance my scientific career. It was not always easy to balance these roles, but hard work and perseverance bring respect and recognition. My advice is to persevere, stay the course and display self-confidence.”

Dr Anna Kocincová

Head of R&D and Paste Production, Innovative Sensor Technology IST

“Significantly participating in the development of something really innovative provides a deep sense of satisfaction, because it can often be a very long time before a patent is actually approved. In these moments you truly realize that you have created something special and that your contribution is of major significance. And it’s a great experience when your own innovation ends up in production, because you see how it delivers concrete added value. In such moments, you feel the joy and fulfillment that comes with knowing that you made an important contribution.”

Elke Schmidt

Advanced Sensor Engineer, Endress+Hauser Level+Pressure

“Teamwork is of critical importance for innovation. Innovations are not created in isolation in some dark chamber, but come about through interaction with others in a creative environment. Collaboration makes it possible to bring in various ideas and perspectives, which leads to a more comprehensive understanding and increases the chance of an innovative breakthrough. Ultimately, teamwork is the key to success in the development of groundbreaking innovations.”

Felicia Seichter

Senior Engineer, Endress+Hauser Liquid Analysis

“In the field of data science, I’m proud to be able to work on such high-profile issues that have genuine added value for our customers. Although it can take some time before an idea can be transformed into a product, I feel like a small piece of a puzzle in the future of processing and interpreting measurement values.”

Julia Mildner

Head of Group, Endress+Hauser Liquid Analysis

“Endress+Hauser’s atmosphere of openness, which allows a free exchange of ideas, fires up the imagination. There is no room for competition. Instead, there is a common devotion to finding the best possible solution. Close collaboration in the team leads to a creative dynamic that provides the inspiration for new solutions. Teamwork and a common spirit serve as the driving force for our innovative discoveries.”

Martine Lefebvre

Head of Device Integration Department, Endress+Hauser Flow

"At the beginning you often don’t know when an idea can become a real innovation. It calls for openness and interest beyond one’s own field of specialty, a search for solutions off the beaten path and even outside of one’s own specialty. Sometimes it means scaling things differently or combining them anew, and most of all sharing ideas with people from other areas."

Dr Christiane Ehrling

Department Manager Product Development Sum parameter / Elemental analysis, Analytik Jena

A network for more diversity

With the global initiative known as the Women’s Integrated Network (WIN), Endress+Hauser is actively promoting diversity, equal opportunity and the development of female employees through leadership, training and education, personal and professional development, networking and mentoring. The special emphasis is on careers in the areas of science, technology, engineering and mathematics (STEM). The WIN initiative aims to increase the share of female managers to 30 percent by the year 2030, while growing the overall share of female employees to 40 percent from the current 30 percent.

At the US Sales Center, where the initiative was launched in 2015, the proportion of women in management positions increased from 21 to 37 percent within seven years. At Endress+Hauser Liquid Analysis, the ratio rose from 15 to 25 percent in two years. In addition, managers and those with human resources responsibility around the world have been sensitized to the issue of unconscious bias. With the WIN initiative, Endress+Hauser is increasing the awareness of diversity and inclusion, and in the process making a positive impact on the corporate culture over the long term.

Corporate culture Education Diversity

Generational change

smanetsch — Wed, 29 Mar 2023 06:43:59 +0000

Generational change smanetsch Wed, 29.03.2023 - 08:43

People+Culture

Generational change

Changes are taking place at the top of Endress+Hauser at the beginning of 2024. Klaus Endress will relinquish his duties as President of the Supervisory Board. He will be succeeded by CEO Matthias Altendorf. Taking over the reins of the Group will be Peter Selders, currently Managing Director of Endress+Hauser Level+Pressure.

Text: Martin Raab

Photography: Andreas Mader, Christoph Fein

Dr Klaus Endress (born 1948) has repeatedly stated his intention to give up his responsibilities as President of the Supervisory Board when he reaches the age limit of 75. While he will continue to head up the Family Council, he will no longer take an active role in the company.

Endress, the second-eldest son of the company founder, has made his mark on Endress+Hauser for nearly 45 years. Much of the company continues to bear his signature. At the same time he has spent many years preparing a generational change in the shareholder family. Considerable thought and extensive discussions went into the decisions, which were made with the mutual agreement of the shareholders, the family and the Supervisory Board. The departing President of the Supervisory Board emphasized that “we have filled all of the positions with competent people we know and trust, and who embody our culture”.

INTERNAL SUCCESSION

Effective 1 January 2024, Matthias Altendorf will move to the Supervisory Board as President. The shareholders view him as the person best suited for the job, says Klaus Endress. “He has known our company for 35 years and has led the Group with prudence and success for nearly a decade. Mr Altendorf further-more embodies our culture in an exemplary manner and stands for the values that define our company.”

IN FAMILY HANDS

Endress+Hauser was founded in 1953 by 29-year-old Swiss engineer Georg H Endress and 58-year-old Ludwig Hauser, a German banker. After his death in 1975, Hauser’s heirs expressed the desire to be bought out. Endress became the sole shareholder. While still alive, he transferred equal shares (12 percent) of the company to his eight children. The remaining four percent is held by the Georg H Endress Foundation, a non-profit organization that supports training, education and science projects.

Dr Peter Selders will take over the reins as CEO. The 53-year-old executive, who holds a PhD in physics, joined Endress+Hauser Level+Pressure in 2004 and has led the product center since 2019. “Mr Selders has demonstrated that he can lead and inspire people, that he lives and breathes our culture and is capable of successfully growing a large organization,” says Klaus Endress.

He will be supported in his new role as CEO of the Group by Matthias Altendorf, who will make his full experience and knowledge available. The new CEO will also have the backing of the Executive Board, whose composition remains unchanged. Succeeding Peter Selders will be 49-year-old Dr Dirk Mörmann, currently Director of Technology and a member of the management board at Endress+Hauser Level+Pressure.

SECOND REPRESENTATIVE OF THE FAMILY

As before, the shareholder family will be represented on the Supervisory Board by two members. As well as Sandra Genge, who became a member in 2022, Steven Endress will have a seat on the board effective 1January2024. The 44-year-old grandson of the company founder has worked at Endress+Hauser since 2012 and took over as Managing Director of Endress+Hauser UK in 2016. As of 1 May 2023, the fortunes of the United Kingdom sales center will be in the hands of 51-year-old Iain Cropper, currently Director of Operations and a member of the management board.

A family affair: departing President of the Supervisory Board Klaus Endress (left) with the two Supervisory Board members Sandra Genge (as of 2022) and Steven Endress (starting 2024).

Close relationships

Two non-members of the shareholder family will sit atop the Endress+Hauser Group in the future. The family will nevertheless remain linked to the company in diverse ways. One of the keys is the Family Charter, whose vision states: “Endress+Hauser shall remain a successful family company. The family will continue to have a formative influence on the company.” The charter creates the necessary framework. It strengthens solidarity within the family by means of clear principles and established institutions, regulates participation in the company and introduces young members of the family to the business.

The most important institution in this context is the Family Council, an advisory body that serves as the link between the family and company and makes the major decisions regarding the relationship between the shareholders and the Group. One special role is supporting young members of the family who wish to work in the company. While the company is open to having family members work at any level, including internships or apprenticeships, they must compete on equal footing with other candidates. Family members who wish to lead one of the Group companies or the Group itself must exhibit the corresponding qualifications and experience.

NUMEROUS G ATHERINGS

The more than 70 members of the family meet at larger gatherings several times a year. The Supervisory Board and the Executive Board report to the shareholders at the Annual General Meeting. The day before, the Family General Meeting deals with the development of the Group in a larger setting. Family Day, which is held at a different location each year, combines family get-togethers with insights into the business. At the Family Camp the younger generation gets to know one another and the company better. The family also celebrates Christmas together.

Champions of change Corporate culture Leadership

A never-ending story

smanetsch — Wed, 29 Mar 2023 05:38:46 +0000

A never-ending story smanetsch Wed, 29.03.2023 - 07:38

People+Culture

A never-ending story

Endress+Hauser could still be flourishing in a hundred years’ time. And the family could still bear responsibility without involvement in the day-to-day business. Klaus Endress, President of the Supervisory Board, and Matthias Altendorf, CEO of the Group, talk about the past and future of the family-owned company.

Questions: Martin Raab, Alexander Marzahn

Photography: Andreas Mader

Mr Endress, Endress+Hauser turned 70 this year. Does a company age like a human? Or is there an elixir for keeping it young and vital?

Endress: We humans will hopefully become old. But then we’re subject to biological restrictions. Companies are different. I like to describe them as a collection of nice things. Buildings, like the one we’re sitting in, machinery and equipment, products, processes, strategies – everything a company needs. But that’s all those are: just things. They don’t set themselves in motion, that is done by people: the customers, the employees and the shareholders. And when these groups work and interact well together, then the company will do well. Customers, employees and shareholders age too and other, younger people follow in their footsteps. This is an unfolding process, which is why a company has no inherent age limitations.

What does it take for this to happen?

Endress: Top of the list come the shareholders – the family. There has to be unity. And that means cultivating common ground and solidarity. That’s why we created a Family Charter in 2006 with jointly defined guidelines for interaction within the family and its relationship with the company. Various institutions exist to ensure that our creation retains its zest and vitality.

Mr Altendorf, Endress+Hauser posted solid business figures for 2022 despite strained supply and logistics chains, energy shortages and a war in Europe, and in the face of inflation and rising interest rates in many countries. What underpins this success?

Altendorf: It’s the same things that made us successful in the past. First, our employees who handled every challenge with dedication, skill and flexibility. Second, the efficient structures that we have built and improved over many years and decades. Combined, they enabled us to operate successfully and uphold our ability to deliver despite all the adversities.

What is necessary if the company is to continue developing well in the future?

Altendorf: Like any team aiming for success, we need to concentrate on the factors that we can influence: stay close to the customers, develop innovative products, maintain excellent production and logistics networks. Our corporate culture helps us do that. And today, with our experience from the pandemic, I would emphasize that we is more important than I. Cohesion makes us competitive.

Link to the family

Dr Klaus Endress, born in 1948, earned a degree in industrial engineering from the Technical University Berlin. He joined his father’s company in 1979, took over Group management in 1995 as CEO and moved to the Supervisory Board in 2014 as President. Klaus Endress is married and the father of two grown children. Whenever possible, the passionate horse rider and mountain biker heads outdoors and into nature, accompanied frequently by Maya, the family dog.

“The sense of responsibility, the spirit of Endress+Hauser, knowledge of the business and products, all of that has to stay alive in the minds of the Endress family.”

Klaus Endress

Supervisory Board President of the Endress+Hauser Group

If you look back 10 years, what has changed the most?

Endress: Back then our strategic focus on biotech was still new. It was the only industry that continued to boom during the financial crisis. But we were a nobody in this sector. That’s why we headed down this path. We strengthened the analysis business and reinforced our expertise in the field of advanced analyses. And we learned a lot about the industry and its processes. That took a lot of hard work. But it paid off, as became evident during the pandemic. Our products have a dominant presence in every plant manufacturing the Covid vaccine. Today we can claim to be someone in the biotech industry! We have also made considerable improvements in the way we collaborate within the company compared to before. This is where Mr Altendorf has accomplished things that I was no longer able to achieve…

Altendorf: …and with me, there will be other issues I’ve been working on but cannot finish.

Endress: We were also still a long way from the goal of acting as a single company. Hopefully we can bring that to completion now. Yes, a lot has happened in the past 10 years – and that’s a good thing!

Endress+Hauser experienced strong growth during that timeframe. What do you attribute this to?

Altendorf: We simply continued to improve the good things of the past. The essential structures have stayed the same. To some extent, much was already foreshadowed. I may have fine-tuned some things, rethought them or brought in other approaches. But the success factors remain the same.

And those are?

Altendorf: Being close to customers has always been a strength of ours. Digitalization broadened the perspective here, but the underlying principle remains unchanged. Our portfolio has always been characterized by high standards of quality and innovative products. We internationalized sales early on, then established sales support in important regions. We internationalized production beginning in the mid-90s – from the region, for the region. That’s certainly an important success factor. Moreover, despite the growth, we were good at integrating smaller business acquisitions into the Group. This comes down to putting our trust in people, and them putting their trust in us. You get that through excellence in leadership culture and the leaders themselves.

You just listed a lot of things… What sets Endress+Hauser apart from other companies?

Altendorf: You have to look at every company on its own merits, including the ecosystem in which it operates. But I’m convinced that an excellent corporate culture and practicing what you preach on customer closeness are always fundamental to a company’s success, regardless of industry or region. Here at Endress+Hauser, we have always put people first. A company is composed of people and it is they who make the difference. All of this has been rooted in the company for 70 years. And behind that are decades of work and extensive investments – in people, buildings, plants, networks… things that aren’t copied so easily. We can do so many good things at Endress+Hauser because we have shareholders who think long term. Shareholders who offer the company knowledge, warmth, values and protection. And who show respect for people’s achievements.

Roots in the company

Matthias Altendorf, born in 1967, began his career at Endress+Hauser with vocational training as a technician, followed by studies, stints abroad and further education. He was appointed to
the Executive Board in 2009 and became the Group’s CEO in 2014. He balances his work life by sailing, playing chess, riding his motorcycle and spending time working in the woods. Travel, the arts and reading round out his hobbies. Matthias Altendorf is married and the father of a grown son.

“An excellent corporate culture and practicing what you preach on customer closeness are always fundamental to the success of a company, regardless of industry or region.”

Matthias Altendorf

CEO of the Endress+Hauser Group

The people at the top are likewise important to a company’s success. Mr Endress, you once said that you will only have done your job well when you have an able successor. Will that also be the case when you step down from the Supervisory Board at the end of the year?

Endress: Things continue to work out wonderfully with my successor as CEO. But it always brings up the question of what comes next. I’ve known for 10 years that I need a good successor when I reach the age limit of 75. Having given it a lot of thought, I found my ideal candidate: Matthias Altendorf. He has known the company for 35 years and for almost a decade has led the Group as CEO with prudence and success. Moreover, he exemplifies the values that define Endress+Hauser. We have gotten along very well over the course of many years and trust one another, which is why I’m pleased that he agreed to take this step and join the Supervisory Board as President.

But it wasn’t your decision alone…

Endress: That’s correct – and it shouldn’t be. The decision was made in consultation with the Family Council and with the agreement of the shareholders, the Supervisory Board and the entire family. Considerable thought and discussion went into making this decision, which took shape over time.

That also means a new hole has to be filled…

Endress: Internal succession arrangements have the advantage that we know the people very well – often for many years. That lowers the risk. The downside is the need to fill the gaps that such changes open up. And Mr Altendorf’s move creates a big one. The CEO has operative responsibility. That’s a heavy load. Endress+Hauser is a technology company. For that reason, the CEO has to understand not only the business side but also our technologies and markets. After all, the CEO has to see where new opportunities are opening up and where we can find other customers. Growing into this role is demanding. But Mr Altendorf and I agreed that there was a person we could trust to do so: Dr Peter Selders, Managing Director of Endress+Hauser Level+Pressure. For years, he has done a great job overseeing one of our biggest worldwide operations. And he is up to the task.

Altendorf: I’m firmly convinced that the way we have arranged this succession is exemplary. We have examined these questions intensively time and again.
If this most recent succession works as well as it did with the transition from Mr Endress to me, then we will have done everything right…

Endress: …and done the company a lot of good.

What does this decision mean for you, Mr Altendorf?

Altendorf: One important aspect for me is that, provided I stay healthy, I can apply all of my knowledge, skills and commitment to help guide this company for another 12 years into the next generation. Then hopefully the young members of the family and a new generation of management will carry this mindset even further forward.

What does the change in the Supervisory Board mean for the family?

Altendorf: Even if the President is not a family member, two people from the family should always be on the Supervisory Board. This allows the family to continue to have a formative influence on the company. No one can better represent the family on the Supervisory Board than the family itself.

Endress: Steven Endress, my eldest brother’s eldest son, will hand over responsibility for Endress+Hauser UK and eventually join the Supervisory Board. It’s a pity that he is leaving the operational side of the business because he has done a fine job. On the other hand, we’re pleased that he is joining the board where he can contribute his operational experience.

What is the implication of no longer having a family member involved in the day-to-day business?

Endress: The shareholders must always bear responsibility for the company. They needn’t necessarily be involved in its day-to-day business, but they should be active! The sense of responsibility, the spirit of Endress+Hauser, knowledge of the business and products, all of that has to stay alive in the minds of the Endress family. Along with Sandra Genge and Steven Endress, my daughter Sarah is heading down this path. All three are at different stages, with Sandra and Steven on the Supervisory Board and Sarah as President of the Georg H Endress Foundation. They should grow more and more into the company, participate in events, be visible and approachable figures for our employees and continue to carry the torch as ambassadors. And there will be further members of the younger generation joining the company. Perhaps someone from this circle will emerge to take an operative role. There is a lot of history yet to be written!

Then let us look forward again… Mr Altendorf, the news seems filled with crises. How confident are you heading into the anniversary year?

Altendorf: Personally, I am always confident. And collectively we have reason to be confident. 2022 was a good year for us. We have lots of orders in hand for the current year. Inflation and interest rate increases will of course cause the economy to cool. Much will depend on how quickly the Chinese market recovers from the effects of the pandemic and how strongly interest rate increases affect the American economy. As soon as these two engines pick up steam again, the global economy will follow. As for Europe, the war in Ukraine is hanging over us like a dark cloud. We must simply wait and see how this develops. We can only influence what lies within our own capability: customer closeness, innovative products, good logistics… We have invested heavily and will continue to do so. We’re primed for growth!

Do you share this confidence, Mr Endress?

Endress: Absolutely! After so many consecutive years of success, of course we ask whether we can better it yet again. Other companies are not doing badly either… but few are doing as well as Endress+Hauser. That’s something special! Orders in hand will certainly help us this year. And then, as Mr Altendorf points out, we have to stay flexible and customer focused and continue to build on what we have done well in the past. But this will not be enough over the long term. We need new customers – again and again, we just have to find them! In this regard there are many ideas and opportunities – of that I’m confident. In my presentations I always say that a hundred years from now we will still have work to do – well-paid work – just as long as we stay focused on the markets and customers and continue to improve. For me, it’s a never-ending story!

Corporate culture Company Champions of change Leadership Shareholder family

Success in the third generation

llang — Thu, 09 Mar 2023 15:03:35 +0000

Success in the third generation llang Thu, 09.03.2023 - 16:03

People+Culture

Success in the third generation

Endress+Hauser looks back on seven eventful decades

It was an unlikely pair that came together in 1953 to create a company: on one side, the Swiss engineer Georg H Endress, just 29, and on the other, the German Ludwig Hauser, 58, head of a cooperative bank. But the two complemented each other perfectly. The vision and drive of one was as important for success as the prudence and experience of the other.

From the back room into the world

L Hauser KG opened for business on 1 February. The young company was headquartered in Hauser's apartment in Lörrach in Germany, financed with modest start-up capital of 2,000 deutsche marks. The company was named after Ludwig Hauser’s wife, Luise, who is listed in the commercial register as the shareholder.

The young company started with the sale of innovative electronic level sensors that filled a market niche. It wasn’t long before Endress began to develop instruments on his own. In 1955 he registered his first patent with what is now known as the Swiss Federal Institute for Intellectual Property. Production took place in rented spaces, with the employees distributed throughout several buildings that they teasingly, but affectionately, referred to as the ‘United Hut Works’.

Opening new markets step by step

In 1957 the company began trading under the name Endress+Hauser – and experienced strong growth. The company continued to carve out new niches. Georg H Endress compared his approach to ‘rolling out the dough’. He continuously expanded the portfolio by adding new measurement principles and pursued business opportunities in other countries. The first foreign subsidiary was created in 1960 in the Netherlands. Other sales centers followed virtually every year.

The company expanded its offerings through acquisitions and start-ups. Measurement value recording, liquid analysis and flow measurement engineering were added as new fields of activity to the mix, followed later by pressure and temperature measurement technologies. Endress+Hauser evolved into a full-range provider for the process industries. By this time, the Hauser era was already history. The Endress family became the sole shareholder in 1975.

Global structures, universal culture

Klaus Endress took over the reins of the Group from his father in 1995. Over the following years he expanded the business beyond process instrumentation into services and automation solutions. He also tackled the challenges of doing business in a globalized world. After establishing sales centers around the world, production also went global; modern IT ensured interconnection.

For 19 years Klaus Endress put his personal stamp not only on the Group but also on the corporate culture. He recognized loyalty and responsibility as core values in the relationships between customers, employees and shareholders. Not least, the future of the family business was close to his heart. He drove forward work on a family charter in which the shareholder family stated that Endress+Hauser should remain a successful familyowned company. With the death of Georg H. Endress in 2008, this sentence became his legacy.

Focus on digitalization and analysis

In 2014, Matthias Altendorf took over as CEO. He is not a member of the Endress family but has been working at the company for over 25 years. Laboratory analysis specialist Analytik Jena was already part of the Group at this point. Further acquisitions strengthened process analysis and the measurement of quality parameters. In addition, Matthias Altendorf was pushing the topic of digitalization in products, in customer interaction and in business processes.

During the coronavirus pandemic, the extensive digitalization proved its worth. Endress+Hauser could support customers remotely and was coping well with the crisis. But the challenges are not abating. The Russian attack on Ukraine resulted in harsh sanctions; Endress+Hauser had to stop work in Russia. In addition, the conflict clouded the economic outlook.

With confidence into the anniversary year

Nevertheless, Endress+Hauser is entering its anniversary year with confidence. The Group supports customers in major challenges such as digitalization and decarbonization. Endress+Hauser contributes to the supply, nutrition and health of people. The company is on sound footing; its global footprint ensures stability. And the shareholder family has everything in place to ensure a smooth handover of responsibility to the third generation.

The Endress+Hauser Group

Endress+Hauser is a global leader in measurement and automation technology for process and laboratory applications. The family company, headquartered in Reinach, Switzerland, achieved net sales of approximately 2.9 billion euros in 2021 with a total workforce of more than 15,000.

Endress+Hauser devices, solutions and services are at home in many industries. Customers thus use them to gain valuable knowledge from their applications. This enables them to improve their products, work economically and at the same time protect people and the environment.

Endress+Hauser is a reliable partner worldwide. Its own sales companies in more than 50 countries as well as representatives in another 70 countries ensure competent support. Production facilities on four continents manufacture quickly and flexibly to the highest quality standards.

Endress+Hauser was founded in 1953 by Georg H Endress and Ludwig Hauser. Ever since, the company has been pushing ahead with the development and use of innovative technologies, now helping to shape the industry’s digital transformation. 8,600 patents and applications protect the Group’s intellectual property.

For further information, please visit www.endress.com/media-center or www.endress.com

Endress+Hauser looks back on seven eventful decades
It was an unlikely pair that came together in 1953 to create a company: on one side, the Swiss engineer Georg H Endress, just 29, and on the other, the German Ludwig Hauser, 58, head of a cooperative bank. But the two complemented each other perfectly. The vision and drive of one was as important for success as the prudence and experience of the other. 12 Min. Success in the third generation

Corporate culture Corporate Development Sustainability

Aus der Praxis, für die Praxis

ldroske — Fri, 14 Oct 2022 14:04:57 +0000

Putting experience into practice ldroske Tue, 06.12.2022 - 10:38

Technology+Innovation

Putting experience into practice

Thanks to the ingenuity of Raoul Merklen, flanges can be repaired in next to no time.

Flanges are what connect instruments to the process. Damage to the flange contact surface can weaken the seal. Even minor impairments can mean a flange replacement, which involves removing the electronics, separating the flange, grinding down the welding seam and recalibrating the instrument. All that might take a good six hours. If a special flange needs ordering, then it can take days. Unless you have someone like Raoul Merklen on your team. A mechanic at Endress+Hauser Flow, he can repair a flange in 15 minutes. His secret? Rather than separate the connection from the instrument, he basically performs ‘open heart surgery’. He simply machines away small indentations with a fine grinding tool (or welds over them in cases of heavier damage). Although this destroys the surface cross hatching, rendering the flange temporarily unusable, Raoul Merklen developed a tool that allows him to accurately retrace the fine grooves on the contact surface back to the radius. Thanks to this special tool, which resembles a compass, the flange ends up looking like new. “In Cernay, I was able to rescue six titanium instruments costing 25,000 euros each using this method,” says the technician, who hails from the Alsace region of France. “Without the repair work, the customer would have had to wait eight months.”

Extensive experience

Raoul Merklen has been with Endress+Hauser Flow for 30 years, working as a logistics specialist, fitter, mechanic and welder. His experience is worth its weight in gold. Today he is a machining expert and operates the new machining robot that puts the finishing touches on flowmeters. While the machine itself makes no mistakes, by the time the instrument is manufactured, calibrated, packed and installed at the customer site, it’s been through a lot of hands. One careless moment or a single impact, and the damage is done. Damaged flanges regularly land on his workbench, whether from production or the customer. In emergency situations, he sometimes heads out with his special tool to provide on-site assistance. “If I can save an instrument, then I’ve had a good day,” he says, adding that “No matter where the damage was caused, we stand for superior quality. Every customer is entitled to a flawless instrument.” Thanks to his innovation, which he implemented with the help of Rainer Lorenz and Gebhard Gschwend from tool making, he has already gotten a lot of customers out of tight spots – and deservedly won the 2021 Process Innovation Award.

Thanks to the ingenuity of Raoul Merklen, flanges can be repaired in next to no time. 6 minutes Putting experience into practice

Corporate culture Innovation Industry expertise

Durch dick und dünn

smanetsch — Mon, 14 Nov 2022 12:05:45 +0000

Through thick and thin smanetsch Mon, 14.11.2022 - 13:38

People+Culture

Through thick and thin

Saara Huomolin spends most of her free time in the forest. At Endress+Hauser Finland, she gives her best to fulfill customers’ wishes.

Text: Alexander Marzahn

My name is Saara Huomolin. I was born in Lappeenranta, a small city on the beautiful shore of Lake Saimaa. I still enjoy spending time there, but school and work have taken me from one place to another. Nine years ago, I moved to a small countryside village approximately one hour’s drive from Helsinki. I live here with my two dogs, Jax (9) and Routa (1). Sometimes I miss my home town, as my parents and younger brother still live there.

I really like Finland a lot because it is a good and safe place. I especially enjoy each of our four seasons, because there are always different things to do. Last winter I taught myself to knit and was proud to have made an entire Icelandic sweater – with the help of a knitwear book and Google. You can learn anything when you try hard enough.

Outdoor pursuits

In my spare time I like gardening as well as collecting mushrooms and berries in the forest. I make mushroom soup and sauces, the berries I use in various smoothies and for baking. I strongly believe that people should make more use of berries, mushrooms and plants that grow in our forests as gifts of nature. Come the winter, I can still enjoy the bounty I collected and froze during the year.

I dedicate much free time to training my dogs. I got my first one aged eight in 1990: a miniature poodle that stayed with my parents when I moved away from home. When I got a house of my own in 2013, I bought my first Rottweiler and that really triggered my passion for dogs. Routa is my fifth Rottweiler; by now I am very familiar with their breeding. For someone who likes to spend time in nature, dogs are the best motivation. I train my dogs in forest tracking and people search and rescue, as well as protection. Sometimes I take part in competitions. But mostly I like to be with the dogs because they are loyal and love you unconditionally. Working with dogs means that you need to be able to read them. It’s fun to observe their wholehearted enjoyment at doing things with you.

Me and my team

This is our awesome key account team: Kari, Hanna, me, Janne, Jouni and Lauri.

My favorite object

This painting of my first Rottweiler, Doni, was a graduation gift from a colleague.

My dream destination

‘Ruskaretki’ is our Finnish word for an autumn trip to Lapland. It’s a peaceful place with a colorful landscape.

My favorite place

In my home office I can work at my own pace without distractions, which is important when handling large projects.

Career path

I am precise and systematic by nature, and like to get things done on time. Maybe that’s why I became an engineer specializing in automation technology. I graduated in2010 and initially worked for a pulp mill. Later I moved as sales coordinator to Endress+Hauser Metso, which at the time was a joint venture between Endress+Hauser and Metso Oyj,a Finnish industrial machinery company. When Endress+Hauser set up its own sales center in 2015 I became a technical sales engineer, then a project engineer and today a key account manager. I also support my colleagues as Salesforce administrator.

I enjoy interacting with customers and solving problems. I write project offers and communicate frequently with them to deepen the cooperation. My main goal is to be worthy of the customer’s trust in any situation, by providing the best possible service. It’s important to listen to the customer, keep in touch and be both polite and effective.

With the team

A big plus is that Endress+Hauser is a family business. This brings the feeling that we are doing things together, and together we are stronger and invincible. From my first day at Endress+Hauser and especially during the transition phase, the emphasis was clearly on collaboration. Looking back, it is amazing to see how we have grown as a team and as a company!

“It’s important to listen to the customer.”

Saara Huomolin

Key Account Manager, Endress+Hauser Finland

Saara Huomolin spends most of her free time in the forest. At Endress+Hauser Finland, she gives her best to fulfill customers’ wishes. 5 minutes Through thick and thin

Corporate culture Customer relationship

„Die Familie muss sich aktiv engagieren“

smanetsch — Fri, 30 Sep 2022 11:54:15 +0000

“The family has to play an active role” smanetsch Fri, 30.09.2022 - 13:59

People+Culture

“The family has to play an active role”

A generational change lies ahead for the Endress family. How does this growing circle of shareholders plan to shape the company in future? And how can the younger generation grow into its responsibilities? Sandra Genge, the latest addition to the Supervisory Board, and CEO Matthias Altendorf discuss the issue.

Questions: Martin Raab

Photography: Andreas Mader

The coronavirus pandemic is not yet over, and already the war in Ukraine is generating the next crisis. Has this overshadowed your start as a member of the Supervisory Board, Ms Genge?

Genge: Personally speaking, both events are giving me major pause for thought. They show us just how fragile our world is. Which is something we, the post-war generations, are unaccustomed to: we enjoyed a very sheltered upbringing. However, the coronavirus pandemic and the war in Ukraine are not overshadowing my start. On the contrary: the Supervisory Board has debated difficult and important questions. We are demonstrating what we, as a family business, are capable of doing differently compared
to other companies.

Namely?

Genge: As a family business, our focus is not on short-term economic success. We value sustainable, long-term success that serves all stakeholders – including our employees, customers and business partners. We face up to our responsibilities, even through difficult times.

Altendorf: Because we maintain solid finances in good times as well, Endress+Hauser has a sound foundation. Our business is widely diversified among regions and industries; we are not dependent on any one market.
We pursue long-term goals and share strong values. We have customers who rely on our support and employees who are dedicated to our common
goals. And we have shareholders who trust in us to achieve the best results for Endress+Hauser even in difficult situations.

Representing the younger generation

Sandra Genge has been a member of the Endress+Hauser Group Supervisory Board since 2022. Beginning in 2006 she represented the younger generation on the Family Council, which serves as a link between the shareholder family and the company. Genge studied communications sciences and is a federally certified marketing and communications manager in Switzerland. She currently works freelance as a design and communications consultant. For the company founder’s granddaughter, hosting the Endress+Hauser 60th anniversary celebration in Basel was a defining experience: “When I looked out and saw the faces of 5,000 employees, I realized just how much of a responsibility we bear as the shareholder family and that we have to do everything in our power to live up to this responsibility.” Genge (born in 1977) is the mother of three children. In her free time she enjoys jogging outdoors. Since her childhood, traveling – at first with her grandfather, today with her own family – has been a source of inspiration and relaxation. “Traveling opens the mind and the heart. It teaches us to respect other people, cultures and religions. To paraphrase Mark Twain: ‘One must travel, to learn.’ ”

Interview

Sandra Genge und Matthias Altendorf

Ms Genge, you represent the interests of the shareholder family on the Supervisory Board. What are these interests?

Genge: I can sum it up very succinctly: the Endress family’s primary interest lies in Endress+Hauser continuing as a successful family business. Hence,
the entire family including me places great importance on the company’s values and culture – the Spirit of Endress+Hauser. That Spirit is a differentiating factor and contributes to our success. My task is to ensure that important decisions align with these values.

The family is growing, and the second generation is increasingly stepping back. What challenges does this create?

Altendorf: Up until now, the second generation has been a major influence. Four sons and one daughter of Alice and Georg H Endress have worked
for the company. Klaus Endress was the Group CEO for many years. Today, he is president of both the Supervisory Board and the Family Council. Urs Endress continues to serve as an ambassador. Of the third generation, only Steven Endress – who manages our business in the United Kingdom – is actively involved. And Sandra Genge, likewise a granddaughter of our company founder, has recently joined the Supervisory Board. We now have to work toward ensuring that more family members develop long-term involvement with the company.

Genge: The fewer family members who work on an operative level, the more our direct involvement declines. That brings on challenges in communication between the family and the company, and in transferring business expertise.

Expertise in the sense of insights, information and understanding?

Genge: Exactly. The company’s professionalism has vastly increased over time. As a growing family of business owners, we too must become more professional. That’s something the family has come to realize. It’s why we created the family charter in 2006, with its principles, rules and institutions. They enable precisely this exchange and flow of information. The charter is a key element for remaining a successful family business.

“The entire family including me places great importance on the company’s values and culture – the Spirit of Endress+Hauser. That Spirit contributes to our success.”

Sandra Genge

Supervisory Board member at the Endress+Hauser Group

What is necessary for the continued existence of the family business?

Genge: From the family’s point of view, it is important that members continue playing an active role in the company. By that I mean more than just involvement in the traditional sense, or operative responsibility. We have various committees, institutions and other opportunities for family members to contribute. Such involvement reinforces the family’s identification and connection with the company. Moreover, we as a family have to demonstrate good community spirit, and we need consensus to keep discord and disputes out of the company.

Altendorf: The family contributes values, warmth, knowledge and experience – as well as capital. That is why financial success is the fundamental prerequisite for continued existence of the company. The shareholder family also provides stability. Security, reliability and solidarity are invaluable, especially in a highly creative and innovative environment. These have been important elements of our success over the past 70 years and will remain so going forward. There is more to Endress+Hauser than just assets, buildings and machinery. A company is always a social system.

The family charter states that the shareholder family intends to “continue to shape the company”. How is this done?

Genge: By having family members work for the company, for example.
We formulated that as one of the goals in our family charter. For a number of years now, family members have been able to work at every level within Endress+Hauser, according to their suitability and skills. We have precisely defined how family members must be qualified in order to hold senior positions. Not least to protect the company itself, we want to select only the most suitable people.

Altendorf: Our founder shaped the company through his personality and leadership style – and through his choice of people. The second generation did the same. Today, the family’s involvement is more strongly institutionalized. However, the family and the company are in constant communication, and family members regularly confer among themselves. Besides the Supervisory Board, where Klaus Endress and Sandra Genge represent the family, there is also a Family Council, the General Meeting of the shareholders and the Family General Meeting. The family exercises its influence through the strategic decisions it makes and through selecting the people who manage the company. The family also has a presence at many occasions and celebrations. Thus it demonstrates cohesion, connection with the company and pride in what the company and the family have jointly achieved.

Close connection to the company

Matthias Altendorf has been CEO of the Endress+Hauser Group since 2014. He began his career at the company as an apprentice mechanic before proceeding to earn a degree, spending time abroad and undertaking further training. Even as an apprentice, the family business spirit fascinated him. He found the company’s founder to be an approachable employer: “We apprentices once took a trip by train to Locarno. Georg H Endress came along and enjoyed it with us. He knew that young people are the future. Personal growth was important to him.” Matthias Altendorf (born in 1967) is married and the father of an adult son. In his free time he enjoys sailing, chess, motorcycling and forestry work. His other hobbies include traveling, art and reading.

What are you doing to recruit young family members to work at the company?

Genge: We are specifically working to guide the younger generation into the company. For all family members aged between 16 and 35, we have the Family Camp. The program is a blend of education and an informal atmosphere where they can interact. We tour the production and sales companies, visit customers and see our products in use. Sometimes, we even take a hands-on approach: once, we drove around Switzerland in minibuses and measured the water quality of the river Rhine at various locations.

Altendorf: At the Family Day, we also attempt to gather all of the family members together so that they can grow better acquainted and join in a shared experience. Being a company owner can be a real pleasure. But it is also a responsibility, since ownership brings obligations. We have to reduce the burden of this responsibility somewhat and shift the focus to the benefits and community spirit. By working at the company, we can achieve something that is bigger than ourselves. That goes for employees and family members alike.
If we can awaken this sense of delight, then I am certain that we will be able to inspire subsequent generations as well!

And what if that does not succeed?

Genge: That is not an option!

Altendorf: Currently, no family members are represented in the Group’s operative management. Among the third generation, however, we have numerous people with interest or actual involvement in the company. Phases like this will always occur. That is why we have to find people for the Executive Board, Supervisory Board and management who share the
family’s entrepreneurial spirit and values and exemplify all of this in daily life. Furthermore, the family has to play a decisive role at critical junctures.

Genge: I am very optimistic that we will continue being able to do so in
the future. The family remains visible and tangible for people at the company. The fact that we have opened up working opportunities at every level contributes in both respects. Two of my cousins recently completed internships at Endress+Hauser companies. And I can say with considerable certainty that these two young women were not the only ones who found it inspiring!

“We have to find people for the Executive Board, Supervisory Board and management who share the family’s entrepreneurial spirit and values.”

Matthias Altendorf

CEO of the Endress+Hauser Group

As CEO, how important is the shareholder family to you – and how important is the fact that Endress+Hauser is a family business?

Altendorf: For me personally, it is exceptionally important to work for a company whose values I share. As CEO, I live on the trust that the family grants me. The family entrusts me and the company’s management with all of its employees and assets. We strive to guide this company wisely and continue its successful development. It is important that we also establish a trustful relationship with the younger generation. To this end we must work with each other, learn from each other and listen to each other.

How do you experience shareholder and family influence over the company?

Altendorf: Thanks to the family’s trust, I have an insight into all of its institutions and committees. That benefits both sides. We collaborate to develop a consensual direction for the company’s long-term development. This give-and-take is a challenge for every family business. At publicly traded companies, the roles are clearly assigned. A family business requires greater tact and mutual understanding. However, this interplay also makes us more successful than other companies, since constant dialog leads to better, sustainable decisions.

Genge: It is important that we, as the shareholders, allow the management entrepreneurial freedom. Only in this way can Endress+Hauser stay successful.

Corporate culture Company Shareholder family Corona

Grenzenlose Kollaboration

smanetsch — Fri, 09 Sep 2022 07:36:01 +0000

Collaboration transcending borders smanetsch Fri, 09.09.2022 - 09:51

People+Culture

Collaboration transcending borders

Roberto Lugli (hardware) and Christian Heim (software) developed a temperature transmitter across national borders.

Text: Alexander Marzahn

Both of us work in the TSM team at Endress+Hauser Tem-perature+System Products, which develops temperature transmitters, but at different locations: in Nesselwang (Ger-many) and Pessano (Italy). Just as the coronavirus pandemic hit, we were initiating a project to develop a new sensor input for our latest generation of temperature transmitters.Our task was to come up with a new two-channel sensor input for resistance thermometers and thermocouples that would beat its predecessor’s performance in terms of accuracy, drift and speed. It would also include support for features such as Heartbeat and safety integrity level (SIL) applications.It was certainly helpful that we have known each other for about 20 years. We had already collaborated on several successful projects at Nesselwang and together boast around 60 years of development experience at Endress+Hauser.

A well-oiled team: Roberto Lugli (left), hardware developer in Pessano, and Christian Heim (right), software developer at the Nesselwang site.

Upgraded for collaboration

The pandemic meant that the project would proceed under less than ideal circumstances, as mutual visits and joint on-site workshops became impos-sible. Yet it quickly became evident that the company is well equipped to deal with such challenges. Improvements to our home offices meant that we had all the necessary tools, equipment and infrastructure for location-indepen-dent collaboration. We didn’t let the pandemic break our stride. Three to four hours a day at the desk wearing head-phones was more the rule than the exception.Thus we were able to successfully conclude this prelimi-nary project. The new module is initially being incorporated into the first iTEMP TMT86 APL-PROFINET temperature transmitters that will hit the market around mid-year. The plan is then to successively equip all E-segment transmitters, as well as the associated thermocouples. We’re convinced that this will further strengthen our competitiveness!

Roberto Lugli (hardware) and Christian Heim (software) developed a temperature transmitter across national borders. 4 minutes Collaboration transcending borders

Roberto Lugli (hardware) and Christian Heim (software) developed a temperature transmitter across national borders.

Digitalization Corona Corporate culture

Sonnenkraft und Erdwärme

smanetsch — Fri, 09 Sep 2022 06:32:53 +0000

Solar power, thermal heat smanetsch Fri, 09.09.2022 - 09:03

Technology+Innovation

Solar power, thermal heat

Endress+Hauser Canada involved employees in the planning of its new Customer Experience Center in Burlington, Ontario. The result is a wealth of good ideas for one of the greenest buildings in the country, which generates more renewable energy than it consumes – and more than compensates for the small indulgence of a traditional barbecue.

Text: Laurin Paschek

Photography: Philip Castleton

Snow-covered pine forests and sweeping winter landscapes. When talk turns to Canada, many people think of the cold season. But in truth, this is a land of extremes. Winter temperatures in the densely populated regions of southern Canada on the Great Lakes can drop to minus 30 degrees Celsius or lower. But in summer, these same areas experience a humid climate, with occasional hot spells when temperatures may rise as high as 35 degrees Celsius.

That’s why many buildings in Canada need both heating and cooling. While electric air-conditioning systems keep things cool, heat still comes primarily from fossil-based natural gas. All the same, hydroelectric power is traditionally a major component of Canada’s energy mix: the second largest country on earth in terms of land area already sources two-thirds of its electricity needs from renewables.

“A desire to invest in green technologies quickly became clear from discussions with employees and management about our new Customer Experience Center in Burlington, The result was that we became a pioneer in Canada.”

Anthony Varga

Managing Director of Endress+Hauser Canada

THREE CERTIFICATIONS AT ONCE

In late 2018, sustainable energy was a hot topic at Endress+Hauser’s Canadian sales center. “A desire to invest in green technologies quickly became clear from discussions with employees and management about our new Customer Experience Center in Burlington,” says Anthony Varga, Managing Director of Endress+Hauser Canada. “The result was that we became a pioneer in Canada.” That’s because Endress+Hauser is the first private company to strive for all three certifications bestowed by the Canada Green Building Council: Net Zero Energy, Zero Carbon Building Standards, and gold-level Leadership in Energy and Environmental Design (LEED).

After the go-ahead, Project Manager Eliza Vrbanac and her team developed a total operating concept for the office building, which also serves as a Customer Experience Center. The ground floor houses a process training unit (PTU) that includes a pilot system where customers can test Endress+Hauser applications under wide-ranging process conditions, a calibration lab, a repair shop and a training center. The floor above provides flexible workspaces for up to 120 employees. “We also installed south-facing windows in order to let abundant sunlight into the building,” says Eliza Vrbanac. “And as a further example, the atrium has a four-meter-high fig tree that improves air quality in its own natural way.”

Endress+Hauser Project Manager Eliza Vrbanac: “We can even feed power back into the grid.”

Customers can test measurement technology under a wide range of conditions in the Customer Service Center.

A broad set of windows lets as much sunlight into the building as possible.

775 SOLAR PANELS AND 24 DEEP BOREHOLES

At the heart of the concept are two components: a solar energy system on the roof and a geothermal heat pump system that it powers. The 775 solar panels can produce a theoretical 408,000 kilowatthours per year. “Compare that number to our average annual consumption of roughly 350,000 kilowatt-hours. Generating capacity exceeds inhouse demand, which means we can even feed power back into the grid,” the project manager calculates.

The geothermal system draws heat from 24 boreholes under the employee parking lot that go down to a depth of 180 meters. “We laid nearly 9 kilometers of pipes for the geothermal system,” explains Eliza Vrbanac. “180 meters down, the year-round temperature at our location is a constant 12 degrees Celsius. This gets absorbed by a glycol-water mix that circulates through the underground geothermal loops and back into the building, where it feeds the heat pumps and only has to be warmed by about 10 degrees.” Best of all, the 130 heat pumps send warm air at 20 degrees directly into various areas of the building. So they act as an all-in-one heating and air-conditioning system, depending on outdoor temperature.

NATURAL GAS IS RESERVED FOR THE BARBECUE

“All of the features were based on an employee survey,” emphasizes Anthony Varga. “We were able to fulfill a considerable number of wishes, from an exercise room, shower and changing rooms, to a multifaith prayer room.” The most important leisure amenity, though, is the gas grill on the roof patio. “Barbecuing is a big thing in Canada,” explains the managing director, tongue in cheek. “So we are still connected to natural gas – although it only gets used for firing up the grill.”

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