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StrategyMAKING THE COMPANY VIABLE FOR THE FUTURE

Together with scientists from ETH Zurich, we have developed a vision for our company. The objective: To recognise future challenges, to establish the most important requirements, to make the company sustainable for the future and, of course, to safeguard jobs. At the end of the process, a paper was drafted in which our future strategic alignment is defined. This strategy includes the following core points:

FROM COMPONENT SUPPLIER TO SYSTEM SUPPLIER

We used to supply our customers with individual components exclusively. Now, we primarily machine engine and drive components and assemble complete drive systems. We also support our customers with plenty of experience and expertise in areas such as the research, development and design of individual components and systems. The transformation from a component supplier to a system supplier - an important component of our corporate strategy - is complete.

A VARIED CUSTOMER PORTFOLIO

We have learned from the crises of the past and have restructured our customer portfolio over the last few years. Our current strategy is limited to exclusive and long-term orders for premium customers. Each order constitutes no more than 20 percent of our entire production volume. Most of our orders have a duration of at least eight years. Weber is also the exclusive supplier for 90 percent of all customers. Thanks to this diversification of risks, we are economically stable and well-equipped to deal with future crises. As a result, we will continue to be a completely reliable partner for our customers.

PRESERVING OUR TECHNOLOGICAL EDGE

For many years, Weber Automotive has always relied on state-of-the-art production technology. As a result, we are constantly looking for new methods and procedures. We work tirelessly to continuously improve products and processes. The objective is always to get the best for our customers. This is only way to safeguard the customers' demands regarding the quality of our products and services. Numerous distinctions from renowned manufacturers such as Ford, Chrysler and Cummins and recognition as a benchmark company are proof that our strategy works.

SAFEGUARDING LOCATIONS WITH GROWTH

All signs are pointing to growth, and the goals are set. In practice, this means that the production halls at the headquarters in Markdorf are expected to grow current size. Surrounding properties are available for the expansion. Even the Neuenbürg location underwent significant development and stabilised after a comprehensive consolidation and realignment thanks to long-term, exclusive orders. Here, we will also continue to increase capacity, create new jobs and double the sales volume and output over the medium term. The outlook for the relatively new location in Bernau, a suburb of Berlin, is quite similar. The Bernau location holds strategic significance for us. Here, in and around the attractive metropolis of Berlin, we are finding specialists - young, highly skilled employees who are vital to our growth. We have already invested approximately 30 million euros in state-of-the-art production technology here. Over the next few years, an additional 50 million euros will be invested in Brandenburg.

INTERNATIONALISATION OPENS NEW MARKETS

The move across the big pond, the acquisition of the plant in Auburn Hills (a suburb of the motor city Detroit) was an important milestones in the development of our company. The plant in Auburn Hills in particular provides an excellent outlook: the infrastructure is almost perfect, there are large, appealing customers in the surrounding area, as well as dedicated, skilled employees. Auburn Hills is already an important part of our corporate group. We will continue to expand production capacity in Auburn Hills, which will strengthen the US location over the long term.

Of course, we have also been looking beyond the borders of Europe and the US for a long time. We have received enquiries from customers in South America who want to have a Weber plant in their area, if only for logistical reasons. Of course, the Asian economic area is also a promising option. Nevertheless, we still do not have any concrete plans in this respect. We will continue to observe these markets and initiate the necessary steps when the time is right.