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Timm 1772 history

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Timm 1772 history

  1. 1. The first ropewalk in Norway was built in 1693 in Kristiansand – between Løkka and Baneheia. 52 years after the city was founded in 1641
  2. 2. At this time, before the industrial revolution, there was a real professionalism in ropemaking. A ropemaker was only deemed suitably experienced if they had travelled far and wide and had worked in different ropewalks
  3. 3. During the 18th Century, the local goverment in Oslo (Christiania) were in the practice of granting business monopolies. Johannes Petersen Arbo had the monopoly for ropemaking
  4. 4. This monopoly was lifted as the ship merchants complained to local officials that Arbo never had the correct rope they needed
  5. 5. In 1751, the ropewalk of Arbo and Wiel in Stromsø burnt to the ground
  6. 6. Niels Torgensen, son of renowned Sollerud shopowner Torger Erichsen Lysager is very interested in starting his own ropewalk in Chistiania – having been fascinated by ropes whilst at sea and spending time learning ropemaking in England
  7. 7. In 1772, with the support of liberal goverment official Johan Friedrich Strudensee, Niels Torgensen forms a new rope company Christiania Reeperbahne
  8. 8. At that time, the Palæhaven area of Christiania (now Jernbanetorget) now had three paper mills, one soap factory, one oil mill, one shipyard, one ship crane and Christiania Reeperbahne
  9. 9. At this time, the adjacent fjord had become very shallow due to timber effluent. Torgensen then made two major acquisitions…
  10. 10. …in 1777, he was allowed to start building his own industrial ropewalk on this new landfill (giving him immediate access to passing fjord traffic) and in 1793 he bought the city’s ship crane and a repair shop
  11. 11. The ropewalk was divided into 3 parts: - The first part was on two levels, with a workshop below and a loft space above - The second part was an enclosed ropewalk of 163m - Ending with an open air ropewalk of 163m
  12. 12. Growing in years, Torgensen allowed two of his sons to inherit his largest industrial assets. Torger received the ship crane in 1798 and in 1799 Carl took control of the ropewalk
  13. 13. In the 1800s, a rival Niels Møller applied for permission to build a second ropewalk in the area, but without sufficient ropewalking knowledge, he only achieved a license to make crochet linen and untarred ropes
  14. 14. By 1800, the shipping fleet of Christiania had grown from 7 (in 1767) to 44. There was a new liberalisation of business trade. More passing vessels and a growing demand for timber catalysed real growth in rope sales
  15. 15. There were fires in the harbour in both 1814 and 1819. The second lasted for 24 hours, causing huge damages to buildings, timber stores and was close to reaching town dwellings. With no insurance being offered. Niels Torgensen passed away the very same year
  16. 16. Most companies would not recover. However, due to the wealth of the Torgensen estate and their reputation for ropemaking in the city, the family were able to re-build the ropewalk. Now stretching to 200m, with open sides, extra storage and a new area for boiling tar
  17. 17. With one of the longest ropewalks in Europe and a prime location for export the company begins to develop
  18. 18. Carl Torgensen died in 1834, so a ship captain called Jørgen Christian Smith took control of the rope business. He enlisted a German sailmaker, called Wilhelm Timm (from Altona) to join a partnership
  19. 19. The loft space became increasingly popular with ship captains. Here they would relax and discuss the state of the shipping market and offer solutions to the general working conditions
  20. 20. In December 1846, in the loft of Christiania Reeperbahne, the Christiania Sømandsforening was formed. This seafarers union was a forum for linking sailors together and a platform to discuss improvements in working conditions. Wilhelm Timm acted as treasurer for a time. The organisation is now known as Oslo Sjømannsforening
  21. 21. Then in 1854 the city began building the first railway
  22. 22. In 1857, the company’s identity changed completly, as Wilhelm Timm acquires the firm and renames it Timms Reperbane
  23. 23. For a period the railway tracks passed through Timms ropewalk, so the ropewalk level was lowered. Ultimately however, the ropewalk stood in the way of railway expansion - so Timm was forced to move production east to the area of Helsfyr in 1872 Christiania, 1855
  24. 24. Helsfyr, 1880 The company was now based far from the main city and shipping trade. The local station of Bryn provided a transport link, but horse and cart was the main method of delivery
  25. 25. Wilhelm Timm died in 1875, with the company responsibilities falling to his sons Ernst and Gustav
  26. 26. The Norwegian fleet was swelling, but the introduction of steam powered ships and later motorships meant the demand for ropes per vessel declined (less rigging)
  27. 27. By 1880, with an economic downturn and a lower demand for ropes per vessel, Timm was suffering financially
  28. 28. The two sons began searching for new investors, forming a holding company assuming control of the factory, machinery and inventory – keeping Gustav in top management with Wilhelm Francke of Switzerland and Ernst as Rope Master
  29. 29. Ernst Timm continued as a Factory Director until his death in 1896
  30. 30. The name of the company was changed to A/S Timms Dampreperbane (steam rope walk), offering shared company liability
  31. 31. Fishing and whaling then began to bring new fortune to the company
  32. 32. Helsfyr, 1900
  33. 33. In 1917, the company was renamed A/S Timms Reperbane. In 1920 the factory was ringfenced as its own entity Fabrikaktieselskapet Timm (later A/S Timms Reperbane – which is still displayed across the old factory)
  34. 34. During WWI, it was difficult to obtain sufficient supplies for production, as England held back materials – in fear of finished ropes being sold to Germany
  35. 35. After the war, the firm had several bumper years and then the depression hit Timm storage and office, Skippergata 19, 1906
  36. 36. Between 1921 – 1949, Harald Rasmussen was the Managing Director and through his efforts kept the company afloat during a most challenging period. Manila and Sisal fiber imports stopped during WWII and what little rope was produced had to be sold locally, outwith the German reach
  37. 37. Part of the production machinery was re-calibrated to spin paper into twine and packing ropes
  38. 38. The demand for rope was very high after the war, but it was still very difficult to obtain enough raw materials
  39. 39. J.M.Feiring was now steering the company and managed to remove all debts, creating new liquidity and attracted new investment
  40. 40. 1880s 1930s 1935 1939 First artificial silk Nylon Polyethylene LDPE 1941 Polyester 1951 Polypropylene HDPE LLDPE UHMWPE UHMW HPPE HMPE 1953 1960s WWI 1914-1919 WWII 1939-1945 1900s Critical timeline for synthetic fibers
  41. 41. From the development of Nylon in 1930, through WWII, came many new advances in synthetic fibers – which became the new standard for fiber rope technology
  42. 42. Feiring successfully steered Timm into synthetic rope production, maintaining the company’s market competitiveness
  43. 43. In 1970, at the age of eighty, Feiring retired and passed control to Hans Strand (who had joined Timm in 1951). This was the first time a ropemaker had assumed control of the company
  44. 44. This was a difficult beginning, as the shipping crisis hit at the start of the 1970s, with shipowners having stetched their business contracts too far and the market collapsed
  45. 45. Hans Strand had to quickly find new markets for their products. So using the pin prick method and selected contacts, he widen the net for export globally to places such as Pireus and Singapore and maintained his strategy of answering every enquiry received. To his major credit, the company never saw red numbers throughout the 1970s
  46. 46. One important new trade relationship was formed with an agent in Reykjavik in Iceland, reigniting Timm’s fortunes in fishing – with a lead core rope proving a very successful new product line
  47. 47. The 1980’s brought a new global financial outlook of investment and wealth, but this hindered Timms ability to maintain their factory workforce in Oslo – as shift work was less desired
  48. 48. The savour was the influx of new immigrants to Norway and the company began to have a settled workforce. Overall competence and experience grew and in 1997 (225 year jublilee) there was 11 nationalities within the team
  49. 49. Strand realised the growing potential of Asian rope development and carefully selected two partners for licensed rope production in Korea and India. He also established a portfolio of other suppliers for steel wires and global distribution
  50. 50. The 1990’s brought an important milestone for Timm, as they began a new collaborative project with Maersk Line. Together they engineered a new mooring solution for Maersk vessels – Timm Signal Master. Today known as Timm Master, versions of ropes and tails are still sold worldwide – most recently to the entire Triple-E Fleet
  51. 51. Also during the 1990’s, Timm formed a lasting relationship with cabling solutions company Nexans. Deliveries to Nexans added a stable revenue platform for Timm and remain a key account customer for the firm
  52. 52. In 2001, Tore Strand took over responsibility for the company from his father
  53. 53. Due to the growing labour costs in Norway, the board decided to search for a new factory location within the EU. In 2001, they built a brand new factory in Trencin, Slovakia
  54. 54. Through streamlined investment and a precise launch phase, Timm Slovakia s.r.o became the main production arm for Timm, with the Helsfyr factory closing in 2003
  55. 55. Now the Timm group (Timm AS) was made up of two sister companies: - Timm Marine AS (management and sales) - Timm Slovakia s.r.o (production and wholesale)
  56. 56. In 2008 Tore Strand led the company towards HMPE fiber development. Having seen the advances made in Asian fibers and the growing applications for high performance ropes he asked his long-term colleague - Technical Manager Roscislaw Solowiej - to begin a new R&D test centre in Slovakia
  57. 57. With new investment from Krefting A/S, BSN A/S and his own Skarbu A/S, Tore Strand managed to control the financial investment of the Slovakian factory, add state-of-the-art testing machinery (for abrasion and MBL testing) and refine the HMPE prototypes
  58. 58. In 2013, Timm launched Acera™ genuine HMPE fiber and developed a range of customised products for the cruise, fishing, offshore / seismic and LNG tanker markets