The document introduces Anders Wilhjelm, the new president of the P-Division and GEA Niro. At 42, he has extensive experience working for large corporations. In his first four months, he has focused on meeting employees and traveling to different companies. He sees the role as challenging but is impressed by the quality of employees. Wilhjelm supports new ideas from employees and wants the companies to focus on continued growth while strengthening their shared culture. However, he plans no radical changes in the near future.

1. Managing CONTENT
President’s Letter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . P2
the Chain Managing the Chain . . . . . . . . . . . . . . . . . . . . . . . . . . . P3
Meeting the new president of the P-Division . . . . . . P5
Keeping the ideas flowing . . . . . . . . . . . . . . . . . . . . . . P7
GEA engineers in the line of fire . . . . . . . . . . . . . . . . P9
On Time - On Budget . . . . . . . . . . . . . . . . . . . . . . . . . P10
More intelligence in the system . . . . . . . . . . . . . . . . P11
Quenching the Spanish thirst . . . . . . . . . . . . . . . . . . P12
Innovation goes on and on at GEA Courtoy . . . . . . . P13
Innovation contest 2009 . . . . . . . . . . . . . . . . . . . . . . P15
Exhibition Calendar . . . . . . . . . . . . . . . . . . . . . . . . . . P17
Lotus Notes Tricks . . . . . . . . . . . . . . . . . . . . . . . . . . . . P17
A spot of culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . P17
BROADSHEET P-Division Staff Newsletter
Edition 13, October 2008

2. P President’s Letter
President’s Letter By Anders Wilhjelm
I do not intend to make anybody nervous, but simply
emphasize that the market environment, which our
companies are operating within, has become more uncertain.
We therefore have to act with caution; both concerning
general costs spending and adding more staff.
Our longer term growth prospects are still very positive, so I
expect this to be a temporary situation. This favorable growth
position has recently been confirmed by Boston Consulting
Group (BCG), who has been engaged by GEA Group to
estimate all the divisions’ growth opportunities. BCG
estimates an average annual growth of more than 3 percent
before inflation for the P-Division markets – not bad at all!
Dear Colleagues
A very different topic, which I need to draw your attention
In the June edition of Broadsheet, I informed you that the to is work safety. We recently had a very sad experience with
prospects for 2008 were looking very good. I am happy to an Indian contract worker, who fell from a crane in our
inform you that this is still the case. We started 2008 with a workshop and passed away. It was quite clear that the safety
strong backlog, and this is one of the key reasons, why this standards of our contractor were inadequate. Irrespective
year will be another strong year. However, over the last of it being a contractor working on our site or our own
several months we have started to see a slight reduction in personnel, I cannot stress enough how important work safety
economic activity. With the financial crisis and the global is to me. A fatality is obviously completely unacceptable.
economy cooling, it will be surprising, if we are not affected. Further, we owe it to the families of P-Division employees
Some of our customers are reviewing their investment that they can be sure we do our utmost to take good care of
budgets, and I expect our order intake to be negatively our staff. I expect everybody to always prioritize work safety
affected until mid 2009. So far, it hasn’t been anything – this is a common responsibility, it is common sense, and
dramatic, as many of our customers are fortunately in less the only proper way to behave.
sensitive industries like food production.
As always, the editors of Broadsheet, Henrik Bertelsen and
The situation we are in right now does, however, require us Erik Nielsen, are available and open to idea’s or comments for
to be more conscious of cost. I would like all to keep this in future issues of Broadsheet.
mind and challenge yourselves when we spend money.
BROADSHEET – P-Division Staff Newsletter – Edition 13, October 2008 – President’s Letter < < > 2

3. C Cover Story
Managing the Chain By Steve Jordan
Erik Simoni Lomholdt
Supply Chain Director
Process Engineering Division
At first sight, Supply Chain Management is very
simple. It’s just managing the process of
providing goods and services from suppliers to
customers – and adding some value along the
way. It shouldn’t be difficult and, in general,
companies handle the job pretty well. But when
the money involved approaches 1 billion Euros,
as it does in the P-Division, a few economies
and efficiencies can make a huge difference to
the profit and loss account.
Erik Simoni Lomholdt is the Supply Chain Director for the
P-Division. He believes that by looking closely at the way
information is handled – or rather the process - in the
single projects, the P-Division companies can make
impressive savings.
“By working on the process between sales, engineering and
procurement, I hope we should be able to make significant
changes,” he explains. “The aim is that it should amount to
a significant number of Euros every year, all of which is
reflected in the company’s profits.” Erik also explains that
there is an additional benefit by achieving a reduction of the
Cost of Sales (COS). “If we can achieve a reduction in the cost
of the goods, we buy in through implementing better supply
chain structures, processes and decision making; we can
make an effect on profits.”
Erik is modest in his planning, but thinks that the program
could be adding overall to the EBIT (Earnings Before Interest
and Tax) of the division. Add to this the additional benefit
these management efficiencies will create in terms of …
BROADSHEET – P-Division Staff Newsletter – Edition 13, October 2008 – Managing the Chain < < > 3

4. C Cover Story
…Managing the Chain
enhanced customer service – and the program looks each workshop, delegates will be asked to work through potentially significant. “Improving the bottom line is the
promising from the start. ‘real-life’ examples to map the process from order through to main aim of any business, and it’s often very hard to do. I
delivery. Then the participants will identify the difficulties believe the Supply Chain Initiative will demonstrate the
The main thrust of the Supply Chain Initiative, he’s they see from their point of view. “That’s when everything beneficial effect of efficient communication within the
<
proposing, is to bring together key people from selected starts to get a bit heated with some thinking they are right,” process in the most positive way - profit.”
companies within the division, including sales people, Erik says. “After a few days of reflection time, we come back
engineers and procurement professionals, to create a to the room with a broadened view. We can see each other’s
constructive dialogue that will make sure all their respective point of views and then start working to solve the problems.
talents are used to the full. “The problem is often one of People suddenly realize that they are duplicating work, and
communication,” explains Erik. “We know that our people that their communication problems can be solved.” Erik adds
are amongst the best in the business, so we want to make one important and often overlooked fact about this type of
sure that they understand what others can do for them, so problem-solving workshop: despite the seriousness of the
they can use their own talents in the most productive way.” subject everyone enjoys the experience. “It is tough, it is
down to earth, but it’s great fun,” he says.
“In general the Supply Chain is working well; however, there
are opportunities to remove waste. It happens that people just The proposal has been approved by the P-Division Board of
stick to accepted practice, ‘because it used to be like this’. Directors. Erik’s plan is to start off the initiative using two
When we bring people together from all parts of the organi- companies as examples – to show the value: most likely GEA
zation, experience is exchanged and new ideas are brought Niro and GEA Process Engineering China. “The two
up that may result in a more effective working process”. companies are completely different. China has a higher
percentage of COS and a lower level of engineering cost. GEA
Our intention is to make sure everyone understands each Niro, by contrast, has a higher engineering input, so we will
other’s problems, tasks and skills and help the team emerge be able to demonstrate the benefits in time efficiency and the
with the best solutions for the company and customer alike.” effects on COS. Together they should provide us with a good
benchmark, from which to judge the work we have achieved.”
He’s planning on doing this through a series of workshops
involving 10-15 top performers - from sales, engineering, Throughout the initiative resources employed will be kept to
procurement, logistics and after sales - from selected a minimum. Each workshop will involve just one company.
companies within the P-Division. Due to resources not every Even then, performance will need to be monitored closely
company will be invited to take part in the beginning; only and benchmarked against other GEA companies. Erik
those with the biggest spend on either engineering or COS – estimates that each individual will need to invest +20 hours
and only those giving their consensus to the program. At to work through the program. However, the benefits are
BROADSHEET – P-Division Staff Newsletter – Edition 13, October 2008 – Managing the Chain < < > 4

5. H Human Resources
Meeting the new president Anders Wilhjelm
President
of the P-Division By Natasja Engholm
Process Engineering Division
At age 42 he already has a very impressive
resume in the global business world. But the
new president of the P-Division and GEA Niro,
Anders Wilhjelm, takes a very respectful
approach to his new position and has no
intentions of making any radical changes.
It has now been four months since, the new president of GEA
Niro and the P-Division, Anders Wilhjelm, entered the seat of
his new job on the 5th floor at the P-Division’s headquarter in
Copenhagen. He describes his first months as head of the
division as very good and particularly the quality of the
employees has been a positive experience for him. With a
background as divisional president in Danish company
Danisco, an important world player in the business of food
ingredients, enzymes and bio-based solutions, Anders
Wilhjelm had knowledge and experience, which made him a
relevant candidate, when Niels Graugaard left the job for a
position as Chief Operating Officer of GEA Group AG.
“I have previously worked with clients in the food & beverage
industries, as well as non-food areas, so I’m familiar with
many of the P-Division’s customers,” Anders Wilhjelm says.
However, it was not exactly written in the cards that Anders
Wilhjelm would end up being the president of a multi-
national corporation. He was born and raised on a farm, and
when he had to make a choice of career, he chose the path of
forestry, which he studied at the Faculty of Life Sciences at
Copenhagen University. Still, he had always been drawn to
the world of the business community, and ever since
he graduated in 1993, he has been working for large …
BROADSHEET – P-Division Staff Newsletter – Edition 13, October 2008 – Meeting the new president of the P-Division < < > 5

6. H Human Resources
…Meeting the new president of the P-Division
corporate businesses like Carlsberg, McKinsey and recently The new president of the P-Division is a strong supporter of
Danisco. Even though he has many years of experience in the the Ideas & Improvement (I2M) program, which was FACTS - Anders Wilhjelm
field, Anders Wilhjelm sees his position as president for the launched last year. He therefore encourages people to bring
P-Division as a terrific challenge. forward any good idea they may have.
“There are few jobs as exciting as this in Denmark”, he says. “Ideas should not just be brought up by the managers. The
P-Division companies are decentralized, and we should not
“GEA Process Engineering is an efficient and financially fall into the ditch of thinking that decisions are made better
healthy corporation with a good reputation and a great level at the top. We must work through a strong group of local
of ambition. So far, I have not been disappointed.” leaders, as well as listen to other employees and expect
initiative and ownership of all. The P-Division has so many
Bring forward your ideas good and talented employees. We have a good business
One of the challenges Anders Wilhjelm will face is the way running, but we need to continue our growth and keep the
that GEA Process Engineering works with project oriented focus. We have lots of great potential,” he says.
sale. Previously, he has primarily been working with
“running business”, where a client would use a certain raw No revolutions
material and frequently buy it from the company. Working Anders Wilhjelm emphasizes that he has no plans of making
for a company with project oriented sale, the client is in any revolutions or radical changes in the near future.
principle gone, once the project has ended. However, one thing he will focus on is the culture of the
P-Division.
“It makes the business more volatile and exiting; for good
or worse,” he says. “We have a lot of variations over the theme “company Anders Wilhjelm is 42 years old, married and has a boy
culture”, and I think it is important to work with the concept. and a girl, aged 8 and 11. He has an MBA from MIT Sloan
Anders Wilhjelm has spent a lot of his time during the It has to become clear to all of us what tie us together, and School of Management in the US and has worked for
first months in the P-Division traveling; seeing what we stand for in GEA Process Engineering. We need to companies such as Carlsberg, McKinsey and Danisco. In
the different companies and talking to the employees. keep renewing ourselves, continue the positive development his spare time he enjoys spending time with his family,
His impression is that even though it’s a big organization within our business areas, and I will work hard on making playing golf, hunting, running and skiing.
<
there’s a strong motivation and ownership feeling within this happen”.
each company.
BROADSHEET – P-Division Staff Newsletter – Edition 13, October 2008 – Meeting the new president of the P-Division < < > 6

7. H Human Resources
Keeping the ideas flowing
Holger Tretau
Export Manager
Tuchenhagen Brewery Systems
By Steve Jordan Process Engineering Division I2M Manager
The GEA-wide program started in Germany last October, watches or coffee machines,” says Holger, “but valuable,
expanded to the rest of Europe in January, to America in April interesting trips and benefits can be won.”
and throughout Asia, Africa, Australia and New Zealand in
July. Its purpose is to involve every GEA employee in the Figures for the Group as a whole make interesting reading:
process of developing good ideas and making suggestions, in August alone close to 18,000 employees worldwide parti-
on how business processes, production processes or products cipated in the program with some 6,800 ideas submitted and
can be improved. around 3.4 million Euro in estimated savings. There are no
language barriers, as the software operates in all the main
To make it a success the program has included the production business languages; and I2M operates in all major currencies.
of posters, flyers and PowerPoint master presentations in all It’s a very impressive system led by a global image – Professor
the main business languages. There is also software to allow Geanius (not a spelling error just an opportunity for a GEA
the local Ideas Co-ordinators (IDCs), the line managers and reference) in the unmistakable form of Albert Einstein. …
the employees (ideas-presenters) to both manage, monitor the
program and to track ideas through to implementation.
But the program offers GEA staff members, who have the
good ideas, more than just a round of applause: they are paid
The GEA Ideas and Improvement Management for their ingenuity. According to Holger Tretau, from
program, affectionately known as I2M, has been Tuchenhagen Brewery Systems in Büchen, the I2M Manager
for the P-Division, money has already changed hands. “To
a success since, its roll out last year. Estimates date we have received 568 ideas with the highest premium
put the current savings for the P-Division alone paid to a staff member so far being 7,150 Euro,” he says. The
in excess of 200,000 Euro just in monetary smart ideas already implemented include a new configuration
system for valves that will save 60,000 Euro a year; and a
terms with many more benefits coming from method of handling different software applications that’s
the program, such as the avoidance of accidents likely to save 23,000 Euro in its first year of operation. “These
that are not so easily quantified. successful ideas will be rolled out throughout the whole
organization, wherever possible,” Holger confirms.
As part of the program there have been special campaigns
with gifts to act as incentives to motivate people towards
greater innovation. “We are not talking about lotteries for
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8. H Human Resources
…Keeping the ideas flowing
Liam McCabe
Quality Manager
GEA Process Technologies Ireland Ltd.
Liam McCabe is the ideas’ co-ordinator for GEAProcess system facilitates inviting others with more knowledge to help overcome language barriers. “This will allow all
Technologies Ireland. He has been involved with the program help. He also says that the project isn’t just for the big ideas, employees around the world to understand the ideas
since February, has already submitted ideas and says that his simple things can be important too. “It can help people’s irrespective of their country of origin thereby maximizing,
company has plenty more in the pipeline. confidence to grow when they see how simple ideas from understanding and inspiration.”
others were accepted, implemented and rewarded, and this
“It’s great to be able to use the I2M system and see ideas from confidence can lead them to submit their own ideas, Liam concludes: “I am looking forward to continued use of
our colleagues throughout the world that can help to inspire benefiting them, their own company and the entire Group.” the I2M system, learning from my colleagues throughout the
improvements in our own company,” he says. “It’s also very world, sharing ideas and seeing a system, which has
easy for people to submit ideas into the I2M system, as there Liam’s comments are not all undiluted praise. He has some enormous potential, evolve. The I2M system is our system,
are only a few bits of information that have to be specified, constructive suggestions too as to how I2M could be and it’s our responsibility to use it, to improve it and to gain
<
such as indicating the current situation, the target to be improved acknowledging that it was in its infancy and, if our benefits. Get your thinking caps on.”
attained, and the process required to achieve the target.” users provide feedback, it will grow and improve over time.
Two suggestions, he had himself, were to add a filter for
Liam also says that people needn’t worry, if they don’t know company types to make the database easier to search; and
everything about how to implement an idea as the I2M translating the ideas submitted into four root languages to
BROADSHEET – P-Division Staff Newsletter – Edition 13, October 2008 – Keeping the ideas flowing < < > 8

9. W In the world Jesper Spinner Madsen (right)
Process Technologist
GEA Niro Copenhagen
GEA engineers in the line of fire
Mads Rønne (left)
Project Manager
By Natasja Engholm GEA Niro Copenhagen
Two engineers from GEA Niro In July, Jesper Spinner Madsen and Mads Rønne from GEA puzzled about what was going on, until someone finally told
Niro in Copenhagen were in the Chinese city Hohhot to hand them that the torch was going to be carried through Inner
were handing over a plant in over a new MSD™ 1000 baby food plant to the customer Mongolia Yili Group’s factory, as the company was a big
Inner Mongolia Yili Group. They might have been prepared sponsor for the Olympics. After a few hours of waiting the
China, when the Olympic torch for any technical challenges, but they had not expected the torch finally arrived…by bus! The factory manager ran a few
Olympic torch to suddenly be carried through the factory streets with the torch and then entered the factory. It should
was carried pass them. hall, where they were working. One morning, office people be noticed that there was no fire on the torch, because of the
<
were bundled outside the building to welcome the runner danger of explosion at the factory.
arriving with the torch. Jesper and Mads were a bit
BROADSHEET – P-Division Staff Newsletter – Edition 13, October 2008 – GEA engineers in the line of fire < < > 9

10. IS Information Systems
On Time - On Budget By Christian Bentzen
Christian Bentzen
Chief Information Officer
Process Engineering Division
When this issue of Broadcast is published, the network connection stops, the new support organization will Imagine, being able communicate with all your colleagues
Corporate Client is completed – on the exact make sure action is taken to bring it up again much faster around the world by video and work on a common document
than any local organization could do. They will also take care on the screen at no additional extra cost and, in the case of
date it was planned – the 17th of September of distributing updates and software patches for all the the P-Division, just by clicking on a link in Notes. In an ideal
2008 and within the agreed budget. During the centrally managed applications. world we would not need both a fixed line and a mobile
course of the project, we have even identified phone (and in some cases also a PDA), but only have one
There has been a lot of fuzz in the press about Vista and the single communication device that would be able to determine
more than 100 new locations within GEA, all relatively slow acceptance this new operating system has the cheapest way of communication automatically. As an
over the world, and with approx. 20 percent achieved. GEA is probably on the front edge of this techno- example, if I would like to talk to a colleague, who is
more users than planned; almost 16,000. It is logy right now, but our experience is very good, as the normally located in Sydney, I would not need to know that
stability of our networks and individual computers has never he is actually working on a project in another country or
definitely the biggest coordinated project in been better, since the Corporate Client roll out. We have also having to pay extremely expensive roaming fees, because we
GEA’s history; not only in IT, but across all experienced that it is much easier and faster to roll out new are actually not sitting behind our desks. The network would
locations, companies and divisions. corporate applications such as I2M and the new reporting tool automatically pick the cheapest communi-cation method from
CORE as well as the new @geagroup.com e-mail addresses. my location, which could be a restaurant in Bochum over to
It hasn’t been an easy ride. We have seen all sorts of diffi- the GEA Network and realize that the receiver of the call is
In the P-division alone more than 4,000 employees have got culties, but they have been overcome due to commitment of not in his office, but visiting our location in Tokyo. This way,
a new computer with Microsoft Vista and Office 2007 as well the team and the local people. So everyone involved agree the only cost of the above call is a local call fee in Germany,
as a comprehensive set of other standard applications. that it has been a successful project. compared to huge roaming fees in both ends, as it is today.
We have already seen some of the expected benefits of this Then what? In order to establish the business case and the necessary
standardization effort. Some weeks ago, there was a huge Actually, we are already looking into the next steps up the details for this possible next project, we will, however, have
virus attach on the GEA network, but it was only the standardization ladder. A possible step would be to combine to collect a lot of information about existing telephony
remaining old computers that were hit by the virus. All the the telephony systems into the world-wide data networks. equipment and contracts from all locations, which will start
<
new Corporate Clients were fully updated with the newest The total cost of communication in an organization like GEA, early 2009.
protection and were able to withstand the attack. or just the P-Division, is extremely high; especially when the
mobile phones are included in the calculation. This is why
The necessary infrastructure and support organization, which many colleagues are asking for cheaper ways to communi-
ensures that all our new computers and software packages are cate, like Voice over IP, video conferencing and other
kept up-to-date, is now being build. The idea is to establish a collaboration tools. But this is only possible if we – again –
24-by-7 support organization, which will look after the take a complete coordinated approach and standardize on
network and take action all over the globe. If any server or one single platform and network with one provider.
BROADSHEET – P-Division Staff Newsletter – Edition 13, October 2008 – On Time - On Budget < < > 10

11. M Marketing
More intelligence in the system
Henrik Bertelsen
International Marketing Manager
By Henrik Bertelsen Process Engineering Division
It has now become much easier for people in
the P & H-Divisions to find information about
markets, competitors and customers, after the
P-Division central Marketing department
recently launched the new Marketing
Intelligence Portal.
Over the summer 2008 the central Marketing department in
Copenhagen has worked on design, navigation and launching
of the Market Intelligence Portal. The system is accessible for
everyone in the P-Division and the H-Division and contains
market reports, competitor information and news about
key markets.
All information on the Market Intelligence Portal has been
updated, and the system has become simpler and more
user-friendly. The front page is now more inviting and
matches the new corporate design for web pages of the
GEA Group.
The general search function has been improved and enables
users to search across different categories on the portal. Also
the news section on the Market Intelligence Portal has been
improved, so it is easier to search in the news and to
subscribe and unsubscribe to the newsletters. It is easier to
navigate in the news section and a better news search
function in this section makes it easier for users to find the
news they are looking for.
You can find the Market Intelligence Portal on www.geap.net.
Download the user manual for the Market Intelligence
Portal here.
<
BROADSHEET – P-Division Staff Newsletter – Edition 13, October 2008 – More intelligence in the system < < > 11

12. S Success
Quenching the Spanish thirst By Steve Jordan
Thomas Bühler
Head of Marketing
GEA Brewery Systems and Huppmann
In June this year, Heineken España held an The project was for the relocation of the brewery from the beer tank area, were provided by the GEA companies.
open event to celebrate the success of the old site located in the centre of the nearby city of Seville. One of the main challenges was the transition phase from
The old site had limitations due to its location, which meant the old brewery to the new. The new brewery started
largest brewery in Spain at Cruzcampo, near that access for transport was difficult and the cost of production at the beginning of 2007 with the old premises
Seville. The event was attended by 250 people modernization prohibitive. EU legislation on environmental closing its gates for the last time the following December.
from 25 countries. GEA Brewery Systems and protection and occupational safety were also of concerns. For Throughout the change over the quality and quantity of beer
these reasons the company decided to relocate to a green-field produced had to be maintained with no discernable change
Huppmann provided the entire brewery site outside the city. in flavor. During this time the operators at the new, fully
process plant. The building of the brewery automated brewery, had to be trained from scratch.
was a huge project taking three years to In his speech at the event, Brewery Director José María
Rodríguez talked about the relocation, the design planning, So, thanks to the GEA companies, Heineken España is now
complete. The new brewery has the capacity the project management and the key factors behind the running and producing its amber nectar (as the Australians
to produce 4.4 million hectoliters (about 11 success. “The key success factor was that from the outset all would call it) in sufficient quantities to satisfy the most
million barrels) a year. groups involved worked together as a team,” he said. stubborn thirst. All of which means that the next time you’re
in the Seville area and announce in your best classroom
Fernando Navarro, Development Director of Heineken Spanish “Dos cervezas por favour”, you’ll know who to thank,
<
España, explained the engineering, architecture and when the foaming brew arrives.
organizational aspects of the new brewery. He said that the
brewery has a modular design with a logical layout and uses
proven technology to achieve a high level of flexibility.
He said that much effort was put into the development of
design specifications. Offers for the supply of equipment
were compared; not only from an investment cost aspect,
but also in terms of on-going operational costs with due
regard to efficiency, consumption, manning levels and
maintenance costs.
The proven technology Mr. Navarro was talking about came
from GEA Brewery Systems and Huppmann. Everything
from malt intake, raw material handling, brew house, the
fermentation area, water de-aeration equipment, blending
and pasteurization, as well as the technology for the bright
BROADSHEET – P-Division Staff Newsletter – Edition 13, October 2008 – Quenching the Spanish thirst < < > 12

13. N News from the H-Division
Innovation goes on and Jan Vogeleer
Managing Director
on at GEA Courtoy By Steve Jordan
GEA Courtoy N.V.
The innovation never stops at GEA Courtoy, The design of the PERFORMA™ P includes two exclusive
a member of the new H-Division of GEA GEA Courtoy novelties: the Exchangeable Die Disc (EDD) and
specializing in the pharmaceutical market. Die Shells (DS).
Not content with turning the market for tablet
production upside down with its revolutionary The exchangeable turret of the PERFORMA™ P is similar to
MODUL™ tablet presses – it’s done it again with most other turrets in that it consists of three sections: the
the new PERFORMA™ P. upper and lower punch-guiding modules and the middle
section, which is a disc containing the dies. However, the
The MODUL™ machines set the world of tablet production turret is unique in that the central die disc can easily be
alive a few years ago with their unique Exchangeable detached from the upper and lower turret sections and can
Compression Modules (ECM). The modules keep all the be exchanged as a separate unit – hence the term
product-contacting components together in a contained unit “Exchangeable Die Disc”. The same pending arm is used to
that can be switched and cleaned remotely to change batches either lift the entire turret from the machine, or just the
in just 30 minutes (compared with several hours for ordinary upper punch-guiding module, clearing the way for the
presses). At the same time they significantly reduce operator light-weight EDD to be taken out manually. As the EDD
exposure to active substances. But the innovation didn’t eliminates the need to duplicate the punch-guiding modules,
stop there. it makes an economical alternative to a complete
exchangeable turret with very similar benefits. Both enable
The range of the MODUL™ machines continued to expand the flexible exchange of compression tooling, while allowing
with the MODUL™ D for double-sided production; a high for a modest reduction in product change-over time (modest
containment WOL-ECM version enabling automatic off-line compared to MODUL™ technology). …
washing; and the MODUL™ P for research and development
applications. Now, with the new PERFORMA™ P, GEA
Courtoy is taking on the high-output market head on.
Unlike the MODUL™ range the PERFORMA™ P has no
ECM but an exchangeable turret that allows easy switches
between tooling types. The turret on the PERFORMA™ P
has an increased number of punch stations to achieve an
exceptionally high machine output making it ideal for
long runs.
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14. N News from the H-Division
…Innovation goes on and on at GEA Courtoy
The EDD is available with conventional dies or the innovative PERFORMA™ P is so new that none have yet been sold. And just to prove that, like its machines, the innovation just
Die Shells (DS). The Die Shells, or thin-walled dies, offer However, Jan Vogeleer from GEA Courtoy expects the first goes on and on at GEA Courtoy, Jan is already planning the
numerous advantages; the most important of these being an sales to be just around the corner. “We are currently next new development. “We intend to exhibit the big brother
increased number of stations – and hence increased machine debugging the prototype of the PERFORMA™ P machine, of the PERFORMA™ P, PERFORMA™ S at the Achema show
output - and higher yield. Further benefits include a reduced which we will put on trial in a Belgian contract next year in Frankfurt.”
tooling investment cost and reduced risk of tool damage, manufacturing company to the pharmaceutical industry for
GEA Courtoy – where the innovation never stops.
<
compared with the segmented die disc offered by competitors four months,” he explains. “This should lead to the first sale
to increase the number of stations. and reference for the PERFORMA™ P and the start of
another successful Courtoy product line.”
The disc holding the dies of the Performa P tablet press is extremely easy and fast to exchange (new concept:
Exchangeable Die Disc - EDD) resulting in unmatched product change-over speed and flexibility.
BROADSHEET – P-Division Staff Newsletter – Edition 13, October 2008 – Innovation goes on and on at GEA Courtoy < < > 14

15. C Contest
Innovation contest 2009
Niels Erik Olsen
Executive Vice President for GEA Niro
Representative in the GEA Cooperation Innovation Team
The warming up for the GEA Group The following selection criteria will apply:
innovation contests in 2009 starts with - Market opportunity
the P-Division contest. Everyone is - Profit potential
- Chances of realization
encouraged to bring forward their ideas - Level of innovation
for the two contests, the Innovation It is important to note that the chance of realizing a good
Contest and the Development Contest. market and profit potential is ¾ of the criteria – i.e. the
degree of innovation is less important compared to the
market and profit impacts. In other words; a solid
incremental development can also create winners, and
This year’s P-Division winner, the “High Dust Gas Disperser” Nobel Prize class innovations are not anticipated –
from GEA Niro, made it to a fourth place in the GEA although welcome.
Innovation Contest among the nine divisions. The odds were
tough, given the high winning track record of the P-Division. Procedures and Important Dates
This year’s winner was found in the new H-Division. The contribution should be provided in a PowerPoint
presentation with an approximate length of 15 slides which
Now it is time again for the P-Division companies to make can be presented within 20 minutes. All contributions will be
another attempt to bring home the prestigious and financial evaluated by the P-Board, who will choose the P-division
reward. This year, the new Development Contest will replace winner to proceed in the GEA Contest.
the former Process Innovation Contest. The GEA Cooperation
Team Innovation (with representatives from all divisions) has Deadline for presentation of your project for P-Board
proposed a revision of the GEA contests as follows: evaluation: January 1, 2009.
Innovation Contest The winner of the P-Division contest will be presented at the
The Innovation Contest continues in the same form as the final GEA Innovation contest. …
previous years. Any P-Division business unit can enter the
competition with one or several projects. The product or
process must have been launched recently or be about to
be launched – i.e. a recent development.
BROADSHEET – P-Division Staff Newsletter – Edition 13, October 2008 – Innovation contest 2009 < < > 15

16. C Contest
…Innovation contest 2009
“Shortcuts” possible
Pool of
Product
Innovation
Develop ment
ideas
Development Contest Procedures and Important Dates Everyone is encouraged to bring forward any small or big
Contrary to the Innovation Contest, the contributions for the The contribution should be presented to the P-Board in a idea. Remember, even the greatest of geniuses sometimes
development contest should not focus on ideas/products plain description of the idea/project – Please note that question their own talent:
ready to be launched, but on ideas in the early idea PowerPoint presentations or the like are not allowed.
formulation stage, where the technical and commercial risks “I have no particular talent. I am merely inquisitive.”
may still be unknown. Deadline for presentation of the idea/project is Albert Einstein
January 1, 2009.
The selection criteria in the Development Contest are For further questions, please contact your respective SBU
the following: The P-Division winner will proceed to the GEA contest. The Manager or the P-Division representative in the GEA
GEA Cooperation Innovation Team will take part in the Cooperation Innovation Team; Niels Erik Olsen,
<
- Must fit the strategies and trends evaluation process. niels.e.olsen@geagroup.com.
- Good market opportunities with profit potential and
market realization Further information on both contests will soon be posted on
- Sustainable competitiveness our portal bulletin board and the P-Division information
- A high level of innovation or improvement database.
BROADSHEET – P-Division Staff Newsletter – Edition 13, October 2008 – Innovation contest 2009 < < > 16

17. Exhibition Calendar Lotus Notes Tricks A spot of culture
Ex Cu
By Klavs Thor Olesen
Jü rgen Henke International Notes
Chairman of Group Manager By Steve Jordan
GEA Exhibition Committee Process Engineering Division Journalist
China Brew & Beverage On the road – use the “WAN” location! It’s easy to spoil a new business relationship by not realizing the
China, Beijing, 20-23. October differences in customs, gestures and body language when working in
If you want to use Lotus Notes on your laptop when travelling, remember
someone else’s country. Here are a few tips to help you survive.
to use the “WAN” Location; it will make Notes work much faster, than if
Process Expo you use the “Office” Location. Only use the “Office” Location when you
USA, Chicago, 9.-11. November are home at your company office. Colombia
When you are at the hotel, first remember to start up your AT&T client to Business meetings
Business appointments should be made well in advance, and although
Food Pharma Tech get connected to our secure Wide Area Network via the hotel’s internet
connection. Then start up Notes and use the “WAN” Location. Colombians themselves are fairly relaxed on punctuality, foreigners
Denmark, Herning, 11.-13. November
will be expected to be on time.
When you are visiting a GEA company just plug in – no need to start up
Have business cards printed in English on one side and Spanish on the
China Pharm the AT&T client. Then start up Notes, and use the ... say it again...:
“WAN” Location. other. Take care to present the card with the Spanish side uppermost.
China, Shanghai, 12.-14. November
I think I can hear you ask: how do I change the “Location” in Notes? Dress formally for meetings; dark colors are preferred. Women should
dress modestly in a suit or dress.
BRAU Beviale Just click the “Location” button at the lower right corner:
Germany, Nuremberg, 12.-14. November Business greetings
Then you will get a list of available locations to choose from. Should Most Colombians have two surnames: the first from their father and
you not see any “WAN” Location on the list, please contact your local the second from their mother. However, only the first surname is used
Tea & Coffee World Cup Asia Notes supporter. when addressing someone.
India, Hyderabad, 20.-22. November
You may see other locations on the list, but in most cases you only need Colombian women will often hold forearms instead of shaking hands.
to know three:
General
• “Office”, used when you are at your own office Pointing with both hands at the same time to indicate length, as a
• “WAN”, used when you are away, but do have a connection fisherman might do to indicate the size of his catch, is an obscene
gesture in Colombia; it’s considered impolite to yawn in public; and
• “Island”, used when you have no connection at all
bullfighting is popular in Colombia so it’s best to avoid negative
The tips above relate to using the Lotus Notes client program. If you only comments, no matter how strongly you feel about bull welfare.
need access to your e-mail, you also have the alternative to just use
Good conversation topics are football, coffee, culture and history. It’s
“webmail”. You can use webmail from any “hotel lobby” internet browser
probably best to avoid discussing about drugs, politics or religion.
on the address “webmail.geap.net”
Happy travelling.
Editors
Henrik Bertelsen Erik A. Nielsen
International Marketing Manager Vice President Human Resources
Process Engineering Division Process Engineering Division
BROADSHEET – P-Division Staff Newsletter – Edition 13, October 2008 – Exhibition Calendar • Lotus Notes Tricks • A spot of culture < < > 17