Professional Documents
Culture Documents
Corporate Brochure FY 12-13
Corporate Brochure FY 12-13
Corporate Brochure FY 12-13
VISIONS
BUILDING VISIONS
Our mission
DORMA is the trusted global partner for premium access solutions
and services enabling better buildings.
Products
Presence
Service
Partnership
High-quality and
Close to our
Local availability
Striving for
innovative single-
customers on a
mutual success,
source access
global scale
our customers
enhancing the
solutions
bond of trust
Processes
Employees
2011/12
1,031.9
1,001.8
Gross profit
Personnel expenses
Non-current assets
Current assets
Total assets
425.0
388.0
346.3
649.4
995.7
403.9
368.0
317.8
586.7
904.5
Total equity
Equity ratio in %
436.7
43.9
537.3
59.4
EBIT
EBIT as % of sales
65.1
6.3
80.2
8.0
EBITDA as % of sales
10.3
11.4
103.2
117.6
Average number of
employees for the year
7,085
6,738
Net sales
FOREWORD
LADIES AND
GENTLEMEN,
MEGACITIES
CHALLENGE AND GROWTH ENGINE IN ONE
BRAND MANAGEMENT
ARCHITECTURE AND BRANDING: THE INTERRELATIONSHIP
NETWORKING
TRUST BASED ON PARTNERSHIP
INNOVATION
INNOVATION MEANS CREATING CUSTOMER VALUE
DORMA 2020
GROWING WITH THE WORLD AND ITS CITIES
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we are heading in the right direction. The results and highlights that
occurred during our 2012/13 fiscal year, which ended on June 30,
2013, bear witness to the advancements that we have made at
DORMA as we develop into a 100% market- and customer-focused
enterprise. They also show that, from Shanghai to Dubai, from
London to New York and all the way down to Rio de Janeiro, we are
a partner who is much in demand when it comes to implementing
prestigious construction projects.
The change process accompanying the implementation of our vision,
coupled with the constraints and volatility of the global economy and
the weak level of business activity in Europe, means there are significant challenges to be met. Consequently, we would like to express
our special gratitude to our customers and business partners around
the world for the trust that they have placed in us, their willingness
to accompany us on our journey and their ability to spur us on to
become better every day. And we would also like to thank our 7,000
employees who are not only carrying the load arising from these
changes but are also actively shaping our future. Without their
passion, their commitment and their loyalty to DORMA, the following
pages would have remained blank.
We have our customers, business partners and coworkers to thank
for the fact that we have more than consolidated the 1 billion euros
in annual revenues of the previous year, having grown by 3 % to
around 1,032 million euros. Our aim for fiscal 2013/14 is to consistently work on the implementation of our DORMA 2020 strategy, on
our concepts and on innovations. Because the world, and with it the
cities, is still expanding. Each year, the Chinese capital Beijing alone
grows by 100,000 people, giving us 100,000 reasons more for
ensuring that we make as big a contribution as possible to enabling
better buildings.
Karl-Rudolf Mankel
Thomas P. Wagner
DORMA
BUILDING VISIONS
MEGACITIES
MEGACITIES
Shanghai, China
Population 2011: 20.2 m
Population 2025: 28.4 m
Growth: 40 %
Dhaka, Bangladesh
Population 2011: 15.4 m
Population 2025: 22.9 m
Growth: 49 %
Manila, Philippines
Population 2011: 11.9 m
Population 2025: 16.3 m
Growth: 37 %
Shenzhen, China
Population 2011: 10.6 m
Population 2025: 15.5 m
Growth: 46 %
Mumbai, India
Population 2011: 19.7 m
Population 2025: 26.6 m
Growth: 35 %
Karachi, Pakistan
Population 2011: 13.9 m
Population 2025: 20.2 m
Growth: 45 %
Istanbul, Turkey
Population 2011: 11.3 m
Population 2025: 14.9 m
Growth: 32 %
Delhi, India
Population 2011: 22.7 m
Population 2025: 32.9 m
Growth: 44 %
Cairo, Egypt
Population 2011: 11.2 m
Population 2025: 14.7 m
Growth: 31 %
Beijing, China
Population 2011: 15.6 m
Population 2025: 22.6 m
Growth: 44 %
Guangzhou, China
Population 2011: 10.8 m
Population 2025: 15.5 m
Growth: 43 %
BUILDING VISIONS
MEGACITIES
MEGACITIES:
CHALLENGE
AND GROWTH
ENGINE IN ONE
DORMA
BUILDING VISIONS
MEGACITIES
37 megacities by 2050
The rapid development of the cities and thus the huge dimensions of
the construction projects associated with this have given DORMA
confidence for the future. Already today, we are represented in over
40 % of the league-topping metropolises. By 2020, we want to be
present in 50 % of the worlds most important cities.
In 1970, there were only two megacities in the world, New York and
Tokyo, the latter still being the largest in the world. By 2011, the
number had already risen to 23, and according to estimates the
figure will rise again to 37 megacities by the year 2050. Megacities
grow at enormous speed, although with regional differences abounding. Tokyo at the top of the league, for example, currently has
37 million inhabitants. However, Tokyo is unlikely to undergo much
more than minor growth as time goes on. Forecasts indicate that by
2025 Japans capital will account for about 39 million people, i. e.
only around 2 million more than today.
Metro teams
Not every city with a million-plus inhabitants is a megacity. Megacities are those metropolises and conurbations that contain more
than 10 million inhabitants figures that are comparable with the
populations of countries such as Belgium, Hungary, the Czech
Republic or Portugal.
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DORMA has made the issue of sustainability central not only to its
corporate culture but also to every individual building with which it
becomes involved. As a building block in the process of global
urban development, we consistently contribute to the longevity, energy
efficiency, comfort and convenience of buildings. Numerous DORMA
products from our door closer, swing door operator, sliding door operator and movable wall portfolios have already been certified with a
seal of sustainability in the form of an Environmental Product
Declaration. These EPDs are based on an all-encompassing life cycle
assessment performed according to ISO 14040/14044 and are used
in calculating the overall sustainability of construction projects an
important prerequisite for product application in the growing field of
green building, particularly where public-sector clients are concerned.
BUILDING VISIONS
DORMA IN THE
CITIES
The increasing scarcity of building land for downtown projects and the constant
desire for prestige mean that, in the cities, high-rise construction is very much
on the up. Around the world, there are currently 600 buildings with a height
of at least 200 meters either under construction or at the planning stage. Spectacular architecture characterizes the skylines of many cities. On behalf of public-sector clients, flagship buildings are being constructed as new city landmarks:
airports, railway stations, sports stadiums and museums. We are proud to have
been contracted as a partner for such projects and hence have put together a
selection of the most renowned of these new constructions for you to peruse on
the following pages.
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DORMA
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BUILDING VISIONS
THE COMEBACK
OF THE SKYSCRAPER
However, the skyscrapers are just the tip of the iceberg. The increasing
density of our living spaces and the interaction of work, home and life
offer DORMA as a provider of access solutions innumerable applications. All buildings have to be entered and exited. The people using
them need to be protected and their property kept secure. Entrances
and exits must be designed to reliably handle and safely direct visitor
flows large and small, both under normal circumstances and in an
emergency. They have to satisfy national and international safety and
environmental standards yet at the same time be pleasing to the eye.
Because cities are also cultural environments, design and aesthetics
play an enormous role, not least as an expression of cultural identity.
And it is from this wealth of wide-ranging requirements that DORMA
has derived its ambitious claim to be the trusted global partner for
premium access solutions and services enabling better buildings. For a
city life worth living.
Skyscrapers as landmarks
The spectacular skylines of the megacities are omnipresent in the
pages of our magazines. We see the skyscrapers as landmarks. For the
inhabitants and users, on the other hand, it is the interior of these buildings that attracts. Their focus is on high-quality furniture and fittings,
and technology they can depend on. The bigger the building, the greater
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Shanghai Tower
Inauguration: 2014 (planned)
Architect: Gensler Architects
Photo: Gensler Architects
DORMA solutions: Door closer systems,
automatic doors
DORMA
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BUILDING VISIONS
dLeedon, Singapore
Inauguration: 2014/15 (planned)
Architect: Zaha Hadid Architects in cooperation with RSP (local architectural firm)
Photos: Zaha Hadid Architects
DORMA solutions: Integrated door
closers, glass architectural hardware
(shower cubicles), automatic doors
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DORMA
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BUILDING VISIONS
Londons other skyscrapers. It also got its nose in front for a short
while in the race to be Europes highest building. It will provide
working space and facilities for over 10,000 people. Bright and
transparent with a distinct shape and unmistakable silhouette, The
Shard looks like the tip of an iceberg. And while this design reminiscent of broken glass may once have been ridiculed as a crazy
attempt at a skyscraper record, today it is regarded as symbolic of
the dream of a sustainable, vertical city.
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BUILDING VISIONS
Urban mobility
Some twelve years after the 9/11 attacks, workers in New York have
now mounted the top section capping the new One World Trade
Center. The 541 meter high building was designed by architect
David Childs of the American firm Skidmore, Owings and Merrill.
The basis was a draft penned by Daniel Libeskind. The main users
will be financial institutions attracted by the generous office space.
The upper cuboid of the building has been rotated at an angle of 45
degrees, aligning the top and bottom quarters. This ensures that the
faade does not have too capricious an aspect while adding to its
power and dynamism. In US measurements, the new tower at
Ground Zero is 1,776 feet high. This too is symbolic, for it was in
1776 that the USA declared its independence. As the highest building in the USA, it is only trumped by two other buildings the Burj
Khalifa measuring 829 meters in Dubai, United Arab Emirates, and
the Shanghai Tower with 632 meters in China.
In 1970, there were around 200 million cars on the worlds roads. By
2006, the number had risen to 850 million, growing further to around
1 billion in 2010. Forecasts indicate that the number will double again
by 2030. While the automobile market is almost saturated in Europe,
the number of cars in China, India and Brazil as well as other emerging
nations is growing rapidly. This applies particularly to the megacities.
The consequences have become all too familiar to us. Each car means
more CO2 emissions. Pictures showing a smog-enveloped Beijing have
left us in no doubt whatsoever that the Chinese too are moving away
from the bicycle to a more motorized transportation culture. The
Peoples Car marketed by the Indian manufacturer Tata Motors is at
1,700 euros each a top seller. The middle classes are catching up on
the motorization front. Yet when you look at the population numbers in
India or China compared to those of, say, any major European country,
the motorization rates are still tiny. In China, the number stands at ten
cars and in India at six cars per thousand inhabitants. In Germany, on
the other hand, there are 546 cars for every thousand inhabitants.
In Calgary, Canada, Foster + Partners have overseen the construction of a 236 meter high office building entitled The Bow. The Bow
river flows directly past the building. The skyscraper boasts 53
floors accommodating offices, restaurants and viewing platforms.
The Canadian energy utility EnCana Corporation has its headquarters here. Quite unlike the fantastic faades of Asian high-rise
constructions and even those of many a European star architect, the
faade in this case shows a simple pattern formed by diagonal
struts.
However, the rapid growth of cities and the fast rate of urban development also offer opportunities for rendering municipal structures more
sustainable and creating adaptable infrastructures. Above all, megacities with their new business centers require a modern local transport
system and a functioning network for non-motorized traffic. If intelligent traffic systems are built with the future in mind, it will also be
possible to limit the volume of motorized vehicles needed.
BUILDING VISIONS
A further example is the PHX Sky Train in Phoenix, Arizona, where the
dreams of transport planners appear to have come true. The railway
system is free at the point of use and runs 24 hours a day, replacing
the shuttle buses previously used for transfers from the airport. The
new system has been well received. Just three months after its inauguration, usage levels were coming in 40% higher than forecast.
The new transit hubs require ever more innovative and creative solutions to enable people to move quickly and easily from A to B and
also to smoothly enter and exit such buildings. It is in this domain
that DORMA enjoys such renown as a trusted global partner, whether
for large or small projects.
As important as a functioning local transport network is, fast
communications with the rest of the world are indispensable. Hence
airports count among the largest and most ambitious construction
projects of our time. 2013 saw the inauguration in Amman of the
new terminal serving the Jordanian capitals airport designed for
an annual capacity of 3.5 million passengers. However, the modular
architectural concept foresees successive expansion to a throughput
of 12 million passengers per year. The prediction is for a 6% annual
growth rate, the ultimate aim being to develop the airport into an
international hub. Designed by Foster + Partners, the complex
extends into the landscape like a giant scorpion with open claws.
From the air, the ovaloid domes borne on palm-like concrete pillars
give the structures the look of armor plating. DORMA was chosen to
provide the advanced door control technology for this airport project.
DORMA is also involved in the new airport at Mumbai, India, and the
expansion project at Dubai International Airport, UAE.
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Brazil is set to impress the world, but not just with new stadiums.
The new Museum of Image and Sound in Rio de Janeiro, sited right
on the beach, is a real eye catcher. The New York architectural
firm Diller Scofidio + Renfro came out winners of the design competition for the project. The museums faade is anything but conventional with the building opening up through its frontage with a
mixture of sculpture and outdoor stairway. The light-flooded interior
with its exhibitions, bars and an open-air cinema in the roof garden
is bound to be a tourist magnet.
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BUILDING VISIONS
. Partner to some of the most prestigious and renowned new buildings of the period
. Close collaboration with renowned architectural firms through the
global DORMA network of architectural consultants
. Increased application of the entire product portfolio through
implementation of integrated solutions
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BUILDING VISIONS
BRAND MANAGEMENT
BRAND MANAGEMENT
Architecture has become a permanent ingredient of city marketing. You just have
to think of the landmark effect of the One World Trade Center in New York or the
Burj Khalifa in Dubai. And the fact that, for decades, investors and architects
have opted for DORMA to support them in their high-prestige projects shows the
degree to which they trust the DORMA brand.
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BUILDING VISIONS
BRAND MANAGEMENT
Every major city, every world metropolis has unmistakable landmarks London has Big Ben, Sydney
the Opera House, Berlin the Brandenburg Gate. Invariably, just the silhouette of these iconic edifices is
enough to identify the location. It was only when the
Guggenheim Museum was built to the design of
Frank O. Gehry, that the gray industrial city of Bilbao
finally had a face, with the museum building as its
brand logo.
Architecture has become a new and permanent ingredient in municipal marketing, in both the public and the corporate sector. You just
have to think of the BMW Welt complex in Munich, the Burberry
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one face that we show to the outside world: product design, sales
promotion, website, fairs and exhibitions, our offices, our sales and
distribution all of these needed to be done with a single voice. Its
all about consistency in communication, because branding is much
more than a logo development. Its a promise of performance
addressed to the customer. Hence it is extremely important to
support our employees in their key role as brand ambassadors,
because brand values need to be properly expressed. To this end,
we held a series of brand workshops around the world during the last
fiscal year in order to train those employees particularly who are in
direct customer contact or have representative functions. So far,
around half of our people have participated in this internal brand
training exercise. And it was essentially in recognition of this
concept that we received the 2013 Change Communication Award
for our successful brand re-launch.
How important is the brand to achieving the targets enshrined in
the DORMA 2020 program?
A strong brand is critical to achieving our goals. We want to be the
worlds best provider of access solutions. As an implicit performance promise, this provides orientation. It heightens confidence
among our employees and, above all, among our customers.
DORMA is active in multiple diverse markets with hundreds of
competitors. So we have to stand out. Its not enough merely to be
recognized; the brand also needs to be positively charged and carry
the right associations especially in new markets where DORMA is
not so well known and the target groups still do not have a clear idea
of our capabilities.
What is DORMA doing to strengthen the brand?
Our corporate design was both compelling and successful; but after
twelve years, the time had come for an update. Our aim was to
modernize without relinquishing the brand essence. And we adopted
the same careful approach to our brand values. These principles
have always guided our actions, but they were nether formalized.
More important than the new visual alignment we now have is the
DORMA
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BUILDING VISIONS
BRAND MANAGEMENT
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on the territory. In the city, they can book six or seven. Globally,
therefore, we also talk about city-level planning or presence building.
The thing is to ask ourselves where business is likely to be found,
what influences it has and where the key decisions are made.
Generally, the key is to think about things from the customers viewpoint. The brand therefore has to transport a performance promise
that is relevant to each of our customer groups. And we also have to
be consistent in our communication, be aware that our employees
are our first-line brand ambassadors, and make sure that they understand and are empowered to live the brand. For it is our people
around the world who communicate the DORMA image.
DORMA
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BUILDING VISIONS
NETWORKING
Better buildings are enabled not least by ensuring that all the players involved in
the construction project maintain close and continual dialog with one another
starting from the client through to the general contractor and architect and down
to the retailers, fabricators, installers and, finally, the building operators and
users. DORMA pursues a policy of close interaction with all such stakeholders,
often literally getting them all around the same table.
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NETWORKING
BUILDING VISIONS
NETWORKING
TRUST BASED ON
PARTNERSHIP
Opening of the World of Access on Sheikh Zayed Road in Dubai, February 2013
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Eid Al-Adha (Feast of Sacrifice), the Eid Al-Fitr is the highest Islamic
holy day, celebrated in this case with a coming-together of
architects, general contractors and business customers.
Increasing demands in relation to design and aesthetics, the wide
range of standards governing the construction industry, plus increasing environmental and product certification requirements, mean
the main parties involved in a construction project have to maintain
an ongoing dialog.
Panel discussion with architects at the inauguration of the DORMA Design Center in
New York, USA, December 2012
Design meets art: Harry Bertoias sculptures as they were displayed in the DORMA Design Center, New York, USA
DORMA
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BUILDING VISIONS
NETWORKING
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benefit from the fact that they can tap into the experience and
expertise of a globally recognized market leader. I should also
mention the enormous benefits of belonging to a community of likeminded entrepreneurs. You feel that you are not alone with your
worries, and you appreciate the fact that everyone is willing to contribute to the system of mutual support that we have.
What do you expect from the System Partner program in the run-up
to 2020?
Over the years, the trust between DORMA and the System Partners
has appreciably grown. Last year, this was further enhanced by the
constructive cooperation that took place within the framework of a
product improvement workshop. Now, the results have to be quickly
implemented, which will also mean a more effective division of labor
between DORMA and the System Partners in keeping with the
motto Do what you do best to contribute to the common good.
And that, of course, also means developing innovative products.
DORMA
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BUILDING VISIONS
INNOVATION
INNOVATION
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INNOVATION
BUILDING VISIONS
INNOVATION MEANS
CREATING CUSTOMER VALUE
Two years ago, DORMA established its own research and development centers in India and Singapore. What led to this decision?
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BUILDING VISIONS
Head of our Singapore research and development center, Jackson Leong (center), in
a meeting with colleagues.
INNOVATION
fitting, we also have ideas for a revolving door with a very shallow,
gearless and low-noise direct drive offering architects and specifiers
new design and installation possibilities. With a flat operator system,
we can enable elegant ceiling constructions and also avoid the more
expensive floor work required for the installation of under-floor
operators.
Karthick Babu: I can only agree. Also in our case in India, you
cannot expect all the technically feasible and existing features of a
product to be needed. We know this from discussions with our
customers. What is important for our customers is that they are
offered high quality at a price the market can bear.
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Oliver Schubert (right), Chief Operations Officer of the DORMA Group, talking with
Franz-Josef Hvener, Director Group Innovation Management
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BUILDING VISIONS
DORMA 2020
DORMA 2020
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DORMA 2020
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DORMA employees at a
brand workshop.
Each individual is to be molded in the
role of a DORMA brand ambassador.
BUILDING VISIONS
DORMA 2020
At the International Group Conference in New York, managers from throughout the
world met together for coordinating and strategic talks, and also to celebrate a number
of joint successes.
This expansion meant that, by the end of 2009, DORMA was represented by more than 70 individual companies in some 50 different
countries. The extent of the growth achieved is further reflected in the
following figures: In 2010, DORMA had 45 production centers around
the world and almost 6,000 suppliers on its books. It maintained
some 100,000 individual product article numbers worldwide.
However, growth, internationalization, acquisitions and a productorientated organization also meant that, over the decades, the Groups
structures and processes had become overly complex.
Customer-focused restructuring
In order to align the company more consistently to ever growing
market and customer demands worldwide, we introduced our DORMA
2020 program aimed initially at simplifying our organization and
streamlining our processes. The aim is and remains to ensure that
our customers and partners receive the full range of solutions and
services they need from their local company on a single-source basis.
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Colleagues from across the world are being familiarized with the new brand offensive
in a series of workshops.
This will also necessitate the introduction of a fast, flexible, comprehensive and, above all, global supply chain. In 2011, therefore, we
set about gradually changing our organization with its product
segment-based divisional structure. This has now been replaced by
six geographical regions our so-called Areas as responsibility
centers. And since 2012, we have been simplifying and optimizing
the structures that have developed over the years, thus further
streamlining our processes. Over the last fiscal year, we have merged
the different product-focused companies that were operating side by
side (e.g. in the fields of automatics, glass architectural hardware
and door closer technology) in the USA, France and Australia, creating one DORMA country company in each case. In these markets, we
are thus now able to offer our customers solutions and services from
a single source, under one umbrella and under one brand. In France,
the opening of the new national headquarters near Paris, housing all
the administrative employees and functions, represents the successful culmination of consolidation within DORMA France S.A.S. of what
were formerly different companies. The fiscal year just past also saw
us start on a process of merging production facilities and logistics
activities in Europe (France, Spain and Belgium) consolidating and
pooling them in Germany. Part of this process involves the construction of an advanced European door factory in Zusmarshausen in
Southern Germany and a European logistics and spare parts center in
Wuppertal near Dusseldorf for a fast, reliable global supply service.
In our important home market of Germany, too, we have started to
reorganize the previous product group-aligned distribution paths into a
sales and service organization focused on customer-aligned segments
and distribution channels. We have also begun to reduce the number
of production sites and to pool together our expertise so that, in future,
we will be able to offer even the more complex access solutions on a
more holistic, single-source basis. Our objective worldwide is to establish a network of efficient, central production facilities with correspondingly high-performing logistics centers for each continental region
(Americas, EMEA, and Asia-Pacific).
Further expansion
Extend our sales presence, expand our product and service offerings
and drive further sustainable growth these are our objectives, and we
intend to achieve them primarily under our own steam, supported by
innovations and a strong brand. Where there are possibilities for strategically viable acquisitions or alliances that can be readily integrated
within our organization, these too will be pursued. In the last fiscal year,
we completed a total of five acquisitions in Asia, Europe and North
America. By investing in the family-owned company ISEO in Italy and
taking over the Canadian company Rutherford Controls Incorporated
(RCI), we embarked upon and successfully completed the biggest and
third biggest individual investments in the history of DORMA.
We have linked our DORMA 2020 vision and growth strategy to a
business milestone. By the end of the decade, we want to have
doubled our sales to 2 billion euros an ambitious yet eminently realistic target. Since the beginning of our DORMA 2020 journey, our
three-year average of combined organic and acquisitional growth sees
us on track to hit the mark. But not only that: The necessary restructuring work aligned to transforming us into a customer- and marketaligned enterprise is also right on schedule and generating its first
successes. Thus we are growing and developing daily, keeping pace
with developments in our cities and throughout the world.
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BUILDING VISIONS
TOP PROJECTS,
TOP SOLUTIONS
First and foremost, we base our claim to market leadership on the quality of our
products. As building blocks in global urban development, DORMA access
solutions make an important contribution to the durability, convenience and
energy efficiency of buildings. Numerous DORMA products are already covered
by their own Environmental Product Declaration (EPD), a globally acknowledged
eco-label, thus meeting essential criteria for their use in projects with green
building aspirations. But common to all DORMA products are their modern
design and timeless aesthetics from the integrated, virtually invisible door
closer to the elegant revolving door, and in every kind of application from multistorey office building to exclusive private home.
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FACTS AND
FIGURES
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OUR HIGHLIGHTS
September 2012
Grow.Together is the motto adopted by the International Group Conference
(IGC) for which more than 100 managers congregated in New York in order
to present innovations, exchange ideas, share progress reports and develop
visions for the future.
On the occasion of the IGC in New York, the first DORMA Design Center is
internally inaugurated, incorporating the DORMA brand values Hassle-free,
Holistic, Design & Aesthetics, and Quality & Innovation. The center is
equipped with the very latest in communications technology and offers the
best possible conditions as a place for interaction and forum for discussion.
November 2012
DORMA receives two Architects Darling awards: gold in the security technology category and silver in the doors and fittings category.
This month also sees Area AME (Americas) launch its new website, designed
to underpin our new brand positioning. Area GER (Germany) and the United
Arab Emirates follow suit just a short time later with their own implementations of the new internet presence.
Ready for the 2012/13 Bundesliga soccer season, DORMA extends its
involvement with Borussia Dortmund, for which it is named as an official
product partner. The stadium not only contains numerous DORMA products
but also the DORMA crown integrated on the pitch video screen.
At the Security Trade Show in Essen, DORMA presents a range of userfriendly products with new features combining security and convenience.
In line with the focus on Demographic Change, the company showcases
solutions for the segments health, care and support.
October 2012
DORMA presents its future concepts for its German locations. The focus
here is on stricter alignment to customer-related business activities. At the
core of the concept is the idea of pooling competencies at just a few sites
and revamping the sales and distribution structure. The companys HQ in
Ennepetal is to be expanded as the Groups technology and mechatronics
competence center.
DORMA acquires a 40% share in the Italian family company ISEO, augmenting
its product portfolio with lock cylinders and locking systems, lock hardware and
panic fittings. This is the largest single investment in the history of DORMA.
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bears the slogan From Today to Tomorrow. The resonance is highly positive: visitors from 76 countries and an increase of 20% in the number of
trade fair contacts compared to 2011. DORMA is also one of the sponsors of
the Long Night of Architecture.
Focus on sustainability: The German Institute of Building and the Environment (IBU) awards DORMA ten further environmental product declarations
to ISO 14025 and EN 50804 during the BAU trade show in Munich.
The DORMA subsidiary Rutherford Controls Incorporated (RCI) acquired in
November 2012 receives from ADI, North Americas largest dealership for
security technology, the Sales Award, recognizing it as the best sales and
distribution company in Canada.
DORMA acquires Bright Lights Electrical (BLE) domiciled in Australias capital
Canberra, enabling it to strengthen its automatic door sales and service activities serving the Australasian market.
The global MOVE project team gets down to work. The MOVE program will
provide the structural backbone for DORMAs transformation from internationally active company to genuine global player. The spectrum of activities
ranges from increasing our presence in strategically important markets or
the customer-focused realignment of our sales, distribution, service and
supply chain activities, to the simplification and standardization of processes
and implementation of global IT standards.
February 2013
The successful internationalization of DORMA is recognized with the 2012
Axia Award conferred by business consultancy Deloitte.
Inauguration of a second Design Center. The World of Access on Sheikh
Zayed Road in Dubai opens its doors. Over 150 guests, including representatives of the shareholder family, attend the opening ceremony.
April 2013
German news broadcaster n-tv awards the SME-aligned accolade Hidden
Champion to DORMA in the Brand category in recognition of the companys outstanding achievements in brand management. The patron of the n-tv
SME award is Federal Minister for Economic Affairs, Dr. Philipp Rsler.
At a workshop entitled DORMA Product Design Meets Architects in Frankfurt am Main, Germany, a group of renowned international architects from
various disciplines join members of the DORMA management and representatives of the German Design Council for a round of discussion of DORMAs new
product prototypes and design studies.
DORMA and subsidiary Rutherford Controls Incorporated (RCI) acquired in
November 2012 join forces for the first time as exhibitors at the ISC West
Security Technology Fair in Las Vegas, presenting themselves to the expert
community.
June 2013
For the realignment and strategic concept applied to its brand, DORMA
receives the 2013 Change Communication award in silver, an accolade that
recognizes successful internal branding activities.
DORMAs new French headquarters in Crteil near Paris brings together all
the administrative employees of the DORMA Group in France at one location, while also providing a prestigious showcase for the DORMA brand
aligned to both internal and external stakeholders. The new head office
symbolizes the successful consolidation within DORMA Group France S.A.S.
of the previously separate companies operating in France.
For the first time, Area APA (Asia-Pacific/Australia) sells more than 1 million
door closers in a fiscal year.
DORMA
71
BUILDING VISIONS
EXECUTIVE BOARD
Executive Board
Supervisory Board
Karl-Rudolf Mankel,
Managing Shareholder
Albert Crosby
Area President NEE
Jrgen Rauen
Chair of the Supervisory Board
Reith, Austria
Christoph Jacob
Area President MMA
Nils Meinert
Area President GER
Dieter Sichelschmidt
Area President APA
Will van de Wiel
Area President AME
Rainer Scholzen
Area Director CBP EMEA
Mario Dreismann
VP Group Marketing & Sales
Alfons Wahlers
Director Group IT
72
Clarissa Bader*
Vice-Chair of the Supervisory Board
Gevelsberg, Germany
Dr. Hans Gummert
Dusseldorf, Germany
Astrid Hamker
Georgsmarienhtte, Germany
Dirk Ischen*
Velbert, Germany
Werner Kreklau*
Apen, Germany
Hans Lampert
Harsewinkel, Germany
*Employee representative
DORMA
73
BUILDING VISIONS
OVERVIEW
2011/12
1,031.9
1,001.8
30.1
3.0
Costs of goods
and services sold
607.0
597.9
9.1
1.5
Gross profit
425.0
403.9
21.1
5.2
216.1
205.1
11.0
5.4
122.3
108.7
13.6
12.5
33.9
29.5
4.4
14.9
36.3
35.9
0.4
1.1
Operating result
84.2
83.7
0.5
0.6
Financial result
6.9
5.8
1.1
19.0
Ordinary result
77.2
77.9
0.7
0.1
18.0
0.0
18.0
100.0
Taxes
23.1
16.9
6.2
36.7
Net income
36.1
61.0
24.9
40.8
2012/13
2011/12
2010/11
2009/10
2008/09
1,031.9
1,001.8
944.4
856.4
882.2
Net sales
Gross profit
Personnel expenses
Non-current assets
Current assets
Total assets
425.0
388.0
346.3
649.4
995.7
403.9
368.0
317.8
586.7
904.5
389.0
345.2
358.8
505.5
864.3
339.1
335.1
297.5
542.4
839.9
339.0
331.1
202.4
550.7
753.1
Total equity
Equity ratio in %
436.7
43.9
537.3
59.4
475.5
55.0
511.1
60.9
470.4
62.5
65.1
6.3
80.2
8.0
61.2
6.5
53.7
6.3
57.9
6.6
Net sales
EBIT
EBIT as % of sales
Depreciation and
amortization
EBITDA
EBITDA as % of sales
41.6
106.8
10.3
34.5
114.7
11.4
30.2
91.4
9.7
37.9
91.6
10.7
35.3
93.2
10.6
103.2
117.6
93.3
115.8
85.9
Average number of
employees for the year
74
7,085
6,738
6,546
6,470
6,780
Extraordinary result
DORMA
75
BUILDING VISIONS
FINANCIALS
Sales
Before allowing for exceptional items, earnings from ordinary activities remained comparable to the prior-year figure at around
77 million euros. The income-reducing factors included, in particular, investments made in our new brand identity, in personnel development, and in expanding our presence in various foreign markets.
The increase in goodwill amortization arising from the newly
acquired companies, and project-related consultancy costs, also
5.8 %
1.9 %
4.8 %
0.4 %
(4.8 %*)
(0.5 %*)
(5.1 %*)
( 1.1 %*)
944.4
882.2
856.4
806.0
776.8
732.9
15.8 %
3.3 %
(15.0 %*)
(4.6 %*)
1.8 %
18.8 %
7.6 %
(1.8 %*)
(17.1 %*)
(3.8 %*)
667.7
654.4
214.5
202.0
Sales by Area:
Net sales (in 1m)
1,031.9
Germany
225.9
21.9 %
Abroad
806.0
78.1 %
76
1.5 %
5.7 %
(1.2 %*)
(6.6 %*)
15.0 %
(15.0 %*)
2009/10
2008/09
Total
Abroad
225.9
225.0
211.5
2010/11
2011/12
2012/13
Germany
DORMA
77
BUILDING VISIONS
Abroad
27.9
77.3 %
Information technology
2.0
5.5 %
5m
2012
5m
Non-current assets
71.8
32.6
154.3
152.5
Financial assets
120.3
132.7
Total
346.3
Intangible assets
34.8
317.8
35.1
Current assets
Inventories
153.1
156.8
233.1
231.2
253.0
188.0
10.2
10.7
Other
Despite the persistently uncertain economic situation prevailing in
some countries and the ongoing euro crisis, DORMA continued in the
period under review to invest in the optimization of production facilities and in emerging markets. Investments in property, plant and
equipment excluding acquisition-related additions amounted to 19.3
million euros. The ratio of capital expenditures to sales decreased
slightly to 1.9 % (fiscal 2011/12: 2.2 %). The ratio of capital expenditures to depreciation amounted to 73.9 % (previous year: 89.9 %).
Cash flow
Cash flow from operating activities decreased from 117.6 million
euros in fiscal 2011/12 to 103.2 million euros in 2012/13. This is
primarily due to a decrease in consolidated net income generated in
the period under review with the increase in non-cash depreciation
and amortization charges and the decline in inventories, trade
accounts receivable and other assets largely offsetting one another.
Due to the acquisitions made in 2012/13, cash flow from investing
activities was significantly higher than in the previous reporting
period. Cash flow from financing activities shows a positive balance
due to a loan taken out in this fiscal year. Working capital (inventories
plus trade accounts receivable less trade accounts payable) expressed
78
Total
649.4
Total assets
995.7
Balance sheet
Total equity
65.2
64.9
904.5
2013
5m
%
436.7
586.7
43.9
2012
5m
%
537.3
59.4
Debt capital
Provisions for pensions
121.2
114.5
Other provisions
119.8
106.4
96.5
22.9
56.6
52.9
Other liabilities
164.9
70.5
Total
559.0
367.2
Total liabilities
995.7
904.5
79.3
59.1
DORMA
79
BUILDING VISIONS
PERSONNEL
Some 250 top managers have now completed the Leading DORMA
2020 program aligned to fostering a common understanding of
DORMAs Group-wide management and leadership requirements.
The program comprises two modules with the focus on leadership
techniques and the management of change processes. A condensed
program under the name Leading DORMA 2020 Compact was
introduced at the same time, in which to date a further 250 managerial staff in 10 countries have participated, completing a total of
18 training modules.
Germany
2,743 employees
Abroad
4,201 employees
Total 6,944 employees
4,201
800
3,549
700
80
600
2,120
500
1,310
2,721
There are now 700 managers participating in the TalentManagement@DORMA process. This involves employees regularly meeting
with their line managers in order to discuss individual competencies
and performance levels on the basis of a mix of self-appraisal and
external assessment. The purpose is to identify the strengths and
talents of our people, to document them in a structured form and to
900
3,995
1,849
410
310
700
425
780
400
2,647
2,600
2,705
2,743
300
2,006
200
855
100
Net sales in 1m
0
1955/56
Employees
1960/61
1965/66
1970/71
Employees abroad
1975/76
1980/81
1985/86
Employees Germany
1990/91
1995/96
2000/01
2005/06
2011/12
2012/13
Net sales
DORMA
81
BUILDING VISIONS
WORLDWIDE
DORMA Finland OY
Vantaa, Finland
DORMA UK Ltd.
Hitchin, UK
As at October 2013
82
DORMA
83