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Second step follows:
Buschjost – a strong brand
„Buschjost belongs to the strong brands of the German area of Ostwestfalen-Lippe and is globally recognised as one of the Top-3-Suppliers for Fluid-Control-Solutions >Made in Germany<”, explains manager Oliver Wehking. “To emphasize this brand identity, we turned into Buschjost Norgren GmbH + Co.KG last year. Now the second, consistant step is to follow. From October 12, 2009 we are Buschjost GmbH.”
„Globalized markets and a growing contribution to export confirm how important it is to carry the brand Buschjost clearly to the outside“, says market manager Sandra Lauer. „Buschjost Ventiltechnik – two brief words. That’s what makes a stronger identification with our brand Buschjost possible worldwide“
The trend is technically more advanced, customer specific valves or system solutions; a development that is for the benefit of Buschjost, as Oliver Wehking emphasizes: „ Buschjost is well-known to be market leader in technology and innovation, as well as to be setting standards in quality– Buschjost produces reliability and adds service and consultation!“ Of course being part of the IMI-Norgren-group has its share at this success, too. „Structurally we are a fast moving, flexible, medium-sized firm that simultaneously offers its customers the established advantages of a worldwide acting, financially strong group of companies. That applies to our customers and suppliers as well as to the internal departments like sales, purchase, finance, development and production“.
Eventually, the recent world economic crisis did leave its marks on Buschjost. But the company early realised its possible effects and already at the end of 2008 took measures in cooperation with the works council to take up the challenge and not to get caught in the crisis itself. Buschjost adjusted the capacity by reducing the working hours from 38 to 36 hours per week, changed the shift model, cut the well filled working hours accounts and is employing less external workers at the moment. We also tackled the costs. Participation in exhibitions and the budget for investments were reduced. Additional to these measures, which aimed to cut the fix costs, Buschjost started in April of this year with a reduced working time scheme in order to be able to react more flexible to the demands of the markets. „By these measures we were able to avoid redundancies to a large extent. And we are glad to say that contrary to the trend we split from only 3% of our staff“, says Oliver Wehking. „Prognoses for the future are looking quite positive: We are prepared in the best possible way!“
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02.10.2009 |
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