Corporate Brochure FY 12-13

8/18/2019 Corporate Brochure FY 12-13

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DORMA in fiscal year 2012/2013

BUILDING

VISIONS— DORMA. THE ACCESS.


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FOREWORD Page 03

—

MEGACITIES Page 04

CHALLENGE AND GROWTH ENGINE IN ONE

—

DORMA IN THE CITIES Page 11

THE COMEBACK OF THE SKYSCRAPER

—

BRAND MANAGEMENT Page 30

ARCHITECTURE AND BRANDING: THE INTERRELATIONSHIP

—

NETWORKING Page 36

TRUST BASED ON PARTNERSHIP

—

INNOVATION Page 43

“INNOVATION MEANS CREATING CUSTOMER VALUE”

—DORMA 2020 Page 48

GROWING WITH THE WORLD AND ITS CITIES

—

TOP PROJECTS, TOP SOLUTIONS Page 55

—

FACTS AND FIGURES Page 68

DORMA

FORE

City populations are booming. According to forecasts, 5 billion

people will be living and working in our major metropolises by the

year 2030. According to the McKinsey Global Institute, 60% of the

world’s economic output is already being generated in the world’s

megacities, i.e. those with more than 10 million inhabitants.

However, it isn’t only the populations of these cities that are grow-

ing. In Asia particularly, and above all in China, million-plus cities

are literally springing out of the ground, with the number – currently

300 – expected to double.

For DORMA, this development presents huge opportunities, but also

major challenges. Opportunities because investors and architects

have, for decades, opted for us to provide the architectural hardware

for their prestigious construction projects, constantly reaffirming their

trust in the DORMA brand; challenges because the requirements for

buildings and the products installed within them are steadily on the

rise. More than ever, design and aesthetics, convenience, mobility,

security and sustainability are the trends that need to be addressed –

with compliant solutions to meet each demand.

With a vision for the future and an ambitious growth strategy embod-

ied within our DORMA 2020 program, we began in 2010 to specifi-

cally address these requirements. We want to ensure that all such

challenges are converted into opportunities and possibilities, consist-

ently targeting true benefit for our customers, for our employees and

for DORMA. At the core of our vision and mission is a determinationto offer access solutions and services on a global scale that deliver

genuine added value. With our competence and a product portfolio

that covers the full range of access system operability, we can and will

enable better buildings. More than that, we also want to contribute to

ensuring that bold new visions are realized, making life in the cities

and their buildings more agreeable, more comfortable, more conve-

nient, more safe and secure, and more sustainable. On the next few

pages of this corporate brochure, we demonstrate to you that, in

“Building Visions” and in the implementation of DORMA 2020,

we are heading in the right direction. The results and highlights

occurred during our 2012/13 fiscal year, which ended on Jun

2013, bear witness to the advancements that we have ma

DORMA as we develop into a 100% market- and customer-fo

enterprise. They also show that, from Shanghai to Dubai,

London to New York and all the way down to Rio de Janeiro, w

a partner who is much in demand when it comes to implem

prestigious construction projects.

The change process accompanying the implementation of our v

coupled with the constraints and volatility of the global econom

the weak level of business activity in Europe, means there are s

icant challenges to be met. Consequently, we would like to ex

our special gratitude to our customers and business partners a

the world for the trust that they have placed in us, their willin

to accompany us on our journey and their ability to spur us

become better every day. And we would also like to thank our 7

employees who are not only carrying the load arising from

changes but are also actively shaping our future. Without

passion, their commitment and their loyalty to DORMA, the fol

pages would have remained blank.

We have our customers, business partners and coworkers to

for the fact that we have more than consolidated the 1 billion

in annual revenues of the previous year, having grown by 3

around 1,032 million euros. Our aim for fiscal 2013/14 is to coently work on the implementation of our DORMA 2020 strate

our concepts and on innovations. Because the world, and with

cities, is still expanding. Each year, the Chinese capital Beijing

grows by 100,000 people, giving us 100,000 reasons mo

ensuring that we make as big a contribution as possible to ena

better buildings.

Karl-Rudol f Mankel Thomas P. Wagner

—

Karl-Rudolf Mankel, Managing Shareholder, and Thomas P. Wagner, CEO

LADIES AND GENTLEMEN,—


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4

BUILDING VISIONS M

MEGACITIES—60 % of the world’s economic output is generated in the megacities. And these

urban populations continue to grow. Forecasts indicate that the number will

reach 5 billion by 2030. Today, DORMA is already represented in over 40 % of

the prime metropolises, with the aim to increase this ratio to 50 % by 2020.

Because cities are our future markets.

—

The twelve fastest growing megacities

around the world:

Lagos, Nigeria

Population 2011: 11.2 m


Growth: 68 %

Dhaka, Bangladesh



Growth: 49 %

Shenzhen, China



Growth: 46 %

Karachi, Pakistan



Growth: 45 %

Delhi, India



Growth: 44 %

Beijing, China



Growth: 44 %

Guangzhou, China



Growth: 43 %

Shanghai, China



Growth: 40 %

Manila, Philippines



Growth: 37 %

Mumbai, India



Growth: 35 %

Istanbul, Turkey



Growth: 32 %

Cairo, Egypt



Growth: 31 %

Source: UN World Urbanization

Prospects 2011


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MEGACITIES: CHALLENGE AND GROWT ENGINE IN ON —“The times they are a-changin’,” was the

sung by Bob Dylan back in the day. And w

indeed the case in 1964 is no less so

because life is changing extremely rapidly

areas of our environment. And our cities

being swept along by the dynamism. While t

ships of yesteryear might have been Paris,

or New York, the cities and regions now tak

lead have names which were far less well

just a few years ago, other than perhaps

inhabitants of, say, China, India and South A

Now it is in those regions that the tren

sparked and it is there that the new mark

developing.

DORMA recognized this early on, making globalization a

Already, the company is active in over 50 countries, with th

set to rise and rise. Since 2011, DORMA has moved int

territories: Indonesia, Thailand, Philippines, Malaysia

Korea, Uruguay, Ghana, Kenya and Morocco.

We are constantly inspired by the possibilities that arise

in general and for us as a company in particular. For

toward urbanization offers everyone enormous growth opp

That’s why we see prospering conurbations as future core

—

Galaxy Soho, Beijing, China

Inauguration: October 2012

Architects: Zaha Hadid Architects

Photo: Hufton + Crow

DORMA solutions: Door closer systems,

glass architectural hardware


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600 million-inhabitant cities worldwide

Sometimes you have to look at the facts – the “bare bones” – more

closely in order to really understand what is happening.

. According to forecasts by the United Nations and the World Bank,around 9.1 billion people will inhabit our planet by the year 2050.

. Already by the year 2030, that is to say in less than 20 years, itis estimated that some 5 billion people will live in cities and met-

ropolitan areas.

. In the coming years, there will be around 600 cities with a mil-lion or more inhabitants.

. Already today, 60% of our global economic output is generatedin the few megacities that already exist.

Not every city with a million-plus inhabitants is a megacity. Mega-

cities 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.

37 megacities by 2050

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 abound-

ing. 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 Japan’s capital will account for about 39 million people, i. e.

“only” around 2 million more than today.

Other megacities are destined to carry on booming: Beijing from

today’s approximately 16 million people to around 23 million by

2025; Shanghai, from a current 20 million to some 28 million

people; Delhi from today’s 23 million to around 33 million. The

dimensions are staggering. Urban developments that took more than

a century in Europe and North America are taking place in other

parts of the world within amazingly brief periods, sometimes

measured in just a few years. Soon, megacities will no longer be a

rarity but rather will become the new normal. But they have never

actually been truly exceptional. Even in the ancient civilizations,

there were metropolises which could be regarded as “megacities”

when seen in relation to the total population of a country. Around

1800 BC, Babylon had somewhere in the region of 300,000 inhab-

itants, while China’s Xian had over 1 million people around the

period of 900 AD. Thebes, Rome and Angkor were also megacities

in other parts of the world.

Megacity: Challenge and growth engine in one

The development of megacities is bringing many countries and

sections of their populations increased prosperity and cultural diver-

sity. Cities not only offer people places to work and live but also

schools, universities, hospitals and dedicated leisure facilities.

Megacities offer the conditions for acquiring wealth and wellbeing.

At the same time, they are a growth engine for an entire country.

Mexico City and São Paulo, for example, generate 50 % of their

respective countries’ GDP. Megacities offer the possibility of effi-

ciently providing goods and services, but also face particular chal-

lenges – for example, in the reprocessing of drinking water or in

waste disposal. Airports provide a means to global integration while

local individual transport needs to be moderated and controlled by

efficient traffic systems. The most important pr erequisite for a prop-

erly functioning megacity is therefore an effective administration.

DORMA invests in conurbations

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 world’s most important cities.

Naturally, we are not focusing solely on the emerging markets in this

endeavor. Also important for us are the developed markets, particu-

larly the USA and Canada. There we have identified eight focal

points around the cities of New York, Los Angeles, Toronto, Balti-

more, Chicago, Houston, Vancouver and Calgary. We are increasing

our presence in these hubs in order to ensure that we participate in

the major construction projects likely to occur there. The outlook for

economic development is good: the city of Los Angeles alone boasts

a gross domestic product similar to that of Turkey, which itself regis-

tered an output of around 775 billion US dollars in 2011.

Metro teams

In order to further improve our ability to satisfy the diverse demands of

different customers, particularly in the cities, DORMA has adopted a new

approach to its project management and customer suppor t activities. We

form competence teams comprised of experts in various fields capable of

providing our customers with interdisciplinary advice: from sustainable

building design (project consultants) and the authorship of tender docu-

ments (specification writers) to technical implementation (sales special-

ists and fabricators) and subsequent servicing and maintenance. The

focus is on major projects in urban centers. It is here that clients need a

high-performing partner such as DORMA and it is here that system solu-

tions are required in which the DORMA value-adding concept of single-

source supply can be a critical factor in the purchasing decision.

In the development of individual solutions, our so called “metro teams”

in the USA, for example, leverage the entire DORMA portfolio in tailor-

ing their approach to the specific requirements of the customer. The

metro teams talk to all the stakeholders involved in the planning and

implementation phases: building owners, general contractors, archi-

tects, retailers, craftsmen and users. Direct contact with everyone with

a responsibility for the project ensures the development of a customer-

aligned and holistic solution. And that means that the maintenance

and repair requirement can also be personally and individually deter-

mined and properly addressed.

In respect to service in particular, we benefit from an urban market

development approach because maintenance and repair are, as a rule,

locally delivered services. Around the world, we have over 700 service

technicians in the field. And the acquisitions made in the last fiscal

year in Romania and Australia have further contributed to making the

DORMA service network ever denser.

Construction boom in Asia

Compared to the mature markets, the rate of expansi

encountered in the emerging markets is significantly faste

forecast that, in the future, they will contribute around 50 %

economic growth. Of the approximately 1.35 billion pe

currently live in China, 300 million already belong to the n

class. This means that, by local standards, th ey have a goo

of between 12,000 and 60,000 US dollars per year. Th

for infrastructure is constantly rising. In view of this immen

potential, DORMA has doubled its presence in China in th

years and is now represented by its subsidiaries in 27 citi

Market opportunities also mean taking on responsibility

major cities in particular bring their own set of problem

people as both the instigators and the impacted. For it

wishing to improve their quality of life who have init

processes of global change. Now people are being confro

the economic, social and ecological consequences of that

Responsibilities associated with sustainability

DORMA has made the issue of sustainability central not

corporate culture but also to every individual building wit

becomes involved. As a “building block” in the process

urban development, we consistently contribute to the longev

efficiency, comfort and convenience of buildings. Numerou

products from our door closer, swing door operator, sliding d

tor and movable wall portfolios have already been certifi

“seal of sustainability” in the form of an Environmenta

Declaration. These EPDs are based on an all-encompassing

assessment performed according to ISO 14040/14044 and

in calculating the overall sustainability of construction proj

important prerequisite for product application in the growin

green building, particularly where public-sector clients are c

. Recognition with the Axia Award from Deloitte for ourinternationalization st rategy

. Doubling of our presence in China (27 cities) . Now represented in 255 of the top 600 cities around th . Establishment of eight metro teams in North America

HIGHLIGHTS OF FISCAL 2012/2013:—


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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. Spec-

tacular architecture characterizes the skylines of many cities. On behalf of pub-

lic-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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THE COMEBACKOF THE SKYSCRAPER—

Cities have come to symbolize the dizzying dynamism

characterizing our life and times. There is hardly an-

other domain in which globality has become such an

everyday reality. The rapid expansion of our urban

centers is unleashing a boom of major projects

nvolving banks and new business districts. However,the market has changed. Where, just a few years

ago, major projects would have been implemented

without much in the way of appraisal and examina-

tion, today the preparations made prior to construc-

tion are much more thorough.

Skyscrapers in par ticular are currently experiencing

an amazing comeback. With the world economy

gradually recovering and the financial crisis no long-

er hitting the headlines quite so often, investors and

architects are once again turning their eyes upwards.

Interest in high-rises has returned. Around the world,there are 600 buildings with a height of at least

200 meters currently under construction or at the

planning phase. The number of skyscrapers will

thus almost double in the coming ten years.

600 buildings with a height of at least 200 meters

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 applica-

ions. All buildings have to be entered and exited. The people using

hem need to be protected and their property kept secure. Entrances

and exits must be designed to reliably handle and safely direct visitor

lows 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

nhabitants and users, on the other hand, it is the interior of these build-

ngs that attracts. Their focus is on high-quality furniture and fittings,

and technology they can depend on. The bigger the building, the greater

is the desire for a strong, reliable partner – particularly where the

emphasis is on quality, convenience and security. Where the project

involves hundreds of stories, the quantities of the fixtures involved can

rise to several thousands. As a leading player in the architectural hard-

ware industry, we offer our customers planning reliability, flexibility and

a local presence. Our references include some of the best known build-

ings in the world – as you will see from the following pages.

Shanghai, China’s gateway to the world

We will begin our world tour in China. The People’s Republic offers one

of the largest blank canvases for architects and project developers ever

encountered in the world.

The Shanghai Tower, designed by Gensler Architects is one of these

megaprojects in a megacity. The Tower is located in an urban district that

was farmland just 20 years ago. With a height of 632 meters, it is the

tallest building in China and the second highest in the world. At a vertigi-

nous 556 meters is a public viewing platform, the highest of its kind in

the world. The floors below are – as would be expected in a building of

such dimensions – dedicated to various activities with offices, hotels,

shopping arcades and the like. The f açade rotates like a spiral with a 120

degree turn from bottom to top. The Tower is not only functionally impres-

sive, it is also beautiful to look at and unmistakable in design.

—

Shanghai Tower

Inauguration: 2014 (planne

Architect: Gensler Architect

Photo: Gensler Architects

DORMA solutions: Door clos

automatic doors

—

Jing An Kerry Center, West Shanghai,

China

The taller skyscraper contains the Jing

An Shangri-La luxury hotel. Restaurants

and a spa are located in the bottom four

stories with rooms distributed between

the upper 29 floors.

Hotel opening date: June 2013

Architect: Kohn Pedersen Fox Associates

Photo: Shangri-La Hotels and Resorts

DORMA solutions: Door closers,

automatic doors, partitioning systems


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—

W Marriott Marquis Hotel, Dubai,

United Arab Emirates

nauguration: February 2013

Architects: Archgroup

Photos: JW Marriott Hotels & Resorts

DORMA solutions: Revolving doors in

he main entrance, door closer systems,

automatic doors, partitioning systems

The Jing An Kerry Center in Shanghai, designed by the architectural

firm of Kohn Pedersen Fox Associates, boasts even greater dimen-

sions, accommodating a 500-room hotel and an events center.

Its appearance is one of classic transparency, its impact from a

distance huge – a truly iconic and remarkable landmark.

Superlatives in Dubai, Singapore, Marseilles and London

The JW Marriott Marquis Hotel in Dubai, designed by Archgroup, is

cited in the Guinness Book of World Records as the tallest hotel in

the world with a height of 355 meters. Originally, the hotel was

designed not with two but with just one tower. Now, the total of

1,600 rooms and suites are distributed between the two towers.

With the d’Leedon residential complex in Singapore, world-renowned

architect Zaha Hadid has come very close to fulfilling her apparent

destiny as a proponent of revolutionary design. The seven towers

appear to have been randomly tossed onto the ground. The façade

seems to be constantly on the move, expanding or tapering toward

the top. The shapes shift forward or jump back almost like a coral

reef underwater, with new and highly individual condominium

constellations appearing, each layout different from the next. Zaha

Hadid’s design approach is “from small to large,” with each change

in an element exerting an influence on another aspect. The interior

design and the garden area between the towers also clearly bear the

signature of Zaha Hadid with a style reminiscent of the earlier

constructivist pictures painted by the architect.

Staying with Zaha Hadid, the CMA CGM Tower – while somewhat

conventional in terms of its upper termination – offers a dynamism

in the lower third of the façade, the like of which has never been

seen before. Rather than created by the human hand, the façade

appears to have been opened up by a gust of wind.

—

d’Leedon, Singapore

Inauguration: 2014/15 (plan

Architect: Zaha Hadid Archite

ation with RSP (local architec

Photos: Zaha Hadid Archite

DORMA solutions: Integrate

closers, glass architectural h

(shower cubicles), automati


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—

CMA CGM Tower, Marseilles, France

Emporis Skyscraper Award 2010

(third place)

Inauguration: 2011

Architect: Zaha Hadid Architects

Photos: Hufton + Crow

DORMA solutions: 600 integrated

door closers

—

The Shard, London, England

Inauguration: 2012

Architect: Renzo Piano

Photo: Hufton + Crow


automatic doors, electromagnetic sliding

door (MAGNEO CS 80) leading onto the

viewing platform on the 68 th floor

For the vertical frame alone, 1,172 different geometries were

needed, although these are concealed and virtually invisible between

the layers of the t wo-skin façade. With its dancing tower, Marseilles

has not only a new urban icon bu t also the first phase of a planned

upgrade of the entire municipal area.

The Shard in London, designed by Renzo Piano, was finished just in

time for the 2012 Summer Olympics. The tower located close to

London Bridge measures 310 meters in height, dwarfing all of

London’s other skyscrapers. It also got its nose in front f

while in the race to be Europe’s highest building. It wi

working space and facilities for over 10,000 people. B

transparent with a distinct shape and unmistakable silho

Shard looks like the tip of an iceberg. And while this des

niscent of broken glass may once have been ridiculed a

attempt at a skyscraper record, today it is regarded as sy

the dream of a sustainable, vertical city.

—

Fire door by Stewart Fraser Ltd.

with DORMA floor springs

in The Shard, London

Photo: Pete Stevens


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BUILDING VISIONS DORMA IN

One World Trade Center

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

açade 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 build-

ng in the USA, it is only trumped by t wo other buildings – the Burj

Khalifa measuring 829 meters in Dubai, United Arab Emirates, and

he Shanghai Tower with 632 meters in China.

n Calgary, Canada, Foster + Partners have overseen the construc-

ion of a 236 meter high office building entitled The Bow. The Bow

iver flows directly past the building. The skyscraper boasts 53

loors accommodating offices, restaurants and viewing platforms.

The Canadian energy utility EnCana Corporation has its headquar-

ers here. Quite unlike the fantastic façades of Asian high-rise

constructions and even those of many a European star architect, the

açade in this case shows a simple pattern formed by diagonal

struts.

Urban mobility

In 1970, there were around 200 million cars on the world’s 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

“People’s 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.

However, the rapid growth of cities and the fast rate of urban develop-

ment also offer opportunities for rendering municipal structures more

sustainable and creating adaptable infrastructures. Above all, mega-

cities with their new business centers require a modern local transport

system and a functioning network for non-motorized traffic. If intelli-

gent traffic systems are built with the future in mind, it will also be

possible to limit the volume of motorized vehicles needed.

This kind of intelligent solution can be found in Manchester,

England. The cycle hubs there form part of a large-area network of

bicycle shelters. However, these are not the usual small, dark and

fusty enclosures found in many a major city elsewhere. The cycle

hubs are spacious, light, bright and secure. Nor are they hidden

away in a dark corner of some obscure forecourt, instead presen-

ting a readily visible, integrated feature of the urban landscape.

—

Cycle Hub, Manchester, England

Inauguration: 2012

Architect: Aedas

Photos: Steve Townsend

DORMA solutions: Space-saving

automatic doors

—

One World Trade Center, New York, USA

Inauguration: 2014 (planned)

Architect: David Childs of Skidmore,

Owings and Merrill, based on an initial

design by Daniel Libeskind

Photos: Silverstein Properties

DORMA solutions: 22 revolving doors at

the main entrances and various other

access solutions


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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 inau-

guration, usage levels were coming in 40% higher than forecast.

The new transit hubs require ever more innovative and creative solu-

tions 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 capital’s 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 p rediction 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.

—

PHX Sky Train, 44th Street Station,

Phoenix, Arizona, USA

Awards: LEED-NC Gold

and First Prize, Transportation –

nternational Design Awards

nauguration: April 2013

Architect: HOK Architects

Photos: Bob Perzel

DORMA solutions:

Automatic sliding doors at the entrances

—

Queen Alia International Airport,

Amman, Jordan

Inauguration: March 2013

Architect: Foster + Partners

Photos: Foster + Partners

DORMA solutions: Automatic sliding

doors at the gates and in the VIP area;

specialty doors in the high-security area


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—

New Bochum High School,Germany

nauguration: October 2012

Architect: HASCHER JEHLE

Photos: Andreas Molatta (top),

Maximilian Meisse (below)

DORMA solutions: Door closer and

emergency exit systems

Education and health – the foundations for progress

Schools, universities and hospitals count among the most important

municipal facilities of any major city. And in this field, too, architec-

ture is undergoing something of a revolution. Because today every-

one is aware that children learn b etter in good school buildings and

people recover from illness faster when in pleasant surroundings.

Architecture and interior design affect our psyche. Hence individual

and inspiring concepts are very much in demand.

An unusual school building was recently built in the German city of

Bochum. The new high school consists of two interconnected ring-

shaped structures surrounding the entrance hall and a green inner

yard. A translucent inflated membrane roof pr ovides the light, while

an open gallery, curved walls and stepped floor surfaces create a

dynamic atmosphere to promote interaction and communication.

The airtight façade with its external sun reflectors, use of the night-

time air for cooling purposes, and the storage mass of the concrete

ceilings, together with a solar panel system, contribute to ensuring

that the school building complies with the zero-energy standard of a

“passive house.”

Similarly futuristic is the newly constructed Walter and Eliza Hall

Institute in Melbourne, Australia, a renowned medical research faci-

lity designed by Denton Corker Marshall and SKM-S2F. All the

elements of the interior design are state-of-the-art: the building

management system, the ceiling-mounted laboratory equipment and

the LED lighting, together with an advanced light control system, are

just some examples. And DORMA was re sponsible for supplying the

advanced door closer systems used throughout the building.

—

Walter and Eliza Hall – Institute ofMedical Research, Melbourne, Australia

Inauguration: November 2012

Architects: Denton Corker Marshall and

SKM-S2F

Photos: Gollings Photography (top),

Shannon McGrath (below)

DORMA solutions: Door closer systems


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24 DORM

BUILDING VISIONS DORMA IN

Sport and culture – prestigious public authority projects

People don’t just want to live and work in the cities, they also want

o enjoy themselves and their leisure time there. Stadiums, theatres

and museums are places with which people identify. They are the

heart of a city and often take the form of prestigious buildings from

which the public-sector client hopes to acquire certain advantages

n competition with other cities. Some are built in the run-up to

major events that set huge infrastructure p rojects in motion. Having

been awarded the next Soccer World Cup, by 2014 Brazil will be

boasting the most modern sport stadiums in the world. And DORMA

s directly involved in many of these projects.

With its far-reaching, apparently floating cantilever roof, the Mara-

canã stadium designed by the architectural firm of Fernandez

Arquitetos is both an old and a new landmark of the city of Rio de

Janeiro. It is here that the FIFA World Cup final will be held on

July 13, 2014, and it is here that, in 2016, both the opening and

he closing ceremonies of the Rio Summer Olympics will take place.

The stadium, originally built in 1950, is going to be completely

efurbished for these occasions. Like the Olympic Stadium in Berlin,

old and new parts of the facility will be merged within a harmonious

whole. The new portion of the project relates to the reconstruction of

he roof, which originally only covered the upper rows of seating. In

order to ensure that the external appearance of the stadium is chan-

ged as little as possible, a cable-net roof was chosen, designed in

he form of a spoked wheel covered in a slightly folded membrane.

—

Maracanã Stadium, Rio de Janeiro, Brazil

Retrofit winner, MITM Architectural

Review Future Project Award 2013

Inauguration: April 2013 (after refurb)

Architect: Fernandez Arquitetos

Photos: Fernandez Arquitetos

DORMA solutions: Glass horizontal

sliding walls in the VIP boxes, glass

architectural hardware, door closer

and emergency exit systems,automatic doors


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BUILDING VISIONS

26 DORM

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 d esign compe-

tition for the project. The museum’s façade is anything but conven-

tional 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.

The new Museum of Tomorrow is even more remarkable, even more

spectacular. It forms part of a major urban development project

aimed at transforming Rio’s waterfront promenade into a blooming

cultural and residential landscape. Santiago Calatrava has thus

enriched the city with one of his few cultural buildings. In future, no

report on Brazil will fail to mention the museum. Located directly on

the waterfront, it pushes out onto a pier that encroaches well into

the water. Its form conjures up many associations, from crocodile to

UFO. The iconic building is destined to become a new symbol of

Rio de Janeiro – comparable with the Sydney Opera House as a

globally recognized landmark.

True to its name, the Museum of Tomorrow with its 5,000 square

meters of floor space will be showcasing exhibitions dealing with the

future of our planet and technologies likely to determine our exis-

tence here on Earth. Designed to be particularly energy-efficient,

the building itself is highly future-aligned. Photovoltaic modules will

cover the roof, with actuators enabling them to rotate and follow the

sun. Meanwhile, the surrounding gardens will be irrigated f rom pools

containing harvested rainwater.

—

Museum of Image and Sound (MIS),

Rio de Janeiro, Brazil

nauguration: July 2014 (planned)

Architect: Diller Scofidio + Renfro

Photos: Diller Scofidio + Renfro

DORMA solutions: Revolving door,

automatic doors, glass architectural

hardware, door closer and emergency

exit systems

—

Museum of Tomorrow, Rio de Janeiro,

Brazil

Award: LEED (applied for)

Inauguration: December 2014 (planned)

Architect: Santiago Calatrava

Photo: Santiago Calatrava


glass architectural hardware, glass

horizontal sliding walls


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28 DORM

BUILDING VISIONS

Among the most spectacular new buildings to adorn Europe’s cultural

landscape are the Riverside Museum in Glasgow, designed by Zaha

Hadid Architects, and the Blue Planet Aquarium in Copenhagen,

Denmark, from 3XN.

In May 2013, the Riverside Museum in Glasgow was named “European

Museum of the Year 2013” by the European Museum Forum in

Belgium. It is the first major public-sector project to have been under-

taken by Zaha Hadid Architects in the UK. The dynamic design

matches the museum’s subject matter – transport, traffic systems and

travel – providing the largely abandoned dock area with a new fresh-

ness. The irregular zigzag of the roofline is reminiscent of old industrial

mills, while the curved layout is symbolic of a river bend. The central

exhibition area has been constructed without columnar supports – an

engineering feat which has already led to recognition with the British

Structural Steel Design Award. DORMA equipped the museum interior

with glass doors, floor springs and architectural hardware.

Water, rivers, lakes, seas and oceans are the themes covered by the

Blue Planet Aquarium, one of the largest of its kind in Europe.

20,000 fish and marine creatures populate the artificial interior

ecosystem. The building’s purpose is immediately apparent at first

glance. Like a glistening vortex in motion, it appears to swallow up its

visitors. Kim Herforth Nielsen of the architectural firm 3XN talks

about a whirlpool engulfing the museum guests: the entrance to the

building is located at the center of this swirling mass, with routes

branching off it in various directions. The façade clad in small

diamond-shaped aluminum shingles reflects the daylight in a manner

similar to that of a smooth surface of water. The museum opened in

March 2013, five years after it was first committed to paper.

—

Riverside Museum, Glasgow, Scotland

nauguration: June 2011

Architect: Zaha Hadid Architects

Photos: Hufton + Crow

DORMA solutions: Glass doors,

floor springs, architectural hardware

—

Blue Planet Aquarium, Cope

Denmark

Inauguration: March 2013

Architect: 3XN

Photos: Adam Mørk

DORMA solutions: Door clos

automatic swing doors

. Partner to some of the most prestigious and renowned new build-ings of the period

. Close collaboration with renowned architectural firms through theglobal DORMA network of architectural consultants

. Increased application of the entire product portfolio throughimplementation of integrated solutions



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DORM30

BUILDING VISIONS BRAND MA

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

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BRAND MA

ARCHITECTURE AND BRANDING:THE INTERRELATIONSHIP—Every major city, every world metropolis has unmis-

takable landmarks – London has Big Ben, Sydney

the Opera House, Berlin the Brandenburg Gate. In-

variably, 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.

Today, cities find themselves in increasingly tough global competition

with one another. In order to assert their position, they need to be

able to offer something unique to themselves. This invariably means

commissioning a building or structure that really catches the eye –

higher, bigger, bolder than the one before. The rivalry to see which

metropolis can build the tallest skyscraper, for example, seems to be

never ending. At the moment, the Burj Khalifa in Dubai is the highest

building in the world at 829 meters. However, Sky City in the Chinese

city of Changsha is about to take the lead with a height of 838

meters. Not for long, though, with the Kingdom Tower in Jeddah,

Saudi Arabia, due to open in 2018. This has been designed at an

almost incredible height exceeding 1,000 meters. Sometimes you

have to look back in order to grasp the full magnitude of this “rise” of

he skyscraper. It is, in fact, a relatively recent development: the first

high-rise in the world, the Home Insurance Building in Chicago built

n 1885 had just ten storeys and a height of 42 meters.

But it is not height alone that turns buildings into landmarks. Even

more important is that “certain something” – perhaps an unmistak-

able shape that is instantly recognizable from afar. Two examples in

Dubai are the characteristic sail form of the 7-star hotel Burj al

Arab, and the silver “rocket” that is the Burj Khalifa. The World

Financial Center in Shanghai is known throughout the world as the

“Bottle Opener,” and the CCTV Tower in Beijing with its towers

used high above the ground is said to represent the “new Beijing”

with design and branding inseparably intertwined.

Architecture has become a new and permanent ingredient in munic-

pal marketing, in both the public and the corporate sector. You just

have to think of the BMW Welt complex in Munich, the Burberry

Flagship Store in Chicago or the planned new Apple HQ in Cuper tino

– a flat, ring-shaped “spaceship” of a building intended to epitomize

the innovation and design credentials that are uniquely Apple’s.

DORMA also benefits from the renown and recognizability of famous

reference projects such as the headquarters of the United Nations in

New York or the already mentioned Burj Khalifa in Dubai. Flagship

projects provide proof positive that, for many investors and archi-

tects, DORMA is “first in mind”. They trust the DORMA brand

because they know that DORMA products not only offer out standing

quality but also meet the highest demands in the design and

aesthetics domain. That’s why DORMA solutions can be found in

some 150 million applications throughout the world.

Interview with Mario Dreismann, Vice President Group Marketing &

Sales, to explain the significance of the DORMA brand

one face that we show to the outside world: product des

promotion, website, fairs and exhibitions, our offices, our

distribution – all of these needed to be done with a single

all about consistency in communication, because brandin

more than a logo development. It’s a promise of pe

addressed to the customer. Hence it is extremely im

support our employees in their key role as brand amb

because brand values need to be properly expressed. To

we held a series of brand workshops around the world duri

fiscal year in order to t rain those employees particularly w

direct customer contact or have representative function

around half of our people have participated in this inter

training exercise. And it was essentially in recognitio

concept that we received the 2013 Change Communicat

for our successful brand r e-launch.

How important is the brand to achieving the targets enshr

the DORMA 2020 program?

A strong brand is critical to achieving our goals. We want

world’s best provider of access solutions. As an implic

mance promise, this provides orientation. It heightens c

among our employees and, above all, among our c

DORMA is active in multiple diverse markets with hu

competitors. So we have to stand out. It’s not enough me

recognized; the brand also needs to be positively charged

the right associations – especially in new markets where

not so well known and the target groups still do not have a

of our capabilities.

What is DORMA doing to strengthen the brand?

Increasing our presence and customer contact points. By

consistent brand management approach, we are raising th

of the DORMA crown. We also launched a new global image

at the beginning of the year. But the most important thing is

personal contacts. With the opening of our New York a

design centers, we have been able to lay down a real mar

hugely important markets. Such facilities are also great f

personal interaction: customers automatically enter into a d

DORMA, while also receiving an overview of our entire por

claim “DORMA. The Access” will also help us in building

awareness – it says exactly what DORMA stands for. So we

use the claim more forcefully in our future communications

What are the performance aspects likely to be of importan

future?

Sustainability – with the advent of green buildings – and e

solutions enabling our customers to configure and order

ucts online. The industry is likely to change significantly i

two to five years as these developments really take root.

both aspects, the brand has a key role to play as a c

What does the DORMA brand stand for?

“Enabling better buildings,” which also happens to b e our mission.

With system solutions covering all aspects of door operability or – as

our internal branding guide states – by “designing for a 360° Access

Experience.” And this aspiration is fulfilled by adherence to the

DORMA brand values: Quality – not only in the product but also in

everything that we do; Innovation – across the board; Holistic – an

all-encompassing approach thought through to the end; Hassle-free

– simple and effortless; Design & Aesthetics. We asses s everything

we do on the basis of its contribution to fulfilling these brand values.

Why has DORMA launched a new brand identity?

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

OUR MISSION: “TO ENABLE BETTER BUILDINGS”—

—

Burberry Flagship Store, Chicago, USA

Architect: Barteluce Architects &

Associates

Photo: Bob Perzel

DORMA solution: Custom Crane series

3000 revolving door

Branding that's visible from afar:

the new Burberry Flagship Store

in Chicago. DORMA supplied the

revolving door for the avant-garde

entrance portal of black st ainless

steel. Other Burberry Flagship Stores

are planned worldwide, with further

DORMA supplies a possibility.


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BUILDING VISIONS

34 DORM

BRAND MA

creator and emotional anchor. In the recruitment of good people,

oo, a strong brand is indispensable. In pursuing our growth strat-

egy, we intend to increase our workforce from a current 7,000 to

almost 10,000 employees by the end of the decade. And that will

only be possible with a strong employer brand.

DORMA has a wide range of different customer groupings, from

architects to retailers and craftsmen. What role d oes a strong

brand play with each of these stakeholders?

A well managed brand simplifies the decision to buy. In an ideal

case, the brand signals an array of promises: quality, design, reliabil-

ty – for example in delivery scheduling. Doors are often the last

hings to be installed, and so need to be available when they are

needed. Here, the DORMA brand offers dependability and orienta-

ion. Building on our five brand values, DORMA has defined a clear

performance promise for each customer group, aligned to their

expectations – because, of course, retailers have different concerns

han those of an architect or a facility manager.

What then is of key import ance, say, to a retailer?

Retailers are concerned, for example, with issues such as keeping

nventories low, so we need to be able to deliver quickly – not just

our standard products but also our more customized items. For a

etailer, products have to be easy to explain as otherwise there’s too

much required in terms of time and consultancy effort. It is also

mportant to ensure that the retailer’s customers are encouraged to

be proactive in requesting the products they require. So we have to

align a slice of our sales pr omotion activities toward retail customers.

This is one of the aims of our DORMA System Partner program in

Germany, which currently has some 700 skilled craft businesses as

its members. These fabricators and installers, who are all made

thoroughly familiar with DORMA products, generate less work for

the retailers. So our ambition is to be regarded as a premium

provider not only at the product level but also right across th e entire

building process – consultancy, supply, packaging, installation, service,

all the way through to ultimate disposal. The holistic approach.

Where on the world map is the DORMA brand most prominent?

Instant recognition rates are, of course, highest where we have our

largest market shares and have already been active in the market for

some time – for example in Germany and Western Europe. Since

1980, we have also become very well known in Singapore, Australia

and the United Arab Emirates. Here, industry has a natural leaning

toward DORMA. In the USA and Latin America, we are very well

known in certain regions, but there is still potential for improving our

nationwide recognition levels.

What form does the DORMA brand promise take in the emerging

markets where, due to the high volumes of construction work tak-

ing place, price must be a decisive factor in the decision to buy?

Reliability and quality. Ultimately, this is what stays with the

customer; not just the functional range of the products but the

entire package: on-time delivery, good product design, individual

customer support. All these aspects feed into the overall impression,

building up a good quality and brand image. Naturally, for reasons of

price, our Asian customers place different functional requirements

on our products than do our customers in Europe or North America.

However, when it comes to quality there can be no compromise. Our

solutions meet the demands of our customers, and that’s what’s

important. Our aim has to be to align our product portfolio and our

services to the developing markets and their customer demands. As a

brand-aware company, particularly, we must accept that we will not

be able to reach every potential customer with our product range.

Managing a strong brand also requires us not to do some things.

How do you mean, exactly?

We cannot afford to make compromises. We would never issue a

performance promise that is not in keeping with our standards. We

will never sell our products in the bargain basement. Nor will we

ever manufacture under questionable working and environmental

conditions. These factors alone mean that we have higher costs

feeding into our product prices. Thus we are automatically some-

what more expensive. Our customer engagement analysis has shown,

however, that our customers accept this. Because they know that

higher quality also means higher prices. Our own production facilities

and the two research and development centers in Asia do, however,

ensure that our prices are aligned to the market and to demand.

Is there a difference between your brand management approach in

the cities and that applied on a wider scale?

Not at the core, but cer tainly in terms of the instruments employed.

In the cities there is a generally higher density of target groups – we

are much closer to our customers and can build up personal

contacts. This is why we have created our design centers as places

of interaction. We deliberately decided on New York City, and a

central location there, so that our customers would be able to get to

us without any trouble – ideally on foot. In cities, you can organize

events to bring people together. Naturally our sales people also

achieve a significantly higher contact frequency in the cities –

regardless of the customer groups involved – simply by virtue of

the fact that their travel times are shorter. In rural areas, such

employees may manage to do one to two visits per day, depending

on the territory. In the city, they can book six or seven.

therefore, we also talk about city-level planning or presence

The thing is to ask ourselves where business is likely to

what influences it has and where the key decisions are ma

What is the payback of good br and management?

Generally, the key is to think about things f rom the custom

point. The brand therefore has to transport a performance

that is relevant to each of our customer groups. And we al

be consistent in our communication, be aware that our e

are our first-line brand ambassadors, and make sure that th

stand and are empowered to “live” the brand. For it is o

around the world who communicate the DORMA image.

—

From left to right:

1. DORMA employees and guests at the inauguration of the new company headquarters

of DORMA France in Créteil 2. Inauguration of the DORMA Design Center in New York

3. Attention-grabbing at the BAU show: DORMA products painted red

4. A DORMA door closer 5. Inauguration of the DORMA Design Center in Dubai

. Presentation of our new brand identity at BAU 2013 in Germany

. Around 50% of all employees have so far participated iinternal brand training courses

. New brand-compliant internet relaunch . DORMA awarded the SME accolade “Hidden Champions” i“Brand” category; conferred by news broadcaster n-tv, with

citing our track record of consistently successful br and man

. DORMA given the 2013 Change Communication Award successful brand re-launch



20/44

BUILDING VISIONS

36

NE

NETWORKING

—Better buildings are enabled not least by ensuring that all the players involved inthe 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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BUILDING VISIONS

38 DORM

NE

TRUST BASED ONPARTNERSHIP—

At the core of DORMA’s vision and growth strategy

for the future is a commitment to think and act from

the customer’s viewpoint. This provides the basis for

delivering on our mission to be the trusted global

partner for premium access solutions and services

enabling better buildings. A prerequisite for the con-

struction of better buildings is that all the players

nvolved in the work maintain a close and ongoing

dialog with one another – starting from the principal

client through to the general contractor and architect

and down to the retailers, fabricators, installers and,

finally, the building operators and users. Ensuring

ongoing contact with these various customer groups,

and constructive collaboration with the various play-

ers involved in the planning and construction pro-

cess, characterize the principle of trust and also the

purpose pursued by DORMA in adopting a partner-

ship approach to collaboration.

New design centers in New York and Dubai as places of interaction

The “World of Access” design centers that opened in fall 2012 and

spring 2013 in New York and Dubai have become a living symbol of

the culture of dialog and interaction. Since it was opened toward the

end of 2012, the New York facility has been used as a forum for

presentations for planners and specifiers, workshops attended by

architects, training courses for fabricators and installers – to name

but a few. The program has been supplemented by special events

such as the regular meeting of alumni of the Illinois Institute of

Technology or the art exhibition of American painter and furniture

designer Harry Bertoia as part of this year’s New York Design Week.

The “World of Access” – centrally located on 6th Avenue in the

heart of Manhattan – is thus fulfilling its purpose not only to be an—

Design meets art: Harry Bertoia’s sculptures as they were displayed in the DORMA Design Center, New York, USA

exhibition center but also – and even more so – a place of exchange

and communication. Since it opened, it has seen almost 40 events

within its walls. To date, around 2,000 stakeholders have visited the

“World of Access” as guests of DORMA. Akanksha Sharma, Energy

Consultant for the American engineering company Thornton Toma-

setti describes the “World of Access” as the “best showroom” in the

whole of New York. And William Logan, Senior Principal and Director

of Design Consulting at Israel & Berger Associates, predicts that

there will be even more interest in this facility from the architectural

community in the future.

The Dubai Design Center, inaugurated in February 2013, has quickly

become a forum for the players involved in the construction process.

An initial high point this year was the Eid Al-Adha – the first meal

after Ramadan – held in the rooms of the Design Center. After the

Eid Al-Adha (Feast of Sacrifice), the Eid Al-Fitr is the highe

holy day, celebrated in this case with a coming-to

architects, general contractors and business customers.

Increasing demands in relation to design and aesthetics, t

range of standards governing the construction industr y, p

sing environmental and product certification requireme

the main parties involved in a construction pr oject have to

an ongoing dialog.

—

Opening of the “World of Access” on Sheikh Zayed Road in Dubai, February 2013

—

Panel discussion with architects at the inauguration of the DORMA Desig

New York, USA, December 2012


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BUILDING VISIONS

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NE

Enriching discussions with architects

The architects responsible for the planning and construction of build-

ngs naturally play a key role throughout the overall process. DORMA

has 50 architectural consultants on its books worldwide, whose

unction it is to support architects in the planning and specification

process. As these contacts take place, current architectural trends

and the effects these may have on DORMA’s products are often

discussed.

n spring 2013, a group of renowned international architects of vari-

ous disciplines and also representatives of the German Design Coun-

cil met in Frankfurt am Main for a DORMA-sponsored workshop in

order to discuss the new product and design studies presented by

DORMA at the BAU trade fair in Munich in January 2013. Given that

“Design & Aesthetics” constitutes one of DORMA’s core brand

values, involving customers and taking their related requirements

nto account is key to our future success. In the ensuing discus-

sions, the architects confirmed the need for a distinct design idiom

covering all the company’s products, and recommended that, in the

uture development of our integrating style, we ensure that the quali-

ies associated with the DORMA brand – function, precision and reli-

ability – be more specifically accentuated.

Numerous awards serve to document the high level of acceptance

hat DORMA enjoys among architects and specifiers. Once again in

2012, we garnered both an Architects Partner Award and an

Architects’ Darling Award.

Trust-based cooperation with skilled craft businesses

Implicit in our brand promise is a commitment to networking – as

expressed, for example, by the DORMA System Partner program in

Germany. This was founded in the year 2000 with a community of

some 100 firms from the woodworking and metalworking segments.

Initially a forum for getting to know one another and provide mutual

support in the marketplace, it evolved under the slogan “Better know-

ledge. Better performance. Better results.” into a p erformance-driven

association with over 700 member companies. Nowadays, DORMA

supports its “system partners” in product-related training, including

the training of apprentices, in business administration and with legal

issues with the aid of an expert hotline, and also with practical work-

shops dealing with core issues of modern personnel management and

specifically tailored to small to medium sized craft businesses. With

our brand management competence, DORMA supports the member

companies in their further development on the branding front as well,

helping them to become strong brands within their respective regions.

Hence, in the course of time, the original marketing program has long

developed into a partner development program that pays significant

dividends for the members. DORMA’s target for Germany alone is to

double the number of members of the DORMA System Partner

scheme by the year 2020. We maintain similarly close partnership

relationships in many other countries such as France and Switzerland.

Interview with Claus Schmid, Managing Director of

Holzbau Schmid GmbH & Co. KG and spokesman of

the Council of DORMA System Partners

What are the major challenges facing skilled craft businesses today

and in the next few years?

Craftsmanship – that is to say making something and marketing it

under your own initiative and using your own skills and talents – is

more in demand than ever. Paradoxically there is a lack of recogni-

tion both within the marketplace and within society of the value of

crafted products and personal services, with the situation appearing

to worsen from year to year. This is also frequently reflected in the

rewards achievable for this kind of work. And that in turn threatens

the future existence of skilled trade firms, because without proper

recognition combined with fair payment for a job well done, it will

become increasingly difficult to attract young people to any craft-

based apprenticeship.

What effect has globalization had on skilled craft businesses?

The consolidation of Europe’s markets and the resultant harmoniza-

tion of the standards and demands affecting craft products mean

that small firms are simply overstretched. Major companies and

industrial suppliers have a significant advantage in this respect –

with the consequence that regional skilled craft businesses find

themselves in an ever weaker position.

What support does the DORMA System Partner program provide a

skilled craft business?

Having an attractive and holistic product portfolio also extends our

service spectrum, thus contributing to the creation of added value

that the skilled craft business can offer. The support we receive in

training and development also promotes the professionalization of

our people, providing us with further differentiation possibilities.

Generally, the participants in this performance-oriented scheme

benefit from the fact that they can tap into the exper

expertise of a globally recognized market leader. I sh

mention the enormous benefits of belonging to a commun

minded entrepreneurs. You feel that you are not alone

worries, and you appreciate the fact that everyone is willing

bute to the system of mutual support that we have.

What do you expect from the System Partner program in t

to 2020?

Over the years, the trust between DORMA and the System

has appreciably grown. Last year, this was further enhanc

constructive cooperation that took place within the frame

product improvement workshop. Now, the results have to

implemented, which will also mean a more effective divisio

between DORMA and the System Partners – in keeping

motto “Do what you do best to contribute to the commo

And that, of course, also means developing innovative pro

—

Annual System Partner conference in Bonn, Germany.

—

Claus Schmid, Spokesman for the Council of DORMA System Partners

. Opening of two “World of Access” design centers in Neand Dubai

. Design Center concept earns a German D esign Award . Over 2,000 visitors to the “World of Access” in New Yoits inauguration in December 2012

. Recognition with an Architects Partner Award and anArchitects’ Darling Award

. DORMA subsidiary Rutherford Controls Incorporated (Rawarded as Canada’s best sales and distribution compa


—

Architects workshop in Frankfurt am Main, Germany


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42 DORM

BUILDING VISIONS IN

INNOVATION—Research and development are closely connected to the strategic devel

of the company. A total of 80 % of DORMA sales is generated outside G

The greatest growth potential lies in Asia. In order to best serve the Asian m

we have established research and development centers in India and Singa

which we develop products aligned to local requirements – working close

our customers every step of the way. The innovations conceived there m

find their way into applications around the world.


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44 DORM

IN

“INNOVATION MEANSCREATING CUSTOMER VALUE”—By what means are doors likely to be opened and

closed in the future? What kinds of designs are

access solutions destined to have? How will tomor-

row’s smart and integrated access concept meet

growing demands on security, convenience, barrier-

free access and sustainability. What direction will

the further development of products and services

take in response to the realization that, in just

20 years, there will be 5 billion people living in cities

around the world and more than 600 million-plus

metropolises on the planet? Reacting effectively to

these questions means engaging the innovative

strengths of a company – which is why innovation is

a core brand and corporate value at DORMA. But

what does innovation mean for DORMA, and what

should the company focus on in the future? To

answer these questions, we met with Oliver Schubert,

Chief Operations Officer, Franz-Josef Hövener,

Director Group Innovation Management, and Karthick

Babu and Jackson Leong, the respective heads of

the local research and development centers in India

and Singapore.

Two years ago, DORMA established its own research and develop-

ment centers in India and Singapore. What led to this decision?

Oliver Schubert: At DORMA, research and development are closely

connected with the strategic advancement of the company. We now

generate 80% of our sales outside Germany. Great potential for

growth for us lies in America and, above all, the countries of Asia.

Some forecasts indicate that the new area required for offices in

South-East Asia corresponds roughly to the size of Austria, that is

to say around 84,000 square kilometers. One study indicates that

40 million square meters of office space is expected to be built by

2016 just in China’s 14 major cities down its eastern coast. If we

want to participate in this growth, we need to create a link between

our ambitions as a premium systems provider and the requirements

of these local markets. Consequently, we decided in 2012 to estab-

lish the two R&D centers in India and Singapore and to build up th e

expertise needed to meet the local and regional requirements. This

demonstrates our commitment to align our innovations and further

developments to the real requirements that exist in the various

markets that we ser ve, ideally in close consultation and collaboration

with customers operating in those localities.

What competencies and technologies have you pooled wit

Indian and Singapore R&D centers?

Franz-Josef Hövener: We have split our competencies be

two. In Singapore, we concentrate on the field of do

systems, specifically aligned to the mid-market segment

on the other hand, we have been focusing initially on esta

competence center for glass architectural hardware. We

enormous potential there for glass partitions as componen

modern office buildings of the future. This opens up the

for us to offer the single-source supply of a full range

hardware products aligned to convenience, security and

elegance. Naturally, we are also interested in the acces

market, which we expect to experience very strong growt

known for its outstanding IT expertise and there are good

for innovative and promising partnerships with local IT co

Our aim is to promote the internationalization of our elect

control business which has so far focused primarily on Ger

that is the future. At the moment, our minds are very mu

glass business for which we also see enormous growth opp

worldwide.

Why have you established this glass architectural hardware

in India?

Karthick Babu: There is huge demand for this product s

particularly for infrastructure projects such as airports

buildings for the IT sector. Recently we have equipped th

in Mumbai, Chennai and Bangalore with glass hardware p

compliment our automatics and emergency escape route

DORMA’s glass partitions are in demand for the office

because they can be used so effectively to flexibly and cost

configure office floor space. They also meet the d esign de

architects and users and have proven to b e a particularly s

construction solution under the climatic conditions that

India. For us, glass partitions also serve as lead-ins for othe

products. After all, our aim is to sell complete solutions ra

individual components. So these office concepts will

include DORMA door closers, floor springs, sliding door

systems or an access control solution.

Oliver Schubert: Because of the high volumes encounte

India constitutes a very good test market for such solution

we are receiving inquiries for our systems not only from w

region but also from the United States. So, while we r

research and development center in India as a region

serving our MMA Area (Mediterranean/Middle East/Africa

obviously hopeful that the innovations created there will a

market elsewhere in the world.

—

At BAU 2013 in Munich, DORMA

presented a number of prototypes of

innovative products in the “Tomorrow”

section of its booth.

—

Mario Dreismann, Vice President Group

Marketing & Sales, presenting a design

study.

BUILDING VISIONS


25/44

BUILDING VISIONS

46 DORM

IN

Does this principle of reverse innovation also apply to the pr oducts

hat you are developing at the Singapore site?

Jackson Leong: Yes, of course! However, our focus initially lies on

he development of new products for the local market. That said, we

are already working on reducing the manufacturing cost of our

American door closer series.

What are the requirements arising specifically from the growth in

urbanization and the accompanying rise in the number of million-

plus cities in Asia?

Jackson Leong: As in India, the main factor here is that of rising

volumes. In China alone, the pending construction projects in the

million-plus cities are expected to generate additional demand equa-

ing to approximately 5 million floor springs. Even if the buildings to

be equipped in these cities provide a general spread across all price

and product segments, we will still need huge volumes of innovative

and cost-efficient products. One example: the ITS 96 integrated

door closer developed in Germany with its numerous adjustment

possibilities may not always produce a perfect fit with local require-

ments and the needs of our Asian customers.

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.

What are you currently working on in Singapore?

Jackson Leong: At the moment, we are working on a project to align

our door closers more effectively to local market requirements, for

example with respect to their adaptability to different door t ypes.

Oliver Schubert: This development would also help the glass busi-

ness. We have already identified the associated market demands so

we know it offers real future potential. However, we are also looking

at what incremental stages we n eed to implement in order to achieve

the cost and technology targets in our local production facilities.

What are the issues likely to arise in the future with respect to our

core door closer business?

Franz-Josef Hövener: We will certainly see a stronger focus on the

materials selected for the manufacturing process, very much in

keeping with our commitment to sustainability and environmental

compatibility. We are also thinking about the economic manufacture

of a recyclable door closer. In Asia par ticularly, where the dur ability

of the buildings is not such a great issue, this would b e a significant

breakthrough.

Oliver Schubert: The life cycle of door closers is in the region of 25

years. After this period, we automatically hit the limits of cost effec-

tiveness, so this is an area r equiring radical innovation on our par t.

We have to detach ourselves from our conventional design and

production processes and adopt a whole new mindset. This is a

challenge that demands of us the highest level of engineering perfor-

mance. However, we are confident of creating a technologically

feasible concept and thus generating real customer benefit.

Do you have anything specific in the pipeline?

Franz-Josef Hövener: Our innovation program encompasses more

than 160 products that we intend to develop and launch onto the

market in the next few years. At BAU 2013 in Munich, we presented

a number of design studies and prototypes indicating where this

road is likely to take us. In addition to a new generation of ultra-flat

door closers and also a mechatronic locking cylinder and security

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.

How would you characterize DORMA’s innovation philosophy?

Oliver Schubert: Although we have spoken a lot about products so far,

for DORMA innovation means more than just component develop-

ment. Our customers are interested in solutions to their problems, so

innovation is all about creating customer value. This requires a holistic

attitude and approach within our company. Proper customer align-

ment forces us to continuously improve and to focus ever more closely

on customer needs. Take our 700 first filings for patents over the last

10 years. This number clearly shows that we have a very broad-based

approach to research and development, and that we are pursuing and

endeavoring to enable innovation in all areas. Including in the field of

sustainability, incidentally.

To what extent does the sustainability issue play a role here?

Franz-Josef Hövener: “Enabling better buildings” is an essential

component of the DORMA 2020 mission. And enabling better

buildings means, above all, making them ecologically viable and

resource-efficient – both during construction and in their usage.

Particularly in the major cities and conurbations, new buildings

today are being increasingly planned, designed and cer tified on the

basis of sustainability criteria. A current example of such a project in

which DORMA has been able to satisfy the certification require-

ments is the Vodafone Campus in Dus seldorf, Germany. Completed

at the end of 2012, the Vodafone Campus received the internation-

ally recognized LEED certification (Leadership Energy Environmen-

tal Design) in gold. We are proud to have supplied almost 2,000

door closers, swing door operators, automatic sliding doors, horizon-

tal sliding walls and SPV locks for this project. These products are

all covered by their own Environmental Product Declarations (EPD),

certifying their resource-conserving manufacture and, in particular,

their low carbon footprint in the production phase. This too is inno-

vation in the sense of meeting customer expectations and generating

customer benefit. Because it is also thanks to the use of sustainable

DORMA products that the Vodafone Campus has achieved the status

of a green building.

What part do our activities in Germany play in

DORMA’s innovation process?

Oliver Schubert: Germany is our home market and it is here that our

company has its roots. DORMA’s strength has always been its ability

to serve the premium market. Consequently, in Germany our

research and development activities are aligned to meeting the high-

est international standards and demands – whether it is a new

generation of door closers, advanced mechatronic acces

solutions or linear motor technology for the automatics seg

research and development centers in India and Singapor

other hand, are focusing on the requirements of the

markets, for which they are developing specifically tailored

Consequently, we have succeeded in putting in place

network spanning the world in which each node is able to

strengths to the benefit of customers everywhere.

—

Karthick Babu, head of the research and development center in India

—

Head of our Singapore research and development center, Jackson Leong (center), in

a meeting with colleagues.

. More than 160 new products in development . Presentation of product and design s tudies at BAU 201 . 85 patents in the last fiscal year (over 700 in the last 1

HIGHLIGHTS OF FI

Corporate Brochure FY 12-13

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