Atlas Copco Energas 25years · PDF fileUS-based Atlas Copco Comptec adopted the new impeller...

25yearsAtlas Copco

Energas celebrates of customer commitment

News for Customers of the Gas and Process Division Issue 2 / 2009

CONTENT

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EDITORIALMission PossibleBy Stephan Kuhn

BACK TO THE ROOTS1984: The First Growth MilestoneAtlas Copco acquires Energas

INTERvIEw“We always tackle new things“Dré Schmitz face to face

Publication Data

Gas and Process Division

Atlas Copco Energas GmbH

Am Ziegelofen 2

50999 Cologne

Germany

Phone: +49 2236 96 50 0

Telefax: +49 2236 96 50 899

[email protected]

www.atlascopco-gap.com

Editor-in-Chief: Petra Jacob

Editor: Andrea Weidenbrück

Phone: +49 2236 96 50 750

Published by Threeview GmbH

for Atlas Copco Energas GmbH.

Additional photography credits:

Hans Herbig, Soretha Verlag,

Atlas Copco archives.

All data are without warranty. No guarantee

is given for the correctness of the information

contained in this newsletter. Articles may be

reprinted free of charge on condition that a

copy of the publication is forwarded to and

approved by the publisher (Atlas Copco

Energas GmbH).

Reproduction of photographs only with written

agreement of the communications agency /

publisher.

PERSPECTIvESMy Personal MilestoneEnergas personnel tell their story

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EDITORIAL

Gas and Process now offers customers shorter delivery times, increased productivity, and an ever-expanding product portfolio. We see trends in renewable and alternative energy in the areas of solar, hydro, wind, bio-diesel, and geothermal power. In the case of geothermal, there is already positive activity in Europe and North America, where Atlas Copco turboexpander technologies will supply energy for medium-sized cities.

The reduction of CO2 gases is another trend. Projects such as “Greenhouse” in the Nether-lands and “Schwarze Pumpe” effectively keep CO2 out of the atmosphere. In the case of Green-house, the CO2 is actually recycled and used in greenhouses to help plants grow.

On the occasion of this Silver Anniversary, I would like to thank all our valued customers, employees, and other stakeholders who have accompanied us on this exciting path. For the future, I wish everyone at Energas – and the entire Gas and Process Division – a keen under-standing of customer needs, many new and inno-vative products, and continued commitment to the “Mission Possible” philosophy. All of this will surely bring 25 more successful years!

Sincerely,

Stephan KuhnPresident, Atlas Copco Compressor Technique

Mission Possible

Twenty-five years in the business is a milestone for our Cologne-based, Atlas Copco Energas. Congratulations!

There were challenges along the way. But Ener-gas – now part of the Gas and Process Division – has tackled these challenges head-on and mas-tered them in an impressive way.

For 25 years, Energas has managed to stay cus-tomer-driven and innovative. That is why today, the Division offers highly complex turbomachinery solutions, that a few years ago, no one would have thought possible. Through the vision and the will of the skilled experts at the Gas and Pro-cess Division, this has been made a reality.

Since Atlas Copco acquired Energas from Linde in 1984, the team in Cologne has consistently made great achievements. That includes invest-ments in the Cologne facility, the implemen-tation of the Air Standard, followed by the mar-ket breakthrough in China, our success in the LNG market, and the acquisition of Mafi-Trench, etc.

After 25 years, we are continuing to blaze our chosen path. In light of today’s challenging world economy, it is more important than ever to stay close to our customers and to remain a step ahead through continiuous innovation.

In addtion to Cologne, we have invested in our production facilities in the US, India and the Eastern part of the world – proof that the Gas and Process Division will not rest on its laurels.

Stephan Kuhn, President,

Atlas Copco Compressor

Technique

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25 YEARS OF ATLAS COPCO ENERgAS

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ThE FIRST gROWTh MILESTONE

It was the ACHEMA in 1985. werner Bosen was lecturing a large audience at this trade show about shaft seals. Bosen, at the time a young department head in com-pressor construction, had to jump in to replace a colleague, and was understandably nervous. “As so often over the years, we were initially dismissed and not taken seriously – but just initially,” Bosen recalls. It was the first main stage for an “old,“ but at the same time, new, up-and-coming company: Atlas Copco Energas.

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Energas hit the ground running at this important trade show, with the new slogan “Precise solutions for the compression and expansion of industrial and process gases.”

The company’s ACHEMA press release – although perhaps a bit too carefully worded – already referenced a definite advantage that the “new” Energas offered: vast experience in diverse fields and a high degree of technical compe-tence, strengths that were now chan-neled to drive growth.

Steady growth followed, but there were still hurdles to overcome before the company could reach the status of a global player.

Werner Bosen with his 1985 presentation

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Many of the Energas employees were die-hard “Lindians,” says Bosen, in reference to the worldwide corporation headquartered in Munich, Germany.

“When the acquisition happened, many of the boys were ready to walk out. You could definitely feel a sense of insecurity,” he says about the mood of that first summer in 1984.

Overcoming uncertainty

Flashback to ACHEMA 1985: It was the first year after Swedish machine manufacturer Atlas Copco acquired Energas. It was also a time of doubt and insecurity for the Energas employees based in Cologne-Sürth, who up until July 16, 1984, were a part of Linde AG.

Suddenly, they were part of Atlas Copco.

”ENERgAS hISTORY IS CLOSELY TIED TO ThE TOWN OF SüRTh.”

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Strengths from both worlds

Linde and Atlas Copco: In 1984, two seemingly contrary worlds and philoso-phies collided, beginning with the pro-ducts. Energas was the big player in cooling technology – or plant construc-tion – while the Scandinavian company had a clear commitment to compressor technology – or machine building. On one side, there was a high degree of technological know-how embedded in an established, but slightly outdated infrastructure. On the other side, there was a fresh wind coming from a company with a strong focus on sales and marke-ting, and clear-cut customer focus.

The pair turned out to complement each other perfectly. The odds for growth looked to be in Energas’ favor.

Axel Teschner in1984

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How it all began: Energas history at a glance

To this day, the history of Atlas Copco Energas is inseparably tied to the town of Sürth, a Cologne suburb. Even before the acquisition in 1984, there were seve-ral important milestones:

1870 – Hermann Hammerschmidt estab-lishes a machinery factory that later goes bankrupt in 1889.

1889 – The German company Deutsche Oxydric AG (DOAG) takes over. Inciden-tally, the Berlin-based company is a rival of Linde in the oxygen market.

About 1900 – The era of the machine factory in Sürth begins with the arrival of Ernst Volland. He rents unused produc-tion halls at DOAG, repairs machines, and builds two new workshops.

1920 – Linde takes action. The com-pany buys their rival DOAG’s workshops and Volland’s machine factory. The new name: Linde’s Eisfabrik (Linde’s Ice Factory).

Early 80s – The sale of Linde-owned Energas to Atlas Copco is already under-way.

1984 – Atlas Copco buys Energas from Linde AG.

“In the end, each side recognized the other’s strengths. We knew one another – and it was a good fit, despite all of the initial difficulties that occurred here, just like after any type of acquisition,” said Axel Teschner, who was then Director of New Business for Piston Compressors.

What many don’t know is Atlas Copco worked with finely tuned international sales infrastructures, which Linde had used just prior to the acquisition for the sale of specific products. Under the leadership of Dré Schmitz, who was responsible for sales and marketing at the time, the company’s internationali-zation was strengthened.

The new “Energas Spirit” was born

Very soon after the acquisition, a new spirit arose, one with an “anything-is-possible” attitude, paired with a high degree of internal drive, flexibility, and technical competence. That spirit is still part of Atlas Copco Energas today.

“When everybody else thought they couldn’t handle a project, we were the

crazy ones who did it. And that’s still true for today,” says Bosen with a smile. His colleagues in other departments shared this sentiment.

You could call it the “Energas Spirit.”

Concretely, this new spirit for the company’s employees meant, among other things, a readiness, willingness, and ability, to tackle just about anything.

“All of us did everything, and it quickly became the norm that ‘Good Old Bosen’ would waltz in to see clients with an engineer’s briefcase and show them the layout right there on the spot,” remem-bers Bosen about his own regular work-days in the first few years after 1984.

It was a regular workday that, among other things, included lecturing at the ACHEMA trade show.

The acquisition was a time of ambiguity and a journey into unfamiliar territory; it was a time of growth and learning about each other.

Energas was now Atlas Copco Energas. With that, Energas had achieved its first big milestone.

“WE kNEW ONE ANOThER – AND IT WAS A gOOD FIT.”

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LIvINg INNOvATION

Energas has always been a hotbed of technical know-how. But it’s taken a lot of hard work through blood, sweat, and tears over the years to produce the best results. The G&P Stories highlights the most important milestones in R&D.

1985

We’ve got our hands full

Dr. Ioan Ispas, of the Aerodynamics Department, commented about the chal-lenges he faced during his first few years at Energas:

“I came to Energas in 1985. In the Research and Development department, things felt like an ‘aerodynamics wasteland.’ Flow analysis calculation essentially did not exist, and there were only two types of impellers. The impeller contours were defined using a compass on the drawing board, and the perfor-mance maps for the customers were sketched by hand with India ink and stencils.

“We simply needed to establish a structure, an order to things. So we began drafting and programming a system for analyzing flow, and we soon had draft versions for a variety of programs, for example, for the impel-lers. That led to the first efficiency increases of two points.

“All of this was the foundation for the milestones that followed in the R&D department, and those carried over into construction and packaging.”

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CAD comes into its own

Computer Automated Design (CAD) began its reign at Energas in 1986, and work without it is now unimaginable.

“CAD changed – and improved – our entire modus operandi. From the preci-sion of the actual drawing, to aspects like the 3D data exchange with custo-mers, or the electronic archives that have every drawing and can be accessed worldwide, CAD really advanced the company,” says Heinz Büchen, CAD Administrator at Energas.

“CAD ChANgED – AND IMPROvED – OuR ENTIRE MODuS OPERANDI.”

The “65” has arrived

Energas recognized the need for an impeller between the 50° 2D and the 90°, and it developed the 65° impeller to fill that void. Its benefits included a high absorption capacity, and it functioned with the inlet and diffuser guide vanes from Energas. The result: another efficiency increase. At the end of 1987, the 65° impeller was produced and used for various orders.

US-based Atlas Copco Comptec adopted the new impeller right away.

In the same year, the 45° impeller was standardized. Up until then, all master impellers had been different.

Compact and easy to mill

Energas led the way in the production of millable and very compact expander wheels. They are also known as the “HS expander wheels.”

1986

1987

1993

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More than hot air

“We had some very serious internal discussions. We needed a new impeller dedicated to the air separation market. The ‘65’ didn’t cut it anymore; we needed a bigger control range. So, we decided to invest more resources in theoretical analysis and testing,” Ispas recalls.

“As a result, we developed the 50° 3D and the 50° 2.5D impellers. Combined with our advances in other areas, we were finally in a position to sell products as a leading authority in the air separa-tion market.”

Setting standards

The development of the 50° 3D and the 50° 2.5D impellers was important for the evolution of the air separation market. Werner Bosen recalls another important milestone. “A defining milestone for Energas was the development and intro-duction of the air standard in the 1990s.

“We often got together to brainstorm on Saturdays. During the week, we were often too busy. Before the introduction of the air standard, many things were very unorganized, and therefore, too expensive.

“Now though, it was possible to define key construction parameters for atmo-spheric absorption machines. Of course we continued to configure the stages individually for our customers.

”But we were now able to precisely define standard aspects of our machines. The timing was good: The air standard helped us to great success in the Chinese market, and it paved the way for air compressors such as the GT098 or later, the GT109.”

1998

“ThE AIR STANDARD PAvED ThE WAY FOR AIR COMPRESSORS SuCh AS ThE gT098 OR LATER, ThE gT109.”

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”MORE LNg LOAD REAChINg ITS DESTINATION – ThANkS TO ThE COMPANDER.”

Clear the stage, here comes the Compander

The Compander – a machine that unites compressor and expander functions and is mainly used in reliquefaction aboard LNG tankers – followed on the heels of the LNG market boom and has been a big success ever since. Now, operators can transport even more LNG cargo. In the years to follow, Energas perfected these solutions, which have now also been implemented in DFDE (Dual Fuel Diesel Electric) tankers.

20002005

Further systematization

Energas also made great strides in the field of construction, especially with regard to packaging concepts. New frame concepts were developed which allowed for more flexible positioning of the coolers. This minimized problems of thermal expansion considerably.

With growth on the Chinese market, machines built with the “Free Arrange-ment” concept became more popular. Using this approach, turbocompressors weren’t delivered as compact single machines, but as individual compo-nents. The company’s systematization efforts produced tangible results.

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Making sales more international

MY PERSONAL MILESTONE

“We can do it”

“As the person responsible for sales in 1984, my most impor-tant goal was the internationalization of organization. By strengthening and centralizing our marketing and sales, we made it clear to the whole world exactly what Atlas Copco Energas and our technical know-how could do.

“Through our sales force, we were able to really stress this message in the market, too,” remembers Dré Schmitz, who today serves as president of Gas and Process.

On the way to becoming a global player, Atlas Copco Energas has achieved many important milestones. Here, Energas personnel tell us in their own words what they think have been the key steps in 25 years of their company.

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The first big

investment“Strengthening team work”

Under new director Lars Lindén, who came from a production background, there was a new push for the Energas spirit. Susanne Tups, who works in the production shop and has been an Energas employee since day one, takes a look back.

“When the company invested in the workshop in the 90s – that was a very important milestone. It wasn’t just new machines for the workshop. Our entire way of working changed. We got quicker and better.

“The investment was also important because it came at a time when many of us here were uncertain about the future. But then we knew that it would go ahead. The investment also boosted our teamwork. We worked together as a team even more.”

“Always a safe job”

The bicycle is his trademark, and Energas is a big part of his life. Hans Günter Meier is responsible for the mail at Energas and has pedaled thousands of kilometers over the last 25 years delivering letters, files, and documents safely to their recipients.

Meier also has his own personal highlight. “My personal milestone? That I always had job security, the entire time. Even in difficult times. For that I’m very thankful.”

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China, here we come!

Air standard leads to abreakthrough in China

The introduction of the air standard – and its immense impact – was an all-important milestone for Energas, says Stefan Bosen, today Vice President of R&D. Furthermore, it was a prerequisite for the boom in China, which he experienced first hand.

“Before the air standard, many things were unstandardized – and therefore too expensive. But this new step forward – the systematization of the components based on standardized, aerodynamic and mechanical specifications – combined with Atlas Copco’s new high profile in the region, led to a break-through into the Chinese market.

“Our advances in China are inseparably bound to the air standard: the Chinese market wanted big machines for air separation, and we went down that path.

“With our modularized packaging concepts and the intro-duction of localization, we were able to go in that direction.

“The Far East boomed for us in part because we rapidly built our local presence. We expanded our internal structures, especially for sales and application engineering.

“The construction of our own production facility in China marks the climax of this development.”

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„IN DEN NEuNzIgERN WuRDE

DIE gANzE ART DES ARbEI-

TENS uND DENkENS REvOLu-

TIONIERT.“

„A Division is born.“

The breakthrough in LNG

“We are Gas and Process!”

In 2003, the Dutchman Dré Schmitz took over leadership of the company. It was then that a new Division emerged, to which Energas belongs to this day.

“Atlas Copco Gas and Process was born.

“At the time, we were standing at the crossroads. Some serious structural changes throughout the entire organization were very necessary, in particular in sales and R&D. In 2003, we paved the way for the next growth phase of our company.

“Of utmost importance was a very clear commitment to the big compressors,” recalls Thomas Bierwirth, Vice President Application Engineering and Sales Europe and Africa.

Innovation and customer proximity pay off

After the Millennium, energy prices rose high and fast, leading to a big boom in Liquified Natural Gas (LNG), a market which Atlas Copco had already been active in for 30 years.

“Through innovation and advancing existing developments, as well as close teamwork with our customers, we made a breakthrough in the LNG market; most notably in reliquefaction technology.

“In 2005, those efforts started paying off. It was ‘our’ time: The big LNG breakthrough with lots of big orders for the massive tankers, first and foremost in the Far East. The nitrogen compander for the onboard reliquefaction of Boil Off Gas became a real best seller,” says Harald Dany, Vice President of Marketing and Business Development.

”ThE NITROgEN COMPANDERbECAME A REAL bEST SELLER.”

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Nothing is

impossible

“Being in leadership position”

Claudia Wolf is a Project Manager for Air Separation projects at Energas. She was also chosen for an Atlas Copco Group program for female managers: “My personal milestone is that I have been entrusted with a leadership role, and I lead a team of five here. In that job, I am responsible for executing the order handling of customer projects.

The oportunities and activities offered by Atlas Copco help the development and career paths of employees.

“I think I’m a good example for the positive and motivational ‘nothing is impossible’ mentality that prevails here at Energas.”

“ATLAS COPCO OFFERS ACTIvITIES AND OPPORTuNITIES ThAT hELP CAREER DEvELOPMENT.“

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A very

interesting

job

“And it comes full circle”

Andi Schmitt, a product specialist for turboexpanders in Aftermarket, has been an Energas man from the beginning. “A big highlight for me is that I get to service the same products today that I was involved in constructing back in the day – the expansion turbines.

“Sure, there’s always a lot of troubleshooting to do in my department. You need to solve customer problems. But the fact that this all takes place in an international arena, with customer contacts worldwide, makes my job very interesting.

“In particular, I like to remember the training sessions I did in the USA when I trained colleagues on site.”

“IN PARTICuLAR, I REMEMbER ThE TRAININg

SESSIONS I DID IN ThE uSA.”

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The Mafi-Trenc

h

Acquisiti

on

“Working in a team with Mafi-Trench”

The Division lived up to its name and expanded strongly in the direction of Gas and Process business. In summer 2007, Atlas Copco bought the American corporation Mafi-Trench, a market leader for hydrocarbon turboexpanders.

Peter Wagner, General Manager for Atlas Copco Comptec LLC in the US, and Project and Integration Manager at the time, remembers the acquisition: “The acquisition of Mafi-Trench was a perfect match because with it, we were able to integrate an important, previously lacking product link for oil and natural gas applications in our value-added chain.

“The same holds true for our presence in geothermal business.

“We became much stronger worldwide in these special appli-cations simultaneously. Overall the acquisition has yielded synergies – with the customers and with the market.

“Also, I am very personally pleased that a recently conducted acquisition audit of this purchase rated it as a great success across the board.

“And I must say that it has been a pleasure working with the Mafi-Trench guys as a team and making this acquisition happen.”

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Helping shape Energas’ future

“ENERgAS COMbINES ThEADvANTAgES OF A MEDIuM-SIzEDCOMPANY WITh ThOSE OF A gLObAL CORPORATION.“

Long live, Cologne – A major investment at headquarters

At 38 MEUR, Atlas Copco has made the biggest-ever invest-ment at its Cologne plant. State-of-the-art, brand new machines, developments in infrastructure, and a capacity expansion will lead to higher product quality and shorter delivery times – completion in 2009. The investment is also a clear positive signal regarding his own future in the company, says Georg Willmes, Product Manager Hydrocarbon Business.

“For me – being a young person just starting his professional career – Atlas Copco Energas combines the advantages of a medium-sized company with those of a global corporation. Interacting with company management, I can work indepen-dently and creatively – and help shape Atlas Copco’s future.

“At the same time, I can build valuable experience working in a global environment. The big investment here shows a clear commitment to Cologne, and it gives a lot of comfort in planning my own personal future.”

FEATuRE

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WE ALWAYS RISE TO NEW ChALLENgES

In an interview with the G&P Stories, Dré Schmitz, President of Atlas Copco Gas and Process, takes a look back at the Energas success story. He explains how it all was possible, and what he sees for the future of the company.

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25 YEARS OF ATLAS COPCO gAS AND PROCESS

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”ThE INvESTMENT WAS NECESSARY TO STAY COMPETITIvE IN ThE FuTuRE.”

G&P Stories: What do you think about the 38 MEUR invest-ment that is currently being carried out?

Dré Schmitz: (laughing) I think it’s great! It really is an essential investment for the future so that we can stay competitive.

I’m very pleased that the Atlas Copco Group approved the funds. Many companies in these difficult economic times are trying to reduce that kind of expenditure.

But we got the green light because everyone in the Atlas Copco Group has a lot of confidence in the future of the Gas and Process Division and Energas.

There’s been a lot of movement in the company between 2007 and today – among other things, the acquisition of Mafi-Trench. As a Division, how are you positioned for the future?

You need to look at both the short-term future and the long-term future here. We acquired Mafi-Trench after we looked at what else would fit into our product portfolio. And we wanted to do that without having to expand our own sales infrastructure. With Mafi-Trench we can serve our existing customers, and we also win new clients with the Mafi-Trench product portfolio. That’s an enormous synergy.

And with Mafi-Trench, we’ll become more active in new markets, such as geothermal, and oil and gas.

Other investment initiatives are underway as we speak – from Energas to Comptec and all the way to China: How does this benefit your customers?

First of all, these initiatives will allow us to be more efficient overall and more focused on the customer. When we can process an order and communicate directly with our on-site colleagues in India and China, for example, we’re in closer contact with our clients. Orders will be processed more quickly. Essentially, we’re that much closer to our clients – and that is an advantage for both sides.

And secondly, we’ve expanded our product program. That means our customers have a bigger selection in the field of turbomachinery.

Twenty-five years in business is quite an impressive mile-stone that many companies don’t reach. You have reached it. For you, what are the cornerstones, or the reasons, for why you’re standing where you are?

Constant innovation, a good marketing concept, a bit of cleverness, and also that we’ve got a good nose for business. The first milestone for the Energas was Atlas Copco’s take-over. That was the most important step, too.

The other success factors, such as the implementation of strong global marketing and sales concepts, resulted from that first step. We’ve got a better handle on the sales organization, and with that, we cover more of the market.

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And the third reason is the expansion of our product portfolio through our constant innovation. Not only in product development specifically, but also through improvements in the logistics, like better software among other things.

You were already working at the company in 1984. Could you have ever dreamed back then that the company would develop and change so much, and that Gas and Process would be a global player by 2009?

Well, to be honest, yes. I was first employed here between 1984 and 1988, and I always believed in the future of the company. I believed that with Atlas Copco and the dedicated team here in Cologne that it would be possible to drive the company forward.

In the last few years – especially since you’ve taken over the helm – there’s been a strong push towards developing business with the Far East. Your team here has always had a good nose for new markets. What’s behind this keen sense of intuition?

When I became president, one of the first things I did was change the structure of the organiza-tion so that departments for application engi-neering and sales were merged into one separate department and decentralized globally.

In addition, we needed a separate unit, the mar-keting department, to study the market and its needs on a long-term basis. With that research they were able to create an comprehensive mar-keting concept for us.

The third important point was our commitment to product development. This focused solely on identifying new applications for the future. One of the absolute most essential criteria for being able to grow as a company is the willingness and ability to invest money in the research and development of new products.

You’ve seen Energas – and Gas and Process – through many years now. Is there a specific product or project that you’re particularly proud of?

Yes! That would be the first order from China for the three GT 098 air compressors. That was actually the first step toward expanding our product range in the air segment.

I can remember coming back from China and asking the team in Cologne, “Do you think you can handle this?” And all of them said, “Yes, absolutely.” And then we fulfilled the order. It was an awesome achievement on the part of our team.

Then a few years later we got the order for the GT153. That was another major breakthrough for us.

What’s the biggest compliment that a customer could give you?

That he says, “We want to buy more of your products.”

”I ALWAYS bELIEvED IN ATLAS COPCO.”

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1984

1985

1986

1987

1988

1989

1990

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

Index: 1984 = 100 %

Index

550

500

450

400

350

300

250

200

150

100

Years

REVENUE DEVELOPMENT ENERGAS 1984-2009

Interaction, to me at least, means listening to what the customers want.

That’s the only way to develop a good feeling for customers’ needs. And the natural results of that are innovation and productivity. The highest priorities are interacting with our customers and with our own colleagues.

What do you wish Energas for its 25th anni-versary?

I wish that the headquarters always stays here in Cologne. The workforce here is motivated and has a lot of team spirit. And they’ve learned to stick together, even in difficult times.

It’s a strong team that is not only very competent but also flexible when needed. And I’m very proud of that.

Nowadays climate change is an important topic. You deliver solutions in many diverse segments, like renewable energies, for example, but also in CO2-reducing technology. What do you think Gas and Process’s roll in this segment will be in the future?

I believe that we have a lot of opportunities in this market. It’s certainly a future market that we can grow in, in Europe to begin with. CO2-reducing technologies are very important.

We are very attuned to the issues surrounding climate change; and that became obvious when we began engineering products that no longer require oil. The first good example is the High-Speed compressor with magnetic bearings and without an oil system.

And exhibit two: Our expansion turbines already play a big part in the energy recovery market, especially in geothermal applications.

These developments are the impetus for further developments. All in all, we see enormous potential for the future – and us tapping into that potential.

And which geographic regions are particularly important for the future?

The market will continue pushing into China and India. That’s why they’re the most important future markets. We’ve invested in those regions and developed local engineering and production competence there.

Additionally, I see Russia as a big challenge for us. We need to become stronger there. In the long term, South America and Africa are impor-tant too.

Atlas Copco – and especially Energas – has al-ways exemplified its core values of innovation, superior productivity, and interaction. To what extent are these values relevant today and in the future?

These values are still very relevant for us now, and they will be in the future too. Without inno-vation, a company can’t grow. Without improve-ments in productivity, a company won’t grow either, because it’s not able to stay ahead of the competition in the long run.

26 |

...thatthe biggest compressor Energas has ever built weighed more than 800 tons (with the oil system, turbine stages, etc.), which is twice the size of an Airbus A340? The machine, the Tianfu MAC-BAC train (GT153), was installed in an air separation facility in China.

+ =

...thatall Energas-produced turboexpanders recover 230,000 kW of energy per hour combined? With that, some 500,000 households could be supplied with power for one hour.

...that

the GT032 turbocompressor and

the ETB125 expansion turbine are

the most frequently built machines

to date.

...that

the Cologne p

lant uses

around

200,000 screw

s and just u

nder

4,000 tons of st

eel ev

ery year

?

DID YOu kNOW?

...that the heaviest turbocompressor from Atlas Copco Energas weighs more than 800 tons, which is twice the size of a fully loaded Airbus A340? Or that the smallest expander wheel manufactured in Cologne measures 1.2 centimeters in diameter? Take a look as we present 25 years of Energas quick facts.

27|

...thatthe smallest expander wheel ever developed measures just 1.2 cm across? It was built for a turbine gear for an ETF 12 and has a rotation speed of 350,000 rpm (using gas bearings).

...thatAtlas Copco Energas

has shipped machines

to nearly 90 countries

all over the world?

...thatthe furthest-traveling machines so far are two

expansion turbines (ETB125MS and ETB190MS)

and one GT078 turbocompressor? They made the

nearly 23,000 km trek all the way to New Zealand.

...that

the first-ever machine to leave the Energas

plant was a three-stage GT078 turbocompres-

sors? It was shipped to Greece.

Gas and Process DivisionOur points of contact worldwide

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HeadquartersAtlas Copco Energas GmbH

Am Ziegelofen 2

50999 Cologne, Germany

Phone: +49 2236 96 50 0

Fax: +49 2236 96 50 899

[email protected]

www.atlascopco-gap.com

Application CentersEurope Thomas Bierwirth (Energas)

Phone: +49 2236 96 50 658

Fax: +49 2236 96 50 899

[email protected]

The Americas Nasser Sadeghzadeh (Comptec)

Phone: +1 518 765 58 38

Fax: +1 518 765 33 57

[email protected]

Randy Dirlam (Mafi-Trench)

Phone: +1 805 928 57 57 ext. 4139

Fax: +1 805 925 38 61

[email protected]

Far EastSander van Spijk (Shanghai)

Phone: +86 21 220 848 58

Fax: +86 21 621 519 63

[email protected]

India S.S. Vasan (Pune)

Phone: +91 20 39 85 23 09

Fax: +91 20 27 14 59 48

[email protected]

Regional OfficesGermany Ralf Kiefer (North and West)

Phone: +49 2227 90 99 920

Fax +49 2227 90 99 922

[email protected]

Jörg Wieczorek (East and South)

Phone: +49 89 74 99 49 70

Fax: +49 89 74 99 49 80

[email protected]

United StatesTim Shaw (Southwest)

Phone: +1 281 216 60 10

Fax: +1 281 984 74 63

[email protected]

John Peranteaux (West Coast)

Phone: +1 805 928 5757 ext. 4125

Fax: +1 805 925 3861

[email protected]

Bruce Edstrand (North Central / Northeast)

Phone: +1 847 726 98 66

[email protected]

Bart Woodmansee (Northeast /

Eastern Canada)

Phone: +1 860 477 02 96

Fax: +1 860 477 04 61

[email protected]

CanadaTushar Patel (Western Canada)

Phone: +1 403 259 60 69

Fax: +1 403 253 34 52

[email protected]

ChinaNick He (Hangzhou)

Phone: +86 57 12 80 02 077

Fax: +86 57 12 80 02 070

[email protected]

Yi-Fu (Jerry) Zhang (Beijing)

Phone: +86 10 65 28 05 17

Fax: +86 10 65 28 05 25

[email protected]

Customer CentersAlpinePeter von Graffenried

Phone: +41 61 731 37 00

Fax: +41 61 733 94 40

[email protected]

BeneluxJan Hop

Phone: +31 33 299 95 05

Fax: +31 33 299 95 06

[email protected]

BrazilRoberto G. Becker

Phone: +55 11 34 78 87 11

Fax: +55 11 41 95 70 90

[email protected]

FrancePatrick Coupel

Phone: +33 1 39 09 31 60

Fax: +33 1 39 09 30 51

[email protected]

Great BritainIan Mather

Phone: +44 1442 22 23 35

Fax: +44 207 492 3730

[email protected]

IranAli Rakhshani Moghaddam

Phone: +98 21 66 93 77 11 322

Fax: +98 21 66 92 73 14

ali.rakhshanmoghaddam@

ir.atlascopco.com

ItalyGianfranco Marinelli

Phone: +39 02 61 79 94 50

Fax: +39 02 66 01 18 90

[email protected]

JapanMichael Shafer

Phone: +81 3 57 65 70 39

Fax: +81 3 57 65 31 97

[email protected]

Middle EastSami Tabaza

Phone: +966 3 88 24 440 ext. 305

Fax: +966 3 88 27 606

[email protected]

NordicHeikki Alanko

Phone: +358 8 51 67 64

Fax: +358 8 51 58 24

[email protected]

RussiaPeter Kraus

Phone: +7 495 933 55 50

[email protected]

South AfricaWayne Jacobs

Phone: +27 11 821 9120

Fax: +27 11 388 3264

[email protected]

South KoreaSeungHoon Yang

Phone: +82 2 21 89 40 80

Fax: +82 2 522 19 79

[email protected]

Southeast Asia/ OceaniaUlrich Schmitz

Phone: +65 6210 8044

Fax: +65 6862 5628

[email protected]

SpainRafael Cañete

Phone: +34 916 27 91 00

Fax: +34 916 27 91 62

[email protected]

Atlas Copco Energas 25years · PDF fileUS-based Atlas Copco Comptec adopted the new impeller...

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Transcript of Atlas Copco Energas 25years · PDF fileUS-based Atlas Copco Comptec adopted the new impeller...