Corporate Brochure FY 12-13

BUILDING
VISIONS
DORMA. THE ACCESS.
DORMA in scal year 2012/2013
BUILDING VISIONS
Our mission
DORMA is the trusted global partner for premium access solutions
and services enabling better buildings.
Our formula for success
Products
Presence
Service
Partnership
High-quality and
Close to our
Local availability
Striving for
innovative single-
customers on a
always there for
mutual success,
source access
global scale
our customers
enhancing the
solutions
bond of trust
Processes
fast and flexible delivery around the world
Employees
global-minded, talented and empowered
Key events in fiscal 2012/13 at a glance
. Five acquisitions across the world

. Launch of new brand identity
. Opening of new design centers in New York and Dubai
. Doubling of presence in China
. Numerous awards received
. Provisions allocated for MOVE, our globally aligned restructuring
program
DORMA Group nancials
(in 1m)
2012/13
2011/12
1,031.9
1,001.8
Gross profit
Personnel expenses
Non-current assets
Current assets
Total assets
425.0
388.0
346.3
649.4
995.7
403.9
368.0
317.8
586.7
904.5
Total equity
Equity ratio in %
436.7
43.9
537.3
59.4
EBIT
EBIT as % of sales
65.1
6.3
80.2
8.0
EBITDA as % of sales
10.3
11.4
Operating cash flow
103.2
117.6
Average number of
employees for the year
7,085
6,738
Net sales
FOREWORD
LADIES AND
GENTLEMEN,
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
worlds economic output is already being generated in the worlds
megacities, i.e. those with more than 10 million inhabitants.
However, it isnt only the populations of these cities that are growing. 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.
FOREWORD
MEGACITIES
CHALLENGE AND GROWTH ENGINE IN ONE
DORMA IN THE CITIES

THE COMEBACK OF THE SKYSCRAPER
BRAND MANAGEMENT
ARCHITECTURE AND BRANDING: THE INTERRELATIONSHIP
NETWORKING
TRUST BASED ON PARTNERSHIP
INNOVATION
INNOVATION MEANS CREATING CUSTOMER VALUE
DORMA 2020
GROWING WITH THE WORLD AND ITS CITIES
TOP PROJECTS, TOP SOLUTIONS
FACTS AND FIGURES
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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 embodied within our DORMA 2020 program, we began in 2010 to specifically address these requirements. We want to ensure that all such
challenges are converted into opportunities and possibilities, consistently targeting true benefit for our customers, for our employees and
for DORMA. At the core of our vision and mission is a determination
to 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 convenient, 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,
Karl-Rudolf Mankel, Managing Shareholder, and Thomas P. Wagner, CEO
we are heading in the right direction. The results and highlights that
occurred during our 2012/13 fiscal year, which ended on June 30,
2013, bear witness to the advancements that we have made at
DORMA as we develop into a 100% market- and customer-focused
enterprise. They also show that, from Shanghai to Dubai, from
London to New York and all the way down to Rio de Janeiro, we are
a partner who is much in demand when it comes to implementing
prestigious construction projects.
The change process accompanying the implementation of our vision,
coupled with the constraints and volatility of the global economy and
the weak level of business activity in Europe, means there are significant challenges to be met. Consequently, we would like to express
our special gratitude to our customers and business partners around
the world for the trust that they have placed in us, their willingness
to accompany us on our journey and their ability to spur us on to
become better every day. And we would also like to thank our 7,000
employees who are not only carrying the load arising from these
changes but are also actively shaping our future. Without their
passion, their commitment and their loyalty to DORMA, the following
pages would have remained blank.
We have our customers, business partners and coworkers to thank
for the fact that we have more than consolidated the 1 billion euros
in annual revenues of the previous year, having grown by 3 % to
around 1,032 million euros. Our aim for fiscal 2013/14 is to consistently work on the implementation of our DORMA 2020 strategy, on
our concepts and on innovations. Because the world, and with it the
cities, is still expanding. Each year, the Chinese capital Beijing alone
grows by 100,000 people, giving us 100,000 reasons more for
ensuring that we make as big a contribution as possible to enabling
better buildings.
Karl-Rudolf Mankel
Thomas P. Wagner
DORMA
BUILDING VISIONS
MEGACITIES
MEGACITIES
60 % of the worlds 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 %
Shanghai, China
Growth: 40 %
Dhaka, Bangladesh
Growth: 49 %
Manila, Philippines
Growth: 37 %
Shenzhen, China
Growth: 46 %
Mumbai, India
Growth: 35 %
Karachi, Pakistan
Growth: 45 %
Istanbul, Turkey
Growth: 32 %
Delhi, India
Growth: 44 %
Cairo, Egypt
Growth: 31 %
Beijing, China
Growth: 44 %
Source: UN World Urbanization

Prospects 2011
Guangzhou, China
Growth: 43 %
BUILDING VISIONS
MEGACITIES
MEGACITIES:
CHALLENGE
AND GROWTH
ENGINE IN ONE
The times they are a-changin, was the refrain

sung by Bob Dylan back in the day. And what was
indeed the case in 1964 is no less so now
because life is changing extremely rapidly in all
areas of our environment. And our cities too are
being swept along by the dynamism. While the flagships of yesteryear might have been Paris, London
or New York, the cities and regions now taking the
lead have names which were far less well known
just a few years ago, other than perhaps to the
inhabitants of, say, China, India and South America.
Now it is in those regions that the trends are
sparked and it is there that the new markets are
developing.
DORMA recognized this early on, making globalization a given.
Already, the company is active in over 50 countries, with the number
set to rise and rise. Since 2011, DORMA has moved into ten new
territories: Indonesia, Thailand, Philippines, Malaysia, Kuwait,
Korea, Uruguay, Ghana, Kenya and Morocco.
We are constantly inspired by the possibilities that arise for people
in general and for us as a company in particular. For the trend
toward urbanization offers everyone enormous growth opportunities.
Thats why we see prospering conurbations as future core markets.
Galaxy Soho, Beijing, China

Inauguration: October 2012
Architects: Zaha Hadid Architects
Photo: Hufton + Crow
DORMA solutions: Door closer systems,
glass architectural hardware
DORMA
BUILDING VISIONS
MEGACITIES
DORMA invests in conurbations
Construction boom in Asia
37 megacities by 2050
The rapid development of the cities and thus the huge dimensions of
the construction projects associated with this have given DORMA
confidence for the future. Already today, we are represented in over
40 % of the league-topping metropolises. By 2020, we want to be
present in 50 % of the worlds most important cities.
In 1970, there were only two megacities in the world, New York and
Tokyo, the latter still being the largest in the world. By 2011, the
number had already risen to 23, and according to estimates the
figure will rise again to 37 megacities by the year 2050. Megacities
grow at enormous speed, although with regional differences abounding. Tokyo at the top of the league, for example, currently has
37 million inhabitants. However, Tokyo is unlikely to undergo much
more than minor growth as time goes on. Forecasts indicate that by
2025 Japans capital will account for about 39 million people, i. e.
only around 2 million more than today.
Naturally, we are not focusing solely on the emerging markets in this

endeavor. Also important for us are the developed markets, particularly the USA and Canada. There we have identified eight focal
points around the cities of New York, Los Angeles, Toronto, Baltimore, 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 registered an output of around 775 billion US dollars in 2011.
Compared to the mature markets, the rate of expansion being

encountered in the emerging markets is significantly faster. Studies
forecast that, in the future, they will contribute around 50 % to global
economic growth. Of the approximately 1.35 billion people who
currently live in China, 300 million already belong to the new middle
class. This means that, by local standards, they have a good income
of between 12,000 and 60,000 US dollars per year. The demand
for infrastructure is constantly rising. In view of this immense growth
potential, DORMA has doubled its presence in China in the last two
years and is now represented by its subsidiaries in 27 cities.
Other megacities are destined to carry on booming: Beijing from

todays approximately 16 million people to around 23 million by
2025; Shanghai, from a current 20 million to some 28 million
people; Delhi from todays 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 inhabitants, while Chinas 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.
Metro teams
Not every city with a million-plus inhabitants is a megacity. Megacities are those metropolises and conurbations that contain more
than 10 million inhabitants figures that are comparable with the
populations of countries such as Belgium, Hungary, the Czech
Republic or Portugal.
Megacity: Challenge and growth engine in one
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, it
is estimated that some 5 billion people will live in cities and metropolitan areas.
In the coming years, there will be around 600 cities with a million or more inhabitants.
Already today, 60% of our global economic output is generated
in the few megacities that already exist.
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8
The development of megacities is bringing many countries and

sections of their populations increased prosperity and cultural diversity. 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 So Paulo, for example, generate 50 % of their
respective countries GDP. Megacities offer the possibility of efficiently providing goods and services, but also face particular challenges 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 prerequisite for a properly functioning megacity is therefore an effective administration.
Market opportunities also mean taking on responsibility because

major cities in particular bring their own set of problems with
people as both the instigators and the impacted. For it is people
wishing to improve their quality of life who have initiated the
processes of global change. Now people are being confronted with
the economic, social and ecological consequences of that change.
Responsibilities associated with sustainability
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 support 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 documents (specification writers) to technical implementation (sales specialists 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 solutions are required in which the DORMA value-adding concept of singlesource 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 tailoring 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, architects, retailers, craftsmen and users. Direct contact with everyone with
a responsibility for the project ensures the development of a customeraligned and holistic solution. And that means that the maintenance
and repair requirement can also be personally and individually determined 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.
DORMA has made the issue of sustainability central not only to its
corporate culture but also to every individual building with which it
becomes involved. As a building block in the process of global
urban development, we consistently contribute to the longevity, energy
efficiency, comfort and convenience of buildings. Numerous DORMA
products from our door closer, swing door operator, sliding door operator and movable wall portfolios have already been certified with a
seal of sustainability in the form of an Environmental Product
Declaration. These EPDs are based on an all-encompassing life cycle
assessment performed according to ISO 14040/14044 and are used
in calculating the overall sustainability of construction projects an
important prerequisite for product application in the growing field of
green building, particularly where public-sector clients are concerned.
HIGHLIGHTS OF FISCAL 2012/2013:
. Recognition with the Axia Award from Deloitte for our

internationalization strategy
. Doubling of our presence in China (27 cities)
. Now represented in 255 of the top 600 cities around the world
. Establishment of eight metro teams in North America
DORMA
BUILDING VISIONS
DORMA IN THE CITIES
DORMA IN THE
CITIES
The increasing scarcity of building land for downtown projects and the constant
desire for prestige mean that, in the cities, high-rise construction is very much
on the up. Around the world, there are currently 600 buildings with a height
of at least 200 meters either under construction or at the planning stage. Spectacular architecture characterizes the skylines of many cities. On behalf of public-sector clients, flagship buildings are being constructed as new city landmarks:
airports, railway stations, sports stadiums and museums. We are proud to have
been contracted as a partner for such projects and hence have put together a
selection of the most renowned of these new constructions for you to peruse on
the following pages.
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DORMA
11
BUILDING VISIONS
DORMA IN THE CITIES
THE COMEBACK
OF THE SKYSCRAPER
Cities have come to symbolize the dizzying dynamism

characterizing our life and times. There is hardly another domain in which globality has become such an
everyday reality. The rapid expansion of our urban
centers is unleashing a boom of major projects
involving 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 examination, today the preparations made prior to construction are much more thorough.
Skyscrapers in particular are currently experiencing

an amazing comeback. With the world economy
gradually recovering and the financial crisis no longer 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
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 hardware industry, we offer our customers planning reliability, flexibility and
a local presence. Our references include some of the best known buildings in the world as you will see from the following pages.
However, the skyscrapers are just the tip of the iceberg. The increasing
density of our living spaces and the interaction of work, home and life
offer DORMA as a provider of access solutions innumerable applications. All buildings have to be entered and exited. The people using
them need to be protected and their property kept secure. Entrances
and exits must be designed to reliably handle and safely direct visitor
flows large and small, both under normal circumstances and in an
emergency. They have to satisfy national and international safety and
environmental standards yet at the same time be pleasing to the eye.
Because cities are also cultural environments, design and aesthetics
play an enormous role, not least as an expression of cultural identity.
And it is from this wealth of wide-ranging requirements that DORMA
has derived its ambitious claim to be the trusted global partner for
premium access solutions and services enabling better buildings. For a
city life worth living.
Skyscrapers as landmarks
The spectacular skylines of the megacities are omnipresent in the
pages of our magazines. We see the skyscrapers as landmarks. For the
inhabitants and users, on the other hand, it is the interior of these buildings that attracts. Their focus is on high-quality furniture and fittings,
and technology they can depend on. The bigger the building, the greater
12
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
Shanghai Tower
Inauguration: 2014 (planned)
Architect: Gensler Architects
Photo: Gensler Architects
automatic doors
Shanghai, Chinas gateway to the world

We will begin our world tour in China. The Peoples 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 vertiginous 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 faade rotates like a spiral with a 120
degree turn from bottom to top. The Tower is not only functionally impressive, it is also beautiful to look at and unmistakable in design.
DORMA
13
BUILDING VISIONS
JW Marriott Marquis Hotel, Dubai,

United Arab Emirates
Inauguration: February 2013
Architects: Archgroup
Photos: JW Marriott Hotels & Resorts
DORMA solutions: Revolving doors in
the main entrance, door closer systems,
automatic doors, partitioning systems
DORMA IN THE CITIES
The Jing An Kerry Center in Shanghai, designed by the architectural

firm of Kohn Pedersen Fox Associates, boasts even greater dimensions, 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 dLeedon 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 faade
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
Hadids 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 faade, the like of which has never been
seen before. Rather than created by the human hand, the faade
appears to have been opened up by a gust of wind.
dLeedon, Singapore
Inauguration: 2014/15 (planned)
Architect: Zaha Hadid Architects in cooperation with RSP (local architectural firm)
Photos: Zaha Hadid Architects
DORMA solutions: Integrated door
closers, glass architectural hardware
(shower cubicles), automatic doors
14
DORMA
15
BUILDING VISIONS
DORMA IN THE CITIES
For the vertical frame alone, 1,172 different geometries were

needed, although these are concealed and virtually invisible between
the layers of the two-skin faade. With its dancing tower, Marseilles
has not only a new urban icon but 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
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
Londons other skyscrapers. It also got its nose in front for a short
while in the race to be Europes highest building. It will provide
working space and facilities for over 10,000 people. Bright and
transparent with a distinct shape and unmistakable silhouette, The
Shard looks like the tip of an iceberg. And while this design reminiscent of broken glass may once have been ridiculed as a crazy
attempt at a skyscraper record, today it is regarded as symbolic of
the dream of a sustainable, vertical city.
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 68th floor
Fire door by Stewart Fraser Ltd.

with DORMA floor springs
in The Shard, London
Photo: Pete Stevens
16
DORMA
17
BUILDING VISIONS
DORMA IN THE CITIES
One World Trade Center
Urban mobility
Some twelve years after the 9/11 attacks, workers in New York have
now mounted the top section capping the new One World Trade
Center. The 541 meter high building was designed by architect
David Childs of the American firm Skidmore, Owings and Merrill.
The basis was a draft penned by Daniel Libeskind. The main users
will be financial institutions attracted by the generous office space.
The upper cuboid of the building has been rotated at an angle of 45
degrees, aligning the top and bottom quarters. This ensures that the
faade does not have too capricious an aspect while adding to its
power and dynamism. In US measurements, the new tower at
Ground Zero is 1,776 feet high. This too is symbolic, for it was in
1776 that the USA declared its independence. As the highest building in the USA, it is only trumped by two other buildings the Burj
Khalifa measuring 829 meters in Dubai, United Arab Emirates, and
the Shanghai Tower with 632 meters in China.
In 1970, there were around 200 million cars on the worlds roads. By
2006, the number had risen to 850 million, growing further to around
1 billion in 2010. Forecasts indicate that the number will double again
by 2030. While the automobile market is almost saturated in Europe,
the number of cars in China, India and Brazil as well as other emerging
nations is growing rapidly. This applies particularly to the megacities.
The consequences have become all too familiar to us. Each car means
more CO2 emissions. Pictures showing a smog-enveloped Beijing have
left us in no doubt whatsoever that the Chinese too are moving away
from the bicycle to a more motorized transportation culture. The
Peoples Car marketed by the Indian manufacturer Tata Motors is at
1,700 euros each a top seller. The middle classes are catching up on
the motorization front. Yet when you look at the population numbers in
India or China compared to those of, say, any major European country,
the motorization rates are still tiny. In China, the number stands at ten
cars and in India at six cars per thousand inhabitants. In Germany, on
the other hand, there are 546 cars for every thousand inhabitants.
In Calgary, Canada, Foster + Partners have overseen the construction of a 236 meter high office building entitled The Bow. The Bow
river flows directly past the building. The skyscraper boasts 53
floors accommodating offices, restaurants and viewing platforms.
The Canadian energy utility EnCana Corporation has its headquarters here. Quite unlike the fantastic faades of Asian high-rise
constructions and even those of many a European star architect, the
faade in this case shows a simple pattern formed by diagonal
struts.
However, the rapid growth of cities and the fast rate of urban development also offer opportunities for rendering municipal structures more
sustainable and creating adaptable infrastructures. Above all, megacities with their new business centers require a modern local transport
system and a functioning network for non-motorized traffic. If intelligent traffic systems are built with the future in mind, it will also be
possible to limit the volume of motorized vehicles needed.
Cycle Hub, Manchester, England

Inauguration: 2012
Architect: Aedas
Photos: Steve Townsend
DORMA solutions: Space-saving
automatic doors
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 presenting a readily visible, integrated feature of the urban landscape.
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
BUILDING VISIONS
DORMA IN THE CITIES
A further example is the PHX Sky Train in Phoenix, Arizona, where the
dreams of transport planners appear to have come true. The railway
system is free at the point of use and runs 24 hours a day, replacing
the shuttle buses previously used for transfers from the airport. The
new system has been well received. Just three months after its inauguration, usage levels were coming in 40% higher than forecast.
PHX Sky Train, 44th Street Station,

Phoenix, Arizona, USA
Awards: LEED-NC Gold
and First Prize, Transportation
International Design Awards
Inauguration: April 2013
Architect: HOK Architects
Photos: Bob Perzel
DORMA solutions:
Automatic sliding doors at the entrances
The new transit hubs require ever more innovative and creative solutions to enable people to move quickly and easily from A to B and
also to smoothly enter and exit such buildings. It is in this domain
that DORMA enjoys such renown as a trusted global partner, whether
for large or small projects.
As important as a functioning local transport network is, fast
communications with the rest of the world are indispensable. Hence
airports count among the largest and most ambitious construction
projects of our time. 2013 saw the inauguration in Amman of the
new terminal serving the Jordanian capitals airport designed for
an annual capacity of 3.5 million passengers. However, the modular
architectural concept foresees successive expansion to a throughput
of 12 million passengers per year. The prediction is for a 6% annual
growth rate, the ultimate aim being to develop the airport into an
international hub. Designed by Foster + Partners, the complex
extends into the landscape like a giant scorpion with open claws.
From the air, the ovaloid domes borne on palm-like concrete pillars
give the structures the look of armor plating. DORMA was chosen to
provide the advanced door control technology for this airport project.
DORMA is also involved in the new airport at Mumbai, India, and the
expansion project at Dubai International Airport, UAE.
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
20
DORMA
21
BUILDING VISIONS
DORMA IN THE CITIES
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, architecture is undergoing something of a revolution. Because today everyone is aware that children learn better 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 ringshaped structures surrounding the entrance hall and a green inner
yard. A translucent inflated membrane roof provides the light, while
an open gallery, curved walls and stepped floor surfaces create a
dynamic atmosphere to promote interaction and communication.
The airtight faade with its external sun reflectors, use of the nighttime 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 facility 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 responsible for supplying the
advanced door closer systems used throughout the building.
New Bochum High School,

Germany
Inauguration: October 2012
Architect: HASCHER JEHLE
Photos: Andreas Molatta (top),
Maximilian Meisse (below)
DORMA solutions: Door closer and
emergency exit systems
22
Walter and Eliza Hall Institute of

Medical 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
DORMA
23
BUILDING VISIONS
DORMA IN THE CITIES
Sport and culture prestigious public authority projects

People dont just want to live and work in the cities, they also want
to 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
in competition with other cities. Some are built in the run-up to
major events that set huge infrastructure projects 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
is directly involved in many of these projects.
With its far-reaching, apparently floating cantilever roof, the Maracan 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
the closing ceremonies of the Rio Summer Olympics will take place.
The stadium, originally built in 1950, is going to be completely
refurbished 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
the roof, which originally only covered the upper rows of seating. In
order to ensure that the external appearance of the stadium is changed as little as possible, a cable-net roof was chosen, designed in
the form of a spoked wheel covered in a slightly folded membrane.
24
Maracan 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
DORMA
25
BUILDING VISIONS
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
Brazil is set to impress the world, but not just with new stadiums.
The new Museum of Image and Sound in Rio de Janeiro, sited right
on the beach, is a real eye catcher. The New York architectural
firm Diller Scofidio + Renfro came out winners of the design competition for the project. The museums faade is anything but conventional with the building opening up through its frontage with a
mixture of sculpture and outdoor stairway. The light-flooded interior
with its exhibitions, bars and an open-air cinema in the roof garden
is bound to be a tourist magnet.
Museum of Image and Sound (MIS),

Rio de Janeiro, Brazil
Inauguration: 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
26
The new Museum of Tomorrow is even more remarkable, even more

spectacular. It forms part of a major urban development project
aimed at transforming Rios 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 existence 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 from pools
containing harvested rainwater.
DORMA
27
BUILDING VISIONS
Among the most spectacular new buildings to adorn Europes cultural

landscape are the Riverside Museum in Glasgow, designed by Zaha
Hadid Architects, and the Blue Planet Aquarium in Copenhagen,
Denmark, from 3XN.
Riverside Museum, Glasgow, Scotland

Inauguration: June 2011
Architect: Zaha Hadid Architects
Photos: Hufton + Crow
DORMA solutions: Glass doors,
floor springs, architectural hardware
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 undertaken by Zaha Hadid Architects in the UK. The dynamic design
matches the museums subject matter transport, traffic systems and
travel providing the largely abandoned dock area with a new freshness. 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 buildings 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 faade 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.
. Partner to some of the most prestigious and renowned new buildings of the period
. Close collaboration with renowned architectural firms through the
global DORMA network of architectural consultants
. Increased application of the entire product portfolio through
implementation of integrated solutions
28
Blue Planet Aquarium, Copenhagen,

Denmark
Inauguration: March 2013
Architect: 3XN
Photos: Adam Mrk
automatic swing doors
DORMA
29
BUILDING VISIONS
BRAND MANAGEMENT
BRAND MANAGEMENT
Architecture has become a permanent ingredient of city marketing. You just have
to think of the landmark effect of the One World Trade Center in New York or the
Burj Khalifa in Dubai. And the fact that, for decades, investors and architects
have opted for DORMA to support them in their high-prestige projects shows the
degree to which they trust the DORMA brand.
30
DORMA
31
BUILDING VISIONS
BRAND MANAGEMENT
ARCHITECTURE AND BRANDING:

THE INTERRELATIONSHIP
Every major city, every world metropolis has unmistakable landmarks London has Big Ben, Sydney
the Opera House, Berlin the Brandenburg Gate. Invariably, just the silhouette of these iconic edifices is
enough to identify the location. It was only when the
Guggenheim Museum was built to the design of
Frank O. Gehry, that the gray industrial city of Bilbao
finally had a face, with the museum building as its
brand logo.
Architecture has become a new and permanent ingredient in municipal marketing, in both the public and the corporate sector. You just
have to think of the BMW Welt complex in Munich, the Burberry
32
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 architects, DORMA is first in mind. They trust the DORMA brand
because they know that DORMA products not only offer outstanding
quality but also meet the highest demands in the design and
aesthetics domain. Thats why DORMA solutions can be found in
some 150 million applications throughout the world.
OUR MISSION: TO ENABLE BETTER BUILDINGS
Interview with Mario Dreismann, Vice President Group Marketing &

Sales, to explain the significance of the DORMA brand
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
the skyscraper. It is, in fact, a relatively recent development: the first
high-rise in the world, the Home Insurance Building in Chicago built
in 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 unmistakable 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
fused high above the ground is said to represent the new Beijing
with design and branding inseparably intertwined.
Flagship Store in Chicago or the planned new Apple HQ in Cupertino

a flat, ring-shaped spaceship of a building intended to epitomize
the innovation and design credentials that are uniquely Apples.
one face that we show to the outside world: product design, sales
promotion, website, fairs and exhibitions, our offices, our sales and
distribution all of these needed to be done with a single voice. Its
all about consistency in communication, because branding is much
more than a logo development. Its a promise of performance
addressed to the customer. Hence it is extremely important to
support our employees in their key role as brand ambassadors,
because brand values need to be properly expressed. To this end,
we held a series of brand workshops around the world during the last
fiscal year in order to train those employees particularly who are in
direct customer contact or have representative functions. So far,
around half of our people have participated in this internal brand
training exercise. And it was essentially in recognition of this
concept that we received the 2013 Change Communication Award
for our successful brand re-launch.
How important is the brand to achieving the targets enshrined in
the DORMA 2020 program?
A strong brand is critical to achieving our goals. We want to be the
worlds best provider of access solutions. As an implicit performance promise, this provides orientation. It heightens confidence
among our employees and, above all, among our customers.
DORMA is active in multiple diverse markets with hundreds of
competitors. So we have to stand out. Its not enough merely to be
recognized; the brand also needs to be positively charged and carry
the right associations especially in new markets where DORMA is
not so well known and the target groups still do not have a clear idea
of our capabilities.
What is DORMA doing to strengthen the brand?
What does the DORMA brand stand for?

Enabling better buildings, which also happens to be 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 assess everything
we do on the basis of its contribution to fulfilling these brand values.
Why has DORMA launched a new brand identity?
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 stainless
steel. Other Burberry Flagship Stores
are planned worldwide, with further
DORMA supplies a possibility.
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
Increasing our presence and customer contact points. By pursuing a

consistent brand management approach, we are raising the visibility
of the DORMA crown. We also launched a new global image campaign
at the beginning of the year. But the most important thing is nurturing
personal contacts. With the opening of our New York and Dubai
design centers, we have been able to lay down a real marker in two
hugely important markets. Such facilities are also great forums for
personal interaction: customers automatically enter into a dialog with
DORMA, while also receiving an overview of our entire portfolio. Our
claim DORMA. The Access will also help us in building up brand
awareness it says exactly what DORMA stands for. So we intend to
use the claim more forcefully in our future communications.
What are the performance aspects likely to be of importance in the
future?
Sustainability with the advent of green buildings and e-business
solutions enabling our customers to configure and order our products online. The industry is likely to change significantly in the next
two to five years as these developments really take root. And with
both aspects, the brand has a key role to play as a confidence
DORMA
33
BUILDING VISIONS
creator and emotional anchor. In the recruitment of good people,

too, a strong brand is indispensable. In pursuing our growth strategy, 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 does a strong
brand play with each of these stakeholders?
BRAND MANAGEMENT
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 the 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?
A well managed brand simplifies the decision to buy. In an ideal

case, the brand signals an array of promises: quality, design, reliability for example in delivery scheduling. Doors are often the last
things to be installed, and so need to be available when they are
needed. Here, the DORMA brand offers dependability and orientation. 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
than those of an architect or a facility manager.
What then is of key importance, say, to a retailer?
Retailers are concerned, for example, with issues such as keeping
inventories low, so we need to be able to deliver quickly not just
our standard products but also our more customized items. For a
retailer, products have to be easy to explain as otherwise theres too
much required in terms of time and consultancy effort. It is also
important to ensure that the retailers customers are encouraged to
be proactive in requesting the products they require. So we have to
align a slice of our sales promotion activities toward retail customers.
From left to right:

1. DORMA employees and guests at the inauguration of the new company headquarters
of DORMA France in Crteil 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
34
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 taking 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 thats whats
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.
on the territory. In the city, they can book six or seven. Globally,
therefore, we also talk about city-level planning or presence building.
The thing is to ask ourselves where business is likely to be found,
what influences it has and where the key decisions are made.
How do you mean, exactly?
What is the payback of good brand management?
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 somewhat 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.
Generally, the key is to think about things from the customers viewpoint. The brand therefore has to transport a performance promise
that is relevant to each of our customer groups. And we also have to
be consistent in our communication, be aware that our employees
are our first-line brand ambassadors, and make sure that they understand and are empowered to live the brand. For it is our people
around the world who communicate the DORMA image.
Is there a difference between your brand management approach in

the cities and that applied on a wider scale?
Not at the core, but certainly 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
. Presentation of our new brand identity at BAU 2013 in Munich,

Germany
. Around 50% of all employees have so far participated in the
internal brand training courses
. New brand-compliant internet relaunch
. DORMA awarded the SME accolade Hidden Champions in the
.
Brand category; conferred by news broadcaster n-tv, with the jury

citing our track record of consistently successful brand management
DORMA given the 2013 Change Communication Award for its
successful brand re-launch
DORMA
35
BUILDING VISIONS
NETWORKING
Better buildings are enabled not least by ensuring that all the players involved in
the construction project maintain close and continual dialog with one another
starting from the client through to the general contractor and architect and down
to the retailers, fabricators, installers and, finally, the building operators and
users. DORMA pursues a policy of close interaction with all such stakeholders,
often literally getting them all around the same table.
36
NETWORKING
BUILDING VISIONS
NETWORKING
TRUST BASED ON
PARTNERSHIP
Opening of the World of Access on Sheikh Zayed Road in Dubai, February 2013
At the core of DORMAs vision and growth strategy

for the future is a commitment to think and act from
the customers 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 construction of better buildings is that all the players
involved 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 players involved in the planning and construction process, characterize the principle of trust and also the
purpose pursued by DORMA in adopting a partnership approach to collaboration.
38
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 Tomasetti 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 highest Islamic
holy day, celebrated in this case with a coming-together of
architects, general contractors and business customers.
Increasing demands in relation to design and aesthetics, the wide
range of standards governing the construction industry, plus increasing environmental and product certification requirements, mean
the main parties involved in a construction project have to maintain
an ongoing dialog.
Panel discussion with architects at the inauguration of the DORMA Design Center in
New York, USA, December 2012
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 years 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 Bertoias sculptures as they were displayed in the DORMA Design Center, New York, USA
DORMA
39
BUILDING VISIONS
NETWORKING
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?
Architects workshop in Frankfurt am Main, Germany
Trust-based cooperation with skilled craft businesses
Enriching discussions with architects

The architects responsible for the planning and construction of buildings naturally play a key role throughout the overall process. DORMA
has 50 architectural consultants on its books worldwide, whose
function 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 DORMAs products are often
discussed.
In spring 2013, a group of renowned international architects of various disciplines and also representatives of the German Design Council 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 DORMAs core brand
values, involving customers and taking their related requirements
into account is key to our future success. In the ensuing discussions, the architects confirmed the need for a distinct design idiom
covering all the companys products, and recommended that, in the
future development of our integrating style, we ensure that the qualities associated with the DORMA brand function, precision and reliability be more specifically accentuated.
Numerous awards serve to document the high level of acceptance
that DORMA enjoys among architects and specifiers. Once again in
2012, we garnered both an Architects Partner Award and an
Architects Darling Award.
40
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 knowledge. Better performance. Better results. into a performance-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 workshops 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. DORMAs 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.
Annual System Partner conference in Bonn, Germany.
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 recognition 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 craftbased apprenticeship.
benefit from the fact that they can tap into the experience and
expertise of a globally recognized market leader. I should also
mention the enormous benefits of belonging to a community of likeminded entrepreneurs. You feel that you are not alone with your
worries, and you appreciate the fact that everyone is willing to contribute to the system of mutual support that we have.
What do you expect from the System Partner program in the run-up
to 2020?
Over the years, the trust between DORMA and the System Partners
has appreciably grown. Last year, this was further enhanced by the
constructive cooperation that took place within the framework of a
product improvement workshop. Now, the results have to be quickly
implemented, which will also mean a more effective division of labor
between DORMA and the System Partners in keeping with the
motto Do what you do best to contribute to the common good.
And that, of course, also means developing innovative products.
What effect has globalization had on skilled craft businesses?

The consolidation of Europes markets and the resultant harmonization 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
. Opening of two World of Access design centers in New York

and Dubai
. Design Center concept earns a German Design Award
. Over 2,000 visitors to the World of Access in New York since
its inauguration in December 2012
. Recognition with an Architects Partner Award and an
Architects Darling Award
. DORMA subsidiary Rutherford Controls Incorporated (RCI)
awarded as Canadas best sales and distribution company
Claus Schmid, Spokesman for the Council of DORMA System Partners
DORMA
41
BUILDING VISIONS
INNOVATION
INNOVATION
Research and development are closely connected to the strategic development

of the company. A total of 80 % of DORMA sales is generated outside Germany.
The greatest growth potential lies in Asia. In order to best serve the Asian markets,
we have established research and development centers in India and Singapore in
which we develop products aligned to local requirements working closely with
our customers every step of the way. The innovations conceived there may well
find their way into applications around the world.
42
DORMA
43
INNOVATION
BUILDING VISIONS
INNOVATION MEANS
CREATING 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 tomorrows smart and integrated access concept meet
growing demands on security, convenience, barrierfree 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 Hvener,
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 development centers in India and Singapore. What led to this decision?
What competencies and technologies have you pooled within the

Indian and Singapore R&D centers?
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 Chinas 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 establish the two R&D centers in India and Singapore and to build up the
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 serve, ideally in close consultation and collaboration
with customers operating in those localities.
Franz-Josef Hvener: We have split our competencies between the

two. In Singapore, we concentrate on the field of door closer
systems, specifically aligned to the mid-market segment. In India,
on the other hand, we have been focusing initially on establishing a
competence center for glass architectural hardware. We also see
enormous potential there for glass partitions as components for the
modern office buildings of the future. This opens up the possibility
for us to offer the single-source supply of a full range of door
hardware products aligned to convenience, security and aesthetic
elegance. Naturally, we are also interested in the access control
market, which we expect to experience very strong growth. India is
known for its outstanding IT expertise and there are good prospects
for innovative and promising partnerships with local IT companies.
Our aim is to promote the internationalization of our electric access
control business which has so far focused primarily on Germany. But
that is the future. At the moment, our minds are very much on the
glass business for which we also see enormous growth opportunities
worldwide.
Why have you established this glass architectural hardware capability
in India?
Karthick Babu: There is huge demand for this product segment
particularly for infrastructure projects such as airports or office
buildings for the IT sector. Recently we have equipped the airports
in Mumbai, Chennai and Bangalore with glass hardware products to
compliment our automatics and emergency escape route offerings.
DORMAs glass partitions are in demand for the office segment
because they can be used so effectively to flexibly and cost-efficiently
configure office floor space. They also meet the design demands of
architects and users and have proven to be a particularly sustainable
construction solution under the climatic conditions that prevail in
India. For us, glass partitions also serve as lead-ins for other DORMA
products. After all, our aim is to sell complete solutions rather than
individual components. So these office concepts will invariably
include DORMA door closers, floor springs, sliding doors, locking
systems or an access control solution.
At BAU 2013 in Munich, DORMA

presented a number of prototypes of
innovative products in the Tomorrow
section of its booth.
44
Mario Dreismann, Vice President Group

Marketing & Sales, presenting a design
study.
Oliver Schubert: Because of the high volumes encountered there,

India constitutes a very good test market for such solutions. Already,
we are receiving inquiries for our systems not only from within the
region but also from the United States. So, while we regard the
research and development center in India as a regional facility
serving our MMA Area (Mediterranean/Middle East/Africa), we are
obviously hopeful that the innovations created there will also find a
market elsewhere in the world.
DORMA
45
BUILDING VISIONS
Head of our Singapore research and development center, Jackson Leong (center), in
a meeting with colleagues.
Does this principle of reverse innovation also apply to the products

that you are developing at the Singapore site?
Jackson Leong: Yes, of course! However, our focus initially lies on
the 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 millionplus 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 equating to approximately 5 million floor springs. Even if the buildings to
INNOVATION
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 requirements and the needs of our Asian customers.
fitting, we also have ideas for a revolving door with a very shallow,
gearless and low-noise direct drive offering architects and specifiers
new design and installation possibilities. With a flat operator system,
we can enable elegant ceiling constructions and also avoid the more
expensive floor work required for the installation of under-floor
operators.
Karthick Babu: I can only agree. Also in our case in India, you
cannot expect all the technically feasible and existing features of a
product to be needed. We know this from discussions with our
customers. What is important for our customers is that they are
offered high quality at a price the market can bear.
How would you characterize DORMAs innovation philosophy?
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 types.
Oliver Schubert: This development would also help the glass business. 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 need 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 Hvener: 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 particularly, where the durability
of the buildings is not such a great issue, this would be 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 effectiveness, so this is an area requiring radical innovation on our part.
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 performance. However, we are confident of creating a technologically
feasible concept and thus generating real customer benefit.
Do you have anything specific in the pipeline?
Karthick Babu, head of the research and development center in India
46
Franz-Josef Hvener: 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
generation of door closers, advanced mechatronic access control

solutions or linear motor technology for the automatics segment. The
research and development centers in India and Singapore, on the
other hand, are focusing on the requirements of the emerging
markets, for which they are developing specifically tailored solutions.
Consequently, we have succeeded in putting in place an R&D
network spanning the world in which each node is able to play to its
strengths to the benefit of customers everywhere.
Oliver Schubert: Although we have spoken a lot about products so far,

for DORMA innovation means more than just component development. 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 alignment 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 Hvener: 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 certified on the
basis of sustainability criteria. A current example of such a project in
which DORMA has been able to satisfy the certification requirements is the Vodafone Campus in Dusseldorf, Germany. Completed
at the end of 2012, the Vodafone Campus received the internationally recognized LEED certification (Leadership Energy Environmental Design) in gold. We are proud to have supplied almost 2,000
door closers, swing door operators, automatic sliding doors, horizontal 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 innovation 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.
Oliver Schubert (right), Chief Operations Officer of the DORMA Group, talking with
Franz-Josef Hvener, Director Group Innovation Management
What part do our activities in Germany play in

DORMAs innovation process?
Oliver Schubert: Germany is our home market and it is here that our
company has its roots. DORMAs strength has always been its ability
to serve the premium market. Consequently, in Germany our
research and development activities are aligned to meeting the highest international standards and demands whether it is a new
. More than 160 new products in development

. Presentation of product and design studies at BAU 2013
. 85 patents in the last fiscal year (over 700 in the last 10 years)
DORMA
47
BUILDING VISIONS
DORMA 2020
DORMA 2020
The world is rapidly evolving, particularly as a result of increasing urbanization

and a rapidly growing middle class in the emerging markets, as reflected by
developments in the cities and metropolitan regions. How can we as a company
keep pace with the changes initiated by these two megatrends and best meet
the future requirements of our customers in relation to design, mobility, safety,
security and sustainability? How might we not only keep in step with the process
of globalization but also actually benefit from it? It is in response to these questions that we have developed the vision and growth strategy embodied in our
DORMA 2020 program.
48
DORMA
49
BUILDING VISIONS
DORMA 2020
GROWING WITH THE

WORLD AND ITS CITIES
The example citing the development of our cities and

metropolitan regions shows how quickly the world is
changing. Many cities are expanding inexorably, and
new million-plus metropolises are literally springing
out of the ground. These developments also bring different requirements with respect to building construction whether public authority, commercial or domestic, and whether hotel, sport stadium or healthcare
center. Common to all these buildings is that they invariably require complex access solutions. People expect doors to be easy to open and close. They also
need to be safe and secure both during normal operations and in emergency situations. And naturally
they must be durable and dependable. For architects,
such access solutions need to support to a significant
degree not just the functionality but also the design
and aesthetics of a building. For the fabricator and
installer, on the other hand, it is essential that, among
other things, statutory norms and standards are adhered to and that both installation and servicing can
be performed with minimum effort. And for the operators of buildings, it is cost efficiency in service and
reliable maintenance that are of primary concern.
So how do we deal with the various demands represented by these
different stakeholders? How do we ensure that each of these requirements is fulfilled? How are we to develop going forward so that
we can accommodate the changes initiated by the megatrends
50
mentioned and develop access solutions that offer cutting-edge

benefits? In our over 100 years of corporate history, we have
constantly considered such questions as well as asking ourselves:
Where do we stand? and Where do we want to go? This ability
to constantly reflect on the status quo while at the same time
knowing where our own strengths lie and in what direction the world
is changing is an essential prerequisite for developing a successful
vision for the future.
The DORMA 2020 program embodies our vision and strategy going
forward. Vision is a big word. For us it boils down to our determination
to offer genuine added value to our customers, business partners and
employees around the world. We want to be able to present our
customers with integrated access solutions concepts that go beyond
the pure provision of individual products. We want to bring together
our extensive expertise of many years standing in the fields of door
closer technology, glass hardware solutions, automatic door systems,
time and access control systems, and movable walls, so as to be able
to make a holistic contribution to building excellence. Excellence in
terms of design and aesthetics, excellence in terms of convenience,
and security, and excellence in terms of sustainability. In short, we
want to be regarded as the trusted global partner for premium access
solutions and services enabling better buildings. We want to be the
synonym for access solutions, as so concisely expressed in our claim:
DORMA. The Access.
DORMA employees at a
brand workshop.
Each individual is to be molded in the
role of a DORMA brand ambassador.
BUILDING VISIONS
DORMA 2020
enable us to effect DORMAs transformation from an internationally

active company to a real global player. This involves not only a
stricter, more customer-focused alignment of our sales, distribution,
service and supply chain activities but also the optimization of our
production and logistics footprint and the standardization of our
processes. And it particularly entails expansion of our presence in
strategically important markets and in the 600 top cities of the
world. By the end of the decade, we want to be represented in more
than half of these million-plus metropolises. MOVE is thus destined
to make a significant contribution to both our organic growth and an
improvement in our efficiency.
Endurance, perseverance, courage and tradition

Delivering on the promise embodied in this brand claim is not
something that can be done overnight. It needs endurance, perseverance and also the courage to drive change. We specifically chose this
path back in 2010. And it was DORMAs employees themselves who
elaborated the vision and growth strategy for the future of the company.
This is something we are proud of, as we are of our origins as a familyowned company. As such, we embody the virtues of reliability and
far-sightedness, always thinking in terms of the generations to come.
Out of responsibility for our customers, our business partners and,
above all, our people, to whom we want to carry on offering an engaging, fascinating and above all safe and secure place of work.
At the International Group Conference in New York, managers from throughout the
world met together for coordinating and strategic talks, and also to celebrate a number
of joint successes.
The challenges on the road to the future

In order to understand the challenges of the future, you have to know
the past. For decades, the company focused on its door closer business. It is through this that DORMA acquired the status of a global
market leader and laid the foundation for the excellent reputation
enjoyed both by the company and its products throughout the world.
From 1975, DORMA began expanding its product spectrum through
investments and acquisitions in the automatic door and glass door
hardware segments, extending to security and emergency exit and
escape route technology around the end of the 1980s. From the year
2000, electronic time and access control and movable wall/partitioning
systems also entered our portfolio. In all, DORMA has acquired over 30
companies from 1980 to the present day, of which more than 20 since
the turn of the millennium. This process has been accompanied since
1978, when we moved in to Singapore, by the establishment of various
international production facilities and distribution companies. The early
step toward Asia was both courageous and far-sighted, serving as it did
to establish the platform for our global success to date and the further
internationalization of the company now in train.
Extensive communications campaign promoting the change process
This expansion meant that, by the end of 2009, DORMA was represented by more than 70 individual companies in some 50 different
countries. The extent of the growth achieved is further reflected in the
following figures: In 2010, DORMA had 45 production centers around
the world and almost 6,000 suppliers on its books. It maintained
some 100,000 individual product article numbers worldwide.
However, growth, internationalization, acquisitions and a productorientated organization also meant that, over the decades, the Groups
structures and processes had become overly complex.
Customer-focused restructuring
In order to align the company more consistently to ever growing
market and customer demands worldwide, we introduced our DORMA
2020 program aimed initially at simplifying our organization and
streamlining our processes. The aim is and remains to ensure that
our customers and partners receive the full range of solutions and
services they need from their local company on a single-source basis.
52
Colleagues from across the world are being familiarized with the new brand offensive
in a series of workshops.
This will also necessitate the introduction of a fast, flexible, comprehensive and, above all, global supply chain. In 2011, therefore, we
set about gradually changing our organization with its product
segment-based divisional structure. This has now been replaced by
six geographical regions our so-called Areas as responsibility
centers. And since 2012, we have been simplifying and optimizing
the structures that have developed over the years, thus further
streamlining our processes. Over the last fiscal year, we have merged
the different product-focused companies that were operating side by
side (e.g. in the fields of automatics, glass architectural hardware
and door closer technology) in the USA, France and Australia, creating one DORMA country company in each case. In these markets, we
are thus now able to offer our customers solutions and services from
a single source, under one umbrella and under one brand. In France,
the opening of the new national headquarters near Paris, housing all
the administrative employees and functions, represents the successful culmination of consolidation within DORMA France S.A.S. of what
were formerly different companies. The fiscal year just past also saw
us start on a process of merging production facilities and logistics
activities in Europe (France, Spain and Belgium) consolidating and
pooling them in Germany. Part of this process involves the construction of an advanced European door factory in Zusmarshausen in
Southern Germany and a European logistics and spare parts center in
Wuppertal near Dusseldorf for a fast, reliable global supply service.
In our important home market of Germany, too, we have started to
reorganize the previous product group-aligned distribution paths into a
sales and service organization focused on customer-aligned segments
and distribution channels. We have also begun to reduce the number
of production sites and to pool together our expertise so that, in future,
we will be able to offer even the more complex access solutions on a
more holistic, single-source basis. Our objective worldwide is to establish a network of efficient, central production facilities with correspondingly high-performing logistics centers for each continental region
(Americas, EMEA, and Asia-Pacific).
Further expansion
Extend our sales presence, expand our product and service offerings
and drive further sustainable growth these are our objectives, and we
intend to achieve them primarily under our own steam, supported by
innovations and a strong brand. Where there are possibilities for strategically viable acquisitions or alliances that can be readily integrated
within our organization, these too will be pursued. In the last fiscal year,
we completed a total of five acquisitions in Asia, Europe and North
America. By investing in the family-owned company ISEO in Italy and
taking over the Canadian company Rutherford Controls Incorporated
(RCI), we embarked upon and successfully completed the biggest and
third biggest individual investments in the history of DORMA.
We have linked our DORMA 2020 vision and growth strategy to a
business milestone. By the end of the decade, we want to have
doubled our sales to 2 billion euros an ambitious yet eminently realistic target. Since the beginning of our DORMA 2020 journey, our
three-year average of combined organic and acquisitional growth sees
us on track to hit the mark. But not only that: The necessary restructuring work aligned to transforming us into a customer- and marketaligned enterprise is also right on schedule and generating its first
successes. Thus we are growing and developing daily, keeping pace
with developments in our cities and throughout the world.
HIGHLIGHTS OF FISCAL 2012/2013
. Five acquisitions worldwide

. Participation in ISEO, representing DORMAs largest ever individual
investment
. Optimization and simplification of the group structure through:
Successful consolidation of local subsidiaries in the USA,
France and Australia
Merger of production facilities and logistics centers in Europe
First steps in the realignment of the company in Germany
This comprehensive restructuring, aligned to establishing a more

effectively customer-focused business approach, is being coordinated and controlled through our internal MOVE program. MOVE will
DORMA
53
BUILDING VISIONS
TOP PROJECTS,
TOP SOLUTIONS
First and foremost, we base our claim to market leadership on the quality of our
products. As building blocks in global urban development, DORMA access
solutions make an important contribution to the durability, convenience and
energy efficiency of buildings. Numerous DORMA products are already covered
by their own Environmental Product Declaration (EPD), a globally acknowledged
eco-label, thus meeting essential criteria for their use in projects with green
building aspirations. But common to all DORMA products are their modern
design and timeless aesthetics from the integrated, virtually invisible door
closer to the elegant revolving door, and in every kind of application from multistorey office building to exclusive private home.
54
DORMA
55
BUILDING VISIONS
H.R. Owen Ferrari Showroom,

Knightsbridge, London, England
Inauguration: February 2012
Architect: EHW Architects
Photos: Louise Page
DORMA solutions: AGILE 150 manual
sliding glass door systems, BTS floor
springs and Universal patch fittings for
toughened glass partitions.
If there is one automobile brand that
epitomizes outstanding design, then it is
Ferrari. The DORMA glass solution in
Londons smart Knightsbridge district
provides the ideal setting for this prestigious automotive icon. Floor springs and
patch fittings reduce the visible hardware
to a minimum, as does the AGILE 150
operator on the sliding glass door that
links the showroom and the office area.
Other automobile manufacturers also
put their trust in DORMA, for example
VW (Car City, Wolfsburg), BMW (BMW
World, Munich), Aston Martin (Showroom, Munich), Porsche (Showroom,
Paris), and Audi: in India, 19 out of 20
showrooms for the Audi brand have
been equipped with DORMA solutions.
56
DORMA
57
BUILDING VISIONS
Vodafone Campus, Dusseldorf, Germany

Inauguration: January 2013
Architect: HPP
Photos: Ralph Richter (left)
Wilfried Siemes (above)
DORMA solutions: Door closer and
emergency exit systems, automatic
doors, glass architectural hardware
and movable walls
58
DORMA swing door operators (ED 250)

open the main entrances on the side of
the new Vodafone Group headquarters.
The architecture and interior design reflect the commitment to communication
and teamwork enshrined in Vodafones
corporate culture. User benefits are
enhanced by excellent energy efficiency,
with the building a candidate for LEED
Gold.
The buildings statistics: 86,000 square
meters distributed over 19 floors, room
for 5,000 employees, 1,800 DORMA
door closers for timber, narrow-stile and
fire doors, 30 swing door operators
(ED 250), two automatic sliding doors,
two horizontal sliding walls type HSW-G,
and 250 SVP locks. The office complex
showcases a cross-section of the DORMA
product portfolio, underscoring our
competence as a systems provider.
DORMA
59
BUILDING VISIONS
UBS AG, Europaallee 21, Zurich,

Switzerland
Inauguration: July 2013
Architect: Max Dudler
Photos: Stefan Muller
DORMA solutions: Revolving door,
automatic doors, door closer systems
Access to the new main UBS foyer
in Zurich is through a DORMA revolving
door flanked by two swing doors.
Max Dudler designed the Europaallee
building with a regimented grid faade,
each square containing a doubleglazed box window. The stark
architectural style is repeated in the
interior design: dark floors and dark
window and door profiles contrasting
with walls of white Carrara marble.
Automatic sliding doors from DORMA
lead to the EASY 21 restaurant.
60
Tnnies Lebensmittel GmbH & Co. KG,

Rheda-Wiedenbrck, Germany
Inauguration: November 2011
Architect: ATP N+M Architekten und
Ingenieure
Photos: Stefan Schilling
DORMA solutions: Automatic sliding
doors in the main entrance, swing door,
door closer systems
The company HQ of Tnnies Lebensmittel
in Rheda-Wiedenbrck, Germany, also
offers a generous reception area. The
building, which garnered a prestigious
award for its innovative office architecture
while still at the planning stage (Office
Application Award Best Workplace), was
designed by ATP N+M Architekten und
Ingenieure. With its distinctive, cubic
styling, it fits perfectly within the existing factory landscape.
DORMA
61
BUILDING VISIONS
Effizienzhaus Plus, Berlin, Germany

Inauguration: June 2013, prior to which
it was lived in for 15 months by a test
family
Architect: Werner Sobek of the Institute
for Lightweight Structures and Conceptual Design (ILEK) of the University of
Stuttgart
Photos: Matthias Koslik
DORMA solutions: TS 93 door closers
(EN 5-7) on the road-side metal-andglass doors with triple glazing, the entrances to the apartment and the entrance
to the utility room
A new, futuristic way of living is being
tested in this Effizienzhaus Plus mit
Elektromobilitt (Efficiency House Plus
with Electromobility). The project was
commissioned by the Federal Ministry
for Transport, Building and Urban
Development and functions not just as
an experiment in urban living but also
as an information and events venue.
The Effizienzhaus generates more energy
than is required by a family of four, with
the surplus either used for an electric
vehicle or stored.
As a family company in its fourth generation with a proud tradition and strong
corporate values, DORMA is committed to
sustainability from resource-efficient
production and the use of sustainable
materials through to eco-conscious logistics and recycling. This forward-looking
and user-aligned corporate philosophy has
resulted in and is reflected by the
environmental certification (through Environment Product Declarations) of numerous DORMA products from our door closer,
swing door operator, sliding door operator
and movable wall segments.
62
DORMA
63
BUILDING VISIONS
Villa Azuris, Hamilton Island, Australia

Architect: Renato DEttore Architects
Photos: Kay Szakall von Losoncz
DORMA solutions: Glass horizontal
sliding wall type HSW
Town House, Manhattan, New York, USA

Architect: Toshiko Mori Architects
Photos: H.G. Esch
DORMA solution: BTS 80 EMB floor
springs
This dream house on Hamilton Island,

Australia, represents the realization of
the highest possible demands on transparency, open architecture and aesthetics. The frameless glass elements
between the living room and the interior
yard combine as a large window whenever temperatures are cool, yet can be
moved easily and quickly to the side in
warmer weather. In the opened, stacked
position, the slender glass panels appear to be almost sculptural, enhancing
the modernity and freshness of the
interior design.
Minimalistic elegance also characterizes

the interior of this private art gallery in
Manhattan. The striking solution, implemented with DORMA floor springs,
serves to both join and separate through
the medium of pure translucency.
64
BUILDING VISIONS
King Abdullah Financial District,

Riyadh, Saudi Arabia
Architect: Gerber Architekten/
FXFOWLE Architects
Photos: KAFD
DORMA solutions: Products from across
the entire portfolio
A new borough covering a total 1.6
square kilometers and containing more
than 40 buildings is currently under
construction in Saudi Arabias capital,
Riyadh. The King Abdullah Financial
District is predestined to become one of
the most important financial centers in
the Middle East. The project has utilized
the entire DORMA product portfolio, the
company benefiting here particularly
from its international structure and its
ability to supply products on an global
basis.
66
DORMA
67
BUILDING VISIONS
FACTS AND FIGURES
FACTS AND
FIGURES
68
DORMA
69
BUILDING VISIONS
FACTS AND FIGURES
OUR HIGHLIGHTS
July 2012 June 2013

July 2012
DORMA strengthens its presence in Romania while also expanding its
services portfolio with the acquisition of the service company Door Sistem
headquartered in Bucharest.
Following the internal presentation of DORMAs first design center, the

World of Access in New York, the concept is recognized with a German
Design Award.
September 2012
Grow.Together is the motto adopted by the International Group Conference
(IGC) for which more than 100 managers congregated in New York in order
to present innovations, exchange ideas, share progress reports and develop
visions for the future.
At the annual press conference, DORMA announces a new record sales

figure: in fiscal 2011/12, revenues surpass the 1 billion euro mark for the
first time in the companys history.
On the occasion of the IGC in New York, the first DORMA Design Center is
internally inaugurated, incorporating the DORMA brand values Hassle-free,
Holistic, Design & Aesthetics, and Quality & Innovation. The center is
equipped with the very latest in communications technology and offers the
best possible conditions as a place for interaction and forum for discussion.
November 2012
DORMA receives two Architects Darling awards: gold in the security technology category and silver in the doors and fittings category.
This month also sees Area AME (Americas) launch its new website, designed
to underpin our new brand positioning. Area GER (Germany) and the United
Arab Emirates follow suit just a short time later with their own implementations of the new internet presence.
Ready for the 2012/13 Bundesliga soccer season, DORMA extends its
involvement with Borussia Dortmund, for which it is named as an official
product partner. The stadium not only contains numerous DORMA products
but also the DORMA crown integrated on the pitch video screen.
At the Security Trade Show in Essen, DORMA presents a range of userfriendly products with new features combining security and convenience.
In line with the focus on Demographic Change, the company showcases
solutions for the segments health, care and support.
October 2012
DORMA presents its future concepts for its German locations. The focus
here is on stricter alignment to customer-related business activities. At the
core of the concept is the idea of pooling competencies at just a few sites
and revamping the sales and distribution structure. The companys HQ in
Ennepetal is to be expanded as the Groups technology and mechatronics
competence center.
DORMA acquires a 40% share in the Italian family company ISEO, augmenting
its product portfolio with lock cylinders and locking systems, lock hardware and
panic fittings. This is the largest single investment in the history of DORMA.
70
The acquisition of the Canadian company Rutherford Controls Incorporated

(RCI) enables DORMA to strengthen its presence as a supplier of integrated
access solutions and services in the North American Market. RCI is the third
largest single investment in DORMAs history.
Launch of the DORMA Dialog program aimed at promoting an open feedback and dialog culture. For the first time, a survey is taken of the opinions of
all the companys employees worldwide. In more than 600 subsequent workshops, the employees work together within their respective teams to develop
actions aligned to the ongoing improvement of their immediate working environment.
Also for the first time, DORMA carries out an international customer engagement survey to determine market satisfaction. This provides 1,354 business
partners in the 23 countries generating the highest revenues with a possibility
to inform DORMA of their opinions. The result: generally very positive
particularly with respect to product quality, reliability and customer focus.
December 2012
DORMAs Design Center in New York is officially opened in the presence of
renowned architects, designers and journalists.
DORMA is represented for the first time at the Security Trade Show in
China. It runs its own stand in its new corporate design, showcasing solutions for access control, panic locks and door operators to visitors from one
of the largest markets for security technology in the world.
DORMA products are used for an elegant faade adorning the Ferrari showroom
in London, creating an appropriate setting for the presentation of this highly
prestigious automotive brand.
Green pays dividends: Thanks to its resource-efficient manufacturing practices as

verified by the issue of environmental certificates known as EPDs (Environmental
Product Declarations), DORMA is extensively involved with a wide range of products in the interior outfitting of the Vodafone Campus in Dusseldorf, Germany.
January 2013
At BAU, the worlds leading trade fair for architecture, materials and
systems, DORMA presents its new brand identity together with futurealigned design and product studies. Its stand covers 850 square meters and
bears the slogan From Today to Tomorrow. The resonance is highly positive: visitors from 76 countries and an increase of 20% in the number of
trade fair contacts compared to 2011. DORMA is also one of the sponsors of
the Long Night of Architecture.
Focus on sustainability: The German Institute of Building and the Environment (IBU) awards DORMA ten further environmental product declarations
to ISO 14025 and EN 50804 during the BAU trade show in Munich.
The DORMA subsidiary Rutherford Controls Incorporated (RCI) acquired in
November 2012 receives from ADI, North Americas largest dealership for
security technology, the Sales Award, recognizing it as the best sales and
distribution company in Canada.
DORMA acquires Bright Lights Electrical (BLE) domiciled in Australias capital
Canberra, enabling it to strengthen its automatic door sales and service activities serving the Australasian market.
The global MOVE project team gets down to work. The MOVE program will
provide the structural backbone for DORMAs transformation from internationally active company to genuine global player. The spectrum of activities
ranges from increasing our presence in strategically important markets or
the customer-focused realignment of our sales, distribution, service and
supply chain activities, to the simplification and standardization of processes
and implementation of global IT standards.
February 2013
The successful internationalization of DORMA is recognized with the 2012
Axia Award conferred by business consultancy Deloitte.
Inauguration of a second Design Center. The World of Access on Sheikh
Zayed Road in Dubai opens its doors. Over 150 guests, including representatives of the shareholder family, attend the opening ceremony.
DORMA expands its presence in Area APE (Asia-Pacific/Australia) with the

acquisition of Sirick Controls, a leading supplier of door control and architectural
hardware in Hobart (Tasmania) as part of its strategic expansion program.
March 2013
A survey of 2,780 architects and interior designers in Germany produces a
successful outcome for the company: DORMA receives the 2012 Architects
Partner Award and is once again recognized as one of the best companies
serving the architectural community.
April 2013
German news broadcaster n-tv awards the SME-aligned accolade Hidden
Champion to DORMA in the Brand category in recognition of the companys outstanding achievements in brand management. The patron of the n-tv
SME award is Federal Minister for Economic Affairs, Dr. Philipp Rsler.
At a workshop entitled DORMA Product Design Meets Architects in Frankfurt am Main, Germany, a group of renowned international architects from
various disciplines join members of the DORMA management and representatives of the German Design Council for a round of discussion of DORMAs new
product prototypes and design studies.
DORMA and subsidiary Rutherford Controls Incorporated (RCI) acquired in
November 2012 join forces for the first time as exhibitors at the ISC West
Security Technology Fair in Las Vegas, presenting themselves to the expert
community.
June 2013
For the realignment and strategic concept applied to its brand, DORMA
receives the 2013 Change Communication award in silver, an accolade that
recognizes successful internal branding activities.
DORMAs new French headquarters in Crteil near Paris brings together all
the administrative employees of the DORMA Group in France at one location, while also providing a prestigious showcase for the DORMA brand
aligned to both internal and external stakeholders. The new head office
symbolizes the successful consolidation within DORMA Group France S.A.S.
of the previously separate companies operating in France.
For the first time, Area APA (Asia-Pacific/Australia) sells more than 1 million
door closers in a fiscal year.
DORMA
71
BUILDING VISIONS
FACTS AND FIGURES
EXECUTIVE BOARD
Michael Flacke, Thomas P. Wagner,

Oliver Schubert (from left to right)
DORMA Holding GmbH + Co. KGaA, Ennepetal, Germany
Executive Board
Group Executive Committee
Supervisory Board
Karl-Rudolf Mankel,
Managing Shareholder
Albert Crosby
Area President NEE
Jrgen Rauen
Chair of the Supervisory Board
Reith, Austria
Thomas P. Wagner, CEO
Christoph Jacob
Area President MMA
Michael Flacke, CFO

Oliver Schubert, COO
Nils Meinert
Area President GER
Dieter Sichelschmidt
Area President APA
Will van de Wiel
Area President AME
Rainer Scholzen
Area Director CBP EMEA
Mario Dreismann
VP Group Marketing & Sales
Alfons Wahlers
Director Group IT
72
Clarissa Bader*
Vice-Chair of the Supervisory Board
Gevelsberg, Germany
Dr. Hans Gummert
Dusseldorf, Germany
Astrid Hamker
Georgsmarienhtte, Germany
Prof. Dr.-Ing. Uwe Loos

Stuttgart, Germany
Reinhard Seiler*
Lemgo, Germany
Dirk Sprakel
Cologne, Germany
Dr. Frank Thomas*
Schwerte, Germany
Ulrich Windmller*
Kamen, Germany
Dirk Ischen*
Velbert, Germany
Werner Kreklau*
Apen, Germany
Hans Lampert
Harsewinkel, Germany
*Employee representative
DORMA
73
BUILDING VISIONS
FACTS AND FIGURES
OVERVIEW
DORMA Group financials (in 1m)
Consolidated income statement of the DORMA Group (in 1m)

2012/13
2011/12
1,031.9
1,001.8
30.1
3.0
Costs of goods
and services sold
607.0
597.9
9.1
1.5
Gross profit
425.0
403.9
21.1
5.2
Selling and distribution expenses
216.1
205.1
11.0
5.4
General administrative expenses
122.3
108.7
13.6
12.5
Other operating income
33.9
29.5
4.4
14.9
Other operating expenses
36.3
35.9
0.4
1.1
Operating result
84.2
83.7
0.5
0.6
Financial result
6.9
5.8
1.1
19.0
Ordinary result
77.2
77.9
0.7
0.1
18.0
0.0
18.0
100.0
Taxes
23.1
16.9
6.2
36.7
Net income
36.1
61.0
24.9
40.8
2012/13
2011/12
2010/11
2009/10
2008/09
1,031.9
1,001.8
944.4
856.4
882.2
Net sales
Gross profit
Personnel expenses
Non-current assets
Current assets
Total assets
425.0
388.0
346.3
649.4
995.7
403.9
368.0
317.8
586.7
904.5
389.0
345.2
358.8
505.5
864.3
339.1
335.1
297.5
542.4
839.9
339.0
331.1
202.4
550.7
753.1
Total equity
Equity ratio in %
436.7
43.9
537.3
59.4
475.5
55.0
511.1
60.9
470.4
62.5
65.1
6.3
80.2
8.0
61.2
6.5
53.7
6.3
57.9
6.6
Net sales
EBIT
EBIT as % of sales
Depreciation and
amortization
EBITDA
EBITDA as % of sales
41.6
106.8
10.3
34.5
114.7
11.4
30.2
91.4
9.7
37.9
91.6
10.7
35.3
93.2
10.6
Operating cash flow
103.2
117.6
93.3
115.8
85.9
Average number of
employees for the year
74
7,085
6,738
6,546
6,470
6,780
Extraordinary result
DORMA
75
BUILDING VISIONS
FACTS AND FIGURES
FINANCIALS
Sales
In fiscal 2012/13 the DORMA Group surpassed the previous years

record-breaking 1 billion euros in revenue by 3%, reaching 1,031.9
million euros. This solid sales performance is encouraging when
set against the low level of business activity in Europe and the still
strained and volatile condition of the global economy. Foreign
exchange movements led to an increase in revenues amounting
to 10.8 million euros (corresponding to 1.1 % of the prior-years
sales figure). The acquisitions completed in 2012/13 made a big
contribution to the sales growth achieved compared to the previous
year, with revenue increasing by 39.9 million euros as a result of our
investments in Australasia, Europe and North America. The very
good sales performance in the Americas and Asia-Pacific was
not enough, however, to fully offset the decline in sales in Europe
resulting from the financial and economic crises.
exerted a significant impact. Restructuring charges for the initiated

consolidation process involving our production and logistics sites,
particularly in Area Germany, likewise resulted in earnings before
taxes (EBT) declining overall. Compared to fiscal 2011/12, EBT thus
decreased from 76.6 million euros to 57.6 million euros. Expressed
as a proportion of sales, EBT came in at 5.6 % compared to 7.7 % in
the previous year.
Almost every product segment saw sales both currency-adjusted

and unadjusted rise in the reporting period:
Annual net sales (in 1m) as at year-end June 30, 2013

1,031.9
1,001.8
Before allowing for exceptional items, earnings from ordinary activities remained comparable to the prior-year figure at around
77 million euros. The income-reducing factors included, in particular, investments made in our new brand identity, in personnel development, and in expanding our presence in various foreign markets.
The increase in goodwill amortization arising from the newly
acquired companies, and project-related consultancy costs, also
Door Control product segment

Automatic product segment
Glass product segment
Movable Walls product segment
Security/Time and Access
product segment
Other products
5.8 %
1.9 %
4.8 %
0.4 %
(4.8 %*)
(0.5 %*)
(5.1 %*)
( 1.1 %*)
944.4
882.2
856.4
806.0
776.8
732.9
15.8 %
3.3 %
(15.0 %*)
(4.6 %*)
1.8 %
18.8 %
7.6 %
(1.8 %*)
(17.1 %*)
(3.8 %*)
667.7
654.4
214.5
202.0
Sales by Area:
Net sales (in 1m)
1,031.9
Germany
225.9
21.9 %
Abroad
806.0
78.1 %
76
Area Germany (GER)

Area Americas (AME)
Area Asia-Pacific/Australia (APA)
Area Mediterranean/Middle East/
Africa (MMA)
Area North and East Europe (NEE)
Movable Walls business unit
(EMEA)
* adjusted for currency effects
1.5 %
5.7 %
(1.2 %*)
(6.6 %*)
15.0 %
(15.0 %*)
2009/10
2008/09
Total
Abroad
225.9
225.0
211.5
2010/11
2011/12
2012/13
Germany
DORMA
77
BUILDING VISIONS
FACTS AND FIGURES
Capital expenditures by type (in m)
Capital expenditures by region (in m)

Germany
8.2
22.7 %
Machinery, plant and equipment

21.7
60.2 %
Land and buildings
12.4
34.3 %
Abroad
27.9
77.3 %
Information technology
2.0
5.5 %
Total assets 36.1
Total assets 36.1
DORMA Group balance sheet data (in m)

2013
Assets as of June 30, 2013
5m
2012
5m
Non-current assets
71.8
32.6
Property, plant and equipment
154.3
152.5
Financial assets
120.3
132.7
Total
346.3
Intangible assets
34.8
317.8
35.1
Current assets
Capital expenditures and finance
Inventories
153.1
156.8
Accounts receivable and other assets
233.1
231.2
Cash and cash equivalents
253.0
188.0
10.2
10.7
Other
Despite the persistently uncertain economic situation prevailing in
some countries and the ongoing euro crisis, DORMA continued in the
period under review to invest in the optimization of production facilities and in emerging markets. Investments in property, plant and
equipment excluding acquisition-related additions amounted to 19.3
million euros. The ratio of capital expenditures to sales decreased
slightly to 1.9 % (fiscal 2011/12: 2.2 %). The ratio of capital expenditures to depreciation amounted to 73.9 % (previous year: 89.9 %).
Cash flow
Cash flow from operating activities decreased from 117.6 million
euros in fiscal 2011/12 to 103.2 million euros in 2012/13. This is
primarily due to a decrease in consolidated net income generated in
the period under review with the increase in non-cash depreciation
and amortization charges and the decline in inventories, trade
accounts receivable and other assets largely offsetting one another.
Due to the acquisitions made in 2012/13, cash flow from investing
activities was significantly higher than in the previous reporting
period. Cash flow from financing activities shows a positive balance
due to a loan taken out in this fiscal year. Working capital (inventories
plus trade accounts receivable less trade accounts payable) expressed
78
as proportion of sales improved appreciably from 28.8 % to 27.7 %,

taking it to its lowest level for more than 10 years. Overall, cash and
cash equivalents within the Group increased as of the balance sheet
date by 58.2 million euros to 246.1 million euros.
Total
649.4
Total assets
995.7
Balance sheet
Liabilities as of June 30, 2013
Total assets increased by 91.2 million euros (up 10.1 %) to 995.7

million euros in the fiscal year under review. This growth is due primarily to the acquisition of the shares of ISEO Serrature S.p.A., Pisogne/
Italy, in fiscal 2012/13 (generating a plus of 47 million euros). However, the share of non-current assets expressed as a percentage of total
assets decreased marginally by 0.3 percentage points, with the ratio
of current assets to total assets increasing by a corresponding
amount. Equity as of June 30, 2013 amounted to 436.7 million
euros. At 43.9 % (previous year: 59.4 %), the equity ratio remained at
a very high level. The decrease in equity resulted from the change in
the currency translation reserve and the dividend payouts made by
subsidiaries which were credited to the settlement account of the
personally liable partner. Total Group equity exceeds non-current
assets by 26 % (previous year: 69 %).
Total equity
65.2
64.9
904.5
2013
5m
%
436.7
586.7
43.9
2012
5m
%
537.3
59.4
Debt capital
Provisions for pensions
121.2
114.5
Other provisions
119.8
106.4
Liabilities due to banks
96.5
22.9
Trade accounts payable
56.6
52.9
Other liabilities
164.9
70.5
Total
559.0
367.2
Total liabilities
995.7
904.5
Ratio of non-current assets to equity
79.3
59.1
DORMA
79
BUILDING VISIONS
FACTS AND FIGURES
PERSONNEL
Some 250 top managers have now completed the Leading DORMA
2020 program aligned to fostering a common understanding of
DORMAs Group-wide management and leadership requirements.
The program comprises two modules with the focus on leadership
techniques and the management of change processes. A condensed
program under the name Leading DORMA 2020 Compact was
introduced at the same time, in which to date a further 250 managerial staff in 10 countries have participated, completing a total of
18 training modules.
consistently nurture their further development. As planned, the

managerial remuneration system Pay for Performance was extended to the next managerial level. This effectively promotes the
concept of variable compensation based on effective business
improvements achieved and performance-based negotiation.
Germany
2,743 employees
Number of employees in the DORMA Group

as at year-end June 30, 2013
Abroad
4,201 employees
Total 6,944 employees
Our Perspective development program was launched in November

2012 with 15 highly talented participants from China, Germany,
South Africa, Sweden, the USA and the UK. In three of the five
scheduled modules completed so far, the participants worked
together on real case studies for which they were required to develop
concepts as an exercise to extend their strategic capabilities and
intercultural competencies.
Change in employee numbers in Germany and abroad

1,000
Initial training continues to make a valuable contribution to new

talent development at DORMA. There are currently 73 young
employees in the German DORMA companies participating in a
technical or commercial training program. In Germany particularly,
DORMA enjoys an outstanding reputation as an employer. This is
also reflected in the low level of employee turnover and aboveaverage seniority levels among our people.
4,201
800
3,549
700
80
The number of employees at the DORMA Group increased in fiscal

2012/13 to an average of 7,006 for the year excluding apprentices,
and 7,085 including apprentices (previous year: annual average
6,738 including apprentices). These figures also reflect on a proportionate basis the 290 employees of ISEO.
600
2,120
500
1,310
2,721
There are now 700 managers participating in the TalentManagement@DORMA process. This involves employees regularly meeting
with their line managers in order to discuss individual competencies
and performance levels on the basis of a mix of self-appraisal and
external assessment. The purpose is to identify the strengths and
talents of our people, to document them in a structured form and to
900
3,995
1,849
410
310
700
425
780
400
2,647
2,600
2,705
2,743
300
2,006
200
855
100
Net sales in 1m
It is essential that the changes in the company accompanying and

driving the DORMA 2020 program are successfully managed. In
order to promote the open feedback and dialog culture necessary in
such transformation processes, the period under review saw the
introduction of our DORMA Dialog program. For the first time in
November 2012, all DORMAs employees at each of our sites around
the world were asked to complete a survey as part of this initiative.
In subsequent workshops, the individual teams developed actions
based on the survey results with a view to steadily improving their
direct working environment. This DORMA Dialog process is to be
retained on an ongoing basis in the coming years.
0
1955/56
Employees
1960/61
1965/66
1970/71
Employees abroad
1975/76
1980/81
1985/86
Employees Germany
1990/91
1995/96
2000/01
2005/06
2011/12
2012/13
Net sales
DORMA
81
FACTS AND FIGURES
BUILDING VISIONS
AREA Mediterranean/Middle East/Africa

(MMA)
DORMA Bulgaria EOOD
Soa, Bulgaria
DORMA Ghana Limited
Accra, Ghana
DORMA Kapi Sistemleri Sanayi

Ve Ticaret A.S.
Istanbul, Turkey
DORMA Uruguay S.A.

Montevideo, Uruguay
DORMA Romania S.R.L.

Bucharest, Romania
DORMA Gulf Door Controls FZE

Dubai, United Arab Emirates
DORMA Kenya Limited

Nairobi, Kenya
DORMA Arabia Automatic Doors

Company Ltd.
Dammam, Saudi-Arabia
DORMA Middle East (LLC)

Dubai, United Arab Emirates
DORMA Croatia d.o.o.

Zagreb, Croatia
DORMA Door Systems d.o.o.

Belgrade, Serbia
Modernfold of Nevada LLC.

Las Vegas, NV, USA
DORMA Kuwait for Ready Doors

and Windows WLL
Kuwait, Kuwait
DORMA Slovensko s.r.o.

Bratislava, Slovakia
Aluminum Services Inc.

Scituate, MA, USA
DORMA Ibrica S.A.

Madrid, Spain
Rutherford Controls Intl Inc.

Virginia Beach, USA
DORMA South Africa (Pty.) Ltd.

Southdale, South Africa
DORMA Door Controls Ltd.

Mississauga, Canada
WORLDWIDE
DORMA Mexico S. de R.L. de C.V.

Mexico City, Mexico
DORMA USA Inc.
Reamstown, PA, USA
Modernfold Inc.
Greeneld, IN, USA
Rutherford Controls Intl Ltd.

Cambridge, Canada
AREA Germany (GER)

DORMA-Glas GmbH
Bad Salzuen
AREA North & East Europe (NEE)

DORMA Foquin N.V.
Bruges, Belgium
DORMA Time + Access GmbH

Bonn
DORMA Danmark A/S

Rdovre, Denmark
DORMA GlasTec GmbH

Detmold
DORMA Finland OY
Vantaa, Finland
DORMA Automatic GmbH + Co. KG

Ennepetal
DORMA France S.A.S.

Crteil Cedex, France
DORMA Automatic GmbH + Co. KG

KT-Systeme
Ennepetal/Cologne
Fermetures GROOM S.A.S.

Fougres, France
DORMA Beschlagtechnik GmbH

Velbert
DORMA Polska Sp. z o.o.

Konstancin-Jeziorna, Poland
AREA Americas (AME)

DORMA Sistemas de Controles
Para Portas LTDA.
So Paulo, Brazil
DORMA Magyarorszg Kft.

Budapest, Hungary
DORMA Italiana s.r.l.

Lissone, Italy
DORMA GmbH + Co.

Kommanditgesellschaft
Ennepetal
DORMA Dverni Technika CR s.r.o.

Prague, Czech Republic
DORMA Portugal Sistemas de Controles

para Portas LTDA.
Porto, Portugal
DORMA India Private Ltd.

Chennai, India
DORMA Holding GmbH + Co. KGaA,

Ennepetal, Germany
DORMA Austria GmbH

Eugendorf, Austria
DORMA Norge A/S

Oslo, Norway
DORMA Rus LLC
Moscow, Russia
DORMA Sverige AB
Askim, Sweden
DORMA Schweiz AG
Thal, Switzerland
DORMA Ukraine LLC
Kiev, Ukraine
AREA Asia-Pacic/Australia (APA)

DORMA Movable Walls Pty. Ltd.
Canberra, Australia
DORMA Australia Pty. Ltd.
Hallam, Australia
DORMA Door Controls Pty. Ltd.
Hallam, Australia
DORMA Door Controls Limited
Hong Kong, China
DORMA China Ltd.
Suzhou, China
DORMA UK Ltd.
Hitchin, UK
Yantai DORMA Tri-Circle Lock Co. Ltd.

Yantai City, China
DORMA Ireland Ltd.

Dublin, Ireland
PT.DORMA Far East

South Jakarta, Indonesia
DORMA Nederland B.V.

Dodewaard, Netherlands
DORMA Korea Inc.

Seongnam City, Korea
DORMA Far East SDN BHD

Kuala Lumpur, Malaysia
CBP EMEA, Middle East and

Africa (EMEA)
DORMA Production (M) Sdn. Bhd.

Melaka, Malaysia
DORMA Hppe Raumtrennsysteme

GmbH + Co. KG
Westerstede-Ocholt, Germany
DORMA Hueppe Asia Sdn. Bhd.

Senai, Johor, Malaysia
DORMA NZ Ltd.
Auckland, New Zealand
DORMA Far East Pte Ltd.
Singapore
DORMA Production GmbH + Co. KG
Singapore Branch, Singapore
DORMA Hppe Austria GmbH

Linz, Austria
DORMA CBP Schweiz AG
St. Gallen, Switzerland
provitris GmbH
Rietberg, Germany
GLAM GmbH Shower Systems
and Sanitary Articles Distribution
Rietberg, Germany
Modus GmbH Shower Systems
and Sanitary Articles Installation
Rietberg, Germany
MAME Trendesign GmbH
Rietberg, Germany
As at October 2013
82
DORMA
83
WN 05425151532 10/13 GB JP/CL 6 10/13
DORMA Holding GmbH + Co. KGaA

DORMA Platz 1
58256 ENNEPETAL
GERMANY
Phone +49 2333 793-0
Fax
+49 2333 793-4950
www.dorma.com

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BUILDING

DORMA. THE ACCESS.

DORMA in scal year 2012/2013

Our formula for success

always there for

fast and flexible delivery around the world

global-minded, talented and empowered

Key events in fiscal 2012/13 at a glance

. Five acquisitions across the world

Operating cash flow

City populations are booming. According to forecasts, 5 billion

DORMA IN THE CITIES

TOP PROJECTS, TOP SOLUTIONS

FACTS AND FIGURES

For DORMA, this development presents huge opportunities, but also

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

60 % of the worlds economic output is generated in the megacities. And these

The twelve fastest growing megacities

Source: UN World Urbanization

The times they are a-changin, was the refrain

Galaxy Soho, Beijing, China

DORMA invests in conurbations

Construction boom in Asia

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

Compared to the mature markets, the rate of expansion being

Other megacities are destined to carry on booming: Beijing from

Megacity: Challenge and growth engine in one

600 million-inhabitant cities worldwide

The development of megacities is bringing many countries and

Market opportunities also mean taking on responsibility because

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

HIGHLIGHTS OF FISCAL 2012/2013:

. Recognition with the Axia Award from Deloitte for our

DORMA IN THE CITIES

DORMA IN THE CITIES

Cities have come to symbolize the dizzying dynamism

Skyscrapers in particular are currently experiencing

600 buildings with a height of at least 200 meters

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

Jing An Kerry Center, West Shanghai,

Shanghai, Chinas gateway to the world

JW Marriott Marquis Hotel, Dubai,

DORMA IN THE CITIES

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

DORMA IN THE CITIES

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

CMA CGM Tower, Marseilles, France

The Shard, London, England

Fire door by Stewart Fraser Ltd.

DORMA IN THE CITIES

One World Trade Center

Cycle Hub, Manchester, England

This kind of intelligent solution can be found in Manchester,

One World Trade Center, New York, USA

Photos: Silverstein Properties

DORMA IN THE CITIES

PHX Sky Train, 44th Street Station,

Queen Alia International Airport,

DORMA IN THE CITIES

Education and health the foundations for progress

New Bochum High School,

Walter and Eliza Hall Institute of

DORMA IN THE CITIES

Sport and culture prestigious public authority projects