Voith AG

Sankt Poeltener Strasse 43

89522 Heidenheim, Germany
Tel. +49 7321 37-0
Fax +49 7321 37-7000
info@voith.com
www.voith.com

p3350, e 12,000, May 2004

Voith. The History.

The History.

The cover shows company founder
Johann Matthaeus Voith (1803 –1874).
In the background a section of the
contract issued when the business
was handed over to his son Friedrich
on January 1, 1867.
2
Imprint
Published by:
Voith AG
Group Communication
P.O. Box 2000
89510 Heidenheim/Germany
Phone: + 49 7321 37-0
Fax: + 49 7321 37-7000
Internet: www.voith.com
E-mail: info@voith.com
The paper of this brochure was
produced on a Voith paper machine.
© Reprinting and copying of articles only
after express authorization of Voith AG.
The History.

Contents

4 Preface

8 The Era of Johann Matthaeus Voith

18 The Era of Friedrich Voith

36 The Era of Walther, Hermann and Hanns Voith

52 The Era of Hanns Voith and Hugo Rupf

66 The Era of International Expansion

74 The Era of Michael Rogowski and

Marcus Bierich

86 Into a new era – the 21st century

96 Important people and their contributions

112 Chronology of technical developments

3
 Preface
«The course of time urges us
to fight for humanitarian and
intellectual values.»
(From: «The course of times»,
Hanns Voith, 1885 –1971)
The coat of arms
of the Voith family
4 5
It all started with a small craftsman’s work-
shop in Wuerttemberg. Just five employees
were working for Johann Matthaeus Voith
when he took over his father’s locksmith
business in Heidenheim in 1825. Today,
Voith employs over 24,000 people at over
180 locations and is setting worldwide stand-
ards in paper technology, power transmission,
energy technology and industrial services.
More than a third of the world’s entire paper
production is manufactured on Voith paper
machines. One third of the energy created
worldwide from hydro power is produced with
turbines and generators by Voith Siemens
Hydro Power Generation. Drive components
from Voith Turbo are used all around the
globe in industrial plants, on rails, roads and
waterways. The largest industrial companies
in Europe trust in technical services provided
by Voith Industrial Services.
So much for the present. This brochure is
meant to describe the past. It tells the story
of how a small locksmith`s workshop turned
into a global company. It deals with the entre-
preneurial spirit and the innovative drive of
the founding family and its successors. It
deals with their preparedness to take risks
and their sense of social responsibility.
Heidenheim
at around 1860
 The contents of the following pages are important to
us, because they explain how Voith has become what
it is today. They describe the roots of our history by
which we are still shaped today and which will con-
tinue to shape us in the future.

Voith Group of Companies

Corporate Board of Management

Dr. Hermut Kormann Dr. Hermann Jung Dr. Hubert Lienhard Martin Hennerici
President and CEO Finance and Controlling Voith Siemens Hydro Voith Industrial
Power Generation Services

Hans Mueller Dr. Hans-Peter Sollinger Peter Edelmann

Voith Paper Technology Voith Paper/Paper Machines Voith Turbo
(Voith Paper, Fiber Systems,
Voith Fabrics) Automation

6 7
The Era of
Johann Matthaeus Voith

A locksmith from
the Swabian Jura

On the brink of
industrial revolution

The new raw material:

wood instead of rags

The world exhibition

as primer
 A locksmith from
the Swabian Jura
In retrospect, we can only speculate how
Johann Matthaeus Voith must have felt when
he handed his locksmith business over to
his 27-year-old son Friedrich on January 1st
1867, the year that marks the official estab-
lishment of Voith. Maybe it was a sense of
heartfelt satisfaction, which overcame the
64-year-old Voith as he put his name in bold
letters on the transfer contract. He had done
everything within his power, to present his
son with a sound business.
Johann Matthaeus was 22 years old, when
he took over the locksmith`s shop from his
father Johannes in 1825. Three years earlier,
the business had moved from the narrow
“Hintere Gasse” to the area where the Hei-
denheim headquarters are still located today.
The roomier Schleifmuehle (grinding mill) at
the river Brenz was expanded by father and
son into a mechanical workshop.
First Voith foundry (right), work-
shops and residence (left) in 1864
10
Five workers assisted the craftsman in the
Schleifmuehle. They helped with orders from
the water wheel operated mills located on
the rivers Brenz and Kocher, especially the
paper mills. Voith was even looking after the
machines of the neighboring textile compa-
nies.
On the brink of
industrial revolution
Heidenheim is situated in the east of the
Swabian Jura, an area which suffered from
a large number of economic disadvantages.
It was far away from established trade and
travel routes, with hydropower and some iron
ore deposits in the Brenz and Kocher valleys
as its sole economic assets. The population
lived of farming, working in the mines, iron
works and in small craftsmen’s shops, such
as Voith’s locksmith´s shop.
11

Heinrich Voelter,
Heidenheim paper
manufacturer
In the middle of the 19th century, the country
is in a state of radical transformation. There
are public meetings, peasant uprisings, and
insurrection. The industrial revolution is ad-
vancing and makes its mark in the eastern
Swabian Jura, too. Heidenheim sees rapid
growth in these eventful times – mainly in
its textile industry.
The mood for change also affects Johann
Matthaeus Voith. Soon, he is no longer sat-
isfied with mending broken water wheels. His
true ambitions are entire systems and their
construction. He begins with improving the
design and the drive concepts of imported
machines. He supplies spare and replace-
ment parts for paper machines. And he be-
gins to develop a wide range of machinery
himself – spinning machines, an artificial
wool machine, shredders and printing ma-
chines. It is only after a key meeting with
the Heidenheim paper manufacturer Heinrich
Voelter, who shares a similar enthusiasm
12
Friedrich
Gottlob Keller,
inventor of the
wood pulp refiner
for engineering, that Johann Matthaeus
Voith’s career takes shape. In 1848, when
the first German National Assembly comes
together at St. Paul’s church in remote
Frankfurt, Voith and Voelter begin to work
together. Both have the same ambitious
goal: manufacturing paper as a mass
product.
The new raw material:
wood instead of rags
Newspapers, books, administration and com-
merce swallow up ever-larger quantities
of paper. But its production is costly and
labor intensive. Since 1825, Wuerttemberg
had its first English paper mill, but manually
operated pulp vats are still predominant.
Mechanical mass production has hitherto
been impossible due to the scarcity of the
raw materials, rags and textile waste.
13
 A ground breaking patent, which Heinrich
Voelter acquired from Friedrich Gottlob Keller
of Hainichen, Saxony, appeares to be the
solution. In 1845, Keller invented the wood
pulping process by which wood is mechan-
ically ground into a pasty substance. The
great advantage of this method is that wood
is abundantly available, and is easy to pro-
cess, unlike the prized rags. There is much
experimenting. Then Voith finds the solution
during a visit to the Guldesmuehle near
Dischingen, where chalk is ground while it Wood grinding mill by Heinrich Voelter
is still wet. If it is possible to grind wet chalk at the Paris Wold Exhibition in 1867

into a pulp, why not also wet wood? In 1859

Johann Matthaeus Voith develops a machi-
ne, which refined the splinter content of the
ground wood pulp and hence allows for
better paper quality.

The company’s success results

in a series of awards like the
“progress medal” received at
the world exhibition in Vienna
(1873).
In 1869, two years before the foundation
of the “German Reich”, Voith is granted the
patent for a wood-pulping machine, the
“Raffineur”. He writes technical history with
this invention, because the Raffineur now
enables the paper mills to process raw
materials economically. The way to the
industrial production of paper is paved.
Twelve years later, the first paper machine
of J.M. Voith Maschinenfabrik is built in
Heidenheim.

14 15
 The world exhibition
as primer

A major impetus for his future-oriented think- Model of a wood

ing and working was given to Johann Mat- grinding plant
according to
thaeus Voith in 1855 at the Paris world exhi-
Heinrich Voelter
bition. The “mechanicus” Voith had success-
fully applied for a travel grant in Stuttgart,
and, as one of five Wuerttemberg locksmiths
and mechanics, went to see this forum of
larger dimensions. Innovative spirit, visionary
technical innovation. His travel report to the
strength and applied technology – in his opin-
Wuerttemberg Center of Trade and Com-
ion, these were the keys to becoming truly
merce, which acted as mediator for the royal
competitive. A belief that he would pursue
trade promotion already hinted at the con-
throughout his life. It was the “mechanicus”
clusions that the Swabian locksmith drew
himself who took this prudent advise to
from his encounter with the world’s major
heart. With his paper machines and the
industries:
new wood pulping technology he entered
a market niche. Swamped with orders for
“The end of small-scale craftsmen’s busi-
wood pulpers he began to expand his
nesses is imminent, unless they are operat-
workshop and started his own foundry.
ing with the latest and best machines on
a factory-like scale”, he wrote. He was im-
1867, Johann Matthaeus Voith passed on a
pressed by the dominance of the British heavy
flourishing business with 30 employees to
industry. In order to stand up to this intimi-
his son Friedrich. The father had been self-
dating competition, it would be imperative to
assured enough to break away from tradition-
specialize through innovation and to occupy
al thinking patterns. The son will accomplish
market niches. Voith encouraged thinking in
the ideas of the father. He will advance in the
field of hydrodynamic machinery and paper
technology and turn J.M. Voith Maschinen-
fabrik into a company of international renown.

Drawing of the wood grinder

in the patent application of
1868

16 17
The Era of
Friedrich Voith

Friedrich Voith’s years of travel

The first bulk order

The golden Wilhelminian years

Close association with research

Turbine production begins

Pioneering inventions

Inventions and patents in paper

and stock preparation technology

Massive expansion

Overseas countries beckon

Integrity, fortune and

public recognition
 Friedrich Voith’s
years of travel
It was a summer day in 1840 when Friedrich,
the youngest of four children, was born at the
Schleifmuehle. For the family, this place on
the river Brenz was small. They lived and
worked in the same tight quarters, the living
room was upstairs, the workshop below. The
lifestyle was humble, with the father working
tirelessly to grow his business.
Travels to other regions of the country made
Johann Matthaeus Voith aware that modern
entrepreneurism had its foundation in solid
know-how. Therefore, he decided his son
Friedrich was to obtain a better and more
thorough education than himself. He sent
Friedrich to the “Vereinigte Latein- und
Realschule” (United Latin and Junior High
School) in Heidenheim for three years.
Friedrich was 15 years old when he passed
the entrance examination to the Stuttgart
Polytechnic. There, he spent four years in
the Department of Mechanics, finishing with
excellent grades. He immediately started a
job with the Zurich machine builder Escher
Wyss in their Ravensburg branch. There, he
got his first look at the design and production
of water wheels, turbines and paper machi-
nes.
In 1861 Friedrich joined Heinrich Voelter in
Heidenheim, who was operating a technical
office in addition to his paper mill in Ulmer
Strasse. In later years, Friedrich Voith will
describe the months at Ravensburg as his
apprenticeship, and the time at Voelter as
his travel years “because I often had the
opportunity to take longer journeys”.

Design of a
water wheel by
Friedrich Voith

20 21
 The first bulk order In 1867, the year when the business was
handed over, Friedrich married Adelheid
Friedrich was 24 years old and working for Clara Sophie Hartmann, the daughter of the
the turbine builder Henschel in Kassel when Heidenheim textile manufacturer Hartmann.
he learned that Voelter’s paper mill had been She and his son Carl Matthaeus died shortly
destroyed by fire. He returned home at once. after Carl’s birth. Friedrich´s second marriage
For his new paper mill, Heinrich Voelter was to Helene Margarethe Crusius, the
placed an order with Friedrich. An order for daughter of a Saxon vicar. They had three
the production of eight “Hollanders”, com- sons and four daughters together. One
plete with transmissions. Hollanders were daughter died during childbirth.
machines for the further refinement of paper.
The order paved the way into engineering
for Voith, although Friedrich boldly admits
later “We had the order but no space and no
machines to carry it out”. So he expanded
the area around the Schleifmuehle and in-
creased his staff.

However, Johann Matthaeus had reservations

about his son`s willingness to take risks. He
felt his son harbored grand ideas, the reali-
zation of which often seemed too risky for
the more down-to-earth father. The cooper-
ation between father and son was therefore Helene (née Crusius)
and Friedrich Voith,
not always harmonious.
about 1870

Refining the
paper pulp:
a Hollander

22 23
 The golden
Wilhelminian years
Friedrich Voith assumed responsibility during
the eventful era of Bismarck, Prussia, and
Germany’s proclamation in the Versailles
Hall of Mirrors as Reich in 1871. With few
interruptions the country’s economy thrived
until the First World War. Heavy industry
was growing rapidly, and industrial centers
emerged. Huge factories changed the sky-
lines of the cities.
Railways crisscrossed through Europe, and
in 1864, Heidenheim was finally connected
to the trans-regional railway network. During
this period, Heidenheim changed from a rural
community into a flourishing industrial city.
When Johann Matthaeus Voith took over
the locksmith`s workshop from his father,
Heidenheim had approximately 2,100 inhab-
itants, after the first phase of industrialization
there were 3,600, by 1900 the number had
increased to over 10,000.
Apart from the continually growing proletari-
at, an affluent and self-assured middle class
was emerging. Times are referred to as the
24
“Period of promoterism”. The image of the
innovative entrepreneur began to materialize.
One of them was Friedrich Voith. The imagi-
native engineer and factory owner was char-
acterized by organizational talent, innovative
enthusiasm, and a willingness to assume risk
and patriarchal self-awareness. He promoted
the concept of “Quality”, not mass products,
but high-value goods “made in Heidenheim”.
Since the handover a new spirit reigned in
the Schleifmuehle. Friedrich, now solely in
charge, thoroughly reorganized the business.
Despite his progressive attitude towards
craftsmanship, the old “locksmith Voith” had
not been able to keep up with the frantic pace
of economic development. When it came to
technology, he was eager to experiment, he
remained however cautious when entrepre-
neurial decisions had to be made. In contrast,
the pioneering spirit of the son did not shy
away from large investments or risky con-
tracts. But despite his entrepreneurial drive,
Friedrich never lost his view of the long run.
With purposeful meticulousness he converted
innovations into marketable products.
Voith industrial
railway (1906)
25
 Francis turbine
Shed at Ulmer Strasse where Gottlieb Daimler runner
experimented with coal dust engines (1903)

Turbine production begins

In line with the business strategy developed

by the father after his visit to Paris, the com-
pany opened up new markets. As a second
leg of production, the manufacture of water
turbines began to crystallize itself in the
1870s.

The first turbine, a 100-hp Henschel-Jonval

Close association
turbine for a Bohemian wood-grinding mill,
with research
left the Voith works in 1870. It was the show-
piece of the new hydropower engineering di-
To survive on the battlefield of competition
vision. The company quickly gained a repu-
one needs to be ahead in technology. This
tation as specialist for fluid power. Eventually
was one of Friedrich’s basic beliefs. He
they succeeded in designing turbines suitable
therefore remained closely associated with
for any water volume and head. A milestone
science and research. He owed many ideas
was passed in 1873, when Friedrich Voith
to the co-operation with Professor Wilhelm
built the first Francis turbine for the weaver
Kankelwitz of Stuttgart Technical University,
ideas that often led to pioneering innovations.
Friedrich himself showed initiative. He and
his friend Gottlieb Daimler experimented with
coal dust engines. Heidenheim became an
El Dorado for engineers.

26 27
 C.F. Ploucquet in Heidenheim. Together with
Professor Kankelwitz and the Voith engineer
Adolf Pfarr he used a design that had been
virtually unknown to the market until then.
Friedrich had recognized the pioneering fea-
tures of this originally American invention and
enhanced it by adding movable guide vanes
for better control. Design improvements made
the Francis turbine suitable for a wide range
of applications and made it highly efficient,
so that it soon dominated the marketplace.
Today, the first Francis turbine made by Voith
is on display at the “German Museum” in
Munich.
Voith Francis turbine in a power station pit
with power transmission via cog-wheels
28
Pioneering inventions
The first turbines were mainly built as me-
chanical machine drives, but the growing
demand for electricity resulted in a strong
demand for turbines for power generation.
Since then, water turbines have primarily
been used to generate electrical power as
drive machines for electric generators.
In 1879, the first Voith turbine control system
was being built. It was based on the designs
of the chief turbine construction manager
Adolf Pfarr. A pioneering invention in the field
of electricity generation through hydropower.
Two years later, a speed control system for
water turbines formed part of the first long-
distance transmission of electricity from Lauf-
fen, on the river Neckar, to Frankfurt. Electri-
cal power no longer had to be used where it
is generated. Thus it was a prime innovation
leading to the construction of power plants
and countrywide high-voltage networks. The
development of electrical machinery, the
progress in electrical engineering and the
construction of large electric power plants
created an enormous demand for turbines.
Adolf Pfarr
29
Design of a
paper machine
(1894)
Voith did not confine itself to the design and
improvement of Francis turbines. The com-
pany also built open-jet turbines based on
the Pelton system, which after optimization
by Voith became a turbine that achieved
high efficiencies, especially with large water
heads.
In 1903, a spectacular contract attracted the
attention of not only the specialists. Voith re-
ceived an order for the delivery of the largest
turbines in the world at that time. From 1903
until 1912, the hydropower station at the
Niagara Falls purchased twelve Francis
spiral turbines capable of up to 12,000 hp.
A power hitherto unprecedented. Voith suc-
cessfully fulfilled the contract and as a result,
the name Voith became synonymous with
technical expertise and superior workman-
ship.
30
Inventions and patents in paper
and stock preparation technology
Friedrich Voith also expanded into the field
of raw material processing for the manufac-
ture of paper – the so-called stock prepara-
tion. Like his father, his initial design efforts
concentrated on wood grinding technology.
Numerous patents were registered. The me-
chanical wood grinder was upgraded into a
powerful large-scale wood pulper, control
systems for grinders are invented, and ma-
gazine grinders with automatic wood refill
systems were built. The vibrating grader,
responsible for higher quality paper, was
improved. Not only did machines for the pro-
duction of affordable paper raw materials
leave the Voith factory, but also Hollanders,
which process textile materials.
Voith gradually began to cover the entire
spectrum of paper production, in addition
to stock preparation technology. The Heiden-
heim people were now also producing paper
machines that process the raw material into
the final product. In 1881, the first complete
paper machine was delivered to Raithelhuber,
Bezner & Cie. in Gemmrigheim.
31
 The improvement went on. The marketplace
required differing operating widths, higher
production speeds and machines for the
production of specialty paper, ranging from
tissue paper to strong cardboard. Friedrich
Voith secured the position of his factory as
market leader in the paper machine industry
by consistently expanding his palette of pro-
ducts.

Massive expansion
Complete wood grinding plant in staged
arrangement comprising five pocket grinders,
The diverse product portfolio and the com-
raffineur, roll press and auxiliary machines.
mencement of large machine construction
made it inevitable that the production capac-
ities were expanded further. The former me-
chanical workshop grew into a huge factory
The fruitful exchange with science and re-
during the Friedrich Voith era. The built-up
search manifested itself in the construction
area of the works increased nearly ninefold.
of numerous laboratories. Already in 1871,
The engineering plant was expanded, a
Friedrich Voith had a research facility for the
boldly dimensioned foundry was built, the
wood-grinding mill built in the Lohmuehle.
administration building, the boiler making
At the turn of the century, two further turbine
plant and the assembly hall were all erected.
laboratories were added. In 1908, Voith again
An industrial railway, the “Little Voith Rail-
lived up to his reputation as innovator by
way”, completed the picture of an industrial
building the first pump storage power station
complex at the turn of the century.
in Germany and a hydraulic research center
at the Brunnenmuehle. In order to drive the
turbines and wood grinders during the day
the water storage tank above the Brunnen-
muehle was refilled at night with the help
of low-price surplus energy from the then
Hermaringen laboratories.

Friedrich Voith in
his study

32 33
 Overseas countries beckon
In 1893, Voith began to concentrate more
strongly on foreign markets. Friedrich Voith’s
journey to the Chicago World Exhibition,
which he jointly undertook with other Swa-
bian industrialists, generated the necessary
contacts. While the people of Heidenheim
had so far been somewhat reserved towards
foreign business due to its inherent risks, the
export, especially of turbines, became very
important for the company. Reference cus-
tomer par excellence is of course the Nia-
gara Falls power station, which popularized
the name “Voith” not just in the United States
and in Canada.
Friedrich Voith did not hesitate for one mo-
ment when it came to investing in lucrative
markets. In 1903 he established a subsidiary
in the Austrian town of St. Poelten and opened
up business relations with the Austro-Hunga-
rian Empire, an important market for Voith.
From St. Poelten, the Austro-Hungarian and
Russian markets were also supplied with
paper machines.
Engineering works
and foundry of the
branch works in St.
Poelten, Austria, 1904
34
Integrity, fortune and
public recognition
When Friedrich Voith died in 1913, a golden
era in the company’s history came to an end.
He left behind a flourishing engineering busi-
ness. Turned into an export-oriented, interna-
tionally renowned company by a gifted entre-
preneur who had both fortune as well as
a talent for prudent strategic planning, the
workshop which employed approximately
30 people when he took it over in 1867 now
employed 3,000.
Entrepreneurial success was followed by
public recognition. The son of the craftsman
gained official social standing when he was
appointed “Councilor of Commerce” and later
on “Privy Councilor of Commerce” by the King
of Wuerttemberg. Soon thereafter he received
an honorary doctorate from the Berlin Tech-
nical University and an honorary citizenship
from the town of Heidenheim. Shortly before
his death, Friedrich Voith was given a non-
hereditary peerage.
35
The Era of
Walther, Hermann
and Hanns Voith

The third generation

Sharing of duties

The start of Voith

Power Transmission

Marine drives from

the Swabian Jura

Gifted Voith engineers

War chaos and

times of peace
 The third generation

“I was born on Sunday, April 26th, 1885 as

the sixth and last child in Heidenheim on the
river Brenz, a small town in the Kingdom of
Hermann Voith
Wuerttemberg with about 8,000 inhabitants. taking a drive
I had two brothers and three sisters. My
oldest sister died, when I was seven,” re-
members Hanns Voith in his book “Der Gang
der Zeiten” (The course of times). He speaks
of his modest unassuming mother Helene as
The sons Walther, Hermann and Hanns en-
well as of the stately new home, built in 1901
joyed a protected upbringing and grew up
designed by architect Gabriel Seidl who also
open-minded, with a Swabian sense for prac-
designed the “German Museum” in Munich.
ticality. The father sent the sons to grammar
The old home, the Schleifmuehle on the river
schools in Ulm and Stuttgart with the aim of
Brenz, was most rustic in Hanns Voith’s mem-
enabling all three to go to university.
oirs. But the first impression of the “Eisen-
hof”, which today, after careful restoration
During this time, Friedrich Voith himself led
serves as a guesthouse, must have been
the company with skill and foresight. “In
strong. He writes “that today I sometimes
those days, workers treated entrepreneurs
dream I am entering a castle with many
with respect, but never with humility. It was
rooms, all of which are splendidly furnished”.
a man-to-man relationship with an open
exchange of words”, remembers Hanns
Voith, “my father had it easy, because he
belonged to his workers and his workers
belonged to Voith”.

The Friedrich Voith

family

38 39

Sharing of duties
On December 1st, 1912, the 38-year-old
Walther Voith and his brother Hermann (34)
were taken on as shareholders of the OHG
(open trade association) J.M. Voith. Hanns
followed after a short time. Following the
death of the father in 1913, they assumed
the bridge of a mighty ship, but they had to
keep it on course during turbulent times.
Two world wars and one global economic
crisis had to be overcome.
The brothers shared the duties. Walther
looked after the expansion of the St. Poelten
works with 800 employees, Hermann dealt
with the commercial issues of the Heiden-
heim head office (2,200 employees) and
Hanns headed the technical department.
40
Friedrich Voith’s
sons Walther,
Hermann and
Hanns
Times were difficult. The First World War
cost the lives of 200 Voith workers. Inflation,
recession and isolation from abroad made
survival difficult. In order to limit the hardship
of its workers, Voith paid them with “Voith
money” from its own emergency funds, which,
for a short while, served as legal tender in
Heidenheim.
In 1918 Emperor Wilhelm II abdicated. The
Weimar Republic began, fulfilling the old liber-
al demands for democracy based on a parlia-
mentary process with direct participation of
the people. Despite these difficult conditions,
the three directors managed to reconstruct
the business quickly and pursue the expan-
sion of the works.
41
 In 1922, events seamlessly followed one
another. After years of preparation the first
Kaplan turbine, invented by Professor Viktor
Kaplan, left the Heidenheim factory ready
for series production. It was mainly used in
power stations on rivers. It achieved high
efficiencies through the adjustable guide-
vanes, even with small heads and low water
volumes. The Kaplan turbine was the last of
the three Voith-developed and internationally
produced turbine types. Already in 1930 it
was installed at the Upper Rhine with a run-
ner diameter of seven meters.
Also in 1922, Professor Ludwig Hohlwein
designed the company logo. Inspired by a
Japanese pattern, the “Voith Wave” signified
the importance of turbine design for the com-
pany. The same year also saw the manu-
facture of the first continuous grinder, a new
type of machine, which accelerated the pro-
duction of wood pulp, and the head box was
created which allowed the construction of
particularly fast paper machines.
Kaplan turbine runner on
the vertical boring mill
42
The start of Voith Power
Transmission
During the First World War, the paper and
fluid power business became increasingly
difficult. Competitors emerged which took
away part of Voith’s export trade. Addition-
ally, sporadic orders to produce large ma-
chines represented a high commercial risk.
Voith decided to strategically diversify the
business. A third production area, following
more constant laws of the market, was taken
up: smaller machines from the field of power
transmission were series produced.
The patent
application for
the Kaplan turbine
The company
logo, the Voith
Wave
43
 The world’s first diesel locomotive with
a Voith hydraulic drive system (1935)
The necessity of this new orientation was
soon evident. The Wuerttemberg economy
recovered relatively quickly from the conse-
quences of the First World War, but the New
York stock market crash of 1929 also plun-
ged the industry in southwest Germany into
a new crisis. Even at Voith layoffs and short-
time work characterized the times.
In 1922, Voith started with the production of
geared transmissions. Two technical trends
were combined in this process. It allowed the
company to fall back on its wealth of expe-
rience from the many years of manufacturing
paper machines and water turbines. Machi-
nes whose drives were dependent on gear
wheels.
Additionally, the knowledge gained in turbine
manufacturing was used in the fluid techno-
logies. The breakthrough came with the as-
44
Dispatch of one of the runners
for the hydraulic couplings in the
Herdecke pump storage station
Hermann
Foettinger
sistance of Professor Hermann Foettinger
and his invention of the hydrodynamic power
transmission. With the help of flowing fluids,
speed and torque were transmitted effec-
tively and virtually wear-free.
After 1929, Voith developed the first hydro-
dynamic couplings according to the Foettinger
principle and installed them in pump storage
power plants. Drives for rail and road vehicles
soon follow. The Heidenheim people quickly
established a name for themselves in the field
of hydrodynamic transmissions and couplings
for industrial plants.
45
 Marine drives from
the Swabian Jura
An additional product line made the Voith
name internationally famous once again.
This time not on land but on water. The Voith
Schneider® Propeller was an ingenious mari-
ne drive that was initially supposed to be a
water turbine. Voith enhanced the invention
of this new propeller drive designed by Vien-
nese engineer Ernst Schneider further after
numerous trials. As a marine drive, which
simultaneously acted as steering device, it
allowed for excellent maneuverability. Flexibi-
lity, i. e. turning on the spot and the ability to
stop the vessel were its strengths. Voith
Schneider® Propellers are used in floating cra-
nes, car ferries, passenger ships and the
Voith Water Tractor.
Patent drawing of the kinematics
for the blade movements of the
Voith Schneider® Propeller
46
Ernst
Schneider
Hans-Faic
Canaan
Gifted Voith engineers
Voith’s international reputation was achieved
thanks to its outstanding designs and de-
velopments, which were due to its ability to
repeatedly recruit committed and gifted engi-
neers. These engineers unselfishly provided
their wealth of ideas and creativity to the com-
pany. The following are just a few examples
from a long list:
Hans-Faic Canaan joined Voith in 1913.
He studied at Koethen Polytech, where he
concentrated primarily on fluid machinery.
One of his professors said of the young
engineer, “out of 10,000 students only one
has Canaan’s qualifications”. Canaan’s
work was largely connected with the history
47
 Fritz Kugel
of the Kaplan turbine, a revolutionary inno-
vation by Viktor Kaplan. He developed this
modern turbine type with adjustable guide
vanes until it was ready for production. “Tur-
bines are my children” is a quote often attrib-
uted to Canaan, who through his untiring
efforts showed his loyalty to the house of
Voith.
Major developments in the production of
hydrodynamic gears and couplings using the
Foettinger principle are inseparably connec-
ted with the name of Fritz Kugel. Fritz Kugel,
who came to Voith in 1927 as an engineer,
dedicated the work of his lifetime to the com-
pany during more than 35 years of service.
Using the Foettinger principle as a basis, he
was instrumental in expanding, developing
and widening the utilization of hydrodynamic
power transmission on the road, in railways
and in industry.
48
A considerable contribution to the further
development of the Voith Schneider® Propeller
was made by the former Director of the Mari-
ne Technology Division, Wolfgang Baer. He
opened up a new field of application for the
marine drive built since 1928 – to tugs. Wolf-
gang Baer developed the Voith Water Tractor
where the special characteristics of the Voith
Schneider® Propeller could be for the first
time utilized for maneuvering and tugging
ships. Numerous patents are proof of the
wealth of ideas of this.
Wolfgang Baer
49

Karl Schmidt
Karl Schmidt dominated the company’s
paper machine production for decades.
With his extensive knowledge he was one of
the most respected engineers of the world
in the field of paper technology. Under his
leadership, Voith began to build high-speed
newsprint paper machines for the first time.
The company also used different technologi-
cal approaches when building entire paper
making plants. Owing to Schmidt’s ingenious
design ideas, Voith quickly bridged the tech-
nology gap created by his foreign competitors
during the Second World War.
War chaos and times of peace
The dream of progress, prosperity and peace
came to an end on a dark day in New York in
October of 1929. The stock market collapsed
and Black Friday ignited a worldwide econom-
50
ic crisis. The political situation in Germany
changed drastically and led to radicalism.
Foreign capital was withdrawn, wages drop-
ped, and the Reichs-Chancellor proclaimed
a state of emergency. In 1933, the National
Socialists assumed power. In 1939 the Se-
cond World War broke out. With orders
for mine sweeping boats powered by Voith
Schneider® Propellers, the German Navy
became one of Voith`s major customers.
During this period, Walther, Hermann and
Hanns Voith tried their very best to apply
their humanitarian principles to their com-
mercial activities. Hermann founded the
Voith Assistance and Support Fund, as the
previous pension fund had become a victim
of the inflation from the First World War.
However, the war deprived the company of
its business foundation. On a personal and
economic level the war proved to be a fiasco.
Hermann Voith died in 1942, his brother
Walther died five years later. Six hundred
of the 4,000 Voith employees had been killed
in action by the end of the war or were pre-
sumed missing. The total output was dras-
tically reduced. The paper machine production
was especially low. The end of the war finally
brought total collapse. The isolation caused
by the war had devastating consequences
for the export-intense industry.
51
The Era of
Hanns Voith and
Hugo Rupf
Reconstruction

The King of Wuerttemberg

Regaining a foothold on
the world market

Remarkable social
commitment

Qualification – investment
for the future

The Voith Charter

 Reconstruction
Hanns Voith writes, “And so I was left as
the only male member of the family and saw
myself, for the second time, but this time on
my own, faced with the task of reconstruction
after a lost world war”. The heavy burden of
rebuilding the company now rested on him.
In Hugo Rupf he found a close confidante
and co-champion. Rupf had joined Voith
in 1932 as a 24-year-old business school
graduate, and soon rose to the top due to
his extraordinary capabilities.
In April 1945, the town at the river Brenz
fell into the hands of the American troops.
Thanks to the mediation of Hanns Voith
without resistance. Heidenheim remained
unscathed. In 1935, 22,500 people were
living there, by 1950, homes and jobs were
needed for 47,000, many of them refugees.
54
Voith now faced the challenge of post-war
reconstruction. “The very real threat of dis-
assembly was prevented with the help of
the American occupants”, tells Hugo Rupf.
But the situation was still oppressive. The
country was divided. Without raw materials
and customer contacts and only a few, most-
ly undernourished workers, Voith had to con-
fine its business to bridge repairs, mending
American military aircraft, reconditioning lo-
comotives and even producing saucepans!
Despite all this, Hanns Voith and Hugo Rupf
soon made “J.M. Voith Maschinenfabrik”
flourish again. Former close connections
to overseas customers were quickly revived.
Within one year of the war`s end, the first
export contracts arrived, and the company
again concentrated on its original product
lines. Despite shortages in coal, raw mate-
rials and staff, the company had to execute
these orders to the entire satisfaction of
its customers.
Repairing the bridge
at Neckargemuend.
Destroyed during the
war, Voith repaired it
in 1946.
55
 Using part of the profit from their first export
orders, Voith was able to import food for the
employees, and thus somewhat alleviate
the hardship among the workforce. Food
donations from abroad were also gratefully
received. Special payments by the company,
such as an autumn advance, provided addi-
tional relief.
Coin from 1948 with
a motif of Wilhelm II
The King of
Wuerttemberg
The currency reform on June 20th, 1948, changed
the situation in Germany from one day to the next.
The inflationary Reichsmark was exchanged into
Deutsche Mark at a rate of ten to one. The currency
conversion soon showed its effect. Empty shop
windows were suddenly filled with goods. The new
money, the Deutsche Mark, symbolized a new be-
ginning for all Germans. For Voith, the devaluation
of the Reichsmark presented considerable problems.
56
While the Reichsmark was still in circulation,
Voith had accepted a large order from abroad.
Out of the five million Reichsmark expected
from that contract, only a tenth would be left
after the currency conversion. However, be-
fore the machine could be delivered, services
worth approximately five million DM in new
currency had to be provided. A very difficult
situation for Voith, as the existence of the
entire company was threatened.
Hugo Rupf drove to Frankfurt (on the Main),
to find a way out of this crisis. He met with
Johannes Tuengeler, Director of the Over-
seas Trade Section, which later became the
Central Bank Advisory Council of the German
Bundesbank. Johannes Tuengeler assured
Hugo Rupf of his support, which could how-
ever not materialize without the backing of
the American Military Government. There,
Eduard Tenenbaum, a Jewish emigrant from
Austria who worked as an officer in the staff
of the Military Governor, put in a good word
for Voith. He successfully intervened at the
“Joint Export and Import Association” through
which all foreign contracts had to be signed
and invoiced at the time. Voith was to be
paid the full amount in the new currency.
57
 Shortly after the Deutsche Mark was intro-
duced, Tuengeler handed over a cheque
amounting to an impressive five million DM
to Hanns Voith and Hugo Rupf in Frankfurt.
In view of the amount, an unbelievably high
sum at the time, Tuengeler said to Hanns
Voith: “Mr. Voith, now you are the King of
Wuerttemberg”.
Regaining a foothold on
the world market
The exceedingly fruitful cooperation between
the humanitarian entrepreneur Hanns Voith
and the extraordinary businessman Hugo
Rupf gave the company the right profile for a
successful future. Undoubtedly, the differing
talents of both men were the reason why
they complemented each other so perfectly
in their work. On the one hand was Hanns
Voith, who had been guided all his life by his
anthroposophical ideals and social commit-
ment. On the other hand was the 23 years
younger Hugo Rupf with his commercial
foresight and brilliant negotiation skills.

A few years later, the number of Voith em-

ployees had again risen to 4,000. The post-
war economy gathered momentum. Hugo
Rupf: “For a few weeks we even had the
largest number of orders from abroad within
the West German industry”. In 1950, the
company was entered in the trade register
as a GmbH (private limited company). It con-
tinued growing, winning new markets, and
increasing its product line. Subsidiary plants
were built in Crailsheim (1956) and in Gar-
ching (1963) near Munich. Due to the pre-
vailing shortage of skilled workers, the com-
pany trained young people in Yugoslavia,
in order to employ them in Heidenheim.

With his wise foresight, Hugo Rupf succeeded

in acquiring secure and lucrative financial
holdings during these years of prosperity.
These were used as corporate capital re- Hanns Voith in conference with
serves. Chancellor Adenauer (1953)

58 59

Hanns and
Lore Voith,
Hugo Rupf
In 1957, Hanns Voith rewarded Rupf’s untir-
ing efforts by appointing him to the Board.
In 1969, Hugo Rupf became Chairman of
the Board. In 1971, his companion and friend
Hanns Voith died. He had once said about
himself: “I am not a genius, I am not a great
inventor, but perhaps I have the advantage
of being a great dilettante in all subjects”.
60
Remarkable social commitment
It was remarkable how Voith, the company,
despite its tremendous expansion in all fields,
remained committed to its humanitarian and
social philosophy. It was a constant based
essentially on the personality of Hanns Voith.
To be an industrialist with a human face was
one of his most sincere objectives.
He believed that enabling his employees was
a fundamental duty. Support and encourage-
ment in every respect, be it in health matters,
job training and continuing education or in
cultural areas, were his deepest concerns.
He lived his life in accordance with the motto
on which he based his autobiography: “The
course of time urges us to fight for humani-
tarian and intellectual values.” (Der Gang der
Zeiten bedeutet Auftrag, fuer den Geist zu
streiten).
61
 The company had already established an
exemplary social and benefits system during
the 19th century. Based on the work of his
predecessors, Hanns Voith introduced a com-
prehensive benefits package. To him, the
fate of the “Voithianer”, the “Voith people”
and their families, was always his greatest
concern. A concern which resulted in nu-
merous institutions. These included a health
center, where the Voith medical service team
for occupational health care is still housed
today, a household emergency fund and an
in-house health insurance system. Voith was
also involved in building homes, especially
after the Second World War, when housing
had priority. In Heidenheim, entire neigh-
borhoods were rebuilt with Voith’s financial
support.
Many of these social benefits which are re-
quired as fundamental parts of today`s legal
and business practices were provided volun-
tarily will by yesterday`s businessmen out of
a sense of responsibility.
62
Qualification – investment
for the future
Providing employees with qualifications is an
investment for the future. This was already a
principle during the Friedrich Voith era, and
still is one today. At Voith, it had always been
clear that quality products could only be
manufactured by a thoroughly trained team
of skilled workers. Apprenticeships were
already a regular feature at the end of the
19th century. In the Hanns Voith era, training
and continuing education were given even
more attention.
In 1965, the apprentices moved to the out-
skirts of Heidenheim, to Haintal. The training
center had excellent facilities that were well
known even beyond the region. The in-house
job training guaranteed practice-oriented and
theoretical support to the next generation
of employees in all product areas. A special
feature of the Voith apprenticeship has its
origins in the anthroposophical believes of
Hanns Voith: the trainees are also instructed
in creative, artistic and academic subjects to
obtain a truly comprehensive education.
Training work-
shop at Haintal
(1965)
63
 The Voith Charter
During his lifetime, Hanns Voith often thought
about the social responsibility ensuing from
his wealth. He did not see his brother’s chil-
dren and his own six daughters becoming
actively involved in managing the company.
So he converted J.M. Voith in 1950 into a
GmbH (private limited company).
After the death of Hanns Voith in 1971, Hugo
Rupf, his close confidante and administrator,
shaped the fate of the company most deci-
sively in his role as Chairman of the Board.
In 1973, Hugo Rupf was elected as Chair-
man of the Supervisory Board of J.M. Voith
GmbH. Appointments as Chairman of the
Shareholders’ Committee in 1978 and Hono-
Hugo Rupf
64
rary President of Voith in 1983 followed.
“In retrospect, I might be allowed to say”,
said Hugo Rupf once, “that we managed to
maintain and strengthen the special image
of the Voith name, an image created by the
Voith family itself, throughout the whole wide
world”.
With his eyes firmly on the secure existence
of the family business, Hugo Rupf established
the “Voith Charter” in the 70`s, which today is
still the blue print for many other companies.
The most important part of which is the Share-
holders’ Committee consisting of independent
businessmen as well as representatives of
the partners acting in an oversight capacity.
65
The Era of
International
Expansion
Voith – always
a global player

Consistent
internationalization

Main focus of
expansion

Asia – market of
the future
 Voith – always
a global player
Apart from its engineering feats, another out-
standing characteristic of Voith is its interna-
tionally and globally oriented entrepreneurial
approach and philosophy. The company had
been a global player ever since its beginning.
At the beginning of the 20th century, the motto
“the world is our market” already applied to
Voith. Two examples showcased Voith’s ease
and self-confidence at doing business inter-
nationally: the delivery of the turbines
for the Niagara hydropower station in USA
in 1903, and in the same year the founding
of the subsidiary in St. Poelten, which al-
lowed Voith to circumvent the tariffs of the
Austro-Hungarian Empire.
Inauguration of Voith S. A.
in São Paulo, Brazil,
in 1966
68
Consistent
internationalization
Under the leadership of Hugo Rupf and Hanns
Voith, the world-wide presence of Voith was
systematically increased. In 1962, the com-
pany acquired a stake in the Indian Utkal
Machinery Ltd., and in 1964 participated in
Talleres de Tolosa in Spain. The marketing
companies Voith Engineering Ltd. in Britain
and Voith France S. A. were established. In
1966, the machine tool and paper machine
manufacturer Doerries joined Voith.
At the right time, the company also estab-
lished production sites abroad. An example
is the Brazilian subsidiary Voith S. A. in São
Paulo, built in 1964. Only in this way was it
possible to win markets for the main pro-
ducts of the company on a long-term basis.
69
 From left:
Hans Philipsen
Egon Overbeck

When Hugo Rupf moved from the Board of

Management to the Supervisory Board of
Voith in 1973, the executives who succeeded
him, particularly Heinz Pfeifer and Hans
Philipsen, consistently continued the interna-
tionalization of the Voith Group. With broad
vision and an understanding of the need for
investing in the purchase of materials and
services from other enterprises, the Super-
visory Board and Shareholders’ Committee,
initially headed by Hugo Rupf, then by his
successor, Egon Overbeck, gave encourage-
ment to those responsible in the Board of
Management in reaching the fundamental
and often difficult decisions on the agenda.
Main focus
of expansion
Voith’s non-European sales and production
energies were started in Brazil during the
60s. Then in the 70s and 80s Voith paid
particular attention to North America. As a
result of its assertive marketing strategies,
the Group soon gained a foothold with own
production sites and by acquisitions. With the
take-over of Appleton Mills in Appleton, USA,
in 1983, Voith entered the paper machine
clothing industry. This was followed by the

From left:
Hugo Rupf
Heinz Pfeifer

70 71
 take-over of the hydro business of the US
market leader Allis Chalmers in York and the
relocation and expansion of all sales and ser-
vices for the North American power transmis-
sion business to York. The expansion of the
American business had been highly success-
ful and continued rapidly. In 1983, Voith had
187 employees in USA, in the late 80s there
were 1,300, and by the end of 1999 the
number had grown to over 3,000.
Itaipu – one of the world’s largest hydropower stations
in Brazil, fitted with Voith turbines
72
Asia – market of the future
During the 90’s, the Far East became the
main priority of the company’s geographical
expansion, with China being the number one
target. Bearing in mind that future growth for
Voith products would be found primarily in
the East and particularly the Far East, Voith
secured a favorable competitive position by
establishing a local presence in the markets
of the future.
73
The Era of
Michael Rogowski
and Marcus Bierich
A new era begins

Difficult times

The 90s: Growth as

a result of joint ventures
and acquisitions

Internal restructuring

The year 2000:

An end and a beginning
 A new era begins
Marcus Bierich

In 1983, Marcus Bierich joined the Superviso-

ry Board and the Shareholders’ Committee
of Voith and assumed the chairmanship of
both institutions in 1990 as successor of Egon
Overbeck. In 1986, Michael Rogowski was
appointed Spokesman of the Management
Board of J.M. Voith GmbH, thereby succeed-
ing Hans Philipsen. This meant that two men
who would greatly shape the history of Voith
until the end of the millennium had taken up
senior positions. In his address on the occa-
sion of Marcus Bierich’s farewell in February Under the leadership of Michael Rogowski
2000, Michael Rogowski looked back at their and Marcus Bierich Voith grew enormously
time together, describing it as a “stroke of until the year 2000. A few figures demon-
luck and a fortunate coincidence that we strate this: in the business year 1982/83
were allowed to work together during the Voith achieved a worldwide turnover of
last 16 years”. approximately 1.1 billion DM with 11,000
employees. 16 years later, in the business
year 1998/99, the turnover grew to just under
4 billion DM. Voith celebrated its greatest
successes in the 16 years of the Rogowski-
Bierich era. But this period also presented the
company with new challenges in its turbulent
history.

Michael Rogowski

76 77

Difficult times
In the early 90s, the Voith Charter had to
withstand a tough challenge. Differing view-
points regarding Voith’s future development
led to a split of the company’s assets and
the departure of the Hermann Voith side of
the family. They received a large part of the
financial holdings and the Division “Machine
Tools”. The descendants of Hanns Voith re-
tained the core businesses paper machines,
paper machine clothing, power transmission
and turbine and marine technology, and con-
tinued to manage the company in the spirit
of their father.
78
The 90s:
Growth as a result of joint
ventures and acquisitions
In the 90s existing business areas were
strengthened by joint ventures and acquisi-
tions. A particularly significant undertaking
in this context was the joint venture Voith
Sulzer Paper Technology with the Swiss
Sulzer Group in 1994. By combining the
paper technology activities of both compa-
nies, Voith Sulzer gained a strong position
in the paper technology market. During the
following years, Voith Turbo Power Trans-
mission took over the German companies
Scharfenberg and Kuesel. In 1999, addi-
tional projects were realized that paved the
79
 way forward. Voith acquired the business
areas paper machine clothing, roll covers
and service from the British manufacturer
Scapa in Blackburn. Under its new name
“Voith Fabrics”, the Group Division of Paper
Machine Clothing turned into a market leader
in this field. In the same year, the Fluid
Machinery Division made headlines, too. By
forming the joint venture Voith Siemens Hydro
Power Generation that finally became effec-
tive in 2000, the leading turbine manufacturer
and the leading supplier of generators joined thus creating the fifth Group Division “Voith
forces. Also in 2000, Voith acquired a majority Industrial Services”. In the middle of the
share in DIW Deutsche Industriewartung AG, same year after cooperative negotiations,
Voith took over a majority stake from Sulzer
AG in their common paper technology joint
venture. The Group Division was named
Voith Paper.

80 81
 Internal
restructuring

Apart from these changes which were ob-

vious to the public, the 90s were mainly
characterized by the Groups internal changes.
The establishment of Voith Sulzer Paper
Technology in 1994 was the beginning of a
period of internal restructuring and decentrali-
zation. This was successfully put into action
by Corporate Board members Guenter Arm-
bruster, Hans Peter Schiffer, Hermut Kormann
and Hans Mueller and headed by Michael
Rogowski. As a result, Voith became an
Operative Management Holding company
after 130 years of control from corporate
headquarters. After turning the paper tech-
nology business into a separate company,
Voith Turbo and Voith Hydro followed in
1995. This decentralization process went
on for several years. It was finalized with
the establishment of Voith AG, which re-
placed J.M. Voith GmbH in 1997 as the
Corporate Operative Holding. Today, it de-
termines the fundamental business policies
of the Group, which is divided into five inde-
pendently acting Group Divisions: Paper
Technology, Paper Machine Clothing, Power
Transmission, Hydro Power Generation and
Industrial Services.

82 83
 The year 2000:
An end and a beginning

At the beginning of the year 2000, an era

came to an end. On January 27th, Hugo
Rupf who, as Honorary President of Voith,
had observed the company’s development
under the guidance of Michael Rogowski and
Marcus Bierich, died at age 91. In February
2000, Marcus Bierich withdrew from his
office on the Supervisory Board and the
Shareholders’ Committee. On March 31st,
Hermut Kormann
Michael Rogowski handed over all operative
responsibilities to Hermut Kormann and suc-
ceeded Marcus Bierich as Chairman of the
Shareholders’ Committee and the Super-
visory Board. The appointments of Hermann
Jung and Hans-Peter Sollinger to the Corpo-
rate Board in summer 2000 concluded the
changes at the top of the company.

84 85
Into a new era –
the 21st century
Growth in
difficult times

Milestones and
innovations

A new generation
takes over

Engineered reliability
 Growth in difficult times

Under the management of Hermut Kormann,

Voith continues its course of expansion at the
beginning of the 21st century. Times are not
easy: after a period of economic growth, the
world economy slides into recession. After an
initial boom, the international stock markets
suffer an unparalleled crash. This is added
by the ever faster and fiercer speed of glo-
Voith Fabrics works in Kunshan, China
balization which presents entrepreneurs all
over the world with serious challenges.

With clear strategies and visionary decisions,

Hermut Kormann and the Corporate Board of
Management guide Voith through these diffi-
cult years. Prudent acquisitions strengthen
the position of Voith in the long term: Voith
Paper takes over the paper technology areas
of Jagenberg (2001), Kvaerner Pulp and Pa-
per (2001), as well as the Finish company
Pikoteknik (2003). Voith Industrial Services
complements its portfolio sensibly with a
buy-in at the Imo Huether Group.
Reservoir of Goldisthal pump storage
power station prior to flooding
Additionally, the expansion of the Group in
important markets of the future is consist-
ently driven forward. As a result, apart from
locations in key markets such as China,
India and Russia, some of whom have been
operating for many years, new service and
production outlets are established. China is
at the heart of this expansion. Apart from the
large works of Voith Fabrics in Kunshan and
Voith Siemens Hydro in Shanghai that were
founded in the 1990`s, the three years be-
tween 2001 and 2003 see the establishment
of a total of five further service and marketing
locations of Voith Paper Technology – in
2003 alone, there are two completely new
service centers for the Chinese paper indus-
try. Voith Turbo, which has been represented
in Hong Kong since 1985, opens an office in
Shanghai in 2001 which only a year later is
expanded into a production site.

88 89

PM1 in Hürth
Aquatarder ®
Milestones and innovations
In 2002, Voith is yet again making headlines:
the company presents the Aquatarder ® – the
first commercial vehicle brake in the world
braking with water. The technical miracle
weighs only 32 kg and covers 30 patents.
“Voith is now selling its patents by the kilo” –
a quote frequently heard during the presen-
tation of the Aquatarder.
To the paper industry, Voith is opening up
new ways with the philosophy of the “One
Platform Concept”. In March 2003, PM1 at
Rhein Papier in Huerth near Cologne which
is built after this concept, is adding a high-
light which causes a stir not only among ex-
perts: with 1,912 m/min it is setting a need
speed world record for newsprint. The pro-
duction of one single day amounts to 2,754
kilometers – which corresponds to the dis-
tance from Berlin to Casablanca.
90
Three Gorges Power Station
In summer 2003, the world is looking with
great excitement to China, where the world’s
largest hydro power plant “Three Gorges”
at the Yangtze river is nearing completion.
Engineers from Voith Siemens Hydro have
played a key role in the construction of this
project of a century. In June 2003, the mo-
ment has finally arrived: for the first time,
one of the approximately 500-ton turbines
is started and drives the generator. Spec-
tators applaud, engineers are ecstatic:
the world’s largest hydro power station
is generating electricity for the first time.
A number of major components of the
power station unit were manufactured at
the Voith works in Shanghai and São Paulo.
Voithians all over the world are proud of
their company.
91
 Hubert Lienhard
A new generation
takes over
The dawn of the new century also means
changes at the top of the Group. In May
2002, Hans Peter Schiffer retires after
over 20 years at Voith, 16 of which as Vice
President of the Hydro Power business, and
hands the management of Voith Siemens
Hydro over to his successor Hubert Lienhard.
Guenter Armbruster
92
Peter Edelmann Martin Hennerici
On January 29th 2004, a Voith career par
excellence is coming to an end. Almost
exactly 40 years after starting at Voith,
Guenter Armbruster is retiring. His fulfilled
working life ranges from his time as a young
engineer in the materials testing department
to the Corporate Board of Management with
responsibility for two Group Divisions. Voith
is honoring this achievement of a lifetime with
a festive ceremony to which, apart from mem-
bers of the Hanns Voith family, numerous
customers and companions from everywhere
in the world come to Heidenheim, to say
a personal farewell to Guenter Armbruster.
As his successors on the Board, Peter Edel-
mann is appointed for Voith Turbo, while Voith
Industrial Services will in future be managed
by Martin Hennerici.
93
 Engineered reliability
In the over 135 years since its foundation,
the name Voith stands worldwide for superior
engineering, innovative power, reliability and
quality. With their inventions, Voith engineers
have written technical history. Today, we
hold over 7,000 active patents all over the
world, and every year, some 400 more Voith
patents are added.
Mutual trust is one of the most important
foundations of all business relations. Espe-
cially in our industries, the certainty of being
able to rely 100 percent on the business
partner is inevitable for mutual success.
94
Trust needs to develop from continuously
good and reliable work. We at Voith are
proud of having customers with whom the
company has done business over several
generations – in some cases for more than
100 years.
Reliability, quality, innovative power and
financial solidity are the foundations of the
way in which we see ourselves. It is reflected
in the words “Voith – Engineered reliability”.
We will do everything in our power to justify
the trust put in us also in the future.
95
Important people
and their contributions
(Chronologically as mentioned in the text)

Johann Matthaeus Voith

Friedrich Voith
Johannes Voith
Heinrich Voelter
Friedrich Gottlob Keller
Adolf Pfarr
Walther Voith
Hermann Voith
Hanns Voith
Viktor Kaplan
Hermann Foettinger
Ernst Schneider
Hans-Faic Canaan
Fritz Kugel
Wolfgang Baer
Karl Schmidt
Hugo Rupf
Heinz Pfeifer
Hans Philipsen
Egon Overbeck
Marcus Bierich
Michael Rogowski
Guenter Armbruster
Hans Peter Schiffer
Hermut Kormann
Hans Mueller
Hermann Jung
Hans-Peter Sollinger
Hubert Lienhard
Peter Edelmann
Martin Hennerici
 Johann Matthaeus Johannes Voith Friedrich Gottlob
Voith 1773–1825 Keller
1803–1874 Locksmith in Heiden- 1816–1895
Qualified locksmith. heim. Father of com- Technician, invented
Founded the company pany founder Johann in 1845 the wood pulp
named after him in 1867. Matthaeus Voith. refiner used in paper
manufacturing.

Friedrich Voith Heinrich Voelter Adolf Pfarr

1840–1913 1817–1887 1851–1912
Son of Johann Matthaeus Heidenheim paper manu- Studied mechanical
Voith, engineer and busi- facturer, known as co- engineering at Stuttgart
nessman, numerous ho- inventor of the modern Polytech. Joined Voith
norary titles. Paved the paper making process. in 1875 as an engineer.
way from the locksmith’s Dedicated his profes-
workshop to an interna- sional life to the deve-
tional company. lopment of water turbi-
nes and to paper
making.

98 99
 Walther Voith
1874–1947
Son of Friedrich Voith, Hanns Voith Hermann Foettinger
doctorate in mechanical 1885–1971 1877–1943
engineering at Stuttgart Son of Friedrich Voith, Inventor of the hydro-
Technical University. Ho- studied mechanical dynamic drive, consisting
norary engineering docto- engineering in Dres- of a pump and a turbine,
rate of Darmstadt Tech- den. Rebuilt Voith with which was named in his
nical University. Made a the support of Hugo honor. Also developed
major contribution to the Rupf after World War II. and designed fluid coup-
expansion and growth of lings (Foettinger Coup-
the plant in St. Poelten/ lings).
Austria.

Hermann Voith Viktor Kaplan Ernst Schneider

1878–1942 1876–1934 1894–1975
Son of Friedrich Voith, Studied mechanical Inventor of the Voith
doctor of law, commercial engineering at Bruenn Schneider® Propeller.
director of the head office Technical University. It is both a drive and a
in Heidenheim. Expanded Inventor of the Kaplan steering system, which
export business between turbine. Developed 260 allows the highest ma-
the two world wars. world-wide patents as- neuverability on the
sociated with this type water.
of turbine.

100 101
 Hans-Faic Canaan Wolfgang Baer
1889–1954 1913–1975
Studied at Koethen Polytech. Joined Voith in 1939. Contributed
Joined Voith in 1913. Shaped the largely to the development of the
design history of Kaplan turbines Voith Schneider® Propeller and dis-
and made this turbine type with covered a new field of application
adjustable guide blades suitable for this marine drive: tugs.
for workshop production.

Fritz Kugel Karl Schmidt

1899–1962 1905–1992
Joined Voith in 1927 as an One of the most respected paper
engineer. Worked in the power technology engineers worldwide.
transmission sector. Was instru- Influenced the paper machine acti-
mental in the utilization of hydro- vities of the company over several
dynamic power transmission for decades.
roads, railways and in industry.

102 103
 Hugo Rupf
1908–2000 Egon Overbeck
A student of banking, business 1918–1996
administration, law and economics Chairman of the Board of Mannes-
at Frankfurt/Main. Provided major mann AG. Became member of the
contributions to the expansion of Shareholders’ Committee in 1976
J.M. Voith Maschinenfabrik helping and member of the Supervisory
to turn it into a corporation that Board of Voith in 1978. Chairman
operated globally. Honorary Chair- of both institutions between 1983
man of Voith until his death. and 1990.

Heinz Pfeifer Hans Philipsen

1914–2002
Joined Voith in 1947 and contributed
considerably to re-establishing the
export business after the end of the
Second World War. Appointed to the
Board of Management in 1972 and
Spokesman of the Board of Manage-
ment of J.M. Voith GmbH between
1974–1978.
Born in 1923, joined Voith in 1955.
Became head of the water turbine
development in 1967. Was ap-
pointed Chairman in 1973, and
between 1983–1986 was Spokes-
man of the J. M. Voith GmbH
Board.

104 105
 Michael Rogowski
Born in 1939. Joined Voith in
1974. From 1978 on was in char-
ge of human resources and social
services as well as materials mana-
gement. After 1982 was head of Hans Peter Schiffer
power transmission. In 1986 ap- Born in 1945. Studied engineering
pointed Spokesman of the Board and power station technology at
of Management. Chairman of the Aachen Technical University. Joined
Board of Management of J.M. Voith in 1980 and assumed lead-
Voith GmbH in 1992. 1997–2000 ership of the Business Area Fluid
Chairman of the Corporate Board Machinery. From 1997–2002 Mem-
of Management of Voith AG. Since ber of the Corporate Board of
2000 Chairman of the Supervisory Management of Voith AG, respon-
Board and the Shareholders’ Com- sible for the Group Division Voith
mittee. Siemens Hydro Power Generation.

Marcus Bierich Guenter Armbruster

1926–2000 Born in 1939. Studied mechanical
Financial Director at Mannesmann engineering and started his career
AG and Allianz AG. 1984–1993 at the Voith materials testing de-
Chairman of the Management partment. Was soon given senior
Board of Robert Bosch GmbH, positions in several areas of the
Chairman of the Supervisory company. Member of the Corpo-
Board of Robert Bosch GmbH. rate Board of Management, in
Since 1983 member of the Voith charge of the Group Division Voith
Supervisory Board and Share- Turbo since 1992. Additionally, also
holders’ Committee. Between Chairman of the Board of the new
1990 and 2000 Chairman of Group Division Voith Industrial
both institutions. Services. Retired in 2004 after
40 years of service for Voith.

106 107
 Hermut Kormann
Born in 1942. Studied business
administration. Gathered compre-
hensive management experience Hermann Jung
in senior commercial positions at Born in 1955, joined Voith in 1985.
major industrial companies, before Became Divisional Director of
he joined Voith in 1989 to take on Finance and Accounting in 1992.
the Division Finance and Account- Member of the Board of Voith
ing. Appointed to the Corporate Sulzer Paper Technology GmbH
Board in 1991, in charge of Finan- & Co. KG in 1994 and Deputy
ce and Controlling. Since April Member of the Corporate Board
2000 President and CEO of the of Management of Voith AG in July
Corporate Board of Management 2000, responsible for Finance and
of Voith AG. Controlling.

Hans Mueller Hans-Peter Sollinger

Born in 1942 in Balsthal/Switzer- Born in 1953. Graduate mechanical
land near the local paper mill. engineer and passionate paper
Graduate engineer. Joined Voith maker. Joined Voith in 1982 as
in 1994 as Chairman of the joint project engineer. Since 1994
venture Voith Sulzer after several member of the Board of Voith
career stations in the international Paper. Since 2000, member of
paper business, 17 years of which the Corporate Board of Manage-
he spent in North America. Mem- ment of Voith AG and in charge
ber of the Corporate Board of of Voith Paper/Paper Machines,
Management since 1995 and in Fiber Systems and Automation.
charge of Voith Paper Technology
(Voith Paper/Voith Fabrics).

108 109
 Martin Hennerici
Hubert Lienhard Born 1959. Started his professional
Born in 1951. Studied chemistry. career as a trainee at Voith follow-
20 years in the power station busi- ing his business studies. Was soon
ness, proven expert of the inter- given senior positions, among others
national power station service in Brazil and in the USA. Since
business. Joined ABB AG in 1989 September 2001 Board member of
via Lurgi AG. Board Member at DIW Deutsche Industriewartung
ABB AG for the area “Power AG. Since February 1st 2004,
Generation” since 1994. Board Chairman of the Board of DIW.
member of Voith AG since 2001, Since February 1st 2004, member
where he has been in charge of the Corporate Board of Manage-
of Voith Siemens Hydro Power ment of Voith AG where he is in
Generation since May 2002. charge of Voith Industrial Services.

Peter Edelmann
Born 1959. Studied economics.
Joined Voith in 1989 and was
soon given senior responsibilities
for various product groups at Voith
Turbo. Since October 2000 Vice
President of Voith Turbo GmbH &
Co. KG, in charge of the market
area Road. Since 2003, member
of the Corporate Board of Manage-
ment of Voith AG, since February 1,
2004 in charge of Voith Turbo.

110 111
Chronology
of technical
developments

1825 to date
 Chronology 1825–1862
1825 Johann Matthaeus Voith takes charge of his
father’s workshop employing five workers.
1830 Johann Matthaeus Voith participates in the
construction of a paper machine by Johann
Widmann from Heilbronn for the Rau and
Voelter paper mill in Heidenheim.
1848 Johann Matthaeus Voith, together with
Heinrich Voelter, build the first wood milling
machine.
1852 Johann Matthaeus Voith constructs two
spindle grinders of his own design for Hein-
rich Voelters paper mill.
1853 Voith’s paper cutting machine is presented
at the trade exhibition in Heidenheim.
1856 First contract between Heinrich Voelter and
Johann Matthaeus Voith for the construction
of wood milling machines. Together they build
a wood mill for the Kuebler and Niethammer
paper mill in Kriebstein, Saxony.
1859 Johann Matthaeus Voith invents a refiner for
woodpulp – a machine which refines the
wood shaving from wood grinding equipment
and improves paper quality.
1862 Johann Matthaeus Voith constructs water
wheels, pumps and water turbines. A foundry
is built beside the workshop.
114
Chronology 1864–1873
1864 Friedrich Voith joins his father’s “Mechanical
Workshop and Iron Foundry”, which is soon
expanded into a machine factory with a 6-hp
steam engine drive. Employees: 35.
1864 Heidenheim is connected to the railway
network.
1867 January 1st is the official day of the forma-
tion of J.M. Voith with the product divisions
of paper machines and stock preparation.
Johann Matthaeus Voith hands over the
business to his son, Friedrich.
For the first time, Friedrich Voith builds a
Voith wood milling machine for his own busi-
ness and in accordance with his own design
for the Uhingen paper mill.
1868 Delivery of ten Hollanders, machines for re-
fining paper stock to the Kuebler and Niet-
hammer paper mill in Saxony.
1869 First Voith patent for a wood grinder with
a toothed loading rack.
1870 The turbine production begins with a 100-hp
Henschel-Jonval turbine.
1871 Construction of the wood grinder test facility.
1873 At the world exhibition in Vienna, Voith and
Voelter display the Voith grinder, for which
they receive a progress medal.
115
 Chronology 1873–1893
1873 In the same year the first Francis turbine
is built for the weaving mill C.F. Ploucquet
in Heidenheim. Friedrich Voith recognized
the revolutionary properties of the originally
American invention and improved it by apply-
ing movable wicket gates for the control of
the turbine. Today, this first Francis turbine
made by Voith is on display at the German
Museum in Munich.
1879 Design and construction of the first Voith tur-
bine governor using the designs of Engineer
Adolf Pfarr, head of turbine development at
Voith. Construction of the first Bischof paper
roll machine.
1881 Construction of the first complete Voith paper
machine with a wire width of 2.35 meters for
Raithelhuber, Bezner and Cie. in Gemmrig-
heim.
1882 Voith patent for a three-stage shaker screen.
1886 The first Francis turbine with spiral case de-
livered to E. Holtzmann & Cie., Weisenbach.
1891 The first pulpwood screen with a vertical
shaft.
1892 25th anniversary. Number of employees: 330
1893 Beginning of the construction of Pelton tur-
bines.
116
Chronology 1900–1911
1900 The 25th paper machine and 1,000th water
turbine are constructed at Voith.
The first test center for turbines is set up.
1902 Voith patent for pocket grinder and the
development of the first large power-driven
grinder with hydraulic wood loading.
1903 Founding of the Voith company in the Aus-
trian town of St. Poelten employing 230.
The number of employees in Heidenheim
rises to 1,000.
Construction of the largest turbines of the
world, 12 Francis turbines up to 12,000 hp
each for the Niagara Falls power plant in
the USA.
1906 Voith gets its own rail connection.
1908 Construction of the first German pumped
storage power plant and of the hydraulic
research center Brunnenmuehle in Heiden-
heim.
1909 First Jagenberg winder with two winding
drums and shear-slitting method.
Drafts and patent application for the Voith
continuous grinder.
1911 Construction of a large foundry with four
cupolas, pattern-making shop, casting
cleaning room and the pattern building
shop in Alexanderstrasse.
117
 Chronology 1913–1926
1913 Construction of the largest paper machine for
newsprint, with a wire width of 5.20 meters,
for Holmens Bruks in Hallstavik, Sweden.
1917 50th anniversary: To date 6,000 water turbi-
nes, 200 paper machines and 100 pocket
grinders have been constructed.
1922 The Kaplan turbine, invented by Professor
Viktor Kaplan, is for the first time constructed
with 1,100 hp. It is mainly used in power
plants located on rivers, because it can
reach high economic efficiencies at low
heads and low water supply.
Beginning of gear unit manufacturing. A
wealth of experience is available due to the
long history of designing paper machines
and water wheels whose drive depended
on gear wheels.
1922 The “Voith wave” becomes the official com-
pany logo. It is designed by Professor
Ludwig Hohlwein.
Completion of the first continuous grinder
which speeds the production of wood pulp.
1926 Beginning of the development of the Voith
Schneider® Propeller according to designs of
Viennese engineer Ernst Schneider. The ship
propulsion and steering system allows for
incredible maneuverability. Its applications
are used in tugs, floating cranes, double-
ended ferries and passenger vessels.
118
Chronology 1927–1942
1927 Voith designs its own continuous grinder.
Delivery of the 10,000th Voith turbine with
48,500 hp for the pumped storage power
plant Herdecke in Westfalia.
Building of Voith’s own school to train appren-
tices and interns, foundation of a company
library.
1928 First thrust vessel “Uhu” utilizing a Voith
Schneider® Propeller is launched.
1929 Construction of the Voith large turbine hall in
Heidenheim with largest vertical lathe of the
world.
Construction of the first Turbo coupling.
1930 Beginning of the development of axial-flow
fans and turbo transmissions based on the
Foettinger principle.
1932 First Voith fan for a wind tunnel.
1934 The first Voith Turbo Transmission for a
diesel-hydraulic rail bus is supplied to Aust-
rian Federal Railways.
First Voith Turbo Transmission for an off-road
vehicle.
1942 75th anniversary: To date 570 paper ma-
chines, 2,000 wood grinders and 12,700
water turbines have been built.
119
 Chronology 1945–1960
1945 End of the Second World War. 422 Voith
employees have died, 154 are missing.
1949 Start of the manufacture of cooling systems
for locomotives.
Foundation of the Voith orchestra.
1950 The company is entered in the commercial
register as a GmbH (private limited company).
Start of the development of automatic diffe-
rential torque converter transmissions (Diwa-
bus) for city transit buses.
1951 The first Voith water tractor “Biene” utilizing
a Voith Schneider® Propeller is launched.
Construction of the Voith health center with
medical baths, sauna and medical services.
1953 Construction of a modern factory for the
manufacture of Turbo Transmissions and
couplings at Heidenheim.
1956 Foundation of Voith Turbo KG, Crailsheim.
The newly built factory is for making fluid
couplings.
First order of Turbo Transmissions from
the USA.
New building for the Materials Testing
Department.
1960 New flotation-deinking process for the
removal of printed inks from wastepaper.
Development of the retarder, first application
in 4,000-hp locomotives in the USA.
120
Chronology 1961–1966
1961 Foundation of Voith Getriebe KG, Heidenheim.
Delivery of Europe’s largest newsprint paper
machine with a wire width of 8.3 meters to
Ahlstroem in Warkaus, Finland.
A research center for the Paper Machinery
and Marine Technology Divisions is built.
First Voith variable speed turbo coupling
built in Crailsheim.
1963 Construction of a workshop at Garching near
Munich for series-production of automatic
transmissions for buses and construction
vehicles.
First geared variable speed fluid coupling
at Crailsheim.
Construction of a tank for ship model ex-
periments.
1964 Delivery of Kaplan turbines with highest
heads worldwide.
Founding of the Voith S.A. subsidiary in
São Paulo, Brazil.
1965 First Turbo Reversing Transmission for
shunting locomotives.
1966 Order for the world’s largest newsprint paper
machine with a wire width of 9 meters by
Holmens Bruks paper mill in Hallstavik,
Sweden.
Order from the USA for the two largest Pel-
ton turbines of the world, output 226,000 hp.
Order for four Francis turbines by Estreito in
Brazil with an output of 226,000 hp.
121
 Chronology 1967–1980
1967 100th anniversary. Number of employees
in Heidenheim: 7,500.
1968 Voith Retarder for coaches.
First Zentrimatic coupling from Crailsheim.
1971 Beginning of series-manufacture of hydro-
static high-pressure pumps at Garching.
1973 New generation of city transit and bus
transmissions utilizing the torque converter
as a retarder.
1973 Delivery of the first Nipco-Roll. Its destination
was Italy.
1975 Manufacture of high-capacity cardan shafts
for locomotives.
Voith Retarder R130 for coaches and trucks.
1977 Delivery of the first heavy-duty universal joint
shafts for rolling mills.
Delivery of Voith Schneider® Propeller systems
for the world’s largest double-ended ferries
in New York, USA. Each ferry capable of
carrying 6,000 passengers.
1978 Itaipu: Entire engineering and participation in
the delivery to Brazil of 12 of the 18 Francis
turbines for the most powerful hydro power
plant of the world. Output: 13,000 MW.
1980 Presentation of the first Turbo Transmission
for large shovel loaders and dump trucks in
the USA. Delivery of high-performance gear
units for 29 MW gas turbines.
122
Chronology 1982–1989
1982 Order for the world’s widest fine paper
machine (9.5 m) to Union Camp in
the USA.
1983 Delivery of the first blowers for gas desul-
phurization plants in fossil fuel fired power
stations.
The takeover of Appleton Mills in Appleton
USA completes Voith’s entry to the paper
machine clothing industry.
1985 Completion of the world’s largest Yankee
dryer – 125 tons from a single casting.
First VORECON multi-circuit variable-speed
drive in Crailsheim.
1986 First microprocessor control for Voith
Schneider® Propellers.
The world’s largest pit turbines with a
runner diameter of 8.4 m.
1987 Start of series-manufacture of torsional
vibration dampers (Hydrodamp).
Establishment of the Connection Systems
division, the first product being safety
couplings.
1988 DuoFormer type CF (twin-wire sheet former)
goes into operation.
Development of the R115 integrated retarder.
1989 Europe’s largest deinking plant installed by
Voith in Schongau/Germany.
123
 Chronology 1990–1996
1990 Delivery of the world’s most efficient paper
machine to Corbehem Stora, France.
Start of the development of transverse flux
machines.
Completion of the first servo motor.
1991 Delivery of the first QualiFlex. Its destination
was Bauernfeind.
1993 Start-up of the first Voith paper machine
for the production of newsprint from 100 %
recovered paper (Schwedt PM11, Germany).
1994 Formation of the legally independent com-
pany Voith Sulzer Papiertechnik GmbH,
headquartered in Heidenheim.
1995 Delivery of the millionth fluid coupling, the
100,000th retarder and the 25,000th Turbo
Transmission for rail vehicles.
Janus concept: online and offline calendering
for the highest speeds.
1996 Braviken PM 53, Sweden: at 1,700 m/min
the world’s fastest newsprint machine.
Delivery of two of the world’s largest paper
machines to Dagang/China.
Takeover of the transmission business
from Thyssen Guss AG, Essen/Germany.
124
Chronology 1997–2000
1997 Delivery of Triple Star, the world’s most
efficient paper production plant, to Austria.
Delivery of the 100,000th Voith automatic
transmission and the 150,000th Retarder.
Voith Hydro is awarded the order to deliver
six turbines to the hydro power plant at the
Three Gorges dam in China. Upon com-
pletion it is expected to be the world´s most
powerful hydro power plant.
The Voith Water Tractor is recognized as
BAT (Best Available Technology) for the safe
escort of oil tankers.
1998 Order of the 700th Voith Water Tractor.
Takeover of Scharfenberg-Kupplung, Salz-
gitter, and Kuesel Antriebe, Essen/Germany.
1999 The two most powerful Voith Water Tractors
of the world (10,200 hp each) for escort
duty in Alaska, USA.
Voith acquires the paper technology divisions
of Scapa plc., Blackburn, GB.
2000 Voith Siemens Hydro Power Generation
created as a joint venture.
Voith increases its stake in DIW Deutsche
Industriewartung AG and becomes the in-
dustrial leader in the association.
After cooperative negotiations, Voith takes
over a majority stake from Sulzer AG in their
common paper technology joint venture. The
Group Division is named Voith Paper.
125
 Chronology 2001–2003

2001 Voith Paper takes over the paper tech-

nology areas of Jagenberg AG and
Hermann Finckh Maschinenfabrik, as well
as the recycling and dewatering activities
of Kvaerner Pulp & Paper (Norway).

2002 Voith presents the Aquatarder, the first

retarder worldwide which brakes with
water, and the T 111 bre, the shortest
turbo transmission in the world.

2003 Voith PM 1 at Rhein Papier in Huerth is

setting a speed world record for the pro-
duction of newsprint with 1,912 m/min.
The Three Gorges Power Station gene-
rates electricity for the first time.
Voith Industrial Services acquires a stake
in the Imo Huether Group (Ludwigshafen).
Voith Paper strengthens its presence in
Finland with the acquisition of Pikoteknik.

126

The cover shows company founder
Johann Matthaeus Voith (1803 –1874).
In the background a section of the
contract issued when the business
was handed over to his son Friedrich
on January 1, 1867.
Imprint
Published by:
Voith AG
Group Communication
P.O. Box 2000
89510 Heidenheim/Germany
Phone: + 49 7321 37-0
Fax: + 49 7321 37-7000
Internet: www.voith.com
E-mail: info@voith.com
The paper of this brochure was
produced on a Voith paper machine.
© Reprinting and copying of articles only
after express authorization of Voith AG.