M. Busch stands for

• competency in manufacturing, quality, the leading edge and innovation
• speed, flexibility and reliability
• environmental protection, safety and health advancement at company level.

Customer satisfaction and quality

It is our objective and our vision to be ranked and chosen—from the vantage point of quality and price alike—as the preferred supplier by our customers at all times.

Based on our production-related and procedural know-how, we are increasingly rising to the fore as development partners for the implementation of customer products through innovative production processes as well as for questions in terms of the development of materials for optimising component functions.

To this end, Busch has devised measurable targets within the framework of our business objectives.

Personal responsibility of employees

Each employee is personally responsible for the quality of his work. Tasks and responsibilities are delegated to the employees in transparent processes.

Qualification of employees

We offer our employees interesting jobs through active advancement of knowledge, making use of experience and the deployment of state-of-the-art technologies.

Environmental protection, safety and health advancement at company level

We comply with statutory requirements. By complying with the laws and customer specifications, we make a contribution in fulfilling all environmental and safety regulations required by the authorities and, beyond that, in supporting quality requirements on product safety as they have been defined by the customer.

We contribute our part in avoiding or reducing to a minimum the impact on the environment deriving from Busch when we produce and process our products.

We support health advancement at company level in the interest of employees and the company. What is of special import here is the involvement of employees as experts on their working conditions. The objective is to reduce or avoid work accidents, work-related illnesses and health risks.

Principles of management

• Basic understanding

UIt is our objective to create a common basic understanding of leadership and responsibility through our guidelines for managers and employees. We are aware that this has a substantial impact on the success of our company.

We collaborate with customers and employees as well as the authorities, the public and our suppliers by means of communication based upon partnership, mutual trust, willingness to help as well as respect. Loyalty toward the company is a matter of course.

We do not tell a lie in any circumstances. We speak a plain and clear language and do not hide behind empty phrases and ambiguities.

• Communication—target-oriented leadership

Managers are responsible for comprehensive, prompt information and an open and honest mutual communication. As a result, decisions and relations become transparent.

They explain the application of new organisational and work directives.

Based on the business objectives that were jointly agreed upon, managers define clear responsibilities and priorities, transfer decision-making authority and involve their employees in decision-making processes. They cultivate and sponsor open collaboration beyond the limits of formal organisation.

Managers will conduct discussions with their employees on a regular basis. In so doing, they acknowledge justified criticism by employees in an open manner and search for constructive solutions.

• Delegate tasks—creating freedom for leadership

With the delegation of tasks and transference of necessary responsibilities, managers document the trust they place in their employees, utilise resources optimally and purposefully create freedom for their own leadership activities.

• Promoting autonomy and motivation

Managers create freedom for initiative and autonomy of their employees and view errors as an opportunity to learn. In the process, they promote personal responsibility, the readiness both to make decisions and assume calculated risks.

Managers promote the development of their employees. They ensure that employees’ professional and social skills comply with the demands of the job and utilise them accordingly.

Managers encourage the motivation of their employees by demanding and recognising good performance as well as criticising when necessary.

• Effecting changes

Managers comprehend the company as an organisation that is continually developing and learning. In conjunction with their employees, they do everything in order to effect the necessary changes and improvements as rapidly as possible. They support the continuous improvement process (BOP) actively and encourage constructive criticism.

• Completing projects

Projects are completed—alongside the operational business—on a high priority level. The project manager assumes responsibility for the project assigned to him. He has managerial authority over the employees who have been assigned to him for the project.

• Managers have to set an example

Managers have to set an example in all the aforementioned items.

Bestwig, June 2010

Wolfgang Krappe Managing director