Ladies and Gentlemen,

This publication is our platform for reportingnew developments in the Würth Group overthe last year and informing you of importanttopics that affect and shape our company.

The following pages are full of facts andfigures and will give you an insight into theWürth Group.

2006 was an extremely successful year forthe Würth Group. We grew significantly in allthe markets we operate in.

At a global level, the Würth Group increasedits sales volume by 12.1 percent in 2006 toEUR 7.75 billion, setting a new record. The 74German companies in the Group contributedsales of EUR 3.12 billion, an increase of 12.3

percent on 2005. Outside Germany, salesincreased by 11.9 percent to EUR 4.63 billion.The operating result also reached a recordEUR 515 million. Despite what in some caseswere dramatic price hikes for energy, steeland nonferrous metals, our excellent develop-ment continued unabated.

This economic success is also thanks tothe close and fruitful cooperation with ourcustomers and suppliers. Many of these relation-ships have developed over years, or decades insome cases. May I take this opportunity to saya sincere thank you for this loyalty.

As of year-end 2006, we had 54,906 em-ployees working for our customers in 370 com-

panies in 83 countries around the world. We arenow some weeks into 2007 and have alreadypassed the threshold of 60,000 employees!

Last year alone we created 4,139 new jobs,more than 1,000 of them in Germany. To beprecise, we had 15,298 employees in theGerman companies of the Würth Group. Wehave thus more than doubled our headcountover the last ten years! More than half of ouremployees – 29,020 – made up our salesforce at the end of the year.

The healthy growth of our Group and thesustained economic success prove thatVIBRANT CURIOSITY – the Würth Group’smotto for the year – has been good motivation,also for our future development.

Strength alone will not be sufficient! Ourcorporate philosophy, for instance, formulatedby my father Reinhold Würth many years ago,is a sound basis in this respect: “Our corporateculture is based on mutual trust, predictability,honesty and straightforwardness towards thoseinside and outside the company.”

After 57 years of working in the company, myfather handed over the chair of the AdvisoryBoard of the Würth Group to me on March 1,2006. As Honorary Chairman of the AdvisoryBoard and Chairman of the Supervisory Boardof the Würth Group’s Family Trusts, he will stillbe available to the Würth Group, his life’s work,to share his advice and experience. Let meuse this opportunity to say a heartfelt thankyou to him.

A further success factor which my fatheranchored in our corporate principles is toensure greatest possible transparency, bothinternally and externally. We want to showwhat makes us strong and we want to lendan ear to our customers for their requestsand suggestions.

On the pages that follow, we have takenstock of the successful year 2006. Naturally,we don’t want to rest on these “laurels”, butlook to the future with VIBRANT CURIOSITYto reach new goals.

Enjoy your read!

Sincerely yours,

Bettina WürthChairwoman of the Advisory Board of the Würth Group

The motto of the Würth Group for 2006/2007accompanied us through the year – not just visually, it was and is the spirit in which we go about our everyday work.

........................................................Interview with Robert Friedmann Page The course is set for the future,taking up new challenges with VIBRANT CURIOSITY

........................................................Facts and figures Page

........................................................Sales and marketing PageOur focus is on our customers’ success

........................................................Product and quality PageA passion for selling

Würth on the road: seeing and experiencing

In touch with the market

........................................................Training PageApprentice Rally 2006 –In the fast lane: Würth apprenticestake the lead!

........................................................Land of Ideas PageWürth Solar opens CISfab in Schwäbisch Hall

Working hand in hand –at the Hotel-Restaurant Anne-Sophie

........................................................Freie Schule Anne-Sophie PageLiving together, learning from one another and being there for each other

........................................................Competence Center PageThe race for the “Oscar-Fasty” is on!

........................................................The Würth Academy PageLifelong learning

10 years of Würth Open Air Festival

Cultural events

........................................................Art and culture PageNot just for representation purposes

........................................................Representative offices PageWürth – neighbor and citizen in Germany and in Europe

........................................................Sports sponsorship PageWürth and sport

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4

5

6

7

8

89

1011

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VIBRANTCURIOSITY

Sales of the Würth Group in billions of EUR

2000 2001 2002 2003 2004 2005 2006

5.136 5.277 5.360 5.453

6.203

6.914

7.748

7.0

5.25

3.5

1.75

Bettina WürthChairwoman of the Advisory Board of the Würth Group

News from the Würth Group

Past. Present.Perspectives.

A new sales record in 2006: 12.1 percentgrowth in the Group and as much as 12.3 percent in Germany. It looks as if everythingwent according to plan at Würth?Robert Friedmann: It went better than plannedactually because at the beginning of the yearwe could not know that it was going to turnout to be such a good year for business. Butthe economic situation is on a completelydifferent level than at the beginning of 2006,particularly in Germany. This does not onlyapply to Würth: Many companies are growingat the moment. That’s great! That is why mymessage is: We are more than happy.

You have described the line of attack for fiscal2006 as follows: “We need to attract new cus-tomers, secure customer loyalty and reactivatecustomers.” What worked particularly well?Robert Friedmann: When the economy is doingwell, it is easier to retain customers. You can seethis from the sales revenue per customer. Whencustomers have more orders themselves, theywill buy more from us as well. And we manage to grow with our customers.

So it was a special year for Würth?Robert Friedmann: It was a special year becausesales in Germany rose so dramatically. Foryears now, we have been constantly increasingour sales revenue and operating result and inthe Würth Group this continuity in the develop-ment of our company certainly set us apartfrom others.

During a boom, we also attract new customersbecause there is more happening in the mar-ket. Of course, there is also a risk that custo-mers will be lost because a dynamic marketdoesn’t only work in our favor. All things consi-dered, we now have almost three million custo-mers. This is very important for us because wewill only be successful if we continue to buildup our customer base.

So you always need new staff ? Worldwide,4,139 new people were recruited in 2006,more than 1,000 in Germany alone.Robert Friedmann: That is an investment in thefuture. We know that growth only works whenwe invest more in the market. If we were tofreeze the number of sales representatives forthe next five years, we could not grow as dy-namically with this team as when we continueto enlarge the sales force.

You want to continue growing in the next fewyears. By 2010 you want to record sales revenueof EUR 10 billion, by 2015 of EUR 18 billion.Robert Friedmann: Yes, that was the vision for2015. Now, we can even imagine recordingsales revenue of around EUR 20 billion in 2017,always assuming that the global economy conti-nues to develop as it has done in recent years.

Where is this going to come from, all this busi-ness? Through organic growth or acquisitions?Robert Friedmann: Both. We only make about10 percent of our sales in the United States.There is still room for further growth there.Brazil also developed very well last year, Indiais a highly dynamic country, as is China, ofcourse. But we are also growing in Europe,last year Spain grew by 13.2 percent, Norwaygrew by 11.1 percent. These countries are heavy-weights, countries with sales revenue of EUR100 million, in Spain's case EUR 449 million.They will also make a major contribution togrowth.

And acquisitions?Robert Friedmann: The question that arisesagain and again is: How can we strategicallyposition an acquired business? When we buy acompany, we always ask ourselves: What canwe do better than the current management?And we believe that we are better where salesand marketing are concerned.

And that is part of the strategy? To competewith companies that are not so good and tobuy the really good ones?Robert Friedmann: We invest. It is about keeping a company growing. There are com-panies which manage to grow 20 to 30 percentover several years. The telecommunicationsindustry, for instance. The only problem isthat they keep growing until the point in timewhen everyone has a mobile phone contract.This is where plan B has to kick in and thesecompanies have to see how they can get theircustomers to generate higher sales.

Our advantage is that although our marketis not infinite, it is enormous. If we manageto continue supplying great value for moneyand super quality and to sell our products ina friendly and pleasant manner, we will conti-nue to grow.

Now we have arrived at the heart of the company: selling. You currently have morethan 29,000 sales reps worldwide.Robert Friedmann: That is our big advantage.Our sales reps are the face that our customerssee. That’s what distinguishes us from ananonymous company with branch offices, mailorder firms or firms which only sell via a callcenter. Because we have a person at the pointof sale, we get a far better insight into theneeds of our customers.

Is there room for improvement? Robert Friedmann: Our customers expect thatwe will always keep our promises. That is whywe need to bear our customers in mind evenmore – think what measures could be suitablefor which customers. We don’t work on theprinciple that what works for one customer,works for all customers – ORSY® shelves are notsuitable for all customers, not everyone receivesmailing X; we break down our customers bytarget group and segment.

Also in the sense of corporate governance? Robert Friedmann: Exactly. We want to dealfairly and openly with our customers, notricks. Courses for managers about how tobehave are not enough.

The only chance we have is to rememberto ask the question again and again: What areour values? It is no good saying – here is ourmanual! That is the way to work in future! No,they have to be put into practice and, of course,constantly on the agenda. That is why weconsider being an example of our corporateculture, being an example of the values thatare important to us to be a decisive task ofmanagement.

You have been Chairman of the CentralManaging Board for two years and BettinaWürth has been Chairwoman of the AdvisoryBoard of the Würth Group since March 2006.What has changed in the company? What willchange? Where do you see your commonfocal points?Robert Friedmann: Würth is changing all thetime. We grow, we enter new markets andconstantly reconsider our own actions.

From our point of view, it is essential touphold the company's special corporate culturedespite all this change in this ever-growingcompany. Professor Reinhold Würth shapedthis culture. Our corporate culture is essen-tially the fuel driving the company.

Interview with Robert Friedmann – Chairman of the Central Managing Board of the Würth Group....................................................................................................................................................................................................................................................................................................................................................................

2

The course is set for the future, accepting new challenges withVIBRANT CURIOSITY

»We are more than happy.«

»Super quality is sold in a friendlyand pleasant manner.«

Interview with Robert Friedmann

Past. Present.Perspectives.

1997 1998 1999 2000 2001 2003 2004 2005 20062002

»A vision is more than a dream.«....................................................................................................................................................................................................................................................................................................................................................................

Reinhold Würth was 19 years old when he tookover the screw wholesale business in Künzelsauin 1954 after the sudden death of his father,Adolf Würth. Over the past 52 years, he turnedthe two-man business into a global tradinggroup.

Professor Reinhold Würth has shaped andgrasps the 61-year history of the Würth Grouplike no other. He is the visionary of the enter-prise, and he continues to develop it furtherwith ambition. His motto is: “Visions are morethan dreams because you can back them witharguments”. Reinhold Würth formed the corpo-rate and management culture at Würth, with-out allowing it to become a rigid framework.At Würth, we are aware that a managementculture is not designed on the drawing board,but developed in day-to-day collaboration.

Indeed, it is the corporate culture thatReinhold Würth anchored in the Würth Groupwhich prepares the company for future challen-ges. The visionary approach of managementand all employees drives the company tocontinually reach new milestones.

Important steps were taken in 2006 toincrease the international orientation of the

Group. By penetrating the Mongolian marketwith a new sales company, the Würth Groupreinforced the international outlook of itsbusiness operations. Another highlight of2006: The Würth Group signed a cooperationagreement with the Shenyang-European UnionDevelopment Zone. This documents thecommitment of the Würth Group to establish aWürth Industrial Park in Shenyang, a city with apopulation of several million in northern China.

The Würth Group also showed an innovativeapproach in 2006 on its home market, Germany.With the inauguration of Würth Solar’s CISfabin Schwäbisch Hall, not only has the companytaken another important step towards shapingits future, but the project represents the largestsingle investment in the history of the Group(EUR 55 million). With the construction ofthe first mass production facility worldwidefor CIS photovoltaic modules, Würth Solaralso marks a milestone on the market for thegeneration of renewable energies.

In line with its motto VIBRANT CURIOSITY,the Würth Group is holding its course of inno-vative growth steady for the fiscal years2006/2007 in an optimistic and dynamic way.

3

Würth – a company with traditionWürth – a progressive company

5.25

3.5

1.75

3.1723.620

4.110

5.136 5.277 5.360 5.453

6.203

6.914

7.748

7.0

Facts and figures

Profile of the Würth Group

International yet decentralizedThe Würth Group is active on markets aroundthe world – with 370 independent companiesin 83 countries in 2006.

The trade in fastening and assembly mate-rials – the company’s core business – ishandled by the 128 companies that make upthe Würth Line. Our 242 Allied Companies,which do not operate under the Würth name,focus on closely related business segments.

CompetentComprising over 100,000 products, the WürthLine range is sold by the divisions Auto, Metal,Wood, Construction, and Industry. By splittingthe products into these divisions, Würth meetsthe needs of precisely defined customer targetgroups.

The trade in fastening and assembly mate-rials is the core business of the Group. But Würthhas long been more than just a source ofscrews, screw accessories, dowels and plugs,tools and chemical products. In addition tothis traditional range of products, the WürthGroup companies have for years been sellingpersonal protection equipment, products forDIY and hardware stores, electrical installationmaterials, electronic components (e.g. printedcircuit boards), financial services and evensolar modules.

Close to the customerOutstanding competency, first-class quality,customer proximity and exemplary serviceform the basis of our actions – without com-promise.

More than 2.9 million customers worldwide,from the trades to industry, rely on the pro-ducts, the quality and the service offered byWürth.

Over 29,000 sales representatives are activearound the world as partners for our custo-mers. We support our customers with keencommitment and an ever-improving service,allowing them to focus on their core business.

People firstTrust, predictability, honesty and reliability arethe hallmarks of Würth's corporate culture,both internally and externally. The company'smanagement style is founded on esteem foremployees and their contribution, the resolveto offer unparalleled customer service and adecentralized organization.

Rewards and recognition are central ele-ments of employee motivation. All members of management feel that it is important torecognize the commitment and loyalty ofemployees and to thank them for it.

Qi Song, Deputy Mayor of the People’s Government of the city of Shenyang, and Prof. Dr. h. c. Reinhold Würth atthe Office of the Federal Chancellor in Berlin on the occasion of signing the cooperation agreement between theWürth Group and the Shenyang-European Union Development Zone in September 2006

Sales of the Würth Group in billions of EUR, 1997–2006

as of December 31

1997 1998 1999 2000 2001 2003 2004 2005 20062002

30

20

10

24.68813.224

28.80915.553

31.19116.616

36.16118.459

37.40719.240

39.80921.969

41.95223.488

46.97326.085

50.76727.488

54.90629.020

50

40

Employees of the Würth Group in thousands, 1997-2006

1997 1998 1999 2000 2001 2003 2004 2005 20062002

375

250

125

220237

268305

270 281

330

395

455

515

500

Operating result of the Würth Group in millions of EUR, 1997–2006

Employees, thereof sales staff

Past. Present.Perspectives.

A friendly ear …… for our customers’needs

More than 2.9 million customers from trade andindustry rely on the products of the Würth Group.Supplying this sizeable target group with topquality products and the best possible level ofservice is an integral part of Würth's corporatephilosophy.

Würth’s sales organization has an illustrioustradition.

But good organization and ongoing improve-ment are a must. This is why we aim to improveand optimize concepts for selling, logistics andportfolio – for all of the procurement needs ofall of our customers.

The range of more than 100,000 products ofthe Würth Line is sold by the divisions Auto,Metal, Wood, Construction, and Industry. Bysplitting the products into these divisions,Würth meets the needs of precisely definedcustomer target groups. As a specialist in aspecific area of the sales program, the salesrepresentative serves as a competent point ofcontact for his/her customers.

The segmentation of distribution channelsand customer groups continued apace in2006. Organizing our internal structures andprocesses in line with the segmentation of dis-tribution channels allows our portfolio of ser-

vices to be tailored more effectively to therespective needs of the customer.

Pick-up branches Würth opened 69 pick-up branches throughoutGermany in 2006. This concept is increasinglybeing implemented in other countries whereWürth is present. In the words of SalesManager Martin Schäfer, “Our pick-up branchesprimarily meet the immediate needs of ourcustomers. The cooperation between the salesorganization and the branch offices enables afully integrated provision of services to ourcustomers”.

We are a trading company, and naturally welive on selling. But our philosophy does notallow us to leave it at that. To us, selling signi-fies a multi-faceted commitment to our custo-mers based on partnership and understanding.

“The Trades Inspire”…

his motto of the German parent com-pany of the Würth Group, Adolf WürthGmbH & Co. KG, is printed on all of

our business correspondence, shipping card-board, sales documents and catalogs, numberplate attachment strips on company cars andthe flags in front of our company premises.Customers from the trades are and will remainthe most important target group for our salesactivities.The logo expresses the extent to which we valueour customers, and shows how Würth stands bythe trades.

passion for vintage cars: “You can’tafford to make a single mistake, nothingis forgiven,” says Klaus Kienle about the

enthusiasm of his customers. Kienle has foundthe perfect partner to satisfy these needs in thequality and service of Würth.Kienle Automobiltechnik GmbH, based inDitzingen near Stuttgart, Germany, is the lar-

gest and most reputable restorer of vintagecars in the world. Klaus Kienle, founder of thecompany, considers this market position to bethe fruit of recommendations from his custo-mers. News of quality quickly spreads amongvintage car enthusiasts, as many fans partici-pate in clubs or attend meetings such as vintagecar rallies. “We depend on our reputation”,Kienle says. Kienle’s customers have one thingin common: they have high standards and arepassionate about vintage cars. Most customerspay attention to detail, and contact the restorer'sworkshop with clear expectations – not a pro-blem for Klaus Kienle in partnership with Würth.

Klaus Kienle, proprietor of Kienle AutomobiltechnikGmbH situated in Ditzingen near Stuttgart, Germany,has filled a lucrative market niche with the restorationand sale of vintage cars.

y creating the trades centers of theWürth Academy three years ago, AdolfWürth GmbH & Co. KG established an

unprecedented service that serves as an exam-ple to many other companies.

Picking up speed with Würth customer serviceseminars – practical training courses for thetrades:

Würth maintains close contact with its cus-tomers, which gives it a detailed insight intothe requirements of the market. It is thereforeonly logical that the company has used thisknowledge to develop the range of practicaltraining courses which it offers, in accordancewith the principle of life-long learning.

The subject matter of the seminars is shapedby Würth's sixty years of experience, and com-prises the core themes "Management – Focusedand Forward-looking", "Challenging andSupporting Employees”, “Attracting andKeeping Customers” and “Product Familiarity,Quality Improvement and Assurance”.

Whether product-related, commercial orpersonal development - the range of seminarsis tailored precisely to the needs of the trades.In order to keep pace with the breakneck pro-gress of our knowledge-based society, wedepend on practical training and the knowledgeit imparts as the key to getting ahead in ourcareers. And it’s not just the bosses that needtraining: all employees need to expand theirskills, knowledge and expertise.

Training and life-long learning are crucialfactors for success with which weak points canbe identified and contained, and strengths canbe reinforced. Training is necessary to keep upwith the competition, and also to recognizeinefficient processes within your own opera-tions.

More than ever, success is a matter of main-taining an advantage in terms of concepts,knowledge, ideas and their implementation.

Active trainingIn active training with our experts, partici-pants learn how to impress their customerseven more with their skills and services, howto improve the work climate and activate theiremployees’ own initiative, how to successfullyconclude consulting sessions or how toexpand and safeguard their operations for thefuture.

We want to impress our customersImpressed customers recommend us toothers. And successful companies want toimpress their customers in turn. In line withthis principle, many seminars in 2006 were"tailor-made" to the respective customer'sneeds and held at the customer's premises.

Phone +49 (0) 7940 15-2330Fax +49 (0) 7940 15-4099akademie-kundenseminare@wuerth.comwww.wuerth.de/seminare

This applies equally to the fields of commerce,product knowledge and personal development.

New perspectives and input to combatbecoming "set in your ways" reinforce yourmarket positioning.

»Without this ability, and without thewillingness of the trades to striveforwards, my company would not bewhere it is today.«Prof. Dr. h. c. Reinhold Würth

»More than 16,000 customers havetaken advantage of this service.«

4 Sales and marketing

Our focus is on our customers’ success

Open your eyes ...… and you will see:

A helping hand …… for customers facing the challengesof the market

T A B

We sharpen our senses to find solutions for our customers

»What is our customers’ motivation,what do they need, and what solu-tions can we offer them?«

Past. Present.Perspectives.

In touch with the market

The first “Selly”, a new prize awarded by theGerman Marketing Association [“DeutscherMarketing-Verband”] went to the Würth Group.Dr. Reiner Specht, member of the CentralManaging Board of the Würth Group, tookreceipt of the award at the German SalesCongress in Frankfurt in the spring of 2006.

The name “Selly” is derived from the verb “tosell”. The Association awards the Selly eachyear to companies that implement outstandingsales measures in connection with a holisticmarketing strategy. “By choosing Würth as thefirst award winner, the jury has picked a companywhose implementation of this idea is second tonone and, what’s more, a company that actuallylives its sales culture,” said the jury whenannouncing their decision. The way in whichthe Würth Group combines strategy and saleswas praised as “best practice” because it pro-motes passion for selling, which is a crucialfactor for success.

The jury was particularly impressed with theWürth Group’s ability to keep managementconcepts simple and to transfer these to aconsciously decentralized organization. Bychoosing the Würth Group for the Selly Award,the jury underlined how important the humanfactor will continue to be in sales in future.“95 percent of Würth’s core competence lies inselling,” says Prof. Dr. h. c. Reinhold Würth,whose life’s work has been to build the WürthGroup from a two-man business into a globalplayer. Despite a widespread paradigm shift toelectronic sales platforms, the company hasalways focused on direct sales as its core busi-ness, invested heavily in expanding this systemworldwide, and in so doing developed in aninnovative way that is characteristic of the company.

Alongside the products, services also play adecisive role. Würth's objective is to lighten itscustomers' workload in their daily business,and to provide them with all-round support.The trailblazer for this service concept was theintroduction of the ORSY® case system in1987. Almost every tradesperson knows thesituation: disorganized and messy shelvesresult in time wasted searching for things.

One innovation developed by this successfulthink tank has been the patented decking screw,for example, that was launched onto the marketin 2006 as a fully internally developed product.For the first time, this screw enabled the pro-cessing of hardwoods such as Bangkirai withoutpredrilling.

Quality is the decisive factor for all Würthproducts. Würth’s in-house quality assurance,which fulfills all of the requirements of a certi-fied test laboratory, also ensures that the strictquality criteria are consistently met.

Exactly 30 years ago, Würth brought out pro-ducts under the ZEBRA® brand that embodiedspecialized solutions at top quality. The firstZEBRA® products were hose clamps. From there,the ZEBRA® brand was systematically developedand expanded to include other products.

Because you can’t see what you’ve got, youbuild up large inventories, and consequently tie up funds unnecessarily. ORSY® – Order andSystem – is here to help: all items are clearlyorganized, and long times spent searchingare a thing of the past. Available stock can beviewed at a glance, making reordering simpleand saving money.

The ORSY® case system is supplemented bythe ORSY®scan easy scanner system. Simplyby scanning the barcode on the empty packa-ging, an item can be effortlessly reorderedfrom Würth's internet catalog (WÜKO). Moreand more customers are seeing the benefits ofthis simple system. This is why 20,000 scannersare already being used by Würth customersthroughout Germany in 2006.

5Product and quality

A passion for selling

100% quality - Würth’s products meet the highest qualitystandards....................................................................................................................................................................................................................................................................................................................................................................

Trade fairs are the ideal platform for Würth topresent its range of products live to a broadaudience of professionals. The Würth trade fairstands offer a variety of opportunities to take alook at its products, and of course to test themextensively.

The “automechanika” fair, held in Frankfurtfrom September 12 to 17, 2006, was a parti-cular highlight, where visitors were able to expe-rience Würth on two floors and 500 m2 of floor-space. The centerpiece of the Würth stand wasa presentation of various vehicle maintenance

and body processing products, as well as vehiclediagnosis equipment from Würth Online World(WoW!). The “Innovation Award 2006” went to“Varioprimer safe + easy” in the “Systems”category. This user-friendly pre-treatment forgluing car windows combines the properties ofthree predecessor products. This saves time andprevents mix-ups, which had been common.

The Würth stand at the “automechanika” fair

Würth sales representatives are in close touchwith the market on a day-to-day basis – custo-mer contact thousands of times a day ensuresthat new trends and suggestions for improve-ment can be very quickly translated into practi-cal measures. We want to create real innovationsand solutions for and with our customers. Thisis why Würth maintains its own research anddevelopment department, with more than200 product management employees aroundthe world. We also work together intensivelywith various institutions and colleges.

Würth on the road: seeing and experiencing

Past. Present.Perspectives.

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Apprentice Rally 2006– In the fast lane:Würth apprenticestake the lead!

The Apprentice Rally, initiated by Prof. Dr. h. c.Reinhold Würth in 2001, is a highlight ofevery apprentice’s career at Würth.

This is the question I was asking myself beforethe day of the kick-off event.

More than 80 commercial apprentices came tothe Würth Academy to get information from thetraining department and two sales representa-tives about the objectives of the Apprentice Rally.This project is intended to show us apprenticesthat direct selling is Würth’s core competence.Each participating apprentice accompanies andsupports three colleagues from the sales organi-zation over the course of a year. Each salesemployee is accompanied for a total of ten days.

The training department gave every apprenticea rally folder containing the most importantinformation: the names of the three salesorganization employees, their locations andtheir industries. We were also given a box fullof sample products to take with us on theApprentice Rally in order to offer them to thecustomers.

At this point I was not yet aware of thepositive impact the whole thing would haveon my independence and self-confidence.Initiative, motivation and planning were calledfor. Everything was now up to me, from theplanning of the accompaniment through toimplementation.

Immediately after this first event I tookmy rally folder and decided to arrange thefirst date. I tried to make it easier by compi-ling a “to do” list:

t Coordinating the dates for the accompani-ment by the end of the week

t Obtaining permission from my currentdepartment

t Arranging an appointment with the salesrepresentative

t Hiring a cart Booking a hotel roomt Returning in good time for vocational

school!

Then the planning could begin!The destination was Würzburg. I called the

number of the sales rep assigned to me witha strange feeling in my stomach. Fortunately,he already knew exactly who I was and what Iwanted. We agreed on a date and place to meet.

One Sunday I then found myself setting offfor Würzburg, road atlas in hand. Having arrivedI found my way through the city to the hotelthat my sales rep had recommended to me.

The next day I was at the branch office by7.00 a.m. The colleague from the salesorganization was already waiting there for me.After brief introductions we immediately setoff to visit the first client. To be honest, I waspretty nervous!

He just said in a relaxed tone “Let’s go,today we’ll make double. Nothing can gowrong if we have an apprentice fromKünzelsau there”.

He introduced me to the client as a matterof course, and I felt like I had been doing thisall my life. I was lucky, the client was gladabout the support, and I had a great start tomy Apprentice Rally.

The sales representative presented someof our current products to the customer. Wediscussed the last delivery, and asked the cus-tomer if he had been happy with it. He reor-dered the new decking screws and asked forthem to be delivered through our 24-hour servicein order to be able to use them on his buil-ding site the next day. “We have also broughtsome samples along. Do you have a few moreminutes for us? I expect our colleague fromheadquarters can tell you something aboutthem!” In this way, the sales rep brought meinto the conversation. He was referring to meand my samples. Thankfully I had the productspecifications in my folder, and was able topresent and explain to him the advantages ofthe 12-bit set that I had brought with me.Impressed by my first sales pitch, our custo-mer bought two sets, which made me veryproud! But that wasn’t all. I was unaware ofhow intense a sales pitch is. Next stop ORSY®

rack: screws, nuts, clamps and cable ties hadto be reordered. I was also able to test myown product knowledge, and made a fewdiscreet inquiries. This put me at ease, and Iknew that the next customer visit and thecoming days would bring success.

The Apprentice Rally is one of the mostimportant elements of our training. It enablescolleagues to experience our customers “upclose” and “on the job”. Irrespective of the fieldin which the participants will work followingtheir training, these experiences form the basisfor understanding our perspective on excellentcustomer service, and doing justice to it in theirdaily work.

In addition, direct selling has been a decisivefactor in the success of our company since thebeginning. Each employee must not only beaware of but also experience at first hand oursales activities. We want to give our apprenticesthis opportunity as early as possible.Peter Zürn – Chairman of Adolf Würth GmbH & Co. KG

We’re there! Brief con-flab with my sales rep –who will do what? – andoff we go!

Determined to do our bit! Let’s see what we can do.We’re prepared.

Product innovations, offers – specially tailored to thecustomer. Can we increase the range?

Relaxed, dynamic and successful! The customer likesthe new cutter blade being demonstrated. The way ispaved for a new delivery.

The latest thing: in order to keep the customer up todate, the sales representatives always have productsamples with them in order to be able to demonstratethem on location.

6 Training

Report by Doreen Ewert and Bastian Müller, commercialapprentices at Adolf Würth GmbH & Co. KG..................................................................................................................................................................................................................................................................................................................................................................

Training at Würth - Work your way to the top

Würth considers promoting young employeesto be a fundamental duty, and thereforeoperates extensive and intensive training.

The numbers speak for themselves. InGermany alone, 768 young people are cur-rently in training at one of the various Groupcompanies.

The apprentices are offered a wide range ofcontents: seminars, workshops, projects,internships at Group companies in Germanyand abroad, customer contact, social projectsand other modules create the basis to helpyoung people through practical experienceto make a successful transition from schoolto working life in an individual and challen-ging, but fun way.

Request a copy of the Würth training brochure at:Phone: +49 7940 15-2624E-mail: AWKG.Ausbildung@wuerth.com

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Objectives of the Apprentice Rallyt Sales orientationt Product familiarityt Experiencing direct customer contactt Developing sales skillst Experiencing the professiont Supporting the sales organizationt Getting to know the market and the

competition

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Management’s thoughts onthe Apprentice Rally......................................................................................................................................................................

»Apprentice Rally, what's that?«

Past. Present.Perspectives.

7Land of Ideas

Würth Solar opens CISfab in Schwäbisch Hall

Land of Ideas

The declared aim of the “Land of Ideas”initiative under the patronage of FederalPresident Horst Köhler is to present apositive image of Germany both at homeand abroad. For 2006 and 2007, 365 land-marks were selected that have set themselvesapart through their resourcefulness, creativepassion and visionary thinking, and presentGermany as a progressive, creative andcosmopolitan place.

In 2006, the title of “Landmark in theLand of Ideas” was conferred on the WürthGroup’s CISfab. For 2007, the Hotel-Restaurant Anne-Sophie belonging to theWürth Group is one of the prizewinners.

Almost exactly one year after the groundbrea-king ceremony, Würth Solar in Schwäbisch Hallcelebrated the opening of its new productionfacility for CIS solar modules: CISfab. Thismarks a new chapter in the history of photo-voltaics – the world’s first mass-produced CISsolar modules. In contrast to conventionalmodules, CIS solar modules make do withoutsilicon and are considered a pioneering tech-nology in the industry. “Würth Solar plans to

manufacture some 200,000 CIS solar modulesin 2007, which is equivalent to an output of14.8 megawatts of energy capacity. This makesus the forerunner in photovoltaics, the techno-logy of the future, and marks a milestone inthe booming solar industry,” says Karl-HeinzGroß, Managing Director of Würth Solar.

Around 400 members of staff and guestsinvited from politics and business attendedthe ceremony to mark the commissioning ofthe fully automated production line, amongthem Baden-Württemberg’s Minister PresidentGünther H. Oettinger and Prof. Dr. h. c. Reinhold Würth, Chairman of the SupervisoryBoard of the Würth Group’s Family Trusts. “I am delighted that Würth Solar’s CIS tech-nology not only represents an excellent inno-vation which has been developed and broughtto mass production stage here in Baden-Württemberg, but which will also be manu-factured here,” said Oettinger at the openingceremony. He emphasized that climate pro-tection was one of the main challenges forsustainable politics. He believes that the keylies in a responsible energy policy based onan energy mix: “We want Baden-Württemberg

to take the lead in research and use of renewa-ble energies. And CISfab will make an impor-tant contribution in this respect.”

From vision to realityWürth Solar was founded in 1999 by ReinholdWürth with the aim of bringing the still youngbut highly promising solar technology to indus-trial mass production stage. Subsidies for basicresearch were received from the EU, the federaland state governments. The technology itselfand the production technology were refined inclose cooperation between Würth Solar and theCentre for Solar Energy and Hydrogen ResearchBaden-Württemberg (ZSW). Würth Solar hasbeen operating pilot lines in Marbach/Neckarsince 2000. The Würth Group spent EUR 55million on the construction of the new pro-duction facility in Schwäbisch Hall, the largestsingle investment in the Group’s history.Reinhold Würth comments on the reasons forthe decision: “I have always been an inquisitiveperson, and photovoltaics fascinates me. Evenbefore setting up Würth Solar, I was convincedthat CIS technology has a great future.”

Würth Solar offers CIS modules embedded inwhole photovoltaic systems via Würth Solergyand its accredited trade partners.

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Würth Solar/Würth SolergyAlfred-Leikam-Straße 25D-74523 Schwäbisch HallE-Mail: wuerth.solar@we-online.de

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The Hotel-Restaurant Anne-Sophie in the oldpart of the town of Künzelsau has a hotel, arestaurant and café, a vaulted cellar for eventsand seminar rooms. It is a place whereemployees with a handicap are trained bycatering professionals and staff with teachingqualifications to work unaided in the kitchenand service area as well as room service. Atthe same time, they are given the possibilityto acquire further qualifications.

It did not take long for this future-orientedand exemplary model to become a success:After just three years the Hotel-RestaurantAnne-Sophie expanded, opening up the

“Würzburger Bau” annex in November 2006,another building in the old town of Künzelsau,just a few minutes walk from the main building.This new building offers 17 well-appointeddouble rooms, a large conference hall with a fireplace and a breakfast room.

For its innovative concept and the inte-grative collaboration of handicapped and non-handicapped people, the Hotel-RestaurantAnne-Sophie was selected as a “Landmark inthe Land of Ideas 2007”.

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A bright outlook for CIS solar modules

With CIS technology, Würth Solar has chosena promising development in the area of photo-voltaics. A chemical compound containingcopper (Cu), indium (In) and selenium (Se)replaces the semiconductor silicon previouslyused to generate energy from sunlight. CIStechnology has great potential as its develop-ment possibilities in terms of product featuresand product technology are considerable com-pared to the virtually fully developed silicontechnology.

Würth Solar’s CIS modules have an averageefficiency level of 12 percent, which placesthem on a par with silicon-based solar modules.In addition, they look good and can be cut tosize. This opens up numerous possibilitiesfor their application: For example, the modulescan be integrated into façades either as semi-transparent or printed films.

Opening ceremony at CISfab with Baden-Württemberg’sMinister President Günther H. Oettinger, Prof. Dr. h. c.Reinhold Würth, and Würth Solar Managing DirectorKarl-Heinz Groß (from left to right)

CISfab in Schwäbisch Hall

Inspecting CIS modules at Würth Solar

Double room in Würzburger Bau

Working hand in handHandicapped and non-handicapped people work together hand-in-hand at the Hotel-RestaurantAnne-Sophie in Künzelsau, which belongs to the Würth Group. The only one of its kind inGermany, this project was launched in 2003 with the aim of fostering the personal developmentof handicapped people and their integration in society by providing useful jobs for them.

World’s first mass production of CIS solar modules..................................................................................................................................................................................................................................................................................................................................................................

Staff working at the Hotel-Restaurant Anne-Sophie

Past. Present.Perspectives.

The race for the“Oscar-Fasty” is on!In the fall of 2007, the Würth Trust’sCompetence Center for Economic Educationwill grant the Würth Education Award forfuture-oriented economic projects at schoolsfor the first time.

The Competence Center for Economic Educa-tion first invited entries for the Würth EducationAward in the spring of 2006. All generalsecondary schools in the state of Baden-Württemberg were eligible to enter the compe-tition with innovative projects that they plan toimplement during the following school year.The projects are designed to encourage entre-preneurial and business-minded action atschool.

16 secondary schools from all corners ofBaden-Württemberg followed the invitation andhave submitted their project proposals. A nine-member jury selected the six most inventive and

imaginative applications.During the one-year project phase, each of

these six schools will receive a budget of EUR5,000 and professional advice and supportwith the projects.

At the kick-off meeting at the KunsthalleWürth gallery in Schwäbisch Hall in November2006, the schools presented their different pro-

jects for the first time, displaying a potpourri ofideas: Some want to found a musical company,while others plan to manage a solar energycorporation as an independent business. Avery nature-loving initiative came from a groupthat is going to cultivate its own vineyard andsell the harvest.

The big goal that they are now all workingtowards is the prize that will be awarded at theend of the 2006/2007 school year. The Com-petence Center for Economic Education will then choose the best projects for the WürthEducation Award and award the “Oscar-Fasty”trophy. The prize money totals EUR 12,000.Günther H. Oettinger, Minister President ofBaden-Württemberg, has agreed to becomethe patron of the prize and will bestow the“Oscar-Fasty” on the proud winners inNovember 2007.

Invitations to take part in the competition willbe sent out again this year to allow another sixschools to implement innovative projects withthe support of the Competence Center forEconomic Education.

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The Würth Education Award is one of many acti-vities of the Competence Center. For more infor-mation, go to www.oekonomische-bildung-bw.deor feel free to contact the Head of theCompetence Center, Hannelore Gloger, by phone (+49 7940 15-2092) or e-mail (kompetenzzentrum@stiftung-wuerth.de).

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The St. Bernhard secondary school for girls in BadMergentheim present their idea to found a musicalcompany as part of their “Cultural management atschool” project

Bettina Würth, Chairwoman of the Advisory Board of the Würth Group and initiator of the Freie Schule Anne-Sophie

dren are little explorers who claim the world for themselves. Children launch into this life-task with an incredible amount of energy and a great thirst for knowledge – provided wegive them the space they need and provideinspiring learning aids which support thisindependent explorer’s spirit”, says BettinaWürth.

The basic educational conceptProfessor Richard Meier, one of Germany’smost prominent educational experts, was askedto elaborate an educational concept. Learningat the Freie Schule Anne-Sophie has beenmodeled on the Bodensee-Schule St. Martin

in Friedrichshafen. Maria Montessori’s idea“help me to do it myself” is at the center ofeducation and teaching and inevitably changesthe way teachers and pupils see their roles.

This type of learning is aimed at fosteringevery single pupil based on his or her indivi-dual starting point. It is Bettina Würth’s wishthat “every child that embarks upon the path of learning should leave the Freie Schule Anne-Sophie as a winner”.

Ulrike von Klitzing, former principal of thestate-run school Reinhold-Würth-Grundschulein Künzelsau-Gaisbach and well-versed in theeducational and teaching methods of the ele-mentary school, will be the principal of theFreie Schule Anne-Sophie.

Differences to conventional teaching methodsThe basic difference to conventional teachingmethods is the pupil’s individual learning.The pupils learn alone or in groups. More thantwo thirds of the entire time spent learning isset aside for this. There is no rigid timetablewith fixed units of 45 minutes. A new weeklyschedule is prepared each week. It is notdivided into subjects, but instead defines therequisite learning priorities for the individualstudents and the groups.

There is a certain rhythm to the various lear-ning phases: independent work in silence, net-worked classes and project work.

Concentration, quietness, joint learning andphysical activities alternate with one another,offering a healthy balance. Another clear diffe-rence to the traditional school system lies in theassessment of the pupils. There are no conven-tional “grades”. The school system whose tea-ching methods are based on the Montessoriconcept is about seeing the child’s develop-ment as a whole, rather than conveying stan-dardized knowledge.

The Freie Schule Anne-Sophie started withtwo groups of elementary schoolchildrenconsisting of the first three years, and there are plans to include the fourth year the year after.

It is also planned to add the classes up touniversity entrance. The pupils of the FreieSchule Anne-Sophie can thus graduate withstate-approved school-leaving certificates afterthe ninth grade or tenth grade or the university-entrance qualification after 13 years.

Living together, learning from one another andbeing there for each other

At the start of the new school year 2006/2007,the opening ceremony on September 18, 2006also marked the start of school for the firstpupils of the Freie Schule Anne-Sophie inKünzelsau. Under the motto for the newschool year “living together, learning from oneanother and being there for each other”, the 48elementary school children entered the new“learning rooms” which are temporarily housedin the former agricultural school in Künzelsau.The move to the new school complex inKünzelsau-Taläcker is scheduled for the fall of2008.

The supporting organization of Freie SchuleAnne-Sophie is the charitable Würth Trust. Theschool is largely financed from the funds of thetrust, endowments and donations as well asstate subsidies. “The financial situation of theparents should not stop any child registeringfor the school,” explains the Chairwoman ofthe Advisory Board of the Würth Group,Bettina Würth, who initiated the foundation ofthe school and under whose auspices the newschool complex is being built. Up to 15 percentof the places at the school are awarded asscholarships.

The Freie Schule Anne-Sophie, whose tea-ching methods are based on the Montessoriconcept, focuses on holistic learning. “Everychild is curious from the day it is born – chil-

8 Freie Schule Anne-Sophie | Competence Center

First day at school at the Freie Schule Anne-Sophie in Künzelsau....................................................................................................................................................................................................................................................................................................................................................................

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Competence Center for EconomicEducation

The Competence Center for Economic Educationwas originally initiated by Prof. Dr. h. c. ReinholdWürth. He established it in October 2005 withthe aim of introducing business topics at schoolsand enhancing pupils’ and teachers’ knowledgeof business processes and entrepreneurship.

The Competence Center for EconomicEducation is part of the Würth Trust and worksin close cooperation with the Ministry for Edu-cation, Youth and Sports in Baden-Württemberg.

Past. Present.Perspectives.

The Würth Academy –lifelong learning

9The Würth Academy

On a weekend in June each year, Würthorganizes a huge party in the loading yard ofAdolf Würth GmbH & Co. KG in Künzelsaustarring a changing lineup of distinguishedartists. Close to 11,000 visitors attended the10th Würth Open Air Festival to see Peter Maffay,BAP, the Leningrad Cowboys, Fools Gardenand Justus Frantz. The Würth Open Air Festivalhas become one of the dates not to be missedon the events calendar of the region and beyond.

In line with tradition, the festival opened onFriday evening with an atmospheric night ofMozart performed by the celebrated conductorand pianist Justus Frantz and his Philharmoniaof the Nations.

On Saturday evening, 5,000 guests in partyspirits attended the open air concert opened by

Fools Garden and followed by the top act –Peter Maffay. The singer was extremely approa-chable, stopping to chat with his fans on variousoccasions during the two-hour performance.

The Leningrad Cowboys kick-started theSunday evening concert. They performed aparody of the rock star cult in their typical,eccentric manner. Sporting XXXL shoes andfringes to match, the band's selection of well-known rock and pop songs met with an en-thusiastic audience. Wolfgang Niedecken andhis band BAP then took to the stage and capti-vated the audience with their rock performancein Cologne dialect. Together they celebrated the30th anniversary of BAP.

For more information about the Würth OpenAir Festival visit: www.wuerth-open-air.de

»When we started in 1997, we never thought we’d still be doing itten years later.«Michael Kübler, organizer of Würth Open Air Festival

The Würth Academy was founded in 1990 asa training center for employees. Apart fromcompany knowledge transfer, the programinitially covered general knowledge as well asbusiness management and economics. Overthe years, the program offered by the WürthAcademy has been extended continually. Byoffering suitable courses, the academy aimsto improve the competencies of our employees,while also offering customers an appropriateprogram. This is achieved in the form ofvarious competence centers that are tailored

to the individual needs of each target group.However, the Würth Academy does not focuson imparting knowledge alone. Cultural andathletic stimuli are also central to characterbuilding. “Keeping fit with Würth” is a healthprogram initiated by the company for allemployees and their families. The WürthAcademy also offers a cultural program everyyear: Kremerata Baltica, Justus Frantz andChristoph Sonntag were just some of thehighlights in 2006.

10 years of Würth OpenAir Festival – 10 years of international top acts

A crowd-pleaser – comedy, jazz, classicalmusic and special events

In 2006, the curtain wentup as many as 17 times at the

company's own Alma-Würth Hall for high-pro-file artists from classical music, comedy, andjazz. More than 4,000 guests attended thevarious events.

With cabaret artists Christoph Sonntag andReiner Kröhnert, the Pasadena Roof Orchestraand a ballet matinee performed by the BirgitKeil Dance Foundation, the 2006 programwas guaranteed to be original, amusing,charming and inspired. “Wolfgang Niedeckenreads and sings Bob Dylan” was among thehighlights.

Bob Dylan: “Chronicles” and songs Part one of Bob Dylan's autobiography,“Chronicles Volume One”, met with tremen-dous interest around the world when it waspublished in 2004. In it, Bob Dylan puts anend to the myths and legends and tells thestory of his life and work personally. In 2005,Wolfgang Niedecken, frontman of the popu-lar German band BAP and an admirer ofDylan, read for the German audio book versionof the biography. As part of the cultural programof Würth Academy, Niedecken read excerptsof Dylan’s autobiography and played some ofDylan’s songs accompanied by his guitar.

Thursday evening at a sold-out Alma-WürthHall: Everybody is waiting in excited anticipationof the evening's artist – Wolfgang Niedecken.Alone, in an intimate atmosphere, he readsfrom the book “Chronicles” about the life ofBob Dylan. Almost 250 guests listen closelyto the stories. “Without Bob Dylan’s songs,there would not have been any BAP songs, orvery few,” says Niedecken. In between, hereaches for his guitar and harmonica, andplays a few Dylan songs. A great mix, enthu-siastic guests – all in all a perfect evening.

We spoke to Wolfgang Niedecken before theevent:

Mr. Niedecken, what is it that fascinates you so much about Bob Dylan?It was through Bob Dylan that I seriously startedmaking music. I used to play base guitar in aschool band, and one day our singer turned upwith the text to “Like a rolling stone”. That reallymade an impact on my life. It was as if someonehad opened a window in a stuffy room and letsome air and light in.

What was it that captivated you exactly?I didn’t really think about it at the time. Butthrough Bob Dylan’s songs I began to take an

Würth Academy’s cultural program..................................................................................................................................................................................................................................................................................................................................................................

Wolfgang Niedecken

interest in other things, things I had neverknown existed before. For instance, I wouldlisten to some lyrics and want to know exactlywhat they meant. That is how I began to readthe work of writers such as John Steinbeck orbecame interested in various painters.

In other words, music can change people, each individually?Yes, sure. At the time, I felt I didn’t need any of those popular singers anyway. Bob Dylanwas different: He didn’t do things to please, he didn't step in line. And that is what mademe take a closer look at his music.

Opinions vary: Some see Bob Dylan as a do-gooder that caused turmoil in society with hismusic. Others – including yourself in the“Chronicles” program – see him as an artistthat did not want to be appointed ambassadorby political and social movements.I believe that Bob Dylan – like many otherartists – noticed things that others don’tnotice. He also served as a kind of catalyst: he brought two things together that may nothave otherwise come together, politics and art,and created something new – his songs. Dylandid this more instinctively than consciously.In my opinion, you don’t become a part of asocial movement by listening to a type ofmusic. You are a part of it when you becomeactive and show initiative.

Are there parallels between you and Bob Dylan?I believe that a lot of what I do musically isalso instinctive. When I stand on stage, I enjoyit, I am aware of the audience’s reaction, Ireflect my program and change it too.

Information on the changing program is available in a brochure published annually.Further details: www.wuerth.com or e-mail:akademie@wuerth.com

Past. Present.Perspectives.

Terminological changes that have crept intothe language used in art and business circlesshow just how closely intertwined businessand art are becoming. While no annual reportcan afford to do without terms like “philosophy”or “creativity” any more, art circles speak ofthe “Dow Jones” of cultural events whenreferring critically to the omnipresent require-ment to record a high number of visitors asan index of the success of an exhibition.

At Würth, too, we attach great importance toart and culture, for we do not see the companyjust as the sum of operating results. On the

contrary, a commitment to culture andsociety, expressed in many differentways, has for years been just as muchpart of the corporate culture of Würthas the combination of visionary ideasand concrete action. That is why, initia-ted by Professor Dr. h. c. ReinholdWürth, a museum and hall for speeches,conferences, concerts, readings andmany other events was integratedinto the office building at the head-quarters in Künzelsau in 1991. Thesevenues have become a real attractionboth for company employees and thegeneral public since their inaugurationin 1991. In May 2001, the company’smuseum was supplemented by the“Kunsthalle Würth” gallery which openedin Schwäbisch Hall. The art displayedat the exhibitions staged by both themuseum and the gallery reflects centralaspects of the Würth company such asmodernism, international outlook andquality. The basis for all these activitiesis the international Würth Collection. It reflects the development of art from

the late 19th century through to present-dayart. Significant groups of works from earlierperiods of the history of art were recentlyadded to the collection. The idea of integratedcultural forums has spread throughout theGroup: The Group companies in Norway, theNetherlands, Italy, Switzerland, Denmark andAustria have now also taken on board theextraordinary concept of ‘art in the workplace’.Spain and Belgium will follow this year, andFrance and Portugal next year.

Our motivation when founding the Group’sown museums and cultural forums was by nomeans simply to offer a representative andappropriate setting for the Würth Collection,

which now includes some 10,500 works of art.Rather, we want to place the collection in anappealing setting to attract employees as wellas the general public with a range of impressiveeducational and informative events. At Würth,art is not supposed to be locked away in anivory tower, but to be part of real life, as anexperience at work. Therefore, our definition oftarget groups is very comprehensive and ourexhibitions are intended to provide all parts ofthe population and all generations with anopportunity to get to know the art forum. Inorder to cater for all interests, requests andexpectations of our audience at different levels,we have established a growing area of educa-tional and pedagogical activities over the years.Both visitors interested in learning more aboutart and the concept of a museum as an expe-rience, especially for children and youngpeople, are catered for. We also see our artforums as a kind of experimental field, in

which we do not offer stereotypical receptionconcepts, but seek to enter into an open andcreative dialog with our visitors, which helps uscontinuously to develop our programs. Thistask is accomplished by an established groupof freelance employees consisting of expe-rienced teaching professionals, artists andart historians.

The sophisticated, yet always inviting archi-tecture of Würth’s art forums is a highly visibleand readily accessible measure of the qualitystandards Würth applies and nurtures with itscorporate culture.

Together with various other cultural andsocial offerings, the work with our art forumscomplements our employees’ daily work in thespirit of ‘lifelong learning’. They encouragetolerance, imagination and interpretation andprovoke new ways of seeing things withoutwhich the technical, economic and social futurewould be hard to imagine.

»Cultural and social offerings complement our employees’ daily work inthe spirit of a living corporate culture..«

»The art is intended to enhance quality of life and work for our employeesand the general public beyond the walls of the art forums.«

Heinrich von ZügelHirte mit Schafen (shepherd with sheep), 1904Oil on canvas60 x 80 cmWürth Collection, Inv. 8224

Hans HemmertUnterwegs (driving), 1996Latex balloon, air, artist, carWürth Collection, Inv. 9344

10 Art and culture

Not just for representation purposes: Art and culture at Würth

Past. Present.Perspectives.

11Representative offices

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Würth – neighbor and citizen inGermany and in Europe

Business enterprises are increasingly facingexpectations of the general public, either in theirrole as corporate citizen, as a social partner or,last but not least, as neighbor. Terms such ascorporate responsibility, corporate governance orpublic affairs are in common use, stressing theirrelevance as a firm contribution to society withinthe framework of corporate culture.

Würth has decided to meet its obligation as acorporate citizen in a special way. This is exemp-lified by its commitment to art, culture andsport. Indeed, it is as a patron of the arts andsponsor of sports activities that Würth is per-ceived in public. With around 60,000 employeesin 83 countries around the world, interculturalcommunication is an integral part of the cor-porate culture.

The company Würth has a decentralizedorganization; reflecting this principle, some ofthe corporate responsibility initiatives arerealized by the subsidiaries at a local level.

Each location is defined by the companydomiciled there, its political and culturalunderstanding as well as the economic situa-tion. Clearly, neighborhood projects are bestinitiated and can be supported most effectivelyat a local level.

The Würth philosophy that bundles all thesetopics is represented and put into practice atthe two political offices in the German capitalof Berlin and at the heart of the EuropeanUnion in Brussels: Würth Haus Berlin andWürth Office Brussels. Especially consideredagainst the backdrop of an enlargement andgreater integration of the European Union,multinational businesses are increasinglyplaying a guiding role. Würth has embracedthis role, and its representativeoffices ensure ongoing politi-cal communication with thepolitical representatives.Würth Haus Berlin andWürth Office Brussels arevenues where debates can beheld, away from day-to-daypolitics, unburdened, withoutparty politics or dogmaticrestrictions, and strategiescan be developed as a result,the sole purpose being tomake a sustainable contri-bution to the continued

prosperity of our society. The political represen-tative offices in Berlin and Brussels assume afacilitating and at the same time a guiding role,based on the ethics of the company and thecommitment to the welfare of society. They areinternational representative offices of business-people and Württemberg liberals who speakout in favor of the independence of the civilsociety from the state. Würth knows that theliberal development of a citizens’ society isvery precious.

Aside from the world of politics, innovativebusiness enterprises are best-positioned toinfluence questions of the future; business andpolitics are well-advised to keep talking to oneanother. As a neighbor in Germany and inEurope, Würth wants to take part in the debateabout where we want to go in our society overthe next twenty or thirty decisive years. Thecompany magazine specifically designed forthis purpose – “present” – provides informationon activities at our representative offices. Youcan browse through “present” on the internetor obtain a copy from our two representativeoffices.

As two examples of the many events andactivities throughout 2006, we would like tomention the jour fixe with Marianne Birthler,the Federal Commissioner for the Records ofthe National Security Service of the FormerGerman Democratic Republic, and the eventwith Wolfgang Niedecken, singer of the

German rock band BAP, in Brussels where heinterpreted Bob Dylan’s “Chronicles”.

Furthermore, colloquiums were held withIsrael’s ambassador Shimon Stein on therelationship between Israel and its neighborsin what is becoming an increasingly threate-ning situation, on the inexhaustible topic of‘liberty’ with politician and professor for politi-cal science, Prof. Dr. Gesine Schwan, and onthe fundamental issue of protection of intellec-tual property with politician and lawyer Prof.Dr. Kurt Biedenkopf.

Because Würth feels particularly committedto German middle market companies, WürthHaus Berlin was chosen to host the awardceremony for the SME Award of the GermanUnion of Small and Medium-Sized Companies(UMU), which was conferred on the Minister

Centrally located in good company - the Würth Office Brussels in thepermanent representation of the state of Baden-Württemberg at the EU

The Würth Haus Berlin on the Schwanenwerder Island

»Würth knows that the liberal deve-lopment of a citizens' society isvery precious.«

»Aside from the world of politics,innovative business enterprises are best positioned to influencequestions of the future.«

President of the German state of Thuringia,Dieter Althaus; Federal Chancellor Dr. AngelaMerkel gave the speech for this year’s prizewinner.

Würth Haus Berlin and Würth Office Brussels....................................................................................................................................................................................................................................................................................................................................................................

Past. Present.Perspectives.

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Imprint

Published byWürth Group, KünzelsauD-74650 Künzelsau, Germanywww.wuerth.com

Content responsibilityRobert Friedmann

Editorial responsibility and coordinationPress and public relationsof the Würth GroupPhone +49 7940 15-1186Fax +49 7940 15-4400presse@wuerth.com

DesignHilger & BoieBüro für Gestaltung, Wiesbaden

Typesetting and lithographyScanner GmbH Künzelsau

© Würth Group, Künzelsau© EMI/Capitol, for the photograph

of Wolfgang Niedecken© VG Bild-Kunst, Bonn 2007,

for the work of Heinrich von Zügel© VG Bild-Kunst, Bonn 2007,

for the work of Hans Hemmert

May not be reproduced, in part or in whole,without prior consent.

Photo creditsMotif José de Guimarães (p. 1)Scanner GmbH Künzelsau (p. 4, 7)Sammy Minkoff (p. 12)Frank Schell (p. 7)Andi Schmid (p. 1, 2, 4, 7, 8, 11)Martin Schmidt (p. 7)Würth archive (p. 4, 6, 8, 9, 10, 12)

The editorial team would like to thank all of thespecialist departments for their contributions.

1GFP-MWK-BG-SC-BE-11’-05/07

Würth and sport

Würth supports a number of sports in a bid toincrease awareness of the Würth brand. Theimage components of sports, including dyna-mism, performance, precision or aesthetics,but also technique and courage, are perfectlysuited to a dynamic and enthusiastic compa-ny with a passion to deliver outstanding per-formance – in short, a company like Würth.

The football world cup was the main event of2006. Few sports events since have captivatedpeople around the globe in the same way.Millions came together in peaceful celebrationat the public viewing events, cheered theirteams on, fell into each other’s arms andcelebrated the greatest football party of alltime. Self-proclaimed non-football fans couldnot resist the momentous occasion and tookpart in car and street parades in small andmajor cities around the world.

The football summer naturally also played

a major role at Würth. It was also possibleto experience the world cup feeling live inthe Hohenlohe region: The “Socceroos” –the Australian national team – took upresidence at “Wald- und SchlosshotelFriedrichsruhe”, which has been partof the Würth Group since 2005. For afew weeks, the charming Australianswere the center of public attention inthe region. But that was notenough: Würth held an internationalWürth Soccer Cup. Our customersaround the world selected their ownteams and traveled to Künzelsau to crownthe champion among Würth customers.Seven nations met for the competition at the

start of June. The Brazilian team were not de-terred by the 14-hour flight and were intent onparticipating in the event despite having to tra-vel the greatest distance. The winners of thecompetition, the Austrian team, were invited towatch the opening match of the football worldcup live in Munich.

This enthusiasm for football prompted thedecision to expand this area of sports sponsor-ship: Würth is official brand partner of theEuropean Cup 2008 qualifying round. TheWürth logo will be displayed at some 140 inter-national matches until the end of the qualifyinground in November 2007.

The second sponsorship campaign alsorecorded tremendous success in the 2006season: the athletes of the Nordic disciplinesof the German Ski Association (DeutscherSkiverband – DSV) delivered a solid perfor-mance. The Olympic Games in Turin were thehighlight of the season: the athletes won sixgold, eight silver and four bronze medals. Inrecognition of their outstanding performance,the biathletes Kati Wilhelm and Michael Greiswere awarded the coveted prize “Athlete of the

Year 2006”. It was the first time in the historyof the event that two biathletes received theaward. With this successful end, there was noreason not to prolong the partnership inOctober 2006 for a further three years.

Würth advertising boards:At over 140 matches of the European Cup qualifying round.

Kati Wilhelm and Michael Greis named“Athletes of the Year 2006”

Biathlete Magdalena Neuner

»Millions came together in peaceful celebration and fired their teams on.«

12 Sports sponsorship

Past. Present.Perspectives.