THE ECHO - Ferrostaal

SUMMER ISSUE 2006 

THE ECHO 

THE CORPORATE MAGAZINE OF THE MAN FERROSTAAL GROUP

Dear readers, 

Growth in global markets has really accelerated over the last few 

years. And MAN wants to be part of this action. MAN Ferrostaal has 

a key role to play in this regard and will continue to spur on the 

globalization of the MAN Group. 

Our company has traditionally had a very strong global presence. 

We are represented in 60 countries around the globe, with almost 

half of our workforce employed in subsidiaries and offices outside 

of Germany. In future, we want to use this global presence to make 

the products of the MAN Group and its affiliated companies available 

more systematically to customers the world over. We are particularly 

determined to do so in countries where access to MAN products 

is currently difficult or even impossible. 

As a sales and service platform for the MAN Group, we will intensify 

and systemise activities that MAN Ferrostaal has been performing 

for many years but in a selective fashion only until now. We have 

already collaborated with MAN Diesel for many years on selected 

projects in the area of power plants and commercial ships. We also 

represent MAN TURBO in 20 countries. In a number of instances, we 

have assumed responsibility for the sale and distribution of MAN 

Busses. 

In future, we want to expand our sales and service platform in the 

areas of MAN commercial vehicles, diesel engines and turbomachines. 

We will focus in particular on South America, the Near 

and Middle East and South-East Asia. Concrete examples of our 

efforts are to be found in this magazine. 

All of this is closely connected to our expertise in offset (countertrade) 

activities, which we want to exploit to a greater degree for 

Group projects going forward. Wherever the MAN Group collaborates 

with state-owned customers, we can fulfil any of the countertrade 

obligations that frequently form part of these contracts. We 

also plan to offer our expertise in this area, which only very few companies 

can rival, outside of the Group. You will also find a current 

example of this in this issue. 

Yours, 

Matthias Mitscherlich 

THE ECHO 1/2006 3 

editorial 

Dr. jur. Matthias Mitscherlich, 

Chairman of the Executive Board 

at MAN Ferrostaal AG

4 

contents 

22 

14 

50 

42 

standards 

03 EDITORIAL 

04 CONTENTS 

61 TRADE FAIRS 2006 

61 PUBLICATION DETAILS 

61 READER SERVICE

forum 

6 THE HUB OF THE MAN GROUP 

MAN Ferrostaal consolidates group activities to 

systematically open up greater market potential. 

14 “RESTORING SOUTH AFRICA’S LOST INDUSTRY” 

Platforms for Africa’s oil and gas industry. 

projects & contracting 

18 OFF TO A GOOD START IN OMAN 

The “Trinidad Model” is transferred to Oman. 

20 CLEAN AND EFFICIENT 

First turnkey power plant project is completed 

in Germany. 

22 PULP: A PRODUCT WITH PROSPECTS 

New momentum for the plant construction business. 

26 A NEW LEASE OF LIFE IN PERU 

Renovation of a hydroelectric plant 

28 READY FOR BLASTING 

New blast furnace is completed for Arcelor-Mittal. 

32 IRON ORE PELLETS IN GREAT DEMAND 

Mauritania is full of promise for MAN. 

34 SAFETY ON THE HIGH SEAS 

MAN Ferrostaal is meeting the growing demand for 

tanker tonnage with “the safest tankers in the world” 

37 BUILDING SHIPS WITH THEIR OWN STEEL 

Construction of a new plate mill in Vietnam. 

38 GYPSUM BOOM IN ASIA 

Production Plants for Gypsum Plaster Boards 

40 INTO THE DESERT 

Maintenance of a natural gas plant in Libya 

services & logistics 


41 SEVEN AT ONE STROKE! 

High-tech machines for producing multilayer film 

42 BROWN GOLD FROM GHANA 

Investment in cocoa processing plants promises 

large profits. 

44 LEADING COLUMBIAN PRINTER GOES LARGE 

Latin America as a strong market with prospects 

46 UNBEATABLE FOR SMALL PRINT RUNS 

Technological advances with the ROLAND 500 

48 “WE HELP KEEP OUR CUSTOMERS PROFITABLE” 

MAN Ferrostaal is the world’s largest independent 

service provider in the printing industry. 

financing 

50 A MODEL FOR SOUTH AMERICA 

Financing solution for a petrochemicals plant 

receives recognition 

54 “WE COMBINE FINANCING AND OPERATIONAL RESPONSIBILITY” 

An interview with Jens Gesinn, Board Member for 

Finance, Accounting and Controlling 

57 SUPPLIER CREDIT OFFERS LOWER INTEREST RATES 

Simple and Inexpensive 

news 

58 NEWSFLASHES

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MAN FERROSTAAL LEVERAGES SYNERGIES IN THE MAN GROUP 

THE HUB OF THE MAN GROUP 

MAN Ferrostaal is building a sales and service platform for the MAN Group. In collaboration with other affiliated companies in the 

MAN Group, the company wants to make the products of the Group more readily available to customers across the globe, and is 

using its international sales and service platform and its financing expertise to do so. 

01

02 

“The MAN Group has a fantastic range of products. However, 

customers in many countries simply have no access to them. We 

want to work systematically to make this access possible”. This is 

how Dr. Matthias Mitscherlich, CEO of MAN Ferrostaal, describes 

the company’s most important strategic development goal. This 

will necessitate tapping into the potential synergies within the 

MAN Group. These include valuable industrial products and a 

presence in many different countries on the one hand, and solid 

options for financing on the other. MAN Ferrostaal will strive to 

systematically consolidate these strengths in the future. 

“We will exploit our international sales and service network to 

open up new market potential in collaboration with other affiliated 

companies in the MAN Group,” says Mitscherlich. “We will do so in 

particular in countries where we have forged strong connections 

going back many years.” This is particularly true of Latin America, 

the Near and Middle East and South-East Asia. 

01. Commercial vehicles: MAN Ferrostaal looks after sales and service in 

selected countries in Latin America and South-East Asia. 

02. Diesel engines: MAN Ferrostaal and MAN Diesel are entering into a joint 

venture for the construction of diesel power plants. 


>>>Strong starting position. MAN Ferrostaal has already been 

working in collaboration with sister companies within the Group 

for many years. For example, it acts as an agent for MAN TURBO in 

20 European and Latin American countries. In addition, it regularly 

uses turbines and compressors manufactured by its sister company 

from Oberhausen in its large industrial plants. MAN Ferrostaal 

represents MAN Diesel in countries including Chile, Mexico, 

Venezuela, Peru, Columbia and Ecuador. While the company has 

occasionally sold MAN commercial vehicles, its closer collaboration 

with MAN Nutzfahrzeuge is a relatively new venture. Only in the 

past two years has MAN Ferrostaal entered into the Mexican bus 

market, in collaboration with MAN Nutzfahrzeuge. 

“Our priority is to bundle, systemise and enhance our shared 

activities within the Group” says Mitscherlich. “We want to 

expand the business we do with products from other MAN 

companies from its current value of 300 million euros to more 

than 1 billion euros per year by 2010.” This will be achieved 

through the new sales and service platform that is being established 

by Dr. Klaus Lesker, who has been a Member of the MAN 

Ferrostaal Executive Board since May 2006.

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forum 

01 

02 

01. Turbines and compressors: MAN 

Ferrostaal acts as an agent for MAN 

TURBO in 20 countries in Europe and 

Latin America. 

02. Printing presses: MAN Ferrostaal manages 

sales and service on behalf of MAN Roland 

in the southern hemisphere.

Collaboration with MAN Diesel. A key element of the MAN sales 

and service platform is a joint venture with MAN Diesel, which 

will be established later this year. This company will be dedicated 

to the construction and sale of diesel power plants. As a general 

contractor in plant construction, MAN Ferrostaal has been building 

high-performance power plants driven by gas and steam turbines 

for many years. The new joint venture will help to systematically 

utilise the strengths of the two sister companies (namely, their 

products, a sales organisation with project development expertise, 

and project management) with a view to opening up new markets 

in this area. The long-term goal of the joint venture is to achieve 

market leadership in stationary diesel power plants. 

>>>Global strength. MAN Ferrostaal’s strong global presence forms 

an essential pillar of the new MAN sales and service platform. “We 

have offices in more than 60 countries and 40 percent of our 

employees work outside of Germany”, Mitscherlich points out. “It 

is only natural that we are particularly interested in developing 

our business relationships in countries where our sister companies 

are not represented by their own overseas organisations.” 

In conjunction with the new MAN sales and service platform, new 

MAN offices are to be opened in Peking, Dubai and Teheran, for 

example, for which MAN Ferrostaal will be responsible. These 

MAN offices will prepare the ground for the opening up of greater 

market access for MAN Group products in the regions in question. 

The MAN office in Dubai is set to open at the start of 2007, and the 

offices in Peking and Teheran will follow. 

>>>The pioneering Grupo MAN en México. The subsidiary MAN 

Ferrostaal México represents all companies affiliated to the 

MAN Group in the Central American country, namely MAN 


Nutzfahrzeuge (trucks and busses), MAN Diesel and MAN TURBO. 

In addition, MAN Ferrostaal México takes care of MAN Roland’s 

printing press business locally. Stefan Deuster, Director of the subsidiary, 

therefore refers to a Grupo MAN en México: “Our trading 

volume for core products amounted to 135 million euros in 2005, 

with the commercial vehicles sector showing the greatest potential 

for growth. By 2010, we expect revenue in this area to reach 

some 250 million euros.” 

MAN has been represented in Mexico since 1904 (initially as the 

Gutehoffnungshütte group). Key MAN Ferrostaal projects in 

Mexico have been in the area of transport and infrastructure, 

such as the building of trains for a light-rail system in Mexico 

City, Monterrey and Guadalajara, and plant construction for the 

steel industry. Projects in energy, machinery and printing came 

later. One high-profile project for the past five years has been the 

delivery of compressor plants from MAN TURBO, which are used 

for oil production in the Gulf of Mexico. They compress nitrogen 

in the oil and gas fields to facilitate the production of oil and 

natural gas.

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01 02 03 

04 

01. Almost all of MAN Ferrostaal 

México’s employees are 

Mexican. 

02. Stefan Deuster, Director of 

MAN Ferrostaal México. 

03. Stefan Deuster says of his 

employees in bus production: 

“Without their huge dedication, 

our success would 

not be possible.” 

04. Production plant in Qurétaro: 

This is where busses are 

assembled for the Mexican 

market.

Getting into the commercial vehicles business. Since 2004, MAN 

Ferrostaal Mexico has also been involved in the assembly and 

distribution of commercial vehicles for MAN Nutzfahrzeuge. The 

Mexican subsidiary of MAN Ferrostaal has become general agent 

on the ground for MAN Nutzfahrzeuge. The company is therefore 

responsible for sales and distribution, spare parts and service for 

MAN trucks and busses in Mexico. According to Deuster: “We 

manage sales and service from our existing locations in Mexico 

City, Querétaro and Guadalajara. In the next year and a half, we 

will also expand our sales and service network across the country 

to include 16 key sites, plus certified independent partners.” 

It all started with the assembly of busses and bus chassis, which 

MAN Ferrostaal began in Querétaro in 2004 and has continued to 

do ever since. In future, the busses will be manufactured under 

the direction of MAN Nutzfahrzeuge and will be distributed by 

MAN Ferrostaal. For the time being trucks will continue to be 

imported in parts or as finished products and sold locally. 

“We entered the Mexican bus market in 2004 and there are now 

approximately 1,000 MAN busses in operation in the country”, 

says Deuster. “Demand is high because there is no rail network in 

Mexico. We therefore want to increase this number significantly 

in the coming years. Our target for 2010 is to achieve sales of 

1,000 busses and 1,000 trucks per year. In the long term, we want 

to use our base in Mexico to break into other markets in Latin 

America.” The signs are looking good. Today the company has a 

market share of 40 percent of registrations in the top segment for 

bus chassis, and has been market leader in Mexico since starting 

production there. At the start of June, MAN Ferrostaal Mexico and 

MAN Nutzfahrzeuge jointly opened a new production site in 

Querétaro, which will quadruple production capacity. 


>>> JUST TWO YEARS AFTER 

ENTERING THE MARKET, THERE ARE 

ALREADY MORE THAN 1,000 MAN 

VEHICLES IN THE COUNTRY. 

>>>MAN customer par excellence. The medium-sized Mexican 

printing company Papel, Cartón y Derivados (PCD) in Celaya, 

Mexico, was established in 1997 and has become one of MAN 

Ferrostaal México’s major customers. The company is the countrywide 

market leader in the area of printed corrugated cardboard 

and flexo print. Within a very short space of time, PCD has earned 

a reputation for high quality and reliable just-in-time delivery. 

This means that PCD products are in demand. Owner/manager 

Refugio Gonzalez believes that the company has the potential to 

become a major player in the offset printing market. (See the article 

entitled “Thinking Outside the Box”). But first PCD must expand. 

This in turn requires considerable investment. Gonzales is therefore 

pursuing an ambitious expansion plan. 

He has already ordered an extensive package of printing technology 

with a tailored credit financing solution from MAN Ferrostaal and 

plans to expand PCD’s fleet of 126 trucks with 20 TGA trucks from 

MAN. MAN Ferrostaal Mexico will handle the sale and execution. 

This will make PCD the pilot user of TGA trucks in Central 

America. Gonzalez also plans to make his own paper. This will

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01 

02 03 

require a lot of electricity. And, perhaps unsurprisingly, he wants 

to produce this with his own diesel power plant. So, Gonzales 

needs a diesel power plant ideally one powered by MAN diesel 

engines. Yet again, MAN Ferrostaal México will handle the sale and 

execution. 

>>>Financing makes it possible. PCD’s large-scale expansion is based 

on a tailored financing package. Based on in-depth research and 

working closely with PCD, MAN Ferrostaal established a credit 

history for the company for decision makers in Mexican and 

foreign banks and credit insurance providers. Several credit insurance 

providers were convinced by the realisation of the multi-faceted 

printing package. MAN Ferrostaal designed a customised one-stop 

financing package for PCD that meets its needs perfectly. 

Daniel Reinhardt 

01. Bus production in Querétaro: 

By 2010, sales are set to rise to 

1,000 vehicles per year. 

02. Busses are an essential form of 

public transport in Mexico. Not 

everyone has a car and there is 

no rail system, so long trips are 

generally taken by bus. 

03. The Lion’s Coach: MAN’s brand 

in Mexico. Chassis are also 

produced mainly for other manufacturers.

INTERVIEW 

THINKING OUTSIDE THE BOX 

An interview with Refugio Gonzales, owner/manager 

of the packaging manufacturing company PCD in 

Mexico. 

Echo: Mr. Gonzales, you founded PCD in 1997 and 

today you are market leader for printed packaging in 

Mexico. What’s the secret of your success? 

Gonzales: Well, my father had thrown me out of his 

own company. He had established it when I was just 

15 years old. My father is simply very conservative and 

I was always a bit of a revolutionary. As a result, we 

fought all the time. And so, in 1997, I set up my own 

company. We started to produce product packaging 

from corrugated cardboard. But we don’t just make 

brown cardboard boxes. Our packaging looks great 

and is colourfully printed. You couldn’t get this kind of 

packaging in Mexico before. The demand was so high 

our customers were practically grabbing the stuff out 

of our hands! Today we produce 8,000 tons of printed 

boxes on MAN machines. 

So you’ve discovered a niche … 

Yes, but of course that’s not all. What really gives us 

the edge over our competitors is that we offer our 

customers a full range of packaging-related services. 

We don’t just deliver the boxes “just in sequence” to 

our customers’ doors. We also take their packaged 

products and deliver them to our customers’ customers. 

This works very well because our customers can then 

focus on their products and don’t have to worry about 

the logistics. We take care of that. 

So you could say you run a logistics company as 

well as a printing works? 

Correct. Or, to be more precise – not exactly. My 

daughter Larissa manages logistics. This setup just 

evolved naturally. We don’t just transport our own 

products and our customers products. We also handle 

goods from other company, such as bus components 

for the production of MAN bus production in Querétaro. 

Refugio Gonzales and his daughter Larissa 


It sounds like you’re growing. 

Yes. We began in 1997 and today we have 300 employees 

and we’re still growing. Our annual growth 

rate is currently between 30 and 50 percent. 

How is such a high growth rate possible? 

All profits are re-invested in our company. And our customers 

and vendors have become friends. Friends are 

something you need when you’re trying to build up a 

company. But our market is also growing. At a rate of 

approximately 7 percent per year. However, I think the 

greatest factor in our growth is the fact that we don’t just 

sell boxes; that we offer an end-to-end range of services. 

So, what’s next for you? 

We want to start making our own paper. To do this, 

we need certain equipment and technology, as well as 

a power plant. Perhaps we can work together on that 

project also. In the long term, I want us to expand into 

markets outside of Mexico. I see a lot of growth 

potential there.

14 

forum 

SHIPYARDS FOR THE REPAIR AND CONSTRUCTION OF OIL AND GAS PLATFORMS 

“RESTORING SOUTH AFRICA’S 

LOST INDUSTRY” 

Africa has reserves of more than 100 billion barrels of oil, much of which is located in deep waters offshore. The continent is also 

known to have deposits of at least 500 billion cubic feet (13.5 trillion cubic metres) of natural gas. Production capacities will therefore 

need to be expanded in many African countries. Currently, however, anyone wanting to build a new platform has to accept that 

the waiting period may be anything up to six years.


African oil and gas deposits constitute approximately 10 percent 

of all known reserves worldwide. With oil prices climbing, it is 

becoming increasingly more cost-effective to produce oil and gas 

in deep waters off Africa’s west coast, where currently little or no 

production is taking place. However, the big oil companies discovered 

Africa’s potential long ago. With state-of-the-art technology, operating 

offshore platforms and producing oil and gas in deep waters is no 

longer a problem. 

The only problem is that there aren’t enough production 

platforms. Due to the strong growth in the demand for oil, the 

manufacturers of these platforms are fully booked up several 

years in advance. “Currently, if an oil company wants to build an 

oil or gas platform, they will have to wait for anything up to six 

years,” says Horst Weretecki, who is responsible for offset business 

at MAN Ferrostaal. In the case of production off the coast of 

Africa, an additional constraint is the fact that each new platform 

has to be hauled over thousands of kilometres by tugboats. Africa 

currently has no shipyards for the construction of oil and gas 

platforms. 

According to Weretecki, the situation doesn’t look any better for 

existing platforms: “If an oil company that wants to produce oil 

on the West-African coast needs to maintain or repair a large 

platform, the platform has to be brought to Europe, the US, Dubai 

or Singapore to have the work done. There simply isn’t any 

company in Africa who can do the job here.” In the best-case 

scenario, the distance is 8,000 kilometres. In the worst, 16,000. It 

all depends on which location currently has capacity. “Even at 

that, you are lucky to even get a free slot because these shipyards 

also get booked up very quickly. That can really hurt your purse. 

For every day that a platform is out of action, you are losing 

approximately 400,000 to 500,000 US dollars in rent.” This is 

why MAN Ferrostaal is now working on a project to remedy this 

situation. 

In South Africa, the climate is ripe for building an industry for the 

construction and maintenance of oil platforms. All of the key 

partners for this project are strongly positioned in the country: 

shipyards that focus on ship construction and others that focus 

on repair, companies in the oil and gas industries, companies that 

can deliver and maintain the technical equipment for platforms, 

and civil engineering companies that can provide the infrastructure 

for the harbour facilities. The country also has partners to finance

16 

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01 

the project. Not least the South-African government and authorities, 

who are open to the idea. MAN Ferrostaal is currently bringing all 

of these partners together. 

“Ironically, South Africa had a shipyard that built a large gas 

platform 15 years ago. This platform is still in use today in the 

Mossel Field Bay on Africa’s east coast. The operator, Mossgas, was 

convinced that other gas reserves were to be found outside the 

Mossel Field. However, this did not prove to be the case,” says 

Weretecki. The shipyard was therefore shut down after the first 

platform was built. “Today we are restoring a lost industry to 

South Africa.” 

MAN Ferrostaal is working on two different projects. In Saldanha 

Bay on the east coast, we are building a shipyard for the construction 

and remodelling of offshore platforms. In Cape Town, meanwhile, 

we are constructing a service and repair centre for platform maintenance. 

In addition to MAN Ferrostaal and the local project developer 

Atlantis Marine Projects, national and international companies 

are involved in financing these projects, i.e. the Deutsche 

Investitions- und Entwicklungsgesellschaft (DEG) development 

finance institution and the Industrial Development Corporation 

of South Africa. 

MAN Ferrostaal’s role in the projects comprises project management, 

overseeing the construction of both shipyards as a general 

contractor and then making these available to local industry. 

Essentially, this involves bringing together the various companies 

that are looking after individual components of the projects and 

are based in various parts of the country, so that they can function 

as a single operator. The five major technical partners are 

Grinaker, DCD Dobyle Engineering, DCD Dorbyle Marine, Globe 

Engineering and SA Five Engineering. 

MAN Ferrostaal and partners are directly and indirectly investing 

approximately 1.7 billion South-African rand (160 million euros)

in the projects. This will give a major boost to the economies of 

the Western Cape and Saldanha Bay regions. A total of 12,000 new 

jobs will be created, 1,500 in the two shipyards directly. 

The project is therefore very important to the South-African 

government: the country’s unemployment rate is approximately 

30 percent. Against this backdrop, the authorities have welcomed 

the project with open arms. The planned investments are 

well suited to supporting the South-African economy and 

further reducing poverty. This project will also fulfil MAN 

Ferrostaal’s offset obligations that the company undertook as part 

of the sale of submarines eight years ago. 

At the official announcement of the project at the Oil Africa fair in 

March, Brian Blackbeard, Managing Director of Atlantis Marine 

Projects said that the new oil fields to be developed off the west 

coast of Africa meant an increasing demand for new platforms 

and for the maintenance of existing production facilities. Since 


02 03 

the existing shipyards in Europe, Asia and North America are fully 

booked up, he expects the two new shipyards in South Africa to 

receive orders immediately. He estimates that annual sales will 

initially be approximately 840 million rand (90 million euros). 

The shipyards are scheduled for completion in 2007. 

The long-term prospects for the project are also good. Given the 

tensions in the Middle East, the United States wants to reduce its 

oil imports from that region by 75 percent by 2025. At the same 

time, US companies are also in the process of diversifying their 

supply relationships for the purchase of oil worldwide. Africa is 

very much in focus in this regard. American oil imports from 

Africa are set to rise in the next 10 years from 16 to 25 percent. 

Investment in this sector is accordingly and is essential. Experts 

predict that US oil companies will invest approximately 10 billion 

US dollars in the African oil industry in the short to medium term. 


01. The A berth in the port of Cape Town: 

The future location for a service and 

repair centre for platforms. 

02. Impression of the planned service and 

repair centre. 

03. Transporting platforms is expensive.

18 


01 

METHANOL PLANT IN OMAN 

OFF TO A GOOD START IN OMAN 

PROJECT DATA MO3000 

Project Company: Oman Methanol Company LLC (OMC) 

Owners: 

>> 50% MHIL (Methanol Holdings International Ltd.) 

>> 30% OMHC (Oman Methanol Holdings Company Ltd.) 

>> 20% FMIL (MAN Ferrostaal Methanol International Ltd.) 

Plant capacity: 3,000 ton per day (1,050,000 tons per year) 

Operation/License: Johnsson Matthey/PLC 

Low pressure methanol synthesis processes 

Main Plant Units: 

>> Process unit 

>> Operating material systems 

>> Methanol tanks 

>> Buildings 

>> Natural gas measuring station 

Work on the first methanol plant (M03000) in Oman is in full 

swing. MAN Ferrostaal is responsible for the engineering and procurement 

of the 523 million dollar project. After its completion, 

the MO3000 plant in Oman will produce more than 1 million tons 

of methanol per year. Engineering, procurement, construction 

and assembly are all running to schedule. After the financing 

contracts were signed and the project contracts came into effect 

in March 2005, the hot phase of the procurement of critical plant 

equipment began. The prerequisite for punctual ordering was for 

the engineering to be started early by the Japanese engineering 

company Toyo. 

Specifically, the following progress was made in the early summer 

of 2006: buildings 80 percent completed, roads 90 percent completed 

and foundations for the reformer, waste heat boiler, reactor 

and refinery column 100 percent completed. The installation 

of the main pipe bridge as well as the assembly of the methanol 

storage and water tanks is also completed. The mechanical completion 

of the plant is scheduled for the start of the third quarter 

of 2007.

TRANSFERRING THE TRINIDAD MODEL TO OMAN 

Oman provides excellent conditions for the construction of a 

methanol plant: good investment climate, outstanding infrastructure 

and a supply of natural gas. Furthermore, the sultanate 

offers local partners willing to invest in petrochemicals. The project 

company Oman Methanol Company consists of three strong 

partners: the Methanol Holdings (Trinidad) Limited (the owner 

of the Trinidad plants, the Oman’s OMZEST Group and MAN 

Ferrostaal AG. As with the plants in Trinidad, the project will 

be financed mainly by KfW loans backed by HERMES credit 

insurance. 

MAN Ferrostaal is responsible for the offshore part of the project, 

the engineering services and the procurement for the complete 

plant. The onshore component, chiefly the local construction and 

commissioning activities, will be handled by the Oman company 

Oman Proman Contracting & Trading LLC (OPCT). The target market 

for the methanol produced in Oman is the chemical industry in 

Europe and Asia. 

Holger Lexius 

02 

03 

01. Service buildings, one main 

pipe bridge and two water 

tanks – the MO3000 plant 

02. The administrative building. 

03. Welding a water tank. 


THE TRINIDAD MODEL 

Over the last 15 years, MAN Ferrostaal and its partners have 

evolved into the second-largest producer of methanol, producing 

over 4 million tons per year. The company has stakes in five 

methanol plants in Trinidad, four of which they built as a general 

contractor. 

MAN Ferrostaal developed a new financing model in which the 

company itself acquires an investment in the plant, thereby 

assuming part of the risk. The essence of this concept was that 

MAN Ferrostaal had to secure every link in the value-added 

chain, from processing the methanol, to transport, to marketing 

of the product. 

In 2000, MAN Ferrostaal began planning the world’s largest 

methanol plant, the M5000, also to be built in Trinidad. The 

necessary equity capital was financed through the cash flow of 

the existing methanol plants. The property value of the almost 

entirely unencumbered “old” plants also represented additional 

collateral for the foreign financing of the new M5000 plant. This 

so-called structured project financing is a combination of some 

aspects of project financing with components of classic corporate 

financing. 

This model, whereby the general contractor takes an equity 

stake in the project, turned out to be advantageous to the 

clients in the case of the four plants built in Trinidad: all of the 

plants were finished ahead of schedule and within the planned 

budget. All of the plants have attained or exceed the agreed 

capacities and are producing according to the specifications, 

with a very high level of operational availability. With this business 

model, MAN Ferrostaal changed the role of the general contractor 

in the construction of large industrial plants. The focus in 

building the plant was not only on turnkey delivery, but also on 

all other elements that were essential to the plant’s success. 

METHANOL 

In recent years, the market for methanol has experienced a 

stable, upward trend. While the price per ton of methanol was 

still around EUR 125 at the beginning of 2002, it is currently 

over EUR 250 due to the closing down of plants in the USA 

and Europe. Methanol can be used either as environmentally 

friendly fuel or as a raw material for further processing in the 

chemical industry. Thus, methanol can be found in plastics, 

synthetic textiles, pigments, coatings and many other chemical 

products. At normal temperatures and atmospheric pressure, 

methanol is a liquid and is therefore easy to transport over long 

distances by ship and by truck.

20 


MODERNISATION OF A COGENERATION PLANT IN WUPPERTAL 

CLEAN 

AND EFFICIENT 

The modernisation of the cogeneration plant in Wuppertal was 

MAN Ferrostaal’s first turnkey power plant project at home. 

The recently opened new 60 MW Block 1 of the Barmen plant 

is based on the cogeneration principle, resulting in a very 

efficient and clean operation. 

With the modernised Block 1 of the Wuppertal cogeneration plant, 

the Wuppertaler Stadtwerke are able to supply the city and 

the surrounding area with electricity and district heating. The 

modernisation has benefits for the environment. The new plant 

not only operates more efficiently then the old one, it also 

reduces CO emissions by 200,000 tons per year and cuts nitrogen 

oxide and carbon monoxide emissions by 50 percent. 

In a modern gas and steam cogeneration plant like Barmen, gas 

turbines are used to generate electricity. The turbines’ hot 

exhaust gases are piped into individual waste heat boilers, where 

steam is generated. This steam drives a downstream steam 

turbine, in which electricity is generated and steam is also 

extracted to supply long-distance heating. 

As the general contractor, MAN Ferrostaal was responsible 

for turnkey planning, construction, procurement, delivery and 

commissioning of the gas and steam cogeneration plant.

The new 60 MW Block 1 of the Wuppertal-Barmen plant reduces emissions of airborne 

pollutants by more than 50 percent. 

The crowded location of the new power plant in the Barmen 

district of Wuppertal, between the Wupper river and the Cologne- 

Hanover high-speed rail line, presented a particular challenge 

during this project: the existing power plant is located in a highdensity 

residential area. The new plant was constructed in very 

cramped conditions in the partly gutted buildings of the existing 

plant, which continued to be operational during the construction 

phase, and was then connected to parts of the existing plant. 

The construction phase remained on a very tight schedule within 

17 months. This meant that a buffer could be built into the timeconsuming 

phase that began with the first run-up of the gas turbine 

and included commissioning of all components, functional 

testing, and, finally, optimization. The agreed completion deadline 

of the end of 2005, which was necessitated by the regulations 

on cogeneration, was therefore never in question. 

The agreed timescale for the plant from signing the contract up to 

being ready for commercial use was just 22 months. The acceptance 

test for Phase 1 of the project, i.e., the integration of the existing DT 

23 steam turbines into the new electrotechnology and control 

technology infrastructure, was conducted as early as December 

2004. In December 2004 and January 2005, gas turbines, generators, 

and boiler components were delivered for assembly. In June 2005, 

the first gas turbine was started up, and, in December 2005, 

Wuppertaler Stadtwerke signed off on the completed plant. 

Helmut Wolff 

SCOPE OF SUPPLY AND SERVICES 


>> Two 30 MW gas turbines from Hitachi in Japan, complete 

with generators, and two waste heat boilers manufactured 

by Innovative Steam Technology (IST) in Canada 

>> All electrical and process control technology 

>> Piping for water/steam circulation, including pumps and 

heat exchangers 

>> Installation of all essential auxiliary systems including a 

cooling water supply system, air inlets, fire protection 

installations, heating/climate control/air conditioning 

>> All required underground and structural engineering 

services 

>> Architectural design 

>> Design of all unit operations 

>> Detailed engineering 

>> Selection of all plant components 

>> Configuration of electrical and process control technology 

and safety equipment 

>> Construction of the new boiler house, foundation rafts for 

boilers and gas turbines 

>> Coordination and construction management 

>> Assembly of all components 

>> Commissioning and testing 

>> Documentation and training

22 

projects & contracting

MAN FERROSTAAL ACQUIRES RWE’S PULP AND PAPER BUSINESS 

PULP: A PRODUCT WITH PROSPECTS 


In April 2006, MAN Ferrostaal acquired the Pulp and Paper segment of RWE Industrielösungen GmbH, including 25 employees, to 

boost its own plant construction business. 

In addition to recycled paper, pulp is the most important raw 

material for paper. Demand is growing continuously by approximately 

5 million tons per year. Suitable locations for new plants 

are Latin America and Southeast Asia markets – in which MAN 

Ferrostaal already has a strong presence. Only a few suppliers 

worldwide are capable of building this type of plant. MAN 

Ferrostaal is one of them, not least because of its strong financial 

background and its experience in project financing. 

LONG-STANDING COLLABORATION 

In April 2006, MAN Ferrostaal therefore acquired RWE’s Pulp and 

Paper segment of RWE. In addition to the 25 RWE employees, 

expertise, references and projects as well as sales offices in 

Thailand and Vietnam were transferred as part of the acquisition. 

MAN Ferrostaal can now also rely on the expertise of KSH 

Solutions Inc. in Montreal, RWE’s Canadian engineering firm 

specialising in pulp and paper. KSH and MAN Ferrostaal have 

agreed on long-term, exclusive cooperation. 

MAN Ferrostaal’s entry into this business area is accompanied by 

favourable conditions. Global economic growth has led to a strong 

global demand for pulp. In order to meet this demand, one or two 

new large plants will have to begin production each year. 

The raw material (wood), the pulp plant in Stendal (Germany), pre-packaged pulp 

The global consumption of paper products is growing by two to 

three percent annually, with the largest growth in Asia (China, 

India, ASEAN nations). This results in a growing demand for pulp 

as the raw material for all types of paper, also with a growth of 

approximately 2.5 percent per year. The global demand for fresh 

pulp is growing by approximately 10 million tons per year (230 

million tons in 2005). A large part of this annual growth is 

accounted for by “market pulp”. This is pulp that does not go into 

the processing of paper in integrated plants. Instead, it sold freely 

on the global market by the manufacturers. 

This provides a sound basis for future success, according to 

Wolfgang Marschewski, who is responsible for the pulp plant business 

at MAN Ferrostaal: “New pulp plants only become profitable after 

they have reached a certain minimum size, and project financing 

plays a crucial role in this. In these kind of projects, only a 

financially solid plant construction partner like MAN Ferrostaal 

will be considered as a general contractor.” 

GREAT POTENTIAL 

MAN Ferrostaal sees the greatest potential for the construction of 

new pulp plants in humid climate zones in Brazil, Uruguay and 

Chile, and in Indonesia, Malaysia, Thailand and Vietnam. Here, the 

raw material (wood) is grown in large plantations (approximately 

250,000 hectares) for approximately seven to ten years. The

24 


01 02 

01. The pulp plant in Stendal, Germany 

02./03. The Estonian Cell pulp plant in Estonia 

conditions are completely different in Europe, where the “crop” 

cannot be harvested before 35 years in Germany and 60 in 

Finland. 

In the past, some pulp plants practised deforestation wherever 

and however they pleased in densely forested areas. As a result, 

the entire industry was regularly the object of criticism by conservationists. 

This situation has now radically changed. Today, 

investors can only build new plants if they use wood produced by 

sustainable forestry. In other words, they must prove that they are 

managing their raw material in a sustainable way, i.e. growing new 

trees to replace those that are cut down. Otherwise, no bank will 

even consider financing their project. MAN Ferrostaal fulfils this 

requirement for all of the very promising RWE projects it has 

acquired. 

STATE-OF-THE-ART PLANTS 

The essential features of pulp manufacturing can be illustrated 

using the example of the state-of-the-art pulp plant in Stendal in 

Saxony-Anhalt in Germany. The most important component is 

the “fibreline” production line, which accounts for one third of the 

total cost of constructing a new plant. The machinery and 

equipment used there extract most of the lignin from the fibrous 

raw material (hardwood or softwood). Lignin is a chemical 

compound that gives a tree its strength and durability. At the end 

of the process, after cleaning/sifting, bleaching and draining, 

the pulp is ready to be used as a preliminary product for further 

processing into paper.

Most of the remaining two thirds of the costs of a new plant go 

into energy supply, chemical recovery, water preparation and 

wastewater treatment. Auxiliary plants serve to protect the environment 

and play an important role in the construction of a new 

plant. Investors must be able to prove that the new plant avoids 

harming the environment, that chemical waste from pulp production 

is recycled in an environmentally sound way, and that waste 

water is cleaned and treated before it is returned to water sources. 

RWE fulfilled all of these requirements in the last orders they 

completed. This is demonstrated by the plants in Musi 

(Indonesia), Stendal (Saxony-Anhalt) and the Estonian Cell plant 

in Estonia. The water used for at the Stendal plant is actually 

cleaner overall when it is returned to the river Elbe than when it 

is taken out. 

03 


RWE, in whose footsteps MAN Ferrostaal is now following and 

whose references Ferrostaal has acquired, could always rely on the 

expertise of KSH. KSH is one of the few engineering companies 

worldwide that are capable of planning and optimising an entire 

plant, including the core components and auxiliary plants. MAN 

Ferrostaal will continue to work with KSH as an engineering 

partner and will reinforce this collaborative partnership by taking 

a minority interest in KSH and a seat on its board of directors. 

Ulrich Bange

26 


PLANT IN PERU REMAINS FULLY OPERATIONAL DURING RENOVATIONS 

A NEW LEASE OF LIFE IN PERU 

After 60 years in operation without any renovations, the international energy company Edegel/Endesa awarded Voith Siemens 

Hydro Power Generation, Brazil und MAN Ferrostaal the contract for the modernisation of its hydroelectric plant in Callahuanca, 

Peru. The plant was given a “new lease of life” with a high level of operational reliability, dispatchability and a capacity increased 

by 25 percent. 

01 

Endesa is Spain’s largest energy company. 

It enjoys a large share of the electricity 

generation market in Latin America with, 

for example, hydroelectric and thermal 

plants, but mainly gas turbine plants. In 

Peru, Endesa is the majority shareholder 

(63%) in Edegel S.A.A. 

Endesa’s 60-year-old hydroelectric plant 

in Callahuanca is now an example of stateof-the-art 

technology. It meets the technical 

requirements for automatic operation 

of the various plant facilities from 

a central point of control. Edegel/Endesa 

required a contractual guarantee that its 

operations would be disrupted as little as 

possible during project. The renovation 

and commercial commissioning of each of 

the three units had to be completed during 

a shut-down period of just 90 days, 

while the plant remained fully operational.

This required very tight coordination 

between Voith Siemens and MAN 

Ferrostaal. 

HIGH DEMANDS 

The contract was the first of its kind to be 

handled by Voith Siemens Hydro outside of 

Brazil and the first example in South America 

of an integral modernisation project with 

both foreign and local involvement. 

The project placed the highest demands on 

the technical and commercial project 

management team. MAN Ferrostaal exploited 

its expert knowledge of what the 

domestic market has to offer (local manufacturing 

capabilities, material procurement, 

transport and logistics services, customs 

clearance, construction and assembly), so 

that a very high proportion of materials 

and services were supplied locally. Making 

the most of local services is of strategic 

importance for all international investments 

in Peru. 

The offshore part of the project consisted 

mainly of engineering and components of the 

electro-mechanical imports, construction 

02 

01. The Callahuanca hydroelectric plant lies at the 

foot of the Peruvian Andes 

02. The turbine room after refurbishment 

03. The new control centre 

management, as well as assembly and construction 

supervision. By the time the contract 

was completed, the offshore and onshore parts 

of the project each amounted to 50 percent. 

Despite some surprises along the way, 

everything remained on schedule with no 

production downtimes. 


NEW HYDROELECTRIC PLANT PLANNED 

The Voith Siemens Hydro/Siemens and 

MAN Ferrostaal consortium signed a 

contract in April 2006 with the Rizo Patrón 

group for the delivery of the electromechanical 

plant equipment. Total investment 

in the new 220 MW hydroelectric 

plant in El Platanal amounts to 180 million 

US dollars, with the electro-mechanical 

component accounting for approximately 

03 

23 percent. El Platanal will be the third 

largest hydroelectric plant in Peru and will 

be fully operational in 2009. 

Goetz Truebenbach Wolff

28 


01

NEW BLAST FURNACE COMPLETED FOR ARCELOR 

READY FOR 

BLASTING 


Steel is one of Brazil’s most important exports. Thanks to the 

country’s rich deposits of iron-ore, the production of hot liquid 

metal (or pig iron) is continuing to grow. This summer, Blast 

Furnace 3 will be completed for CST Companhia Siderúrgica 

Tubarão and will be ready to start “blasting”. A consortium 

comprising MAN Ferrostaal, Voest Alpine Industries UK and Paul 

Wurth is responsible for the turnkey construction of the project. 

The Brazilian steel giant Companhia Siderúrgica Tubarão (CST) is 

currently in the process of increasing its total output of pig iron 

from 5 to 7.5 million tons per year. The third furnace has already 

been constructed in Vitória. It must now undergo various stages 

of functional testing. Once it is fully operational, the maximum 

annual capacity of the furnace will be 3 million tons of hot metal. 

With the project come a number of economic advantages: The 

unemployment rate in Vitória and in the state of Espírito Santo 

has fallen and investment in this project is playing an important 

part in the local economic upturn. During the main installation 

phase, some 12,500 people were working on CST’s various 

construction sites in Vitória. Despite some obstacles (the weather 

and strikes), the construction of Furnace 3 remained on schedule. 

In the final phase alone, 2,500 people were working around the 

clock to complete the work for the consortium. As a result, the 

testing and commissioning phase of the furnace began in April 

as planned. 

LONG-STANDING COLLABORATION 

Over the past ten years, MAN Ferrostaal has worked closely with 

CST to help it achieve its plans for expansion. In 1996, CST awarded 

a contract for the turnkey construction of Furnace 2, which 

increased its production of hot metal by 1.4 million tons per year, 

to a consortium comprising MAN Ferrostaal, MAN GHH and DME.

30 


02 03 

01. Page 28/29: General view of the furnace shortly before 

completion 

02. Blast Furnace 3 during final assembly: Lifting the final 

conveyor bridge onto the top of the furnace 

03. The Brazilian-designed blast furnace burdening unit is 

made from concrete. 

04. The water cooling system for the furnace is very compact 

due to the space restrictions. 

05. The middle ring of the furnace shell is carefully positioned 

before welding. 

In April 2004, MAN Ferrostaal and its consortium partners Voest 

Alpine Industries UK and Paul Wurth, together with their operational 

subsidiaries in Brazil, won the contract for the turnkey construction 

of another blast furnace. Thanks to the relationship it enjoys 

with KfW/Euler-Hermes and the positive experience of working 

on Furnace 2, MAN Ferrostaal was in a position to organise the 

entire financing package for the import part of the project and to 

assume responsibility for financial management of the project as 

a whole. Working closely with its European consortium partners, 

MAN Ferrostaal drafted the basic engineering and installation 

04 

05 

plans, including the plans for materials management and burdening, 

as well as the essential energy supply system. The local subsidiary 

MAN Ferrostaal do Brazil was largely responsible for the 

MAN portion of the detail engineering and for delivery. 

HEAVY CRANES AT WORK 

During the construction phase, 16 cranes with lifting capacities of 

between 22 and 600 tons were employed within a very small 

space to handle the heavy steel construction of the furnace and all 

related work. This included the lining of the furnace, construction

of the water treatment system, installation of various electrical 

buildings and pipework and the assembly of numerous components. 

The largest crane, with a hoisting capacity of 600 tons, was 

brought in from Trinidad. After erecting the last heavy components 

to a height of over 100 m (including the blast furnace 

gas valves, valve platform and the highest component of the main 

conveyer belt, which weighed in at 100 tons), the crane was 

dismantled and shipped to the next construction site. After the 

most important equipment and piping were installed by 


April/Mai 2006, electrification of the facility was successfully 

completed with the special involvement of the ALSTOM. 

The test series of the individual components and areas of the 

facility are currently being conducted as sequence tests. Cold 

commissioning and handover of the entire furnace is scheduled 

for July 2006. 

Walter Offner, Thomas Lehmann 

SCOPE OF SUPPLY AND SERVICES FOR CST’S 

BLAST FURNACE 3: 

>> Burdening unit 

>> Main conveyor belt 

>> Water treatment system downstream 

from gas cleaning system 

>> Dust removal system for blast furnace 

gas and furnace casting house 

>> De-dusting unit for the burdening 

facility 

>> Furnace cooling system, including 

cooling towers, pumps, heat 

exchangers and piping 

>> Pipe bridges and gas piping 

>> Electric control panels and switchboards 

>> Transformers 

>> Climate control for all areas 

FURNACE PROJECT KEY FIGURES 

>> Local orders in Brazil: ~ 150 

>> Concrete: ~ 36.462 m 3 

>> Fire-resistant material: ~ 19,850 tons 

>> Steelwork: ~ 8,800 tons 

>> Machinery/equipment: ~ 6,800 tons 

>> Piping material: ~ 3,600 tons 

>> Cabling: 500 km 

>> Total hours worked: 4.9 million 

>> Construction 

and assembly workers: 2,500

32 


A GROWING MARKET IN MAURITANIA 

IRON ORE PELLETS IN GREAT DEMAND 

The West-African nation of Mauritania is rich in iron ore deposits. MAN Ferrostaal is investigating the feasibility of opening a new 

iron ore mine on behalf of the state-owned iron ore company SNIM, Société Nationale Industrielle et Minière. The iron ore will be 

processed into concentrate and then refined into high-quality iron ore pellets. Iron ore pellets are used in direct reduction plants 

worldwide for the production of steel. 

On behalf of the Mauritanian project 

management company EL AOUJ S.A. MAN 

Ferrostaal is conducting a feasibility study 

examining the economic efficiency of a 

new iron ore mine. The investment and 

costing calculations mainly focus on iron 

ore processing, an iron ore pellet plant, 

materials handling, a power plant, electricity 

supply, assembly, and infrastructure. 

The new deposit is located close to existing 

mines in the town of Zouérate. The iron ore 

deposit is estimated to amount to about 

650 million tons. With a mining capacity 

of approximately 15 million tons per year, 

it should be possible to produce 7 million 

tons of iron ore pellets. The existing 

railway line will be extended for the 

transportation of the finished product to 

the coast. 

A FAMILIAR MARKET 

Mauritania is a familiar market for MAN 

Ferrostaal: business started 40 years ago, 

when Ferrostaal supplied 142 heavy railway 

cars for the transportation of iron ore 

concentrate to the former French colony. 

These were employed on the newly built 

700 km stretch of railway between the 

mine in Zouérate in the middle of the 

Sahara and the sea port of Nouadhibou. 

The good contact with the state-owned 

iron ore company SNIM resulted among 

other things in MAN Ferrostaal winning 

another contract for an iron-ore processing 

plant. MAN Ferrostaal supplied rolling 

presses, conveyor systems, production 

equipment, steelwork and electrical equipment, 

and supervised the assembly and 

commissioning of the iron-ore reduction 

plant. 

GREAT POTENTIAL 

Industrial development in Mauritania offers 

MAN Ferrostaal countless opportunities. 

Projects currently in the pipeline include 

diesel power plants, expansion of the ironore 

port in Nouadhibou, repair and extension 

of the existing SNIM railway line, construction 

of a new stretch of railway to develop the 

country’s southern corridor, development of 

very high-quality phosphate ore production, 

and modernisation and development of the 

existing iron-ore production facility. 

In addition, local oil production (75,000 barrels 

per day), which began in February 2006, 

and Mauritania’s very promising offshore 

reserves of natural gas are opening up new 

horizons for potential projects utilising gas. 

Burkhard Willems

03 


01/02 The iron-ore is transported from the 

storage area to the ship-loading in the sea 

port of Nouadhibou. 

03. 80-ton goods wagons for iron-ore concentrate 

on their way from Zouérate to Nouadhibou. 

01 

02

34 


SHIPBUILDING 

SAFETY ON THE HIGH SEAS 

Major oil disasters like the sinking of the “Prestige” in 2002, which leaked some 64,000 tonnes of oil off the Spanish coast, have led 

to a tightening of safety measures at sea. For example, the International Maritime Organization (IMO), a United Nations agency, has 

intensified its regulations and shortened the phase-out period for single-hull tankers. Specifically, it intends to ban the use of singlehull 

tankers for the transportation of oil products as of 2015 and to monitor seafaring ships of this type more closely until then. 

Over the next seven years, about 2,000 outdated oil and chemical 

tankers are to be replaced. More than 1,000 tankers with a load 

capacity of between 5,000 and 10,000 tdw (tons dead weight) 

sailed the high seas in 2003. By 2015, single-hull tankers of this 

size will be taken off the market. They will be replaced by doublehull 

tankers like the SCOT series tankers built on behalf of MAN 

Ferrostaal. 

In the last four years, MAN Ferrostaal has handed over eight SCOT 

8000 tankers to Wappen-Reederei and repeat orders have been 

placed for four more. The tanker design was developed by the 

Hamburg shipbuilder Günther Kordts, founder of Wappen- 

Reederei, in collaboration with the Lindenau shipyard in Kiel and 

MAN Ferrostaal. 

The main impetus behind the idea was the increased threat to the 

environment posed by single-hull tankers and single-screw vessels. 

The team, led by Günther Kordts, designed a tanker for transporting 

products and chemicals that guarantees maximum safety and 

a very low probability of failure. The double hull, which also

contains the bunker tanks, significantly reduces the risk of damage 

to the cargo and bunker tanks and thus also the risk of a cargo 

outflow similar to the one which occurred with the “Prestige”. 

A redundant propulsion system with two completely separate 

shaft and steering gear systems ensures full manoeuvrability of 

the ship should one of the systems fail. 

MAN Ferrostaal was able to bring its sister company MAN B&W 

Diesel into the partnership as a supplier of the complete propulsion 

systems. These include the 6L27/38 four-stroke main engine, gears 

and shafting. 

Two boiler units similarly ensure sufficient heat output, which 

can be individually regulated for the different tanks, depending 

on the load. SCOT 8000 tankers also benefit from 16 coated cargo 

tanks and two deck tanks with a total capacity of 9,000 cubic 

metres. A fully segregated piping system allows up to 16 different 

TECHNICAL DETAILS (WAPPEN VON FRANKFURT) 


>> Vessel type Oil and chemicals tanker 

with a double hull 

>> Tonnage 8,000 tdw (tons dead weight) 

>> Main engine 

propulsion system 2 MAN B&W engines, each with a 

capacity of 800 kW incl. gears and 

shafts 

>> Speed 14.5 knots 

>> Crew 11 – 13 persons 

>> Tank volume 9,100 cbm 

>> Length over all 116.40 metres 

>> Breadth 18 metres 

>> Freeboard depth 9.40 metres 

>> Draught 7.40 metres 

>> Tanks 16 tanks (12 – 1,185 cbm) 

plus 2 deck tanks 

>> Segregation 16 different products can be 

loaded simultaneously 

>> Tank heating system Up to 80° Celsius in each tank 

>> Pumps 16 pumps 

>> Builder: Damen Shipyards, Galatz 

>>> GREENPEACE CALLS THE SCOT 

SERIES THE “SAFEST TANKERS IN THE 

WORLD”. 

goods to be loaded simultaneously. The tank specifications enable 

the transportation of more than 500 different goods, as well as 

flexible use of the tankers across all markets. 

Thanks to their safety and flexible loading systems, the chemical 

tankers are in great demand as charter ships for major shipping 

companies like Esso, BP, Shell and BASF. Due to their compact size 

(small, handysize tankers), they can access even the smallest ports 

all over the globe.

36 


THE GENERAL CONTRACTOR 

With shipbuilding projects, as with the construction of industrial 

plants, all of the different threads are brought together by 

MAN Ferrostaal in Essen. Each of the delivered ships was built at 

Damen Shipyards Galatzin in Romania under the supervision 

of the customer, Wappen-Reederei, and MAN Ferrostaal. As the 

general contractor, MAN Ferrostaal is responsible for sourcing the 

materials (including high-tech equipment), just-in-time delivery 

of components, execution and coordination of new building 

projects and handover of the tankers according to schedule. Also 

collaborating on the project are the issuing house Hansa 

Hamburg Shipping and the KfW banking group. These will 

provide the investment required to realize the projects, which 

amount to a total order volume of 214 million euros. 

Since the charter books for the SCOT tankers are already fully 

booked, four more ships are to be built and are scheduled for 

completion by the same partners in 2007 and 2008. The transportation 

of oils and fats promises additional long-term opportunities 

for the chemical tankers. The IMO has therefore announced 

stricter transportation regulations for 2007. Currently, only very 

few tankers would be in a position to comply with these. Petra 

Kapp, Project Manager for SCOT tanker projects at MAN Ferrostaal 

AG, is confident about how this market will develop: “The SCOT 

tankers MT “Wappen von Frankfurt” and MT “Wappen von 

Stuttgart” currently comply with all known safety regulations, 

even those that have not yet come into force. These ships and the 

four new tankers will afford us a great opportunity to service the 

increasing demand for high-quality tanker tonnage.” 

Anna Fontaine 

As safe as possible: The double hull minimizes 

the risk of leakage for the Wappen tankers. 

CARGO CARRIED BY THE SCOT 8000 TANKERS: 

Paraffins: Saturated hycrocarbons, main 

components of crude oil, slack wax 

Lubricating oil additives: Agents that are added to base oils 

to give them lubricating properties 

Molasses: A syrupy liquid by-product of the 

production of sugar from sugar 

cane and sugar beet that has been 

shown to have health benefits 

Chemicals/ 

Oil products: Kerosene, benzenes, lubricating oil 

Edible oils: Sunflower oil, groundnut oil, castor oil

Vietnam is on the road to becoming an industrial nation. The 

demand for steel is growing all the time due to the emerging industry 

and the countless infrastructure projects in the country. In the last 

ten years, demand for steel in Vietnam has risen by an average of 

20 percent per year. And the current annual demand of 6 million 

tons is set to rise to approximately 15 million tons by 2015. In 2005, 

steel imports amounted to 5.5 million tons, equalling more than 

90 percent. Vietnam intends to reduce its heavy dependency on 

imports, in particular of warm-rolled and cold-rolled flat products, 

by securing extensive new investments in the country. 

Vinashin’s new mill will produce heavy plate with a maximum 

width of 3 m, maximum length of 18 m, and a strength of 5 to 50 mm. 

The raw material will be imported steel slabs. The steel 

construction halls are approximately 600 m long. Since the entire 

area on which they are being built is water-logged because it was 

reclaimed from the sea, the foundations of the halls and the 

heavy machinery had to be mounted on concrete piles. The foundations 

and halls are to be constructed by Vietnamese companies, 


VINASHIN BUILDS A NEW PLATE MILL IN VIETNAM 

BUILDING SHIPS WITH THEIR OWN STEEL 

The Vietnamese state-owned shipbuilding group Vinashin will in future be able to produce the heavy plate it requires to build ships. 

In the Quang Ninh province near the port of Cai Lan in northern Vietnam, Vinashin is constructing a new hot-rolling mill with an initial 

annual capacity of 350,000 tons. MAN Ferrostaal is responsible for engineering and project management. 

while the rolling mill machinery will be supplied by Chinese 

manufacturers. 

ON-SITE EXPERTS 

MAN Ferrostaal will work with a large team of on-site experts to 

supervise and coordinate the engineering. The team will be reinforced 

by Vietnamese engineers and will receive support from the 

MAN Ferrostaal office in Hanoi. 

A steel manufacturing plant is being constructed at the same time 

right next to the rolling mill. The production lines originated in 

Germany and were dismantled and shipped by order of MAN 

Ferrostaal in the summer of 2005. MAN Ferrostaal will supervise 

their re-assembly in Vietnam. 

Wilhelm Bruckmann 

The first concrete piles 

were driven into the soil 

in January 2006. 

The heart of the rolling mill: 

the heavy plate mill stand.

38 


01 

PRODUCTION PLANTS FOR GYPSUM PLASTER BOARDS IN INDIA AND MALAYSIA 

GYPSUM BOOM IN ASIA 

The market for gypsum plaster boards is booming in Asia. British Plaster Board (BPB) is therefore increasing its capacity with two 

new production plants in India and Malaysia. No sooner had the MAN Ferrostaal/Grenzebach/BSH consortium handed over the 

first gypsum and gypsum plaster board plants to BPB than plans for two more plants in India were underway.

In May 2004, a consortium led by MAN 

Ferrostaal signed the contracts for the 

delivery, assembly and commissioning of 

the process equipment for gypsum and 

gypsum plaster board plants in Mumbai 

in India and Port Klang in Malaysia. The 

customers are the subsidiaries of British 

Plaster Board plc, England. The assembly 

and commissioning of the two plants were 

planned and realised within three months 

of each other. 

The plants manufacture gypsum plaster 

boards for finishing the interiors of private 

and commercial buildings. In the gypsum 

plant, natural or synthetic gypsum is 

converted into stucco through calcination 

(dewatering). Stucco is the raw material for 

the manufacture gypsum plaster boards 

and can be mixed with chemical additives 

to produce plaster. In the gypsum plaster 

board plant, the stucco is mixed with water 

and other additives and poured into 

02 03 

04 

a mould made of special board to give 

a continuous running sheet of plaster 

board. This sets as it passes along a conveyor 

belt, at the end of which an electronically 

controlled cutter is used to cut the strand 

into gypsum plaster boards of any length. 

These are fed through a continuous-flow 

10-deck drier with a length of approximately 

90 meters. Once they have passed 

through the drier, the gypsum plaster 

boards are adjusted and then automatically 

stacked and grouped together in packages 

ready for loading and distribution. 

The plant in India has the capacity to produce 

12.8 tons of stucco per hour and 1,610 

meters of gypsum plaster boards per 

hour. In Malaysia, 14.2 tons of stucco are 

produced per hour and 2,343 metres of 

gypsum plaster board. 

The process equipment was supplied by 

European, Chinese and local manufacturers. 

05 


Precise planning and coordination with 

both the customer and the authorities 

were required to ensure a seamless implementation 

of the machinery and equipment. 

The mechanical assembly began in India in 

January 2005 and in Malaysia in April 2005 

and ran according to schedule in both 

cases, although the construction site in 

India presented some problems due to the 

weather conditions (the heaviest rainfall 

for decades) and the isolated rural location. 

The provisional acceptance (take-over) of 

the two plants took place in December 

2005 and February 2006 respectively, as 

per the project plan. 

Jan Uder, Walter Sante 

01. Assembly of the calcination unit in India 

02. The gypsum plaster board plant in Malaysia 

03. The calcination unit in Malaysia 

04. The drier outlet, India 

05. Cross conveyor and drier inlet for gypsum 

plaster boards, Malaysia

40 


MAINTENANCE STAFF MOBILISED IN LIBYA 

INTO THE DESERT 

MAN Ferrostaal takes over maintenance of the “Wafa Desert Plant” for the Libyan gas supplier ENI Gas B.V. Over a period of 23 

months, ThyssenKrupp Uhde and MAN Ferrostaal will maintain an oil and gas production plant, a processing plant, a compressor 

station and the associated pipework over a stretch of 530 km in the Sahara desert. 

At the start of 2006, Uhde received the order for the maintenance 

work to be carried out at the Libyan natural gas plant, the Wafa 

Desert Plant, and commissioned MAN Ferrostaal as a subcontractor 

to supply industrial personnel to carry out maintenance work, 

including repairs and modifications at the plant. In addition, MAN 

Ferrostaal is providing and running the entire desert camp facilities 

and the necessary infrastructure for both its own and Uhde’s 

personnel. Most of the workers were on site by the end of April. Since 

then, the maintenance works have been running according to plan. 

The order will take 23 months to complete, after which ENI Gas 

may decide in favour of the provisional extension option to 

continue the work. MAN Ferrostaal have been active in the Libyan 

market for 30 years, largely in the context of assembly projects, 

and no also for maintenance works. The company therefore has 

the flexibility to respond to requirements in both areas. 

Anna Fontaine

MULTILAYER FILM PRODUCTION IN ARGENTINA 

SEVEN AT 

ONE STROKE! 

Fresh food on the table – this is what all consumers desire and 

what all manufacturers want to provide, even if the goods have 

to be shipped from Argentina to Europe. To make this possible, 

MAN Ferrostaal recently delivered high-tech machines made in 

Europe for the production of multilayer film to IPESA, one of the 

larger Latin-American manufacturers of plastic film for packaging. 

The Argentinean company IPESA – RIO CHICO S.A., one of the 

largest Latin-American manufacturers of flexible plastic film for 

agricultural and food products wants to produce 7-layer sheets of 

film with a lay-flat width of 200 cm. This 7-layer film provides 

excellent protection for food products by providing a barrier 

against oxygen and other gases. A high sun protection factor is 

also incorporated into the film. 

Their search for an experienced mechanical engineering company 

to provide equipment to enable the manufacture of multiplayer 

film led IPESA – RIO CHICO straight to KIEFEL Extrusion, Germany 

and MAN Ferrostaal Argentina. 

TARGET MARKET ARGENTINA 

In January 2006, the complete 7-layer film production unit was 

approved in the factory in Tierra del Fuego and began production 

without further delay. The unit, manufactured in Worms in 

Germany, has been spitting out approximately 350 kg of film an 

hour ever since. The total capacity will serve the domestic market. 

Thanks to the more than successful introduction of the new 

production unit and the high demand for this type of film, the 

Management at the plastics company is now also looking to new 

markets beyond Argentina’s borders. 

Helen Vollrath 



Production of High-quality 7-layer plastic film using German technology.

42 

01 

EXTENSION OF A COCOA PRODUCTION FACILITY 

BROWN GOLD FROM GHANA 

Cocoa and gold are Ghana’s most valuable natural resources. The small West-African country is the second-largest producer 

of cocoa worldwide. The government in Ghana has set itself the goal of processing up to 40% of the country’s cocoa beans 

domestically. This not only creates jobs. The increased net output ratio will also boost profits. The industry is therefore currently 

investing in cocoa processing plants. 

02 

03

MAN Ferrostaal and its partners are extending and modernizing 

the existing cocoa production facility of the Cocoa Processing 

Company Ltd. (CPC) in Tema in southern Ghana. The process will 

be completed in a number of different phases. CPC is one of the 

leading companies in the region and the market leader in cocoa 

processing in Ghana. The company’s product portfolio includes 

cocoa mass, cocoa butter, chocolate and cocoa drinks. Up to 95% 

of its products are sold in the USA, Europe and Asia. Five percent 

are sold on the domestic market. 

The first phase of the project involved the construction of a new 

plant for the production of cocoa mass. The production line was 

officially opened in November 2005. The ceremony was attended 

by the Ghanaian president, John Agyekum Kufuor. This means 

that the Cocoa Processing Company Ltd. now boasts one of the 

largest and most modern facilities of its kind in Ghana. The new 

production line is extremely efficient, and will allow 24,900 tons 

of top-quality cocoa mass (cocoa liquor) to be produced annually 

from 30,000 tons of cocoa beans. 

In the second phase, which is already underway, the existing 

facility will be completely renovated and equipped with new 

machinery to further boost the production of cocoa butter and 

cocoa powder. The company aims to increase its total annual 

output from 25,000 to 65,000 tons once this second phase has 

been completed. Two cocoa butter presses have already been 

installed and the machinery and equipment required to 

renovate the existing facility are already on site. Commissioning 

of the facility is scheduled for August 2006. 

NO. 1 ASSET 

Cocoa is Ghana’s most important asset and regularly makes up 

30 to 40 percent of the country’s total export revenue. 13 percent 

of the country’s GDP depends on cocoa beans. Ghana produces 

some 20 percent of all cocoa produced worldwide. There are 

approximately 1.5 million cocoa farmers in Ghana, mostly working 

on family-owned farms. In the 2003/2004 season, approximately 

750,000 tons of cocoa beans were harvested. This was a record 

harvest in the history of cocoa production in Ghana, which goes 

back more than 100 years. Cocoa beans are traded on the soft 

commodities market. The price per ton is currently 1.500 US dollars. 

Renate Matthes 

04 



01. Street scene in Accra 

02. The packaging department at Cocoa Processing Co. 

03. Collecting the cocoa mass 

Foreground: J.A. Danso, Production Manager at CPC 

04. Unloading cocoa beans at CPC 

EXTENSION AND RENOVATION OF THE COCOA PROCESSING 

COMPANY LTD PLANT IN TEMA, GHANA 

Value of contract: 21 million euros 

Scope of supply and services provided by MAN Ferrostaal: 

>> Modification and renovation of the existing facility 

>> Planning and delivery of machinery and equipment for the 

production of cocoa mass, including the necessary infrastructure 

(such as a water treatment system, emergency 

power generating sets and steam and compressed air 

networks) 

>> Supply of a replacement parts package 

>> Supervision of the installation 

>> Supervision of commissioning 

>> Training 

>> Technology partners: Bühler AG (Switzerland), F.B. 

Lehmann Maschinenfabrik GmbH (Deutschland), B.V. 

Machinefabriek P.M. Duyvis (Netherlands

44 


01 

LEADING COLUMBIAN PRINTER 

GOES LARGE 

Printer Colombiana, leading producer of high-quality books and magazines, confides part of its printing operations to the 

extra-large format technology from MAN. The machine that will be used is the MAN Roland 904-7B XXL. 

A vast and completely empty warehouse is 

the image that comes to mind when Juan 

Guillermo Giraldo, CEO of Printer 

Colombiana, remembers his job interview 

with Gerhard Schropp 30 years ago. The 

German businessman showed the young 

engineer the spaces where his machinery 

would soon be printing the thousands of 

books and magazines to meet the demands 

of a reading boom sweeping many Latin 

American countries at the time. 

Gerhard Schropp was in charge of setting 

up Printer Colombiana in Colombia, a 

business that would mainly produce 

books. The sales platform of the Círculo de 

Lectores, then owned by the Bertelsmann 

Group, whereby books could be paid for 

in instalments, sparked an enormous 

interest in reading throughout the region. 

Colombia was chosen as a strategic 

location for printing and meeting that 

demand. 

The once-empty space, located in an industrial 

area in Bogotá, is now full of the 

smells of ink and paper and the constant 

sounds of printing presses and a team 

of professionals hard at work. This team 

makes Printer Colombiana the leading 

producer of books and magazines in 

Colombia, and the sixth largest on the 

Latin American market.

After three decades, this Colombian printing 

house – currently owned by Bertelsmann 

and El Tiempo, the country’s largest 

newspaper – has updated its technology and 

processes. With exports to other countries 

in the region accounting for almost 

70 percent of production, the plan is to become 

market leader. 

AN ENDURING ALLIANCE 

Through IPP Colombia, a subsidiary of 

MAN Ferrostaal, MAN Roland has collaborated 

with Printer Colombiana since the 

company’s beginnings, providing technological 

consulting and support as well 

as financing support to allow for the 

modernisation of the company’s production 

operations. In 1981, the company 

acquired a MAN Roland Rekord 4-color 

press to produce books and “later, in the 

90s, we made the leap to LITHOMAN and 

ROTOMAN rotary presses for our magazine 

production. Now we are daring to move on 

to large-format, sheet-fed machines with 

our purchase of a new Roland 904-7B XXL 

press, the first of its kind in Latin America 

and also the first within the Arvato Group, 

Bertelsmann’s printing division,” says 

Printer Colombiana’s CEO, summing up his 

company’s technological evolution. 

Printer Colombiana will use the new press 

primarily to produce high-quality books. 

However, with its colour and large-format 

capacity, it will also support printing of a 

variety of commercial products. “This 

machine is state-of-the-art. It will allow us 

to work with large formats, handle large 

volumes and ensure excellent performance 

and quality levels,” insists Juan Guillermo 

Giraldo. 

TECHNOLOGY FOR GROWTH 

Colombia and other countries in the 

region, such as Peru, Ecuador and almost 

all Central American nations, are currently 

experiencing a restructuring of their 

economies and the implementation of free 

trade agreements with the United States. 

Leading businesses in the region, like 

Printer Colombiana, are aware of the need 

to take advantage of these agreements to 

break into the North American market and 

increase business opportunities. One such 

strategy is to undergo modernisation 

processes allowing for “renovation of 

equipment and machinery in order to keep 

up with the technologies best suited to 

international markets,” in the words of 

Juan Guillermo Giraldo. 

02 


The purchase of the large-format press 

marks Printer Colombiana’s entry into the 

world of MAN Roland technology for sheetfed 

large-format printing (120 x 162 cm) 

and will allow the company to strengthen 

their position as one of Latin America’s 

leading printers of books. 

Investment in this technology reflects an 

obvious awareness of market tendencies 

and the service options and quality offered 

by MAN Roland and MAN Ferrostaal. “Our 

decision was based on our enduring 

relationship of trust with the manufacturer 

and with IPP Colombia. We train our 

personnel in Germany and depend on 

direct, permanent and real-time support 

from the factory to solve any problems 

that arise with our press,” says Giraldo. 

Today, after 30 years with Printer 

Colombiana, the empty space he once contemplated 

with Mr. Schropp has become 

for Giraldo the place where his career 

began and from which he was able to move 

the company on to the position it enjoys in 

the market today: a position of leadership 

achieved together with their clients, 

employees and suppliers. 

Germán Gonzáles 

01. Roland 904 XXL at Printer 

Colombiana 

02. Juan Guillermo Giraldo, CEO 

of Printer Colombiana, relies 

on the Roland 904-7B XXL for 

the production of high-quality, 

full-colour books.

46 


BRAZILIAN PRINTERS INVEST IN ROLAND 500 

UNBEATABLE FOR SMALL PRINT RUNS 

With the five-colour printing press from MAN Roland, printers can easily respond to spontaneous customer needs. 

The flexible sheet-fed press prints 18,000 copies per hour.

The Intergraf printing works in Pernambuco 

is the first in this region in the northeast 

of Brazil to use a ROLAND 500. 

Intergraf was founded in 1995 and is 

renowned for providing its customers with 

printing solutions that unite art, innovation 

and state-of-the-art technology. Intergraf 

is one of the most up-to-date and efficient 

commercial printers in Brazil. 

Before it purchased the five-colour sheetfed 

offset press from MAN Roland, Director 

Eduardo Mendonça Filho was able to see 

the ROLAND 500 in production. “My son 

visited printing works in São Paulo and Rio 

de Janeiro, which had exactly the same 

sheet-fed press that we now own,” he 

explains. “We never purchase equipment 

on this scale without first performing 

a thorough analysis,” he explains. “Technology, 

performance, product support and 

price were all taken into account.” 

INCREASING PRODUCTION 

Small and medium-sized print runs are 

one factor in the graphic arts industry that 

must be given serious consideration when 

making decisions on investments. Danilo 

Storti Garcia, Commercial Director of 

Gráfica e Editora Sarapuí Ltda, a printing 

works that specialises in the packaging sector, 

knows this very well. In order to 

sustain its position as one of the leading 

printers in the market, the Storti Garcia 

family insisted on quality and stat-of-theart 

technology. “We were looking for agility, 

efficiency and fast responses,” explains 

Danilo. In February of this year, the 

ROLAND 500 was put into operation at the 

Sarapuí printing works. Sarapuí intends to 

boost its production by 40 percent with 

the new machine. 

The demand for various products with 

small print runs is also increasing rapidly 

in the packaging segment. “In the past, 

costs were always a problem whenever we 

took on jobs with small print runs.” Danilo 

explains that he first came across the 

ROLAND 500 at the Drupa international 

trade fair in 2004. At the end of that same 

year, he travelled to Germany to meet with 

MAN and the European printers that use 

the ROLAND 500 for production. 

CUTTING-EDGE TECHNOLOGY 

“That sealed the deal for us.” He explains 

that the directors at Sarapuí were also 

considering other suppliers. “We were looking 

at other competitors but in the end we 

decided to go with MAN Roland because we 

recognised that their technology had the 

edge over other presses in the same class.” 

The new press has already demonstrated 

its potential. “We noticed the difference 

straight away. The technology and speed 

are incomparable”, says Danilo. “The press 

is fully computer-assisted and user friendly.” 

And the praise doesn't end there. 

According to the director, the printing 

works' production capacity will be boosted 

by up to 40 percent thanks to the new 

equipment. “First, we want to provide our 

existing customers with an improved service 

in terms of quality and price. After that, we 

will be broadening our horizons,” Danilo 

insists. “Our commercial department has 

put a lot of effort into increasing acceptance 

among customers, and we are now starting 

to reap the fruits of their labour. This is 

coming at exactly the right time, now that 

the ROLAND 500 has boosted our capacity.” 

Today the printing works services customers 

in the capital city of São Paulo, within 


VERSATILITY 

The Roland 500 is particularly suitable 

fur use in the market for small and 

medium-sized print runs. Its special 

59 x 74 cm format ensures greater 

efficiency. Its settings are high-precision. 

Spoilage in the printing process is reduced. 

The Roland 500 unites productivity and 

quality and is equipped with cuttingedge 

automation technology, including 

control panel settings with a connection 

to printnet networking software 

(PECOM). 

The printing press has a speed of 18,000 

sheets per hour. The new plate change 

technology of the coating module significantly 

reduces the time taken to change 

plates. 

the state of São Paulo, and in regions in the 

south and northeast of the country. 

Sarapuí's major customers are in the 

pharmaceutical industry and account for 

60 percent of production. 

Dr. Thomas Kaup

48 


INTEGRATED SERVICES IN THE PRINTING AREA 

“WE HELP KEEP OUR 

CUSTOMERS PROFITABLE” 

With its Intergrafica Print and Pack (IPP) business, MAN Ferrostaal is the world’s largest independent service provider for the 

graphic arts industry. With more than 50 offices in Latin America, Africa, Central and Southeast Asia, IPP represents a sales platform 

for the printing industry.

MAN Ferrostaal offers an integrated service 

portfolio in the printing area along the 

entire value chain, from process analysis to 

machine optimisation. 

Together with MAN Roland Druckmaschinen, 

IPP is pursuing a global “3S service strategy”, 

in particular in the area of sheet-fed presses, 

in large markets like Brazil, Mexico, South 

Africa, Turkey and Malaysia. This 3S focuses 

on service, spare parts and supplies. With 

the help of the machine support program, 

customers will be able to achieve the shortest 

possible setup times and the highest levels 

of product quality. 

All of these services go hand in hand 

throughout the entire life cycle of a printing 

works. This Life Cycle Management (LCM) 

means that the operational costs of a printing 

system are optimised and reduced over 

its entire life-time thanks to individual 

packages of measures. 

Approximately half of the more than 700 

employees at IPP work in the service area. 

Their range of services encompasses: 

Consulting, project management, instruction, 

training, refitting, maintenance, repairs, 

spare parts supply, chemicals and consumables, 

as well as financing. Customers have 

a single point of contact, from setup to 

printing and further processing. 


“Our activities are centered around business 

models that help keep our customers 

profitable. It is important to us to create 

added value for our customers, so that they 

can increase productivity and improve 

quality. To do this, we must focus on direct 

customer benefits,” says Dr. Thomas Kaup, 

Managing Director of Intergrafica Print & 

Pack GmbH. 

ENHANCING THE SERVICE PORTFOLIO 

The entire value chain is placed under the 

microscope and optimised. Production is 

made more efficient, a sustained increase 

in printing capacity is effected, print setup 

times are reduced, processes are integrated 

with inline solutions, value-enhancing 

auxiliary applications are integrated into 

the machines, quality is comprehensively 

controlled, production costs are lowered 

(fewer staff, less waste and consistently 

high quality). The production process is 

made more efficient by software connecting 

the automation modules. 

Kaup says “Our goal is to enhance our customers’ 

portfolio of products and services 

for their customers, which will allow them 

to stay even further ahead of the competition. 

Shorter lead times and lower setup 

costs for the production run enhance the 

economic elasticity of the printing systems.” 

Helen Vollrath

50 

financing 

PLANT FINANCING IN CHILE 

A MODEL FOR SOUTH AMERICA 

Six years ago, MAN Ferrostaal negotiated a contract with the Chilean company EMPRESA NACIONAL DE PETROLEO (ENAP) for the 

turnkey delivery of a diisopropyl ether plant. The project was the first in a series of joint projects with unusual financing concepts. 

The financing of the latest project, a delayed coker, was awarded the title of most important project-based financial operation of 

the year 2005 in Latin America by the internationally renowned financing magazine “Project Finance International”. 

When the state-owned Chilean oil company 

ENAP made plans for the construction of a 

diisopropyl ether (DIPE) plant in 2000, it 

was looking for a general contractor willing 

to provide long-term investment and capable 

of implementing a very challenging 

financing concept. Edzard zu Knyphausen, 

Managing Director of MAN Ferrostaal 

Chile, describes the initial situation: “Right 

after our initial discussions, ENAP and 

MAN Ferrostaal agreed that there was 

potential for further joint projects. The 

financing structure of the DIPE project did 

not fit into any of the usual financing categories 

of Project Finance or Corporate 

Finance. On the one hand, private financing 

was to be part of the investment but, 

on the other the state-owned ENAP wanted 

to retain full operational and entrepreneurial 

control.” 

In order to secure long-term financing, 

ENAP, MAN Ferrostaal and other partners 

founded a project company acting as 

owner, borrower and operator of the plant. 

After the successful realization of the project 

and financing concept, the DIPE plant 

was completed on schedule in September 

2003. Soon there were additional contracts 

following the same pattern: two desul- 

phurization plants (2002), one mild hydrocracker 

(2004) and, in 2005, the contract 

for a delayed coker, a refinery plant for the 

conversion of very heavy hydrocarbon 

molecules into lighter products. 

LONG-TERM PARTNERSHIP 

The contracts between ENAP and MAN 

Ferrostaal in a consortium with the Spanish 

partners Foster Wheeler Iberia S.A. and 

Técnicas Reunidas S.A. and ENAP for the 

turnkey delivery of a delayed coker including 

utility systems were signed and put into 

effect in July 2005. 

Similar to the earlier projects, these not 

only cover the delivery of a plant, but also 

the implementation of a complete project 

and financing concept, including a longterm 

share in equity of the established 

project company, which is to run for 20 

years. This project company acts as owner, 

operator and borrower and provides the 

end customer ENAP with the production 

capacity of the plant as part of a financial 

lease concept. 

The structure of all ENAP contracts follows 

this concept. While the total investment 

volume of the DIPE project was still less than 

30 million US dollars, the investment for the 

construction of the mild hydrocracker

exceeded 100 million US dollars. For the 

construction of the delayed coker, the partners 

developed a financing concept for an 

investment volume of 430 million US dollars. 

Financing packages for the mild hydro 

cracker and the delayed coker, amounting 

to over 540 million dollars in total, were 

arranged and internationally syndicated in 

New York. Both financing concepts were 

well oversubscribed, which proves the 

attractiveness of the business model and 

Chile as a location of industry and commerce. 

In 2005, the financing of the 

delayed coker was given the title “Latin 

America Deal of the Year 2005” by the internationally 

renowned financing magazine 

“Project Finance International”. The project 

was seen as “the most important projectrelated 

financial operation of the year 

2005 in Latin America”. 

49% 

ENAP Group 

TASK FORCE IN MADRID 

Process licensor for the delayed coker 

is Foster Wheeler, a well-known plant 

constructor from the USA. Foster Wheeler 

Iberia, Madrid, and Técnicas Reunidas, 

Madrid, are responsible for the full 

engineering. The equipment is delivered 

by Foster Wheeler, Técnicas Reunidas 

and MAN Ferrostaal. For this reason, 

a temporary project company (Union 

Temporal de Empresas) was established 

in Spain, with MAN Ferrostaal owning 

a stake of one third. This company 

executes the non-Chilean part of the 

contract from its Madrid location. A task 

force was established at Foster Wheeler 

Madrid into which the MAN Ferrostaal 

project team was also delegated. The 

project management as well as all purchasing 

of equipment will be executed from 

there. 

CAPITAL OWNED – INVESTORS 

51% 

MAN Ferrostaal 17% 

Foster Wheeler Iberia 17% 

Técnicas Reunidas 17% 

PROCESSING SERVICES CONTRACT 

ENAP Refineria Aconcagua 

OPERATION AND MAINTENANCE CONTRACT 


LEASING CONTRACT 


FINANCING 

ENERCON S.A. 

PROJECT COMPANY 


For the local tasks in Chile, the consortium 

partners established a joint venture in 

Santiago de Chile. The Chilean subsidiary 

of MAN Ferrostaal, DSD Chile, is responsible 

for the construction and assembly of the 

complete plant. 

Helmut Mühlemeier 

PLANT DELIVERY CONTRACT (TURNKEY) 

Consortium Foster Wheeler, Técnicas 

Reunidas, MAN Ferrostaal 

CAPITAL BORROWED 

Credit international 

Banking syndicate

52 

financing 

01 

ENAP: LARGEST REFINERY CAPACITY ON 

THE PACIFIC COAST 

The state-owned company ENAP, with 

annual sales of approximately 6.7 billion 

US dollars and a profit of approximately 

200 million US dollars (2005), is one of the 

largest companies in Chile. As a strategically 

important company, it is fully state 

owned. ENAP operates plants in three 

main locations: Punta Arenas, Talcahuano 

(Concepción) and Concón and enjoys a 

market share of 90% in the petrochemicals 

market (petrol, diesel, aviation fuel, 

asphalt). With a processing capacity of 

approximately 100,000 barrels of crude 

oil per day, the Concón refinery is the 

main supplier for the Santiago region. 

With its refineries, ENAP has the largest 

refinery capacity on the pacific coast. 

Santiago suffers from high traffic emissions, 

a problem which is exacerbated by its 

geographic location in a basin, which 

makes air circulation difficult in certain 

weather conditions. Against this backdrop, 

the Chilean government pursues a strict 

environmental policy with increasingly 

rigorous emission reduction requirements. 

The installation of the delayed coker as 

well as the previous projects in which 

MAN Ferrostaal acted as an investment 

partner for ENAP were realized as part of 

a long-term expansion and modernization 

programme. The objective of this program 

is to produce more clean fuels with 

reduced emissions in order to further 

improve the quality of life in the metropolis. 

THE DELAYED COKER PROCESS 

In the delayed coker process, oil sludge 

and other viscous residues produced 

during vacuum distillation (an oil processing 

step) are converted into the valuable substances 

liquefied petroleum gas (LPG), 

gas, naphtha, diesel and petroleum coke 

by rapid heating to approximately 540° 

Celsius and subsequent transfer into special 

containers (coke drums). Petroleum coke 

is a valuable solid substance which can 

be burned in power stations to generate 

Construction Activities at the 

Diisopropyl Ether Plant in Chile: 

01. Installation of subsoil piping 

02. Surveying 

03. Earthwork 

04. Pile driving 

02 

energy or used in the aluminium industry 

to produce anodes, given appropriate 

quality. 

Due to their low proportion of short-chain 

hydrocarbons, heavy crude oils yield less 

high-quality products in the refinement 

process than light crude oils. They also 

produce more residues, which is why the 

price of heavy crude oils on the global 

market is lower than that of light crude oils. 

The delayed coker converts these 

residues into valuable products while 

increasing the distribution of light oil products 

and improving the product quality as 

well as the efficiency and profitability of 

the refinery.


CUSTOMER: 

Energía Concón S.A. – ENERCON 

VALUE OF CONTRACT: 

300 million US dollars 

CONTRACT INCLUDES: 

Main plant: 

>> Delayed Coker 20,000 bpd 

Auxiliary plants: 

>> Petroleum coke transport system 

>> Amine recycling plant 

>> Washing system for separation of 

sulphurous gases 

>> Sulphur recovery plant 

>> Wastewater treatment plant 

>> Flare 

>> Operation media 

>> Plant connections 

>> Control room 

PLANT LOCATION: 

Concón, within 2.5 hours’ drive to the 

northwest of Santiago de Chile 

COMPLETION TIME: 

28 months 

03 04

54 

financing 

“WE COMBINE FINANCING AND 

OPERATIONAL RESPONSIBILITY” 

MAN Ferrostaal offers customers a range of financing solutions to help them realise projects. In the interview below, Jens Gesinn, 

Executive Board Member with responsibility for Finance, Accounting, Controlling and IT, gives some examples of the main financing 

options available and outlines the essential features of each.

Mr. Gesinn, MAN Ferrostaal and its partners recently received 

an award for the financing of a petrochemical plant in Chile 

(see the article on page 50). What was so special about this 

financing package and why did it receive an award? 

The greatest challenge in this project was finding a way to incorporate 

private capital into a new plant that was to be owned and 

operated by the Chilean state-owned company ENAP [Empresa 

Nacional del Petroleo]. This demanded a financing concept that 

was fully tailored to suit the needs of the customer and the 

particular situation. 

And MAN Ferrostaal managed to do just this. 

Yes. We and our partners made this a reality. Admittedly, we had 

previously worked on similar projects for the same customer and 

we were able to tweak and improve the model from one project 

to another. We have lots of experience of customizing financing 

concepts for individual customers. 

Can you describe a typical financing concept? 

For MAN Ferrostaal, there is no such thing as a typical financing 

concept. In fact, that is the defining characteristic of our financing 

solutions. They are always tailored to our customers’ individual 

needs. Our financing options assume different forms, depending 

on the sector, region and project. What they all have in common 

is that they form an essential foundation for our business. 

So you always start from scratch with each new financing 

project? 

No, of course not. We have certain prototypes. Broadly speaking, 

there are three different types of financing concepts that we can 

offer our customers: Project financing for large plants, export 

financing for machines, and advance financing in the area of 

steel logistics. We will leave aside the financing of production 

plants in our automotive segment for the moment because this 

involves investing in our own means of production. 

The most individual type of financing is probably used in the 

industrial plants business. 

That’s correct. The industrial plants business is certainly very 

complex. We focus on the construction of large plants and very 

clearly on project financing, where we can play a very important 

role. We occupy a unique position in the market as a processindependent 

constructor of large plants and engineering company 

with a project management focus. Our most important capability 

in this area is that we develop projects from the ground up, 

and sound financing models are an essential component of this. 

This is exactly where our strength lies and what attracts customers: 

We combine financing expertise and operational responsibility, 


and can therefore judge very well what makes for a sound project 

and how it can best be realised. 

Who are MAN Ferrostaal’s partners on these kinds of projects? 

We have been collaborating for years with KfW (the Reconstruction 

Loan Corporation) and Hermes and this has worked very 

well. For example, all methanol plants in Trinidad with a total 

volume of 2.5 billion were completed with the help of these partners. 

But we have also used these partners to get many other 

projects up and running. The construction of these kind of plants 

would be inconceivable without the necessary financing. 

However, we also work with a range of foreign credit institutions 

and credit insurance providers, depending on what combination 

of partners makes the most sense in each case. 

Our track record must be pretty long then. 

Indeed it is. We have been doing this for about 25 years. But we 

still employ a flexible approach. Financing models that may have 

worked well yesterday and today are not necessarily a recipe for 

success in tomorrow’s projects. Innovation is essential, and with 

our new Board Members Dr. Knothe (Projects and Contracting) 

and Dr. Lesker (Service and Sales), both of whom previously 

worked very intensively on financed projects, we are most 

definitely looking forward in order to conceive new financing models. 

Which areas require new financing models? 

New technologies, for example. This is perfectly illustrated by 

the example of biodiesel and renewable energy form, but power 

plants also require new financing models on an ongoing basis. 

There are many projects in this area, but also a huge demand for 

financing. Financing plays a crucial role in new technologies that 

have not yet been tried and tested in the market. The risk 

involved in employing new technology in a plant also requires 

new market mechanisms. Not everyone is willing to invest their 

own private capital in such a venture. With these kinds of projects, 

we try to come up with financing models that spread the financing 

risk among various parties. This is the very essence of project 

financing: Placing the burden of risk on several different shoulders, 

so that everyone feels their own share of the risk is acceptable 

and everyone can enjoy watching the project unfold. However, we 

are not indiscriminate when it comes to projects involving new 

technologies. We select opportunities where we can asses the risk 

and where the benefits are obvious. 

How does MAN Ferrostaal distinguish itself from the competition 

in the area of project financing? 

According to the definition of the VDMA (Verband der deutschen 

Maschinen- und Anlagenbau – the German Engineering Federation),

56 

financing 

MAN Ferrostaal is not strictly a large plant engineering and 

construction company. According to VDMA, you must spend 

several million hours each year on purely engineering activities 

to earn that title. This isn’t the case for MAN Ferrostaal. In other 

words, we are not a builder of large plants according to the strict 

definition. Rather, we are a project developer and arranger. This 

is our role. It is true that we have no proprietary engineering and 

construction processes. In this regard, we are at a competitive 

disadvantage compared with the renowned plant engineers 

when it comes to projects that are put out to tender and where 

the financing is already in place. In this case, we can’t compete 

with companies that have proprietary procedures. If a company 

says “I have already earned enough money to cover my next 

chemicals plant and I am going to use my profits to build this 

plant,” we have no added value to offer compared with our competitors. 

Our business lies wherever there is potential for new 

industrial projects to be developed from the ground up. This 

project development market is huge, and there is rich potential 

for new plants all over the world. This is where we have the 

advantage of being much more flexible than the competition. 

Wherever a project is possible, where there is a business plan and 

where the feasibility is clear, we can put together the ideal technology 

and financing package. 

And who decides whether or not a project is feasible? 

This question is examined both by us and by the partner credit 

institution. We examine the economic basis for the project independently 

of each other and, happily, we usually come to the 

same conclusions. These are always highly dependent on the 

various parameters of each individual project. Take, for example, 

petrochemical plants in the area of natural gas. The composition 

of the gas in the earth can be a crucial factor in determining 

which technical procedure to use for further processing. If we 

were an plant engineering and construction company with only 

one procedure, this could put us out of the picture straight away 

if the gas is “wrong” gas for our procedure. MAN Ferrostaal has 

more flexibility because we bring together the best partners for 

the job and then implement the project with an intelligent 

financing model. Large plant engineering and construction 

companies are technology-driven and try to develop their sales 

based on technology. In contrast, we try to achieve successful 

sales based on financing. We are very well positioned to do so, 

as is confirmed by banks. 

Is financing also important in the machines and transport business? 

Yes, though not to the same degree. Financing makes just barely 

half of our machine business possible. We act as an exporter and 

we finance machines and transport solutions for our customers over 

a period of up to five years. There is a particularly high demand 

for our financing solutions in South America and Asia. We mainly 

finance in euros and US dollars, but sometimes also in yen. 

Why do customers use us for financing instead of their local 

credit institutions? 

We can offer better conditions. We take out insurance cover for 

our customers and we then grant the customers loans based on 

this cover – at extremely attractive interest rates. Currently, we 

can offer approximately 6 percent. In South America, for example, 

where interest rates of 15 to 30 percent are the norm, our rates 

are incredibly attractive. 

What happens where a customer is from a country where the 

currency is unstable? 

Then there is naturally a currency risk, which is borne by the 

customer. However, we can master this scenario in most cases. 

An extension often helps the customer get through a temporary 

shortfall. If the currency of a country drops in value and the 

liabilities in the local currency rise as a result, the repayment 

term can be extended until inflation has counterbalanced the 

currency deterioration and the purchasing power of the currency 

is essentially restored. The risk of currency deterioration has 

become much smaller over the last 20 years, not least because 

the control measures of the World Bank have been greatly improved. 

Governments today no longer get into spiralling levels of 

debt as they once did. Our export credit, which we also provide 

without insurance cover in certain cases (that are subject to 

rigorous scrutiny), gives us a very clear advantage over competitors 

because not many companies in the machine business 

segment can offer customers the same deal. 

Is that why MAN Ferrostaal has such a wide-ranging portfolio, 

in particular in the printing press area? 

One reason is the financing solutions we can offer, not only for 

MAN Roland presses, but also for individual presses from other 

companies from different countries. The other reason is, of course, 

our ability to bring various manufacturers together under one 

umbrella. This is traditionally one of our key strengths because 

we have been doing it for so many years. We don’t make our own 

products. Instead, we represent other companies, as we have 

always done.

SUPPLIER CREDIT OFFERS LOWER INTEREST RATES 

SIMPLE AND INEXPENSIVE 

Supplier credit is very common in Latin America in particular, and customers often ask about it in the context of machine deliveries. 

With supplier credit, the supplier grants the foreign customer a term of credit. In this way, the customer avoids impacting its credit 

limit at its bank and enjoys considerably lower interest rates. 

Supplier credit has several advantages to offer customers 

purchasing goods and services. The euro and US dollar interest 

rates are considerably lower than annual interest rates for local 

currencies, which may be anything up to 30 percent (in Brazil, for 

example). In addition, it takes much less time to sign an agreement 

on payment terms than to do all the necessary paperwork to 

secure a bank loan. By safeguarding the due receivables with supplier 

credit insurance cover, MAN Ferrostaal ensures that customers do 

not have to worry about the debt during the normal course of 

business. 

However, customers cannot escape some administrative charges 

if they avail of supplier loans. For credit assessment purposes, for 

example, customers must present up-to-date, audited balance 

sheets and profit and loss statements to the supplier and, if the 

loan is backed by (tangible) collateral, they must cooperate for the 

entire term of the loan. 

Cash payment agreements are always preferable. For MAN 

Ferrostaal, supplier credit offers few advantages because the 

granting of loans and keeping track of debt always means high 

administrative costs. Moreover, supplier credit has a negative 

impact on MAN Ferrostaal’s balance sheet ratios. 

Karl-Heinz Schröter 

THE ECHO 1/2006 57

58 

news 

>ESSEN: STUDENTS MEET DR. MATTHIAS MITSCHERLICH 

AN INTERVIEW WITH THE CHAIRMAN OF THE BOARD 

On 14 February 2006, senior grammar-school pupils were given a 

second opportunity to ask Dr. Matthias Mitscherlich questions about 

both his professional and personal life. The series of events entitled 

“Dialogue with Youth” is organised each year by the Initiativkreis 

Ruhrgebiet (Ruhr Initiative). It aims to convey economic realities 

and career opportunities in a practical way to students preparing for 

university-entrance exams through personal contact with Executive 

Board Members of international companies. 

Mitscherlich answered questions from the students, most of which 

related to apprenticeship and career opportunities at MAN Ferrostaal. 

The international nature of the company was the subject of much 

interest. Many of the questions related to options and opportunities 

for temporary employment abroad. The students were particularly 

keen to know the criteria according to which employees are selected 

for foreign assignment and what prerequisites they must fulfil. 

Dr. Mitscherlich informed them that key characteristics of future 

employees include a very good knowledge of at least one foreign 

language and an appreciation of and interest in cultural diversity. 

When asked whether an academic degree or an apprenticeship 

would be preferred, he strongly recommended completing a degree. 

The international and multi-faceted character of the company means 

that MAN Ferrostaal is focusing on applications from graduates. 

New employees are encouraged to develop their potential in all areas: 

Engineering, management, finance, sales and logistical planning. 

Anna Fontaine 

>GRADUATE CONGRESS: 

RAISING OUR PROFILE AMONG GRADUATES 

MAN made use of the graduate congress on 23/24 November 2005 

in Cologne, Europe’s largest recruitment fair for students, to appeal 

to qualified university graduates. The MAN Group was presented 

using the new corporate design, and its stand attracted a lot of 

attention from young graduates. 

MAN Ferrostaal, which sees its employees as one of its most valuable 

resources and the basis for its success, also used the graduate fair as 

a platform for raising its profile and for making contact with potential 

future employees. 

KAZAKH MINISTER INTERESTED IN 

STRATEGIC ALLIANCES 

Aset Issekeshev, Junior Minister for Industry and Trade in the 

Republic of Kazakhstan expressed an interested in direct 

investment by foreign partners during his visit to MAN 

Ferrostaal in Essen. Accompanied by a trade delegation from 

Kazakhstan, he explained the goals of Kazakh economic policy. 

The focus is currently on reducing the dependency on the 

raw materials industry, and on the diversification and development 

of the Kazakh economy. Key areas are farming and 

foodstuff processing, oil and gas, tourism, the textile industry, 

metallurgy, transport and logistics and building materials. The 

Minister is keen to pursue strategic alliances with renowned 

companies, which will enable the transfer of technology to 

Kazakhstan. 

In addition to MAN Ferrostaal’s single machine business, the 

contract for a gas compressor station in “Opornaya” in western 

Kazakhstan with MAN TURBO is worthy of mention in this 

context. There is a strong demand for piping materials with 

the expansion of the oil and gas industry. MAN Ferrostaal 

Piping Supply has already closed a contract to supply fittings 

for a sea-water cooling system for the Aktau power plant. 

Udo Völker

MAN AG 

MAN SELLS TAKRAF FÖRDERTECHNIK 

MAN AG is selling the MAN Ferrostaal subsidiary Takraf 

Fördertechnik GmbH. The buyer is VTC Industrieholding 

GmbH in Munich. Neither company has disclosed the sale 

price. 

In the fiscal year 2005, Takraf, based in Leipzig, traded 

profitably and registered a turnover of 122 million euros with 

a workforce of 485. The company manufactures equipment, 

systems and complete installations for open cast mining, porthandling 

and crane technology and bulk materials handling. 

The company has a sales and distribution network covering all 

five continents, and offers an end-to-end portfolio of services 

in its field, from development and engineering to manufacturing 

and assembly. The company is particularly renowned for its 

open cast mining products, and almost half of all bucket-wheel 

excavators in the world were produced by MAN Takraf. 


The company became part of the MAN Group in 1994, when 

MAN consolidated its own materials handling activities with 

those of TAKRAF Lauchhammer GmbH. 

With the sale of Takraf, MAN Ferrostaal is continuing on its 

course of focussing on its core business. In 2004, the company 

disposed of none-core business to the value of 214 million 

euros and 1,400 employees. This year and next, the company 

plans to dispose of other non-core areas with a turnover value 

of 180 million euros and 800 employees. 

Daniel Reinhardt

60 

>MAN FERROSTAAL CELEBRATES 50 YEARS IN COLUMBIA: 

A COUNTRY WITH SPECIAL MARKETS 

Columbia is the country in Latin America in which MAN 

Ferrostaal has gained the strongest foothold and in which the 

company’s reputation is best established. After 50 years in the 

country, Columbia is now considered to be one of the company’s 

“traditional” markets. 

In Columbia, MAN Ferrostaal operates in fields that the company 

has pursued to the same degree in almost no other country in the 

world, notably the pump business. For decades, people in Bogotá, 

Columbia’s capital, said that every drop of water that came out of 

a pipe had passed through one of the pumps delivered by MAN 

Ferrostaal. Of course, sometimes it didn’t come because the completion 

and maintenance of the water supply for a city of 5 million 

people presented extraordinary challenges to the suppliers and 

technicians. 

FIRST SUBSIDIARY OPENS IN BOGOTÁ 

On 2 December 1955, MAN Ferrostaal opened its first subsidiary in 

Bogotá in an office in the city centre. Herbert Jendrach, Managing 

Director for 24 years, left his stamp on all of the activities he oversaw. 

After the sale of rail cars to the national railways and MAN busses 

to the public transportation services in Bogotá, Ferrostaal de 

Colombia Ltda. entered the market for pumps, valves and large 

slide gates for waterworks. The overseas office sold and assembled 

large components for deep wells and, in this field, became the 

most important representatives worldwide of the manufacturer 

KSB, one of the leading suppliers of pumps, valves and associated 

systems. Four other offices were established in Cartagena, Cali, 

Medellin and Neiva. 

The sale in the 1970s of two submarines built by HDW in Kiel 

marked the Columbian office’s largest order to date. The successful 

completion of this order provided the basis for a long and fruitful 

relationship with the Columbian Navy, which has placed orders 

for marine research vessels, corvettes and cost-guard surveillance 

systems. In 1986, José Huerga took the helm as Managing Director 

and steered the Columbian office through 16 more successful 

years. He saw through the merger with Intergrafica, a company 

with 35 years of experience in the printing press market in Latin 

America. 

40 EMPLOYEES 

Since 2002, Camilo Martinez has been in charge of an office of 

40 employees and has been implementing projects relating to the 

same and assembly of machines and components, Industrial 

Systems and Transportation, Marine Systems, Materials and 

Printing & Packaging. The most important orders include the supply 

of pumps, valves and large slide gates for the country’s waterworks, 

as was the case 40 years ago. Orders for submarine spare 

parts are currently in process. MAN Ferrostaal de Colombia Ltda. 

supplied the Columbian Central Bank with Schuler presses for 

coin minting at the end of 2005. 

COOPERATION 

To complete these order, MAN Ferrostaal’s overseas offices works 

in close collaboration with other companies within the MAN 

Group. As part of a current project with an order volume of 

4 million US dollars, MAN Ferrostaal de Colombia will deliver and 

assemble a MAN B&W engine with a capacity of 3,000 kilowatts. 

Meanwhile, the Navy has placed a delivery order for five MAN 

B&W generators for two ships. 

Frank Hoffmann

TEXTILE EXPO, UZBEKISTAN, TASCHKENT 

05. – 08/09/06 

> FIRST NATIONAL TECHNOLOGICAL ENCOUNTER OF THE 

OIL INDUSTRY, MEXICO, CANCUN 

30/08/06 – 03/09/06 

> ELECTRA MINING, SOUTH AFRICA, JOHANNESBURG 

11. – 15/09/06 

> INNO TRANS 2006, GERMANY, BERLIN 

19. – 22/09/06 

> MINING WORLD CENTRAL ASIA, KASACHSTAN, ALMATY 

20. – 22/09/06 

> ITM, BULGARIA, PLOVDIV 

25. – 30/09/06 

> 48. BRNO INTERNATIONAL ENGINEERING FAIR, 

CZECH REPUBLIC, BRNO 

18. – 22/09/06 

> KIOGE, KAZAKHSTAN, ALMATY 

03. – 06/10/06 

> TIB 2006 TARGUL INTERNATIONAL TEHNIC BUCURESTI, 

ROMANIA, BUCHAREST 

03. – 07/10/06 

> AGROPRODMASH, RUSSIA, MOSCOW 

09. – 13/10/06 

> EXPO TRANSPORTE 2006, MEXICO, GUADALAJARA 

15. – 16/11/06 

> IMME, INDIA, CALCUTTA 

22. – 25/11/06 

> ARGENTINA GRÁFICA, ARGENTINA, LA RURAL 

23. – 28/11/06 

PUBLICATION DETAILS 

Publisher: 

MAN Ferrostaal AG 

Hohenzollernstraße 24 

45128 Essen/Germany 

Responsible: 


Editing: 


Authors in this issue: 

Ulrich Bange 

Wilhelm Bruckmann 

Anna Fontaine 

Germán Gonzáles 

Frank Hoffmann 

Dr. Thomas Kaup 

Thomas Lehmann 

Holger Lexius 

Renate Matthes 

Helmut Mühlemeier 

Walter Offner 


Walter Sante 

Karl-Heinz Schröter 

Jan Uder 

Goetz Truebenbach Wolff 

Burkhard Willems 

Helmut Wolff 

Udo Völker 



Picture credits: 

Corbis: Cover, Page 4, 14, 17, 41 and 57 

Getty Images: Page 33 and 46 

Karsten de Riese: Page 10, 12, 13 

Layout and execution: 

Werbeagentur adtention, Essen 

Printed by: 

Woeste Druck, Essen 

Printed with a MAN Roland four-colour 

sheet-fed offset press 

on Galaxi Supermat from Papier Union. 

This paper is chlorine-free. 

This magazine is issued: 

Twice a year

THE ECHO - Ferrostaal

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