The V-belt comes to Höxter - Blažek Power Transmission

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1 

M DCCCLXXII 

The History of the Arntz Optibelt Group 

The addition of Roman numerals surely 

is not a part of “higher mathematics”. 

The date, however, resulting from our little calculation 

is of highest importance for our company’s history: 

It marks the date when Emil Arntz 

set up the “Höxtersche Gummifädenfabrik“ 

(rubber thread factory, Höxter). 

1872 

It was the year

The history 

of the Arntz Optibelt Group 

Preface 

In 2007, the Arntz Optibelt Group could look back at 135 years 

of existence. Since its foundation in 1872, the development of the 

group was characterised by continuous innovations in rubber and 

drive technology – for the benefit of the worldwide customer base 

and for the benefit of the company’s progress. During the year-long 

development, the name Optibelt has become an established brand, 

renowned for high quality and innovative drive solutions far 

beyond professional circles. 

A s one of the leading manufacturers and suppliers of drive belts 

and other rubber based or synthetical products, the main goal 

of the Arntz Optibelt Group and its employees has always been the 

continuous optimisation of production processes and applications. 

Thus, Optibelt has established drive belts as a powerful and cost- 

effective alternative to mechanical drives and chain drives for premium 

technical devices. Today, it is unimaginable to run technically 

demanding products such as harvesters, household appliances or 

machine tools, let alone vehicles, without belts for power transmission. 

They tirelessly fulfil their tasks – mostly hidden behind covers 

and mounting tops – often exceeding the operational life of the 

machines. 

The History of the Arntz Optibelt Group 2

3 

The beginnings 

Emil Arntz 

Germany during the second half 

of the 19th century: The industrialisation 

is reaching its climax. 

Inventions like electric lighting, 

X-ray and the typewriter are 

changing the face of the working 

world. The first cars appear 

on the streets. The use of the 

steam engine improves and 

boosts the textile industry as 

never expected. Raw materials 

and produced goods are 

quickly and cost-effectively 

transported by railway. 

The German Emperor Wilhelm I 

reigns the empire, however, 

only as a representative, as the 

country is actually ruled by 

someone else: Otto von Bismarck 

has the state business 

firmly under his control. 

The emperor often gives in to 

Bismarck’s decisions stating: 

“It is not easy to be emperor 

under Bismarck.“ 


During this period of industrial 

and economic advancement, 

one man in the little Westphalian 

country town of Höxter rises 

up. Emil Arntz, a domain tenant 

in Corvey, has earned a pretty 

penny by providing the Prussian 

army with grain. In his former 

hometown of Wuppertal he has 

already scrutinised the developments 

for quite a while. In this 

town, the soaring progress from 

trade to industrial production is 

more than obvious. In Wuppertal, 

he also learns about the 

production of braids and rubber 

bands, and is soon convinced 

that rubber threads imported 

from England will make a valuable 

business. He gets in touch 

with a British expert and in 

1872 starts the production of 

rubber threads with ten workers.

Iron-rolling mill in 1875 

Working conditions at the beginning of the Industrial Age in Germany 

The illustration gives a vivid insight in the atmosphere of an industrial business 

in the 19th century. 

It was made around 1875 by the German painter and illustrator Adolph von Menzel. 

It is called “The Iron-Rolling Mill” and is exhibited in the National Gallery in Berlin. 

Three years previously, in 1872, Emil Arntz founded the “Höxtersche Gummifädenfabrik“. 


5 

Even back then: 

customers are convinced by the high quality level 

of Optibelt products 

Emil Arntz does not set up his 

new business in the industrial 

centres of the Ruhr Area but in 

Höxter at the Weser. As historical 

photographs show, the 

“Höxtersche Gummifädenfabrik“ 

already had a huge production 

hall at the turn of the 

century with a flat gable roof 

and big windows. 

The first to purchase rubber 

threads from Höxter are the 

textile factories in Wuppertal. 

The business idea is a great 

success. 

During the next years, the entrepreneurial 

businessman extends 

the production range with 

moulded articles such as brake 

pads for carriages, treadles for 

bicycles, door mats, football 

bladders, ice bags, hot water 

bottles, rubber suction plates for 

dentures as well as air and 

water cushions which offer bedfast 

patients pain relief. 

Furthermore, Arntz produces 

rubberised fabrics for the production 

of aprons, miner overalls, 

and bed padding. Since 

1880, a new product supplements 

the product range: dental 

rubber used for dentures. This 

product, which is still sold until 

1955, finds a ready market all 

around Europe. 


This letterhead dates back to the years before 1909. 

When rummaging in the archive, 

one can find handwritten 

letters of the company’s founder. 

They reveal that even back then, 

the customers were convinced 

by the high quality of the products. 

And the belts are supplied 

to foreign cities which are still 

among the most important sales 

areas today: Antwerp, Copenhagen, 

Zurich, London, Bucharest, 

Vienna and many more. 

Despite the expanding order volume, 

the company has to deal 

with many difficulties. The huge 

price fluctuations of the raw material 

natural rubber (from 5 to 

20 DM per kilogramme) hamper 

the calculation. Furthermore, 

competitors from England are 

still causing the upcoming company 

a lot of trouble. 

* 

If the anecdotes told are true, 

Emil Arntz also enjoys many 

happy moments besides work: 

He likes to take a walk to Höxter 

with the former librarian of 

the baronial library of Corvey, 

August Hoffmann von Fallersleben, 

to enjoy a bottle of wine 

in the then tavern “Club”. 

On February 19th, 1909 Emil 

Arntz dies after a long and 

severe illness.

Modernisation and expansion of the factory ... 

new boiler and machine house 

Richard Arntz 

Emil’s son Richard takes over the management 

After the death of Emil Arntz his 

son Richard (1866-1934) assumes 

the position of managing 

director. Until then, he has 

mainly been responsible for 

sales, and has constantly extended 

the customer base. Thus, 

the young man has visited almost 

every country of the world. 

Richard Arntz dynamically starts 

the modernisation and expansion 

of the factory. Between 

1910 and 1912, a four-storey 

building is constructed on the 

premises between the Corveyer 

Allee and the Bismarckstraße in 

Höxter. Only one year later, the 

director initiates the construction 

of a new boiler and machine 

house. It is equipped with an 

innovative steam engine plant 

which is not replaced by a 

new, modern plant until 

the 1960s 

One of Richard Arntz’ main 

achievements is the co-operation 

with an American expert who 

designs new machines which 

guarantee an optimised cutting 

process. Thus the “Höxtersche 

Gummifädenfabrik“ has a technological 

advance and competitive 

edge for decades. 


7 

The government confiscates 

the whole stock of raw rubber … 

The consequences of the First World War 

The outbreak of the First World 

War in 1914 puts an end to the 

promising development of the 


as the government confiscates 

the whole stock of raw 

rubber without further ado. The 

factory in the country town at 

the Weser has to finish production, 

and is shut down. 


After the war in 1918, the 

“Höxtersche Gummifäden fabrik“ 

can only slowly resume production. 

It is not until 1920 that 

Richard Arntz and his brother 

Oskar begin to manufacture 

dental rubber for dentures, 

brand “Elefant“ (elephant). 

One year later, the production 

of rubber threads, rubberised 

fabrics and rubber mats is taken 

up again. 

During the 1920s, today often 

willingly glorified as the 

“Golden” or “Roaring Twenties“, 

Germany is increasingly pressurised. 

Reparations, the crisis in 

the Ruhr Area, inflation and 

political uprisings determine the 

economic and social climate; 

economy is almost brought to a 

standstill. The business dealings 

of the factory in Höxter are 

poor. It is not until the middle 

of the 1920s that the positive 

upward trend of the company is 

continued. Sixty male and thirty 

female workers are employed in 

the factory in the Corveyer 

Allee. 

Furthermore, a new man joins 

the company: Paul Kuhlo, one 

of Emil Arntz‘ grandsons and 

a banker from Berlin, now 

strengthens the management 

board.

Paul Kuhlo 

The global economic crisis 

leaves many people 

in misery and poverty 

The global economic crisis 

The stock market crash in New 

York in 1929 puts an end to all 

positive trends. The global economic 

crisis leaves a lot of people 

in misery and poverty. The 

economic collapse leads to the 

shutdown of many, even major 

rubber production facilities or to 

the acquisition by the “Continental-Gummiwerke” 

in Hannover. 

The “Höxtersche Gummifädenfabrik“ 

is deeply affected by the 

decline of business. However, 

due to the premium/better quality 

of the rubber threads and 

by means of the careful and 

thoughtful management, the 

company can leave the competition 

behind. The head of the 

company Richard Arntz is in 

poor health. 

The years of setup and recession 

have left their mark on his 

health. After a stroke at the age 

of 63, the businessman cannot 

recover completely. Therefore, 

in 1929, the Arntz family confers 

the management of the 

company on Paul Kuhlo. 

Richard Arntz dies in April 

1934. His wife, Ida Arntz, remains 

loyal to her husband’s 

lifework for decades, and plays 

a vital role in the continuous 

growth of the business until her 

own death in 1966. 

In Höxter, a street is named after 

the successful businessman. 


9 

Instruction for the handling of rubber threads 

Technological developments 

During the 1920s the rubber-industry 

is exposed to revolutionary 

discoveries, new techno logi - 

cal developments and economic 

changes. One of the main experimental 

areas is concerned 

with research projects dealing 

with the production of artificial 

rubber. Already in 1927 first 

attempts at the development of 


vulcanisation activators and 

aging preservatives have been 

made. This leads to an essential 

cutting of vulcanisation times. 

The quality of the rubber threads 

and other rubber-based products 

is improved significantly. The 

company Bayer in Leverkusen 

elaborates a synthesis method 

already developed in 1915. 

A new product type hits the 

market. It is named after the 

abbreviation of its two components, 

butadiene and sodium 

(in German called “Natrium”): 

Buna, the world-famous brand 

for synthetical rubber ever since.

New production process 

opens up new markets 

The “International Rubber Thread Association“ 

After the great depression, the 

use of rubber threads has massively 

declined. Competition between 

the remaining production 

facilities is becoming more and 

more of a rat race. Many foreign 

businesses, especially 

those from America and Japan, 

are able to systematically undercut 

the prices on the rubber 

thread market due to the devaluation 

of their home currency. 

Thus, they can easily dominate 

the market and gain most of the 

revenues. In 1930, the sales in 

Germany are so low that all 

rubber thread factories suffer 

from losses of about one million 

Reichsmark. Many factories 

have to struggle hard. 

Rubber threads 

in square design, brand “Optifil” 

Thickness: 0.42-4.2 mm 

Colours: Blue-white and brown 

in round design, brand “Circofil” 


Colours: Dark gray, blue-white and pure white 

The threads are coiled on rental spools which 

have to be sent back franco after taking off the 

threads. 

Under the motto “Only together 

we are strong“, the “International 

Rubber Thread Association“ 

(IRTA) is founded: its 

intention is to bring about international 

understanding and cooperation 

between European 

factories and the most important 

American companies. It aims at 

providing a wholesome market 

control – for the benefit of the 

manufacturers as well as of the 

end users. The “Höxtersche 

Gummifädenfabrik“ plays a decisive 

role in the founding of the 

association. Until the outbreak 

of World War II, the company 

has major influence in the organisation. 

With the association’s help, the 

import of foreign rubber threads 

is kept at bay. The former market 

is almost completely regained. 

Para boards 

with fine bilateral fabric impression 


with an acceptable tolerance of ± 5 % 

Colours: Brown, blue-white and red 

Board width: 110-128 cm 

Fine rubber threads 

A new production process 

brings along further new customers 

for the factory in Höxter. 

In June 1937, the experimental 

production of extruded round 

latex threads is started. After 

the construction of a suitable 

facility, the “Höxtersche Gummifädenfabrik“ 

can finally provide 

the corsetry and hosiery industry 

with the demanded fine 

rubber threads up to a diameter 

of 0.2 mm. 

Para strips 

with fine bilateral fabric impression, 

cut in the desired width from the boards mentioned 

above 

Production length: 35-130 m 

with a smooth surface 

Thickness: 0.32-4.2 mm with a tolerance 

of ± 5 % 

Width: 20-40 mm 

Colours: Brown and blue-white 

Special design 

Brand “Novofil – P” 

conditionally oil and petrol resistant 


11 

Under the regime of the 

National Socialists 


Political situation 

in Germany 

dramatically changes 

At the beginning of the 1930s, 

the political situation in Germany 

dramatically changes: 

Adolf Hitler assumes power and 

realises his malign plans. The 

preparations for war are in full 

swing. Due to autarchy attempts 

of the National Socialists, the 

factories are forced to replace 

cotton by cellular wool. The 

quality and tensile strength of 

the rubber end products leaves 

a lot to be desired. The experts 

in Höxter therefore decide to set 

up a chemical laboratory for the 

thorough analysis of the new 

basic materials. Despite the devastating 

news from politics and 

the anti-German sentiment in 

other countries, the “Höxtersche 

Gummifädenfabrik“ succeeds in 

standing its ground in the market. 

The production facilities are 

continuously expanded and 

modernised. At times, 20 tons 

of rubber threads leave the factory 

per month. At the beginning 

of the war, the staff consists 

of twelve employees as well as 

135 male and female workers. 

The Second World War 

However, war brings about a 

great retracement: A lot of materials 

and goods are no longer 

available, or only after time consuming 

approval processes. Al- 

The Second World War in Europe and North Africa 

ready after the first year of war, 

the shortage of raw rubber forces 

factories to blend the mixture 

with 25 percent of Buna. At the 

end of World War II, the mixing 

ratio is 75 percent of Buna and 

only 25 percent of natural rubber. 

The quality is enormously 

reduced as the new type of 

material is not easy to handle. 

Numerous experiments and the 

intensive exchange of experiences 

between the German 

manufacturers of rubber threads 

are successful: good and nonageing 

threads made of 100 percent 

Buna – i.e. completely 

without natural rubber – can 

finally be produced. 

With the military draft to the 

Wehr macht, the staff of the 


is reduced significantly. In April 

1945 only 65 employees are 

still working in the “Höxtersche 

Gummifädenfabrik“.

Price list from the 1950s 


13 

At the end of the war, the factory 

in the Corveyer Allee luckily 

escapes sabotage and 

depredations. Shortly before the 

occupation of the American 

troops in Höxter only a few grenades 

have caused minor damage 

to buildings which can all 

easily be repaired quickly during 

the summer of 1945. 


The company’s “treasure”: 

a company-owned woodgas 

powered Büssing lorry 

The economic restart after 1945 

The company is lucky during 

those hard times: The American 

military government grants the 


the license to recommence production 

– as one of the first companies 

in the rubber-producing 

sector. However, the purchase of 

materials is still quite difficult. 

Most suppliers of raw materials 

have not taken up production 

yet; the infrastructure is destroyed, 

or barred by zonal borders. 

If someone back then wanted to 

travel from Höxter to Lippstadt 1 , 

for example, he had to leave the 

train at Altenbeken 2 because the 

viaduct was destroyed. From 

there, he either had to walk all 

the way to Neuenbeken 3 or 

travel by horse-cart. At Neuenbeken 

a connecting train left for 

Paderborn 4 . Thus, a journey by 

train often took a whole day. 

Back then, the “treasure” of the 

factory is a company-owned 

woodgas powered Büssing 

lorry. It is on the road tirelessly, 

Annotations: 

1 Höxter–Lippstadt: 90 km; Höxter–Altenbeken: 40 km 

2 Altenbeken–Neuenbeken: 7 km 

3 Neuenbeken–Paderborn: 8 km 

4 Paderborn–Lippstadt: 35 km 

and thus saves the company 

from production downtime many 

times – especially, when it 

comes back late at night from 

the Ruhr Area, loaded with coal 

to fill up the empty bunkers. 

Both drivers work all day and 

night, often until they are totally 

exhausted and burned out, in 

order to keep up the production 

in Höxter. 

The company-related permissions 

and approvals needed 

from the authorities of the military 

government are quite time 

consuming as well. The economic 

future of the factory in 

Höxter is more than insecure: the 

demand for rubber threads and 

dental rubber is extremely low. 

Thus, the management board 

has to consider the production 

of additional items; otherwise 

the company might not survive.

Wedge belt Wire cord V-belt 

The V-belt 

comes 

to Höxter 

There is a light at the end of the 

tunnel for the company in Höxter, 

and it is offered by a new 

product, the V-belt: 

After the war, Sudeten Germans 

from Odrau came to Höxter, 

who had already gained experience 

in this particular field. 

They had previously been working 

in the rubber cable and textile 

company “Optimit”. 

Five renowned German rubber 

thread factories had a holding 

in the Czech factory in Moravia. 

One of them was the “Höxtersche 

Gummifädenfabrik“. 

Besides rubber threads and various 

other rubber items, this factory 

produced V-belts. After the 

expulsion of Germans from the 

Sudeten German territories, 

former “Optimit” employees 

found a new home in Eastern 

Westphalia. 

The “Höxtersche Gummifädenfabrik“ 

is finally convinced that 

the production of V-belts can 

offer a secure economic base 

for the future. On May 19th, 

1947 the management board 

makes an application for the 

permission of production. However 

it takes almost one year, 

until the Economical Minister of 

the recently founded Federal 

State North Rhine-Westphalia 

agrees. In 1948, the V-belt production 

begins. 

The “Optibelt“, so the name of 

the new product, becomes a 

trademark in the sector. 


15 

The “Optibelt”, 

so the name of the new product, 

becomes a trademark in the sector 

The History of the Arntz Optibelt Group

The production of V-belts 

The factory at the Weser goes 

its own way in the production of 

V-belts. It develops its own single 

manufacture process and 

designs new machines and belt 

types. At first, three men and 

three women are responsible for 

the manufacture of the V-belts. 

The wages – for the first time 

ever in the recently founded Federal 

Republic of Germany paid 

in deutschmark – amount to 

eighty pfennigs per hour for 

male and sixty pfennigs per 

hour for female employees. 

Picture of our company in 1959 

The V-belt production starts 

under moderate technical and 

spatial conditions. An over fifty 

years old four-cylinder calendar, 

still driven via transmission shaft 

connected to a steam engine, 

hitherto used for the pultrusion 

of dental rubber boards, comes 

back into use. Until the purchase 

of the new calendar in 

1959, it is used for the frictioning 

of the V-belt’s layer fabric. 

Brisk construction activities 

The production doubles from 

1949 to 1950 and requires bigger 

production facilities. Thus, 

the former fabric coating facility 

is expanded and enlarged. In 

1953, an annex is built in immediate 

vicinity, accommodating 

the rubber soot mixing 

facility and the V-belt storage 

as well as the dispatch department. 

In 1954, a big storehouse for 

the huge amount of materials 

stored in different places is built 

on the former garden site. 


17 

There is already a new substation 

for the ever-growing energy 

demand. One year later, the Vbelt 

stock and dispatch department 

get a new building which 

is later used as the main factory 

building. The brisk construction 

activities continue in the following 

years as offices and employee 

facilities are needed. 

Lead by technology 

The system of single manufacture 

of V-belts is constantly optimised 

during the following 

years. Working processes can 

now be automated. The rapid 

development is without precedent 

in the customary V-belt 

technology and is of great benefit 

to the “Höxtersche Gummifädenfabrik“ 

as the machines 

allow for a greater flexibility in 

the adjustment to the ordered 

V-belt sections and lengths. 


In the meantime, the V-belt has 

been well-established in technical 

trade. Promising contacts with 

original equipment manufacturers 

from industry and agriculture 

have been made and – what is 

more – contacts to ambitious car 

companies, like VW and Ford, 

are made. 

Local relevance 

The V-belt production does not 

only help the “Höxtersche Gummifädenfabrik“ 

to become a valuable 

partner in its own sector, 

the company also gains in importance 

for the business in the 

region. The patch for employees 

is constantly extended. While 

the staff amounted to 118 employees 

in 1947, it has risen to 

Here some data to document this great success: 

189 in 1951, 255 in 1953 and 

485 employees in 1957. 

The gentlemen of the management 

board willingly provide 

their energy for many public 

and charitable objectives. These 

special accomplishments are 

officially recognised with the 

award of the Federal Cross of 

Merit, first class, in 1958, when 

Paul Kuhlo retires due to old 

age. 

In just a short period of time, 

the company in Höxter becomes 

one of the leading 

V-belt manufacturers 

in Germany 

From 1951 to 1954 the production quantity is 

almost tripled: 

in 1951 117 t pass through the factory gates, 

in 1952 already 158 t, 

in 1953 233 t and 

in 1954 326 t are produced and sold.

Arnulf Ummen 

Production processes 

and working routine 

are optimised 

Arnulf Ummen takes over the helm 

On January 1st, 1959 the 

founder’s great grandson, graduate 

businessman Arnulf Ummen, 

takes over the management of 

the company as personally liable 

partner. Ummen makes things 

hum again and is determined to 

expand the factory. He makes 

substantial investments to introduce 

new technologies. 

New buildings for the manufacture 

of the rubber compounds 

are erected, equipped with 

modern machines. A new boiler 

and machine house with an upto-date 

steam boiler and power 

distribution plant provide the increasing 

energy demand. The 

production processes and work 

routine are optimised, boosting 

the production quantity. 

Arnulf Ummen knows that the 

pre-conditions for a production 

operating at full capacity and 

for the fast sale of the goods is 

a determined sales and distribution 

department with own sales 

agencies. Technical products for 

the industrial sector can be 

brought to the market much better 

if the manufacturer does not 

only supply the goods but can 

offer an own field service. In 

only a short period of time, 

sales companies with storage 

capacities are opened in almost 

every major German town. In 

1962, Arnulf Ummen sets up 

the first internationally operating 

sales company in Zurich, Switzerland. 

Further sales companies 

follow in almost every 

Western European country as 

well as in Canada and the 

United States. Today, there are 

further subsidiaries in Eastern 

Europe, Asia and even in Australia. 

The years of the German economic 

miracle also have a 

major impact on Höxter and 

bring wealth and prosperity: in 

1960 803 people are employed 

in the factory in Höxter. 

For the employees’ needs, the 

sanitary facilities are enlarged. 

* 


19 

l l l set the course 

l l l In 1948 we started with the production of V-belts. Due to the hard 

work of many a man involved we succeeded in increasing the inland 

revenues up to 11.6 mill. DM until 1960. In 1959, I took over the 

position as managing director, and our first definite target for the 

expansion of the company was to achieve a production quantity of 

200 tons per month and revenues of about 20 mill. DM. In 1959 and 

1960, when we started to work for the realisation of our plan, many 

people laughed at us; but let me tell you today: We did achieve our 

target! l l l 

l l l Besides the German market we provide many foreign markets, especially 

those closest to us in Europe. You know my basic attitude: 

I consider the European market far more important than the German, 

especially in the long run, as the exclusive provision of the 

German market will never suffice for a company that wants to stand 

its ground in the European market. During the last couple of years, 

we deliberately pushed our exports and now fortunately find that 

we have gained an average increase of 15.7 % in exports per year, 

compared to an annual increase of only 4.6 % of our German competitors. 

l l l 

l l l The V-belts we sell today can hardly be compared to those back in 

1960. We have a much greater variety ranging from premium quality 

V-belts over many types of fan belts, belts for agricultural machinery 

etc. up to belts for light drives in domestic economy and household 

applications. l l l 

l l l We still have to keep up and increase our efforts regarding exports, 

though. In 20 years time, we have to pull in 20-times as much revenue 

as today, and that surely won’t be easy. l l l 

l l l It is my responsibility as a businessman to set the course for a development 

today that will secure your and all employees’ salaries 

and pensions in the future. In my eyes, the only chance to achieve 

this is by expansion and aggressive progress, for we have no other 

means of securing our influence. l l l 


for the future 

today l l l 

A r n u l f ummen · Extracts from a lecture during a sales training in 1965

Optibelt weltweit 

Optibelt worldwide 

Kanada 

USA 

Brasilien 

International orientation 

gives the cutting edge 

Afrika 

Europa 

Optibelt – represented in all markets around the world 

Dynamic development 

Indien 

The demand for V-belts is increasing 

substantially during the 

1960s. The product range is 

continuously extended and customised 

to the new markets. 

Arnulf Ummen is increasingly 

responsible for the rapid expansion 

of the company: at the end 

of 1967, the “Höxtersche 

Gummifädenfabrik“ purchases 

the “Roderwald-Antrieb AG” in 

Berlin, for which new and bigger 

production facilities are built 

in Berlin-Marienfelde. From 

there, all Eastern European states 

are supplied. 

China 

Singapur 

Australien 

www.optibelt.com 

Optibelt GmbH 

D-37671 Höxter 

www.optibelt.de 

Optibelt (UK) Ltd. 

GB-Warrington WA2 8QY 

www.optibelt.co.uk 

Optibelt Nederland B.V. 

NL-2181 HC Hillegom 

www.optibelt.nl 

Optibelt Finland Oy 

FI-00750 Helsinki 

www.optibelt.fi 

Optibelt Skandinaviska AB 

S-21762 Malmö 

www.optibelt.se 

Verkauf Dänemark 

Sales Denmark 

www.optibelt.dk 

Verkauf Norwegen 

Sales Norway 

www.optibelt.no 

Optibelt France SAS 

F-68520 Burnhaupt-le-Haut 

www.optibelt.fr 

Optibelt AG 

CH-4657 Dulliken 

www.optibelt.ch 


B-2160 Wommelgem 

www.optibelt.be 

Optibelt España, S.A. 

E-08205 Sabadell 

www.optibelt.es 

Optibelt AG 

I-20025 Legnano (Mi) 

www.optibelt.it 

Optibelt Österreich GmbH 

A-1230 Wien 

www.optibelt.at 

Optibelt Polska Sp. z o.o. 

PL-41-303 Da˛browa Górnicza 

www.optibelt.pl 

OOO „Optibelt Power Transmission” 

141800 Dmitrow 

www.optibelt.ru 

Optibelt Hungary Kft. 

H-6792 Zsombó 

www.optibelt.hu 

Optibelt Corporation 

Addison, Illinois 60 101/USA 

www.optibelt.us 

Optibelt (Canada) Inc. 

L3R 4H9 Markham, Ontario/Canada 

www.optibelt.ca 

Optibelt do Brasil Ltda. 

CEP 04715-002 São Paulo-SP/Brasil 

www.optibelt-br.com 

Optibelt Asia Pacific Pte. Ltd. 

Singapore 508708 

www.optibelt.sg 

Optibelt Power Transmission 

(Shanghai) Co., Ltd. 

Shanghai 201612/P.R. China 

www.optibelt.cn 

Optibelt 

Power Transmission India Pvt. Ltd. 

Vishrantwadi, Pune - 411 015 

www.optibelt.in 

Optibelt Australia PTY. LTD. 

Dandenong, Victoria 3175 

www.optibelt.com.au 

Furthermore the company is looking 

for an economically attractive 

location for the supply of EFTAcountries 

(European Free Trade 

Association, a forerunner of the 

EU). Northern Ireland becomes 

the country of choice. The government 

of Northern Ireland is 

open-minded against the new establishment 

of industry, and even 

supports it. 

The Arntz Belting Company Ltd 

is founded. The company is 

equipped from Höxter. It starts 

production already in July 1968 

with a small workforce of experts 

from the parent factory 

and some local residents trained 

on-site. 

In 1975, the “Höxtersche Gummifädenfabrik“ 

is renamed as 

Arntz Optibelt KG, a name with 

international relevance. In the 

French region of Alsace, the 

Transac S.A. participates in the 

group since 1983. In the Republic 

of Ireland, the A + M Belting 

Company is added as a production 

facility in 1991. However, 

Optibelt also has to cope with 

setbacks. The serious overthrow 

in Eastern Europe induces Optibelt 

to shut down its production 

site in Berlin, specialising in the 

supply of Eastern Europe, in 

1991. These markets then have 

to be supplied by other production 

sites. 

In the reunified Germany a new 

factory, the Optibelt Produktions 

GmbH & Co. KG, is set up in 

Bad Blankenburg, Thuringia, in 

1995. On October 18th, 2007 

the Arntz Optibelt Group sets a 

milestone in its 135 years of 

company history. On this day, 

the first non-European factory 

opens near Shanghai/China. 

Today, the group of companies 

is entrenched in all important 

markets around the world. The 

international orientation gains 

the Arntz Optibelt Group a vital 

edge. 


21 

Höxter, Germany 

Thuringia 

In 2009, a new production 

facility is set up in Romania. 

In every production facility high 

quality drive elements are 

produced. However, each 

individual site has its own 

market-oriented features. The 

leap across regional boundaries, 

not least, is in response to 

the challenges posed by a stiffening 

of competition. 


China 

Romania

THE MANAGEMENT BOARD OF THE ARNTZ OPTIBELT GROUP 

Heinz Wilkening Konrad Ummen Dr. Arnd Mathias 


23 


Founder: Emil Arntz, 1872, Höxter 

Trademark registration Optibelt: 

23. 09. 1953, DPMA Munich 

Certificates (extract): 

“Top-Partner”, VTH Verband Technischer 

Handel (1999, 2004) 

“Preferred Supplier”, Claas combine 

harvesters (2006) 

COMPANY 


Headquarters: Höxter, Deutschland 

Management Board: 

Heinz Wilkening, Konrad Ummen, 

Dr. Arnd Mathias 

Distribution: worldwide, with own 

distribution companies and distributors 

Employees: approx. 1400 worldwide 

MILESTONES 

1872 Emil Arntz sets up the “Höxtersche 

Gummifädenfabrik” (rubber thread 

factory, Höxter) 

1948 Start of the V-belt production; the 

V-belt is named “Optibelt” 

1960-1975 Set-up of the first Optibelt 

distribution companies in Europe 

1999 Optibelt manufactures the worldwide 

exclusive maintenance-free wrapped 

V-belt, the Optibelt RED POWER 

2007 Set up of a production site in 

China 

2008 The Arntz Optibelt Group expands 

in Romania 

2009 Market launch of the high performance 

timing belt ALPHA Power 

DATES AND FACTS 

Brand name: Optibelt, acronym, combination 

of “optimal” and “belt” 

Slogan: “Optibelt – Passion Meets 

Precision” 

Photograph of the main factory and headquarters 

of the Arntz Optibelt Group in Höxter

Impre 


ssIons 

25 


Domain Brenkhausen 

Gipsfactory, 

Cement plant, Godelheim 


Stadtoldendorf 

Höxter 

27 


Rubber thread factory, Höxter 

Villa Arntz, Höxter

Picture on the right: 

Small scale copy of a letter to the 

government in Berlin dating from 1890 

with the request for the implementation 

of a protective duty on foreign rubber 

products 


29 


Optibelt – international orientation 

since its founding days 


31 


Emil Arntz, founder of the 

Arntz Optibelt Group, and his 

wife Christine, née Junge 

Ida and Richard Arntz 

(in autumn 1932) 


33 

Payment transactions and correspondence 


1920: 

start of the 

production of dental rubber 

brand “Elefant” 


35 


Brisk building activities after 1945: 

our photographs give an impression 

of the construction works for the opening 

of the V-belt production facilities in 1953

Precise calculation methods 

for the technically specialised trade 


37 


Advertising and communication 


39 


Female employees of 

Visurgis Italiana in 

1972 

Our customers from 

southern Germany 

pay a visit to the 

“Old Town” of Höxter. 

Picture of the 

“Optibella”-aircraft

Advertising and communication 


41 


Advertisement for the newly developed 

Optibelt T=C, with constant tension 

The advantages of this top-quality product: 

• maintenance-free 

• greater power 

• low wear

Technical book V-belts 


43 


Impressions 

The Optibelt song 


ImprInt 

© 2010 by 

Arntz Optibelt Group Höxter 

Address: 


p.O. Box 10 01 32 

37669 Höxter/Germany 

phone +49 (0) 52 71 - 6 21 

Fax +49 (0) 52 71 - 97 62 00 

info@optibelt.com 


the work is protected by copyright 

and can only be obtained from the 

publisher. 

Layout and production: 

Huxaria Druckerei GmbH, Höxter 

publishing and advertising agency 

415272/0710


p.O. Box 10 0132 

37669 Höxter/Germany 

phone + 49 (0) 52 71- 6 21 

Fax + 49 (0) 52 71- 97 62 00 

e-mail info@optibelt.com 


© Arntz Optibelt Group · 415272/0710Hux

The V-belt comes to Höxter - Blažek Power Transmission

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