FUTURE WAYS TO WORKNew Administration Building

CONTENTS

Preface 6

Shaping the Future 8

The Office as Communications Center 16

Office Concept 2010 26

The Architecture 40

B. Braun Melsungen AG 58

Appendix 64

6_7

knowledge are becoming independent of hierarchies. Staff members

who are directly responsible for their own work are urged to actively

seek out information and make it available to others.

The success in business depends to a great degree on innovative

energy. This innovative energy should not be limited to products and

marketing strategies but should also involve the administrative area.

Procedures then become clearer and more transparent, and decisions

are reached more quickly – this is our hope. Collaboration and man-

agerial style will assume a new and transformed dimension.

Office Concept 2010 – this concept will be implemented in a building

expressly tailored to meet the requirements of cutting-edge office

design and technology. Take a look for yourself ...

Ludwig Georg Braun, Chairman of the Management Board

Dear Reader: New information and communication technolo-

gies are transforming administrative functions and are changing not

only the office itself but also its organization and procedures. The old

familiar structures – such as permanent workspaces assigned to spe-

cific individuals – are disappearing. Staff members are using flexible

work areas for different requirements: one-person workstations for

concentrated work or communication areas for teamwork and joint

decision-making. Telecommuting makes it easier to combine family

commitments and professional responsibilites. Information and

SHAPING THE FUTURE

Corporate Culture at B. Braun: The FutureDown to the Last Detail. Whenever people talk about the

challenges of economic and social change, three key terms shape the

debate: globalization, the new economy, and a knowledge-based soci-

ety. These are concepts that tend to paraphrase megatrends rath-

er than describe them, and the choice of words seems to indicate that

the change that is predicted will be quite radical in nature, that it will

bring about enormous upheaval, and that the future will mean some-

thing completely new for all of us. And above all, that the future will

break over us like some kind of storm.

But the future is not a natural event. It is something that is fashioned.

The future can be shaped and formed. This can be done even more

successfully when undertaken step by step. And when our view of

a totally new world does not ignore the many important details that

determine the quality of the future just as strongly as the major forces

of change.

The human individual is the source of future adaptability and innova-

tive energy. A global company like B. Braun Melsungen AG that faces

the challenges of change creatively and flexibly will therefore base its

strategies not solely on world market parameters but will tackle future

challenges at home in its own facility: together with its employees. It

will tailor its present corporate culture – the organization and struc-

turing of daily work in all departments and branch offices – to meet

the requirements of the future.

The future down to the last detail: this can mean, for example, or-

ganizing work in the company so that women with children will still

have – or will again be given – the opportunity to combine their child-

raising and professional responsibilities without difficulty.

But the challenge is naturally not just to make things easier for staff

trying to bridge the gap between family and profession. Economic

changes and new technologies have set society in motion on

a wide front. New styles of working and living open up new opportu-

nities in both realms but also produce contradictions and conflicts.

Old hierarchies prove to be an impediment. The drive towards individ-

ual self-realization has affected the workplace and generates the

impetus for redefining responsibilities and areas of freedom within the

New lifestyles, new ways of work-ing, and new tech-nologies bringchanges ...

10_11

Team workspaces

... in spaces, structures,

decision making,and forms of

communication

14_15

company. For example, it is possible to mobilize “hidden” potential for

commitment and enthusiasm, and every employee in the company

should have the opportunity to take part in this approach.

Creativity, flexibility, and the ability to learn are vital for a company

like B. Braun Melsungen AG. These are not abstract “resources” but

concrete human qualities and virtues. They can and must be promoted

and cultivated.

Thus the paths that will lead to this goal are marked out. The first

requirement is a modern, future-oriented structuring of the informa-

tion, communication, and decision-making procedures within the

company. The second requirement is an appropriate spatial design for

the modern world of work. It will give shape to change. It will give it

an expression of vitality. And it will generate the friendly, stimulating

atmosphere appropriate for the new work and office concepts.

B. Braun Melsungen AG charted new territory in the latter half of

the 1980s when it planned and built its Pfieffewiesen production

facility. The positive response both inside and outside the company

was extraordinary and has continued until this day. The company is

proceeding on this path with the construction of the benchmark fac-

tory for the Aesculap Division, a production facility for implants in

Tuttlingen. The new administration building A2 at company headquar-

ters is being built in the same pioneering spirit – in other words, with

confidence that we will soon be operating as an “Europa AG” – and

with the same high ideals. This is because B. Braun Melsungen's ambi-

tion is to set the standard for corporate culture. The company that

creates conventions does not need to follow any.

THE OFFICE ASCOMMUNICATIONS CENTER

With a process-based

and result-basedorientation …

… teamwork

becomes more andmore important

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The Working World of Tomorrow. When the first

reports on alternative office concepts appeared in Europe in the mid-

1990s, one's first reaction was to consider the news a successful PR

coup. Small companies were turning their backs on all the convention-

al concepts of office work, office organization, office communications,

and office furnishings and were beginning to experiment with a “vir-

tual existence” in the midst of electronic data streams. What seemed

so radical at first, was perceived as only logical: the office as a com-

munications center disappears and is itself absorbed by communica-

tion. Almost everything became flexible and mobile – personnel,

workspaces, information flow, and team and time structures. The only

tangible things that remained were the office furniture and the

architecture.

The progress in information and communication technologies brought

about a profound change in the 1990s, not just in the service industry.

The traditional understanding of office work and management, based

on permanent structures and functions, is being challenged today by

new, more flexible strategies that are oriented towards process and

result. Routine tasks can be handled to an increasing degree by power-

ful hardware and software. Accordingly, the importance of other jobs –

namely conceptual and strategic functions – increases significantly.

Modern office work today means primarily information management,

planning, and control. Teamwork plays a more and more important

role. For company personnel, this means continually switching be-

tween independent work, on the one hand, and communicative activi-

ties, on the other hand. And as individual tasks are handled

autonomously with the support of modern technologies, independent

of fixed office hours and workplaces, the need for consultation with

team colleagues within the company and with external partners

grows at the same time. Thus the office of the future will increasingly

become a place where teams whose makeup is continuously changing

will exchange information about their respective projects in a quasi

“public” environment. It will become a plaza, a venue for both in-

depth and informal contacts, and around this communications center

will be grouped a number of different workstation possibilities. The

modern communications media make it possible for all employees to

be reachable wherever they might be located and to have access to

relevant information.

In order for the new flexible office environments to be truly efficient

and at the same time accepted by users, they must be planned with

care. At B. Braun Melsungen AG this is being done within a partner-

ship structure and in combination with utilization of a new adminis-

tration building at the Pfieffewiesen location. This means that

corporate structures, communication models, information manage-

ment, and space concepts have and will be optimized and adapted

to one another.

When B. Braun Melsungen AG prepared and implemented the com-

pany's own “Office Concept 2010” at the end of the 1990s, it broke

new ground.

There are as yet hardly any models in Germany for the introduction of

mobile forms of work in the office, and certainly none in the industrial

sector. The representatives of B. Braun Melsungen AG examined a

number of European pilot projects but found that none of them could

be tailored to meet the company's specific needs. In addition, the

recognition that new ways of working in the office can only be

20_21

planned and implemented as a totality made it impossible to combine

partial, separate solutions in an “à la carte” manner.

Therefore the project required an experimental approach. The first

challenge was to come up with a working team-based structure that

would not only meet the expectations of B. Braun Melsungen AG and

represent the interests of the employees but would also bring together

the existing and diverse know-how of planners, organizational con-

sultants, computer experts, architects, and office and building engi-

neers and utilize this know-how to achieve B. Braun's new objectives.

The triangular layout of the planned addition to company head-

quarters at the Melsungen-Pfieffewiesen location, a ground plan that

had already been decided upon, was naturally a special challenge for

development of the new office concept.

A steering committee, a project group, and various working groups

were formed within the company – and these bodies naturally includ-

ed both employees and members of the employees’ council. Externally,

B. Braun received assistance and support from Veldhoen + Company

(Maastricht), a consulting firm; Michael Wilford & Partners (London

Everyone is an expert:

staff members, top executives,

and outside consultants

22_23

Process flow (VeldhoenModel®)

Orientation Mission Concept Plan

Concept

Management-System

Archiving

ICT

Furnishings& Fixtures

Building

Technical

Functional-organizational

EvaluateImplementDevelop

familiar with the challenges of a new way of working at all levels.

One team dealt with the future information and communications

technology in the office – whereby the goal was to drastically reduce

paper files maintained by individuals and to replace them to a great

extent by department-specific or central (digital) document manage-

ment systems. A working group dealing with furniture was given

the task of developing functionally optimized office furniture for

“Office Concept 2010”. It collaborated with two selected manufac-

turers.

In order to test and refine the concept, “model offices” were set up in

1999 in the old company headquarters building – two years before

staff would actually move into the new building. Here B. Braun em-

ployees have been able to practice using the new work methods and

procedures; the furnishing concept has also been tested and modified

here. By now, 150 employees have moved into the new administration

building and are experiencing the new working environment. More

employees will follow – after a second phase of “fine tuning”, in which

the concept will be further refined and all structures and systems

optimized: always in the spirit of “Office Concept 2010” objectives.

24_25

and Stuttgart), an architectural firm that had already done work at the

Pfieffewiesen site; and from IKB Baumanagement GmbH (Düsseldorf)

and partners in the furniture industry. Also essential and extremely

helpful from the standpoint of occupational safety and applicable DIN

standards was the cooperation with government agencies and profes-

sional associations.

Development of “Office Concept 2010” began in 1998 with an orienta-

tion phase in which the conventional structures and office procedures

at B.Braun were examined in detail. The methods used in this process

followed a logical structure developed by our Dutch partners, Veld-

hoen + Company. The joint project was inaugurated by a kick-off

event at which staff members of the corporate departments dealing

with finance and taxes, controlling, personnel, and legal affairs and

also management board staff were informed about the project and its

objectives. From this point on, a project group coordinated the exten-

sive activities of the external and internal partners. Both traditional

and future concepts of workspace utilization, work flow, and archiving

methods were carefully studied and defined. In both the management

working group and the employee workshops, participants became

Optimize processesin “model offices"

OFFICE CONCEPT 2010

Between Desk, Club, and Cockpit. The goals of “Office

Concept 2010” can be described in a few words. The objective is to

create a corporate and work culture that is characterized by

• Flexibility and elasticity • Openness and transparency • A new man-

agement style • A modern concept of performance • A goal-based,

result-based, and customer-based orientation • Initiative and self-

responsibility • Willingness to learn and team spirit • Improved infor-

mal communication • Easy access to information • Freedom to choose

one's workstation or work environment

It is not our intention to transform the B. Braun staff working in the

new administrative headquarters into homeless “office nomads”. It is

true that this term is frequently used in the context of new ways

of working in non-territorial offices – but we prefer to speak about

“office landscapes” in which each staff member finds a “home”.

Indeed, one of the goals of “Office Concept 2010” is to offer the staff

in the various departments a working atmosphere that they can iden-

tify with, also from a spatial and architectural perspective.

The mobilizing effect of the non-territorial office that B. Braun is

striving to achieve is best expressed by the freedom of choice that will

be enjoyed by the users. They will be able to select a workstation

appropriate for the specific tasks that have to be carried out at any

given moment. A dynamic atmosphere is also created by the “go and

get it” mode that prevails in the company as the result of the new

office concept. All staff members, including top executives, are urged

to get any needed information themselves. Hierarchies become less

and less important in the modern office. An analogous development is

that staff evaluations will no longer be based on one's visible presence

in the office but on one's work performance, no matter where the

work is performed. The slogan, “Your workspace is wherever you are”,

does not say anything, however, about the spatial, functional, and

atmospheric qualities of the workspace. It is evident that the advan-

tages of the “mobile” non-territorial office can only be realized if

users are able subjectively to adequately compensate for the loss of

traditional workplace features. The quality of the architecture, interior

design, lighting, and furniture design therefore plays an important role

in creating trend-setting office environments.

28_29

“Your workspace iswherever you are"

“Office Concept 2010” sets new and different standards for function-

ality and comfort. For this reason B. Braun was allowed to deviate

from workplace-related DIN standards when planning the new admin-

istration building – with the consent of the company's employee rep-

resentatives and official approval.

The planning keynote was the creation of a unified, striking, high-class

environment that is tailored to B. Braun's management style but

at the same time will guarantee that users will feel at home in their

work surroundings. Here, too, the dominant aspect of the concept is

transparency. All staff members are visible at their respective work-

stations. This is achieved by limiting the height of the furniture and

also by using glass partitions between the various functional areas.

“Office Concept2010" sets new

standards

• In the open office area, stand-up and sit-down workstations are

available – equipped either with computer terminals or with network

connections for laptops. This is where tasks are carried out that

require less concentration and privacy or depend on teamwork. This

open area is also the location of units containing the department

files. As the result of digital document management, these features

have been reduced in size – from the conventional 11 meters (36 ft.)

of archive space per employee to 2.5 meters (about 8 ft.) per em-

ployee. The next step will be to reduce this space to 1.5 meters (5 ft.).

• Lounge areas are intended for informal conversations and also for

short-term relaxation.

• In the open office area there might be one or more conference

tables, as desired, information columns with computer terminals and

Internet access, and a secretarial desk. Staff members store their

personal office tools (disks, file organizers, etc.) in lockers. The lock-

ers also contain personal mailboxes and charging stations for devices

like mobile phones. Additional space can also be provided for tea or

coffee bars (“café” or “club”), for archives, and for support services.

32_33

“Office Concept 2010” offers more than half a dozen different work

environments:

• Concentrated undisturbed work is possible in what are referred to

as “cockpits”. In size and furnishings, the cockpits correspond more or

less to small conventional office cubicles, but they can be used by

anyone and are not assigned to specific individuals.

• Team rooms are available for discussions involving up to four staff

members. Because they also have permanently installed computers,

these rooms can also be used on a temporary basis as “satellite

workstations”.

• Conference rooms with the appropriate technical infrastructure pro-

vide space to larger teams for longer meetings.

• Reading rooms provide several staff members simultaneously with

the necessary peace and quiet for concentrated work involving

printed documents. A library containing the publications that are

relevant for the department is also located here.

Charging station for mobile phones

out compromising workplace quality. This affects the floor area of the

cockpits, for example, the size of the desks, and the overall room

lighting, which is supplemented by individual lighting at each separate

workstation.

The new office concept permitted a varied but very specific office

design – and this design had a particular impact on the furniture that

was developed in the course of the B. Braun project. The essential

features of this new generation of functional furniture reflect the new

ways of working in the office, but also the individual and informal

freedoms associated with “Concept 2010”. Of course, development of

these elements of the new office culture at B. Braun was also based

on staff input and participation. Two aspects, in particular, determined

both function and design.

First priority: since all staff members will be switching from one work-

space to another, the furniture must be quickly and easily adaptable to

the individual needs of the users. This involves primarily ergonomic

concerns. Work surfaces must be electrically adjustable in height so

… totally new andspecific officefurniture designis possible

36_37

The basic principles are these: the interior design and the furniture

design are characterized by attractive forms and styles, pleasing mate-

rials, and a definite feeling of quality, which together give the new

office a sense of place and an identity. The use of flat screens makes

computer facilities less conspicuous in the furnished area. An ad-

vanced digital document management system makes it possible to put

the vision of the “paperless office” into practice and to reduce the

number, volume, and area of cabinets and storage units. This creates

an atmosphere that is no longer “office-like” but lively and dynamic.

This is immediately apparent. The spatial organization of “Office Con-

cept 2010” is more varied than that of conventional offices. It is divid-

ed into smaller units, but at the same time it gives a much more spa-

cious impression due to the variable, transparent, and sometimes

almost playful positioning of workstations. In other words, the mobile

office offers more room for exchanging information and greater free-

dom of movement due to the smaller dimensions of the “hardware”.

For this reason it was also possible to deviate from some official

standards within the defined Office Concept 2010 project area with-

With flexibleworking modes in

a distinctiveenvironment …

that the user can also stand when working at them, but the necessary

technical systems must not have a negative effect on design quality.

Second priority: in the open work areas there will be a “natural” con-

flict between the guiding principles of transparency and communica-

tion, on the one hand, and the need for sound insulation and relative

privacy, on the other. This means that workstations in the open area

must be adequately insulated acoustically from the surrounding area

through appropriate design features.

The furnishings were therefore optimized to create the desired

B. Braun atmosphere: pleasant, stimulating, and endowed with a sense

of place. The spatial identity, which is created largely by the distinctive

architectural environment of the Pfieffewiesen site and the striking

shape of the new building, is accentuated inside the building by the

configuration and high-quality design of the innovative furniture.

THE ARCHITECTURE

42_43

Master plan of the production facility in Pfieffewiesen

The Structural Challenge and the Solution. The

well-defined architecture of the new administration building with its

vertical layering of basic geometric forms – rectangle, circle, and tri-

angle – does not give any outward indication of the structure's inno-

vative use as a “mobile” office. Instead, the addition provides another

striking accent to the overall complex that houses the new head-

quarters of B. Braun Melsungen AG on the company grounds on the

Pfieffewiesen property.

Here where the Pfieffe, a narrow stream, flows into the Fulda River,

a large production facility was built between 1987 and 1992 that

seemed to have arisen of a piece. Ingeniously situated in the beautiful

landscape, this “city of industry” rose up from the valley meadows. It

was sophisticated both architecturally and from an urban planning

standpoint. Interspersed with green space, it is a many-branched, spa-

tially varied complex that combines production, warehouse, product

distribution, and administrative facilities, and its development poten-

tial made it the logical site for the headquarters of B. Braun Melsun-

gen AG, a global company.

The first administration building (1992) and the new administration building (2001)

Both the design of the façade with its recessed window openings in

contrasting colors and the combination of materials in the new five-

floor building reference features of the existing complex. However,

instead of subordinating itself to its predecessor, the new building,

with its “sharp” geometrical form, strikes a second dominant chord at

the northwest corner of the grounds that points in the direction of the

city of Melsungen. In contrast to the adjacent building, which is a

long, curved, sweeping structure that seeks contact with the land-

scape, the new structure points to the production facility – like the tip

of an arrow in flight.

In the center of the triangular body of the building is a glass-roofed

atrium that extends upward through all floors and creates many

different visual connections between departments and floors, thus

symbolizing the new open office culture. In addition, all floors are

linked by an open building shaft recessed in the north wall that con-

tains two glass-walled elevators and a stairwell with landings.

There are a total of five office levels – 2 floors in the base and 3 in the

upper section that is supported by pillars – and these two groups of

46_47

... facing the “city ofindustry"

The architecture and the master plan for the company headquarters at

Pfieffewiesen are the work of the British architects James Stirling,

Michael Wilford and Associates, who together with Walter Nägeli won

second prize in an invited competition in 1986. This architectural firm

had built up an international reputation through its projects for indus-

try (Olivetti), academia (Leicester, Oxford, Berlin), and the art world

(museums in Stuttgart and London). Since the death of James Stirling,

Michael Wilford has continued the firm under his own name with

offices in London and Stuttgart and has achieved equal success. Thus

it was no problem to carry on the successful partnership between

B. Braun and the architects when planning and constructing the A2

addition.

The new building was designed in the same spirit as the ensemble of

existing structures. It is located directly adjacent to the first adminis-

tration building, which is sited parallel to the Fulda wetlands and is

supported by nine distinctive concrete cones. The new building is con-

nected to the older one by a bridge, and like the first structure the

new building, which is in the shape of an equilateral triangle, is also

supported, in this case by a base clad in pre-patinated copper sheet.

The new building:autonomous but

integrated and ...

Axonometric view from below

The symmetrical and centered layout of the building made it easier to

solve many problems. All office spaces are naturally illuminated and

are air-conditioned by a fresh-air supply system and cooling panels.

The windows provide a varied, panoramic view of the surrounding

landscape and the structures on the plant grounds.

On each level there are “flowing”, flexible-use office spaces around

the open core of the building, with the enclosed cockpits and confer-

ence rooms or communication zones in the corners of the building

acting as counterpoints. This rhythmic pattern is the result, first of all,

of an effort to mesh the different types of workstations as closely as

possible spatially, and, second, of the necessity to create a uniform

room climate throughout the structure that ensures good ventilation.

The service areas for each department are housed in the three corner

towers surrounding the building's atrium. The niches in between,

which open on one side to the atrium and on the other side to the

office areas, are used as lounge areas or libraries. Because of their

prominent location they are given additional high-quality features.

50_51

floors are separated from one another by a circular technology floor

sandwiched in between. The human resources department is housed in

the base area, and the finance, controlling and legal departments are

located on the upper floors. Since the offices of the management board

are on the top floor, this floor also contains several conference rooms.

“Office Concept 2010” naturally required conceptual re-orientation in

the organization and design of interior spaces. This innovative ap-

proach was also reflected in the collaboration of the project group,

which also included the architects and consulting engineers. They had

to work together – and in harmony with the desires of company man-

agement and the staff – to face unusual challenges. The “mobile

office”, after all, differs significantly from traditional office concepts

with respect to configuration and sequence of open and closed rooms,

air conditioning, lighting, and communications technology. It speaks

well for all participants that they accomplished this complex task,

which could not be handled using the usual routine methods, with

great commitment and in partnership.

Interior spaces and services: a

challenge forarchitects and

engineers

Furnishing options on the fifth floor

The “Office Concept 2010” project is by no means completed, now that

employees have moved into the new administration building. The new

work and office culture will manifest itself not so much in the design

of the spaces and the furniture. Its most important aspect will be the

way in which the staff interacts on all levels – the new way of com-

municating with one another. Because of the partnership approach to

the project, B. Braun Melsungen AG has already established a good

foundation, working together with its employees, consultants, and

architects. Nonetheless, there will also be some things to be done in

the future. Evaluation processes are still ongoing. Details will continue

to be improved; it is not for nothing that the “mobile office” is also a

flexible office.

In spite of a few problems involving details of office routine in the

new building, the company can see its goals validated by the results

of the “Office Concept 2010” project that are already apparent. At its

Pfieffewiesen facility, B. Braun has set standards for corporate culture,

not just architecture. With its new office concept, the company is

demonstrating its modernity, flexibility, and dynamism in the organi-

zational realm as well as in other areas.

The project continues

Project Specifications

Enclosed volume: 22,159 m3

Gross floor area: 5,303 m2

Net floor area: 4,442 m2

Office area: 3,248 m2

Flexible workstations: 190

(Maximum occupancy for 240 employees)

Construction cost: about 12 million Euros

Schedule

Completion of design/planning: 29 May 1998

Application for building permit: 23 July 1998

Building permit: 12 Nov. 1998

Building permit for “Office Concept 2010”: 21 June 1999

Start of construction: 04 July 1999

Topping-out ceremony: 22 Aug. 2000

Building completion: April 2001

Furnishing / moving in: from May to June 2001

B. BRAUN MELSUNGEN AG

Progress has a long tradition at B. Braun and also marks the way for

the future. Responsibility for employees, products, the environment,

and especially patients is the mission of this family-owned company,

a commitment pursued in conjunction with its customer-oriented

dedication to medicine worldwide.

60_61

B. Braun Melsungen AG - Products and Servicesfor Medicine Around the World. The B. Braun Group:

modernity, innovation, and a customer-based orientation are the guid-

ing principles of this worldwide supplier to the health care industry –

values put daily into practice by more than 27,000 employees around

the globe.

With this philosophy, the company offers a wide range of medical

products – for anesthesia, intensive care, cardiology, or surgery, for

example. The product range includes syringes, cannulas and catheters,

infusion solutions and systems, as well as infusion pumps, suture

materials, surgical instruments, and dialysis technology. In addition,

the company markets products and concepts for doctors' offices and

for the home care sector. The varied product portfolio is supplement-

ed finally by a wide range of customer-tailored services.

All this began more than 160 years ago. The family business started as

a pharmacy and developed into a global hospital and medical supply

company with subsidiaries in over 50 countries and sales of over

2.4 billion Euro per year.

B. Braun at a Glance

B. Braun Group 1999/00 1998/99 1997/98

Euros in millions

Sales 2,384.9 2,241.9 2,175.1

Group net profit 67.9 76.3 59.6

Balance sheet total 2,100.8 1,958.7 1,851.2

Fixed assets 966.9 881.8 835.4

Capital expenditures 132.7 161.0 168.9

Depreciation on assets 121.8 127.6 119.5

Salaries and wages 678.8 653.6 664.0

Net cash flow 234.5 237.7 197.1

Number of employees 27,238 27,573 27,371(Yearly average including temporary personnel)

APPENDIX

B. Braun Project Group for“Office Concept 2010”

Jürgen Sauerwald, Project Leaderjuergen.sauerwald@bbraun.com

Hans-Peter TheunePPC-Melsungen@t-online.de

Horst Brögelerhorst.broegeler@bbraun.com

Werner Christlwerner.christl@bbraun.com

Sabine Freundsabine.freund@bbraun.com

Gerd Fröhlichgerd.froehlich@bbraun.com

Susanne Krugsusanne.krug@bbraun.com

Rainer Kühnemundrainer.kuehnemund@bbraun.com

Gerhard Pitzgerhard.pitz@bbraun.com

Stefan Schoberstefan.schober@bbraun.com

Günter Sommeralexandra.friedrich@bbraun.com

Hans-Jürgen Steuberhans-juergen.steuber@bbraun.com

Rainer Stirn rainer.stirn@bbraun.com

Jürgen Voellkopfjuergen.voellkopf@bbraun.com

Office Innovation(Consultant)

Pierre Buys / Ruud HartmansDirk Knuttel / Erik Veldhoen Veldhoen + Company B. V.NL-Maastrichtveldhoen@veldhoen.nl

For additional information and tours please contact Mr. Hans-Peter Theune, PPC, Am Bitzen 8,34212 MelsungenTel +49 (0) 5661 73 86-0E-mail: PPC-Melsungen@t-online.de

Steering Committee

Ludwig Georg BraunChairman of the Management BoardB. Braun Melsungen AGludwig-georg.braun@bbraun.com

Michael Wilford / Manuel SchuppMichael Wilford GmbH, Architects London / Stuttgartwww.wilford.de

Hans-Peter TheunePPC Projekt-Planung & Consulting GmbH, MelsungenPPC-Melsungen@t-online.de

Ulrich BaumannIKB Baumanagement GmbHDüsseldorfUlrich.Baumann@ikb-bm.de

Günter Sommer, BetriebsratB. Braun Melsungen AGalexandra.friedrich@bbraun.com

Planning Team

Bori Csicsely, Chris Dyson, Axel Overath, Charlie Sutherland,Manuel Schupp, Michael Wilford,Denis Wolf Michael Wilford GmbH, Architects London / Stuttgartoffice@wilford.de

Reinhold Gonther-MeltonROM-Rud. Otto Meyer, Kasselr.gonther-melton@rom.de

Hans-Peter Theune, Erich JacobPPC Projekt-Planung &Consulting GmbH, MelsungenPPC-Melsungen@t-online.de

Michel LeroyIngenieurbüro Dr. Meyer, Kasseling-meyer@t-online.de

Ulrich Baumann, Claus FödischIKB Baumanagement GmbHDüsseldorfUlrich.Baumann@ikb-bm.deClaus.Foedisch@ikb-bm.de

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ProjectOrganization

Published by: B. Braun Melsungen AGP.O. Box 11 2034209 Melsungen

Tel +49 (0) 56 61 71-0Fax +49 (0) 56 61 71-45 67E-mail: presse@bbraun.comwww.bbraun.de

Concept:Design Hoch Drei, StuttgartChristian Marquart, Stuttgart

Text:Christian Marquart, Stuttgart

Design:Design Hoch Drei, Stuttgart

Lithography:Reprofessional, Stuttgart

Printed by:Medien-Zentrum Aichelberg,Aichelberg

Photography:S. 8/9, 13, 16/17, 20, 26, 34, 41, 57, 58:Torsten Orendt,Niedenstein/KirchbergS. 31, 39, 40, 55, 68:Kim Zwarts, MaastrichtS. 16, 26/27, 58/59, 63, 64/65:Marco Moog, HamburgS. 48: Chris Edgecombe, LondonS. 44:Richard Bryant/Arcaid, London

Plans and Drawings:Michael Wilford GmbHLondon /Stuttgart

Imprint

FUTURE WAYS TO WORKNew Administration Building

B. Braun Melsungen AGP.O. Box 11 20

D-34209 Melsungen

Tel +49 (0) 56 61 71-0Fax +49 (0) 56 61 71-45 67E-mail: presse@bbraun.com

www.bbraun.de