TÜV SÜD INYo u r e m p l o y e e m a g a z i n e 1 | 2 0 1 3

MANAGEMENT SErvIcE

The planned expansion of responsibilities assigned to our sales force is designed to increase our business with new customers. The objective is to create a »symbi-osis« between sales representatives and internal and external auditors.

Dear employees,

The year of 2013 is almost three months »old,« and Easter is right around the corner. Nonetheless, there is still time to take a brief look back at last year: The entire Management Service Division was very successful and produced a real record year – both inside and outside Germany. I would like to express my thanks to every employee for his or her hard work – after all, you were the ones who actu-ally made this success possible.

We intend to write a new chapter in this success story during 2013: by focusing even more closely on customers and gaining their business by concen-trating on the right issues. Turn to page 5 of this issue and learn more about the strategic focal points and the key goals for 2013. As far as the right topics go, we are setting the pace particularly in the areas of IT security and energy management. With our products, we can provide our customers with true added value. Thanks to such new sales concepts as the »regional sales manager« and a new regional plan in Italy, we can offer even more targeted information to our customers and attract their business.

To ensure that we can impress customers with innovative products in the future, I am determined to create room for ideas. Our Innovation Depart-ment has been particularly creative in this regard. Under the slogan of »Discover Germany,« I would like to encourage you to take part: Let the ideas flow!

Best regards,

Professor Dr. Peter Schaff

The regional sales manager:a convincing concept

Thomas reuTer anD Jürgen sTuermer can really savor their success: Their joint work enabled the company to gain a new customer. Both specialists combined their know-how and reached a goal together. Reuter is an auditor who has years of professional experience, and Stuermer is a sales representative at TÜV SÜD Management Service who has worked in various industries during his career. Their new customer has tremendous potential.

It is a positive experience that Reuter and Stuermer are now enjoying more frequently.

Their conclusion: Good ideas arise when such successes shape the everyday working relation-ship between two company departments. One example is a new concept that has convinced everyone: the regional sales manager.

What’s this all about? Acting as a corner-stone of TÜV SÜD Management Service, our auditors are responsible for the provision of ser-vices in operational terms. Or, in a nutshell: an auditor delivers billable services to customers.An auditor’s main responsibility is to conduct audits for the customers. This work encompasses

Jürgen Stuermer (left)

and Thomas Dubois

(right) work in sales

at TÜV SÜD Manage-

ment Service. They

are supporting the

pilot project »regional

sales manager« in the

Mannheim/Frankfurt

region.

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a number of activities and requirements. To succeed in a tough competitive environment, excellent audit quality is essential – and we require this quali-ty from each auditor.

By contrast, the main responsibility of a sales representative is to acquire new customers and achieve a predefined »new business value.« Furthermore, the sales representative acts as a sales-related contact partner at each location and works on sales issues with the manager of the respective site. Added to these responsibilities is the support of an external network of consultants who complement our range of services.

This is where the concept of the regional sales manager comes into play: The working relationship between sales representatives and internal auditors has produced exceptional results – now, the sales representatives will work together with external auditors. By taking this approach, we intend to increase new business among external auditors and strengthen our relationship with current customers. Through the expansion of responsibilities assigned to the sales force – that is, the regional sales manager – an efficient symbiosis between sales and auditors can be created.

The regional sales manager will be the sales contact partner and coordinator for all issues related to new business for internal team members and customers. The auditor will serve as the direct contact

partner for current customers. As a result, the auditor will be a source for new-business customers, either by passing on leads or by further tapping the potential of current customers.

The internal sales force will serve as another essential part of this sales concept. The colleagues will form the critical link between the auditors and sales representatives. They will also act as professional service providers in terms of the qualitative and quantitative prep-aration of bids. This sales approach could not be put into practice without high-quality interface management and services.

Every team in this model will work together to achieve a goal that can be accomplished through the contributions of each individual. In the teams, each person will assume responsibility for those jobs he or she is capable of performing within the structures and assign-ments in our company. This will not only promote regional thinking, but also the development of new business and customer loyalty.

This regional sales concept is currently being tested in a pilot proj-ect. The pilot project began on January 1, 2013, with Thomas Dubois and Jürgen Stuermer. It is being overseen by a steering committee that will regularly review implementation progress. The results must be convincing at the end of 2013. We are already convinced! n|| juergen.stuermer@tuev-sued.de || || thomas.dubois@tuev-sued.de ||

mr. merenda, how did you organize sales in the past?The old organization of MS in TÜV Italia was based on the management of all activities (sales and operational) separately in each of the nine offices operating on the Italian territory. The Unit Manager (RU) had full responsibility for all the activities that were carried out in the territory of his/her jurisdiction. Every office, while following the general guidelines of the company, had a full management and organizational autonomy on its own internal resources. The achievement of the office target was based on this autonomy. The RU reported hierarchically to the cEO.

What has changed?The new requirements proposed by the evolution of the market com-bined with the increased complexity and variety of our services showed the need for an organizational change that would lead to a more ef-ficient allocation of tasks between the commercial and the operating departments. Emerged, at the same time, the need to combine more specialized resources to a greater standardization of processes and con-trol systems over the entire national territory.

how do you organize sales today?We then passed through an intermediate stage in which, in each office, the responsibilities for commercial and operational activities were sepa-rated. The new roles of Sales Manager and Operational Manager were identified at national level so that they could manage in a uniform man-ner throughout the country.

The last recent step, in January 2013, to the potentially definitive orga-nization, was to group the nine offices in three Regions (macro-areas) and define the responsibilities at a regional level, for both sales and operational activities. In this way only three critical locations will be identified, but, what is more important, the opportunity to finalize the process of activi-ties homogenization is created.

The level of effectiveness in communications will inevitably be higher due to fewer people involved at a higher level of responsibility and deci-sions on the day-to-day business will become faster and more relevant.

The regional integration and the development of synergies are the best key to more effectively achieve our objectives in an extremely difficult Italian market, where our biggest international competitors such as SGS

Three regions – one goalSince January 2013, the Management Service Division in Italy has a new structure: The nine offices were grouped into three macro-areas. Sales and Operational responsibilities are now defined at these three regional levels. Paolo Merenda, Head of MS in Italy, explains the new structure.

and BVQI have recently reported a significant decline in sales compared to a constant growth, although not very large, achieved by the MS Division of TÜV Italia.

What are the goals?The main objectives of the new sales and operations organization are: n Processes homogenization at national leveln Improvement of communication/information exchange and

best practices implementationn Engineering, standardization and streamlining of processesn Reduction of process lead timen Improvement of quality in delivery activitiesn Improvement in execution phases efficiencyn Our final expected result: increase of operating result

Detailed objectives of the new sales organization:

Offices and roles distribution

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New European health-care standardPatient safety and risk management are the focal points of the new standard DIN EN 15224. The standard that took effect in December provides all health-care organizations with guidelines for a quality management system.

The founDaTion for iT is proVi-DeD by iso 9001:2008. This standard was altered and expanded to address the specific needs of the health-care system. The standard’s core elements are 11 quality criteria, hospital processes as key processes, risk management and patient safety. certification has been available since the january, according to Jens Lin-städt. Through the complete implemen-

tation of DIN EN ISO 9001, it is possible to switch to the new »health standard« at a reasonable cost. Benefits can be found particularly in the focus on risk manage-ment and patient safety. The German Patients’ Rights Act that took effect at the end of February demonstrates the im-portance of these issues for patients and for health-care organizations. n|| jens.linstaedt@tuev-sued.de ||

n Improvement of time-to-marketn Smart offers (calculation and precise requirements definition

in offers)n Hit rate improvementn Reduction of lead time between order income and activities

deliveryn Final expected result: higher order income and better reve-

nue distribution along the year

What are the achievements?The new organization is too »young« to provide now meaningful data. We can say that the most important success at present is the broad feeling of satisfaction from colleagues that you can breathe for this new organi-zation. And the condition of awareness about the clarity of the objectives that the Division is pursuing.

What are the pitfalls?Two main pitfalls: the objective difficulties of the present market situa-tion that might discourage the most predisposed people in the near future, but, especially, resistance to an important cultural change and clean break with the past in our company in Italy. n|| paolo.merenda@tuv.it ||

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Certification awardedto Novolipetsk Steelworks in Moscow

Russian debut: TÜV SÜD provided the first business in the country with ISO 50001 certification. Novolipetsk Steelworks (OJSc NLMK), Russia’s third-largest steel producer, was presented the certificate on December 18, 2012, in Moscow.

Prof. Dr. Peter Schaff handed the first russian

TÜV SÜD certificate to Novolipetsk Steelworks.

aT The enD of 2012, TüV süD awarded the Krankenhaus Betha-nien in Solingen-Aufderhöhe DIN EN ISO 9001 certification for its quality-management system. »Qua-lity is not just about fulfilling legal requirements or what patients want. For us, quality is an essential com-ponent of human dignity,« explains Managing Director Otto Imhof. chief of Medicine Winfried J. Randerath shares one example of how the quality-management system works: After rapid expansion, it is important to assess if everything is ideally set up, he says. »Over the past few years, we’ve expanded our practice, almost tripled the number of pati-ents we treat and brought a lot of new employees on board.« closely monitoring processes should ensu-re shorter patient stays and fewer complications. n|| klaus.stracke@tuev-sued.de ||

Pulmonary clinic cares about quality

The areas cerTifieD aT noVoli-peTsk sTeelWorks incluDeD effec-tive work practices, outstanding technolo-gies that optimize the company’s energy use, smart use of energy sources and environmental protection. Several energy-efficiency projects, a reduction in energy consumption and the use of gases that accumulate during production processes all helped cut energy consumption. As a rule, energy management and potential energy savings are growing increasingly more im-portant to companies: »Good for the bottom line, and good for the environment,« said Prof. Dr. Peter Schaff. n|| ekaterina.ushakova@tuev-sued.de ||

kirchner solar group, an interna-tional manufacturer and project developer of solar solutions, received TÜV SÜD certi-fication for its successful, process-oriented business approach.

The scope of the EN ISO 9001:2008 certification covers the full range of services offered by the international group of companies. This includes manufactur-ing, development, sales, consulting and planning as well as installation and ser-vicing of power-generation systems. »The certification marks an important step in

Kirchner Solar’s QM system our company’s further development, parti-cularly in terms of our international focus and meeting the increasing demands of various markets and our key customers,« says Lars Kirchner, founder and cEO of Kirchner Solar Group. »Our corporate policies and procedures are clearly defined in our management handbook, and all em-ployees are required to comply with and implement them. TÜV SÜD will monitor implementation annually and renew the certification every three years.« n|| nina.kasberg@tuev-sued.de ||

Lungenfachklinik Bethanien kümmert sich wirksam um Qualität

TüV süD IN MANAGEMENT SERVIcE 05

by successfully inTroDucing an inTegraTeD enVironmenTal and occupational health and safety management system in its divisions, E.ON-Wasserkraft has demonstrated that environmentally conscious and sustainable business practices are not just empty words. For a long time now, E.ON Wasserkraft has stood for environmental protection as a result of its water, nature

E.ON Wasserkraft – sustainable & safe withTÜV SÜD Management Service

and bird conservation efforts – based on the principle of »power from the river,« business operations and envi-ronmental protection complement each other. Wolfgang Hock and christian Striegl presented the coveted certifi-cates to top executives and operational managers of E.ON Wasserkraft. n|| christian.striegl@tuev-sued.de ||

Wolfgang Hock (front, middle) and

Christian Striegl (back row on left)

pre-sented the certificates to E.ON

Wasserkraft.

TüV süD managemenT serVice auDiTs, assesses, ValiDaTes anD cerTifies company managemenT sysTems, particularly qual-ity, environmental, energy, safety management systems as well as in terms of service quality among industrial companies and service providers in all sectors. Our expertise covers the entire range of technologies, regulations and modern company management practices.

Vision: What do we stand for?People are the heart of company processes. We help them systematically and creatively apply their abilities in work processes as well as create and achie-ve progress. In the interplay between people and technology, the certification of management systems ensures reliability, safety, quality and efficiency.

What are our strategic issues in 2013?Our overarching goal: from quality to excellencen Exceptional performance on behalf of customers –

from the bid to the audit and certificate

Our goals for 2013

Mission: What is our job?n Quality-focused action, fast and error-freen Intelligent and efficient IT supportn Profitability of job contracts, regardless of customer sizen Future-proofing through innovations in interesting

business areasn Acquisitions in growth markets and growth areas n Satisfied employees thanks to a healthful work

environment, fairness and team spirit

and these are our key goals in 2013:n Increasing the hit rate because our high-quality services will then

lead to our goal.n Reducing the rejection rate to ensure our customers quickly receive their certificates.n Raising the number of external auditors to ensure that we rapidly find the right auditor for our customers. n|| ulrike.vogt@tuev-sued.de ||

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»Elephant« Osram acquired as new customer after two failed attempts

afTer TWo iniTial faileD aTTempTs in 2006 anD 2009, We´Ve noW succeeDeD in acquiring Osram Group, a company with 70 lo-cations around the world, as a new customer for the standards ISO/TS 16949, ISO 9001, ISO 14001 and OHSAS 18001 as well as SA 8000.

As a result, the project team of Astrid Loschke, Tobias Lurk, christian Striegl and Thomas Dubois ended the year on a high note! Many thanks for the strong support to everyone involved! n|| thomas.dubois@tuev-sued.de ||

Festo joins the ranks of new customers

nearly eVery chilD knows Märklin. Over its 150 years of existence, the company has grown from a small factory for tin toys into a world-re-nowned producer of high-quality metal toys. To-day, Märklin is the world leader for all important gauges in the model-railroad market. No other manufacturer offers the option to add to existing layouts and collections over the course of many years as well as systematically expand them. We have been attempting to acquire Märklin as a customer since 2010 and have now gotten the green light to carry out certification in ac-cordance with ISO 9001. n|| peyami.senol@tuev-sued.de ||

fesTo is among The Top companies WorlDWiDe in automation technology as well as the global market leader in initial and further technical training. The company employs about 15,500 workers and generated revenue of more than € 2 billion.

After Herbert Huß assigned Thomas Dubois to the task of acquiring Festo as a customer at the 2004 christmas party, we managed to do just that following a long-fought battle. Festo, it is worth noting, was previously a customer of DNV. We will provide services related to standards: ISO/TS 16949, VDA 6.4, ISO 9001, ISO 14001 and OHSAS 18001. Special thanks go to Professor Peter Schaff, Astrid Loschke and Michael Gotthardt, who played a significant role in acquiring this new customer. n|| thomas.dubois@tuev-sued.de ||

Full speed ahead at Märklin

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amcor is The WorlD markeT leaDer for flexible packages used for food, health & beauty, and tobacco products as well as household appliances. The com-pany has 54 branches in 18 countries. We will work with 21 of these branches (in 10 different countries) in the future. We will audit Amcor in accordance with ISO 9001, ISO 14001 and OHSAS 18001. We will also examine Amcor’s transport costs. The contract was awarded in February 2013 following a two-year bidding process. n|| benoit.larade@tuev-sued.fr ||

ZOELLER-KIPPER to receive our services

Zoeller-kipper gmbh is Europe’s largest producer of hydraulic lifting and tipping devices – also known as lifter systems – and fully-equipped waste-collection vehicles. As a reliable expert partner of disposal companies, Zoeller-Kipper maintains an international service network. Today, more than 900 employees provide services throughout Europe to the company’s customers.

The Zoeller-Kipper Group was certi-fied in accordance with ISO 9001 and ISO 14001 by DQS last year. By taking a strategic approach to acquisition, we were successful in gaining the company as a new customer.

Special thanks go to Ulrike Vogt and Rigobert Schütz, who were jointly respon-sible for the successful acquisition. n|| thomas.dubois@tuev-sued.de ||

Vacationers beware when booking trips online

When The TemperaTure begins To climb, summer vacation time is approaching. Many people – including MS colleagues – book their dream vacations online. The range of travel opportunities is simply beyond belief. But just whom can you trust in this mass of travel providers and what should you keep in mind when you book a trip online? Rainer Seidlitz, Head of IT Security at MS, has a few pieces of advice.

If you come across a tempting offer in your online research, you should carefully examine the individual services being offered before you make a reservation. In particular, you need to determine which services are included and which ones are sub-ject to an extra fee. For instance, not every package trip offered by a travel company includes a transfer. Additional services like athletic activities and spa offerings can deal quite a blow to your travel budget. costs can quickly climb as well if you have to can-cel the trip. To gain extra protection and avoid being stuck with all of the costs, it makes sense to take out a travel-cancellation insurance policy. The traveler must also be careful once it is time to pay for a trip. The payment terms can vary significantly among travel providers. For this reason, you should learn in advance when which payment is due.

To ensure that personal data like your name, address and bank account number re-main secure, you must enter them on encrypted pages. Such pages use an address that begins with »https« or contain a closed-lock icon in the browser. If a provider does not offer such options, then the potential trave-ler should look elsewhe-re online. And, of course, you should look for our s@fer-shopping certification mark – we offer it to online retailers who provide excep-

tional security regarding data protection and payment processes, among other areas. n|| rainer.seidlitz@tuev-sued.de ||

New customer Amcor

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Study on importance of data protection to midsized firms Data security is a key issue to consumers. But is effective protection of personal data a priority for busi-nesses? To find out, we joined the Ludwig Maximilians University (LMU) in Munich to conduct the study »Data Security 2012.« In taking a similar approach to the one used in the previous study in 2011, re-searchers primarily surveyed small and midsized enterprises about their views on protection of personal data, their level of information and their actual application. Most of the responding companies have made data security a high priority, but a small decline from the previous year was seen.

WiTh The supporT of The baVarian agency of DaTa securiTy superVi-sion, TÜV SÜD Management Service and the Department for Psychology and Educatio-nal Sciences at the LMU Munich conducted the survey. »The study provides a good over-view of the integration of data security into companies and shows that there is still room for improvement,« says Thomas Kranig, the President of the Bavarian agency.

A large number of the companies surveyed between March and July 2012 are small and midsized enterprises with up to 499 employ-ees. Sixty percent of the respondents are based in the German states of Bavaria, North Rhine-Westphalia and Baden-Württemberg. The companies were asked about the priority they have given data security and how they assess themselves in this area. They were also asked about the approach that employ-ees, customers and partners take toward data protection issues and management as well

as the quality of data security. In general, the core findings of the study conducted in 2011 were confirmed. Even though the priority of this issue of data security has slightly dipped, it remains a key concern among 58 percent of respondents.

shortcomings among partners As in 2011, the new study found that there continues to be potential for improvement in the area of »customers and data security.« At nearly 25 percent of companies, customers are not informed about the potential ways their data may be used, which is an illegal act. The greatest need for improvement was found in the area of »partners and data pro-tection.« In nearly 60 percent of cases, a reg-ular review of partners who come in contact with personal data, including external service centers, is not carried out. Poor data security by a partner can become a problem for the original company.

Data protection is no part-time job »Protecting personal data is such an important issue that you just cannot do it on the side. Rather, it requires good data protection management,« says our colleague Rainer Seidlitz, the Head of IT Security at TÜV SÜD Management Ser-vice. This also alters the responsibilities assumed by the data security officer. The formal appointment of a professionally and personally qualified individual for this position does indeed fulfill legal require-ments. But it is not enough. To ensure a good level of protection, the data security officer should play the role of an auditor or data protection manager. To fulfill this role, the officer needs direct access to management and its support, fundamen-tal knowledge about a company’s man-agement systems and a broad education in the subject. n|| rainer.seidlitz@tuev-sued.de ||

a key aspecT of our currenT sTraTegy is services that cover all aspects of IT. A subsec-tion is data security. Just what products does TÜV SÜD Management Service offer in this area?n Inspection of machinery in accordance with DIN 66399 Section

1/2 at providers of data destruction servicesn Inspection and certification of providers of data destruction

services in accordance with DIN 66399 Section 1–3

Data security: our servicesn TÜV SÜD-tested data destructionn Project support for inspection preparationn External data security officern Short data security checkn Tested contracted data processing || datenschutz@tuev-sued.de ||

Up close: Jens LinstädtIn each issue of TÜV SÜD IN Management Service, we introduce you to a colleague and his or her area of responsibility. This time we are meeting Jens Linstädt, Head of Business Unit health care.

age: 41, two sonshobbies: riding montain bikes, hiking and swimmingeDucaTion: professional nursing certification followed by a health-care management degree (university of applied sciences) with a major in caregiver managementprofessional experience: more than 20 years of hospital work experience, including over six years in hospital management (QM, assistant to the managing director, department head, managing director of a medical care center)

WhaT i WoulD like To accomplish aT TüV süD managemenT serVice: n Position the TÜV SÜD brand in the health-care market (n Take account of the special characteristics of the German health-care system (extensive regulations, healthcare on county-level, difficult financing

situation)n Develop products (new products including DIN EN 15224, dealing with a large range of standards at times)n create a benefit overview for customers n|| jens.linstaedt@tuev-sued.de ||

The conference Where aTTenDees can Talk abouT Their professional experiences TraDiTionally focuses on a parTicular Topic. This year’s subject was »internal audits.« Following a brief introduction given by a lead auditor on fundamen-tal requirements and their structure, the attendees broke into small groups where they talked about their work experiences.

The small groups were organized by work area (industry, health-care system, service provider). They gave attendees an opportunity to discuss specific approaches and work cases. Following a joint lunch, good examples and new findings from the full conference group were compiled. Some attendees elaborated on their audit organization in

Quality management conference in Essen

a presentation made with a projector. Others offered tips about how to deal with top managers or recommended that trainees should be audited. Despite the various sizes of the companies involved, most of the quality management officers took some new ideas home with them.

The next date was also set, and the upcoming topic was picked: »management review.« As a pleasant surprise, a company offered to hold the conference on its premises.

The demand for new dates and the large number of attendees demonstrate that customers really appreciate the free opportunity to talk about professional experiences, extending across industries. Other branches that would like to conduct their own conference for quality management officers are welcome to use the templates and concepts being used here. n|| heike.garich@tuev-sued.de ||

The third conference of quality management officers was held in Essen at the end of last year. All seats to the meeting were quickly reserved because the 26 people who attended the event in the past took home many practical tips for their work.

TüV süD IN MANAGEMENT SERVIcE 09

10 TüV süD IN MANAGEMENT SERVIcE

Room for ideas: Discover Germany

Innovation means novelty – and, above all, the safeguarding of future competitiveness. It can lead to new products and new markets. More than 20 new ideas have now been turned into marketable products. Products that arose from innovation now generate about 20 percent of revenue at TÜV SÜD Management Service (as of 2013). Just last year, for instance, we generated revenue of around € 1 million with ISO 50001 certifications.

in aDDiTion To neW proDucTs, ms musT conTinuously reinVenT iTself and optimize its business processes – with a focus on the future. A number of improve-ments have been implemented in recent years. As part of this effort, various processes were streamlined at the point of interface and then implemented with IT solutions. In addition, workshops for our customers’ qual-ity assu-rance officers were proposed. These work-shops were subsequently very well receivedand have played a major role in customer loyalty.

For this reason, the motto of our man-agement team and the departments of innovations and quality management in the actual year is: »We want to create added value for our customers and ourselves! More innovations, more im-provements.«

To accomplish this goal, we need to tap all of our creative potential, no matter where it lies – in Hamburg or Mannheim, Dresden or Munich. To bring our ideas to life, a little competi-tion is now in order.

The DeTaileD rules are spelleD ouT in a manual. Each city will select a ship as an icon. The expedition will be held in three stages and is expected to begin in April. One stage will last one month. During this period of time, every city should make as many ideas/suggestions as possible.

For each idea/suggestion, the ship will travel sea miles. Every idea will be judged in relation to the size of the workforce as a way of creating a level playing field among the various staff sizes. The results will be published once a month in the intranet. The city with the most suggestions will win a trip of discovery. The employee who submits the most suggestions during the three stages will win a great prize. n|| tomislav.vlahovic@tuev-sued.de ||

Rules of the game

The projectThe project involves a game: As part of an expedition through the cities where our company does business, new ideas for pro-ducts and improvements are to be develo-ped. The more, the merrier. After all, experi-ence has shown that only 100 commercially sensible ideas will arise from every 1,000 suggestions, that it will make financial sen-se to invest in only 10 of these ideas, that only two ideas can really be turned into a reality and that just one dynamic idea will actually generate substantial revenue. Every city must move its »idea ship« as far as pos-sible with the help of suggestions. It will be up to the city to determine how the ideas and suggestions will be generated. The ideas from each respective city will be counted and will move the »expedition ship« farther along its journey.

A countable idea (or a countable improvement suggestion) is defined as one that has not been tried before, that would provide TÜV SÜD Management Service with a measurable benefit and that is clearly explained.

evaluation processAll ideas will be evaluated by a committee. The creators will then have an opportunity to present their ideas. Finally, a review will be conducted by a jury of experts or, depending on the suggestion, by the process owner to determine the suggestion’s practicality. n|| gabriele.gretzinger@tuev-sued.de ||

|| nils.beyer@tuev-sued.de ||

imprint publisher: TÜV SÜD Management Service GmbH, Ridlerstraße 65, 80339 Municheditorial staff: Marketing Department & corporate communicationscontact: ms-marketing@tuev-sued.delayout: Medienfabrik Gütersloh GmbHphotos: TÜV SÜD