46

Contents
Status report 3
Major project management 4
Lean construction 14
Heinzelmann and Diavik 16
Construction sites in Germany 18
Bauma 2016 20
Equipment in customer operations 22
Remediation of the Kesslergrube
landfill site 23
Construction sites in Europe 24
Bauer and Schlumberger 28
Mine rescue in China 29
Construction sites around the world 30

2 International visitors at Bauer's Bauma booth

 Status report
T
he situation in the world markets, the political situation
in many regions and numerous hot spots continue to
have an impact on our company. These circumstances
have also required us to make adjustments and implement
restructuring measures.
As a result, 2015 was another difficult year. Total Group rev-
enues were EUR 1.656 million, up 6.2 percent from the pre-
vious year. Earnings after tax stood at EUR 29.0 million and,
like revenues, ultimately exceeded the goals we set in the
annual report. Nevertheless, many positive and negative cir-
cumstances have had such a significant impact on us that we
cannot be satisfied with this year's results.
In 2015, the Center Hill Dam project and our subsidiary in
the USA continued to be a source of problems and caused a
EUR 7.3 million loss in the Construction segment, where rev-
enues increased by 2.4 percent to EUR 742.9 million. In the
Resources segment, our water and exploration drilling com-
panies suffered greatly from the decline in oil prices and the
downturn in commodity markets. In response, restructuring
measures were implemented and were continued in 2016.
As a result, revenues in the Resources segment also fell by
12.3 percent to EUR 221.6 million in 2015, accompanied by a
considerable loss.
On the other hand, we achieved great success in the Equip-
ment segment thanks to our new joint venture in deep drilling
Development of total Group revenues by segment
in EUR million (segments after deducting Other/Consolidation)
1,800
1,600
1,400
1,200
1,000
800
600
400
200
0 Germany 182
2000 01 02 03 04 05 06 07 08 09 10 11 12 13 14 2015
technology with Schlumberger, a partnership that has also
involved BAUER Deep Drilling GmbH and the Bauer Manufac-
turing plant in the USA. We also sold shares in a subsidiary.
Together, these activities significantly increased earnings for
the Group. As a result, revenues in the Equipment segment
increased by 17.8 percent to EUR 753.1 million.
Once again, we had to acknowledge that the global climate
and markets as a whole are becoming more difficult in 2016.
All the political uncertainties and crises in the Ukraine, prob-
lems with the Islamic Sate in the Middle East and North Af-
rica and the economic impact of weak markets in Russia,
China, South America and various countries in the Far East
remain virulent. Furthermore, we predict that low oil prices
will also influence the willingness to invest in the Middle East
and other already affected countries.
It is satisfying that we were able to achieve some great suc-
cess in these difficult times. Thanks to the large-scale project
for Roche Pharma AG, our environmental division has suc-
cessfully launched the largest single project in the compa-
ny's history. Despite a shortage of orders in Malaysia and
Hong Kong, capacity utilization is good in the Construction
segment, primarily due to a high order backlog.
In the Equipment segment, we unveiled new products at
Bauma 2016 in Munich that show considerable progress in
the areas of noise emission, energy efficiency and productiv-
ity. We have managed to keep our sales relatively stable de-
spite the fact that global sales in construction machinery have
Geographical breakdown of total Group revenues
in EUR million
Africa 77 (4 %)
Germany 474 (29 %)
America 297 (18 %)
Asia Pacific,
EU excl. Germany Far East & Australia
162 (10 %) 348 (21 %)
Total 1.656
Middle East & Central Asia
Resources Europe (other) 71 (4 %) 227 (14 %)
218
Equipment declined by 28 percent (50 percent in China) in the past four
705 years. That is an achievement. Chinese machine manufactur-
ers, on the other hand, had to reduce capacity significantly.
Construction Nevertheless, there is still surplus capacity but we expect
international
551 things to normalize in the phase ahead.
Construction Given this general climate, 2016 was not an easy year. We
have continued to make adjustments in many areas and are
trying to adapt to the adversities of the environment.
There has been an important change on the BAUER AG Man-
agement Board. On 1 October 2016, Peter Hingott, a highly
committed successor, replaced Heinz Kaltenecker, who left
the company at the end of the year.
I would like extend my thanks to Heinz Kaltenecker and wish
him all the best for the future. I would also like to thank all
employees for their dedication during this difficult time, and I
would like to thank all of our customers, partners and friends
for their loyalty. I wish all of us a successful future and hope
that we continue our excellent teamwork.
3
 The Schwarzkopf Tunnel: a large-scale
rail project north of Aschaffenburg

4
 Large-scale
project management
C
onstruction projects don't just roll
off the assembly line. Whereas
a new car is designed once and
can then be sold a hundred thousand
times, in the construction industry, ev-
ery project is a prototype. In every proj-
ect, all opportunities and risks are cen-
tered around one unique case, which
must be planned and thought through
in extreme detail and a long-term per-
spective. If everything is implemented
smoothly, the construction project will
ultimately be profitable.
"Much has changed in large-scale proj-
ect management over the last two
decades," says Thomas Bauer, CEO of
BAUER AG. "We're extremely well or-
ganized now." The management team
for a large-scale project operates like
a company of its own. "In the field we
can work just like we do at the corpo-
rate office." That includes an IT system,
Internet and video conferencing for
all processes from calculation to cost
accounting. Business One is used for
bookkeeping and inventory accounting.
When it comes to preparation – the fo-
cus of this article – all the departments
involved have to cooperate with as
few interdepartmental communication
problems as possible.
How do we find large-scale projects
in the German construction market?
Hans-Gerd Haugwitz, head of the Proj-
ects department, has an eye on the
German market and focuses on "large-
scale projects that involve a significant
amount of specialist foundation en-
gineering." He researches potential
projects online or learns about them
Interdisciplinary
team work
through his personal contacts. He
also consults the Federal Transport In-
frastructure Plan, which lists projects
planned until 2030, one of which is for
a new section of highway with seven
tunnels. The question for Bauer Spe-
zialtiefbau is whether the tunnels will
be constructed by mining or excava-
tion. The "Schwarzkopf Tunnel Bypass"
rail project was announced more than
a decade ago. Originally, the project
was not supposed to involved much
specialist foundation engineering. "But
I knew the region," says Hans-Gerd
Haugwitz, still proud of the project. In
the end, Bauer was awarded a contract
for 43 million euros.
Haugwitz stays in touch with the proj-
ect team the whole time a large-scale
project is being executed in Germany.
Collaborating with the project manager,
he represents specialist foundation en-
gineering for the client and assists with
negotiations, sometimes on the techni-
cal side, sometimes on the legal side.
Agreement between construction
companies and clients makes work
easier for everyone, but, according to
Haugwitz, harmony is not always a
matter of course. "Things go well if ev-
eryone has the same level of construc-
tion expertise." Problems arise when
the client is hesitant to make decisions
or doesn't make them at all. "That's al-
ways the worst."
A project is far from completed after
Bauer has finished the job and the
equipment has left the construction
site. During the billing process, "we of-
ten have to fend off costs that others
try to pass on to us." Change orders can
5
be especially costly for the companies
executing the project. Some projects
are long-term and it takes years before
the final invoice can be submitted.
Haugwitz cites Bauer's team continuity
as a positive factor: "It's a great advan-
tage for the client. The people they've
worked on the project with are still ac-
cessible." Whereas on the client side,
the company is often negotiating with
different people all the time.
The Schwarzkopf Tunnel Bypass as
an example of a large-scale project
When the company bids on a major
project, the future project manager is
selected in advance. For the Schwarz-
kopf Tunnel Bypass project, that was
Klaus Wecker, who had already man-
aged major projects for the client,
Deutsche Bahn. Wecker was involved
in the project from the outset as part
of a bidding consortium made up of
Bauer, Kunz, Baresel, Schälerbau and
Leonhard Weiss. He was involved in
planning, all negotiations and the con-
tract award process. The Schwarzkopf
Tunnel project exemplifies the process-
es involved in a large-scale project in
Germany.
Seven companies were bidding on the
Schwarzkopf Tunnel project and had to
go through a prequalification and quo-
tation process as a bidding consortium.
As big as an office building –
stacked containers at the Schwarzkopf Tunnel
Price is not the only criteria for award-
ing a contract. References from past
projects are also considered. Bidders
have to show how they envisage the
construction process, and all factors
are reflected in a point system. In the
case of the Schwarzkopf Tunnel proj-
ect and Bauer's bidding consortium,
6
the bidders who were initially in fourth
place were chosen, partly thanks to
several supporting offers and propos-
als for additional savings. The client's
call for bids includes drawings, a bill
of quantities, geological surveys and
preliminary remarks. Deutsche Bahn
has a decentralized planning manage-
ment team and also works with exter-
nal consultants. The bidders estimate
costs based on the drawings and the
schedule of services and have three to
six months to submit offers.
The offers are then publicly reviewed at
a submission meeting. Bidders are rep-
resented by one or two engineers who
take notes. Alternatively, there may be
a non-public negotiation process with
each individual bidder. Bidders may
be invited to negotiations up to three
or four times. Bidders can make alter-
native proposals so that they always
have another chance at the contract.
They can make improvements, give dis-
counts or submit the offer again. But
sometimes all the work is in vain – an-
other bidder gets the contract.
If the submission deadline is 4 pm, the
envelopes are opened at 8 am the next
day and the offers are read. Each bid-
ding consortium has an employee on
the spot. The bidding consortium then
discusses the negotiations and ex-
changes information internally.
After the contract has been awarded,
the winner has to focus on detailed
planning of all areas, including spe-
cialist foundation engineering, civil
engineering, tunnel construction and
foundation engineering. The ILF office
in Innsbruck was in charge of planning
the Schwarzkopf Tunnel project with
very little lead time. Parts of the proj-
ect were also planned by Bauer's De-
sign Department (BK). Project manager
Klaus Wecker traveled to Innsbruck for
weekly coordination meetings. Next,
the client has to review the plan.
The call for bids for the Schwarzkopf
Tunnel was in mid-February 2013, the
contract was awarded in June and the
construction office and workshops
were formed in September 2013. By
October, the project was ready to be-
gin. A highly experienced team was
appointed to support the project man-
ager, including construction managers
Project manager Project Klaus Wecker,
right, surrounded by shelves full of con-
struction file folders
and foremen, safety specialists, job
planners, commercial managers and
administrative assistants. A team of
more than 15 people. There were sev-
eral delays in the course of the project,
first in planning, then in execution,
partly because the rock in the Spessart
mountains was much harder than ex-
pected. But in the end everything was
completed on time.
Large projects require dedicated work-
shop facilities for the project equip-
ment. Drilling tools are welded on site,
major repairs are sent back to MT in
Schrobenhausen. A welding facility
with a crane is available in nearby Gold-
bach. The large container complex on
the construction site houses not only
office and desks, it also has several
rooms of shelves with hundreds of job
site folders. The folders contain over
10,000 individual plans in addition to
general documentation.
Construction supervision containers for
thirty people are set up next door to the
construction offices of the consortium.
Deutsche Bahn outsourced site super-
vision to external engineering firms
such as Grontmej, Schuessler-Plan and
Gebauer in Munich. This site supervi-
sion, according to Klaus Wecker, en-
tails more than simply reviewing doc-
uments. All completed work is techni-
cally monitored and inspected in detail.
The assessments of supervisors are
also relevant for claims, that is, any
services provided beyond the contract.
The large-scale Peribonka project in Canada
Claims are carefully examined by the
construction supervisors. The applica-
tion is then sent to the client's legal
department and sometimes to an ap-
praiser as well. Next, the client and the
contractor negotiate the terms. During
the Schwarzkopf Tunnel project, Bauer
had about 95 claims, which were in-
dividually negotiated and for the most
part accepted.
The Bauer Spezialtiefbau
planning office
During large-scale projects, proposed
plannings are submitted to a team led
Hans-Gerd Haugwitz and Klaus Idda, in
charge of large-scale projects and the
planning office
by Dr. Klaus Idda, Head of the Design
Department at Bauer, for a structural
engineering review. Do the design and
the proposed methods fit together?
Are the dimensions correct? Often, the
Design Department has suggestions
for changing certain details or making
them more cost-effective. "We're ser-
vice providers," says Klaus Idda, and
we're always open to the question "Do
you have an idea ...?"
Execution plans are developed in the
Design Department, and in rare cases
planning also takes place during the
bidding stage. The Design Department
works primarily for the domestic mar-
ket. The "International Projects and
Services" department is responsible
for international contracts and some
subsidiaries have their own structural
engineers. The cost-effectiveness of
methods is considered during planning,
although the engineers who develop
and submit the offer are responsible for
the actual pricing. Alternative plans are
often not approved at first, that's when
knowing the regulations is important.
Usually there's a clause that allows for
the change of plans.
In the case of the Schwarzkopf Tunnel,
the Design Department was extensive-
ly involved. The client agreed to chang-
es in the Nantenbach area that had
been proposed by Schrobenhausen:
The originally planned bored pile wall
was replaced by a nail wall. Over the
past few years, the Design Department
has been working on improving its ser-
vices in many different ways. For ex-
ample, they developed a software solu-
tion for project phase management as
well as the PAS project filing system,
which ensures optimum management
of large numbers of documents. This
system contains drawings and docu-
ments from more than 10,000 projects.
The documents in the archive, which
was created twenty years ago, are very
important. They provide clear records
of past project management activities
and show who worked on specific jobs.
These documents can also be used to
dismiss legal allegations if complaints
of improper work are raised many years
later, and can ultimately prove that
work was performed properly based on
the information available at the time.
The Design Department is also respon-
sible for safe shipping of documents
and drawings.
Large-scale projects in remote places
– a learning experience for managers
Work can be difficult in remote places,
far-away countries, lonely forests and
mountainous regions. Thomas Bauer re-
members his 2005 visit to the Peribon-
ka construction site in Canada, where
sealing walls were being built for a new
hydro-electric power station: "We had a
lot to learn." Petra Peter, who worked
in the controlling and commercial de-
partment at the time, witnessed many
details first-hand. She summarized the
problems that became apparent at the
outset and during the project.
7
"We had a 40-million-euro contract in
a country that we have never been
to before and we needed to operate
through a branch or subsidiary," she
says. And we had no bank, no tax con-
sultant. First we established a subsidi-
ary, then we had to apply for licenses,
install an accounting system, form a
controlling team, open bank accounts,
hire a tax consultant, etc. Most impor-
tantly, we had to recruit personnel in
the local job market. Canada was un-
charted territory.
The machinery and the rig operators
came from all over, from the USA, from
Germany and from the Arab world.
Import and customs issues for equip-
ment had to be resolved. Is equipment
from Bauer companies considered
purchased or rented? That was an im-
portant consideration for issues such
as withholding tax. Also, the regula-
tions of the local trade unions had to
International Projects Services – Martin
Heinrich, Dagmar Lange, Martin Pielmeier,
left to right
be respected during the personnel re-
cruitment process. After all, there were
people from twenty different countries
from all over the BAUER Group on the
construction site. Tax issues and social
insurance had to be considered with
respect to their home countries. And of
course language also plays a role. In bi-
lingual Canada – French was technically
the official language of the construction
site in Quebec – a lot of English, and of
course German were spoken.
The teams worked weekends too. Rare
days off were spent on team-building,
in the spirit of "let's all do something
together." Over time, Petra Peter be-
came the go-to person for everyday
matters in her office and at the camp,
and she gained experience in conflict
prevention. When an employee had to
fly home, she organized their transpor-
tation to the airport.
A lot of experience for subsequent
projects was gained from the Peribon-
ka project. The Business One system
8
from SAP has now been introduced at
all major construction sites. Petra Peter
says: "We learned a lot and in the end
we had a very positive outcome."
The PSA department –
Martin Heinrich's team
Construction projects in far-away coun-
tries are very different from projects in
Germany. In remote places, engineers
don't have the usual administrative
support with everything from tax laws
to the VOB (German Construction Con-
tract procedures). The PSA department
(International Projects and Services),
headed by Martin Heinrich, specializes
in the different international laws and
regulations. The department focuses
on large-scale specialist foundation
engineering projects around the world,
and provides acquisition and execution
teams in countries where Bauer Spe-
zialtiefbau does not have a subsidiary.
Sources of information for large-scale
projects include the Internet and Bau-
er's worldwide network. The team is
also contacted by external custom-
ers, project managers or consultants
in need of a professional partner for
a specific task. "Many of our major When it comes to submitting the offer,
project are in the field of dam con- the best approach is to be reserved and
struction," says Martin Heinrich. Most offer only "as much as necessary, and
recently, the Bagatelle Dam projects in as little as possible." Plans are often
Mauritius and the large dams in Bhutan made public, so it's best not to reveal
were executed by Bauer Spezialtiefbau everything to competitors. At the same
branch operations. time, it's also good to keep the initial
Bauer is registered in the central pur- costs to a minimum. Still, this prelim-
chasing systems of many of the world's inary technical proposal can fill up a
major construction companies – the whole binder. The plan is not detailed
well-known global players. "We need to any further or improved until the con-
know about a planned project as soon tract is awarded.
as possible," says Martin Heinrich. That Contract management for large-scale
way, if the project looks promising, we projects starts as early as the bidding
can often assist by advising on con- phase. For international construction
struction methods or other issues. projects, the country-specific frame-
Bauer is approached for many large- work must be considered first. FIDIC
scale and mega projects. Nevertheless, standard contracts are a good starting
the overall feasibility of a project must point. But the client can make other
still be assessed on a case-by-case ba- stipulations – "That's when we have to
sis. Even the preparatory work during negotiate." The language of the agree-
the acquisition phase involves a certain ments is also important. Not every cus-
risk. After all the hard work, planning tomer accepts English contracts.
and costing, the company still might With the help of international consul-
not be awarded the contract in the final tants, the legal aspects of the agree-
decision phase. ments are adjusted to different coun-
Many clients only issue a functional tries, many of which have their own
call for proposals, meaning the bidder regulations that do not always corre-
must show detailed plans for project spond to the legal understanding com-
execution. In Martin Heinrich's experi- mon in Germany. Tim Kneipp assists
ence, most customers act fairly if parts with drafting of contracts in Australia.
of the project or the entire project are He has been Bauer Spezialtiefbau's
completed at a lower cost than original- contracts consultant for many years
ly agreed. In that case, the client and and assists many international subsid-
the contractor share the financial gain. iaries from the home office.

Once an agreement is finally reached
with the customer, the Job Prepara-
tion team gets to work. And as soon
as construction kicks off, the reporting
system starts and delivers a weekly
report on all processes. Technical docu-
mentation and the cost/progress report
provide key information. Construction
procedures and quality are recorded
in detail, mainly in the interest of the
company performing the work. As a
rule, the client, the construction super-
visor and the contractor are in constant
communication.
Today, digital media provides even
greater transparency for the customer:
The customer can visualize and validate
the construction schedule on a screen
even during the bidding phase. In the
digital BIC system, a flow chart shows
the entire construction process. Inter-
Heads of Logistics and Equipment De-
partment – Rudolf Henning and Thomas
Pavlu, right
Bagatelle Dam project in Mauritius
faces right down to the lowest levels of
the organization are displayed.
The Job Planning team then
ties everything together
Martin Pielmeier is responsible for work
preparation and planning in the PSA de-
partment. The goal is to find the right
technical solutions for the execution of
the project as early as the costing and
acquisition phases. As a rule, construc-
tion begins about three months after
the contract is awarded. All the prereq-
uisites for a smooth construction pro-
cess have to be met during this time.
Once the contract is signed, the de-
partments involved hold a project kick-
off meeting. For this purpose, a list of
equipment for the planned procedures
is created in coordination with the MT
department. The next step is to deter-
mine where specific equipment will
be sourced for the construction site.
For large projects, Bauer Spezialtiefbau
usually does not have all the resources
at its disposal. Machinery from our own
inventory has first priority, followed by
machinery from the rental pool of BAUER
Maschinen GmbH. The fleet is supple-
mented with rental equipment from
external suppliers. Transport to the con-
struction site is then the responsibility
of the logistics department. Any import
and export issues must be considered
and resolved. In addition, the equip-
ment support team at the construction
site needs a fully equipped workshop.
On the technical side, Construction
and Planning handles replacement part
lists, construction procedures, exe-
cution planning and construction site
accessories. Wear and spare parts are
also purchased. All the while, the proj-
ect manager continues to receive as-
sistance with a range of contractually
relevant technical details.
Although organizing all the technology
is essential, recruiting the best team
for the project is even more important.
Martin Heinrich and Martin Pielmeier
usually tackle this task together. Their
job is to create a core team with key
positions filled by Bauer specialists.
Besides the project manager, other
essential team members include con-
struction managers, rig operators and
foremen. The team has to be a good
match both professionally and socially.
Large-scale projects require more hu-
man resources than the departments
can provide. As a result, team mem-
bers are recruited from across the
global Bauer network. If a project orga-
nizational chart shows that 100 to 120
people are needed, then the question
is: Which positions can we fill? What
qualifications do we have to look for?
Professional freelancers and local re-
cruits, among others, are also used
because Bauer Spezialtiefbau employ-
ees are considered very expensive for
remote construction sites.
In some cases, the client's own per-
sonnel requirements must also be
taken into account. For many projects,
the client requires the résumés of all
employees along with proof of qualifi-
cations. For example, for certain posi-
tions, the customer may want only a
single specialist with ten years of prov-
en experience in a specific field.
The camp and trailer offices in remote
regions are often provided by the cus-
tomer or the main contractor, but often
these facilities require improvements.
Supplies and provisions also have to be
organized. In addition, the equipment
support team needs a fully equipped
workshop.
None of these are simple tasks. That's
because life consists of more than just
work, even on a construction site. Liv-
ing far from civilization in a deserted
environment with nothing but pile walls
and trenches for weeks on end can also
have an impact on a person's psyche.
The project manager needs to be sensi-
tive and know how to be a compassion-
ate listener or come up with good ideas
9
for recreational activities. The team in
Peribonka explored the beautiful scen-
ery of the surrounding region several
times. In Bhutan, a group outing to the
nearest city didn't turn out to be that
exciting, but stopping to eat at a small
restaurant was a nice change from the
daily cuisine on the construction site.
Once the construction site is ready, the
project manager assumes responsibil-
ity for all tasks, but sometimes PSA
provides support during the transitional
phase. This means that in the first few
weeks, one or two project managers
from PSA also work on the construc-
tion site. But after that, everything on
the construction site is the responsibil-
ity of the officially designated project
manager. Martin Pielmeier: "We don't
completely disappear, though. We as-
sist until the project can proceed with-
out our help." And as always, the goal
is to avoid interdepartmental coordina-
tion problems.
is developed with MT's guidance. If
a special version is required, such as
a low headroom device for CSM, MT
turns to the Development and Design
and Construction (EK) department
at BAUER Maschinen GmbH. A task
force is formed for the development
of a new machine version. The equip-
ment selected by MT then goes to the
shipping department, i.e., Logistics, in
the site mobilization phase. MT is re-
sponsible for ensuring that nothing is
missing, not a single screw, spare part
or wearing part. Once the equipment
reaches the construction site, it is set
up by MT installers. The department's
roughly 100 employees include 20 pro-
cess engineers and technicians as well
as 70 workshop employees. As far as
possible, every custom-made machine,
even very unusual designs such as the
trench cutter for the Center Hill Dam,
is built on the basis of existing equip-
ment, says Thomas Pavlu. For every
project, however unique, machinery is
always designed from the outset so
that it can be dismantled after comple-
tion of the project and used again in
its standard configuration as soon as
possible. "The goal is simple: We nev-
er develop one-off equipment in such
cases. You always have to use capital
sensibly."
Logistics also handles a wide range of
other tasks in addition to the technical
side of shipping. The department uses
its own customs software solution for
customs processing. Employees regu-
larly attend professional development
courses to stay up-to-date on customs
and foreign trade policies. Logistics
also does compliance checks. The de-
partment keeps international sanctions
lists and checks every contact address.
To determine what a shipment will
cost, Logistics issues calls for bids via
its own digital platform, where a doz-
en Bauer-approved freight forwarders
are registered. When a shipment is
announced, the forwarding companies
apply and bid on the order. "We then
select an offer, and not necessarily the
cheapest." Sometimes the third- or

Logistics – how equipment

Not always a stack of containers: A rented
house serves as construction office for
the A72 project south of Leipzig (see back
page of this issue) for Peter Asam (left)
and Ralf Meyer.
Equipment for projects
all over the world
The Equipment Department (MT) is in-
volved as early as the acquisition phase
of a large-scale project. Their job is to
determine which machines are required
for the project and to ensure that equip-
ment costs are included in the cost es-
timate. "Our first task is selecting the
equipment," says Thomas Pavlu, Head
of MT. Bauer Spezialtiefbau's strategy
is to be effective with as few types
of equipment as possible. "Whenever
possible, we use equipment from our
own inventory," says Thomas Pavlu. But
with so many different projects, many
of which have extreme requirements,
sometimes the standard features of
the equipment are not adequate. In
this case, new machine technology
gets around the world
Everyone has seen those low bed
trucks carrying large construction
equipment on Germany's highways,
but heavy-duty rotary drilling rigs and
trench cutters are actually shipped
around the world on cargo ships. The
Logistics department, headed by Ru-
dolf Henning, is responsible for organiz-
ing shipments to all construction sites
and every destination in the world. The
BAUER Spezialtiefbau GmbH Logistics
department is also responsible for the
other business segments within the
group of companies.
The team of eighty employees with
Reed-bed treatment plant in Oman
forwarding specialists, industrial sales-
people and business administrators is a
service provider that takes care of the fourth-place bidder gets the contract
diverse needs of the group. Logistics if a clearer picture emerges after fur-
has its own fleet of twenty vehicles. ther information is obtained from the
Shipments from Schrobenhausen are bidder. This additional information is
transported by truck or low loader to and essential for comparing prices. Once
from the constructions sites. Forward- Bauer selects a bidder, competing bids
ers are frequently hired, but "often we are automatically rejected.
also do the driving ourselves." Logistics The forwarding company typically se-
costs are usually not that high in large- lects the appropriate ship and shipping
scale projects, says Rudolf Henning, but line for an intercontinental shipment.
deadlines are extremely important. Shipping times and the ship's sched-

10

Roman Breuer headed up the reed-bed
treatment plant project in Oman right
from the start
uled stops en route are considered.
Machinery from Germany is shipped
via North Sea or Mediterranean ports.
Shipping large equipment from the Arab
region to the United States is extreme-
ly costly. In such cases, Bauer Logistics
finds a cargo ship independently. Things
get expensive when a ship has to make
an extra stop at a port outside of regu-
lar routes, as was the case with recent
shipments to Mauritius and Venezuela.
The construction department is respon-
sible for planning these shipments be-
cause loading times and waiting times
at the port are expensive. Rudolf Hen-
ning: "Everything has to run smoothly;
costs can reach 20,000 to 50,000 USD
a day." Shipping by air (even complete
drill rigs have been shipped this way in
the past) is only an option in extreme-
ly rare cases, if requested and paid for
by the customer. Spare parts are also
shipped by ocean freight.
Logistics provides the relevant docu-
ments for all shipments. Some coun-
tries require companies to be regis-
tered in order to import goods. Also,
the entire contents of shipping contain-
ers almost always have to be listed in
minute detail.
Millions of plants – a large-scale
project of a different kind
Nimr Oman, the giant reed-bed treat-
ment plant for the oil industry, is a
good example of how a mega large-
scale project is planned in advance. Dr.
Roman Breuer was head of the project
right from the acquisition phase. "It was
a fundamentally different undertaking
than a traditional Bauer project in many
ways." In this long-term project, Bauer
completed the construction work over
several years and will operate the plant
for twenty years. The call for bids had
several phases. To prequalify, bidders
had to present their company in detail
and submit references. All candidates
had to provide the customer – in this
case Oman's Ministry of Environment
– with a detailed explanation of their
technical solution. During this phase,
BAUER Umwelt GmbH discussed the
project schedule, drew up costing and
financing plans and defined technical
objectives. At the same time, a re-
cruitment campaign was launched. The
company began looking for local part-
ners and subcontractors and planned
a joint venture. Staff was selected in-
ternally, especially for the long-term
phase. People were also hired from
outside the company.
Financing played a major role. "It was a
high-risk project," says Roman Breuer,
explaining BAUER Umwelt GmbH's ini-
tiative. Bauer had never pursued a proj-
ect of that scale before; there was no
precedent for it anywhere in the world.
The bidding process confirmed that as
well: Only four of the original twenty
candidates remained in the final stages
before the contract was awarded. Since
Bauer had to pre-finance the project, a
financial model had to be developed
together with banks. Ultimately, DEG
bank in Cologne (German Investment
Corporation), a subsidiary of KfW, was
chosen for the innovative project. The
bank had to submit a business plan, a
risk plan and a cost estimate.
Over two days in August and Septem-
ber 2008, several rounds of talks were
held at BAUER Umwelt GmbH to dis-
cuss the risks. Every last detail was
discussed: the contract, technology,
financing, equipment requirements,
storms, pests, the threat of locusts, etc.
There were only six months between
the signing of the contract and the start
of construction. The bid was submitted
on 27 September 2008, the contract
award was confirmed by fax on 28 No-
vember and BAUER Umwelt GmbH
officially accepted the project on 3 De-
cember. In January 2009, Bauer Nimr
Oman was formed because Bauer
had not yet established a subsidiary in
Oman. BAUER AG acquired a stake of
70 percent, two other partners held 25
and 5 percent. The ratio shifted with
the sale of Bauer shares in 2015, and
Bauer now holds a 49 percent share,
with 30 and 21 percent shares held by
two other stakeholders in Oman. That
shift, says Roman Breuer, gave Bauer
better access to further potential proj-
ects in Oman.
Technical facilities for the project, which
included oil-water separators, a pipe-
11
line network, pressure transducers,
measuring instruments and a weath-
er station, came from Germany and
Holland. Almost everything else came
from the region. The sealing membrane
came from a manufacturer in the Mid-
dle East, and even the equipment was
sourced locally. A key issue was the
procurement of plants. A nursery in the
area was commissioned to grow the
first plants. Later, plants were cultivat-
ed in a dedicated facility on the large
site. A data connection to Schroben-
hausen was immediately established
for Nimr. The IT system was linked to
the home IT office, and Business One
accounting was connected to central IT
in Schrobenhausen right from the be-
ginning.
The Nimr concept is patented and ap-
proved as a European patent in the
United States and the Middle East.
Specialists all over the world are inter-
ested in the unique project. Many visi-
tors from the oil and gas industry have
visited the site from as far away as Ma-
laysia and Mexico.
IT system ensures autonomy
of construction site
Today, many documents are still printed
out on paper, and the trailer complexes
on large-scale construction sites have
storage spaces full of project folders.
But in the digital age, Johann Schmaus,
head of IT in the BAUER Group, and his
colleagues Marco Fröhlich and Tobias
Gebauer, can provide any construction
Tobias Gebauer, Marco Fröhlich and
Johann Schmaus, left to right, bring IT to
construction sites
site with the necessary administrative
tools to ensure its independence far
from headquarters.
"In the past, every construction office
simply rigged up its own administrative
system and IT technology," says Johann
12
Schmaus. Very often, there was an em-
ployee on site who could help. The risk
and vulnerabilities of these makeshift
solutions presented a challenge: How
can we optimize processes? There's a
big difference between a construction
that has a laptop with an Internet con-
nection and one that has access to a
Bauer IT file server.
The IT department developed a solution
with easy-to-move components and
called it "data center to go." The only IT
equipment needed at the construction
site would be two cables, a power sup-
ply and internet access. The team de-
veloped a cabinet on wheels, similar to
the flight cases used to transport stage
equipment. It contains computers,
servers, a battery for power outages, a
firewall and a WAN (wide area network)
accelerator. The carpentry department
used Tobias Gebauer’s blueprints to
build an enclosure, a rack system that
fits in the back of a station wagon.
This rack solution containing IT com-
ponents is used on large construction
This IT case for construction sites fits into
any station wagon
sites. A smaller version was also de-
veloped: the LTE case (LTE is a high-
speed connection). The components
are housed in what looks like a pilot’s
briefcase. The "to-go versions" caught
on quickly. As of summer 2016, 22 of
these small units are now in use. "It's
important for the engineers to have
confidence in our system," says Jo-
hann Schmaus. Marco Fröhlich adds:
"Our solution has been a success in the
field. Now we’re even involved in the
bidding stage of major projects."
"There's nothing like it", Johann
Schmaus says, referring to the flight
case/briefcase solution. "We've pre-
sented our solution at forums and
they've been a big hit." The IT team ex-
changes ideas with other construction
companies at these informal sessions,
which are held with 50 to 60 compa-
nies three times a year.
Connectivity is a key issue when set-
ting up IT systems, as illustrated by the
problems during the Diavik project in
the Arctic Circle in Canada. Tobias Ge-
bauer installed the system on site and
connected it to the client’s radio link.
Now, all information from the construc-
tion site is accessible in Schrobenhau-
sen, an important security factor.
Unique forms of smart digital technol-
ogy, still in their infancy, are being de-
veloped for construction sites, says Jo-
hann Schmaus. An electronic construc-
tion documentation solution is taking
shape; large-format printed blueprints
will soon be a thing of the past. In the
future, it will be possible to project
large-format drawings onto screens at
meetings. A visual drawings compari-
son will reveal all project discrepancies:
What was planned? How was it built?
In the construction industry of the fu-
ture, plans could be passed on to sub-
contractors and successor companies,
saving time and money.
Construction administrators –
working from anywhere in
the world
If you were to peek into the computer
of a commercial manager, you would
find every imaginable subject related to
every technical and organizational as-
pect of a project. It's all there: human
resources, equipment, logistics, cus-
toms, insurance, purchasing, banking,
issues of national currency, compensa-
tion, taxes. In large construction proj-
ects, which usually last several years,
the administrator position is usually a
full-time job. But what about adminis-
tratorswho get sent to a new country
for the first time? They don't have much
time for training and learning about
their destination.
Dagmar Lange from the PSA depart-
ment is using her 38 years of interna-
tional business experience to devise a
standard package for launching com-
mercial operations at major construc-
tion sites. She brings extensive experi-
ence to the table. She spent more than
ten years in Africa, and has worked in
several countries in Asia, Europe and
North and South America. She even
has experience with large-scale proj-
ects that have lasted for over three and
four years.
Dagmar Lange is now developing what
she calls a "commercial manual " for
large-scale projects in countries in
which Bauer does not have a subsidi-
ary. To make sure "a project gets going
on time," the administrativeteam has to
be fully empowered as soon as a con-
tract is awarded.
Working far from home, they can't just
"go and procure something on the fly."
When a project is launched in a for-
eign country, their first priorities are
to establish contact and register with
authorities and learn about the local
tax system. The project includes oth-
er aspects such as the form of enter-
prise and the conditions for working in
a consortium, liquidity planning, and a
review of the customer's creditworthi-
ness. The commercial manual also con-
tains forms in different languages.
Many detailed questions have to be
answered: How is the construction site
being financed? Is there adequate in-
surance? If there is enough cash for on-
going expenses...? The accounting and
payment system has to work properly.
In most cases, Bauer is a subcontrac-
tor, which requires a good relationship
with the finance department of the
main contractor.
All human resources issues need to
be resolved before construction be-
gins. Petra Fohrmann's office at the
headquarters in Schrobenhausen is
responsible for handling contractual
and taxation matters for all personnel
on construction sites in remote coun-
tries. Locally recruited personnel re-
ceive contracts that must be approved
by the human resources department
in Schrobenhausen. Employees who
come from Schrobenhausen receive a
separate employment contract for the
project. She deals with foreign assign-
ment regulations and contracts, visas
and flights, accommodation and food,
as well as how employees will receive
their salary while posted abroad.
Considering taxes –
in every country in the world
Applicable taxes – a significant cost
factor – must also be taken into ac-
count as early as the bidding phase
Matthias Mayer: Every country in the
world wants to collect taxes. ...
of a project, when all costs have to
be estimated as precisely as possible,
according to BAUER AG tax specialist
Matthias Mayer. Income taxes on profit
are what normally come to mind when
we think of taxes. However, in other
countries, some taxes and duties are
levied independently of the project in-
come, such as customs duties, value
added tax based on the EU model,
sales and use tax, stamp duties and all
types of retention taxes, which are of-
ten a type of income tax that function
like a withholding tax. If the tax costs
are underestimated in advance, any op-
Dam sealing in Bhutan
erating income is quickly offset by the
tax burden.
In contrast with other international
enterprise such as IT corporations, a
construction company cannot easily
shift profits to tax havens through legal
and quite often aggressive tax planning
strategies. This is simply because con-
struction projects are executed in a set
location in a specific country. There-
fore, careful tax planning with a focus
on the origin and use of necessary
resources is all the more important
during planning and execution of a con-
struction project. The primary objective
must be to avoid double taxation of in-
come taxes and understand the other
types of taxes.
In international projects, double tax-
ation would always result if both the
home country of the contractor and
the home country of the project were
to tax profits, either partially or in full.
In such cases, all the hard work that
went into the project would be in vain.
Familiarity with the tax regulations of
both countries is essential. With good
planning during the preparation stage,
unpleasant surprises can be avoided
down the road.
13

Lean construction – a new
approach to large-scale projects
M
ajor construction projects are
fascinating. They even have
a special allure for laypeople
and often become tourist attractions.
From the outside, it's immediately ap-
parent that a high degree of planning
and coordination is required to run the
various concurrent projects on a con-
struction site. From an inside perspec-
tive, scheduling is an essential element
of project management. However, a
schedule is only a snapshot of planned
processes that are based on a num-
ber of assumptions. During large-scale
projects, these assumptions (or basic
conditions) are constantly changing in
the course of the project. There may
be delays in the supply chain, changes
to plans or, a very common occurrence
for specialist foundation engineering
projects, changing soil and rock condi-
tions. Therefore, a key task of project
management is to respond quickly to
changing conditions and continually ad-
just the schedule accordingly.
However, the more interconnected the
individual construction activities are,
the more complex it becomes to re-
adjust the schedule. If you adjust one
cog, you move numerous other cogs in
the machine. This means that methods
and decision-making criteria must be
employed and continually developed
so that schedules can be adjusted
without bringing the whole structure
out of balance.
Lean production or lean management is
one methodology that has shown to be
extremely effective for controlling and
optimizing complex production tasks
in other industries. Generally speaking,
lean production is a holistic approach
to controlling and improving produc-
tion processes. Bauer already has a
lot of experience with this method in
machine production. Now the project
management team at BAUER Spezial-
tiefbau GmbH is applying this concept
to the construction process. They are
using lean construction principles to re-
define workflows.
Lean production has its origins in the
auto industry. The term "lean construc-
14
Zero-error principle
tion" is now well established in the con-
struction industry. The different under-
standings of lean are as varied as the
different approaches to industrial man-
ufacturing. One of the most common
definitions is: "to add value without
waste," in other words, "to optimally
coordinate all activities necessary for
value creation and avoid superfluous
activities." Highly complex production
tasks can be conceptualized by envis-
aging workflows as processes.
Dr. Konrad Nübel
For example, in the construction indus-
try, the construction of a bored pile can
be broken down into individual inter-
connected steps. High drilling rig per-
formance is a key factor in the overall
effectiveness of construction, but other
criteria also play a role. On-time deliv-
ery of the reinforcement cage and con-
crete are just as important to the over-
all process as on-time production of the
drilling template or the approval of the
construction permit. As always, sched-
uling is important. The project manager
must not only ensure the effectiveness
of the drilling rig, he or she must also
coordinate all the necessary pile con-
struction activities from a scheduling
and quality control standpoint.
In the context of lean construction,
these activities are coordinated based
on the following principles, which are
originally lean production principles,
but can be easily applied to the con-
struction industry.
Continuous flow of materials
and information
This principle originally comes from as-
sembly line production. In a construc-
tion context, this means ensuring a
continuous flow of work as well as a
continuous flow of all information, from
the design stage to each individual pro-
cess step in the construction project.
Synchronizing planning
and production processes
This principle significantly improves
overall construction output. A construc-
tion site with a clearly defined produc-
tion cycle can be much more efficiently
organized. The workflows (the cycle)
are defined in terms of the production
task, e.g., pile drilling and all upstream
and downstream processes such as
concrete, reinforcement, etc., are exe-
cuted in the same cycle.
This is consistently applied
to the whole construction task,
everything else is readjusted later
Practical experience shows that a
strictly deterministic management of
construction sites is not feasible, al-
though some customers would pre-
fer it. Instead, all processes must be
aligned with the practical requirements
on site. It is not very useful to define
schedules that are not feasible from a
production standpoint. From the per-
spective of the production task, sched-
uling and material supply planning is
done in reverse from the perspective
of the time line.
Zero mistakes
Rigorous quality control of products
and process steps during production.
The longer it takes to address an error,
the more expensive it will be to correct.
These principles provide a mental
framework for better controlling and
improving processes on construction
sites. Another aspect of lean produc-
tion is the aforementioned elimination
of waste. The goal is to reduce any part
of the activity that does not clearly add
value to the product. The seven wastes
The Diavik A21 project in Canada requires extremely detailed planning because of its extremely remote location and extreme weather
conditions. Lean construction principles were implemented and lean tools were used in this project.

of lean manufacturing can also be ap- The flow principle requires that the reinforcements can then be scheduled
plied to the construction industry: flow of production, for example during precisely according to that cycle. Deliv-
If consistently applied, these principles pile construction, must be maintained ery of wearing parts is also important.
are highly effective on the construction continuously, including all material de- However, excess inventory on the con-
site. This can be easily illustrated using liveries. This can best be ensured if the struction site is expensive. Ideally, the
the example of scheduling, which in- construction site is in a regular produc- order should not be initiated until there
cludes construction scheduling. tion cycle. Delivery of concrete and is an actual need for the item, and the
delivery time must also be taken into
Seven types of Construction operations Production planning account. This is called the "pull princi-
waste ple". Quality inspections are performed
directly during production at Bauer (ze-
Excess capacity E.g., construction rigs Aimless planning ro-error principle) using tools such as
the B project system. The seven types
Transport Unnecessary movement Unnecessary planning of waste can be used to develop mea-
of material interfaces sures for continually improving pro-
duction processes on the construction
Inventories Material and equipment Superfluous requests
site. Bauer increasingly supports data
management by using production data
Movement Unnecessary process Searching for information that is collected by various machine
steps sensors and systematically evaluated.
Lean construction will help Bauer ap-
Waiting Idle times Unsynchronized planning proach tasks in large-scale projects in an
organized way, use equipment and man-
Incorrect technology Inefficient construction Incorrect depth of planning power highly effectively, respond flexibly
procedures to requirements and provide added value
for the customer by meeting deadlines
Corrective work Due to errors in Due to errors in planning
and delivering high-quality products.
production
Dr. Konrad Nübel

15
 Harald Heinzelmann
Team player for XXL projects
B
ig things often start out small.
Harald Heinzelmann recalls: "I
was at a Christmas party and
Peter Teschemacher asked if I could
imagine managing a big project abroad
at some point." Heinzelmann casually
answered "Why not?" and three months
later he was on his way to the Merowe
dam construction site on the Upper
Nile. That was in 2007.
In fact, Heinzelmann already had years
of experience with large-scale projects.
After German reunification, he was
project manager for the redesign of the
central train station in Leipzig, the tun-
nels connecting the government build-
ings along the Spree River in Berlin, and
the excavation pit for the Marie-Elisa-
beth-Lueders-Haus. He was in charge
of five projects for Terminal II at Munich
Airport, managed the Denkendorf rail
tunnel trench project north of Ingolstadt
and the feeder line project for the Bren-
ner Base Tunnel in Fritzens in Tirol.
Harald Heinzelmann, born in 1961,
comes from Meinheim in Middle Fran-
conia, studied civil engineering at the
Technical University of Munich, joined
Bauer on 1 February 1989 and quickly
worked his way up to construction man-
ager and chief construction manager for
southern Bavaria. He is now a member
of the management board of BAUER
Spezialtiefbau GmbH, is responsible for
large-scale projects and is in charge of
project manager training.
"I'm a team player, I'm not a fan of
conflict on the construction site" says
Heinzelmann, summing up his attitude.
He is well known for his leadership tal-
ent: "You can't have motivated people
and be successful unless you work as a
team!" He is recognized as a facilitator
in his management role, and maintains
good relationships with clients and con-
struction superintendents.
16
At Bauer, he is associated with a presti- equipment and personnel. Once again,
gious project of recent years: the foun- the project involves building a seal for
dation for the future tallest building in an excavation pit in a lake in the Arc-
the world, the Kingdom Tower in Jed- tic Circle to enable open-pit mining of
dah, Saudi Arabia. During the bidding
process, the Arab Bauer subsidiary ur-
gently needed a highly qualified project
manager, and Heinzelmann promised to
find one. He became increasingly famil-
iar with the project, and when the ideal
manager failed to materialize, he decid-
ed to manage the Kingdom Tower proj-
ect himself. The contract worth 26 mil-
lion euros was signed in October 2012.
The project kicked off with a team of
130 people, primarily from the Arab
region. A team from Schrobenhau-
sen provided support. "I had never
worked in the Arab world before", says
Heinzelmann, but he quickly man-
aged to build a good relationship with
the client, Bin Laden, and the Bauer
subsidiary in Saudi Arabia. As project
manager, he developed a good, even
friendly relationship with all parties
involved - "they respect me, they ac-
tually adore me," he says. They were
impressed by his technical expertise
and ability to inspire employees of all
levels in their work. To ensure maxi-
mum efficiency, he suggested an un-
orthodox 5-fold friction kelly for pile
drilling, which were up to 110 m deep.
It was designed and constructed at
Bauer Maschinen in a few months and
proved extremely effective.
The foundation for the Kingdom Tower diamonds at a depth of approximately
was not only a profitable untertaking 200 meters.
for Bauer, it also garnered the highest And once again, an experienced project
praise in the Arab world, as evidenced manager was needed for this extreme-
by the client's own words: "We thank
God for giving us Bauer!" While perfect
preparation and management are es-
sential, "It's very important for me to
complete a project and finalize it with
no loose ends," says Heinzelmann.
With that in mind, he conducted final
negotiations in summer 2016, securing
further healthy profits for Bauer.
Since the spring of 2016, Harald
Heinzelmann has been managing spe-
cialist foundation engineering in the
Diavik A 21 project in northwest Can-
ada. The project has been well known
at Bauer since 2000. It is the third proj-
ect of its kind after projects by BAUER
Maschinen GmbH, which supplied
ly complicated task. After exploratory
talks with Spezialtiefbau CEO Peter
Teschemacher, AG CEO Thomas Bauer
and regional manager Sebouh Balian,
once again, the top choice was Harald
Heinzelmann, whose response was:
"I'll do it!" He recruited Egyptian Mo-
hammad Hussieny as his deputy proj-
ect manager, who was mainly in charge
of auxiliary operations at the Kingdom
Tower site.
The first task at Diavik is to compact
a previously poured dike using a deep
vibrator on an MC 96 crane. A 25-
meter-deep cut-off wall is being built in
Forget about luxury accommodation –
the camp in Diavik
this dam using replacement bores and
a Cutter Soil Mixing method. To ensure
the best possible seal, curtain grouting
work is also being performed in the un-
derlying rock and the window between
the CSM wall and the bedrock horizon
is being closed using jet grouting.
A wide range of equipment is being de-
ployed in the first phase of Bauer's proj-
ect, including two BG 30s, one BG 40,
three Klemm KR 806s, an MC 96 crane
Scenic view – the Diavik project
as well as mixing systems and pumps.
Two more BG 30s and eight HPI pumps
will be used in the second phase.
The Bauer team consists of employ-
ees from Germany and subsidiaries all
over the world. The client is constantly
present at the site and heavily support-
ed by consultants. Harald Heinzelmann
is responsible for more than 150 peo-
ple, including assistants provided by
the client as well as subcontractors for
surveying and laboratory work. Bauer
is supplying about 100 employees,
one third of whom are from Germany.
They work in a four-weeks-on and two-
weeks-off cycle. The rotation schedule
of each team member must be careful-
ly planned.
Workers have to live and sleep at the
camp during this remote project far
from all civilization. The working and
living conditions are very stressful and
similar to living in barracks. The sleeping
container feels almost like a cell block.
The rooms are small, sometimes there's
only a shared shower and toilet. Life is a
cycle of food-work-sleep, with very little
variety. "People go through low periods
sometimes," says Heinzelmann.
The work day begins at 6 am with a
briefing on safety and the tasks of the
coming day. Up to 70 team members
meet for the briefing, conducted by the
HSE Department and a management
representative, which focuses on cur-
rent tasks, potential hazards and clean-
liness in the workplace. At 6.30 am
they head to the construction site. The
trip takes about five minutes by bus.
Cars are provided for the management
team. Once at the site, each team re-
ceives another detailed briefing. They
eat their lunch in a trailer near the job
site. At 5:30 pm they head back by bus.
There is constant daylight during the
short Arctic summer. That means the
night shift is the second day shift.
The stages of the Diavik project de-
pend on the seasons. Without special
gear, working outdoors is only possible
from April to October. In February and
March, equipment and all heavy goods
are delivered and hauled away via a
360-kilometer ice road. Employees fly
to the Diavik mine, which has a small
airfield. Bauer's work will be completed
in two phases from March to October
2016 and 2017. In winter 2016/17, grout-
ing work to seal the bedrock horizon
will be done in heated tents. The nec-
essary water for the operations is re-
moved from the lake and runs through
a flow heater.
The weather plays a big role, and
weather forecasts often turn out to
be unreliable. Weather conditions can
change quickly. Fog from thawing ice
often affects visibility. In the summer
of 2016, there was still snow on the
ground in late June, and winds can be
very strong, even on bright sunny days.
"I couldn't have done these projects in
Africa, Saudi Arabia and the Arctic Cir-
cle without the support of my family,"
says Harald Heinzelmann, who actually
traveled a lot for work in Germany be-
fore this. He receives that crucial sup-
port from his wife Claudia, daughters
Denise and Melanie, born in 1990 and
1993, and his son Michael, born in 1998.
17
DIBAG Industriebau AG Munich is
building a residential and commercial
building on Lützowplatz in Berlin. The
excavation pit was constructed with
4,500 m² of MIP wall up to 15 m deep
and 1,500-linear-meter anchors, in addi-
tion to 35,000 m³ of soil excavation and
dewatering. Right

A new residential and commercial build-

ing is being built at Findorffer Tor in Bre-
men. An RG 25 was deployed to con-
struct 5,500 m² of load-bearing MIP wall
that is 500 mm thick and 21.5 m deep.
Above

A hotel and an entertainment complex/shopping center is being built on the site

of the former Schultheiss brewery in Berlin. After ten buildings were demolished
and contaminated soil was removed, the 8 m deep excavation pit was created with
11,000 m² of soft gel blanket, 8,000 m² of MIP walls, 250 anchors, 200 m uplift piles
and 3,500 m³ of shoring. Above

18
Specialist founda-
tion engineering
all over Germany
Flachstahl AG is expanding its facilities in Salzgitter.
2,200-linear-meters bored piles up to 31 m deep and 750 mm
in diameter were constructed for new foundations without
interrupting production in the building. Below

The Rotkäppchen-Mumm sparkling wine cellar is building a

new glass storage warehouse in Freyburg in Saxony-Anhalt.
1,700 m² of anchored pile wall were constructed for the proj-
ect. A BG 24H was used for 880 mm piles and a Klemm KR
806 anchor rig for 2,000-linear-meter anchors. Left

19
 Bauma 2016
Bauer machines:
New developments
point to the
future
B
auma experienced "more visitors
than ever before." For the Munich
Exhibition Corporation, too, Bauma
is in fact the highlight of its extensive
exhibition programme. In April 2016,
some 580,000 visitors from 200 coun-
Federal Minister for Transport, Alexander
Dobrint, left, with Thomas Bauer
tries attended the trade fair with 3,400
exhibitors from 54 countries. Thomas
Bauer, Chairman of the Management
Board of BAUER AG, was also "extreme-
ly pleased" after the seven-day event. In
addition to good outcome for BAUER
Maschinen GmbH, the trade fair was
also a source of some interesting ob-
servations about the general climate:
The market is clearing out. Most nota-
bly, Chinese manufacturers had a much
smaller presence this year after show-
casing their specialist foundation engi-
neering equipment with large exhibits
three years ago.
For Dieter Stetter, Managing Director
of BAUER Maschinen GmbH, Bauma is
20
"the trade fair of superlatives. Nowhere
else in the world attracts so many in-
ternational visitors, who come to learn
about the latest trends in the industry."
Sales manager, Christian Gress, adds:
"That international presence was also
noticeable at our booth. We had lots of
good conversations with prospective
customers. We sold several machines
during Bauma week, and the atmo-
sphere at the booth was fantastic." This
was at least in part due to the design of
our visitor centre. Lots of light from both
the east and the west gave the two-sto-
ry building with its lobby and meeting
rooms a welcoming atmosphere. Galler-
The simulator is a great way to discover
the various functions of the machines
ies on both sides offered an expansive
view over the open-air exhibition area.
"Bauer was pretty much the only com-
pany presenting innovations in specialist
foundation engineering," said Thomas
Bauer. "For example, we were the only
exhibitor in this field to showcase trench
cutters." Our model construction site
for diaphragm wall technology, includ-
ing an actual guide wall on the ground,
was one of the central attractions at the
Bauer booth. As at previous trade fairs,
large-diameter rotary drilling rigs, includ-
ing multi-functional PremiumLine mod-
els equipped with various attachments,
formed the heart of Bauer Maschinen's
extensive exhibition programme. Bauer
also presented a new generation of
ValueLine drilling rigs – a mid-range
platform designed for bored piles with
diameters up to 2.5 meters and drilling
depths up to 70 meters.
Once again, Bauer was the only ex-
hibitor able to present the full range of
machines and equipment for specialist
foundation engineering, which included
drilling rigs, diaphragm wall equipment
and duty-cycle cranes from the parent
company as well as new products from
subsidiaries Klemm Bohrtechnik, Prak-
la, Hausherr, ABS Trenchless and MAT.
RTG Rammtechnik showcased its newly
developed soundproofed vibrator Silent-
Vibro. Reducing noise, saving energy, im-
proving operational safety while boosting
productivity at the same time – these
were Bauer's innovation topics at Bau-
ma 2016. Our drilling rig safety concept
also received recognition. Two out of five
EuroTest awards went to Bauer. Klemm
won the award for its modular system
for drill rod manipulation. With these
awards, the German Professional Asso-
ciation of the Construction Industry rec-
ognizes outstanding achievements in the
field of occupational and machine safety.
The many visitors to the Bauer exhi-
bition compound also included some
guests of honour. Federal Minister for
Construction, Alexander Dobrindt, took
the time during his tour of the trade fair
to take a closer look at some of Bauer's
innovations, especially control technolo-
gy systems. Ilse Aigner, Bavaria’s Depu-
ty Prime Minister and Minister for Eco-
nomic Affairs, even sat down in the cab
of a drillig rig.
Many civil and mechanical engineering
students also visited our booth. "We had
over 600 students, two or three groups
every day" said Wolfgang Harttig, who
familiarized in particular the civil engi-
neering students with our specialist
foundation engineering machines and
equipment. He was assisted by Patrick
Wenzel and Karl Krollmann, both of
whom gave guided tours for students.

Dieter Stetter introduces Ilse Aigner, Bava-

ria's Minister for Economic Affairs, to a BG

Bauma is just 70 kilometers away from

Bauer's head office in Schrobenhau-
sen. This home advantage gives Bauer
Maschinen the opportunity to host Bau-
ma attendees in a special way. Custom-
ers and representatives from around the
world are booked into hotel rooms in the
vicinity of Schrobenhausen, and buses
shuttle guests to Bauma in the morning
and back in the evening. Then guests
and hosts meet in the Old Welding
Shop. A special highlight of the week is
the Bavarian Evening of culinary delights
and live music, which gives a thousand
guests from all over the world a lively
taste of Bavarian lifestyle.

21
 Germany Berlin-based Wendt Grund-
bau GmbH used a BG 26 V to install
1,200 mm diameter bored piles to a
depth of 14 m for the foundations of a
bridge over the A24 motorway in Glinde
near Hamburg.
Switzerland Grund- und Tiefbau AG
Solothurn used an RG 19 T pile driver to
construct a 12 meter deep double sheet
pile wall as flood protection at a railway
construction site in Engelberg.
Switzerland Our customer Implenia
Spezialtiefbau GmbH deployed a KR 806
5 G anchor drill rig to secured a bored pile
retaining wall in Munich by way of grout-
ed anchors with a diameter of 133 mm.
Noise emissions were significantly re-
duced thanks to a special sound-absorb-
ing package mounted on the drill rig.
22
China The Shanghai Foundation En-
gineering Group used a BC 40 cutter
mounted on an MC 96 duty-cycle crane
to construct a 1,200 mm thick dia-
phragm wall to a depth of 118 m – a re-
cord depth in China – for the Dzong Park
Shaft Project in Shanghai.
Norway Our customer Hallingdal from
Ål used two RM 20 pile drivers to con-
struct foundation piles with diameters
ranging from 400 to 800 mm to depths
of up to 60 m for the new Münch Muse-
um in Oslo. Sri Lanka San Piling (Pvt.) Ltd. de-
ployed four Bauer machines for the Ori-
ent City Project in Colombo: a BG 28,
Machines in BG 26, BG 24 and a BG 25. A total of
122 piles with diameters ranging from
600 to 1,800 mm were installed.
operation at
customers
Israel Our customer Shikun Binui de-
ployed a BC 35 cutter mounted on an
MC 96 duty-cycle crane and a BC 32 cut-
ter mounted on an MC 64 to construct
1.2 and 1.5 m thick diaphragm walls to
depths ranging from 38 to 54 m at four
metro stations in Tel Aviv. The total wall China Our customer Guizhou Geology
area constructed was 56,000 m². 115 Brigade used an RB-T 100 pile driver
on the Anlong Geothermal Project. The
first borehole to a depth of 2,500 m was
completed in June 2016.
 „Sustainability in dialogue“
B Remediation of
AUER Resources GmbH was
awarded the largest single con-
tract in the history of the BAUER
Group in July 2015: the task of reme-
diating the Kesslergrube landfill site
in Grenzach-Wyhlen in the tri-border
region of Germany, France, and Swit-
zerland. The project is worth over one
hundred million euros and is slated for
completion in 2020.
Fom the early 1950s to 1976, the Kes-
slergrube site, formerly a gravel pit, was
used as a mixed landfill site for munic-
ipal and construction waste as well as
industrial and chemical waste.
In the past, Roche also disposed of
waste from its pharmaceutical and
chemical production plants in the for-
mer gravel pit. The complete remedia-
tion of the contaminated site is expect-
ed to take until 2020 and is required by
Roche's corporate guidelines, which
call for the remediation to be finished
within a generation.
Such a complex remediation project
also requires intensive communication
with all interest groups and stakehold-
ers. Roche is carrying out the remedi-
ation with an integrated approach to
communication that promotes what
it calls "sustainability in dialogue." The
goal of all measures is to create cre-
ating openness and transparency in all
phases of the remediation. Bauer is the
general contractor for the remediation of
the Kesslergrube
landfill site
Perimeter 1/3-NW and BAUER Umwelt
GmbH is responsible for overall opera-
tion of the construction site. Services
include a wide range of tasks, including
raster sampling of the construction site,
protection of property, maintenance of
thoroughfares, multi-stage noise pro-
tection measures, health protection and
occupational safety measures for em-
ployees and installation of airlock areas
including a washer system for construc-
tion staff and equipment.
A multistage treatment plant for ground-
water remediation was installed on a
purpose-built 130-meter-long pier. After
excavation, removal and thermal dispos-
al of the soil, the excavated pit will be
refilled. Finally, the site will be restored
for commercial and industrial use.
BAUER Umwelt GmbH's primary task
is to excavate approximately 280,000
tons of soil. For this operation, an exca-
vation pit consisting of a secant bored
pile wall with piles up to 26.5 meters
deep will be constructed to provide a
sealed enclosure. BAUER Spezialtief-
bau GmbH started drilling the large-dia-
meter bore holes in the summer of 2016.
The excavation pit will be divided into
three areas and covered by a spacious
housing to prevent emissions from es-
caping into the air during excavation.
Starting in the summer of 2017, all
material will be excavated under this
covering, ensuring a high level of safe-
ty for workers. The drilling work alone
will involve significant efforts to en-
sure occupational safety and emission
protection. All workers in the immedi-
ate vicinity of the contaminated waste
will be provided with a self-contained
breathing apparatus. Using a covered
bucket on the wheel loaders, the cut-
tings will be kept securely locked up un-
til they reach the loading hall equipped
with an extractor where they will be put
in special gas-tight and accident-proof
containers.
While the large-diameter boreholes are
being drilled, the contaminated soil will
be transported in gas-tight and secure
special containers by truck to Weil am
Rhein for transloading to rail cars. Once
the excavation in the airtight and sound-
proofed housing starts in summer 2017,
the material will be shipped by boat to a
port on the Rhine, where it will be taken
to the nearest rail terminal. One of Bau-
er's first tasks involved constructing the
temporary pier from autumn 2015 to
spring 2016. Sheet piles were installed
for the jetty on the Rhine.
23
Netherlands Three Klemm 585 rigs on a floating pontoon were used to construct
uplift piles for an underwater concrete base for Holland's deepest underground park-
ing garage in Leiden's historic town center. Right

England Construction of the excavation pit for the Principal Place Residential proj-
ect in central London took into account neighboring buildings and the city's under-
ground rail system. The pile walls and foundation were constructed using BG 30s
and BG 40s, some of which operated from scaffolding platforms. Below

Bauer Spezialtiefbau:
innovating all over
Europe

24
Austria A BG 36 was used to create slurry-supported bored piles up to 48 m deep
for the foundation of the new laboratory at the regional hospital in Salzburg. At the
same time, groundwater heat was transformed into 450 KW of cooling capacity via
9,000-linear-meter lines installed in the piles.

Turkey Problems with water leakage appeared in the 25-meter-deep excavation pit
for Üsküdar Station (construction work on the tunnel under the Bosphorus is taking
place below sea level). Bauer was contracted to install 1,250-linear-meter grouted
columns in a pile wall using a BG 15 HPI. Left

25
Hungary A BG 28 was deployed to construct 220 CFA piles
with diameters of 800 and 600 mm and approximately 1,570
displacement piles with diameters of 620 mm for the exten-
sion of the Audi factory in Györ. The project included nine pile
load tests. Below

Georgia After massive flood damage in June 2016, a 250-meter-long, 18-me-

ter-deep and 1,200-mm-thick pile wall was constructed to secure the banks of the
Vere River. The work was carried out with a BG 15 rotary drilling rig. Above

Slovakia Soil improvement was required for the construction of a new Jaguar au-
tomobile factory. Three BF 13s were used to build 75,000 Vibro stone columns from
October 2015 to March 2016. Right

26
Russia Foundation piles up to 64 m in depth were construct-
ed for the future Achmat Tower in Grozny. Several rigs used
the BV 2000 casing oscillator; deeper bore holes required poly-
mer-supported drilling. Left

Bulgaria 3,370-linear-meter foundation piles were drilled

into the bedrock for a bridge for the extension of the E 75
to Serbia. The work was carried out from April to June 2016.
Below

Romania Thirty-eight foundation and

stabilizing piles up to 17 m deep and
rock socketing were constructed un-
der challenging conditions for a bridge
on the Moroieni-Pucheni line using a
BG 9. Above

27
 Bauer and Schlumberger
Partners in deep drilling technology
S
ometimes people find each other
in roundabout ways. Bauer and the
oil and gas company Schlumberg-
er have entered into a strategic partner-
ship in deep drilling equipment, which
Bauer Maschinen has been developing
since 2007. In December 2015, BAUER
Maschinen GmbH finalized negotia-
tions for a joint venture with Schlum-
berger, the world's leading supplier of
technology, integrated project manage-
ment and information solutions for the
oil and gas industry.
Schlumberger acquired a 49 percent
share in BAUER Deep Drilling GmbH
with its registered office in Schroben-
hausen, Germany, and BAUER Manu-
facturing LLC with its registered office
in Conroe, USA. In the joint venture,
large drilling rigs are being developed
and built for Schlumberger and third par-
ties for drilling in the oil and gas sector.
Two drilling rigs were delivered to
Schlumberger in 2016. Bauer and
Schlumberger first came into contact
when Bauer was manufacturing a deep
drilling rig for petroleum specialist
Saxxon, which during this phase was
acquired by Schlumberger. The compa-
ny Schlumberger is originally from Al-
sace and has a very impressive history
as a family-owned enterprise. The com-
pany was founded in 1926 by the broth-
ers Conrad and Marcel Schlumberger
and started out conducting geophy-
28
sical measurements for the oil industry.
Both companies, Schlumberger and
Bauer, see great opportunities in the
joint venture. Schlumberger’s man-
agers were particularly impressed by
the high degree of automation in Bau-
er’s machines and equipment, which
matched Schlumberger's vision for
future drilling rigs. In partnership with
Schlumberger, Bauer reorganized the
deep drilling technology division, which
will in future be operating under the
name NeoRig.
Wolfgang Pünnel, born in 1960, rep-
resents Bauer as Managing Director of
NeoRig in the joint venture. As a young
engineer, Pünnel joined Weatherford,
an international supplier to the oil and
gas industry based in Houston. During
his time there, the company grew from
1,000 to 56,000 employees. Later, Pün-
nel worked for the company in Asia and
Europe, was head of marketing and
strategy in North Africa and finally left
Weatherford to join Aker Solutions in
Norway. In 2013, he joined Bauer to
speed up the development of the deep
drilling division.
In future, NeoRig will produce the cen-
tral unit of a drilling rig complete with
spare parts and control components,
the power tong, and the frequently
automated drill rod magazine. "What
Bauer has worked on in recent years
is extremely valuable. That know-how
needs to be developed still further,"
summarizes Wolfgang Pünnel. Whilst
engineering design, i.e., the central
development unit, will remain in Schro-
benhausen, final assembly and sales
will primarily be based in Conroe, Texas,
where Bauer has provided a 45-hect-
are site with assembly facilities and a
paint shop for the joint venture. There is
also a 40,000 square meter drilling site
available for final assembly and testing
down to a depth of up to 500 m.
By joining forces with Bauer, Schlum-
berger has found a partner who "ticks
immediately” as Pünnel puts it, a part-
ner who takes the same path to devel-
op technology and business together
and also to shoulder responsibility.
World market leader Schlumberger has
teamed up with the world market leader
in drilling technology and now, with the
innovative Bauer mechanical engineer-
ing, wants to push ahead with every-
thing "in-house" from design as well as
production and ultimately the product to
the actual operational deployment.
Pünnel sees good opportunities for
establishing Bauer's expertise in the
oil industry. Two deep drilling rigs have
been built for Schlumberger during a
difficult time for the market. After all,
during the current oil price crisis 60
percent of drilling rigs have been shut
down. An increasing number of new
rigs is expected in the coming years.
 Mining accident in China
Trapped miners rescued
with Bauer equipment
A
t the end of January 2016, four min-
ers were rescued through a verti-
cal emergency shaft after a mining
accident in the Shandong Province of
Eastern China. The accident occurred
on December 25, 2015, when a gypsum
mine collapsed, trapping 29 miners.
Eleven were rescued immediately, one
was confirmed dead, thirteen were re-
ported missing. Four miners found shel-
ter in a tunnel and sent signs of life to
the surface. Two boreholes were drilled
in the first few days to send food and
clothing down to the miners.
After that they just had to hold out.
First, the necessary rescue equipment
had to be transported to the mine over
a distance of about 500 kilometers. The
most important piece of equipment
was a PRAKLA RB-T 90 deep drilling
rig designed and constructed by BAUER
Maschinen GmbH specifically for de-
ployment in such mine accidents in Chi-
na. A total of six of these rigs were sup- is brittle material. At first, the hole could the disaster. He noticed the difficulties
plied at the time. The rig is designed for not be stabilized and, in the end, casing in communication between German
rapid mobilization. It can be deployed had to be used to support the borehole. and Chinese managers, and said that it
at short notice without the need for a About a hundred people were involved took some time before "agreement was
low bed truck. The four-axle rig requires in the rescue, including mining special- reached with the commander of the Chi-
only a traction vehicle. The systems are ists, police and firefighters, and about nese team and everyone started work-
essentially kept in standby mode, and twenty Bauer employees. Drilling fore- ing in concert."
when the mobilization request was men Peter Eicher, Rudi Wolf and Luka The weather, often extremely cold,
received, the drilling rig was ready for Seslak, representing the combined spe- was hard on everyone. It was a once-
immediate use after a whole year on cialist know-how of Bauer Maschinen, in-a-lifetime stressful situation, espe-
standby. Prakla and Foralith, traveled from Ger- cially for drilling foremen Peter Eicher
Two additional Bauer machines were many to the site of the mine accident. and Rudi Wolf. After all, peoples' lives
used for drilling the rescue shaft, a BG Andreas Hafner, Richard Wang and Jack were at stake. It was so stressful that
26 and a BG 38, which drilled pilot holes Liu from the Chinese Bauer team aug- workers kept words to a bare mini-
before the RB-T 90 deep drilling rig mented the crew. mum between shifts (teams rotated
could drill down to a depth of over 200 The rescuers were under extreme between day and night shifts). At night
meters. The rescue mission was compli- pressure, says Andreas Hafner, who they slept at a hotel which was 25
cated by the difficult geology. Gypsum arrived at the mine four weeks after minutes away by car. There was also
a primitive camp at the site so they
could lie down for a rest.
For the Chinese, the rescue mission
gradually became a matter of prestige
due to being in permanent media spot-
light. A rescue capsule had been read-
ied for the final rescue operation, but it
was not used in the end. Television cam-
eras greeted the miners as they were
winched up in their rescue harnesses.
Sunday newspapers reported the res-
cue operation on their front pages.

29
Lebanon A 260-meter secant pile wall was constructed and anchored in multiple UAE In Dubai, four piles with a
layers for a residential and commercial building in Beirut with three underground diameter of 1,000 mm and 33.5 m
levels. Foundation piles up to 50 m deep were also constructed for this specialist depth and 19 piles with a diameter
foundation engineering project. Two drilling and three anchor rigs were used simul- of 1,500 mm and 54 m depth were
taneously. Below drilled for the construction of a
210-meter-high ferris wheel with a
Saudi Arabia The Four Seasons, a hotel and residential complex, is being built in 1,400-person capacity and 48 gon-
Jeddah. Bauer Spezialtiefbau built the pit and foundation with anchored pile walls, dolas. The BG 40 had to be hoisted
foundation piles, soil excavation and ground water control. Several drilling rigs and more than 60 meters in the air
an anchor rig were used. Bottom between the steel tube legs of the
structure.

Specialist foundation engineering

projects on all continents

30
Qatar Loads from local traffic, neighboring buildings and the ocean
shoreline had to be taken into account during construction of the
360,000-square-meter and up to 25-meter-deep excavation pit for the
Lauzail Plaza project in Doha. Bauer built the diaphragm walls. Above

UAE A new tower called the New Headquarters Building is being built
in Dubai. In the first half of 2016, several BG 28s and anchor drilling
rigs were used to build a secant pile wall, which was tied back with
anchors. Left

31
Ghana Two round shafts with a diameter of 9.5 m were constructed with secant
piles up to 20 m deep to create an access shaft for the tunnel boring machine for
the Independent Power Plant in Tema. Drills had to penetrate rock with strengths up
to 105 MPa. Below

Angola A 7,000-square-meter grab-excavated diaphragm wall with 7,400 linear

meters of ground anchors for a six-story parking garage was built for the Mutu Ya
Kevela project in Luanda. The project took more than a year to execute because of
the preparatory work required for drilling. Above

Indonesia After constructing 244 foundation piles (1,200 mm and 880 mm thick)
for the Semanngi Interchange Revitalization project, an extensive range of tests
was conducted, including eleven vertical load tests, two horizontal tests and integ-
rity testing on all piles. Above

32
 Malaysia The Commercial Building in
Kuala Lumpur will be 118 stories high.
The foundation consists of 535 piles of
different diameters and 94 diaphragm
wall elements on two building sites.
Left

Philippines The Marcos Highway is

being built in the city of Rizal. Two BG

14s were used to construct 147 founda-

tion piles with a diameter of 1,000 mm
from May to June 2016.

Bhutan The Kingdom is building hydropower plants in the Hi-

malayas. Bauer provided underground sealing for dam walls
on several projects. Most recently, three BG 40s were used
to construct 190 bored piles that are 2 meters in diameter as
foundation piles for the dam body. Above

Thailand Two large rotary drill rigs and two grab units were
deployed to construct 335 bored piles of different diameters
as well as ten foundation elements and 5,620 m² of diaphragm
wall for the foundation and excavation pit of the Sinha Com-
plex in Bangkok. Left

33
Canada Additional access roads are being built for the main bridge over the St.
Lawrence River in Montreal. Bauer Spezialtiefbau drilled 324 piles, 23 m long, of
different diameters, for the foundation. The permanently cased piles had to be drilled
from pontoons. Right

USA Two piers will form the foundation of this bridge over a drinking water res-
ervoir in New Jersey. For this, two large bored piles were drilled in the Wanaque
Reservoir for each pier. A BG 40 was used to sink the casings up to 48 m into the
ground, which contained boulders in some places, with approximately 6 meters of
rock socketing. Below

Dominican Republic 22,000 linear meters of foundation project also required underground sealing to keep out sea wa-
piles of various diameters were drilled to depths of up 33 m ter. For this purpose, 40,000 square meters of diaphragm wall
for the large foundation of the Punta Catalina power plant. The were grab-excavated. Above

34

Costa Rica Soil improvement for the
construction of a new container ter-
minal has been underway since April
2016. The project requires 170,000 lin-
ear meters of stone ballast columns,
380,000 m² of surface compaction and
305,000 m³ of soil improvement using
the DSM method. Above
Panama Bauer Spezialtiefbau has been
contracted to construct 560 bored piles
with a diameter of 2,250 mm for Line 2
of the Metro in Panama City. The project
is expected to take two years to com-
plete. Left
Imprint
Published by: BAUER AG
86522 Schrobenhausen, Germany
Phone: +49 8252 97-0, Fax: 97-1359
E-Mail: public.relations@bauer.de
November 2016 – BAUER REVIEW
Published once a year
Responsible for content and
editing: Prof. Thomas Bauer, Franz
J. Mayer, R. Wallner, V. Soier
Editorial design:
www.winfried-moser.de
Pre-press:
BAUER AG, Media Design
Photos: F. J. Mayer, T. Bauer, R.
Wallner, V. Kaspar, BAUER AG/
K. Rysavy, P. Teschemacher, euro-
luftbild.de/Robert Grahn, Presse-
foto Roche, P. Scharf, G. Stephen-
son, C. Abi Daher, A. Szulovszky,
O. Nairz, M. Stoykov, C. Radulescu,
F. Jelenek, L. Vision, F. Lüder, A.
Döhring, S. Penzenstadler and
other employees of the BAUER
Group, Bauer archive
Rear cover: View of the A 72 con-
struction site south of Leipzig
Printing: Kastner AG, Wolnzach
www.bauer.de
35