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The History of the Arntz Optibelt Group1

MDCCCLXXII

The addition of Roman numerals surely is not a part of “higher mathematics”. The date, however, resulting from our little calculation is of highest importance for our company’s history: It marks the date when Emil Arntz set up the “Höxtersche Gummifädenfabrik“ (rubber thread factory, Höxter).

It was the year1872

The History of the Arntz Optibelt Group 2

The history of the Arntz Optibelt Group

Preface

In 2007, the Arntz Optibelt Group could look back at 135 years of existence. Since its foundation in 1872, the development of the

group was characterised by continuous innovations in rubber and drive technology – for the benefit of the worldwide customer base and for the benefit of the company’s progress. During the year-long development, the name Optibelt has become an established brand, renowned for high quality and innovative drive solutions far beyond professional circles.

As one of the leading manufacturers and suppliers of drive belts and other rubber based or synthetical products, the main goal

of the Arntz Optibelt Group and its employees has always been the continuous optimisation of production processes and applications. Thus, Optibelt has established drive belts as a powerful and cost- effective alternative to mechanical drives and chain drives for pre-mium technical devices. Today, it is unimaginable to run technically demanding products such as harvesters, household appliances or machine tools, let alone vehicles, without belts for power transmis-sion. They tirelessly fulfil their tasks – mostly hidden behind covers and mounting tops – often exceeding the operational life of the machines.


The beginnings

Germany during the second half of the 19th century: The industri-alisation is reaching its climax. Inventions like electric lighting, X-ray and the typewriter are changing the face of the work-ing world. The first cars appear on the streets. The use of the steam engine improves and boosts the textile industry as never expected. Raw materials and produced goods are quickly and cost-effectively transported by railway. The German Emperor Wilhelm I reigns the empire, however, only as a representative, as the country is actually ruled by someone else: Otto von Bis-marck has the state business firmly under his control. The emperor often gives in to Bismarck’s decisions stating: “It is not easy to be emperor under Bismarck.“

During this period of industrial and economic advancement, one man in the little Westphal-ian country town of Höxter rises up. Emil Arntz, a domain tenant in Corvey, has earned a pretty penny by providing the Prussian army with grain. In his former hometown of Wuppertal he has already scrutinised the develop-ments for quite a while. In this town, the soaring progress from trade to industrial production is more than obvious. In Wupper-tal, he also learns about the

production of braids and rubber bands, and is soon convinced that rubber threads imported from England will make a valua-ble business. He gets in touch with a British expert and in 1872 starts the production of rubber threads with ten workers.

Emil Arntz


Iron-rolling mill in 1875 Working conditions at the beginning of the Industrial Age in Germany

The illustration gives a vivid insight in the atmosphere of an industrial business in the 19th century. It was made around 1875 by the German painter and illustrator Adolph von Menzel. It is called “The Iron-Rolling Mill” and is exhibited in the National Gallery in Berlin.

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


Even back then: customers are convinced by the high quality level of Optibelt products

Emil Arntz does not set up his new business in the industrial centres of the Ruhr Area but in Höxter at the Weser. As histori-cal photographs show, the “Höxtersche Gummifädenfab-rik“ already had a huge produc-tion hall at the turn of the century with a flat gable roof and big windows.

The first to purchase rubber threads from Höxter are the textile factories in Wuppertal. The business idea is a great success.

During the next years, the entre-preneurial businessman extends the production range with moulded articles such as brake pads for carriages, treadles for bicycles, door mats, football bladders, ice bags, hot water bottles, rubber suction plates for dentures as well as air and water cushions which offer bed-fast patients pain relief.

Furthermore, Arntz produces rubberised fabrics for the pro-duction of aprons, miner over-alls, and bed padding. Since 1880, a new product supple-ments the product range: dental rubber used for dentures. This product, which is still sold until 1955, finds a ready market all around Europe.

When rummaging in the ar-chive, one can find handwritten letters of the company’s founder. They reveal that even back then, the customers were convinced by the high quality of the prod-ucts. And the belts are supplied to foreign cities which are still among the most important sales areas today: Antwerp, Copen-hagen, Zurich, London, Bucha-rest, Vienna and many more.

Despite the expanding order vol-ume, the company has to deal with many difficulties. The huge price fluctuations of the raw ma-terial natural rubber (from 5 to 20 DM per kilogramme) hamper

the calculation. Furthermore, competitors from England are still causing the upcoming com-pany a lot of trouble.

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If the anecdotes told are true, Emil Arntz also enjoys many happy moments besides work: He likes to take a walk to Höx-ter with the former librarian of the baronial library of Corvey, August Hoffmann von Fallers-leben, to enjoy a bottle of wine in the then tavern “Club”.

On February 19th, 1909 Emil Arntz dies after a long and severe illness.

This letterhead dates back to the years before 1909.


Emil’s son Richard takes over the management

After the death of Emil Arntz his son Richard (1866-1934) as-sumes the position of managing director. Until then, he has mainly been responsible for sales, and has constantly ex-tended the customer base. Thus, the young man has visited al-most every country of the world. Richard Arntz dynamically starts the modernisation and expan-sion of the factory. Between 1910 and 1912, a four-storey building is constructed on the premises between the Corveyer Allee and the Bismarckstraße in Höxter. Only one year later, the director initiates the construction of a new boiler and machine house. It is equipped with an innovative steam engine plant which is not replaced by a new, modern plant until the 1960s

Modernisation and expansion of the factory ... new boiler and machine house

One of Richard Arntz’ main achievements is the co-operation with an American expert who designs new machines which guarantee an optimised cutting process. Thus the “Höxtersche Gummifädenfabrik“ has a tech-nological advance and competi-tive edge for decades.

Richard Arntz


After the war in 1918, the “Höxtersche Gummifäden fabrik“ can only slowly resume produc-tion. It is not until 1920 that Richard Arntz and his brother Oskar begin to manufacture dental rubber for dentures, brand “Elefant“ (elephant). One year later, the production of rubber threads, rubberised fabrics and rubber mats is taken up again.

During the 1920s, today often willingly glorified as the “Golden” or “Roaring Twenties“,

The consequences of the First World War

The outbreak of the First World War in 1914 puts an end to the promising development of the “Höxtersche Gummifädenfab-rik“ as the government confis-cates the whole stock of raw rubber without further ado. The factory in the country town at the Weser has to finish produc-tion, and is shut down.

Germany is increasingly pressu-rised. Reparations, the crisis in the Ruhr Area, inflation and political uprisings determine the economic and social climate; economy is almost brought to a standstill. The business dealings of the factory in Höxter are poor. It is not until the middle of the 1920s that the positive upward trend of the company is continued. Sixty male and thirty female workers are employed in the factory in the Corveyer Allee.

Furthermore, a new man joins the company: Paul Kuhlo, one of Emil Arntz‘ grandsons and a banker from Berlin, now strengthens the management board.

The government confiscates the whole stock of raw rubber …


The global economic crisis leaves many people in misery and poverty

The global economic crisis

The stock market crash in New York in 1929 puts an end to all positive trends. The global eco-nomic crisis leaves a lot of peo-ple in misery and poverty. The economic collapse leads to the shutdown of many, even major rubber production facilities or to the acquisition by the “Continen-tal-Gummiwerke” in Hannover.

The “Höxtersche Gummifäden-fabrik“ is deeply affected by the decline of business. However, due to the premium/better qual-ity of the rubber threads and by means of the careful and thoughtful management, the company can leave the competi-tion behind. The head of the company Richard Arntz is in poor health.

The years of setup and reces-sion have left their mark on his health. After a stroke at the age of 63, the businessman cannot recover completely. Therefore, in 1929, the Arntz family con-fers the management of the company on Paul Kuhlo.

Richard Arntz dies in April 1934. His wife, Ida Arntz, re-mains loyal to her husband’s lifework for decades, and plays a vital role in the continuous growth of the business until her own death in 1966.

In Höxter, a street is named after the successful businessman.

Paul Kuhlo


Technological developments

During the 1920s the rubber-in-dustry is exposed to revolution-ary discoveries, new techno logi - cal developments and economic changes. One of the main ex-perimental areas is concerned with research projects dealing with the production of artificial rubber. Already in 1927 first attempts at the development of

vulcanisation activators and aging preservatives have been made. This leads to an essential cutting of vulcanisation times.

The quality of the rubber threads and other rubber-based products is improved significantly. The company Bayer in Leverkusen elaborates a synthesis method

already developed in 1915. A new product type hits the market. It is named after the abbreviation of its two compo-nents, butadiene and sodium (in German called “Natrium”): Buna, the world-famous brand for synthetical rubber ever since.

Instruction for the handling of rubber threads


New production process opens up new markets

The “International Rubber Thread Association“

After the great depression, the use of rubber threads has mas-sively declined. Competition be-tween the remaining production facilities is becoming more and more of a rat race. Many for-eign businesses, especially those from America and Japan, are able to systematically under-cut the prices on the rubber thread market due to the devalu-ation of their home currency. Thus, they can easily dominate the market and gain most of the revenues. In 1930, the sales in Germany are so low that all rubber thread factories suffer from losses of about one million Reichsmark. Many factories have to struggle hard.

Under the motto “Only together we are strong“, the “Interna-tional Rubber Thread Associa-tion“ (IRTA) is founded: its intention is to bring about inter-national understanding and co-operation between European factories and the most important American companies. It aims at providing a wholesome market control – for the benefit of the manufacturers as well as of the end users. The “Höxtersche Gummifädenfabrik“ plays a de-cisive role in the founding of the association. Until the outbreak of World War II, the company has major influence in the or-ganisation. With the association’s help, the import of foreign rubber threads is kept at bay. The former mar-ket is almost completely re-gained.

Fine rubber threads

A new production process brings along further new cus-tomers for the factory in Höxter. In June 1937, the experimental production of extruded round latex threads is started. After the construction of a suitable facility, the “Höxtersche Gummi-fädenfabrik“ can finally provide the corsetry and hosiery indus-try with the demanded fine rubber threads up to a diameter of 0.2 mm.

Rubber threads

in square design, brand “Optifil” Thickness: 0.42-4.2 mm Colours: Blue-white and brown in round design, brand “Circofil” Thickness: 0.47-0.91 mm Colours: Dark gray, blue-white and pure white The threads are coiled on rental spools which have to be sent back franco after taking off the threads.

Para boards with fine bilateral fabric impression Thickness: 0.32-4.2 mm with an acceptable tolerance of ± 5 %Colours: Brown, blue-white and red Board width: 110-128 cm

Para strips with fine bilateral fabric impression,cut in the desired width from the boards men-tioned aboveProduction length: 35-130 m with a smooth surfaceThickness: 0.32-4.2 mm with a tolerance of ± 5 % Width: 20-40 mm Colours: Brown and blue-white Special design Brand “Novofil – P” conditionally oil and petrol resistant


Political situation in Germany dramatically changes

Under the regime of the National Socialists

At the beginning of the 1930s, the political situation in Ger-many dramatically changes: Adolf Hitler assumes power and realises his malign plans. The preparations for war are in full swing. Due to autarchy attempts of the National Socialists, the factories are forced to replace cotton by cellular wool. The quality and tensile strength of the rubber end products leaves a lot to be desired. The experts in Höxter therefore decide to set up a chemical laboratory for the thorough analysis of the new basic materials. Despite the dev-astating news from politics and the anti-German sentiment in other countries, the “Höxtersche Gummifädenfabrik“ succeeds in standing its ground in the mar-ket. The production facilities are continuously expanded and modernised. At times, 20 tons of rubber threads leave the fac-tory per month. At the begin-ning of the war, the staff consists of twelve employees as well as 135 male and female workers.

The Second World War

However, war brings about a great retracement: A lot of mate-rials and goods are no longer available, or only after time con-suming approval processes. Al-

ready after the first year of war, the shortage of raw rubber forces factories to blend the mixture with 25 percent of Buna. At the end of World War II, the mixing ratio is 75 percent of Buna and only 25 percent of natural rub-ber. The quality is enormously reduced as the new type of material is not easy to handle.

Numerous experiments and the intensive exchange of experi-ences between the German

manufacturers of rubber threads are successful: good and non-ageing threads made of 100 per-cent Buna – i.e. completely without natural rubber – can finally be produced.

With the military draft to the Wehr macht, the staff of the “Höxtersche Gummifädenfabrik“ is reduced significantly. In April 1945 only 65 employees are still working in the “Höxtersche Gummifädenfabrik“.

The Second World War in Europe and North Africa


Price list from the 1950s


The company’s “treasure”: a company-owned woodgas powered Büssing lorry

The economic restart after 1945

The company is lucky during those hard times: The American military government grants the “Höxtersche Gummifädenfabrik“ the license to recommence pro-duction – as one of the first com-panies in the rubber-producing sector. However, the purchase of materials is still quite difficult. Most suppliers of raw materials have not taken up production yet; the infrastructure is de-stroyed, or barred by zonal bor-ders.

If someone back then wanted to travel from Höxter to Lippstadt1, for example, he had to leave the train at Altenbeken2 because the viaduct was destroyed. From there, he either had to walk all the way to Neuenbeken3 or travel by horse-cart. At Neuen-beken a connecting train left for Paderborn4. Thus, a journey by train often took a whole day.

Back then, the “treasure” of the factory is a company-owned woodgas powered Büssing lorry. It is on the road tirelessly,

and thus saves the company from production downtime many times – especially, when it comes back late at night from the Ruhr Area, loaded with coal to fill up the empty bunkers. Both drivers work all day and night, often until they are totally exhausted and burned out, in order to keep up the production in Höxter.

The company-related permis-sions and approvals needed from the authorities of the mili-tary government are quite time consuming as well. The eco-nomic future of the factory in Höxter is more than insecure: the demand for rubber threads and dental rubber is extremely low. Thus, the management board has to consider the production of additional items; otherwise the company might not survive.

Annotations:1 Höxter–Lippstadt: 90 km; Höxter–Altenbeken: 40 km 2 Altenbeken–Neuenbeken: 7 km 3 Neuenbeken–Paderborn: 8 km 4 Paderborn–Lippstadt: 35 km

At the end of the war, the fac-tory in the Corveyer Allee luck-ily escapes sabotage and depredations. Shortly before the occupation of the American troops in Höxter only a few gre-nades have caused minor dam-age to buildings which can all easily be repaired quickly dur-ing the summer of 1945.


There is a light at the end of the tunnel for the company in Höx-ter, and it is offered by a new product, the V-belt:

After the war, Sudeten Germans from Odrau came to Höxter, who had already gained experi-ence in this particular field. They had previously been work-ing in the rubber cable and tex-tile company “Optimit”.

Five renowned German rubber thread factories had a holding in the Czech factory in Mora-via. One of them was the “Höx-tersche Gummifädenfabrik“. Besides rubber threads and vari-ous other rubber items, this fac-tory produced V-belts. After the expulsion of Germans from the Sudeten German territories, former “Optimit” employees found a new home in Eastern Westphalia.

The “Höxtersche Gummifäden-fabrik“ is finally convinced that the production of V-belts can offer a secure economic base for the future. On May 19th, 1947 the management board makes an application for the

permission of production. How-ever it takes almost one year, until the Economical Minister of the recently founded Federal State North Rhine-Westphalia agrees. In 1948, the V-belt pro-duction begins.

The “Optibelt“, so the name of the new product, becomes a trademark in the sector.

The V-belt comes to Höxter

Wedge belt Wire cord V-belt


The “Optibelt”, so the name of the new product, becomes a trademark in the sector


The production of V-belts

The factory at the Weser goes its own way in the production of V-belts. It develops its own sin-gle manufacture process and designs new machines and belt types. At first, three men and three women are responsible for the manufacture of the V-belts. The wages – for the first time ever in the recently founded Fed-eral Republic of Germany paid in deutschmark – amount to eighty pfennigs per hour for male and sixty pfennigs per hour for female employees.

The V-belt production starts under moderate technical and spatial conditions. An over fifty years old four-cylinder calendar, still driven via transmission shaft connected to a steam engine, hitherto used for the pultrusion of dental rubber boards, comes back into use. Until the pur-chase of the new calendar in 1959, it is used for the friction-ing of the V-belt’s layer fabric.

Picture of our company in 1959

Brisk construction activities

The production doubles from 1949 to 1950 and requires big-ger production facilities. Thus, the former fabric coating facility is expanded and enlarged. In 1953, an annex is built in im-mediate vicinity, accommodat-ing the rubber soot mixing facility and the V-belt storage as well as the dispatch depart-ment.

In 1954, a big storehouse for the huge amount of materials stored in different places is built on the former garden site.


In the meantime, the V-belt has been well-established in technical trade. Promising contacts with original equipment manufacturers from industry and agriculture have been made and – what is more – contacts to ambitious car companies, like VW and Ford, are made.

Local relevance

The V-belt production does not only help the “Höxtersche Gum-mifädenfabrik“ to become a val-uable partner in its own sector, the company also gains in im-portance for the business in the region. The patch for employees is constantly extended. While the staff amounted to 118 em-ployees in 1947, it has risen to

189 in 1951, 255 in 1953 and 485 employees in 1957.

The gentlemen of the manage-ment board willingly provide their energy for many public and charitable objectives. These special accomplishments are officially recognised with the award of the Federal Cross of Merit, first class, in 1958, when Paul Kuhlo retires due to old age.

In just a short period of time, the company in Höxter becomes one of the leading V-belt manufacturers in Germany

There is already a new substa-tion for the ever-growing energy demand. One year later, the V-belt stock and dispatch depart-ment get a new building which is later used as the main factory building. The brisk construction activities continue in the follow-ing years as offices and em-ployee facilities are needed.

Lead by technology

The system of single manufac-ture of V-belts is constantly opti-mised during the following years. Working processes can now be automated. The rapid development is without prece-dent in the customary V-belt technology and is of great bene-fit to the “Höxtersche Gum-mifädenfabrik“ as the machines allow for a greater flexibility in the adjustment to the ordered V-belt sections and lengths.

From 1951 to 1954 the production quantity is almost tripled:

in 1951 117 t pass through the factory gates, in 1952 already 158 t, in 1953 233 t and in 1954 326 t are produced and sold.

Here some data to document this great success:


Arnulf Ummen takes over the helm

On January 1st, 1959 the founder’s great grandson, grad-uate businessman Arnulf Ummen, takes over the management of the company as personally liable partner. Ummen makes things hum again and is determined to expand the factory. He makes substantial investments to intro-duce new technologies.

New buildings for the manufac-ture of the rubber compounds are erected, equipped with modern machines. A new boiler and machine house with an up-to-date steam boiler and power distribution plant provide the in-creasing energy demand. The production processes and work routine are optimised, boosting the production quantity.

Arnulf Ummen knows that the pre-conditions for a production operating at full capacity and for the fast sale of the goods is a determined sales and distribu-tion department with own sales agencies. Technical products for the industrial sector can be brought to the market much bet-ter if the manufacturer does not only supply the goods but can offer an own field service. In

only a short period of time, sales companies with storage capacities are opened in almost every major German town. In 1962, Arnulf Ummen sets up the first internationally operating sales company in Zurich, Swit-zerland. Further sales compa-nies follow in almost every Western European country as well as in Canada and the United States. Today, there are further subsidiaries in Eastern Europe, Asia and even in Aus-tralia.

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The years of the German eco-nomic miracle also have a major impact on Höxter and bring wealth and prosperity: in 1960 803 people are em-ployed in the factory in Höxter. For the employees’ needs, the sanitary facilities are enlarged.

Production processes and working routine are optimised

Arnulf Ummen


l l l In 1948 we started with the production of V-belts. Due to the hard work of many a man involved we succeeded in increasing the inland revenues up to 11.6 mill. DM until 1960. In 1959, I took over the position as managing director, and our first definite target for the expansion of the company was to achieve a production quantity of 200 tons per month and revenues of about 20 mill. DM. In 1959 and 1960, when we started to work for the realisation of our plan, many people laughed at us; but let me tell you today: We did achieve our target! l l l

l l l Besides the German market we provide many foreign markets, espe-cially those closest to us in Europe. You know my basic attitude: I consider the European market far more important than the German, especially in the long run, as the exclusive provision of the German market will never suffice for a company that wants to stand its ground in the European market. During the last couple of years, we deliberately pushed our exports and now fortunately find that we have gained an average increase of 15.7 % in exports per year, compared to an annual increase of only 4.6 % of our German competi-tors. l l l

l l l The V-belts we sell today can hardly be compared to those back in 1960. We have a much greater variety ranging from premium quality V-belts over many types of fan belts, belts for agricultural machin-ery etc. up to belts for light drives in domestic economy and house-hold applications. l l l

l l l We still have to keep up and increase our efforts regarding exports, though. In 20 years time, we have to pull in 20-times as much reve-nue as today, and that surely won’t be easy. l l l

l l l It is my responsibility as a businessman to set the course for a de-velopment today that will secure your and all employees’ salaries and pensions in the future. In my eyes, the only chance to achieve this is by expansion and aggressive progress, for we have no other means of securing our influence. l l l

l l l set the course

for the future

today l l l

Arnulf ummen · Extracts from a lecture during a sales training in 1965


International orientation gives the cutting edge

Dynamic development

The demand for V-belts is in-creasing substantially during the 1960s. The product range is continuously extended and cus-tomised to the new markets. Arnulf Ummen is increasingly responsible for the rapid expan-sion of the company: at the end of 1967, the “Höxtersche Gummifädenfabrik“ purchases the “Roderwald-Antrieb AG” in Berlin, for which new and big-ger production facilities are built in Berlin-Marienfelde. From there, all Eastern European states are supplied.

Furthermore the company is look-ing for an economically attractive location for the supply of EFTA-countries (European Free Trade Association, a forerunner of the EU). Northern Ireland becomes the country of choice. The gov-ernment of Northern Ireland is open-minded against the new es-tablishment of industry, and even supports it.

The Arntz Belting Company Ltd is founded. The company is equipped from Höxter. It starts production already in July 1968 with a small workforce of ex-perts from the parent factory

and some local residents trained on-site.

In 1975, the “Höxtersche Gum-mifädenfabrik“ is renamed as Arntz Optibelt KG, a name with international relevance. In the French region of Alsace, the Transac S.A. participates in the group since 1983. In the Repub-lic of Ireland, the A + M Belting Company is added as a produc-tion facility in 1991. However, Optibelt also has to cope with setbacks. The serious overthrow in Eastern Europe induces Opti-belt to shut down its production site in Berlin, specialising in the supply of Eastern Europe, in 1991. These markets then have to be supplied by other produc-tion sites.

In the reunified Germany a new factory, the Optibelt Produktions GmbH & Co. KG, is set up in Bad Blankenburg, Thuringia, in 1995. On October 18th, 2007 the Arntz Optibelt Group sets a milestone in its 135 years of company history. On this day, the first non-European factory opens near Shanghai/China.

Today, the group of companies is entrenched in all important markets around the world. The international orientation gains the Arntz Optibelt Group a vital edge.

Optibelt – represented in all markets around the world

www.optibelt.com

Optibelt weltweitOptibelt worldwide

EuropaKanada

USA

Brasilien

Afrika

China

Singapur

Indien

Australien

Optibelt Österreich GmbH A-1230 Wien www.optibelt.at

Optibelt Polska Sp. z o.o. PL-41-303 Dabrowa Górnicza www.optibelt.pl

OOO „Optibelt Power Transmission” 141800 Dmitrow www.optibelt.ru

Optibelt Hungary Kft. H-6792 Zsombó www.optibelt.hu

Optibelt Corporation Addison, Illinois 60 101/USA www.optibelt.us

Optibelt (Canada) Inc. L3R 4H9 Markham, Ontario/Canada www.optibelt.ca

Optibelt do Brasil Ltda. CEP 04715-002 São Paulo-SP/Brasil www.optibelt-br.com

Optibelt Asia Pacific Pte. Ltd. Singapore 508708 www.optibelt.sg

Optibelt Power Transmission (Shanghai) Co., Ltd. Shanghai 201612/P.R. China www.optibelt.cn

Optibelt Power Transmission India Pvt. Ltd. Vishrantwadi, Pune - 411 015 www.optibelt.in

Optibelt Australia PTY. LTD. Dandenong, Victoria 3175 www.optibelt.com.au

Optibelt GmbH D-37671 Höxter www.optibelt.de

Optibelt (UK) Ltd. GB-Warrington WA2 8QY www.optibelt.co.uk

Optibelt Nederland B.V. NL-2181 HC Hillegom www.optibelt.nl

Optibelt Finland Oy FI-00750 Helsinki www.optibelt.fi

Optibelt Skandinaviska AB S-21762 Malmö www.optibelt.se

Verkauf Dänemark Sales Denmark www.optibelt.dk

Verkauf Norwegen Sales Norway www.optibelt.no

Optibelt France SAS F-68520 Burnhaupt-le-Haut www.optibelt.fr

Optibelt AG CH-4657 Dulliken www.optibelt.ch

Optibelt GmbH B-2160 Wommelgem www.optibelt.be

Optibelt España, S.A. E-08205 Sabadell www.optibelt.es

Optibelt AG I-20025 Legnano (Mi) www.optibelt.it


In 2009, a new production facility is set up in Romania.In every production facility high quality drive elements are produced. However, each individual site has its own market-oriented features. The leap across regional bounda-ries, not least, is in response to the challenges posed by a stiff-ening of competition.

Höxter, Germany

Thuringia

China

Romania


Heinz Wilkening Konrad Ummen Dr. Arnd Mathias

THE MANAGEMENT BOARD OF THE ARNTZ OPT IBELT GROUP


Founder: Emil Arntz, 1872, Höxter

Trademark registration Optibelt:23. 09. 1953, DPMA Munich

Certificates (extract): “Top-Partner”, VTH Verband Technischer Handel (1999, 2004) “Preferred Supplier”, Claas combine harvesters (2006)

COMPANY Optibelt GmbHHeadquarters: Höxter, Deutschland

Management Board: Heinz Wilkening, Konrad Ummen, Dr. Arnd Mathias

Distribution: worldwide, with own distribution companies and distributors

Employees: approx. 1400 worldwide

MILESTONES1872 Emil Arntz sets up the “Höxtersche Gummifädenfabrik” (rubber thread factory, Höxter)

1948 Start of the V-belt production; the V-belt is named “Optibelt”

1960-1975 Set-up of the first Optibelt distribution companies in Europe

1999 Optibelt manufactures the world-wide exclusive maintenance-free wrapped V-belt, the Optibelt RED POWER

2007 Set up of a production site in China

2008 The Arntz Optibelt Group expands in Romania

2009 Market launch of the high perform-ance timing belt ALPHA Power

DATES AND FACTS Brand name: Optibelt, acronym, combi-nation of “optimal” and “belt”

Slogan: “Optibelt – Passion Meets Precision”

Photograph of the main factory and headquarters of the Arntz Optibelt Group in Höxter


ImpressIons

The History of the Arntz Optibelt Group 26Cement plant, Godelheim

Gipsfactory, Stadtoldendorf

Domain Brenkhausen

Höxter


Rubber thread factory, Höxter

Gipsfactory, Stadtoldendorf

Villa Arntz, Höxter

Höxter


Picture on the right: Small scale copy of a letter to the government in Berlin dating from 1890 with the request for the implementation of a protective duty on foreign rubber products


Optibelt – international orientation since its founding days


Emil Arntz, founder of the Arntz Optibelt Group, and his wife Christine, née Junge

Ida and Richard Arntz (in autumn 1932)


Payment transactions and correspondence


1920: start of the production of dental rubber brand “Elefant”


Brisk building activities after 1945: our photographs give an impression

of the construction works for the opening of the V-belt production facilities in 1953


Precise calculation methods for the technically specialised trade


Advertising and communication


Our customers from southern Germany

pay a visit to the “Old Town” of Höxter.

Female employees of Visurgis Italiana in 1972

Picture of the “Optibella”-air-craft


Advertising and communication


Advertisement for the newly developed Optibelt T=C, with constant tension

The advantages of this top-quality product: • maintenance-free • greater power • low wear


Technical book V-belts


Impressions

The Optibelt song

ImprInt

© 2010 by Arntz Optibelt Group Höxter

Address: Optibelt GmbH p.O. Box 10 01 32 37669 Höxter/Germany phone +49 (0) 52 71 - 6 21 Fax +49 (0) 52 71 - 97 62 00 [email protected] www.optibelt.com

the work is protected by copyright and can only be obtained from the publisher.

Layout and production: Huxaria Druckerei GmbH, Höxter publishing and advertising agency 415272/0710

Optibelt GmbHp.O. Box 10 0132 37669 Höxter/Germany phone + 49 (0)5271- 621 Fax + 49 (0)5271- 976200 e-mail [email protected] www.optibelt.com ©

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