In 2005, an advisory board was estab-lished in order to support, supervise and
advise the executive management of WEIS INDUSTRIES® GmbH & Co KG (»holding company«).
The advisory board, whose members are experienced and respected industry
experts, meets four times a year and is briefed by the executive man-agers
of the holding company and the individual companies about the current economic
situation of the corporation. At the request of the proprietor or the executive
management, the advisory board may also convene more often.

The chairman of the advisory board is Mr. Rolf Lausterer, who had been in
charge of sales and distribution for the HVAC and sanitary plumbing
sector of EDMUND WEIS® GmbH & Co KG from 2003 to 2005. Among his fellow
board members are Mr. Edmund Weis, the former proprietor of
EDMUND WEIS® GmbH & Co KG, and Mr. Dieter Reimann, formerly the
man-aging director of DIVISION AEROB in Renningen. With his forty years of
experience in the sector of heating, ventilation and sanitary
plumbing, 68-year-old chairman Rolf Lausterer, just like his three colleagues,
has got what it takes to be a member of the advisory board: tons of professional
expertise, excellent connections, and a wealth of knowledge about the tricks of
the trade. Together with his wife, the technical business manager enjoys his
retirement indulging in his favorite pas-time, golfing. Acting as an advisor to the
WEIS INDUSTRIES company group leaves the retiree enough free time to spend
with his family and to travel. 

The WEISZEIT editorial staff met with Mr. Lausterer for an interview to find out more about the advisory board’s work. 

WZ Ed.: What is the function of the advisory board of WEIS INDUSTRIES® GmbH & Co KG?
R. Lausterer: The board has a supervisory and advisory function. We counsel the managing directors of all 
the WEIS INDUSTRIES companies regarding the legality, expediency and profitability of their actions. Addition-ally, we
also evaluate their strategic decision-making and agenda-setting. We receive information about current trends
in sales and earnings, the market situation, planned investments and developments, adherence to plans, and the
development of order inflow and backlogs.

WZ Ed.: How would you describe your tasks as the chairman of the advisory board of WEIS INDUSTRIES® GmbH & Co KG?
R. Lausterer: I see myself as a mediator between the advisory board and the executive management of the 
holding company and the individual businesses. Beyond that I also have the duty of acting as a proxy when Alexander Weis
is absent for extend-ed periods of time.  I like my work as chairman of the board – it gives me the opportunity to pass on my knowledge and stay active in retirement. I also try to be tolerant towards the managing directors – I know very well that the day-to-day business can really keep you on your toes sometimes.

WZ Ed.: What is particularly important to you about your position?
R. Lausterer: I expect our input to be taken seriously. Sometimes, we set tasks to be completed by the next 
board meeting – and we follow up on those, we do expect the managing directors to actually complete these tasks.

WZ Ed.: What is your assessment of the company group’s development during the last few years?
R. Lausterer: The company group has gone through a rapid burst of development these last few years. 
It has grown really quickly. This is why I believe that we now should have a stage of integration, of consolidation.
At the moment, we are making sure that the companies are up to speed regarding the market development, to 
make them ready for the future.

WZ Ed.: How should the WEIS companies respond to the current challenges on the market?
R. Lausterer: As far as plant engineering is concerned – by doing innovative, independent planning and by working 
and producing autonomously. High-precision work and outstanding quality – these values are as important as ever. 
Beyond that, the flexibility of our employees is an incredibly important factor.

WZ Ed.: Where do you see the strengths of the company groups, and what are its potentials?
R. Lausterer: One huge plus is definitely the diversity within the group – the companies can »cross-pollinate« and
inspire each other. Clearly, our   customers also benefit from this cooperation across companies, because all services
come from the same source. I think it is important to take the time now to consolidate and to use this period of 
relative calm for advancing the skills of our employees. After the expansion of the past years, we must now enter a
phase of organ-ization. I believe that if we do our management homework now, we will do very successful business
for many years to come.

WZ Ed.: Thank you very much for this interview.