A short history of the enterprise in Wusterhusen, Greifswalder Straße 14
The HAB Team will be working in a vision-led company, which attracts and invites the most interesting, creative and responsible people of today to give all their knowledge, all their skill, all their experience, all their being and all their energy to further the enterprise and themselves.
Our own newly developed branch "Mechanical engineering to further facility production" will be being set up. The increase of turnover to a minimum of €15 Million/Year, and with it a yearly increase of 10% will have been realised. This will pave the way for HAB to become the market leader in its branch in North Germany in the following 5 years.
- HAB investiert 5,5 Mio in die Erweiterung der Betriebsstätte in Wusterhusen.
- Im Bereich Forschung und Entwicklung werden neue Innovationen betrachtet.
Das Team der HAB Hallen- und Anlagenbau GmbH bekam zum dritten Mal in Folge das Zertifikat "Visionsgeführtes Unternehmen" von exlnz by Prof. Warschawski. Ein Novum in Europa. Der Mensch steht im Mittelpunkt unseres täglichen Tuns.
HAB erweitert um 3.400m² Ihre Produktionshallen in Wusterhusen. Es entsteht ein 400m² großes Büro- und Sozialgebäude für den Produktionsbereich und Anlagenbau. Ebenso wird kräftig in den Maschinenpark investiert.
Dieses 5,5 Mio Projekt wird kofinanziert von der Europäischen Union aus dem Europäischen Fonds für regionale Entwicklung. Ziel der Erweiterung ist es den Anlagenbau bei HAB dauerhaft zu implementieren.
Erstmalig wird in Mecklenburg Vorpommern ein Unternehmen - HAB Hallen- und Anlagenbau GmbH aus Wusterhusen - zum dritten Mal mit dem Gütesiegel "Crefozert" ausgezeichnet.
Das 1. HAB Hallenmeeting findet statt. Zum Thema "Ausblick in die Zukunft der Lebensmittelproduktion" referierte Clemens Tönnies, Miteigentümer der Unternehmensgruppe Tönnies Lebensmittel. 100 Gäste aus der Wirtschaft und Wissenschaft kamen zu dieser Veranstaltung.
The set up of the business field "Steel and plant construction for tourist attractions, power generating and industrial facilities" starts. A completely new marketing strategy and public image profits this new field.
With the creation of our vision-led company, we want to invite people to get to know the idea, that the success and happiness of the company goes hand in hand with the success and happiness of its employees.
With the construction and test of our one-of-a-kind floating buoy generator in the Baltic Sea near Peenemünde, we showed the world that we could make electrical energy from sea waves. As a reward for our efforts, our research and development team won 2nd place in the Ludwig Bölkow prize.
The development and construction of the first German floating buoy generator started. Every year, we invest 2% of our total turnover into research and development, it's sole purpose being the development of new products and processes.
The founder and long-time principal shareholder, Wolfgang Liebsch, passed over the reigns to his descendants, Andreas Pörsch and Kathrin Pörsch (née Liebsch), after 53 years of running HAB.
With the retirement of his 3rd associate, Mr. Hans-Rainer Saß, due to old age, HAB Gebäudetechnik was bought by his son, Mr. Klemens Saß, who still manages it as the sole managing director and shareholder.
Steel and plant construction grew in importance in this year, and so we built a 5D simulation platform and an ascending panorama tower, in addition to 3 diving bells in the Baltic bathing towns of Zinnowitz, Sellin and Grömitz.
In order to widen our field, we had opened 4 new offices in Germany over the last years:
- Berlin (Sales and site management)
- Rostock (Structural engineering and construction)
- Osterburg (Sales and site management) – North German office
- Nossen (Sales/ site management/ structural Engineering and construction) – Central German office
The company invested in a cutting edge camera controlled painting facility for the environmentally friendly painting of steel frames and metallic surfaces.
The associate partners decided to once again expand the company complex in order to build even more steel constructions and mechanical parts.
With the new construction and conversion of our production and storage halls, the most cutting edge steel construction company in Germany was created. The production facilities now had the most modern CNC controlled steel machining technology: a new sand blasting facility, a sheet metal cutting and drilling centre, and an extended sawing and drilling machine. All of these were logistically connected to cranes, and horizontal and vertical feeds.
Parallel to this, we created a daughter company "HAB Gebäudetechnik GmbH" , which carries on the tradition of HAB, dealing with the planning and installation of heating, plumbing and mains services (water, gas, electricity, solar panels) for all our constructions. This was the start of our transition to the next generation.
With the construction of the first diving bell of this kind world-wide, constructed in Zinnowitz on the isle of Usedom, we set sail in the direction of offshore construction.
With this unique, patented diving bell, people can experience a safe dive in the Baltic sea, without any previous training or health requirement, and without even getting a toe wet!
In order to meet our goal of the highest possible safety and assurance for our employees and the company, we turned our existing company into a parent company, "HAB Service- und Verwaltungsgesellschaft" and a daughter company "HAB Hallen- und Anlagenbau GmbH".
Since then, "HAB Service- und Verwaltungsgesellschaft" has been dealing with real estate, services and administration for our steel parts, facility and plant construction, whereas the "HAB Hallen- und Anlagenbau GmbH" concerns itself with planning, production and carrying out of projects for industrial, trade and public buildings, and for special facilities.
With the construction of a new 1,300m² production hall with cranes, and the necessary modernisation of our technical equipment, making our steel construction the most effective, we set course to be one of the most modern steel construction companies in North Germany.
From this time on, we planned our projects with 3D steel construction software, produced our parts on a CNC controlled drilling and sawing machine and a CNC controlled flame cutting machine, and used this technology to carry out projects on building sites in North Germany.
After several months of bargaining with the "Treuhand" trust agency in Rostock, the five remaining publicly owned enterprises could be privatised and condensed to one privately owned company in Wusterhusen, adhering to the MBO principle.
Following state owned enterprises were merged and privatised:
- Dorf Mecklenburg
- Wusterhusen – became the privately owned headquarters of HAB.
We, the shareholders, Wolfgang Liebsch, Andreas Pörsch and Hans-Rainer Saß, prepared the deed of purchase with the "Treuhand" trust agency on the 17.02.1992, which was then consequently agreed to and signed in Hamburg on the 27.08.1992. The newly founded "HAB Hallen- und Anlagenbau GmbH" started its life on the free market with 36 employees and 7 trainees.
With the changing of our focus toward steel construction, production for agriculture and farming was significantly reduced.
In the following seven years, HAB stabilised its position on the free market through small investments and intensive training and certification of its team members in partnership with "IFBS - Industrieverband für Bausysteme im Metallleichtbau e. V" -industrial association for metal building systems (non-profit) - and "THYSSEN Bausysteme GmbH" -Thyssen building systems ltd.
With the changing political scene, "Landtechnische Anlagenbau" -production for agriculture and farming- operated under the name of "ELTEA GmbH", which was managed by the Treuhand trust agency. The headquarters were in Sievershagen, with the production being done in Wusterhusen.
Our customers' orders also changed due to the advance of the newly available technical possibilities which were coming into East Germany.
On the 1st of January 1976, the entire facility in Wusterhusen was taken over by the area-managed "Land Technischen Anlagenbau (LTA)", its headquarters being in Sievershagen.
Our orders from farmers and agricultural farmers became more ambitious. Our biggest project up to the fall of the wall was the construction and technical equipping of a 20 hectare Greenhouse facility in Greifswald, where we acted as the main contractor, having, at that time, 75 employees.
The four RTS stations in the area of Wolgast were Hohensee, Mölschow, Stolpe and Wusterhusen. These were merged into one area operative for agricultural machinery "Kreisbetrieb für Landtechnik Wolgast", its headquarters being in Hohensee.
Wusterhusen was once again specialised, this time for internal mechanisation, which meant that we now produced facilities for animal and cereal production, for example: milking systems, silos, drying halls, animal stalls, production of barns and their entire technical equipment.
The new task assigned to the remaining headquarters (Now called RTS Wusterhusen) was the service and maintainance of tractors and agricultural machinery, as well as the supply of spare parts and assembly groups to the cooperative societies.
The introduction of "Specialised servicing" meant that the different RTS companies specialised themselves in repairing a certain kind of machine. This meant that we serviced many potato harvesting machines in Wusterhusen all the year round.
At the decision of the government in the "socialist spring", agricultural production cooperatives began to be formed (LPG type I and LPG type III).
In cooperative type I societies, the farmers shared their land, but their animals remained private possessions. In cooperative type III, however, both land and animals were shared with the cooperative society.
In the following 2 years, our centres transfered their staff and machinery to their separately responsible area cooperatives, in this way the agricultural machinery was where it belonged, with the farmers.
In 1952, "MAS- MASCHINEN AUSLEIH STATION" (engl. Machine rental station) moved from Neu Boltenhagen to Wusterhusen, where a large office building, new workshops and storage halls had already been prepared for the company's 250 employees. The company's name was simultaneously changed to "MTS- Maschinen Traktoren Station Wusterhusen" (engl. Machine and tractor station, Wusterhusen).
With this next step, farmers could be supported with old German and Soviet machines at subsidised, government enforced prices. This was now possible from 7 different hubs, the aim of this being to boost agricultural production.
Centre 1 Wusterhusen - Headquarters
Centre 2 Gustebin
Centre 3 Brünzow
Centre 4 Groß Ernsthof
Centre 5 Nonnendorf
Centre 6 Transport-brigade with trucks
Centre 7 Kröslin