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In the new millennium, these efforts were ramped up, leading to the implementation of an energy management system in 2011, which is certified to ISO 50001. GIZEH started engaging in environmental protection in the 1980s, and since then it has been dedicated to improving the ecological footprint of its production facilities. Particularly noteworthy here is the entry into sleeve technology and the expansion of the range in the field of PET bottles in 2009. After a drop in sales caused by the crisis, from €99 million in 2007 to €79 million in 2009, the group returned to growth again. The Polish operation was also expanded in several stages. The subsequent years, 20, were marked by the global economic crisis, but also by efforts at restructuring in France and growth efforts at the Brandenburg works.
In this period, turnover rose from around 55 to 99 million euros. Between 20, the Bergneustadt-based company invested a total of around 50 million euros in new plants and technologies. Concurrent with a more general increase in investment activities by German companies at home and abroad, GIZEH had also shown itself willing to spend. However, GIZEH saw a major opportunity in this factory in connection with the expected new business with Nestlé, and decided to acquire the operation in Beaucouzé (near Angers) in 2005. Coexpan’s tub business was making heavy losses, and they wanted to get rid of it. At this point, negotiations were already under way between GIZEH and the Spanish Coexpan Group regarding their factory in Angers. In 2004, Nestlé moved production from Weiding, Bavaria to France, and was looking for a capable partner. In the meantime, the GIZEH Group had risen to second place in its market sector in Germany, and was also considered an attractive supplier by big players in the industry, such as the Nestlé Group. By the end of 2006, GIZEH Elsterwerda was already making a significant contribution of approximately €25 million to the groups’ turnover, which had by then risen to over €80 million. In 2004, production started with four injection moulding machines. After an urgently needed business expansion in Bergneustadt failed, GIZEH decided to open a new site and, as many customers had already decided to move their production to the former East Germany, chose Elsterwerda in Brandenburg. Within a very short time, a large number of new orders was acquired, primarily from the fine foods industry. A number of competitors were already using the process, but GIZEH, thanks to its high technical expertise, was one of the market pioneers for the technology. It was particularly active in the field of in-mould-labelled packaging. GIZEH Verpackungen was deliberately positioned as a specialist in technically demanding packaging solutions that were at the same time tailored to the customer’s requirements. But to get established in the fast lane for the long haul, it needed a convincing overall strategy, one which was found through reflection on the core competences that had been honed and practised over the decades: innovative power, process expertise and high development competence. Now, GIZEH also offered the high flexibility of an independent family firm, with short and fast decision-making processes. In addition, the Nazi party’s policies with regard to consumption emphasised moderate, affordable pleasures and protected the tobacco industry from legal restrictions. Every year, 100,000 tonnes were imported, above all from Greece, Turkey and Bulgaria. Despite striving for economic independence, Germany remained the largest tobacco importer in the world in the 1930s. The initial economic upturn in this period led to marked increases in turnover among German cigarette paper manufacturers, who employed around 2,000 people at this time. In contrast to many other Jewish businesspeople, however, both were generously compensated and, until the end of the war, received a share of the profits for every booklet sold through a special account set up for this purpose. Max Maier and Sabine Obenaus first gave up their management roles, and then left the firm entirely by emigrating to the USA in 1937. In May 1933, Dr Vincenz Wachter, previously an authorised representative and tax consultant for Schoeller & Hoesch, took over the management of the firm. GIZEH in the period of National Socialism
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