The management of BUSSLIST Group also forms a workstream, because we too need to find our feet as a team. In January, we held our first retreat away from our «daily business» – an important step toward building mutual trust, better defining roles within the team, and developing our vision as executive management.

We have been working closely together as the BUSSLIST Executive Board for several weeks now, jointly advancing the “Management” workstream. I am therefore pleased to provide you with an update on our activities and (initial) results.

In addition to management, we would also like to give you an update on other work streams.

(Peter Kolb)

Review & Relevance: Last month, we focused on truly “growing together.” By setting up rotating workstations in Pratteln and Arisdorf and holding biweekly, reciprocal department meetings, we are actively breaking down silos. To strengthen our sense of unity, we started with a joint team lunch in December. These steps are essential for forming the eight-member team into a unit and strengthening understanding of different cultures.

Noticeable changes & milestones: The operational collaboration is already bearing fruit: Following the departure of the BBA project manager at the end of September 2025, Kevin Kähny and Roger Maire seamlessly took over and are successfully handling BBA customer projects. One highlight was the joint commissioning of a PCS70 and a roller cooler at Berger Paints in Bangladesh (by Kishor & Pascal).

This proved that operational successes forge bonds faster than any concept. The first customer kick-off at Leistritz and the support provided during the onboarding of the new logistics partner Ziegler in Arisdorf demonstrate our new effectiveness. Our “mentor concept” also prepares the first project managers for the handling of kneaders in order to transfer knowledge in a targeted manner.

Outlook: In the coming month, the priority will be on harmonizing working methods. Together with QM, we have created a process profile, and now we are working on the details of interfaces with the departments involved. This work is essential for our new ERP system. Another key issue is the creation of a shared project repository together with IT. We hope to gain valuable insights from LIST, who have already taken this step, because an integrated team repository opens up new possibilities for us – from efficient rights management and the use of the MS365 environment to the use of modern AI tools.

(Michael Frank)

Last month, further progress was made in the engineering workstream with regard to the integration of the engineering activities of List Technology AG, Buss AG, and BBA Innova AG.

An important milestone was the new organizational chart in Engineering, which was communicated at the end of last year and now serves as a clear guide

for roles and responsibilities.

Personal exchanges and visits to the respective production facilities have helped to build mutual understanding and promote cooperation across company boundaries.

In the area of control engineering, the integration is already visible in everyday work: Juan is taking on his first projects and tasks. This actively shares expertise and further strengthens cooperation in specific projects.

Another important step is the planned centralization of engineering in Arisdorf. The aim is to bundle engineering activities there. The office space will be expanded in the near future. As soon as the completion date has been set, the relocation of employees will be planned carefully and in line with requirements.

The priority for the coming month is to further consolidate cross-location cooperation and to consistently push ahead with the organizational preparations for centralization.

(Domonkos Gaspar)

Since starting on December 1, I have had the opportunity to get to know the organizations in Pratteln and Arisdorf very well. The focus was on personal exchanges with the teams, understanding the processes, and developing a shared vision for the future. At both locations, I encountered highly committed, open, and helpful IT teams. It is also clear that both IT architectures are already at a good level in terms of security, thus forming a very solid basis for the next steps.

After this familiarization phase, we have taken on our central task: developing an IT strategy for the next five years. Simultaneously, we are ensuring that ongoing operations remain stable (“keep the lights on”). Our priority is to reliably operate IT services in the currently still separate environments and to provide you with professional support in your day-to-day business.

The technical integration of the technology landscape is our first strategic initiative. We are currently actively preparing for implementation in order to create the future BUSSLIST technology platform. This project will take time – we are consciously entering a transition phase. During this transition period, the separate environments and security requirements will impose certain restrictions on collaboration. We are aware of the challenges this presents and are working specifically on workarounds and support processes to mitigate these temporary inconveniences as much as possible.

The current solutions are designed as a transition. Thank you for your understanding and support.

(Victor Callegari)

The Growth & Visibility workstream has set itself the goal of positioning BUSSLIST as a new brand in the market and strategically and operationally anchoring the collaboration between Business Development, Marketing, Technology, and Sales.

In January, we established a common understanding of our sources of revenue, the markets and applications in which we operate, and who our relevant

competitors are. In addition, Daniela Hees has taken on a central role in marketing for the cross-company planning and implementation of trade fairs and conferences, including Plastindia.

Manuel Steiner, François Loviat, Eberhard Kühlbrey, and Victor Callegari reflected together on where we stand today and how we want to develop in 2026 and beyond. Roman Häfliger adds the BBA perspective. It was important to us to create clarity through open questions, explanations, and active listening. We see this clarity as the basis for consistent alignment, clear positioning, and future sales and innovation initiatives.

A growing common understanding of our markets, applications, and processes is already becoming apparent. At the same time, it has become clear that we would like to involve more colleagues in order to develop the basis for a broadly supported vision, mission, and value proposition. The interdisciplinary meetings and an initial workshop held to date have contributed to a better mutual understanding and acquaintance, both professionally and personally.

Next month, the focus will be on further developing the company’s positioning and brand. The main focus will be on our priorities for markets and applications in 2026, our competitive differentiation, and collaboration between Business Development, Marketing, Sales, and Technology. Product Management and Innovation will also organize similar exchanges—more on this and the team’s work results in the next update!

If you have any feedback or questions, please contact Victor Callegari.

(Francois Loviat)

In the past weeks, the focus of the Technology workstream has been on organisational topics, particularly on clarifying responsibilities and interfaces. This step is especially important for BUSS, as the former process team has been split into two distinct units: Sales & Process and Technology. Establishing clear structures and responsibilities at this stage is essential to ensure effective collaboration and to set the basis for the new ISO-workflows.

Within this framework, the start-up & commissioning and Test Center organization is now coordinated within the Technology group under the responsibility of François Loviat. André Steckler continues to be responsible for the pilot test organization and coordination in Arisdorf. This setup will be reassessed once the Buss Test Center is operational at the Arisdorf site, allowing us to adapt the organization based on real operational experience.

Our actual key priority remains to bring together the BUSS and LIST Technology and Test Center Teams in Arisdorf as quickly as possible. A clear prerequisite for relocating the teams is the move of the BUSS Test Center itself, which is currently in the planning phase. For this major relocation project, André Steckler has been appointed as Project Manager, supported by Leonhard Parakenings. Both are currently assessing the costs involved in the Test Center transfer as well as the corresponding timeline.

At present, the required permits (environmental, noise, emissions, etc.) are being clarified with the cantonal authorities. In parallel, requests for quotations are underway for the infrastructure work and equipment needed to operate the BUSS Test Center in Arisdorf.

One of the challenges we are currently facing concerns the size of the two Compeo 55 machines, which are too large for the existing bays at List. One option under evaluation is to install these machines in the hall currently used for storage and mechanical workshop. A preliminary layout illustrating this option can be seen below:

While this hall offers sufficient space for the Buss machines, this option would force us to look for alternative storage solutions to relocate the equipment presently stored in this hall.

These steps mark important progress toward a unified and efficient technology and testing setup in Arisdorf.

(Nadine Preiss)

In the People, Culture & Organization workstream, we have laid important foundations for the integration of BBA, LIST, and BUSS in recent weeks. A key objective is to harness the potential of the new group for our employees—for example, in knowledge sharing, mutual support for processes and procedures, learning from each other, succession planning, talent development, and the targeted development of individual potential. New opportunities are opening up

here for the new BUSSLIST Group.

An initial assessment of existing HR processes and procedures has already been carried out, along with an overview of the status of regulations and employment conditions. In addition, the first important decisions have been made: the new organizational chart has been defined, and by the end of April, employee appraisals in Switzerland will be conducted jointly by previous and new supervisors to ensure a smooth and respectful transition. This goes hand in hand with the review and revision of job descriptions to ensure uniform documentation. At the same time, we are working to give all managers access to their teams’ timesheets and documents. We can also announce that a Felfel vending machine will be installed in Arisdorf on April 1, which will be restocked weekly with a variety of meals, snacks, and drinks.

Next month, the focus will be on further developing key processes and establishing priority areas. We will also be looking at how a shared HR IT tool could be used and what a shared website with integrated applicant management might look like. Another important aspect is recognizing cultural differences between the companies so that we can address them in a targeted manner.

In addition, budgets were approved for team events to help our teams grow closer together. Discussions between Philip as CEO and the individual teams were actively encouraged through roundtable discussions and personal meetings, including at the New Year’s reception at the Arisdorf headquarters. We as a workstream are also on the path to finding our footing and have embarked on this journey together as a team.

(Eberhard Kühlbrey)

Since spring 2025, the sales and technology departments at BUSS, BBA, and LIST have been actively working on closer cooperation. Customer inquiries that do not quite fit into our own portfolio are forwarded directly to the sister company with the more suitable technology. We are already working closely together on some customer projects, such as Meiji Japan, and joint development projects, particularly in the battery sector.

This collaboration not only helps us get to know our new colleagues, but also helps our customers get the best possible solution for their process requirements. In addition, we can familiarize ourselves with the new technologies and working methods of our sister companies in real customer projects and not just in theory.

At the beginning of 2026, several important topics will be in focus. These include:

• Organizational integration of the sales teams
  In addition to our top priority of securing as many high-quality orders as possible, we need to clarify and, above all, implement future cooperation, mutual support, and responsibilities between Strengelbach, Pratteln, Arisdorf, and the regional offices.
• Introduction of the CRM system at BBA and LIST
  The aim is to standardize sales processes and management reporting and improve cooperation across all sales teams and regional offices.
• Planning the relocation of BUSS colleagues to Arisdorf
  This step is intended to simplify and further strengthen cooperation. As we all know, the best ideas come up over a cup of coffee or tea together – and rarely during a video conference.
• Training of sales teams and subsidiaries
  The training courses are designed to help us gain a better understanding of the still new technologies and also to accelerate networking within the new organization.

(Holger Erhardt)

Last month, the production workstream focused primarily on gaining a better understanding of the entire supply chain across all three companies – from procurement and production to assembly at five different manufacturing and assembly sites.

• Arisdorf (LIST Technology)
• Biel (LIST Halbich)
• Düdingen (BBA Innova – steel belt coolers)
• Frick (BBA Innova – drum cooler)
• Pratteln (BUSS)

Since many work steps are interlinked, a common understanding of the processes is particularly important. A key step last month was the finalization of the new organizational chart for the production division. It clarifies roles, responsibilities, and interfaces and helps us all find the right contact persons more quickly. This lays an important foundation for smooth cooperation along the entire supply chain.

The first changes are already noticeable. Communication between BUSS, BBA Innova, and LIST has become more intensive, coordination is more structured, and topics such as procurement and assembly are increasingly being considered jointly. This facilitates daily collaboration, reduces friction losses, and avoids duplication of work.

Specifically, we will integrate the procurement and manufacture of BBA belt coolers into the BUSSLIST Group in 2026. Currently, the belt coolers are procured, assembled, and commissioned by a third-party supplier in Düdingen. Starting in February 2026, we will engage in intensive discussions about the required assembly space, the necessary assembly expertise, and the components and suppliers needed for manufacturing. The next coordination meeting to determine the strategy for a smooth production transfer will took place in Strengelbach at the beginning of February.

A special milestone was the joint New Year’s reception with all three companies in Arisdorf and the production kick-off meeting on January 22, 2026, which provided an opportunity to get to know the relevant contacts in the production department in person. After all, good cooperation is not only the result of processes, but above all of trust. When you know who is behind an issue, questions can be clarified more quickly and solutions can be developed together.

Next month, the focus will be on clearly defining future cross-company collaboration. Precisely because we are (still) working without a shared IT landscape, it is important to consciously coordinate processes. Specifically, cross-company work packages, for example in procurement and assembly, will be further developed to make collaboration easier and more transparent for everyone.

(Steven Bärmann)

We are currently working with the IT department on a concrete proposal for a temporary solution so that we can move forward with our collaboration within our department. Until this is implemented, we are deliberately focusing on areas where we can already make progress. The focus is on customer service for LIST, BUSS, and BBA:

1] Creating transparency about working methods

• Presentation of the software and tools used
• Clarification of information gathering (sources, filing, responsibilities)
• Understanding pricing (approach, basics, interfaces)

2] Presenting technologies and building a common understanding

• Working principles of LIST, BUSS, and BBA (processes and procedures)
• Overview of product areas (portfolios and demarcations)
• Exchange on specialties (strengths, special features, best practices)
• Insight into the history of the machines and their characteristics

3] Start pragmatic cooperation between service technicians

• Review existing appointments where service technicians can already be deployed or sent out together (on-the-job training)

Organization and target vision

Operational coordination and integration with BBA is being driven forward by Bruno Imgrüth, Liesa Konrath (represented by Marc Sieffert), and Roman Uhri.

Lasse Andersen, Marco Schaffer, Roman Uhri, and Steven Bärmann are responsible for coordination and integration between LIST and BUSS.

Our goal is to create a uniform understanding of working methods, technologies, and cooperation even though system integration is still lacking. This will enable us to move quickly and efficiently into implementation.

(Adrian Bürgin / Marcel Imhof)

The existing process landscapes were compared with each other in order to identify and reconcile similarities and gaps. This harmonized overall picture serves as the basis for the development of a uniform and sustainable management system.

Based on the analysis, an initial version of the future process architecture (process map and process hierarchy) was created.

To promote a common understanding of processes, process profiles were created for future process owners. These profiles contain the relevant requirements in accordance with our certifications and describe the process at a high level (input – process steps – output). The process profiles are used to identify and assign process risks, opportunities, and interfaces to other processes.

With a focus on the core operational process (project implementation), the first process workshops were held together with the process owners. The different approaches and dependencies were examined and the mindset for the future process was sharpened. At the same time, the first process profiles were described.

The challenge here is not to get lost in the details of the processes, but to reduce the description of the process to the essential elements.

Along with the organizational changes and shifts in responsibilities, process interfaces must also be redefined and evaluated.

An important milestone was reached when the certification requirements were successfully clarified and agreed upon with the external certification body SQS.

The certification requirements and upcoming system audits represent the framework conditions for further action and the continuation of our certifications. Accordingly, there is a clear focus on further developing and finalizing the process profiles at Level 2 – process groups in workshops with the respective process owners.