Reestablishment Period (1991-1994)

In 1991, Brian Larche, Chairman, President and CEO led the purchase of EMP from Freudenberg-NOK. At that time, the Company was no longer considered a core strategic focus for the newly merged Feudenberg-NOK. A significant opportunity was created as foreign competition in the heavy/diesel market resulted in the outsourcing of components to suppliers who had proven their ability to provide quality parts and on-time delivery, at competitive prices. During this period, EMP successfully converted from manual processes to the use of state-of-the-art CAD/CAM applications and CNC equipment for flexible, highly efficient manufacturing. With these changes, EMP saw sales double to $14.5 million in 1994.

Market Momentum (1995-1998)

By 1995, EMP had established a reputation as a dependable full-service engineering and manufacturing operation in the heavy/diesel industry. During this period, EMP once again doubled sales from $21.5 million in 1995 to $45.1 million in 1998. In 1997, a result of continued profitable growth, EMP expanded into a new 150,000 square foot facility in Escanaba, MI. At this facility, EMP received its` QS 9000 certification.

Building for Growth (1999-2002)

It was vital to build the proper infrastructure needed to support the business and maintain the company`s reputation for quality and service. EMP once again expanded its Escanaba, MI facility by 93,000 square feet, including a 7,500 square foot manufacturing complex and an attached 10,000 square foot tool and die facility. EMP also constructed and opened a 30,000 square feet facility in August 1999 to house R&D staff and labs, ramping up its already significant R&D engineering capabilities. EMP attracted key engineering talent with backgrounds in fluid mechanics and engine design and, to better serve its` customer base, launched a modern 80,000 square foot facility in Greenfield, IN to focus on assembly and logistics for key customers.

Through this period, EMP was selected for technology development awards by the Department of Defense, US ARMY/TACOM, and the Department of Energy. These programs enabled EMP to develop its core portfolio of advanced products, including electric water pumps and oil management systems. EMP saw the issuance of their first patents in early 2000.

In late 2000, EMP acquired Stewart Components, a manufacturer of high performance water pumps for NASCAR and the motorsports market. This was a strategic move for EMP to enter the high-performance engines market. The acquisition offered EMP another avenue for the testing of its thermal management products under the harshest of conditions.

2001 was a year wherein EMP received industry wide recognition for its achievements, including being named Michigan Manufacturer of the Year. Significant strides were made in the advancement of EMP`s thermal management technologies. EMP received numerous certifications and industry awards as an innovator and leader. The Company also launched its` second assembly and logistics facility during this period. Located in Indianapolis, this 110,000 square foot facility was strategically placed to serve key customers in the Midwest. By the end of 2002, annual sales reached $145 million.

Market Leadership (2003 - 2006)

By 2003, EMP had the necessary infrastructure (people, facilities, robotics automation capabilities, quality products) to attract and retain new business, with new customers in new markets. While continuing to manage a key customer base of OEM diesel engine manufacturers, EMP began a strategy of product and market diversification in its` conventional product business.

Throughout this period, it was critical to stay energized. EMP began to introduce patented, electrified thermal and oil management components/systems, which became known as EMP`s Advanced Products portfolio.

In 2006, EMP expanded the company-owned Greenfield, Indiana facility to 140,000 square feet. This expansion enabled continuation of growth, while EMP management launched a broad Six Sigma initiative across the entire organization. With a demonstrated commitment to continuous process improvement and efficiency, EMP continued to experience continued growth in sales and market share through this period.

Commercialization of Proprietary Electrified Products (2007 - ongoing)

In 2007, struggling with a global recession, EMP began the market rollout of the Mini-Hybrid Thermal System for the Transit Bus market. This commercialization soon caught the attention of over 150 transit properties across North America. By 2014, EMP Mini-Hybrid Thermal Systems are in nearly every major transit property across North America, South America and Europe. A worldwide market and commercialization capability emerges.

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