So good morning, everyone, and welcome to our Capital Markets Day. It's a pleasure to have you with us, those joining us here and those joining us virtually. Before we begin, just a quick note on some housekeeping items. There will be 2 dedicated Q&A sessions throughout the day. And if you're joining us online, feel free to put your questions into the chat and we will be monitoring it and do our best to pick it up during those Q&A slots.
Today is also a very special day for me because after several years as Head of Investor Relations at Heidelberger Druckmaschinen, I will be handing it over to Sasha, who will be introducing himself later on. And I'm really confident that Sasha's a perfect choice and I wish him all the best.
So for now, I hand it over to Jurgen Otto, our CEO, to open this event.
Yes. Thank you. Thank you, Max. Welcome, everybody. Yes, Max is a great talent for us for Heidelberg. And so he is rotating and Sasha's rotating back from other functions. And I like the cross-functional rotations inside the company gives us more strength, more power in our competition. Yes, we are celebrating. I think you saw it, 175 years. It's a great history, a long time for our company and good to have you here. I think we're waiting for additionally 5 people.
So I'm starting slow, but we are not waiting. We are starting. Okay. Next page. This is our agenda for today. The party, of course, we show our strategy for the future, where we're coming from, where we want to go. And David will be especially showing our business segment strategy. So he will get the details of going forward in our tough market.
[Presentation]
Yes, we expected some of loss, but this was a present from us to us, this movie. And I think this shows also part of our history, but also the future, focusing on packaging, on things to grab on physical things. And yes, again, good to have you here. And now we start with our presentation.
Yes. It's David and myself. I think we're sitting here. We started last year in July, and it was a jump start. I think we showed up also at the Drupa in May. I think May, June, May, June was the Drupa last year. And this was our first contact to Heidelberg, was my first, but I think he stayed already 6 years in the company at that time. So we are the team of Heidelberg, the new team I'm coming from automotive business for almost 30 years.
And so we combine our strengths, I think me from outside pushing forward cost structures, efficiencies, productivity. I had my whole life. I had circumstances of lowering pricing every year. So we had to push productivity also year by year. And now to combine these activities is one of the success factors here at Heidelberg. Yes. This was our start. We had to face the brutal fact after the consumer restraints ahead of Drupa. Sales were down by 20%. And yes, after Drupa, we had a strong order intake, and we accepted the situation in the cost structure, and this is what we did in the next quarters.
So I pushed on cost personally -- personnel costs, but cost structures in the whole company in every detail. And this was the year-end result after a really strong, strong quarter 4. So, this is the fact we gained. Efficiency, steadily increased production output, and this was the result out of that. And we are looking forward, of course, to keep this back.
The guidance, we reached the guidance on prior year's level. I think if you look at the top line, this is also a great result, which reduced the cost in the personal staff massively. And we got some agreements also to lay off people, 450 here in Wiesloch, and we reached also our contracts with all German facilities and organizations. The cash flow is strongly positive. This was, if you look back to the first quarter with UR 100 million minus, I think, a strong result coming back with a strongly positive free cash flow, and this is also our ambition moving forward.
Yes, the net financial position. also massively positive. And again, the free cash flow, the EUR 51 million shows an improved free cash flow conversion. Yes, to tell more about our turnaround story to get more into details. Our strength of ours is the market position, the market leadership, the dominating position in the market. This is our biggest asset. We have the highest scale, so we have the highest resilience, if you look on that. And our global sales and service network works in 170 countries. And the next thing is we have a strong -- a really strong position in China. We have production in China, and this gives us the possibility to address this market also this low-cost market.
Also, if you see our turnover, we don't have any turnover right now in India. So this market is completely open for us to address. Secondly, our market position also in China, we can move forward and as I said, leverage our facility down there. The brand experience, you see it here. You see it in Wiesloch. I think you can almost smell our brand here, the original Heidelberg. This is a truly fully German brand standing for quality and reliability and using these machines for at least 10 years, 20 years with a high -- extremely high output. That is our market position.
Of course, we had to face challenges. The highly footprint in Germany, we had to address the cost, the personnel cost. These were too high. And of course, we had to get into touch with our workers' council and the Egemetal to find solutions to stop the higher cost for the future. And as I said, we found some contracts with all the companies in Germany to address this problem.
Life Cycle business. This is also one a major part of our business. We've seen here almost EUR 900 million were coming from the Life Cycle business. So it's consumables, spare parts, service, and this is a great future also for us because it's coming and coming and coming year-by-year. And we -- as I said, we have this strong sales and service network in 170 countries. This gives us a possibility to work with our customers really deeply in every country and address again with every new machine, new contracts on this area.
And we capitalize economies of scale coming from Automotive, as I said, we have to use the economies of scale. So we are the high -- we have the highest demand on states, for example, on towers, on almost everything around the globe. So -- and to use these scales for every customer, gives us the possibility to get a win-win situation with our customers. Win for Heidelberg and win also for our customers.
This will be in the future. We are working on a global digital end-to-end ecosystem for our customers. So it starts, of course, of the layer is the Prinect software in this year, the second year. So this is a complete layer for the whole production process, starting with prepress, the press operation and, of course, post press machinery. So our layer is our own software system Prinect. And we can, of course, adopt also machinery from other suppliers. This is a great offer for our customers. You have used machinery, you have other producers. We can integrate everything in our Prinect system. And this is the basis also for new automation in the future a new digitalization and using the data lake we are creating. You will see the data lab later on in the PMC here, just around the door where we're opening today. And this data lab is creating, of course, massive data from a day-to-day operation in the plant. So -- and this gives us the opportunity to talk to our customer with his data in comparison to other data to other opportunities.
And we have connected more than 11,000 machines around the globe via Internet, where we're getting, where we're receiving the data in our data lake, and now we go into the comparison. What is your performance with your latest machine? In what shift, what person in the steering? So we can discuss with every customer in detail to gain his productivity. And this is a huge offer and many customers, of course, use this technology to gain more performance and productivity and also, of course, more automation because people in the next future are a problem also in the print shop. So we can automate more and more our process -- and with our data-driven solutions here, we can have a very productive and automated ecosystems, as I said.
You will see here David will go into details, you see all the different production types and press types, you have toner, you have ink, you have almost everything. You have sheetfed, you have digital. So the whole plenty of possibilities are here in this software and hardware network in this ecosystem. And of course, our knowledge, you can imagine that. Of course, it's expensive to have a production, to have a foundry in Germany. It's almost a nightmare if you think about the energy cost. But on a physical standpoint, it's their first and not everybody could buy in China and ramp everything down in Germany, yes.
So we are glad to have it because if you think back 2 years or 3 years, people started to fly these parts from China or from everywhere around the globe because there were no containers or the container costs went from EUR 2,000 to EUR 20,000, in this time period. So what we try is to use our foundry, for example, on a high level of capacity, 70%, 80% of efficiency and production output. And therefore, we offer this capacity also to third party, to other industries, which are using heavy machinery parts. And this is one of the aspects.
The second is, Heidelberg is one of the best machinery companies in the world, still. And also looking forward, we will be 1 of the best machinery companies in the world. Our precision, our demand for precision is 10x higher than in the automotive industry, 10x higher with that kind of production 600 meters, it's immense, it's immense. And not many companies in the world have these technical capabilities. There's none in China, there is none in the U.S., which our capability in printing. And to use these capacities and competencies is one part of our future strategy.
And if you look at the different areas, we can -- I have to come back to these areas, we can use for almost every industry. And we will come to that point, later on. But to keep this in mind, 10x higher than automotive and really fast production needs. One part of our network, and we had it before, it's the 170 countries with the service network. And this is also for the future a big, big asset. All of you know that the service business is highly profitable, and we will scale this up also for other industries. We will come later on, and Sasha will tell you where we focus on that point in the, for example, Amplifier business. This is a huge part of our future strategy.
Yes. Our growth strategy, I think anchor points are, of course, the core business with packaging. And we have a trend for paperization, coming from foil will be also transferred to paper. Also in countries like India or China, you see this clear trend for more nature aspects and having the clean oceans. So the paperization we see here, paper-based packaging is one of the megatrends we will focus on.
The second, sales and service. Third is the vertical integration of packaging. What does that mean? We focus and we tackle the whole process of packaging with prepress and postpress and all steps in between, with robots with really a seamless automated process. Without any people in this production area, completely 100% automated. You will see this later on. We will say this afternoon. We will show you that. And you can feel the productivity, and you can feel the approach of a seamless, automated, highly software dedicated also production. And you will see these global trends for these mega companies. We call them, you see this ALD and Lidls. You see the Amazon. Everybody is looking for scale. Everybody is looking for mass production and everybody is looking for productivity and is cost driven.
And this is the answer, a highly automated, a highly integrated process for packaging. And of course, iron back technology to capitalize our technological skills and also the capacities you see here in Wiesloch, one of the biggest production areas around the globe, at least for printing machines.
Yes, we had this point at the beginning. Personnel cost is my favor. Of course, I have to tackle that. I'm the Albert's Director here in the company. So of course, we had discussions. And of course, we had to squeeze and to push for productivity, but there is plenty of room for that, I can tell you. And so we made the first start. And we have a good mood in the company. And we are pushing. And sometimes, if you're playing sports, you know that, the success gives you another second push. If you have the discussion, but the success is the most driver for the next success.
So our workforce will be reduced. And our profitability client, of course, all that. And we have a clear statement also for the future regarding personnel costs, we want to drive productivity further on, in every country, in every position here also in every function, we are driving forward. And we want to compensate every wage increase also for the future. So there will be wage increases, of course, somehow, somewhere, but we want to compensate things in our cost structure. That's the clear target.
So the future will be headcount reduction and a limit of wage increases. And somehow, I wish this also for other German companies because you know that discussion is somehow a discussion about bureaucracy, or energy costs or something. At the end of the day, it's personnel cost. This is our biggest problem in Germany and the productivity around that. And every company has to take up this problem.
So we've done the first step with a lay-off of 450 employees here at our headquarters. And we have every side in Germany, finalized with another agreement. So we reduced headcount in Germany by around 600 position and not losing any productivity. This is just pure cost reduction and filled up this productivity.
Yes. But it's not only a cost-saving program, I think it's a new spirit that we share here in the company. And it's a wake-up call we had last year, I think, or we made the wake-up call. So you can feel a new spirit. If you see our presentation, a few hours later, it's a complete new spirit that people are -- they woke up, I would say. And so we are pushing forward, but also they don't have the fear. If you move, for example, production to China, what we did, this is also one of the pillar of our productivity story. If you move production to China, people don't have the fear here anymore. They say, okay, in the big picture, it's the right step, what we are doing, producing local for local in China and Asia. And we are looking for other things. And we found some. You will see that.
Our improvement program, so we will gain profitability. And of course, we will safeguard the resilience for the future turnover. And this is for the next years, the estimate for the expected savings in [ EUR 1 million ]. So it's a major part. And of course, we are pushing forward for the top line, David. And this will be a double impact. So we reduced cost and we gain for some top line or additional top line. So the peak will be EUR 80 million from our straight -- from our structural efficiency program. And EUR 55 million will come directly from the head count reduction for the future years. So it's all about scale. It's all about international business and global perspective. This is what we need. And I think this helped a lot in the turbulences of the last weeks and months.
If you see what's happening in the U.S., if you see before the turbulences, the late turbulences from Corona or other stuff, some political issues, wars. So you have disturbances every day. And what helps us in the resilience is our global perspective, our global business approach with this 170 countries. And of course, you have somehow somewhere problems but other countries are moving forward. Today, you will see in Italy, for example, is a big push forward with an incentive program from the government there. So they are pushing.
Our government, I think in the last days, also made an announcement for some incentive program and investment boosting or booster, it's called. So we will have a look on that, but we are prepared. The strategy is to work local for local. Of course, we have our strongest production network here in Germany with big, big facilities like in Wiesloch. We have one in Brandenburg. We have one in Staten. Huge, huge companies, and we will use this network and streamline it and use it also for a third party, as I said, but we push also forward in China. And this is a big, big asset, if you compare it to other competitors in the printing market.
We have a footprint in China. And this is, for us, it's rate. It's just great to have a production base with lower cost, also with some global aspect in sourcing. Of course, we know the suppliers also for printing machines in China. And now we come back also with some imports for parts for Wiesloch and other facilities. So we use this global network also for global sourcing.
We defined a new framework, governance framework, we need more transparency. Still, we need more transparency for us. And you see it in the last column here, so we had redefined product areas. And these product areas like sheetfed or wide-web flexo, postpress digital label software life cycle industry in charging, will give us a lot of transparent cost structure and also business opportunity. You will see later on, we will have a great brand new news -- and David will tell you on that.
I think if you want to work in corporations, if you want to step into joint ventures, if you want to buy companies, this structure will help us a lot because we see the market position. We see the cost structure. We see the efficiency, and we see the profit line of these product areas. And this transparency will be in a much deeper phase than we had it before. And this will help us to get the better decisions on the table.
I think compared to last year, the margin -- business margin. It's a correct figure. Here you see a lot of investments there also for the future, and Sasha will show you where the money went.
Okay. Thanks, our first step, and this is David now.
So good morning, ladies and gentlemen, and also welcome from my side. My name is David Schmedding, and I'm responsible for R&D, sales and service. And as Jurgen mentioned, I've been with the company for 7 years, before joining the Management Board, I've been in charge for several function and sales and service. So being in charge as Managing Director for our German business, European business, and last station before joining the Board was Head of Global Sales.
So welcome you, and it's an honor for us and having you all here on site and also online. So welcome to the community. And I have the honor to give you some more details about our strategy in the 2 core business segments. So first of all, I will talk about the Print and Packaging equipment strategy. And later, I go into the digital and life cycle solution strategy. So to give you a better understanding what we are doing, what we did over the last 12 months already. So there is a lot to tell, and there's more to come.
So yes, Heidelberg, it's -- yes, it's a transformation. The whole story of Heidelberg, it's a transformation story, being a resilience and strategic or having a strategic repositioning. We have successfully evolved from a company rooted in traditional print media to a global leader in packaging system integration. And this shift reflects our ability to adapt to long-term market changes, not just react to short-term trends. And today, packaging presents our key pillar of our strategy, and we are well positioned in this segment aligned with global demand.
And while commercial printing remains part of our business, we see the future there in integrating digital printing into conventional workflow. So meaning we are talking about hybrid production. So combining digital printing with offset printing in an intelligent way with the right software tools. Being more flexible, more automated and better suited to evolving customer needs. And our progress shows we can only change not just manage it.
There are megatrends and megatrends like aging population, rising wells. Yes, this is all about increasing demand in health care, food or general consumer packaging. And we, as a company, have to find the right answers. And one of the answers, especially talking about sustainability, it's yet we have to find answers for sustainable packages because this is one of the key drivers for the industry today and in the future. And you as investors, of course, ask how we grow. And the answer is always, yes, we have to grow in a sustainable way.
Forecast shows that, yes, the average annual growth rate in this area is about 3% to 5% per year, especially in sustainable packaging, and we have to find the right answer because customers and consumers are asking for the right solutions here. And they're willing -- and this is what we know the market, they're willing to pay more if they can get a sustainable package. And 85% of the FMCG brands have sustainability goals within the next years yes, and it's not about sustainable packages, it's about recyclability, compostability and in general, material reduction.
And we from Heidelberg, we are focusing on lightweighting mono-materials and replacing legacy plastics. And sustainable pace supporting the premium pricing, margin protection for the brand and customer loyalty. And here, consumers are increasingly mindful of the environmental impact. The real pressure for sustainable packaging is coming from the consumer. And we know around 80% of our consumers are seeking for sustainable packages. It's now a mainstream. It's not a niche. And packaging is now a brand statement. You see a lot of different brand on the right-hand side. And later when we go to our new home of print, you see directly in the entrance area, a lot of brands, a lot of packages and a lot of them are already made in a sustainable way.
Consumer demand is strong, but regulatory pressure on packages is high. And this is not just the European phenomenon. I think it's a global one. And here, you see the share and also the mega trends by region. So looking around the globe looking to EMEA share of the packaging market close to 30% stable growth with close to 2%. And the key drivers here, you see it on the right-hand side, sustainability, of course, aging population.
Going around to Asia and China, of course, in general, the population growth aging population, the rising worlds are key drivers and total Asia and China accounting for more -- close to 45% of the total packaging market. So this is exactly where the music plays and where we have to exactly find the answer because not only the biggest market share, it's also the markets with the highest growth rates with close to 4 -- a little bit more than 4%.
Americas, Again, it's a market-driven next to population and the aging, of course, by sustainability, customers and consumers looking for sustainable solution. And we have to find the answers. Then looking a little bit to China, and I just returned from a big trade for China print, it was a fantastic show, a great show. And everybody was a little bit cautious. So going to China, what's going on because a lot of our customers are also depending on development in the U.S. Some of the customers are supplying that. But luckily, and this positive feedback, the show was great. We got a great feedback, a lot of ideas. We had more than 100,000 visitors on our booths following our presentation. And finally, and at the end numbers only counting. We got a lot of orders, more than 350 printing units have been sold during the show, which was a big success.
So and in China, this is also one of the things in China for us, it's a one-off, yes, it's an important Packaging segment. So we have a high market share in China, more than 60% market share in sheetfed, offset is with up, which is good, mainly coming from the Packaging segment. And within the Packaging, especially tobacco and all the liquids, et cetera. So the Luxury Packaging are a key driver for us and exactly being the demand of our solutions.
And participation China trade was responding success and showed once again our leading position in China. And Packaging is essential in our daily life. And Heidelberg technology supports good pharma consumer goods packaging. But what the subsegments we are in. And you can see here an overview about the subsegments.
So let's start on top with a folding carton. Folding carton the share of folding carton is about 21% of the total packaging. Market, solid growth rate of more than 2% per year, and we are by far #1 in this market with our solutions supplying here the market with our products and services. The second mark from top is the Label market, an important market, strongly growing by close to 3% annually, close to 10% market share. And again, here, we are #1 with our Flexo and digital solutions. So clearly, focusing on the Label production here, also some nice examples here in the small items on the left-hand side.
The third market of Flexible Packaging, yes, stable development, 2% annual growth rate, close to 20% share of the global market yes, we are planning to entry soon. So we are looking currently into the technologies and the different solutions. And this is also something which will come next, but I'm going to explain, yes, at the end, if not everything has been done by yourself. So it's one of the other points we need to partner. So the Flexible Packaging, a really interesting market looking forward and something we need definitely to consider.
Same is next one, corrugated but, of course, one of the bigger single markets in the packaging world, mostly with simple printing topics involved to see some examples everybody knows the boxes from Amazon, but nevertheless, biggest market, stable growth rates, and we, of course, looking here also internal entry how to do that and in what kind of -- and next to the few other markets, other 20% high-volume markets, for instance. We are well positioned here with our new board master machine. We are going to see this machine up and running later on in our home of print, stable market, well positioned, and we have to yes, let's say, partially paid here in the strong growth of more than 3%.
And what we did over the last year, it's an impressive, I think, track record over the last years looking here into our order intake in the Packaging segment over the last 5 years. And we can see and we've documented that we are able to grow with the market or even above. So we increased the order intake in our Packaging segment over the last 5 years by annually close to 7% per year coming in fiscal year 2021 from EUR 920 million now to close to EUR 1.3 billion. I think this is somehow a proven track. This is the beginning, I would say, more to come because at the end, and when we are talking about growth, it's coming from the Packaging segment.
And we, from Heidelberg today, yes, we're having -- we are well positioned in the Sheetfed segment. We have solutions in the flexo segment with our label machines but also with our flexo machines for the higher volume carton manufacturing, but also there are other opportunities we have to look in and we have to participate in the growth with new solutions.
And one of the biggest news today is that, I've the honor and Jurgen told that I can talk about something new. So today, and you are the first group, we are communicating this message to we will enter -- reenter the very large format market, again, with the new Cartonmaster CX 145. This is a smart approach. And yes, this is not a machine developed ourselves. This is a machine where we've decided to base this solution on the Manroland 900 platform. and we will integrate this machine into our workflow. So this is a smart way of doing cooperation for the future, helping us to, let's say, to tackle the high-volume folding carton market in food, beverage and consumer packaging. And yes, we, from Heidelberg can make the difference with this machine.
We will integrate this machine in our workflow software. We will integrate this machine in our customer portal. We will use our own service to keep this machine up and running to keep the productivity for our customers because we know that our customers are looking -- who are interested in this machine, were looking for the highest productivity and the highest productivity comes along with a perfect service. And we from Heidelberg, we are having this. So this is one of the biggest news of the day. So yes, not everything has to done by ourselves. So in this time, it's coming with a smart collaboration. And this is a very good solution, and we are starting to sell this machine directly after this event this week and the plan is to have the first installations in the field already in this fiscal year.
Good thing is here. No substantial R&D effort is needed for the time being, we just leverage our global network and workflow know how. Yes. So one of the biggest news. And this is exactly this move will help us to somehow make our picture here for our product portfolio, a little bit more complete. I'm not saying it's completed now because there are still some empty spots. But looking now to the Folding Carton segments, we are now well positioned here with Sheetfed offset in all formats [ 50/70 ], [ 70/100 ] Now [ 100/145 ].
And this, in addition with our Flexo solution, the board market approach on top for the peak perform at [ 600 meters ] a minute. I think this is exactly the message our customers are looking for. And we are now the only one in the Packaging segment who is supplying everything for our customers, combined with solutions here for corrugated liner board applications and yes, Flexible Package about this. And here also, we are looking into possible entries. So more to come. But for the time being, I think here, especially on the sheetfed oxide side, now we are closing one gap we had now for the last 5 years.
And as mentioned before, it's not all about doing everything by our -- by our own. So it's important to look always around to find the right cooperations. And one of the most important we have communicated to the market last year was and is a cooperation with Solenis. With Solenis, we have a cooperation for let's say, sustainable packages, for barrier coatings. We are looking into interesting solution together with our Board master. And the good message is here, we are looking not just for a special coating, we are looking for a connection between a coating and our machine. Because at the end, if you find a connection, it's like a digital printing machine, you are supplying the coating with the machine, customers a subscription. And at the end, yes, we have to participate from a continuous recurring revenue stream. And this is exactly the way we are looking.
It's not just talking about sustainable packages, it's more because we, from Heidelberg, of course, we have to look into our revenues and the profit. So it's all about, at the end, finding the right corporations, which will -- which helps us to drive the Packaging integration forward and Solenis is just one example. Of course, we're looking also in cooperation with the paper manufacturers. We have to look also in the recycling topics. So there's more to come also on the converting and filling. So we started here and I think -- I can tell you that we are in the first discussions with some of the companies doing the filling. Because at the end, everybody is looking to hard work because we are having a strong service network globally.
And at the end, if we have the vision to be the system integrator Packaging, then we have not to stop at the end of our print shop. So we have to think -- abroad, we have to think that we need to think also about how the final products are coming into our packages. So we have to cover the whole approach to be the one and only in the Packaging industry. So our Packaging vision in a summary. And this is -- the most important thing is I think the 2 hands in the right low corner at the end of the final -- it's all about products. Products for our consumers and the product is not just the printed folding box.
At the end, it's a pact folding talk with everything in here with some cakes. But it's all about autonomous production. We have to have -- of course, we have to supply our customers with an integrated value production chain. Here, the printing machine is in the middle, but at the end, you don't see any people in this print shop. You don't see any people packing the stuff at the end. Everything has to be fully automated. And for us, it starts from the packaging design. left hand up to the fill boxes. This is somehow our vision, our view how we look to the packaging industry. And in which direction Jurgen might have are working to -- with our, let's say, single pieces in BLF, the very large format announcement is one of the pieces in the whole picture, which is closing one of our guests.
So I thought, here is a video, but there's no video and okay. turning to the Q&A. Okay then, first of all, thank you very much. This was a little bit -- some insight about our Packaging and Print strategy before we go into the digital solutions and life cycle strategy. We have obviously some time for questions and answers.
Thank you, David, and also thank you, Jurgen. Just a quick remark to those who joined us virtually, please type in your questions into your chat. We haven't received a question until so far. So let's start with the people attending here in person. Go ahead.
What's interesting in this vision, the turnover of this machine the complete rest is additional or potential addition in the discussion. It's pre-press, it's close press, it's robots, automation, logistics. So this is...
We are working on that vision.
Okay. Thank you very much. I'll take the first question. And actually, just on the very last on the entering of the -- you mentioned that the basis of the machine is the Manroland 900. So Heidelberg is actually in the new machine? And will Manroland continue to, let's say, sell this machine in its own way also? This is a competitive. So do you offer yourself as the service and sales distribution channel to Manroland in this idea? That would be the first question.
So let me answer your question. So first of all, this is a sales and service corporation. So there is no -- nothing from Heidelberg in the machine, but the machine will be -- will have a highly but design and will be fully integrated in our workflow. And only the Heidelberg machines will be integrated in our workflows. So there is somehow a clear differentiation from day one. Nevertheless, when this comes on top. But I have to underline also from a cartel law perspective, it's a sales and service cooperation for the time being. But of course, we are looking also -- as part of the next step also having all the cartel law topics in mind, we're looking into that, what can we do also more with regard.
So -- but so that we are in a compliant way. But first of all, the customers, yes, will go with us because we have -- we are the only one with the USPs with the workflow, with the service. Manro will keep on selling the machine. So yes, we are a competitor, but we believe due to our strong network, due to our capabilities that especially the large account and the question, of course, that came from the large account from all the global players into the direction from the customer. And this is exactly why we believe that customers will go with us buying the machine from us in the future.
Thank you. And as an add-on and a little bit beginning with the new savings and the stepped-up savings program. Is there -- are there additional layers in there? And are there also enough costs connected to this new savings? Or is it let's say, purely from productivity measures that we want to increase these savings?
The plan is to have no further layoffs in future, regarding our plan and the business expectation and the one-off costs were in last year.
So this is simply a higher savings target?
Yes.
Mentioned that there's 50 people going down...
600 in Germany, 550 here.
Is that Reaching 8,500 at the end? is that ambitious enough? Or is there some further of decreasing even more?
So you see that if it's not enough. This will show, I think, the next 6 months. And if you have to go another discussion with the workers' council, we will do that.
And the next point in that auto is 3 sites in Germany to global government with the global business, not too complex to hand. It comes to tradition, to history, with the acquisitions were then at the time value, but I would say I mean in Central Europe, at least in Europe, on production side will be more than sufficient because I mean it's so we have been so close and there's no need.
First of all, we made the first year in Wiesloch, concentrating the XL-106 here and giving the [indiscernible] To China. This is one of the portfolio cleaner, I would say. Next step will, of course, the discussion in the foundry for example, also for if there is a consolidation possibility or also a portfolio cleanup and third -- of course, we will have this discussion also internally, and we will pick up our markets, we get a decision, I would say, in September for the next steps. Everything is depending also on our growth story in industry.
And talk about that a bit more talk about your -- I mean, who are your outsourcing customers today? What percentage of revenue are they making? What are some of the, I don't know, biggest or maybe most prominent products? And then talk about we could expect maybe in the future, especially regarding obviously, elephant in the room question now, your potential defense partnerships.
Say the slide that we shared, the revenue share at the moment is at EUR 60 million of the entire group, which is a fairly low number, of course. But we regard this as some kind of an incubator as an industry approach. And we've done a few changes when it comes to organization and when it comes to approaching the industry. As I said, I'm going to go into detail on this a bit later, and we'll have another Q&A session after that. So maybe we allowed to push this a bit further. Yes. I think this is enough for the first part, and now we step to 2.
That's my turn again, okay? Thanks for your questions, and I'm sure later on, we will have also some more opportunities for your question. So let's talk about digital solution and life cycle, our strategy in this area. And when we are talking about digital solutions and life cycle. We are talking about mainly, of course, the digital products, digital portfolio printing products. We're talking about software, but also our label [indiscernible] Machinery is also part of this area of where I'm now talking about. And digital printing itself, it's one of our big -- just looking to the market size and also the forecast here, we are talking about the market in 2024, EUR 5 billion, growing now until -- up to 2029 by 8.5% per year, up to EUR 7.5 billion. So it's a big market.
Market potential is high we, from Heidelberg, we need to find the right answers here to tackle this market in the right way. And it's not just about hardware. It's all about recurring revenue models. And talking about inks, service workflow and also the licenses. So it's more just selling the machine into the market because every machine comes always with the recurring revenue, either with a contract or with a click charge. So at the end, it's not just a machine. And this helps us also to increase the resilience during economic downturns because it's linked to the utilization of the machines.
And how do we do this? Yes, last year during [indiscernible] I'm sure you all know this, we announced a new cooperation here with Canon in the inkjet area. And with Canon Together, we joined force to scale digital inkjet printing solution. And what we communicated now about 1 year ago, so it was during [indiscernible] , during the first day. Yes, it seems to be that we found the right answer here for the market. So at the end, we are well on track with, let's say, our plans we communicated at the beginning. So with our first [ JetFire50 ] solution. So this is the small [indiscernible] Machine. We started -- we sold the first machine. So first machines are up and running.
Customers are happy, not only happy because they're having a digital inkjet personal. They have the machine from Heidelberg together linked with the offset presses connected with the workflow software. So exactly the story we have communicated 1 year ago. So we see now the first cases in the field. And what we are contributing here from Heidelberg is exactly. So we bring in our global sales and service network with presence in 170 countries. We have a deep customer relationship built over decades. Yes, and this is exactly the purpose we communicated at the beginning. We are coming from the top, from the high-performance print shop asking these print shops are asking for injured solutions.
And we are having the relation to the customers. We are coming now in with the inkjet solution at the right point of time. And it is a protect workflow once more, gives us here the USP. So it's not about the machine. At the end, it's a connection of the machine to workflow, combined with an excellent service network. And we are the only one offering a seamless hybrid integration of now digital inkjet production together with offset. So this gives our customers a big advantage. And this enables immediate market access with a competitive digital portfolio. And there's no need to develop everything from scratch.
So Heidelberg now offers the full range, reducing complexity for our customers. And with the launch of the Jet fire digital [indiscernible] , Heidelberg becomes a true full-range provider for commercial print. And the Jet fire 50 is just the first JET 50 is B3 format next year, we are coming with the B2 format. So this is exactly the next step. We are already in the preparation of the market -- go-to-market approach. So this will follow next year and more to comment later.
When you're going to our home of print, you will see the Jet Fire50, not just as a stand-alone press. No, you will see it end-to-end. So there's also post-press equipment directly connected with the press. So giving customers the opportunity to have a final product at the end of the production. And this was Volume 1.
So speedup? Okay, speed up, okay. Okay, and here exactly our, let's say, full product portfolio, and you see the new Jetfire family in the yellow part here, [indiscernible] Business is a stable solid foundation of our digital story with the tone machines, [indiscernible] Now step by step, we are extending the portfolio. And there's an overlap in the middle with the speed [indiscernible]. So it's somehow a special machine for lower run brings. So it's a combination between Sheetfed and Digital. So at the end, and this is exactly the story. We communicated last year -- we have now a proven track record after 1 year. So yes, the first machine is up and running. A lot of machines are in our now will be installed over the next weeks and months.
So everything here on track. And let's say, yes, somehow as predicted last year. Alongside our strong technology base, our Life Cycle business is a second core asset of Heidelberg business model. And let's say, Pronect, I think you were talking about the Pronect before. So at the end, it's about the touch-free solution, touch-free in the hybrid connection between offset and digital. I think I was talking about this so that there's a possibility to link everything with one workflow. Software, AI bus, meaning that the software helps our customer automatically to produce the jobs right, not only sequence, it helps our customer to produce the jobs in a most efficient and costly way. And this is exactly the backbone of all of our solution in the digital area.
But at the end, and once more, this is important to underline, this is exactly the USP for our customers, the software. So this is not just the machine. It's a combination, the connection of the machine with our workflow. So -- and as Jurgen already communicated, Life Cycle business in our company is one of the key assets we are having today. We are talking about EUR 900 million turnover, we are making with Life Cycle Solution. Life Cycle for us. It's everything which is at the end, connected with the machine. Afterwards, or consumer business, service business, software business, everything in the EUR 900 million, pretty stable over the last year and the good message is the share of the recurrent revenue in this number is pretty high steadily growing, and this is one of our key strategic focus.
So we have to grow in the recurring revenue business with all the solutions. So we -- and the good thing is here, we offer everything from a software subscription up to machine subscription. So everything from one hand, everything in our portfolio connected with the machine and paid by the [indiscernible] In a recurring way. And there's more to come. 2030, yes, we want to grow. Digital printing is one of the growth areas. And as Jurgen said, service is the next growth area and we all know how profitable the Service business is, and this exactly the reason why we are looking deeper into this, not just looking, we are doing something. We have defined a clear strategy going forward.
Not only for offset also in digital at the end Service is one of the key pillars moving forward. Also Sasha, pretty sure is talking about this later on. Also Service in the new industry areas we will use -- so recently, we launched our SAP or SAP Corporation. And here, again, service plays an important role moving forward. So this is not just about core business, the Service is about everything what we are doing, clear focus to increase turnover and margin.
So I think we touched this already. So yes, there are high competencies, more than 2,500 people working in the Service area globally, and we have a lot of competency at [ '24 ], our spare parts delivery. We have a high contract coverage with new machines, especially industrialized countries where we are delivering almost every machine with the contract.
And since now, I think, one year ago, we have introduced every machine to go out with at least the remote service contract. So every machine has at least a small contract, which comes with the machine. So this is somehow to have feet in the door of every customer site for service, you see. So we have a strong focus here in this area. So with a high ambition.
And the ambition here is exactly talking about service coverage. It is exactly the way we are moving forward. We want to increase the service on track coverage worldwide, we increased for the Service business to increase in both dimensions. Then we are able, of course, to grow significantly and to increase our margins.
Looking forward and data is, I think, key, but we have 3 different actions in this field of digital and life cycle. So first of all, we have to talk about the portfolio. And here in partners, and this is exactly in my role as also the Head of Sales, we have to listen to our customers. We need to understand exactly what do they need from us what kind of solution is needed. And then if customers talking about solutions, they're always not talking just about a machine. -- because at the end machine doesn't help. They need a final product, the product produced in a most efficient way or in the highest quality way.
So then we have to listen and we have to close the gap in our portfolio. The VLF is just one of the examples on the Packaging side. And here for the digital rent Corporation as one of the answers. We have to look also into alternatives for price-sensitive segments, so price-sensitive segments. So for instance, talking about market. India is one of the topics and interesting-wise. And we just looked into the figures of last year. We had organized have a clear focus to India because India, Indonesia, all these markets.
So we have to have an eye on because there is potential. And last year already, we could increase our share in India significantly [indiscernible] . We sold more printing units now you can say, okay, from where are you coming from? So almost nothing. Yes, now up to 100. So it was significantly for us. But at the end, we need to find the answers for price-sensitive segments and customers.
Second topic, of course, and this is something where we are looking in and we are doing also something is all about refurbished machines so we want to increase here. So because we want to have the market under control. So even in the segment of price-sensitive customers, we need to control which machine is going into which area to which customer cost, only if we have the machine, if we have the connected machine, then we are able to control the market.
Portfolio. Second topic, of course, data. Data is key, and we need to use data in every dimension. And yes, we have more than 11,000 connected machines. And yes, we are collecting a lot of data but we are not collecting the data just for us. We are collecting the data for our customers because we have to use the data to improve efficiency of our customers. We have to consult them because at the end, we all know and we have to face reality the consolidation of the market is ongoing, and we have to support the consolidation and data is, I think, one of the key elements for us to optimize the whole system.
So we have to use the real-time data proactively identify service needs and sales opportunities. Yes, we are using the data also today already today to identify sales opportunities. And in future, and this will be, I think, even more when we are talking also about other products. So today, we understand how much consumption a customer is having. So what can we sell more, what kind of consumer comes in.
So at the end, we can use the data in every dimension. And pricing, of course, pricing and this is something we did very well over the last year. So we increased prices, and they can just stay in this round, not probably later in our customer fees, but yes, we were able, over the last years to increase prices significantly. And also this year, that the next price round already not only planned, it's an implementation. So far, so good, but this is important because at the end, the pricing is, let's say, so crucial for us to be here always on a good level.
Yes, that we have to introduce loyalty programs incentive to improve retention and upsell potential. So there's more to come, but there's a clear way, clear strategy in both segments from both of us, we are moving into that direction. And, so I think this was my part.
Thank you very much for your attention, questions and answers later. Okay, good. So then, first of all, thank you very much.
Okay. Right. So Jurgen Otto and David Schmedding have given you some insight really on the key strategic focus that we have at Heidelberg and which will eventually be the strategic focus for the years to come. And I strongly believe that this will eventually lead Heidelberg into a position where we are able to address even more areas along the packaging value chain and giving us opportunities to also move towards areas like automation, for example, and the likes.
And -- while we are strongly focusing on that strategic area in the core business, of course, that doesn't mean that we are not actively developing other areas within the company as well. And therefore, I'm very happy to give you a bit of an insight on what we are doing at the Technology segment. And hence, my name is Sasha Donat. I am Head of Heidelberg Technology. And as Max has laid out in the very beginning, I am going to also succeed him in [indiscernible] In the near future. And for those who are here, of course, certainly be the chance to have a little side chat during the tour that we've planned over the day, right?
So get back to the Technology segment. And I am actually very pleased to be able to tell you a few things about what we have done over the last couple of months. what decisions we have taken over the last couple of months in the very end, it is about developing a business, right? And with the ultimate aim to identify further growth areas for Heidelberg and making ourselves a bit independent from the core business and come up with new growth ideas because that's essentially what it's all about.
So what are the 2 decisive changes that we've done within the segment. Number 1 is, we've adjusted the organization. One important thing in my point of view. So we established an organization that has a clear P&L responsibility, a clear responsibility for developing the business, but also a personal development and responsibility within the segment. And this new setup, this new organization, I think, puts us in a position to systematically bring in new competencies, industry competencies outside Print and Packaging, which we have done already, right? So we are currently in the process of recruiting and establishing a team of industry experts that will, in the future, drive the operations and drive the business in the industry area.
And the second thing really that we've changed, so to speak, is that we will understand ourselves as a provider of system solutions for industrial applications. So it's really about providing comprehensive -- competent as one value offering out of Heidelberg. So this is a bit of an overview. Essentially, empower your electrification. This is what we have given ourselves as somehow a value proposal. I think that's a compelling offering that we can offer to the industry starting from R&D to software to production and, of course, to sales and service in the very end. And this will help us to yes, industrialized electrification in the industry area.
And of course, also like making use of our structures of our processes and competencies, we will also support our customers in internationalizing their business. So again, our aim is to provide system solutions for industrial applications, combining the competencies that we have with the Heidelberg, and that's the important piece here. And with this fundament in mind, we have identified a range of industries, growing industries, which we want to participate in and we would want to address.
So be it automation, be it the military area, be it off-highway. And of course, also e-mobility, and this is really the e-mobility sector is something where I would like to dig a bit deeper and provide some color on the recent activities and the measures that we have taken here. Okay. So basically, when we talk about e-mobility, we're talking about our subsidiary, Heidelberg amplified. And basically, what and [indiscernible] Has gone through is a twofold transformation.
So first, we've fundamentally changed the business model coming from a pure transactional B2C hardware seller, developing into a B2B service and infrastructure solution provider. And the good thing is, already today, we are offering that full service to customers and B2B customers that need it. And always, this approach comes along with a business model that is reliant on recurring business and recurring revenue models. This will be the fundamental for us making business going forward in the B2B sector.
And the other area where we have transformed Amplify is basically in the entire product portfolio. So we started initially with AC wall boxes and have now developed into a provider of completely new DC fast-charging software charging solutions, which we think are a technological forefront. And having this in mind, really and having this business more in the mind, basically puts us as Heidelberg acquisition, where we can provide a true ecosystem of services that meet a wide range of applications and a wide range of customer requirements. And this, of course, goes beyond hardware.
So already today, we are offering to B2B customers, installation, planning services. software solutions such as back-end software, payment software. And it goes to the very end to financing solutions, right? In case a B2B customer wants to ramp up its charging infrastructure, making use of our financial services puts them into a position to do this in a financially very sound way. And with this model in mind, I think what's more than worth noting is that with this new full service offering. We have managed to win SAP as a completely new account to give you a bit of an impression of what that means.
SAP is the largest corporate electric fleet owner in Germany with more than 10,000 electric cars and 2,000 charging points under management. So these numbers are planned to be doubled, right? And the important thing is due to the cooperation, Heidelberg Amplified is going to be the partner for managing this, right? So we are going to be responsible for integrating the e-cars, the employees into the back end. Making possible that they can do the managing with their payment schedules. We are going to be responsible for ramping up the growing charging infrastructure, et cetera, et cetera. So this really gives us the confidence that we are already seeing and regarded as a true full service partner in the market of charging infrastructure already today.
And yes, simply speaking, if we can do this kind of work, this kind of model with SAP is the largest, let's say, e-fleet in Germany. I think we are in a very, very good position to do this with any other company as well, right? And we are demonstrating this to be very honest, right? So the next corporate partnerships are underway. For example, financial services coming in the MLP or even [indiscernible] . I think the message here is that we are continuing to deliver and continuing to progress on the business model.
I'd like to come back to that ecosystem and the full service offering that we have and the decisive effects around that entire business model, right? And I think that is something that's worth emphasizing or emphasizing the cost. These are the 2 key elements that Heidelberg brings into that role, right, that keeps everything together and which essentially gives us the right to play in an increasingly industrializing charging infrastructure market. I think there's 2 things. One is technology. So we are in a position to build industrialized equipment. So that is the DC solution in the very end. And on the other hand, we are also able and capable of servicing that equipment. I think that's a very important factor going forward.
Looking at the hardware EBIT and for those who are present here today, we'll have the chance to visit Amplified in the afternoon, get a little live session and live feeling for the new solution that we have just announced. And therefore, I will not go into technological details at that stage. But I think the key message around that system is that we are in a position to deliver a crucial element for industrialized charging infrastructure. And for customers, whether it is a key competence to, let's say, provide availability and provide uptime of the charging infrastructure.
For B2B customers, such as CPOs or operators of electric truck or electric bus fleets, right? And these kind of customers, these B2B customers they are really relying on the availability of the charging infrastructure, and they rely on partners on full service partners such as Amplify that the entire system is running. I think that's movement, and that's the direction the entire industry is going forward.
And I think, we as Heidelberg be in an ideal position for delivering so and doing so. That is one thing building industrialized or building equipment that lives up to standards of industrialized industries with the heritage that we have at Heidelberg building printing machines for decades, really, but also, again, the other aspect of providing a service there too. I think that's a very, very important thing.
And Speaking of Service, which is really the second key element we have within Heidelberg. And I can promise you I know what we are -- or what I'm talking here because prior to this job, I was the Head of Global Service for our printing machines for more than 3 years. So therefore, I'm really close to what we are able to deliver in the service area. And the industrial logic, the industrial rationale for Heidelberg to open up the service for increasingly industrialized market as the charging infrastructure market will become. I think that rationale is more than compelling, and it will be a true differentiator for Heidelberg going forward.
So looking at the use case really, what we see, and in case you're driving an electric car as well, you will see at the moment, outages of infrastructure. You will see unreliable service providers, you will see a long response time and downtime of the charging infrastructure. that might be okay for private use, you just simply go to the next charging point. But for B2B customers that are reliant on availability, this is a complete nightmare because the industry is changing in a way that B2B customers, such as CPOs or fleet managers for trucks, for example. And they lose money with every minute the infrastructure staff.
And this is exactly where Heidelberg comes into play. With our structures, with our experience in providing service to industries. And this is really something due to our global setup, the dense setup that we have. I think we have a differentiating point here that, it's second to none for the time being. So again, I want to underline this. Heidelberg is opening up one of its key assets, and this is a Service really to other industries and in this case, the charging infrastructure and thereby, of course, enabling us as a group to identify further growth areas and providing growth in the future by serving other industries as well.
Right. So in a nutshell, we are seeing availability and service as a key differentiator in an industrializing charging market. And we also see that no market participant as of today is able to provide such service as Heidelberg does. So there is no player with such a global setup with such a dense setup of service technicians. With such let's say, short reaction times. And also with such a logistics infrastructure, which is able to provide parts within 24 hours on a global scale. I think these are all elements that are very crucial to the charging infrastructure industry, and that put Heidelberg in a very good place.
So -- and this qualitative reasoning, I think also, of course, opens up a true opportunity for Heidelberg. That is more than promising. And what makes us believe that this is coming that way. We do see demand already today in the market to speak numbers, based on the projections that we see charging points alone in Europe. We do see the market for e-service, as we call it, growing up to EUR 1 billion in 2030 for Europe alone. And again, what makes us believe that this is coming that way. We are in discussions as of today, as we speak, with CPOs, were with other participants in the charging infrastructure on how to cooperate and how to involve Heidelberg and that industrializing area where it comes wrong.
And this, of course, is our main goal in that area is to become a major player in the industrialized charging infrastructure industry and thereby, of course, opening up additional growth fields for Heidelberg Amplified and for the entire group as well.
Right. So I'm very confident, to be very honest. And I'm very sure that there is more to come out of the Technology segment, be it in the area of industry, be it in the area of e-mobility. So I'll stop here for today. Thanks very much for listening. I look forward to your questions. And as I said, very much looking forward to having discussion one-on-one course of today. Thank you.
Yes. Thank you, Sasha, and we will turn to the last item of today's -- then it's the last Q&A session. And let me start with 2 questions we received from the chat before handing it over to you guys again. The first one is on the very large format. And I guess, David' this question is for you. Could you please give us some color on the sales potential as well as if there is a pricing difference between our solutions and the MAN solutions? This is the first one.
Okay. So yes, thanks for the question. So we are targeting a double-digit million euro figure. I think in the medium term, our target. And yes, there will be a price difference reflecting our premium and especially our integration into the workflow software.
And the second question is on the Consumables business and rather an expansion of this business segment doesn't mean that it will dilute the group's EBITDA margin.
Okay. Thanks again, also for this question. No. So our target is her consumers for the digital areas with higher margin, and that exactly will not dilute margins in the total company.
Okay. Data is another question that just came up from the chat. This one is for you, Sasha, for you Jurgen, the question from Sven Sauer. When do you expect the Technology segment to turn profitable again?
No. So basically, the Technology segment consists of different areas and different activities that we see. We also see the Technology segment as some kind of an incubator. So therefore, there are some activities that will lead to success. There are some activities that we see a bit of a slower upfront. Of course, we do have a lot of investments at the moment. But to give a glimpse on, for example, Amplified is we had a pretty successful time during the subsidiaries, right? And then once the German government ended this I think it's well known that the market had a difficult time in that.
So we did some restructuring. And for this fiscal year, we are expecting, let's say, revenues in the upper 1-digit million area, but we're also expecting a breakeven in that fiscal year. So probably we'll really have to differentiate between the different activities that we see and that we have. But for the ones that are steadily growing, we do have cost measures in place, and we do work towards profitability.
So now I'd like to hand it over to the crowd here in the room. So any additional questions from you?
Maybe you can elaborate a bit more on the DC chargers, do you have a technology advantage versus your competition? And how you are going to compete on a global scale with Amplified based in Germany, a high cost structural disadvantage?
So the first question is technological advantage in terms of the DC. What we see at the moment in the market are the so-called monolith systems, right? So everything is in one equipment, everything is based there. What we do now is to provide a so-called split system where we split like the power electronics into one area and then work with different satellites up to 6, 8 or even 12 satellites are connected to one power station, which eventually gives B2B customers and also us a better basis for scaling up in a cost-efficient way because we've got all the power electronics are covered in one place, so to speak, and then the ramp-up of up to 12 charging points is available on a rather cost-efficient basis. So that is one.
Of course, we do see other market participants also coming into the market with split systems. That's no question. However, we have made up our mind very clearly on the use cases that we see. And therefore, you will also see that the, let's say, size and the makeup of the entire satellite system. This one is closely related to application chances in the retail area. So at all [indiscernible], et cetera, et cetera, where space is scarce and B2B customers cannot afford to lose parking spots. So this is one very dedicated application.
And the other application is, of course, for fleets right, bus depots or truck depots where also you have like limited space available and where you have the chance by consolidating and identifying centralizing the power electronics, you can work with up to 12, let's say, satellites thereby like charging 12 trucks at one moment in time. So that's one thing.
And of course, we do have the best cost sourcing and the best cost production, not 100% of the value add will be mounted here in Wiesloch. That's crystal clear. So we focus on the service, the installation, the software. And as Sasha mentioned, the technical concept, which is the differentiator.
Kind of repeating my question on the first time. So EUR 60 million of revenue within Technology. And you just said, if I heard you correctly, single-digit, high single-digit number of revenue for this year from charging, from Amplified. So talk about the remaining EUR 50 million, what big blocks are, if any, in there?
These numbers basically come up together through the different services that we provide out of Heidelberg, right? So one is really the foundry where we have external business. with companies out of the automotive sector, out of the industrial sector, all of the building sector, for example, others are where we do the production of, let's say, electronic components for the industry as well.
And the third thing is also to have assembly services around here. But this is all -- and I want to be very clear on this. This is all some kind of a heritage business, right? So you will also ask the question, okay, how can you be competitive on these kind of services? And the question or the direction here, and I outlined this in the very beginning, it's not about doing sporadic utilization-driven activities in the future anymore, right? So this might have been done in the past, very clearly. But our approach now is really to build systems and to talk to industry customers on how to, let's say, yes, replace existing parts only, but in turn this into entire systems, which can find places in their end products, so to speak.
So the clear strategic direction is not to sell single services out of assembly or out of production or whatever is. It is about creating a product, and therefore, we are assembling as I said, the industry experts, bringing in people with industry expertise from outside to discuss with carbon [indiscernible] Out of the single industries that we currently have contacts with, on how to integrate and how to establish a true product rather than just doing low-value services for these companies.
Two questions indeed on this idle technology sector you just described. The first is you mentioned you want to grow it by from EUR 60 million to EUR 100 million roughly this year. How much resources do you allocate there in terms of money, in terms of salespeople, in terms of efforts and so on? Because as I understood, I mean, it's a minus thing. How much do you have there? What can we expect? And what are the goals for 2030 to reach because I'm -- that's the first question. And the second question you mentioned a part the EV charging infrastructure. So you're going to look at agricultural solutions, off-highway solutions, green energy, military solutions.
I've been working or have been doing corporate development at big companies, Daimler and Airbus for some 20 years. They also had good idea [indiscernible] On the charts. And none of them -- none of these things have ever made any money also, like you telling us, we have sales efforts, we have salespeople, and we want to reach external customers. What makes you confident that you really reach these external customers and reaching goals at least this year, roughly some EUR 70 million, EUR 80 million would also be a good success. That's the second question.
Maybe I'll start first. So today, we hired Michael Wilson. He is a former Board member of Deutsche and Tyson Kropp, he started today. In this segment, second answer. Today, we are producing parts where our customers are not able or not willing to produce this. I said they are not able to produce this complexity. And therefore, of course, this is a value also for the future that we can produce parts where nobody is able to produce it at least in Europe.
But I think nowhere in the world. So we have a special competence in special segments. And like Saga said, we want to create a kind of ecosystem with these competencies, competency in mechanical engineering, and mechanical production, but also electric, electronic, you will see this production here also in Weiloch electronics and to combine this in an ecosystem also serious software, with the whole ecosystem. And we did it for charging, and we can do it also for different other things.
We invented some years ago, also the software or the air updates, not maybe we invented it at least for the printing machines. And today, we have 11,000 printing machines connected to us here. There are not so many companies who are able to run such a system with such a complexity and such a mechanical competence. So the idea is the more complex, the better for us. And this is what we want to use in different cases. And we have a lot of interest. Some we can tell you. With military, it's top secret. We can't tell you. But of course, the competence is evident that we have.
And we have -- if you compare it to other companies, we have 50 tonne cranes. We have huge [indiscernible] , 50 tons, 30 tonnes, 20 tonnes. You will see that. We have the infrastructure. We can start tomorrow and we started to use this equipment. And this is a complete difference to other companies. We have to invest. We have to make a plan, a project. We are able to run today. That's a big difference.
Let's see if I can touch on the other topics that you ...
[indiscernible] Ease as a consequence of investment. That investment has to be made. And until the result comes there's 3 to 5 years to come. And this story line should be elaborating to there'll be more -- actually, when you do still a merger that [indiscernible] Performance like in today because the [indiscernible] A little for me as investor plan box.
So in terms of investments, yes, of course, you are true when it comes to investments. However, there is a lot existing here, as [indiscernible] Outlined. So we are we can make use of the existing things, right? So -- and again, it's about -- Well, we framed it as a power or electrification. So we do have contacts with the industry at the moment and what do -- what we see as a feedback from the market is, of course, we're always able to talk about assembly or manufacturing [indiscernible] . But then always, we come into that direction when it's about price.
So this is not really the case and the business model we're going to do forward. And what we receive as feedback and also as inquiries from customers is really based on the electronic competencies that we have here. So we are in diverse discussions with customers when it comes to like DC modules or with electrifying equipment or like vehicles that today run by like diesel. So there are use cases in the market, and there are contacts in the market. And again, the only means in doing so is to really bring in expertise outside Print and Packaging, which we have now started. And this will be -- we will continue and then gradually grow up the business. But in terms of the financials that you just outlined, so we are planning to dedicate a double-digit percentage amount into the area.
When it comes to DC, when it comes to developing further areas. So we're gradually shifting into areas that promise more growth or have a bigger growth aspect. And so that's the plan for this year.
I had a question on the presentation, the 2 presentations ago, on the Packaging market again. your entry into Flexible Packaging, you said would be in due course or you said it entry soon it says here. So what are the potential options? I guess none of your competitors is selling their business to you? Are you planning an organic step or as in the past, maybe a cooperation with others? And I guess the same question would be maybe a bit more further down the road for the highly interesting corrugated market as well.
I think, honestly speaking, we are looking in all options. So first of all, organic options with our Board Master machine with our WCC business in [indiscernible] We are well positioned and we can further develop this machine in to be more in the flexible texture Paper-based Flexible Packaging, not so far plastics. So this is also a clear focus. Nevertheless, we are looking also in other options, so outside. So not organic options for topics talk about this. But everything is on the table, and we are looking into everything which is possible because at the end, we need something here, this is clear. This is a clear focus to close this gap in the future.
As you can see with the other operations of cement with Manroland, we want to be the biggest player in the market we want to use the scale. We want to use the core. We want to be the best partner for our customers. But as open-minded also technology-wise.
And for us, it's clear. Packaging is one of the key pillars for growth. And this -- what we've tried to show you is -- we know the potential is we know which market will grow. And now we understand our gap. So this is exactly what we now are aware of. And now we need to fill the gap. The VLF is one of the first step in the Packaging arena. But now let's look ahead and probably be sure that we will come up with some news pretty soon.
So we need to keep an eye on the time. You need to go to the press event, which will start in 5 minutes. So maybe a really, really quick final question, but then we need to come to an end.
Yes, we will accompany you through today. So thank you very much for your interest.
Good day.
