labor was used include three factories in Hanover, Berlin, AFA's Stocken and Hagen plants, and Pertrix GmbH. Concentration camps were set up on the grounds of the AFA at Hanover which included an execution area. According to the Scholtyseck report, there were over 50,000 slave laborers at the Quandt factories during war time. Herbert Quandt was not tried after the war, though his father was interned until 1948 while he was investigated. Benjamin Ferencz, a US prosecutor at the Nuremberg trials, was asked about Herbert. He mentioned that Herbert kept quiet about any evidence that could have been used to prosecute him or his father. Ferencz was convinced that if what is known about them today had been known at the end of the war, both Herbert and his father would have been prosecuted for crimes against humanity. Post-war business activities He gained greater responsibility for companies which his father had acquired and after 1945, he rebuilt them. He developed a business philosophy of decentralised organisation which gave executives wide powers for decision-making and allowed employees to participate in their company's success. When Quandt's father died in 1954, the Quandt group was a conglomerate of about 200 businesses including the battery manufacturer, several metal fabrication companies, textile companies and chemical companies (including Altana AG). It also owned about 10% of car company Daimler-Benz and about 30% of BMW. The conglomerate was then divided between his two surviving sons: Herbert and Harald Quandt, who was Herbert's half brother. BMW was an ailing company and in 1959 its management suggested selling the whole concern to Daimler-Benz. Herbert Quandt was close to agreeing to such a deal, but changed his mind at the last minute because of opposition from the workforce and trade unions. Instead he increased his share in BMW to 50% against the advice of his bankers, risking much of his wealth. He was instrumental in reversing the company's fortunes by financing the BMW 700 which transformed the company's profitability. BMW was already planning its BMW 1500 model when Quandt took control. It was launched in 1962 and established a new segment in the car market: the quality production saloon. It occupied a position between the mass production car and the craftsman-built output of the luxury producers. BMW's sophisticated technical skills put it in a strong position to fill this niche. This model in its new segment firmly established the long-term