http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/RSS.ashxKYOCERA UNIMERCO PagesTue, 12 Jun 2012 16:24:58 +0200http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=1http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=1Insight into a workplace2012-06-12T16:24:58+02:00http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=2http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=2New demands – new challenges In Kyocera Unimerco, we approach the challenges and opportunities of globalisation by constantly adapting. If we are to ensure positive development we must prepare for new demands and conditions, and be ready for the challenges of the future. New markets, new technology and new products offer a range of exciting opportunities if we are adaptable and willing to learn new things. We must continue to become better in order to stay competitive. That requires us to invest and renew ourselves, but the main precondition is that we have the best, most competent and flexible employees. Therefore, we constantly focus on strengthening the team with new profiles who can make us even better and who are willing to make an extra effort to enable us to achieve better results. On the following pages, you can read about some of the fundamental elements which, in our opinion, make us a different company – one in which enjoyment and human values go hand in hand with competitiveness. If you would like to know more, you can find more information at www.kyocera-unimerco.com Kenneth Iversen Chief Executive Officer 22012-06-12T16:24:58+02:00http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=3http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=3A good team with ambitious goals Renewed progress If Kyocera Unimerco were to be described in just a few words, ”adaptability” and ”innovativeness” would not be far off. These are the characteristics which helped us change a large deficit caused by the global financial crisis into a good profit – in just one year. The means to achieve this included a critical evaluation and streamlining of all working processes, as well as development of new products and services. Adapting to the new reality has required many initiatives and great adaptability, but we have also learned a lot along the way. Therefore, we are now able to take advantage of the growth potential in current as well as future markets, and it looks as if this year could give us our best result ever. We are very much aware of the global economy being unpredictable, but we stopped speaking of the crisis a long time ago. Instead, we constantly assess the situation in order to create new development and progress from the existing basis. The objective is to strengthen our position as an internationally recognised developer and manufacturer of cutting tools. This process places great demands on the individual employee to be flexible, adaptable and prepared to make an extra effort. We always focus on putting together the right team and on constantly stimulating and developing individual employees in order to improve our collective competencies. When strengthening the team, we are thorough and professional. New employees must have the necessary qualifications to raise the existing level and become significant players within the team. Page Products and services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 Development and global growth . . . . . . . . . . . . . . . . . . . . . . . . .6 Geography and key figures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 The right team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 Commitment and community . . . . . . . . . . . . . . . . . . . . . . . . . . .12 Whole lives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14 Taking a stand. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16 A great place to work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18 A good day at work. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19 32012-06-12T16:24:58+02:00http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=4http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=4Products and services Quality, knowledge and customer focus In the main, we are concerned with three product areas: cutting tools and toolholders, measuring tools and tools for fastening. We have spread our business activities over several branches and a large number of markets so as to limit the effect of any negative developments that might occur in individual markets or product groups. This results in more stable earnings besides strengthening our financial foundation. The individual product groups vary, both in terms of size and geographical spread. What they do have in common, however, is that they are quality products which, along with our advice and guidance, can optimise production for our customers and thus reduce their costs. Within all three main product groups we offer total concepts based on extensive knowledge and competencies. As a problem solver and provider of total solutions, our overall knowledge and experience benefit our customers. Our systematic working methods help to ensure that our customers enjoy the best possible production conditions. The advice and guidance often include several parts of the production process, such as choice of tools, process order and optimisation of machining parameters, including cutting speed, pressure and feed rate. Our customers include companies such as Audi, Skoda, Ford, Airbus, Sauer Danfoss, Vestas, Eaton, Danfoss, Tvilum Scanbirk, Swedwood, Velux, Siemens and Danish Crown. Knowledge and Strategy We target our efforts towards specific segments within those industries that work with machines and components, automotive, aerospace, fluid power, power generation, wood/furniture and food. Our highly customer-oriented strategy means that we are required to possess know-how on both tools and machinery as well as on our customers’ end products, so that we can recommend the ideal tooling solution in each individual case. Cutting tools include, for example, drills, milling cutters and thread cutting tools, used in machining centres in e.g. car factories and furniture factories. These products are sold directly to industrial companies around the world. Toolholders are various systems designed to fix tools firmly in the machines. The toolholders are central to overall runout and, thus, machining quality. Sold all over the world – often as part of a total cutting tool solution. Measuring tools are used to check and optimise the quality of the machined workpieces. Measuring tools include all types, from hand-held measuring tools such as callipers to digital 3D measuring machines and advanced software programs for data collection and processing. Mainly sold in Scandinavia. Read more about cutting tools, toolholders and measuring tools at www.kyocera-unimerco.com Tools for fastening include nailers, finish nailers, staplers, compressors, re-bar tiers and machines for driving Tnuts, as well as a wide range of fasteners and accessories. Primarily sold on the Danish market through DIY retailers and exported to the rest of Scandinavia, Germany, Switzerland and the UK. Read more about fastening tools at www.tjep.co.uk 42012-06-12T16:24:58+02:00http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=5http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=5Aerospace Tooling FPG (Food, Plastic, Graphic) Tooling Automotive Tooling Woodworking Tooling Fluid power Tooling Metrology Tooling General machining Tooling Power generation / Energy sector Tooling Construction Fastening Contractors equipment etc. Fastening 52012-06-12T16:24:58+02:00http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=6http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=6Development and global growth Fastening tools Unimerco was founded as a trading company by Hans Foxby in 1964. During the first years, the product range consisted of Tjep gun nailers and nails. The nails were purchased from a French company which also made deliveries to the American company Paslode (now ITW). Following a trip to the USA, Hans Foxby returned home with a contract as sole agent for Paslode nailers and nails in Scandinavia. The contract became the foundation of Kyocera Unimerco’s focus on fastening tools, which remain an important part of our business activities. These products are now mainly sold under the Tjep brand. The Tjep range has been regularly expanded with new nailers, finish nailers and staplers, and by 2010, the product range was complete with the addition of a wide range of fasteners. Today, Tjep is the leading brand of fastening tools in Denmark, and we are well on our way internationally. Cutting tools In 1966, we came into contact with Leuco, a manufacturer who makes tools for the woodworking industry. Through a sole agent agreement for Leuco’s products in Denmark, the product range was expanded to include tools for use in finishing by shaping and cutting. In order to counter the effects of the building crisis in the late 1970s, we further accelerated the activities within the area of cutting tools. Local trading and service company During the 70s and 80s, service became an important activity because customers demanded regrinding of the cutting tools sold by Unimerco. We purchased our first grinding machine and started a collection service for tools needing regrinding in the area. National producer, distributor and service company Our activities spread over an ever-increasing geographical area, while the machinery and product range expanded. Soon, we were also providing a service to the metal and food industries and to the graphical trade. At the start of the 90s, construction and manufacture of customised tools became Unimerco’s way to secure the most profitable production for our customers. During the same period of time, the range was expanded to include measuring tools supplemented by calibration service. International advisory producer, distributor and service company In 1991, we set up a sales company in Sweden as a first step in our strategy towards becoming an international group. In the course of the 90s, we set up businesses in the USA, Norway and the United Kingdom. The expansion, together with a major strengthening of our product range, led to a significant increase in revenue and a doubling of the number of employees during this period of time. 62012-06-12T16:24:58+02:00http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=7http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=7Based on the product range of cutting tools, the international growth increased focus on new customer segments, primarily within the aerospace, telecommunications and wind turbine industries. Global tooling specialist and optimisation partner Through services such as consultancy and customer training, Kyocera Unimerco has made itself known as a professional partner with a wide range of competences who can help manufacturing companies towards a more effective production. Kyocera Unimerco has a lot of expertise in the development and production of tools for optimising complex and costly production runs. Thus, our products can create value for global businesses within a range of industries. While many customers are moving parts of their production to low-wage countries, Kyocera Unimerco sets up companies close to the customers to be able to serve them as well as possible. Stable growth In 2008/09, the financial crisis led to a reprioritisation of the activities in some of our companies. That has contributed to Kyocera Unimerco still being a financially stable and well consolidated business. Acquired by Kyocera In July 2011, Unimerco was sold to Japanese Kyocera Corporation. As a 100% employee-owned company, an important criterion for the sale was Kyocera’s notable, good attitudes to staff involvement and leadership. These attitudes are very similar to our own values. It is now possible for us to continue global expansion together with a solid, international partner, who has the customers, the distribution channels and the technical understanding. At the same time, we are able to offer current and coming employees attractive challenges. Company formations and acquisitions: › 1964 › 1991 › 1995 › 1996 › 1998 › 1998 › 2000 › 2003 › 2003 › 2003 › 2004 › 2004 › 2004 › 2005 › 2006 › 2006 › 2007 › 2008 › 2008 › 2008 › 2010 › 2011 UNIMERCO A/S, Denmark UNIMERCO AB, Sweden UNIMERCO Inc., USA UNIMERCO AS, Norway UNIMERCO Ltd., UK Establishment of UNIMERCO GROUP A/S, Denmark Acquisition of Dandia Industridiamanter, Denmark and Schwarz-Dandia GmbH, Germany Acquisition of UM TRIION A/S, Denmark Acquisition of Nordisk Kartro, Denmark Acquisition of Danskær Ikast A/S, Denmark Acquisition of the tooling and grinding activities at Lind Maskiner A/S, Denmark Acquisition of PEGOMA AB, Sweden Acquisition of Bevini GmbH, Germany Establishment of UNIMERCO Ltd., China, Wuxi office Establishment of UNIMERCO s.r.o., Czech Republic Establishment of UNIMERCO Ltd., China, Beijing office Establishment of UNIMERCO Sp. z o.o., Poland, and UNIMERCO Oy, Finland UNIMERCO A/S split into UNIMERCO FASTENING A/S and UNIMERCO TOOLING A/S Establishment of UNIMERCO GmbH, Hungary, and UNIMERCO Inc., Brazil Acquisition of Derek Walmsley, UK – now part of KYOCERA UNIMERCO Tooling Ltd. Establishment of production facilities in Wuxi, China UNIMERCO GROUP acquired by KYOCERA Corporation Facts about the Kyocera Corporation › Founded 1959. Head office in Kyoto, Japan › 208 companies. Approx. 67,000 employees › Turnover 2010/11: DKK 91 billion › Equity 2010/11: USD 105 billion › One of the world’s leading manufacturers of fine copying systems, microelectronic components, fine ceramic products and solar systems. ceramic components for the engineering industry › The product range includes laser printers, digital 72012-06-12T16:24:58+02:00http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=8http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=8Geograpy and key figures Kyocera Unimerco at a glance As part of a controlled, global expansion, we have made acquisitions and set up new companies. Today, the group comprises companies in ten countries: Denmark, Sweden, Norway, Finland, Germany, United Kingdom, Czech Republic, Poland, USA and China. Moreover, we have sales units in Iceland and Hungary, and we export to a large number of countries all over the world. Opening our first sales office in China in 2005 was a milestone in the history of Unimerco. In 2010, the 3 sales offices in China were supplemented by a facility for production and service of tools, which constitutes an important platform for future growth in the region. In 2008, we acquired the company Derek Walmsley in England (now part of KYOCERA UNIMERCO Tooling Ltd.) The company specialises in advising and supplying especially inserts and related tool solutions to the industrial market in the UK, including the aerospace, off-shore and medical industries. In 2011, Unimerco Group was sold to global Japanese conglomerate Kyocera for DKK 1,445 billion. A close development partnership with Kyocera means that our skills will now have a stronger presence on the world market – for the benefit of customers, employees and our new owners. One year of being subject to a financial crisis does not change the overall picture of Kyocera Unimerco’s development: › From 1992 until today, pre-tax revenue has more than trebled, while equity has increased more than fivefold. › During the same period, the number of employees has increased from 240 to 530, of which 335 work at the main office in Denmark. › Short-term sickness absence in the Unimerco Group is 1.1%. › Every year, we receive thousands of visitors. › Our head office in Sunds, Denmark, covers 22,000 m², with no segregation between production, storage and administration. › The Unimerco Group has the highest possible credit rating (AAA) and is certified according to ISO 9001 (quality) and ISO 14001 (environment). Net turnover and EBITDA 800 700 600 500 400 300 200 100 0 106 117 104 95 59 10 583 493 643 684 October - September DKK million April - March Equity and return on equity 600 500 455 10.2 8.7 6.1 1.6 667 October - September 548 562 508 438 363 12.8 397 11.8 411 April - March DKK million 20% 15% 10% 5% 0% -5% 747 692 608 400 300 200 100 0 7.9 -8.6 04/05 05/06 06/07 07/08 Return on equity 08/09 09/10 10/11 11/12 -10% 107 112 Equity New accounting period 04/05 05/06 06/07 07/08 EBITDA 08/09 09/10 10/11 11/12 Net turnover New accounting period EBIT and EBT 100 50 0 -50 04/05 EBT 61 57 October - September 71 61 60 65 52 48 April - March 71 67 12 15 -31 -35 DKK million No. of employees 800 600 400 200 0 585 October - September 600 650 645 April - March DKK million 68 67 2,000 528 1,263 570 557 510 1,192 1,500 1,000 500 0 997 1,128 1,140 1,149 1,073 885 05/06 06/07 07/08 EBT 08/09 09/10 10/11 11/12 New accounting period 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 No. of employees Net turnover per employee New accounting period 82012-06-12T16:24:58+02:00http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=9http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=9KYOCERA UNIMERCO Tooling Ltd., Fradley, UK KYOCERA UNIMERCO Tooling A/S Sunds and Copenhagen, Denmark Kópavogur, Iceland KYOCERA UNIMERCO Tooling GmbH Esslingen, Germany Gyõr, Hungary KYOCERA UNIMERCO Tooling Sp. z o.o. Wroclaw, Poland KYOCERA UNIMERCO Tooling s.r.o. Brno, Czech Republic KYOCERA UNIMERCO Tooling Inc. Ann Arbor, MI, USA KYOCERA UNIMERCO Ltd., Fradley KYOCERA UNIMERCO Ltd., Sheffield, United Kingdom KYOCERA UNIMERCO Tooling AS Oslo, Norway KYOCERA UNIMERCO Tooling AB Jönköping, Sweden KYOCERA UNIMERCO Tooling Oy Tampere, Finland KYOCERA UNIMERCO Tooling Technology (Wuxi) Co., Ltd. Wuxi and Chongqing, China KYOCERA UNIMERCO Fastening A/S, Sunds, Denmark KYOCERA UNIMERCO Fastening GmbH, Esslingen, Germany KYOCERA Corporation Kyoto, Japan KYOCERA Fineceramics GmbH Esslingen, Germany 92012-06-12T16:24:58+02:00http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=10http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=10The right team We give responsibility to those who have the competency We ensure dynamism and proficiency in the decision-making process throughout the whole organisation by maintaining a flat structure, where to the greatest possible extent, decisions and responsibility are delegated to employees with the relevant competencies. In practice this means that we make pronounced use of self-governing groups and cross-organisational cooperation at all levels. Good working conditions combined with co-ownership, job security, profit sharing and influence are important elements increasing the sense of responsibility, adaptability and flexibility among everyone in the company. In connection with recruitment, we set great store by offering a thorough introduction to the company, so applicants receive the necessary insight to allow them to decide whether they wish to become a part of our business culture. New employees go through an in-depth induction programme covering all company departments. This gives a professio- nal and cultural insight and a good idea of how the individual functions contribute to the integral whole. This way, new players quickly become a natural part of the team. In order to handle the tasks in the best possible way, new employees also receive job-specific training and education in the individual departments. We are constantly working to improve ourselves, e.g. by strengthening employee competencies through on-the-job training, further education and inter-company placements. Professional and personal development plays its part in raising the level and ensuring a higher degree of innovation in solving tasks. At the same time, it increases the individual employee’s qualifications in terms of taking on additional and perhaps bigger tasks within the organisation. Our overall flexibility is bigger if our employees are prepared to adapt, and we do not find ourselves trapped between narrow demarcation lines. 102012-06-12T16:24:58+02:00http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=11http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=11“ When we can all see each other and often meet up, we become one team in one room In Kyocera Unimerco, career steps are sideways as often as upwards. We also have many examples where managers have made room for new talent and then taken on other roles themselves in the company. This constant generational change ensures, on the one hand, that valuable knowledge stays within the company, and, on the other, that valued employees can still feel challenged and inspired. We encourage employees to constantly improve their knowledge. We regard it as a positive trait that employees are aware of their own career aims and wishes, and it has become part of our culture for employees to take the initiative themselves towards further education. In general, the number of resignations is very small, also in times when job mobility in the labour market is greater than today. We also find that employees who have tried pastures new for a while find their way back to us. Several times each year, we welcome back former colleagues who have been away for a shorter or longer period. The roofed village Kyocera Unimerco’s buildings are constructed as “roofed villages” without any partitioning of office staff and the workshop floor. In practice, this means that there are no walls between the departments. For example, the Danish head office is one big building of 22,000 m² where production, stock and administration all work side by side – and many of our companies are laid out similarly. The interior has been inspired by the typical village where everybody knows everybody and also knows the role of each individual person. When we can all see each other and often meet up, we cooperate better and support each other, so we become one team in one room. Our production environment is clean, light and air-conditioned. Working conditions like these are found only rarely in industrial workplaces. The unhindered communication and short decisionmaking processes promote a uniquely innovative environment, where knowledge is shared across all functions and skill sets. Read about how our employees experience a “good day at work” at www.kyocera-unimerco.com 112012-06-12T16:24:58+02:00http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=12http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=12Commitment and community Cooperation across departments We share responsibility and reward In Kyocera Unimerco, it is a fundamental thought that, through our joint efforts, we all create the values, and therefore, everyone should also share the results. In order to establish a clear relationship between effort and reward, we have had monthly profit-sharing since 1977. Everyone throughout the whole group receives the same amount, and the scheme continues even after the acquisition by Kyocera. Management and employees share an interest in making the company develop positively and achieving good results. In many ways, we are all on the same side of the table. All employees receive information at “owner level”. The information includes, for example, daily revenue figures, information meetings every other month and monthly information reports with financial key figures, special initiatives, strategies and development plans. The open office and production environment, where management is also located, ensures free-flowing communication. Along with a high level of information, it gives our employees an insight into the business and an understanding of its development. EqUAl TrEATmEnT › All 530 employees are salaried employees. › Around half are tool technicians (machine workers, toolmakers etc.) who are directly employed in production. The remainder are employed in tool construction, IT, logistics, kitchen, property, sales, administration and management. › For more than 25 years, we have had equal pay for equal work functions. › Salary increases are based on a percentage increase which is, as a rule, equal for everyone at the same employment level. 122012-06-12T16:24:58+02:00http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=13http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=13Profit sharing and co-ownership The inspiration for our profit sharing scheme and ownership model originally came from CEO Kenneth Iversen’s childhood in the fishing environment of Thyborøn, Denmark. A widespread model for share fishermen at the time was one whereby half the ship’s catch went to the crew in accordance with a specific pattern of division. The rest went towards maintenance of the ship, fuel, insurance, interest, depreciation etc. If a crew member did not participate in the fishing, he would not be paid. This provided a strong incentive to go to sea and make a good catch. When the skipper turned 55-60 years of age he would sell 40-50 % of the vessel to his first mate and then sell the remainder around the time he turned 65. That way, the crew was constantly involved in the ownership as well as in the generation of profits. Through the years, the employees who were part of the share scheme made considerable fortunes, which would not have been possible for ordinary wage earners. On 11 July 2011, when the Unimerco Group was sold to Kyocera, the sales amount was distributed between more than 400 employee shareholders. More than 200 employees and managers had a capital gain of at least one million Danish Kroner, while more than 150 gained between a half and a million Danish Kroner. Today, no employees or managers hold shares, but there is still a strong sense of responsibility and ownership – and we still have monthly profit sharing. We are very much aware that part of our culture was based on the joint ownership, but we do not believe that responsibility, community, willingness to cooperate, insight, company interest and commitment are characteristics that can only be attributed to share units. In the coming years, we will prove that what has created and what will continue to develop Kyocera Unimerco are the people in the organisation and our good attitudes towards working and cooperating, which are values that we all share. 132012-06-12T16:24:58+02:00http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=14http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=14Whole lives We try to create the right balance Work is not everything, but we believe that a good job is an important part of ‘the good life’, and that the right balance and relationship between work life, family life and leisure time is decisive to life quality as such. We strive to create cohesion in the lives of our employees, and we are open and honest about the possibilities as well as the limitations in the efforts to make work life and family life form a synthesis. Every day must be inspiring and challenging, and everyone must feel jointly responsible for achieving results. We expect a lot from each other, and we have great demands towards attitudes and efforts. In return, we constantly aim to create the best possible working conditions, which correspond to our demands in a good and positive way. Buildings, management style and reward structure, combined with the informal tone in our flat organisation all contribute to a pleasant and motivating working environment. On top of this come a number of initiatives creating a sense of community and well-being, during working hours as well as in leisure time. Examples are department outings, staff clubs, parties and other special events. STAFF clUbS Kyocera Unimerco supports a number of staff clubs, which are made on the initiatives of the employees. The staff clubs are good ways to meet up for colleagues with shared interests. The staff clubs can be considered another element in the community, where cross-functional understanding and communication are promoted, also for the benefit of daily cooperation. › motorcycling › Soccer › cycling › Wine & Gastronomy › ladies › Golf › bowling › running › multimedia/film 142012-06-12T16:24:58+02:00http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=15http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=15A good framework for a good workday We try to create a workplace where everyone wants to come every day and make a great effort. Therefore, we do a lot to create the best possible working environment, both physically and psychologically. The workplace features an open interior arrangement, where you can see your colleagues, where you are surrounded by green plants, and where also production can look out of the large windows and follow the alternation of the seasons. We believe that people are more motivated to do a good job and be good colleagues if they feel good about themselves and their surroundings. Genuine job satisfaction rubs off on customers and generally means that the individual employee feels much more responsible for the company as a whole. To the extent possible, Kyocera Unimerco makes sure that the employees are offered good and healthy food. Therefore, the companies in Denmark and the USA feature restaurant facilities where everyone gathers for joint culinary experiences and a good chat. After work, or during breaks, you may play a game of table tennis, basketball or billiards. Furthermore, all employees and their partners have free access to our fitness room. All employees have personal access cards and many visit the company outside office hours, for example to show family and friends where they work. We get involved – even when things are difficult We know our colleagues and are sincerely commited to their well-being. We do not just sit around passively if we see signs that all is not as it should be. This also means that we try to help find a solution when employees are not thriving or when they report in sick due to personal problems. Help may take the form of legal assistance or psychological help, all depending on the needs of the employee. We consider this a natural part of our efforts to create a good workplace as a vital part of the good life. “ Genuine job satisfaction rubs off on customers Lunch is enjoyed around the round tables in Kyocera Unimerco Restaurant in Sunds, Denmark 152012-06-12T16:24:58+02:00http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=16http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=16Taking a stand Quality, environment and honesty Kyocera Unimerco’s fundamental attitudes and values are perhaps most evident in our conduct towards employees, owners and the surroundings. We would like to contribute with good examples and attitudes without forfeiting the objectives of running a company. High standards of morality mean that we always strive to be decent people and that our attitudes are matched by what we do in practice. Naturally, this also applies to our business ethics in relation to customers and suppliers. Our concepts and products are based on quality, which we understand to mean maximum applicability, long durability, high precision, good finish and ingenious design. High quality is also of importance for the environment, as it helps ensure lower consumption of materials. When we develop customised tools, the objective is always to make existing work processes more effective, and this leads to considerable resource savings. With RE•NEW® we regrind our customers’ old tools to make them perform as well as when they were new. This service also benefits the environment by reducing the need for new tools. Our planned growth must always take environmental aspects into account – no matter where in the world it takes place. Similarly, our focus on a good working environment does not depend on geographical location. For example, our production facilities in China feature airconditioning and air extraction, which is no matter of course in that part of the world. As a workplace, we actively participate in the social debate, are open about our attitudes and live up to them in practice. We are active participants in the local community and have a fund which supports aims of use to the general public, such as cultural and sports arrangements. Cooperation in a bright and open environment 162012-06-12T16:24:58+02:00http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=17http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=17The lake, which functions as ochre purifying plant, at the Kyocera Unimerco headquarters in Sunds, Denmark Ochre purifying plant The expansion of Unimerco in 1998/1999 required that a stream be moved approx. 10 metres. Instead of just moving the stream, it was decided to establish a lake, which was to function as an ochre purifying plant for the stream. The project was realised in cooperation with Hedeselskabet (Forest & Landscape) and Herning council. The lake is made up of four basins of different depths where the ochre settles. It is estimated that the lake must be purified every 10 years. The total natural value of the area increased substantially, and the lake provides good conditions for flora and fauna. Kyocera Unimerco received the “green award” from the Herning council for the lake project. Though located on our premises, everyone is welcome to take a walk around the lake and enjoy the surroundings. Coolant/lubricant system Previously, our machines each had their own systems with coolants and lubricants, which frequently had to be refilled or exchanged. Today, all machines are supplied from one system, which is centralised and computer-controlled, thus automatically pumping the synthetic coolant/lubricant to the machine and back again after use. The dirty water from the grinding workshop is filtered off several times, so that iron filings, dust and particles can be sorted. The iron filings sorted out are sold for recycling. Lifetime of the coolant/lubricant is approx. three years per vessel, whereas before it was one year at most. In the Kyocera Unimerco laboratory, a daily test of the grinding fluid is carried out. This close monitoring of the fluid means that only a few additives need to be used in the tanks. That provides for the best possible conditions for the work environment. 172012-06-12T16:24:58+02:00http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=18http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=18A great place to work Kyocera Unimerco has participated in the Great Place to Work competition every year since 2001. The competition is based primarily on an employee survey of elements such as “credibility”, “respect”, “fairness”, “pride” and “camaraderie” in the workplace. Every year, we have ranked really well, and we have always been placed as the best industrial company in Denmark. We are happy with and proud of the results. However, the main reason for participating in the survey is that it is a good way of learning how our employees feel. Therefore, we follow up on the results, and we see the Great Place to Work survey as a supplement to the ongoing work of creating and maintaining a really attractive workplace. When skilled employees are happy and satisfied, the result is the best customer service, which ultimately benefits the competitiveness of the company. Not only in Denmark, but also in the European-wide version of Great Place to Work, our unique corporate culture has secured us great results. Thus, a full seven times Kyocera Unimerco has been awarded one of the 100 best workplaces in Europe. Respect, pride and camaraderie are some of the values characterising a great place to work. 182012-06-12T16:24:58+02:00http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=19http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=19A good day at work We have asked some of our colleagues what they think makes Kyocera Unimerco a good workplace. Below we have compiled a few of their statements, and you can read more at www.kyocera-unimerco.com - It’s something different than what I was trained for, and there was a period where I felt a little stupid. But everyone was patient and very helpful. - My colleague wasn’t that happy, but he told me that mistakes happen, and then showed me how to avoid them in the future. Lars Thornvig Dia-tools KYOCERA UNIMERCO Tooling A/S, Denmark Parladh Singh Bachu Apprentice, Regrinding KYOCERA UNIMERCO Tooling Ltd., UK - People are open to discussion. Nobody knows everything, and people are willing to listen, which means that the team makes better results at the end of the day. The company philosophy actually works. Andrew Easton Wood Division KYOCERA UNIMERCO Tooling Ltd., UK - One of the things that make me happy in my work is the social interaction that we have. You never have to knock on the door of an office or enter a boardroom. Marie Dalgaard Marketing KYOCERA UNIMERCO Tooling A/S, Denmark - Most American companies have cubicles, and I know of very few companies, where you can go directly to the manager and ask him a question. Ron Orr Coating KYOCERA UNIMERCO Tooling Inc., USA 192012-06-12T16:24:58+02:00http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=20http://nozebra.ipapercms.dk/Unimerco/407/UK/PM/4071337PMMLUKInsightintoaworkplace/?Page=20In short. KYOCERA UNIMERCO Tooling A/S KYOCERA UNIMERCO manufactures, distributes and services tools for machining, as well as measuring equipment for the manufacturing industry. The tooling concept comprises standard and customised tools, RE•NEW® tool maintenance, coating and optimisation guidance. The Danish company was established in 1964 and has product development, production, sales and service in the corporate headquarters, located in Sunds. The company is part of the KYOCERA UNIMERCO group, founded in Denmark in 1964 and originally named UNIMERCO. In 2011, all activities were acquired by Japan-based KYOCERA. This has created an even stronger company with a larger range of products, a wide network of companies and distributors all over the world, and an ambitious growth plan. Drejervej 2 · DK-7451 Sunds / Denmark Tel. +45 97 14 14 11 Fax +45 97 14 14 86 umdk@unimerco.com www.kyocera-unimerco.com2012-06-12T16:24:58+02:00