http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/RSS.ashxVestas PagesWed, 15 Jun 2011 14:58:05 +0200http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=1http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=116 | Building a recordbreaker: A close look at the V164-7.0 MW 18 | Keeping order in a beehive: Joining a site manager at work 26 | Storming ahead: How China became the new super power in wind The Grid Connecting you to Vestas June | 2011 It’s a man’s world |62011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=2http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=2Content Towering above Pueblo The Grid Connecting you to Vestas No one looks over Toni Arellano’s shoulder when she is at work. She controls one of the cranes at the tower factory in Colorado. | 32 June 2011 theme Men only? There are no shortcuts to achieving a better balance between men and women in Vestas’ management positions. But to attract the best global talents, Vestas needs to be a company where both genders thrive. | 6 6 10 12 14 | | | | Adapting to a feminine future "I like to collaborate and create" "Diversity is a fundamental part of our business" Women leaders are good for business Keeping up It takes a steady hand to juggle everything from logistics and customers to safety briefings - while dealing with occasional bad weather. Join Site Manager Dennis Dolan in the English countryside. | 18 teChnology: The giant at sea With blades as long as nine busses and output more than twice that of Vestas’ largest existing turbine, the V164-7.0 MW will be a feat of engineering. Meet the giant up close and personal. | 16 2 The Grid June 20112011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=3http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=3A woman’s touch Only one in five managers at Vestas is a woman. Looking further up the managerial ladder at Vice Presidents and above –a massive 94 per cent of positions are held by men. Why is that – and what can and should Vestas do to change that balance? We ask that question in this issue of The Grid. Talking to experts both from Vestas’ own ranks and outside, two things seem clear: Inclusion of more women in leadership positions is not something that can be fixed overnight – but there is no doubt that doing so will make Vestas more competitive. Make your own conclusions – start on page 6. One woman who has made it to the "top" is Toni Arellano, who works as a crane operator above the desert in Colorado. She shares her view in this edition’s My Workplace. We also present two recordbreaking machines – the enormous V164-7.0 MW offshore turbine and the much smaller but equally sea-worthy Sailrocket 2. We hope you enjoy reading the magazine – remember that we always welcome your feedback, postive or negative. This is, after all, your magazine. The editorial team thegrid@vestas.com 4 30 31 34 | | | | The World Vestas by numbers Outside voice Sailrocket 2: Chasing a watery world record The Grid is an international magazine for Vestas’ employees and is published in Chinese, Danish, English, German, Italian, and Spanish. This edition closed June 1, 2011. Publisher: Vestas Wind Systems A/S, Alsvej 21, 8940 Randers SV., Denmark, Tel. + 45 9730 0000, Fax: +45 9730 0001, www.vestas.com. Print run: 20.000. Editorial team: Peter Wenzel Kruse (editor in chief), Peter Gisselmann Rasmussen (editor), Frud Bezhan, Kenneth Ley Milling, and Jens Velling. E-mail: thegrid@ vestas.com. Design: Jannie Virklund, Nikolaj Hyldelund Busk. Text editing and translation: Courtney LaManna, Yalei Zhang, Emilia Sedran, Velia Senatore, and Julia Fuamba. Print: Datagraf. June 2011 The Grid 32011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=4http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=4view 4 1 5 2 6 The world 1 | Global 2 | Global 3 | Singapore 3 New Director for Vestas is still the WindMade appointed marketleader Henrik Carsten Kuffner is the new Executive Director leading the consumer label WindMade into the future. Global Wind Energy Council (GWEC), World Wildlife Fund (WWF) and Vestas have formally decided that he is the man WindMade needs to move forward. Kuffner has extensive management experience, both with the NGO, International Wool and Textile Organisation, that he runs from his family’s business office in Brussels and more than 10 years experience as Managing Director. Kuffner has a international profile having worked all over the globe – including spells in India, Pakistan, Argentina, Kenya, Colombia and Mongolia. With involvement in other consumer labels like EcoCotton, Buenos Aires Design and various ANDEAN Products, his solid experience will benefit WindMade. The 2010 numbers are in and they look good. All three major external market consultancies covering the wind industry – BTM, EER and MAKE – confirm Vestas as the global market leader in 2010 with market shares of 14.8%, 15% and 12%, respectively. However, the competition in the wind industry is getting fiercer. Chinese player Sinovel snatched the second position from GE, who is now third. The other large Chinese player Goldwind, ranked fourth, is right behind GE. Nevertheless, Vestas was able to sustain its market leadership and remains well-positioned in the major markets, incuding being market leader in Europe and number two in the USA. Green Team celebrated Earth Hour On 23 March, Vestas’ Green Team in Singapore turned off the lights just before 08:30pm and walked down to the local marina to watch Singapore go dark. To raise awareness about sustainability, Vestas in Singapore joined the WWF Earth Hour and turned all lights off for an hour. “It really does matter. If every Vestas employee in Singapore (approx. 200) turns off their monitor during lunch break every day, we will save 50kWh a week,” says Casey Cleary, Vestas Graduate in Sustainability. “This is enough energy to operate two hotel lifts – 20 kW each – for an hour.” 4 The Grid June 20112011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=5http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=54 | United Kingdom 6 | China Vestas China celebrated 25 year anniversary On 20 May, more than 100 representatives from the Chinese government, local customers, and Vestas China attended the celebration of Vestas’ 25th anniversary in China. In 1986, Vestas installed its first turbine at the Malan Wind Farm in the Shandong province of China. The celebration was held at Vestas' factory in Tianjin, where Vestas China displayed its latest technology through the 3D cinema facility in a model of a nacelle. It helped attendees to intuitively experience the V100 turbine – the latest product introduced in China. Port of Sheerness, will be home to the V164 Vestas has signed an option agreement for 70 hectares (700,000 m2) of land at Port of Sheerness in Kent, UK. Here, Vestas intends to build a fully integrated manufacturing facility for the production of the V164-7.0 MW offshore turbine, given the right political and market conditions. The UK is currently the largest potential market for offshore wind, explaining why Sheerness is an attractive location. The serial production of the V164-7.0 MW is expected to begin in 2015. 5 | Global Building a new supply chain setup The global initiative Vestas Make-to-Order is rapidly progressing. The initiative is to reduce inventory, shorten lead times and create a customer-driven supply chain. In the first quarter, the PBUs collaborated on defining what to achieve in 2011and how to get there. “Our focus is establishing a global ‘pull’ setup where the pull from customers defines the activities in Vestas’ supply chain,” says Global Programme Manager Jan Nielsen. Another focus is improving sales forecasting. Starting in May, a number of activities are to improve processes related to project status and execution. The new process is expected to be implemented by 1 July in all SBUs. June 2011 The Grid 52011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=6http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=6theme Adapting to a feminine future By Jens Velling Of the top 300 leaders at Vestas, only 11 per cent are women. To increase that share, Vestas must, according to People & Culture, be better at adapting to the life conditions of its employees and reward results instead of long working hours. I ncreased diversity is part of Vestas’ Triple15 plan. In it, Vestas plans to increase the share of female leaders by 2015. But since being articulated at the beginning of 2010, not much has happened. Although a task-force has been working on making space for more female leaders, women still only represent 11 per cent of the top 300, while the share of female mid-level managers has decreased from 20 to 19 per cent. 6 The Grid June 20112011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=7http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=7This development worries Birgitte Brix Andersen, Director of Global Employer Branding. “We know that diversity creates better insight, increases innovation and improves results. At the same time, more women than men get a higher education. If we want to attract the best talent, we simply need to improve the working conditions that will enable us to attract more women.” Women are a gain Juan Araluce, President of Vestas Mediterranean and a member of the task-force working on making Vestas more attractive to women, is also impatient. “The commitment is there, but we lack action. Already this year, we need to speed things up and double our effort. More women in leadership positions is crucial for Vestas in coping with global competition.” Whether women are better than men I cannot say - but I can say they are certainly no worse." Golda Meir, former Prime Minister of Israel. uote June 2011 The Grid 72011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=8http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=8theme According to Araluce, women may differ from men in style, but not in skills. The biggest challenge will be to change the company culture that unconsciously tends to reward male values. Typical female qualities such as the ability to be innovative, empathetic and juggle responsibilities will be a huge asset for a global company like Vestas, which operates in a diverse and multicultural business environment. A new way of thinking off the project, the special task force will conduct a number of meetings with management teams. “We will challenge each business unit in attracting and holding on to more women. Later this year, we will be ready with specific goals for how to have more female leaders,” explains Jakobsen. Working culture is a challenge Leader jobs demand decisions The word is inclusion, confirms People & Culture President, Roald Steen Jakobsen. “We need to promote a completely new way of thinking in Vestas, ranging from recruitment to promotions. The organisation must learn that we can do things differently in order to make women feel welcome in Vestas,” says Jakobsen. The work of gathering data and creating activities to get Vestas’ managers on board with the project was originally formed last year. However, lay offs and budget cuts this autumn brought the plans to a temporary standstill. This year, there is also a lack of funding, but in order to kick But creating a more even Vestas is full of obstacles. According to Vestas’ own studies, dissatisfaction with the immediate leader, lack of career opportunities, and a high work-load make many women leave Vestas. “Weak leadership can be many things, but our analysis doesn’t give a precise answer. But we know Vestas has many passionate employees, putting in a lot of working hours. It’s a kind of culture that can be especially challenging for women – and many younger men – who often wish for a reasonable work-life balance,” explains Nete Bechmann Gjørtz, Vice President People & Culture. As a member of Vestas’ task-force, Gjørtz is also fighting for more women in Vestas’ management. But she knows from experience that a management position comes with a price. “Work will not always fit in between 8 am and 4 pm. Women as well as men have to realise that choosing a leadership position often means sacrificing things in your personal life.” According to Gjørtz, the biggest challenge will be in creating an organisation that can see the advantages of being different and make those differences thrive. “Most women just wish to be themselves, be accepted for who they are and what they stand for, as opposed to making a career on men’s premises.” Flexibility in everyday life Gjørtz wants Vestas to offer a workplace that better suits women’s – and men’s – life situations. “First and foremost, we must offer flexibility in the work day. It could be with management jobs of 30 hours a week for Still very few women in high level management Female Male Gender diversity profile of IPE 59+ by Business Unit Female Male 100% 100% 75% 75% 50% 50% 25% 25% 0% IPE IPE IPE IPE IPE IPE 65 - 70 62 - 64 59 -61 57 - 58 54 - 56 50 - 53 *) The IPE (International Position Evaluation)indicates the management level in Vestas, ranging from Team leader (IPE 50-53) to President (IPE 65 - 70). 0% Group Functions People & Culture Central Europe Mediterranean Spare Parts Technology Asia Pacific Americas Northern Europe Controls Systems Offshore Nacelle 8 The Grid June 2011 Towers Blades China2011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=9http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=9families with small children – just for the first couple of years – or with the right to leave in case of serious illness in the immediate family. It’s all about creating an environment where everybody feels comfortable and can contribute their best. And where there’s a focus on delivering results instead of sitting in the office the longest.” Quotas are not the solution Iceland is the most equal country According to the World Economic Forum (WEF), Iceland is the country with the most equality between women and men in the world. It is the second year in a row that Iceland tops WEF’s list. The study measures the gender-equality in areas such as politics, education, employment and health. The Nordic countries dominate the list, while the USA moves in the right direction with a leap from number 31 to 19. “There’s a direct correlation between a difference between the genders and economic competitiveness. Women must be treated equally if a country wants to improve its economy and welfare,” states WEF founder Klaus Schwab. Quotas for female leaders are hardly the solution. Employees should be judged on their qualifications – not their gender, states Gjørtz. “We need to adapt to attract and maintain all those talented employees that Vestas needs going forward. There is no quick fix. We are embarking on a journey as we did with improving safety in Vestas. It can and must be done. More female leaders are both common sense and good business for Vestas.” ▪ THE 10 MoST EQUAL CoUNTRIES: 1. Iceland 2. Norway 3. Finland 4. Sweden 5. New Zealand 6. Ireland 7. Denmark 8. Lesotho 9. The Philippines 10. Switzerland Source: WEF Global Gender Gap Report 2010 Reasons for leaving Vestas by gender Women leave Vestas because of poor leadership, lack of career opportunities and heavy work load. Men mainly leave because of poor intra departmental cooperation. Female: The leadership skills were unsatisfactory I did not have enough career opportunities My workload was too heavy I was working too many hours My salary and work conditions were not satisfactory Source: Vestas' exit survey 2006-2009. male: 40% 33% 25% 22% 22% I felt a lack of cooperation with other departments I did not have enough career opportunities The leadership skills were unsatisfactory I did not have enough influence in my job I didn't get recognised for my job 26% 23% 22% 22% 19% If you want anything said, ask a man - if you want anything done, ask a woman.” Margaret Thatcher, UK’s first female Prime Minister. uote June 2011 The Grid 92011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=10http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=10theme 10 The Grid June 20112011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=11http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=11“I like to collaborate and create” Female leaders add diversity to styles and skills, says Pratima Rangarajan, the newly appointed SVP of Global Research & Innovation. By Jens Velling Photos Pam Francis P ratima Rangarajan knows what it is like to be a leader in male-dominated companies. With leadership positions in Exxon and GE on her resume, she joined Vestas as Senior Vice President of Global Research & Innovation earlier this year. “Corporations need us to solve problems fast and this often results in quick, linear answers. I like to collaborate and develop creative solutions,” she says. Gender differences often manifest in communication, as Rangarajan finds. “Women tend to communicate in longer sentences and talk in shades of grey. This may appear non-assertive and nondecisive in a typical corporation,but on the upside, it allows for a more nuanced discussion.” You may find that top female leaders often have positions within human resources and communications that require ‘soft skills’. “The challenge is to increase the number of female leaders in typically ‘masculine’ areas such as business management, finance and technology,” Rangarajan says. At Vestas, she hopes to nurture a culture in which both genders can thrive and develop. Pratima Rangarajan • Born in India, came to the US at the age of 19 • Bachelor degree in Chemical Engineering from MIT • PhD in Chemical Engineering from Princeton • Prior jobs: Leader positions at Exxon and General Electric • Married, mother of two sons, aged 8 and 4 The ‘gender-breaking’ fact: Would rather do the plumbing than the shopping. “Female leaders bring a lot to the table. They are collaborative and distributive and not afraid to make emotional connections when it comes to people management. Increasing the number of female leaders will create a good mix of styles and skills, making Vestas an even greater place to work.” ▪ There is a special place in hell for women who do not help other women.” Madeleine K. Albright, first female US Secretary of State. uote June 2011 The Grid 112011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=12http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=12theme “Diversity is a fundamental part of our business operations” Martha Wyrsch, President of Vestas Americas, believes Vestas has a responsibility to encourage diversity. By Aili Jokela “ e have a rich pool of talent drawn from all parts of the globe – a pool of dedicated women and men who are passionate about their work and our company,” says Wyrsch. "These dedicated people are looking for a place to grow and thrive. They want to build their careers with a company that provides abundant opportunities, placing no limits on what they can achieve if they perform.” W Martha Wyrsch • American. Employed by Vestas since 2009 • Education: Law degree from George Washington University, Bachelor’s degree from the University of Wyoming, graduate of the Harvard Business School Advanced Management Program • Prior jobs: CEO, Spectra Energy Transmission and CEO, Duke Energy Gas Transmission • Married with two children The ‘gender-breaking’ fact: Plays golf well enough for business outings. Wyrsch believes that the leadership at Vestas has an obligation to give employees opportunities for advancement at every level. “Diversity is a fundamental part of our business operations. We naturally respect differences. This respect helps make us a stronger, better organisation. But let’s face it, Vestas is a large-scale, industrial manufacturer, which by its very nature sets us up as a male-oriented business.” Would Vestas become a better company if more women were promoted to high-level positions? Wyrsch believes the answer is yes. Companies that promote women to senior positions are generally healthier and more well-balanced than companies that do not. “Our commitment to diversity must come from the top,” she says. “Recruiting talented, successful women to serve on the Board of Directors and Vestas Government should be a priority. Our Graduate classes should have equal numbers of women and men, and we should hire more female engineers and technicians. The talent is out there. We simply must work harder to attract it.” ▪ 12 The Grid June 20112011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=13http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=13Bente Josefsen • Danish. Employed in Vestas since 2008 • Education: Dairyman, MBA • Prior jobs: Leader positions at Tholstrup Cheese, Arla Foods • Married, with no children The ‘gender-breaking’ fact: Happily lets others do the housecleaning – not least her husband. “I’ve never experienced discrimination” Women need to make some hard choices if they want to become leaders. In this regard, they can learn from men, says Bente Josefsen, SVP of Vestas Generators. By Jens Velling e shouldn’t be naive. In a complex and heavy industry like ours, we will never achieve equal gender distribution. To many women, Vestas isn’t the natural first choice.” Bente Josefsen speaks from experience. For the last three years, she has been Senior Vice President of Vestas Generators in Vestas Nacelles, a typically maledominated production unit. Here, female applicants for leading positions are rare. “Personally, I have been welcomed and have never experienced discrimination. But, I think Vestas needs to nurse and educate our own female talents, encouraging them to move upwards in the organisation,” she says. “ W Full pay for women on maternity leave will also be a good signal to send, she believes. But women need to give something in return. “Women need to make some hard choices if they want to become leaders. You can’t be a leader if you still want to be the perfect mother with home-baked goods and ironed clothes at home. Men are much better at accepting they cannot take care of everything. I’ve learned from that,” Josefsen says. Her experience is that increased diversity among leaders creates energy and the possibility for managing many different tasks and people. Mixing the sexes also improves the atmosphere in the workplace. “As a leader, you must understand and respect a variety of aspects of Vestas – not least the many different employees. And it’s probably a typical female trait to be versatile – it seems natural to us. That’s why the best leadership teams have both men and women – the genders simply complete each other perfectly.” ▪ The thing women have yet to learn is nobody gives you power. You just take it.” Roseanne Barr, actress and comedian. uote June 2011 The Grid 132011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=14http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=14theme Women are good for business Women are receiving longer educations than men and inspiring innovation and inclusion as leaders. So here is the advice from the experts: Get on with it Vestas and even consider imposing quotas for female leaders to speed up an inevitable development. By Jens Velling ith a modest share of 11 per cent of Vestas’ top 300 managers, female leadership may not seem to be in high demand. But make no mistake, changes are coming – and they will be both revolutionary and unstoppable according to two leading experts in Organisational Behaviour and Leadership. “We are at the tipping point. Gender diversity has become a business issue. Companies realise that they can not afford to rule out half the population when there’s a shortage of talent. Especially not when women have better educations than men,” says Ginka Toegel, Professor at the International Institute for Management Development (IMD). Her colleague, Professor Martha Maznevski, confirms that, “Human resources departments all over the world are looking for more female leaders. ”The reason: In a globalised world, diversity – also in gender – is acknowledged as a prerequisite for innovation, inclusion, networking, and a broader outlook. “Things might be easier when we are all alike, but eventually it backfires due to the lack of innovation. Companies must mirror the outside world and understand their customers’ needs,” she says. W Men and women share values A lot of the customers are women. The buying power of women is constantly increasing, with women responsible for 85 per cent of the purchasing decisions in the world. Interestingly, a new generation of men seem to share values with women, speeding up the development towards more equality between the sexes. “Young men also demand work-life balance. They want to be better fathers. This will be a revolution for gender-diversity in the workplace. It is unstoppable and companies need to adapt to these demands if they want to attract the best talent. We will see companies compete on how to best accommodate diversity, acknowledging that what’s good for women is good for everybody,” Professor Toegel says. Job descriptions are a turn-off About the Professors Ginka Toegel and Martha Maznevski, respectively, are both experts in Organisational Behaviour and – respectively – Leadership and International Management at renowned IMD, the International Institute for Management Development in Geneva, Switzerland. www.imd.org To get there, traditionally male-dominated companies like Vestas need to reconsider and ask: Can we do things differently? “Take job descriptions. Usually, they are written to attract men, using a ‘macho’ language with lots of figures. If a man can answer yes to 60 per cent of the demands, he will apply. Women will apply if they can say yes to 80 per cent – and still worry about the remaining 20 per cent. But if you really want to attract women, play down the impersonal figures. Women look for strategic influence, the opportunity for making a difference, and positive selfdevelopment,” Maznevski explains. 14 The Grid June 20112011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=15http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=15Answer the tough questions Companies like Vestas should look inwards and ask some tough questions: What messages do we send? Do we really need to have meetings after 6 pm? Are we aware that we have a male-dominated culture? What is the balance between men and women in top management? In the board? “Analysis shows that while male leaders focus on goals and results, women bring inclusion and collaboration to the table. Great leaders do all this well - whether they’re men or women - but women tend to start from different places and be more comfortable with different styles. The ideal solution is leadership teams of both genders,” Maznevski says. Norway shows the way Women behind tough BMW It is hard to imagine anything more masculine than a broad-shouldered sports car with six cylinders, 300 horsepower, and a top speed on the fast side of 250 kph. But the BMW Z4 was nevertheless designed by two women. That is unusual, even for BMW. When the car company sets out to design a new model, they make it into an internal competition, inviting all their designers to come up with a suggestion. In this case, management chose between 25 sketches, all submitted anonymously. After choosing the winning design, it became clear that the ‘macho-car’ Z4 The next challenge is how to get there. Maznevski favours a gentle approach, urging companies to offer mentoring, education, and networking for female leaders, as well as placing women in the committee evaluating job candidates. Toegel would rather take the fast track to gender diversity, pointing out Norway as the example to follow. For the last two years, companies have been forced to have 40 per cent women on their boards by law. “After some initial protesting, no one seems to suffer. Actually, the rate has now gone up to 44 per cent. We need something this revolutionary - otherwise it will take us 100 years to get there.” 30 per cent changes things forever was created by two women, Juliane Blasi (standing) and Nadya Arnout. “I don’t think I design in a different way because I’m a woman. A sports car like the Z4 needs to have a masculine expression, and that’s what I tried to give it,” says Blasi. She explains that she and Arnout were inspired by the human body – not least the female body. The designduo is fascinated by how muscles can have marked edges and soft surfaces at the same time. Both inside and out, they have tried to convey this dynamism in the Z4. Among car enthusiasts, the Z4 is widely recognised as one of the most masculine BMWs ever. Shell attracts women Energy-giant Shell has long worked at increasing the share of female leaders. Employees receive training in recognising and relating to stereotypical perceptions of their colleagues, and equal pay is constantly monitored in the company. Finally, Shell ensures that at least every fifth job applicant is a woman. The effort has created results. In 2000, only 7.2 per cent of the top managers in Shell were women. In 2010, the share was doubled to 15 per cent. Looking ahead, Shell aims for every fifth leader to be a woman. According to Professor Toegel, companies need to have at least 30 per cent female leaders at all levels, before they are seen as individuals instead of women. “That’s where we want to be. And we’re getting there. Just take this article. It asks all the right questions, creating awareness about the importance of gender diversity. Soon, companies will stop talking about women and men and simply talk about employees.” ▪ Nobody will ever win the Battle of the Sexes. There’s just too much fraternizing with the enemy.” Henry Kissinger, political scientist and diplomat. uote June 2011 The Grid 152011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=16http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=16teChnology Blade root diameter: With a blade root diameter of 4.6 metres, a London Double Decker bus could fit inside the blade. Height: The tip of the V164 blade will reach 187 metres – taller than the Washington Monument in Washington. D.C, USA (169 metres). Giant of the sea By Kenneth Ley Milling Blade: 80 metres long – the biggest single component in Vestas’ history, longer than nine London Double Deckers. Wider than the London Eye, as heavy as two Airbus A380 planes and capable of powering 6,500 European homes, Vestas’ most powerful turbine ever, the V164-7.0 MW, will be a record-breaker. he United Kingdom's plan to build 32 GW of offshore wind power in the coming years – making 1/3 of its total electricity consumption come from wind – makes it clear: Vestas has to develop an offshore turbine to meet entirely new demands for power. Although the UK's targets are the most ambitious, other countries are expected to move towards a more sustainable power supply. This underlines the need for larger offshore turbines capable of lowering the cost of energy at sea. T Vestas’ answer is the V164-7.0 MW – with more than double the output capacity than that of the V112-3.0 MW. This will require a whole new set of methods, procedures and ways of working together. The testing of the 80m blade alone will require a new test facility. ▪ 16 The Grid June 20112011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=17http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=17Rotor: 164 metres in diameter make a swept area of around 21,124 m2 (227,377 ft2) – nearly three times the size of the Wembley football field. Blade tip: At maximum speed, the tip will move at 375 km/h – or as fast as a Formula 1 race car. output: With a power output of 7.0 MW, one V164 turbine will be able to supply 6,500 Northern European households with green energy. Nacelle: 24 metres long (incl. Hub), 7.5 metres tall and so wide the V164 nacelle could serve as a carport for two container trucks. History: Vestas’ first turbine, the V10-30kW turbine, was produced in 1979. The V164-7.0 MW will be 750 times as powerful. June 2011 The Grid 172011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=18http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=1818 The Grid June 20112011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=19http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=19‘You’re only as good as your team’ Dennis Dolan is the site manager at Fullabrook Wind Farm - England’s largest ever onshore wind power plant. While consumed with paperwork and phone calls, Dennis also oversees the progress on the entire site. June 2011 The Grid 192011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=20http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=20By Frud Bezhan Photos Carsten Ingemann he car snakes through the narrow road, past waves of green fields and small cottages. Tall stone hedges, covered in green shrub, flank both sides of the road. “Welcome to the English countryside,” says Dennis, who is driving us to Fullabrook wind farm in Barnstaple, south-west coast of England. “The main roads are clogged up since we’re getting a delivery of blades today,” says Dennis, who has worked for Vestas for the past three years. “So, these backways are sometimes our only route to and from the site.” Raised in the nearby town of Exeter, Dennis spent 15 years working as a civil engineer in the telecommunications industry before joining Vestas. “Coming from an engineering background, I had always found wind turbines fascinating,” he says. “So, when I got the chance to work in the wind industry, I grabbed the opportunity with both hands.” Dennis has been working in various wind sites around the United Kingdom and Ireland, where his wife and three daughters currently reside. “The area is beautiful, isn’t it?” asks Dennis, as he points to the wind-swept trees arching above the road. We both nod, as we watch the morning sun beam over the landscape. After a short while, we arrive at the entrance of the site, where we sign in. As we drive up the track of dirt road, we see several Vestas wind turbines soaring in the background. ▪ T The main roads are clogged up since we’re getting a delivery of blades today,” says Dennis, who has worked for Vestas for the past three years. “So, these backways are sometimes our only route to and from the site.” 20 The Grid June 20112011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=21http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=21→ Fullabrook Wind Farm will be home to 22 V90-3.0 MW turbines, when the project is completed by the end of this year. Once fully operational, the turbines will produce enough electricity for 30,000 homes, while saving 65,000 tonnes of CO2 per year. “It’s very exciting working on a project of this magnitude and importance,” says Dennis, who began working on the site in April this year. June 2011 The Grid 212011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=22http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=22→ “I spend most of my day overseeing the daily operations at the site and making sure everything is going smoothly. The supervisors take care of the technical side of things whereas I’m concerned with the big picture,” says Dennis, who also says spending time with customers, addressing their concerns and updating them with daily progress is essential. → A 15 minute meeting is held every morning, with the attendance of the Installation and Service Supervisors as well as all Vestas sub-contractors on site. During the meeting, Dennis co-ordinates the day’s activities, while the service technicians have a chance to voice any questions or concerns they have before they begin work. “One of our main concerns during these meetings is safety,” says Dennis. ← Manning (left) is a Vestas sub-contractor from Portugal. Dennis says the Vestas team at Fullabrook is made up of various nationalities. “We have guys here from South Africa, Portugal, Germany and Denmark,” he says. “As a site manager, you are only as good as the team you work with and my current team is among the best I have ever had.” 22 The Grid June 20112011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=23http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=23→ Four turbines have been installed so far at Fullabrook Wind Farm. Poor weather has hampered efforts to erect the fifth, with wind speeds of up to 21 metres/per second recorded. “For safety reasons, we are advised only to erect when wind speeds are 10m/s or less. The force of the wind can destabilise the cranes when they are moving the turbine parts in mid-air,” says Dennis. June 2011 The Grid 232011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=24http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=24↑ The banksman is controlling both crane drivers as they proceed with a tandem lift to get the blades up. “We have to prepare the blade root before we can install the blade,” says Dennis. → With his work done for the day, Dennis drives back home to his apartment in Barnstaple.“Every day is a learning curve in this job,” says Dennis. “Tomorrow will be another day with different challenges and experiences.” 24 The Grid June 20112011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=25http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=25↑ Three lorries, each carrying a blade, arrive at the site. Dennis instructs the lorry driver as he makes a difficult turn around the bend. “We sometimes have to revamp the internal roads like this corner so the larger vehicles can pass through safely,” he says. → With one blade already up, the second and third are being installed. “This is the first time in two days, where we have had the right weather conditions to install, so the site is buzzing,” says Jean Farup Moller, who is a Site Supervisor. June 2011 The Grid 252011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=26http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=26BACkground The Chinese powerhouse In only a few years,China’s wind power market has grown at an astounding rate to become the world’s largest. With a target of reaching 115,000 MW by 2015, such explosive growth brings both challenges and opportunities for Vestas. 26 The Grid June 20112011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=27http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=27By Peter Gisselmann Rasmussen C hina has the potential to be the world’s biggest wind energy market by 2020.” This headline on the 2005 news release from the Global Wind Energy Council raised a few eyebrows six years ago. Back then, the Chinese market was still far behind the main markets in the USA and Europe. To say the prediction was right is an understatement. Today, China is a superpower in wind energy, last year surpassing the USA as the country with the most installed wind power capacity. In fact, onein-two turbines installed worldwide last year was erected in China. On the list of suppliers of wind turbines, China has made its mark, too. Four of the top ten players in 2010 were Chinese, including number two (Sinovel) and four (Goldwind). Two years ago, no Chinese manufacturers even made the top 10. So just how did China succeed in outgrowing all other markets to become the global leader? tricity – but limiting air pollution and other environmental concerns were not the only priorities when the decision to invest in wind was made. “The Chinese government wanted to look for alternative, less polluting ways to produce power, but they certainly also saw the potential to build an industry that could create jobs and support the country’s continuous economic growth,” says Tom Pellman, Policy Advisor in Government Relations, Vestas China. 115 GW - or more? Largest wind power markets 2005 Political consistency According to Justin Wu, Head of Wind Energy Research at Bloomberg New Energy Finance, there is one overriding reason. “Steady political support,” he says. Wu explains that while many other countries have extended their support schemes and incentives on a yearly basis, the Chinese government’s long-term support, outlined in the country’s Five-Year Plans, has given renewables the right conditions to grow at a steady pace. “This political backing has meant a consistent flow of orders from customers, which in turn has allowed the industry to safely build up capacity,“ says Wu. Harvesting some of China’s rich wind power resources means that the country’s harmful emissions are lower than if coalpowered plants were to supply the elec- With thousands of jobs in the industry and with sub-suppliers today, that ambition has been fulfilled – and the growth is set to continue. Earlier this year, the Chinese government published its 12th Five-Year Plan, outlining the plan for China’s social and economic development from 2011 to 2015. The plan states a national goal of 70 GW of new wind capacity by 2015, bringing the total installed capacity to 115 GW. By comparison, global wind power capacity stood at around 194 GW at the end of 2010. However ambitious the Chinese target may sound, it could well be met and even exceeded, according to industry analysts. “The targets in the Five-Year Plans have traditionally proven to be quite conservative. It looks as if the targets for 115 GW in 2015 could easily be exceeded, with a great number of projects in the pipeline,” says Wu. Industry analysts Azure International forecasts installed capacity of 150 GW in 2015 and 250 GW by 2020. Getting on the grid 2010 USA Germany Spain India Portugal P.R. China Italy United Kingdom France Australia RoW Sweden Canada All will not be smooth sailing towards that goal, though. The Chinese grid has proven not to be strong and flexible enough to handle the rapid growth in installations. By the end of 2010, analysts estimated that June 2011 The Grid 272011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=28http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=28BACkground 25-30 per cent of the turbines installed were not connected to the grid. “It is clear from the latest Five-Year Plan that the government now considers this the number one problem for the industry and has given this the highest priority,” says Pellman. The plan outlines how the Chinese grid must be strengthened in the coming years. This includes establishing 200,000 kilometers of high-voltage power lines, particularly to connect the regions best suited for wind power in northern and western China to power-craving regions in the east. Costly quality Another speed bump on the way to fulfilling these ambitions is quality, says Wu. “Many turbines have been deployed in the last two years in China, many from new players in the industry. From experience in other growth markets, we expect quality issues appearing at this stage,” he says. “Europe has experienced the same learning curve, but it happened over a much longer period than will be the case in China. These problems with quality would slow the growth.” Quality, too, is a key word when looking at Vestas’ role in the Chinese market, according to Troels Persson, Director of Marketing & Customer Insight in Vestas China. “Value for money is obviously still a consideration for customers in China, but they are becoming much more sophisticated and concerned for the long term performance of their investments. They ask more of their suppliers, both in terms of quality and business case certainty and in terms of support throughout the process of establishing a wind power plant,” he explains. He expects the Chinese markets to remain fiercely competitive in years to come. Vestas will need to fight hard to keep its position and make the most if the company’s experience as the market matures. “Having been in the Chinese market longer than anyone else, we have the necessary expertise and employ some extremely competent colleagues in a number of areas.“ In 2010, Vestas’ market share of 5 per cent in China, according to the Chinese Wind Energy Association, was larger than any other non-Chinese manufacturer. “Our customers tell us they chose Vestas because we supply quality turbines. Of course we need to be competitive in the market in relation to price, conditions and performance, but that should never be at the expense of quality,” says Persson. ▪ Top 10 remain strong From 2005 to 2008, the market share of the ten largest wind turbine producers dropped steadily, as new producers, especially from China, gained a larger portion of the market. Since 2008, however, this trend has come to a halt. In 2010, the Top 10 producers sold eight of every ten megawatt globally. Source: BTM. Vestas in China In 1986, Vestas was the first manufacturer of wind power technology to enter the Chinese market and celebrated its 25th anniversary in the country in May 2011. To date, Vestas has installed almost 3,000 MW of clean energy across thirteen provinces in China. Today, Vestas has production facilities in Hohhot, Inner Mongolia, Tianjin and Xuzhou, as well as Vestas China’s headquarters in Beijing and a global procurement office in Shanghai. In 2010, Vestas held a 5 per cent market share in China, according to the Chinese Wind Energy Association. That makes Vestas the largest non-Chinese player in the Chinese market. Top manufacturers in the market for turbines with a capacity of 2.5 MW and above Vestas Siemens Enercon Alstom Sinovel Others Source: BTM. 28 The Grid June 20112011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=29http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=29Slow start to exports he 71 turbines being installed near Shady Oaks, Illinois, USA, may look like any other wind power plant. But these turbines are adding a new chapter to the American history of wind power: The 106.5 MW project is the first large-scale wind power plant in the USA consisting ofChinese-built Goldwind turbines. Some believe that this is only the beginning of a massive inflow, as oversupply in the Chinese market means excess capacity spilling over into Europe and other mature markets. Not necessarily so, says Justin Wu, Head of Wind Energy Research at Bloomberg New Energy Finance, as breaking into mature markets is not easy – even if your turbines come with an attractive price tag. “What we are seeing is a trickle, not a flood. This will not be a case of all the excess capacity being exported,” he says. T “Turbines manufactured by Chinese manufacturers are made for China. That means there are issues such as licensing restrictions, meaning the manufacturers are not able to sell those turbines outside of China. And finally, it is not easy to navigate in a market that is new to you. You need the experience built up over years in a specific market,” he says. Troels Persson, Director of Marketing & Customer Insight in Vestas China, agrees. “You can’t just bring a turbine to a new market – you need in-depth knowledge of legal issues, a track record to ensure financial backing from the banks and a number of other things to succeed,” he explains. Although the Chinese export is off to a slower than expected start, ambitions remain. One route into the North American and European markets will be with Chinese customers who are also looking to extend their business globally. Those include power producer Longyuan, already the world’s third largest operator of wind power plants with plans to become number one. Analysts believe these strong partnerships will enable Chinese wind turbine producers to eventually capture larger parts of the markets outside China. To meet this new challenge, manufacturers who already operate globally will have to make the most of their presence, believes Persson. “We have built some strong partnerships here in China over the last 25 years. We need to combine that with our global expertise to remain attractive to Chinese customers wherever they operate.” ▪ Top wind turbine manufacturers globally in 2010 (Name) Vestas Sinovel GE Goldwind BTM 14.8% 11.1% 9.6% 9.5% EER 15% 11% 10% 9% MAKE 12% 11% 10% 10% Source: BTM Consulting, Emerging Energy Research, Make Consulting. June 2011 The Grid 292011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=30http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=3040,000,000 Tonnes of CO2 saved by Vestas turbines each year from its more than 40,000 wind turbines around the world. Vestas by numbers Kilograms of CO2 that was saved by Vestas employees at the Shanghai Procurement Office in China in 2010. By reducing electricityand increasing recycling, the office is now among the most sustainable at Vestas. 1,573 171,024 Percent of finished goods inventory reduced at Vestas Control Systems’ factory in Tianjin, China after a Finished Goods Supermarket was implemented. Part of the strategic Vestas Make-to-Order initiative, the pull setup ensures that only products that have been used in a customer order are replaced. The factory has also shortened the “Door to door” lead time by 40 per cent. Tonnes of steel used in Vestas’ own production in 2010. This corresponds to the amount of steel in two Golden Gate Bridges or 23 Eiffel Towers. 52 4,335 Number of women working for Vestas as of 1 January 2011. This is in comparison to the 18,917 men employed. 45 Number of years Laila Ramberg, Vestas’ longest serving employee, has worked for the company. The 64 year old began her career at Windcast Group A/S, which Vestas bought in 2003. Now, Laila is at Vestas in Sweden working as a Strategic Purchaser at Finance, Administration and IT. 30 The Grid June 20112011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=31http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=31Japanese disaster leaves nuclear shaken he nuclear accident at Fukushima could not have come at a worse time for the nuclear industry.25 years after Chernobyl and Three Mile Island, the sector’s fortunes finally looked like turning. Old nuclear programmes were being taken out of mothballs; emerging economies were jockeying for position in the nuclear power queue. Powerful advocates, among them formerly strident environmentalists, were hailing nuclear power’s contribution in the fight against climate change. Fukushima changed the calculus around the world overnight. For some countries, most notably Germany, Fukushima was the final proof that nuclear power could never be safe. All talk of prolonging the life of its nuclear reactors, let alone building new ones, became politically impossible. At the other end of the scale, rapidly developing countries like China, India, South Africa and Brazil will push on almost regardless. Other developing world countries are finding the reception suddenly frosty when they want to talk nuclear, though that is as much to do with the Arab Spring as with Fukushima. Most countries fall somewhere between these extremes. The nuclear renaissance has been put on hold, but not cancelled. At the very least there will be new regulations, slower planning cycles, and a further deterioration in the economics of nuclear power. Renewable energy, energy efficiency, carbon capture and storage and smart grid all stand to benefit. T The biggest impact of Fukushima, of course, is in Japan itself. At a stroke, the country lost 20% of its electricity supply from nuclear power as Fukushima and other nuclear reactors were shut down, most of them never to be started again. The country will be looking to all renewable energy sectors to help meet demand, including onshore and, where the weather allows, offshore wind. Geothermal power should be an obvious winner, as Japan has a wonderful resource, but planning rules are extremely complex. The scale of the challenge is vast – it’s not just about filling the sudden 20% gap in generating capacity in the world’s third largest economy. Japan has made aggressive commitments to reduce carbon emissions, based to a very large degree on building new nuclear power stations. In May, Prime Minister Kan announced the scrapping of these plans. Japan’s energy policy has to be rebuilt from the ground up. My hope is that Japanese will rise to the challengein the same way as they have several times in their history risen to the challenge of rebuilding their nation. Will we look back in a decade and say 2011 was the year Japan shook off two decades of stagnation to assume a leadership role in the global shift to affordable, decentralised, clean, smart, secure energy? Nothing would be a more fitting memorial to those who died in the tsunami. ▪ Michael Liebreich Chief Executive Bloomberg New Energy Finance Outside voice AN oUTSIDE VoICE In order to challenge our self-perception and maybe ignite new, interesting thoughts, an “outsider” is invited to share their view on the energy sector, wind power, or Vestas in each issue of The Grid. Be provoked – it’s the whole idea! June 2011 The Grid 312011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=32http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=32The monitor “On this monitor I can see how much the crane is lifting. It can lift up to 20 tonne, but normally the weight is between 12 - 14 tonne. An alarm is triggered if the load is too heavy.” Left-hand controls “I use the left joystick for moving the crane in all horizontal directions. The buttons are used for releasing the crane from its load, for instance, after placing the steel plates on the rollers that transport them into the factory.” My workplace The radio “I use the radio for communication with my colleagues on the ground. Here, I have the microphone on the window, but I can also fasten the microphone to my jacket, making it easier to reach.” Right-hand controls “With the right-hand joystick I control all up and down movements of the crane. It’s also here you find the crane’s start and stop button. It takes some skill and experience to operate the crane with the required precision.” 32 The Grid June 20112011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=33http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=33The view “It’s breathtaking. In the mountains to the west I often see deer, antelopes, and foxes. To the other side there’s a great view of the highway with all the cars, and below me I can keep an eye on my colleagues on the ground.” Toni Arellano Crane Operator, Steel Handling Vestas Towers Pueblo, Colorado, USA By Jens Velling Photos John Wark he may not have a high ranking title, but Toni Arellano certainly holds the "highest" position at Vestas’ tower factory in Pueblo, Colorado. As CO – Crane Operator – her office is hovering 30 feet up in the air, close to the Rocky Mountains. “Yes, the view is great and it’s more comfortable working up here than on the ground,” Toni says about her elevated position. Toni used to be a machine technician, making air conditioning systems at another plant in Pueblo. In 2009, she joined Vestas as one of the first employees at the tower factory. Today, Toni is one of three crane operators who constantly feeds the factory with heavy steel plates arriving by train and truck. Twice a week the steel plates leave the factory again, this time as finished tower sections. “It’s fun. A good depth perception is crucial for hitting the iron plates on the ground just right,” Toni explains. S There are quiet moments though. With 30 feet to the ground by ladder, Toni doesn’t have to climb down for minor interruptions. Instead she fills out one of the crossword puzzles she likes to bring with her. After all, being a high positioned CO has its privileges. ▪ MY WoRKPLACE My Workplace is a recurrent feature in The Grid – a snapshot of a colleague’s daily workplace. You can suggest the next interesting workplace – send an email to thegrid@vestas.com June 2011 The Grid 332011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=34http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=34Sailrocket 2 takes off After its first successful test-run off the coast of Namibia, the Vestas-sponsored second generation speed sailing boat, is now preparing to break the ‘Outright World Speed Sailing Record’. By Frud Bezhan o other sailing craft I have been on accelerates like these boats. They feed off their own speed like a jet engine,” says Paul Larsen, pilot and project leader of Vestas Sailrocket 2 (VSR2). The VSR2 was designed and built by the Sailrocket team at Vestas R&D facilities on the Isle of Wight and launched in March this year. Now, the team is in Walvis Bay, Namibia, where the VSR2 is getting battle ready. The team has a four week window to develop the boat. They are hoping to start record attempts later this year and Larsen is quietly optimistic. “The whole team is very excited as we know the great opportunity that lies ahead,” says Larsen, who began the Sailrocket project in 2001. “Although we know breaking the record won’t be easy, the passion and confidence of the team is as strong as ever.” “ N Malcolm Barnsley, who is a blade engineer at Vestas and part of the Sailrocket design team, says the design of the VSR2 is a significant evolution of the first craft, which was badly damaged in a dramatic crash while attempting to break the speed sailing record in 2008. “The new boat is based around a concept where there are no overturning forces. The opposing forces of wind and water are in alignment,” says Barnsley. “It’s like someone trying to push you over by pushing at the soles of your shoes. They could push you sideways, but not over. This allows us to handle a lot more power without tipping over like many other sailing crafts,” he says. 34 The Grid June 20112011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=35http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=35Did you know? Vestas Sailrocket1 broke the sailboat speed record by averaging 47.4 knots over a 500m course in 2008. But it also flew through the air and crashed, badly damaging the boat. The boat was repaired and sailing again in two weeks. The current Outright World Sailing Boat Record is 17.50 seconds on a 500 metre strip. Rob Douglas of the USA reached 55.65 knots in 2010 – that is 64 mph/103 kph. The Sailrocket design is based on the radical ideas of Bernard Smith, a U.S. rocket scientist, who passed away this year aged 100. The Sailrocket was the first craft based on Smith’s ideas that surpassed 40 knots. Pushing the boundaries The Sailrocket’s main sponsor, Finn Strøm Madsen, President of Vestas Technology R&D, joined the Sailrocket project in 2007. Since then, Vestas R&D has contributed with knowledge about foil and blade technology to the project. Madsen emphasises the Sailrocket team’s efforts in bringing knowledge about wind, design and sailing together in order to be the fastest in the world. “Vestas has a deep interest in the Sailrocket project. By using innovation and technological breakthroughs you can harvest the power of wind with ever-improving efficiency. I look forward to seeing the new Vestas Sailrocket 2 push the boundaries of wind driven performance in the search of speed,” says Madsen. ▪ June 2011 The Grid 352011-06-15T14:58:05+02:00http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=36http://nozebra.ipapercms.dk/Vestas/Communication/TheGrid/June2011/TheGridJune2011UK/?Page=36Vestas Wind Systems A/S, Alsvej 21, 8940 Randers SV Is Vestas male-dominated? Name: Krithika Leelaraman Title: Sr. Technical Writer Department: Documentation, Vestas Technology R&D “Vestas is of course male-dominated, but I am sure that Vestas would not select or reject a person based on gender. Many women feel comfortable in areas such as finance, administration, HR, project management, and documentation. Often women look for jobs that are flexible enough to take care of their family, especially their children. This is why women are invisible ‘at the top’. If there are women at the top, it means they are either independent or their family is very supportive, allowing them to cope with the responsibility and stress that comes along with the position.” Name: Paul Rotmans Title: Graduate Department: Logistics, Vestas Americas “Being in the Vestas graduate program you see many different departments and locations. In my experience Vestas is not totally male-dominated, but there is a tendency of men being in decisionmaking positions. Take a look at transport, which is traditionally seen as a world run and operated completely by men. When I started in March 2010, 5 out of 12 in management were women. That seems a reasonably healthy statistic. In my current rotation at a different department, all managers are men. However, not all is dominated by testosterone, as in other leading positions in the BU there are female decision-makers.” Name: Marie-Louise Bornemann Title: Vice President Department: People & Culture, Vestas Central Europe “The figures speak for themselves. The current ratio between female and male employees in Vestas calls for a change. Most of the time, change does not just happen; people need pressure to act. But where does the pressure in Vestas come from? Most likely not from male colleagues. That means women in Vestas have to take care of this, supported by committed male colleagues who have the desire to work in a more balanced environment. Let us get started,ladies and gentlemen, instead of making apologies.” ▪ The Grid June 20112011-06-15T14:58:05+02:00