http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/RSS.ashxVestasInside PagesMon, 18 Feb 2008 13:31:53 +0100http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=1http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=1No. 1, 2008 Must-Win-Battles – the path to success Progress in employee satisfaction in 2007 Is your colleague the best at Vestas? A world of opportunities2008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=2http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=2A better workplace in 2007 – but still with room for improvement The most recent survey of employee satisfaction at Vestas reveals that progress has been made in many areas – but also contains criticism of, for example, the limited opportunities for professional development. Page 4 This is where we make our stand If Vestas is to maintain its leading position, a number of crucial results must be achieved quickly. This is the background for the selection of 12 Must-Win-Battles that are to assure the future of Vestas. Page 10 Ask the experts: Three blades – for three reasons Vestas employs the world’s leading experts in the field of wind power – and now’s your chance to have them answer the questions that have always bugged you. Page 13 From farm field to hi-tech site One of Vestas’ biggest ever construction projects is approaching completion. From his site hut, Asbjørn Richter Brændstrup, Vestas’ Project Manager, is running the construction process – from foundations and façades to docking stations and desks. Page 14 2 VestasInside2008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=3http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=3Global growth, global challenges With the presentation of our accounts for 2007, we have now wrapped up a great year for Vestas. It was a year where the company developed almost explosively in many areas. Tangible proof of this is the number of new factories and offices shooting up around the world – and you can find out more about them in this issue of the magazine. However, Vestas is first and foremost about people, and with 56 different nationalities represented among our colleagues, we can justifiably call Vestas a global company. This variety brings challenges, but also the opportunity to make the most of what each and every one of us is best at – as the examples in this magazine clearly illustrate. The rapid development – particularly in the number of employees – also means that it is crucial that we constantly devote our input to the areas that will benefit Vestas the most. It is precisely for this reason that we have selected 12 projects from across the Vestas organisation that are to have the attention and the full backing of the entire Vestas Government in 2008. As you can read on the following pages, we refer to these as “Must-Win-Battles”, simply because we must win in these areas if we are to continue to lead the sector in the future. If each and every one of us is to perform at our very best, we must have a good workplace where we can develop professionally and personally, and where we can make a difference. Therefore, I and the rest of the management team will be placing great emphasis on the results of the employee satisfaction survey we performed at the end of 2007. As the article in this issue of the magazine makes clear, these results include many uplifting indicators, but also highlight areas where we must do much better. I am convinced that we will come a long way with this work in 2008, for the benefit of not only our new colleagues, but also of those who have helped Vestas achieve the position it enjoys today: No. 1 in Modern Energy. Last, but not least, I would like to thank you all for an impressive effort in 2007. Very best regards Ditlev Engel President and CEO VestasInside 32008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=4http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=4A better workplace in 2007 – but still with room for improvement The most recent survey of employee satisfaction at Vestas reveals that progress has been made in many areas – but also contains criticism of, for example, the limited opportunities for professional development 4 VestasInside2008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=5http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=5The results translate into a general satisfaction index of 66 on a scale of 1–100. These results cannot be compared directly to those from a similar survey of Vestas employees carried out in 2006 because this time, a new and improved survey method was applied. However, a number of questions were repeated, and in these areas, no decline was recorded; the status quo was maintained in some areas, while progress was made in many others. “It is positive to see that Vestas as an employer has achieved improvements in a number of areas. Nevertheless, the results also show that we still have work to do on a range of challenges,” says Roald Steen Jakobsen, President of People & Culture. Great colleagues Generally speaking, Vestas scores highly in the areas of social relations, workplace atmosphere and professional working relationships with colleagues. At the same time, the results illustrate that employees consider Vestas a company with a good reputation; a company people are proud to work for. However, there are also areas in which Vestas as an employer records low scores. Many employees would like to see the managers of their business units becoming more visible and improving their communication with their staff. Roald Steen Jakobsen explains that on the basis of the results from the survey, the separate departments are to establish action plans intended to improve conditions in prioritised areas. A need for professional development Another general area of criticism has to do with the lack of sufficient opportunities for personal and professional development at Vestas. “We are still facing a challenge in this area, so we have turned our attention to it, partly through the introduction of Performance Development Dialogue (PDD), with which all employees will become familiar during the first months of 2008. PDD has been established precisely to reinforce the development of the individual employee, and to ensure that all employees have the professional qualifications they need to deal with the tasks their jobs involve. I hope and believe that we will see improvements in this area as early as the next survey,” says Roald Steen Jakobsen, who is delighted that so many employees participated in the survey. In all, 77 per cent of all employees sent in responses, which is a clear improvement compared to the previous year. “It is very pleasing to see that so many people have taken the time to voice their opinions. This proves commitment and the desire to help Vestas become an even better workplace. So now the ball is very much in our court,” says Roald Steen Jakobsen. The consolidated results cover significant differences between the individual departments and business units. For this reason, 1,200 local reports have been prepared to present the separate departments with their specific local results and areas of initiative. • The employee satisfaction survey was carried out in November 2007 • 10,976 Vestas employees participated in the survey. • All employees will receive feedback on the local results. i Vestas employees are generally quite satisfied with their work assignments, feel that they are surrounded by skilled colleagues, and are proud of their workplace. At the same time, however, many of them want better opportunities for personal and professional development – and better information from the managers of their business units. These are some of the conclusions to be drawn from the employee satisfaction survey that was carried out throughout the Vestas organisation at the end of 2007. ins defacts VestasInside 52008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=6http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=6P OP What do you expect of the employee satisfaction survey? Thousands of responses have already been analysed, and now it is time for action. We have asked four colleagues what they hope their responses will result in Over the past year, a large number of colleagues have joined the Vestas office in Shanghai where I work – so the office is very crowded at the moment! I hope that the situation will be improved over the coming year. Personally, I would like to improve my skills in NDT (Non-Destructive Testing) so I would love to have the opportunity to attend a training course in Europe. Gui Gen Sheng, NDT Inspector QSE, Vestas Nacelles, China After the necessary restructuring of Vestas Northern Europe, there are still some dispirited colleagues. We have always been a very close team, and we need some input to help build the good atmosphere up again. This help must come from both managers and employees so that we can feel part of a winning team once more. I am sure that this is possible, because we all want to remain part of a company that is No. 1 in the wind power industry. Diane L. Jones Regional Support Assistant, Customer Services, Vestas Northern Europe, Great Britain VOX For me, it is very important to work in an office with a good, positive atmosphere. So I think it is important that our People & Culture Department act on the input from colleagues here to ensure that we have good conditions to work in. I also hope that the global employee satisfaction survey will result in improved communication and an even better global working relationship between colleagues. Adams Wang, Project Manager Vestas Asia Pacific, China I hope that the responses from employees will be used to launch improvements so as to build up a better working environment at Vestas in the future. As regards my own area, I hope that the suggestions from the users of IT service will be used to implement positive changes within IT Support. Another area I think needs improvement is that of the communication channels to the employees. Sylvia Kok IT Support Executive Group IT, Singapore 6 VestasInside2008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=7http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=7Cue No. 1 Tonny Carlsen måtte vente årtier på den guldmedalje, der gang på gang glippede – men ihærdigheden blev belønnet til sidst Tonny Carlsen had to wait for decades for the gold medal that constantly eluded him – but his persistence paid off at last VestasInside 72008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=8http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=8A blue Vestas sweatshirt and a pair of work trousers are the informal uniform that 42-year-old Tonny Carlsen puts on when he goes to work at Vestas’ spare parts warehouse in Randers, Denmark. However, when the working day is done, he often dresses in a white shirt, waistcoat and bow tie and heads off for billiards tournaments all over the world. Tonny is a member of the world elite in three-cushion billiards, a position he cemented in 2007, when he and his partner won the European Team Championships – the absolute high point (to date) of a career spanning more than 30 years. Talent and hard work Tonny’s father introduced him to the magic of cue, ball and blue baize back in 1975, since when Tonny has spent countless hours training and competing. To start with, it was simply a leisure time pursuit like any other, but it soon became apparent that Tonny had the skill to go far. hours of training. Previously, I have trained up to 7–8 hours a day,” relates Tonny. But how can you stay motivated for so many years? “What has always appealed to me is the fact that how well I do depends completely on me – and me alone. I enjoyed being able to set myself challenges to see how far I could go, constantly working to improve,” he explains. Worth waiting for However, in recent years, Tonny has toned down his training programme to make more time for his wife and three children. So it was something “What has always appealed to me is the fact that how well I do depends completely on me – and me alone.” “It requires a measure of natural talent and the ability to concentrate and handle high-pressure situations. However, it also demands hours and hours and 8 VestasInside2008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=9http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=9Tonny’s records 1990: World Championship silver, national team 2000: World Championship silver, individual 2001: European Championship silver, individual 2002: European Championship silver, individual 2005: Danish Champion for the fifth time 2007: World Championship silver, national team 2007: European Championship gold, national team “At times, it has been very hard to find time for both work and billiards, with work from Monday to Friday and tournaments almost every weekend. For this reason, it was a fantastic experience to stand on top of the podium for the first time,” he explains. “Both Vestas and my family have been very flexible and supportive, giving me the opportunity to travel. Sometimes, however, I have almost had to lose on “It is not easy to become World Champion. But I still have 10–15 good years left in me, and I have come so close several times – so who knows …?” i of a surprise that in 2007, he finally succeeded in winning European gold. Because even though Tonny’s record is long and impressive, he had never before experienced the thrill of having a gold medal hung around his neck at an international championship. purpose to make it home again. For example, there was one time I only just made a flight after a tournament and arrived home at 5 in the morning of the day of my daughter’s confirmation,” recalls Tonny with a smile. Even though he can now add a major title to his CV, Tonny still has great ambitions. ins defacts VestasInside 92008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=10http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=10This is where we make our stand If Vestas is to maintain its leading position, a number of crucial results must be achieved quickly. This is the background for the selection of 12 Must-Win-Battles that are to assure the future of Vestas Battle Manager: Troy C. Patton, Senior Vice President Battle Manager: Martin Jensen, Project Controller 1: Development of Next Generation Turbines Ensuring that Vestas has the right products to maintain its No. 1 share of the global market Sponsor: Finn Strøm Madsen, President of Vestas Technology R&D 3: Sales Excellence Creating a winning market strategy on a competitive global market Sponsor: Johnny Thomsen, Senior Vice President, Business Performance Management, Group Finance & Operations Battle Manager: Tommy Rahbek Nielsen, Vice President ? Battle Manager: Not yet decided 2: Battle for China Breaking new ground Sponsor: Lars Andersen, Senior Vice President, Vestas Asia Pacific 4: Production Excellence Lean/Six Sigma conversion of Vestas Sponsor: Søren Husted, President, Vestas Nacelles 10 VestasInside2008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=11http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=11Twelve strategic initiatives are to receive full attention and promotion at Vestas in 2008 – the only greater focus is on the budget. That is the message from the Vestas Government, which has selected 12 Must-Win-Battles – or, put another way, “areas of initiative in which we must succeed.” But why prioritise some initiatives over others? “It is essential that we at Vestas focus our input on those areas where the needs and potential benefits are greatest. We have assessed these 12 areas to be crucial to Vestas’ continued development, and to the ability of the company to retain and expand its position as No. 1 in Modern Energy. For this reason, these initiatives have the full backing of the Vestas Government,” says Ditlev Engel, President and CEO, with regard to the background for the selection. He underlines that all 12 Must-Win-Battles must be finished by the end of 2008 as a basis for Vestas’ further development and focus in 2009. Covers the entire Vestas organisa organisation The 12 initiatives parts Vestas’ busin business: the atives cover all pa s of Vesta in ne from ness: n f from t he development of new turbine models and the improvement mprovement of quality from suppliers, to increased focus on recruitment and employee development and the optimisation of the service business. The focus areas are not new in themselves, but the “Must-Win-Battle” designation comes complete with an ambitious plan for their execution. Each of the MustWin-Battles is driven by a Battle Manager and a sponsor. “By designating an area a ‘Must-Win-Battle’, we highlight the fact that it has top priority. Refusal to provide full support for the initiative is quite simply not an option in this context,” says Ole Borup Jakobsen, President of Vestas Blades, who is the sponsor for Must-Win-Battle No. 6 – Sourcing Excellence. Battle Manager: Mark Colwell, Assistant Vice President Battle Manager: Kirsten Pedersen, International Project Manager 5: Supplier Quality Understanding and improving of product and process quality for 4 Sigma level Sponsor: Finn Strøm Madsen, President, Vestas Technology R&D 7: Tower Programme, V80 and V90 turbines Reducing the number of variants by standardising tower sections, platforms and flanges Sponsor: Knud Bjarne Hansen, President, Vestas Towers Battle Manager: Conni Lindbjerg Kristensen, Vice President Battle Manager: John Nielsen, Vice President 6: Sourcing Excellence Sourcing for market growth Sponsor: Ole Borup Jakobsen, President, Vestas Blades 8: Service Excellence Securing Vestas’ position as the unrivalled provider of innovative and efficient services Sponsor: Hans Jörn Rieks, President, Vestas Central Europe VestasInside 112008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=12http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=12“The new approach makes it possible to add even greater impetus to the development of these projects. We have the full backing of the entire Vestas Government, and we know that no-one will be giving higher priority to other projects or pulling in a different direction,” says John Nielsen, Vice President and Battle Manager for Must-Win-Battle No. 8 – Service Excellence. “We now have a shared, balanced decision: this is what Vestas wants. This will ensure a fast pace in the execution phase,” he adds. The only pan-organisational projects Efficient, focused and prioritised execution are key concepts in the work with the 12 Must-Win-Battles. But then, the effects of these projects are to assure Vestas’ future. This applies, for example, to the “Development of Next Generation Turbines.” “It is unlikely that we will see the results of this project for several years, but it is essential that we build a platform that we can use well into the future. Otherwise, not only will we lose our leading position on the market – we will disappear from the market completely,” explains Troy C. Patton, Battle Manager, Vestas Technology R&D. These 12 projects will be the only projects to be executed on a pan-organisational basis at Vestas in 2008. This means that a number of other projects will be put on hold to allow as many resources as possible to be devoted to the 12 MustWin Battles. ins defacts All Must-Win-Battles are tied to the Strategic Portfolio Management at Group Finance & Operations, which will follow and support them all. If you have any questions about the 12 Must-Win-Battles, contact Kristine Mørch, Senior Project Manager, at kol@vestas.com Battle Manager: Russell D. Young, Vice President Battle Manager: Per Thiesen, Director 9: Optimizing turbine visits for greater reliability Increasing Mean Time Between Inspections Sponsor: Bob Fritz, Senior Vice President, Vestas Excellence 11: Executive Roadmap to a 4 Sigma Company Top 200 Executive training Sponsor: Roald Steen Jakobsen, President, Vestas People & Culture Battle Manager: Nete Bechmann, Vice President Battle Manager: John Skat Dalgaard, Senior Project Director 10: Leadership Pipeline Assuring continuous recruitment and development of leadership talent Sponsor: Roald Steen Jakobsen, President, Vestas People & Culture 12: Mayflower The Enabler for Business Evolution Sponsor: Henrik Nørremark, CFO 12 VestasInside i2008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=13http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=13ASK T H E E XPE RT S: Three blades – for three reasons Vestas employs the world’s leading experts in the field of wind power – and now’s your chance to have them answer the questions that have always bugged you. Send your questions – about Vestas’ turbines, business, history, etc. – to vestasinside@vestas.com, and we will find the colleague who knows the answer The first question comes from Luca Clary, who is an Improvement Project Assistant at Group Transport. Luca asks: ? “Why does a wind turbine have three blades?” ! Niels Vilsbøll, Technical Manager, IPR R&D, Vestas Technology R&D, replies: “Briefly put, there are three reasons why most wind turbines today have three blades: balance, economics and impact on the immediate environment – i.e. noise level and visual impression. “Let us start with balance. Turbines with an uneven number of blades have better aerodynamic balance. If a turbine has four blades, the two blades in the lowest position will be less affected by the wind than the two in the highest position, and this will create an imbalance. Another reason why the ‘three-blade’ model is most common is that three blades generate a more pleasing visual impression than two. In addition, the rotors of turbines with two blades have to rotate faster than those with three blades to capture the same volume of energy from the wind. This explains why turbines with three blades generate less noise. Finally, there is the matter of the price: more blades means higher costs for the blades and more expensive gears, because the blades will turn more slowly.” VestasInside 132008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=14http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=14From farm field to hi-tech site One of Vestas’ biggest ever construction projects is approaching completion. From his site hut, Asbjørn Richter Brændstrup, Vestas’ Project Manager, is running the construction process – from foundations and façades to docking stations and desks The winter rain beats down on the small collection of site huts on the building site where Vestas Technology R&D’s new development centre is scheduled for completion in September 2008, when it will open its doors to 500 employees. One of the huts houses Asbjørn Richter Brændstrup’s workplace. At his desk here, the Vestas Project Manager is responsible for the construction on the outskirts of Århus, Denmark – but, in his opinion, the plaudits for a good, inspiring building should be directed elsewhere. “The special feature of this project is that from the very start – i.e. long before I got involved – the plans were attuned to the needs of people who are to work here. Very thorough analyses were carried out of what these people needed and wanted. All the expectations were put on the table and a series of discussions were held to establish how the building could support the way people want to work,” he explains. The central feature of the building will be an atrium courtyard rising up two storeys, with walkways connecting the wings. There will also be room for a life-size nacelle and other Vestas products. The workplaces themselves have been designed to provide optimal opportunities for project work. 14 VestasInside2008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=15http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=15Asbjørn Richter has worked on innumerable construction projects. Nevertheless, Vestas’ new development centre is something special. “Much of my work has involved ensuring that the original idea behind the structure construction was implemented in full, so that we end up with a building that users are satisfied with,” explains Asbjørn Richter Brændstrup, who works for Vestas’ Building Department – under Vestas Blades – which deals with all Vestas’ major construction projects, no matter where in the world or for which business unit they are executed. It is more than two years since the decision to build the centre was taken. A vast number of project drawings on the shelves bear witness to the length of the process from the time when the first sketches were drawn to the moment when all the project details fell into place. Asbjørn (61) is a qualified engineer with a whole working life of experience with construction projects, but he still considers the new development centre to be a very special assignment. “It is a major project, and in contrast to most other Vestas constructions, there are no other buildings to refer to. This building is unique,” he explains. “It is not the managers’ building, nor mine. It belongs to the users.” In February 2007, the first machines rolled onto the site, and today the exterior walls have long been in place. On this January day, around 125 craftsmen are hard at work laying cables, plastering walls and working on a range of other tasks. However, the involvement of the Vestas employees is still central to the innumerable details that will influence the final result. A project group and a user group made up of employees are regularly consulted – when choosing the desks and chairs, for example. Many such decisions will need to be taken in the coming months before the 18,400 m2 of floor space that the building contains are ready for use. However, seeing the finished building itself is not what Asbjørn is most eagerly anticipating. “What I am most looking forward to is seeing how the building functions for the employees. It is not the managers’ building, nor mine. It belongs to the users.” VestasInside 152008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=16http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=16A global construction site Vestas is expanding rapidly, and the clearest evidence of this is the large number of new Vestas construction projects shooting up on three continents: Europe, North America and Asia. Here is an overview of where Vestas will be cutting red ribbons in the immediate future 16 VestasInside2008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=17http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=17V E S TA S N O RT H E R N E U RO P E : Malmø, Sweden Administration building Size in square metres: 3,500 Expected number of employees: approx. 100 To open in Q1 2009 V E S TA S C O N T RO L SYS T E M S : Hammel, Denmark Controller factory Size in square metres: 14,000 Expected number of employees: 550 Production to start: 1 June 2008 (full production) V E S TA S T E C H N O LO GY R & D : Århus, Denmark Research and development centre Size in square metres: 18,400 Expected number of employees: 500 To open in Q3 2008. V E S TA S B L A D E S : Lem, Denmark Mould factory Size in square metres: 17,400 Expected number of employees: 120 Production to start: July 2008 ins defacts In November 2007, Vestas announced that the Group will also establish tower production in the United States and a foundry, a machining factory and a controller factory in China. In 2008, Vestas expects to invest EUR 500 million in tangible fixed assets, primarily new factories and other facilities. This is the highest level of investment in the Group’s history. Vestas expects wind power to cover at least 10 per cent of global electricity consumption in 2020. Today, the share is 1 per cent. In order to maintain its market share during this period, Vestas will have to install more than 250,000 MW from the present day until 2020. i V E S TA S B L A D E S : Daimiel, Castilla-La Mancha, Spain Blade factory Size in square metres: 31,600 Expected number of employees: 500 Production to start: July 2008 V E S TA S C O N T RO L SYS T E M S : Soria, Spain Controller factory Size in square metres: 7,012 Expected number of employees: 120 Production to start: July 2008 V E S TA S B L A D E S : Windsor, Colorado, United States Blade factory Size in square metres: 19,000/ 37,000 Expected number of employees: 750 Production to start: January 2008 (first phase) April 2009 (second phase) VestasInside 172008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=18http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=18second A stubborn bolt cost Juan Carlos Carrillo Francisco three weeks off sick A costly 18 VestasInside2008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=19http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=19It was an absolutely standard working day in 2007 for Juan Carlos Carrillo Francisco, an electrical fitter at the Vestas Nacelles factory in León, Spain. But in a split second, things went badly wrong. “I was tightening a bolt when the tool slipped,” says Juan Carlos. He explains that the accident happened because the bolt was positioned where he could not actually see it while he was tightening it. “The tool hammered my thumb into the component I was tightening,” he says with regard to the accident that resulted in a visit to the A&E department of the hospital. On account of this injury, Juan Carlos was off sick for three weeks. Juan Carlos was thus one of the more than 500 Vestas employees to suffer an industrial injury in 2007 that resulted in one or more sick days. According to Jakob Larsen, Vice President of Safety & Environment, People & Culture, this figure is too high and must be reduced without delay. “We can and must do much better, and we each and every one of us must contribute to preventing injuries, primarily because we want to create a workplace that is safe for all employees in all situations. In addition, if you view the issue from a financial perspective, we can save a lot of money by sorting out the safety situation,” explains Jakob Larsen. As a result of Juan Carlos’ injury at the León factory, the work procedure was analysed and subsequently changed so that the inappropriately positioned bolt can now be kept in plain view. This is one of the small but important steps towards improved safety. “You can now see the bolt all the time you are tightening it. This is one example of how we are constantly developing in the area of safety, by replacing existing tools with models that are more appropriate as regards safety, for instance,” says Ramona Alonso Amieiro, QSE Manager at the León plant. She goes on to explain that when “near misses” are reported, the work situation in question is also thoroughly examined and improved. To add extra impetus to the improvement work throughout the Group, Vestas has entered into a working relationship with an external partner: DuPont, which has more than 100 years of experience in preventing injuries and improving the safety culture at companies. David Mallard of DuPont Safety Resources is the Territory Manager for the Nordic region and the project manager for Vestas’ work to improve safety. “At DuPont, our attitude is that all injuries – not just most of them, but every one of them – can be avoided if you work with the company culture. In practice, you can compare it to changing a bad habit: it is difficult to break, but that does not mean that it is impossible if you make an effort,” explains David Mallard. “The responsibility for improving safety rests on each and every employee of the company. Naturally, it is the responsibility of the management to ensure that the right conditions are in place to allow work to be conducted safely. In this context, ‘conditions’ refers to training, tools and safety-approved machines. However, it is the employees’ responsibility to work safely, to follow the safety regulations and to call attention to any shortfalls. It is here, in the everyday work, that you can make a difference,” he says. David Mallard with regard to three myths about safety: Myth: Myth: Myth: Safety costs money “On the contrary! Companies can save a great deal of money by wiping out injuries. Injuries mean production shutdowns, sick leave and other expenses – not to mention the human cost to the employee(s) who are actually injured.” Not all injuries can be avoided “All injuries can be avoided. Training and preventative measures can help do away with all accidents. I can cite examples where an industrial company has reduced its incidence of injuries by 80 per cent in just three years.” It is the responsibility of the safety representative to ensure compliance with regulations “Everyone is responsible for following the rules and regulations. If everybody thinks that it is someo2008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=20http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=20A thick layer of ice covered every surface and made it almost impossible for the service technicians to inspect the turbines at the Smoky Hills project. However, for the people at the site, this was just another challenge in the tough climate of Kansas 20 VestasInside2008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=21http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=21“The locals say that this is the worst weather they have experienced in ten years,” says José. In December, the weather conditions went from bad to worse when an ice storm hit Kansas. As a result, the Smoky Hills landscape was covered with ice up to 2 cm thick – as were all the turbines and the roads leading to them. Nevertheless, instead of giving it up as a bad job and returning to their warm hotel rooms, the nine members of the Vestas team went to work, manually gritting half a kilometre of road so that they could each inspect 2–3 turbines. “We had a job to do – the turbines had to be inspected. They had been covered with ice for a week. You couldn’t see the bolts on the towers. But no-one complained – although we were a little sore the next day,” explains José, or Pepe, as his colleagues like to call him. “I started working in the wind energy sector when I was 18, and have been in the industry for more than 21 years. I have held my current job for 13 years. This is my 28th Vestas project. I’m too old to do anything else,” he says with a laugh. “No two sites are identical; every new site brings new challenges.” The Smoky Hills Wind Farm, which consists of fifty-six V801.8 MW turbines, stretches over 12,500 acres of central Kansas, USA. The project, developed by TradeWind Energy LLC and purchased by Enel in 2007, is scheduled for completion in early 2008. The Smoky Hills project will generate sufficient energy to cover the annual consumption of more than 37,000 average Kansas households. i “In August, the weather was magnificent. There was no wind at all. But since then, the wind has not stopped blowing,” relates José Ramirez, Construction Manager at the Smoky Hills project in the United States. José joined the team in Kansas fresh from another project in Washington, where the weather was much milder. From desert to ice Pepe has been working on the installation of the 56 wind turbines at Smoky Hills for over half a year, and it is a job with long working days. But in spite of the freezing cold, the long days and the fact that his family is far away in the Californian desert – which means he only gets to see them once every five weeks – he could not imagine doing any other job. ins defacts VestasInside 212008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=22http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=22Vestas on the wing Vestas has just ordered its very own plane, which is to be used, for example, in connection with the roadshows that follow the publication of Vestas’ accounts. “A plane is a natural part of the ‘tool box’ for a company of Vestas’ size. We must maintain close contact with customers and other partners, so it is essential that Vestas have the opportunity to ‘be where the action is’. Similarly, investors and the international media are very interested in what we at Vestas are doing, and we must make the very most of this interest,” explains Peter Wenzel Kruse, Senior Vice President, Group Communications. “Ultimately, it is about making the best use of our time. Some jobs cannot be ‘split in two’, and it is crucial that the best use be made of Ditlev Engel’s, but also the rest of the Vestas Government and other employees’ time,” he says with regard to the purchase of the Dassault Falcon 2000 aircraft, which has room for up to 12 passengers. “Our products contribute to reducing emissions of greenhouse gases. But this does not mean that we can run our business without emitting CO2. We already generate a carbon footprint as passengers on regular flights, and we have come to the conclusion that it actually makes sense for Vestas to purchase its own plane,” explains Peter Wenzel Kruse. On average the plane emits 0.3 tonnes of CO2 per 100 kilometres – equivalent to the amount of CO2 that one V90-3.0 MW will save the environment from in half an hour. “Projecting the message of No. 1 in Modern Energy – so that wind can make out 10 per cent of the world’s energy consumption in 2020 - I think buying a jet is a good climate deal anyway,” concludes Peter Wenzel Kruse. Air Alsie A/S, Scandinavia’s largest operator of executive jets, will be responsible for the crew, planning flights, maintenance and operation. The company will also lease the plane when Vestas is not using it to ensure that the capacity is used in the best possible way. So far the first flight is some time away, as the delivery time makes those of the wind power industry pale in comparison. Vestas’ plane is expected to be ready for use in 2012. Gazelles at Nacelles Francesco Velluto and the staff of the nacelle factory in Taranto are the most recent recipients of Vestas Nacelles’ Gazelle Award. The award is given to an employee or a department that has made an extraordinary effort, and is always presented by the previous winner. This year, it was Hans Warmbold from Strategic Purchase, who handed over the award. “To me, this confirms that we are heading in the right direction. And employees consider this award valuable and concrete feedback, which proves that the work done at this factory has been noticed and recognised elsewhere in the organisation,” says Francesco Velluto, Factory Manager. On his return to Italy, Francesco presented the award to the factory employees at a large meeting. 22 VestasInside2008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=23http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=23Vestas part of World Economic Forum Vestas has been made a member of World Economic Forum, which includes the world’s largest and most influential companies. Vestas is the first company from the renewable energy sector to join, marking another step towards the fulfilment of Vestas’ mission, Wind, Oil and Gas. Ditlev Engel and Peter Brun, Senior Vice President for Group Government Relations, represented Vestas at the Energy Summit & Energy Board Room Programme, held in connection with World Economic Forum’s annual meeting in Davos, Switzerland in January 2008. The energy summit is an annual, exclusive meeting between the leading energy business executives, top government officials and decision-makers, including energy ministers from the most important energy consuming and producing countries Among the topics of the summit in Davos was the consumption of large quantities of clean drinking water in energy production. Contrary to many other forms of energy, wind turbines do not consume any water when generating electricity – and that was one of the messages Vestas’ participation at the summit was to underline. Vestas on the map Wind and weather are two sides of the same coin, and throughout in 2008, Vestas will be making its mark on the weather forecast in the influential British newspaper The Financial Times. The weather map in the newspaper is to feature a Vestas wind turbine, and Vestas has also secured a banner space below the weather forecast, giving the company the opportunity to adapt the Vestas message to global and regional campaigns – in connection with the World Economic Forum summit in Davos, Switzerland, for example. “By advertising in The Financial Times we will be able to reach decision-makers all over the world. In this context, it was only natural to use the weather forecast to explain the benefits of the wind as a source of energy,” says Kasper Granat, International Marketing Developer from Group Communications. VestasInside 232008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=24http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=24Raghu’s safe landing 24 VestasInside2008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=25http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=25Starting a new job can be particularly challenging if, at the same time, you have to get used to a different work culture and a new language. But you can come a long way with openness and the courage to ask questions “I clearly remember my first few months in Denmark – everything was very different from what I was used to in India: the people, the culture, the climate. Even going shopping was a challenge,” relates 27-year-old Raghavendra Rao Kumar, an HSE engineer at Vestas Technology R&D in Randers, who came to Denmark in 2004. Today, Raghavendra – or Raghu, as his friends call him – is part of an otherwise exclusively Danish team. Even though he understands a lot of Danish, he does not speak the language very well. Despite this minor handicap, he thinks that it is very positive to share the Danish work mentality. “It is all a matter of attitude. If you try too hard to be part of the group, you can come across as pushy. Be yourself. People will soon find out that you are a good person,” he explains. A support system makes a big difference Raghu came to Denmark to study at the Technical University of Denmark (DTU), from where he graduated as an engineer in wind energy last summer. The DTU helped him find a place to live and set up a bank account – and his residence permit was in place before he set foot on Danish soil. “I did not know anyone in Denmark, but fortunately the DTU had a good support system, which helped me a lot. In addition, the place runs a ‘buddy system’, which means that they pair foreign students up with Danish students who can explain all the practical stuff. This is an approach that Vestas could learn from,” he says. After two years away from his family in India, Raghu was ready to return home. But a vacant position with Vestas made him change his mind. “I have a very narrow job profile, so when I saw that the position was vacant, I simply had to apply for it – particularly as to me, Vestas is synonymous with wind energy. I had no experience from the wind power industry, but I had worked part-time while I was studying so I was familiar with the Danish work culture. I think this was one of the reasons I was given the job.” Raghu was the first non-Danish colleague to join the department, and his arrival triggered a number of changes. For example, English is now the departmental language. In Raghu’s opinion, clear communication – from both sides – has been the key to a good working relationship. “All I need to remember is not to assume anything, but to have the courage to ask if I am not sure about anything,” he says. VestasInside 252008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=26http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=26Seven nationalities – one team Vestas Technology R&D’s verification team in Århus, Denmark, numbers seven different nationalities among its 18 staff The verification team under Validation, R&D, is a good candidate for the title of Vestas’ most international department. The 18 employees who work at the test centre in Århus can claim seven different nationalities between them: Peruvian, Chinese, Dutch, Swedish, Canadian, French and Danish. According to Frank Ormel, Director of Validation, this type of diversity creates value rather than problems, because the different cultures provide more approaches to solving problems. “For us, an open approach to our differences is the key to making the most of what we all can contribute as individuals. Different preconditions provide different perspectives and different contributions, which often generate more ideas than would have arisen if everyone came from the same background,” says Frank Ormel, who continues: “There is an old saying to the effect that: if the only tool in your toolbox is a hammer, everything starts to look like a nail. And if your employees all come from the same background, they will all have the tendency to tackle problems in the same way.” 26 VestasInside2008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=27http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=274 good tips: how to help your foreign colleagues • Make sure to send clear signals and, ideally, explain the logic and values behind your behaviour. • Do not be afraid to ask “stupid” questions about your foreign colleague’s behaviour, and the logic behind them. You might not always understand what you are seeing. • Be inquisitive and ask your foreign colleague to tell you about the situations he or she considers strange, different or complicated. In addition to supporting the cultural integration of your colleague, this will provide you with new perspectives on your everyday life. • Reduce the “background noise” in the working relationship: do what you can to establish a clear framework and division of responsibility. Source: Human House More than a handshake With 56 different nationalities in the Vestas workforce, there are plenty of opportunities for international sparring – but also for misunderstandings. According to Rasmus Emmertsen of Human House, which provides culture courses for Vestas, it is important to take into account the differences if you want to make the best of the working relationship. “It is important not to think that you are prepared to meet another culture simply because you have learned to shake hands correctly, and are familiar with the rituals surrounding the exchange of business cards. Tips and tricks are not enough,” he explains. Instead, it is a matter of training a general ability to “decode” and understand other people’s cultures, irrespective of whether you are travelling to a different country or welcoming a colleague from abroad. “For example, we Danes are not insulted if a foreign colleague is not familiar with our greeting ritual and offers to shake hands with his left hand rather than his right. However, we may be a little put out if he or she interprets our laid back style of work as an expression of laziness,” he says. VestasInside 272008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=28http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=28P OP Cultural coherence or collision? Many Vestas employees work outside their home countries. Here, some of them share their experiences of Vestas as a workplace “abroad” VOX I am on the Vestas Graduate Programme and have been in Denmark for three months now. I live together with other graduates from different countries, which makes my circle of acquaintances very international. As a foreigner, you can feel constricted if you act like a tourist and speak German and English to everyone. It is my impression that it is a lot easier to get on if you learn at least a bit of Danish. At Vestas, almost all my colleagues are Danish, but I really like their mindset. They seem much more relaxed than Germans when it comes to formalities and the like. However, it took me quite a while to get used to the flat hierarchy and the use of first names – even when talking to the boss. Jan-Christoph Neuhann (Germany) Graduate, Management Support, Vestas Northern Europe, Denmark I have been living in Spain for five years now. I have always wanted to work in a different country and get to know other cultures. To start with, it was difficult to find work because I was a student. I had to have a special permit to work – but I couldn’t get one because I was a student … It was a vicious circle. The legal system here was not all that favourable to foreigners. Nevertheless, I finally managed to get permission both to live and to work in Spain. My life in Barcelona is very different to my life in Buenos Aires, my “home town”. The everyday routine and the people’s lifestyles are very relaxed here. My biggest challenge has been to learn the local language, because you simply cannot get by in Catalonia unless you speak Catalan. Moira López (Argentina), Marketing & Communications Assistant, Vestas Mediterranean, Spanien Even though I have lived abroad before, it was still a major decision to start working for Vestas and continue my career outside Poland – far from my family and friends. Nevertheless, my love of adventure and the chance to gain international experience led me to decide to travel abroad. I have an interesting job, which allows me to have fun and take on challenges at the same time. However, what is most important to me are the people and the culture at Vestas. It is not the number of employees nor the turnover figures that make a company global. It is the culture. In the same way as in many other places, you will meet all kinds of people at Vestas. Generally speaking, the people I have met at my workplace in Denmark have had an open attitude to things and have not been afraid to share their experience. All this confirms my belief that starting to work for Vestas was the right decision. Dariusz Szafran (Poland), Graduate, Supply Chain Management, Vestas Blades, Denmark This is my first time working abroad. I only arrived in Germany in December, so I am still very new here – but I feel that I’ve found my feet. The biggest challenge was trying to open a bank account without having a permanent residence permit. I understand most of what is being said around me, but I find it difficult to reply in German. So I am really looking forward to taking German lessons. The German work mindset is not all that different and everyone is very helpful. All in all I feel part of something – and not like a foreigner. Robert Szalay (Hungary), Project Coordinator, Vestas Central Europe, Germany 28 VestasInside2008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=29http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=29Do you have the best colleague at Vestas? VestasInside will soon be presenting the “Colleague of the Year, 2008” award – which is your chance to give one of your colleagues a pat on the back. If you think that it is your colleague – either in your own department or elsewhere in the Vestas organisation – who deserves recognition for his or her input, you can nominate him or her for the award. All you need to do is send an e-mail to vestasinside@vestas.com. In the mail, write the name of your colleague along with an explanation of why he or she is the best colleague at Vestas. It may be that your colleague takes the lead on work to maintain or improve safety standards, is good at motivating and encouraging people – or is “simply” always ready to lend a hand when the pressure starts to build up … The winner will be selected via a vote later this year, when all employees will have the opportunity to vote for the candidates. In addition to the honour, the lucky winner will also receive a prize – as will the colleague who nominated him or her. Send your nomination today – the deadline for nominations is 26 April. Recognition from China On 7 December 2007, Vestas received the “TEDA Special Contributions Award”, which is presented to companies that have made a special contribution in the TEDA area in Tianjin. “There are two reasons why Vestas is receiving this award. Firstly, we have more than fulfilled our investment plans – we have invested more heavily and employed more people than we promised; and secondly, we enjoy a remarkably good working relationship with the TEDA authorities,” explains Jørn Dalsgaard, General Manager for the Vestas factories in Tianjin, China. – and from France Vestas has also been rewarded for its work in France, with the presentation of the Danish-French Chamber of Commerce’s Export Award 2007 to Nicolas Wolff, General Manager of Vestas France. The award, which is given annually to a Danish company in recognition of its efforts in the field of exports to the French market, was presented by the French Ambassador to Denmark. “This award is recognition of our ongoing efforts to establish Vestas as the leading company on the wind energy market in France, which is still in its infancy,” says Nicolas Wolff. VestasInside 292008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=30http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=30The Jutland Italians When 19 Italian Vestas employees arrived in Denmark last autumn, they broke down the language barrier and established long-term connections “I was curious to see what would happen when an employee from Ringkøbing had to explain to an Italian colleague how things are done here – but it turned out to be an absolute pleasure,” relates Gert Bo Kristensen from Production Engineering at Vestas Nacelles. Gert is the project manager for the technology transfer of production know-how of the 3 MW nacelle from the factory in Ringkøbing, Denmark, to 19 Italian colleagues from the Taranto plant. Six holiday houses on the west coast of Jutland was the base for the team of colleagues from Italy during their training in Ringkøbing, where the 16-week course became much more than a simple exchange of process work instructions. “The people involved displayed great understanding of each other’s culture – they had confidence in each other and gave each other plenty of room. Both teams changed their positions significantly during the process, professionally as well as personally,” says Gert Bo Kristensen. The Italian colleagues are now back in Taranto, where they are busy sharing their new experience with their workmates. The first Italian 3 MW nacelle is expected to roll off the production line in March. Italian getup-and-go Tom Østberg Sørensen from the day shift at the nacelle factory in Ringkøbing has been involved in the knowledge-transfer project since it was launched in summer 2007. It was his job to teach and evaluate his colleague Giovanni Basile in the final electrical test performed on the nacelle just before it leaves the factory. Regarding knowledge sharing “It was a real advantage that they had previously worked on the V52 and V47 models. This meant that they were already familiar with the Vestas systems and procedures. But most importantly of all, the Italian team demonstrated plenty of willingness and get-up-andgo.” Regarding culture “I have previously worked as a travelling service technician, which teaches you how to behave when meeting new cultures – it is important not to go wading in. The main difference between Italians and Danes is probably that Danes are generally more laid back, while Italians have a tendency to tell it like it is. We tried communicating in English, but that did not always work out too well, so we asked two 30 VestasInside2008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=31http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=31Tom Østberg Sørensen Giovanni Basile – and close friendships colleagues – Shilli and Paolo – to act as interpreters. They helped out when the language barrier became a real obstacle. Other than that, we relied on body language – and I soon learned to see whether they understood the questions.” Regarding camaraderie “We formed close relationships with each other, and we even went bowling together a few times. So it was a bit sad to have to say goodbye. The place felt rather empty when they left. Of course, our Italian colleagues were looking forward to seeing their families again, but I think that they were a little sad, too, because they felt that they had gained a family in Denmark that they had to leave behind.” I am looking forward to travelling to Italy to follow up on the work, and to see whether the training we provided was good enough.” Warmth in the cold north Giovanni Basile has worked at the nacelle factory in Taranto since 2001, but he spent the last few months of 2007 in Denmark along with 18 of his Italian colleagues. Regarding knowledge sharing “Both Danish and Italian cultures are distinguished by a flat hierarchy. I think that helped to make the working relationship easier. In Italy, we are just starting to introduce Lean. This means that we are still largely divided into departments and groups, where individual concerns can come into conflict with the best interests of the company as a whole. Our experience with Lean in Ringkøbing has taught us how important it is to prioritise and to break down the barriers that often exist between departments. Thanks to our Danish colleagues, we have updated our approach to the Lean philosophy.” Regarding culture Of course, there are cultural differences between Danes and Italians. During our coffee breaks and while we worked, we spent a lot of time getting to know one another’s cultures – we were not just interested in the technology. It was a real advantage that we were each paired up with a Danish colleague, because this meant that we did not have the opportunity to talk Italian amongst ourselves. It was positive that we were ‘forced’ to speak English in this manner. In addition, we often used sign language to communicate. It is amazing how much you can say without words, simply by using body language. Regarding camaraderie To start with, relations between us and our Danish colleagues were rather cool – we needed some time to size each other up. But this changed completely once we had broken the ice. From then on, we really enjoyed working together. Even though we had to ‘take orders’ from our Danish colleagues, and even though we were there to learn a new technology, the atmosphere was very positive. We soon felt that we were part of the team, and we found out that our ‘cold’ Nordic colleagues were actually very warm deep down. So I had quite a lump in my throat when the time came for us to say goodbye to each other.” VestasInside 312008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=32http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=32Back on track An eight-fold increase in the workforce made it difficult for the Strategic Purchase Department in Vestas Nacelles to stay on course – and the effects were felt both within the department itself and elsewhere We are not satisfied with the working relationship with your department. In fact, we do not understand what it is that you do. That was the negative report that the employees of Strategic Purchase received when, in autumn 2007, the department conducted a survey of how the other sections of the Vestas organisation perceived it. “The results were quite shocking, partly because our colleagues in other parts of the organisation apparently did not see the point of what we were doing,” relates Louise Teilberg Jensen, a Purchasing Assistant at the department. The survey was conducted in an attempt to find a solution to the problems that were already apparent to the staff of the department. Louise explains that these problems were partly attributable to the “growing pains” the department had experienced. In just four years, the workforce has increased eight-fold – and this really had an impact. Procedures, structures and division of responsibility between the employees had not been established appropriately, and this resulted in dissatisfied customers. Once the results of the survey had been received, the staff went to work defining their overriding goals for the work of the department and pinpointed five values that were intended to turn the focus on making the department more customer-oriented and reinforcing working relationships with other parts of Vestas. Louise Teilberg Jensen 32 VestasInside2008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=33http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=33In addition, the changes have had a beneficial effect on the working relationships with other departments. “For example, we have initiated a project in collaboration with Technology R&D and Supplier Development. We are all working with the same components – but applying three different approaches. It is essential that one hand always know what the other is doing, and this is an area in which there has sometimes been room for improvement,” she explains. “With the level of growth at Vestas in general, I think this would be a good exercise for many of the other departments that are developing at the same rate as us,” she says. “Growth demands development and improvement – all the time.” Price negotiation is one of the areas handled by Strategic Purchase. In addition, the department is responsible for keeping a check on the capacity and delivery times of components. On top of this, the department is the “anchor” for all kinds of inter-disciplinary projects, including the Supplier Loyalty Concept, Supplier Scorecard and Supplier Performance Teams. The department employs 40 people. Just four years ago, it employed 5. i “It is very important to have a common base in the department, to ensure that we are all pulling in the same direction. This exercise has clarified the internal division of responsibility and improved co-ordination with our partners.” “With our increased focus on goals and assignments, we naturally hope that the perception of our department will improve,” says Louise. She has already noticed a significant improvement in the working atmosphere at the department as a result of clearly defining the division of responsibility and the direction for the department. ins defacts VestasInside 332008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=34http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=34Win a musical treat for two VestasQuiz In the last VestasQuiz, we asked what percentage of Vestas’ electricity consumption is covered by sustainable energy. Muralidharan Ekambaram, a Junior Executive at Customer Service, Vestas Asia Pacific, knew the right answer: 68 per cent. For sending in the correct answer, Muralidharan has won a trip with his family to an amusement park. This time, the prize is two tickets to a concert of your choice – regardless of whether your favourite music is heavy metal, pop, jazz or … All you need to do is answer the following question correctly: At the end of 2007, Vestas employed 15,305 people. How many more colleagues can you expect to have by the end of 2008? a) 500 b) 1,500 c) 2,500 Send your answer to vestasinside@vestas.com no later than 25 March. The name of the winner will be published in the next issue of VestasInside. 34 VestasInside2008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=35http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=35my Vestas This time, the best photos have been sent in by Vestas employees from India, Canada, Germany and the United States Torben Victor Schmidt, Executive Management Chauffeur, took his camera with him on a trip to Husum. En route, he came across these woolly pedestrians. Chad Lewis is Lead Service Technician at the Pincher Creek site in Canada. He took this impressive photo of his workplace. The picture has been chosen as this issue’s winner, and we will be sending Chad a prize. “We had a special inspection visit from a local resident,” explains Kim Christensen, Project Co-ordinator at the site where a new Vestas Blades factory is currently under construction in Windsor, Colorado. Madhu Kumar Boppana, Manager, Corporate Communications at Vestas India sent us this delightful photo from Coimbatore in the Southern Indian state of Tamil Nadu. The turbines in the background are V82-1.65 MW models. VestasInside 352008-02-18T13:31:53+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=36http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012008/?Page=36Editors: Peter Wenzel Kruse (editor-in-chief), Lisbeth Christensen, Maja Kirchhoff Hestehave, Peter Gisselmann Rasmussen. VestasInside is an international magazine for Vestas staff, and is published in English, Danish, German, Italian, Spanish and Chinese. This edition closed: 20 January 2008. Print run: 16,000. Text: Lisbeth Christensen, Maja Kirchhoff Hestehave, Kristian Fredslund Andersen, Peter Gisselmann Rasmussen. VestasInside is published by Vestas Wind Systems A/S, Alsvej 21, 8900 Randers, Denmark Tel. +45 9730 0000 – Fax: +45 9730 0001 www.vestas.com UK2008-02-18T13:31:53+01:00