http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/RSS.ashxVestasInside PagesWed, 30 Apr 2008 17:37:36 +0200http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=1http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=1No. 2, 2008 A completely different class of production Cosimo shows the way Destination Leipzig A new beginning – and a tough goodbye2008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=2http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=2Destination Leipzig Roundabouts, snow and packed lay-bys can cause problems for any motorist. But the challenges are even greater when you are towing a 75-ton nacelle. Page 8 Mission Malmö It came as quite a shock when, last summer, the management of Vestas Northern Europe broke the news of the decision to move the unit’s headquarters from Videbæk in Denmark to Malmö in Sweden Page 16 A plan for excellent service Improved communication and planning, along with a management team ready to take the lead in change processes. These are some of the measures that have been applied to improve Vestas’ results in the area of service. Page 24 Ten years of experience at Vestas – as a 25-year-old Trine Hauritz Madsen is still one of the youngest employees at Vestas – but few can match her seniority. Page 26 2 VestasInside2008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=3http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=3Obliged to improve Things are going well for Vestas. The figures for 2007 show our biggest profits ever. There is every reason to be very proud of this – and I would like to thank everyone for all the hard work that went into generating those figures. However, in the midst of all the celebration we must remember that this is no time for self-satisfaction or believing that we can walk on water. The world around Vestas is not standing still, and unless we constantly become more and more skilled at what we do, we will quite simply be unable to maintain our leading position as No. 1 in Modern Energy, which relates to more than turnover. Clear proof of our need to improve is to be found in our customers’ perception of Vestas as a partner. The latest survey revealed that we still have a long, long way to go in this particular area. You might be tempted to ask if we need to worry about this at all, now that Vestas is earning money. The answer to this question is: Yes, very much so. It is our ability to live up to our customers’ requirements and expectations that will determine how we succeed in the years to come. Our 12 Must-Win-Battles – you can read about some of them in this magazine – are to help ensure that we meet the demands that the market makes. These initiatives are to assure the continued growth of our business, because if we do not continue to develop – as individuals and as a company – we will not be No. 1 in Modern Energy in the future. It is as simple as that. At the same time, our Must-Win-Battles emphasise that even though things may be moving quickly at Vestas, we must never lose sight and sense of the big picture. The 12 Must-Win-Battles ensure focus and appropriate prioritisation. Because even though we may want to, we cannot do everything and deal with all our tasks at once. I hope that, like me, you are enjoying the success Vestas is experiencing. I also hope that you are prepared to play your role in the work to make Vestas an even better company. After all, it is most fun to be Number 1 – in every discipline. Very best regards Ditlev Engel President and CEO VestasInside 32008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=4http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=4– superior customer service “The answer is in the mirror,” says Ditlev Engel in response to the unsatisfactory result of the Customer Loyalty Survey 2008. “There is only one thing to do – and that’s accept it and get on with it” What went wrong? That question has been on many lips since the results of the Customer Loyalty Survey 2008 came in. Instead of continuing signs of improvement in customer loyalty, as shown by the 2007 result, the simple truth is that loyalty has gone back down. How could it happen? Revealing a customer loyalty index of 46, the results of the 2008 survey are two points short of the 48 scored in 2007 – and seven points away from this year’s loyalty index goal of 53. Of all the sales business units, only Americas has not only reached but also exceeded the goal with a score of 55 – a score that reflects a consistent performance in the eyes of customers involved in all phases, whether sales, project or service. Silver lining Ditlev Engel expresses his disappointment – but disappointment tinged with positivism. For, as the Americas result confirms, the outlook is far from black. Encouraging feedback about the quality and performance of the wind turbines and working relationships with Vestas staff show some evidence of a silver lining. “Compared to the last few years, the turbines and their performance are from a customer perspective rated higher. Where we are failing is on the service side, covering service and maintenance, reporting and communication,” he says. “The good news is that, with the right focus and attention, we can solve these issues. This is what Americas is demonstrating.” Focus on Must-Win-Battles Another positive factor is that Vestas has already recognised many of the areas that customers particularly want to see improved. The 12 Must-Win-Battles launched in January represent the most focused and determined initiative yet to solve key loyalty issues. “The survey results underline that the Must-Win-Battles we have launched are the right ones. Even if we had achieved a better score, we would still be focusing on them,” says Ditlev Engel. 4 VestasInside2008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=5http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=5Huge task ahead Nevertheless, the fact remains that a huge task lies ahead to reach the goal set for the 2009 survey – a customer loyalty index of 60. Whether or not this is achieved will be reflected in the size of the payout from the Vestas bonus scheme, which was extended from management to all employees on 1 January this year. “If we don’t improve on it, we’ll be paid as we deserve,” comments Ditlev Engel and adds: “What we have to remember is that it is our customers who pay our salaries. We have to aim higher. “The answer is in the mirror. There’s only one thing to do and that’s accept it and get on with it. We must all go back and pay more attention to the recipe.” Room for improvement One positive aspect of this year’s survey result is that customers are generally satisfied with their working relationship with Vestas employees. When asked about whether they view sales, project and service staff as trustworthy and responsible, customers everywhere typically nod in agreement. The same goes for customers’ view of employee competencies. Here the majority are impressed by the level of expertise and knowledge and the strict adherence to health, safety and environment policies and procedures, even in the face of a pressing deadline. But there is no hiding from the uncomfortable truth: that, in the areas of service, maintenance, reporting and communication, many customers are not satisfied with Vestas. While customers are mainly satisfied with the quality of Vestas turbines, they are less than happy with the execution of their projects. Improving on these areas of low performance is critical to maintaining and expanding Vestas’ market share. There is much work to be done. VestasInside 52008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=6http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=6And the winner is. Vestas Americas stands out with an exceptional result in this year’s Customer Loyalty Survey – the only sales business unit to exceed the 2008 customer loyalty target of 53. Second place goes to Vestas Mediterranean, which comes in just one point shy of the target at 52. With a loyalty score of 55, Vestas Americas has improved its standing among customers by three points since 2007. In all phases of its customer relationships – sales, project and service – Vestas Americas is rewarded for a consistent performance. Now the ability of Vestas Americas to bring about the improvements highlighted by customers in the 2007 survey have been rewarded again – with the 2008 Vestas Dialogue Award. Role model “Americas has proven itself a role model for the entire Vestas organisation and, as such, entirely worthy of this year’s award,” says Per Arberg Jensen, head of the Dialogue for Development team responsible for the survey. Jonathan Barringer, Executive Administrator Constitutional Initiatives at Vestas Americas comments on the sales business unit’s efforts. “Everyone at AME has worked diligently both within the Dialogue for Development initiative and outside of it to deliver what our customers need and be more responsive when issues arise,” he says. Successful initiatives Among the initiatives introduced by Vestas Americas over the past year is a safety branding project to raise customer’s awareness of Vestas’ ongoing safety improvement. An increased focus on account management, improved technical reporting and a new customer issue resolution team are other noteworthy factors in Vestas Americas’ success. Jonathan Barringer adds: “The improvement projects make a difference, but I attribute the bulk of our improvement to the day-to-day efforts made to get on top, even ahead, of customer issues and communicate better as we work to resolve them.” 6 VestasInside2008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=7http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=7Great interest in Vestas Graduate Programme Vestas’ Graduate Programme is rapidly increasing its appeal globally, and as the deadline for applications passed in March, the programme had received over 5,000 applications for the around 35 positions in the programme, set to start in September 2008. Last year the number of applications was 2,800 and in 2006 it was 800. “This year’s increased number of applications is an indication of the increased interest among young candidates who wish to work within renewable energy, the increased branding activities and the general reputation of the Graduate Programme,” says Graduate Programme Manager Inge-Mette Rosenberg Jørgensen. Water in figures Wind power is competitive, predictable, independent, fast to install and clean. But there is actually another good argument in favour of wind power – it consumes very little water compared to all other sources of energy 5 The number of litres of water required to generate 5 MWh of electricity from wind power. This is equivalent to the electricity consumption of a standard European household – in a year. 10,000 The number of litres of water required to generate the same amount of electricity from a coal-fired power plant. 890,000 The number of litres of water required if a household is to cover its annual electricity consumption with power from first generation biomass. Source: “A Water for Energy Crisis”, DHI, 2007 VestasInside 72008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=8http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=8Destination Leipzig 8 VestasInside2008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=9http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=9Roundabouts, snow and packed lay-bys can cause problems for any motorist. But the challenges are even greater when you are towing a 75-ton nacelle At the Vestas Nacelles factory in Viborg, Denmark, it is freezing cold on this cloudless Monday morning. A solitary fork-lift truck accelerates rapidly across the tarmac and a handful of employees wearing safety helmets and vests amble around the site. An HGV arrives. The driver, Christian Hansen, jumps down from the cab dressed in red trousers, a blue jacket and black gloves. Three men in highvisibility safety vests walk over to meet him. Christian works for the company Torben Rafn & Co. and his job today is to transport a V90-2.0 MW nacelle safely to the Gerbstedt-Ihlewetz wind farm near Leipzig in Germany. The loading process is pure routine. The HGV is separated and the nacelle, which is fitted to its own trailer, is connected to the cab and the rear section of the transporter. Double check A man wearing a safety helmet appears from the nacelle hatch and crawls out. He checks one last time to ensure that the nacelle is complete. If a single cable is missing, it may mean that the nacelle cannot be installed when it reaches its final destination in Germany. After an hour or so, Christian climbs back into the cab. He puts the HGV in gear and heads for the site exit. Ahead of him he has a 750-kilometre drive with his 75-ton load. Behind him, he has a safety car to make sure that all other motorists keep a safe distance from the HGV, which will be travelling somewhat more slowly than the rest of the traffic. Christian’s mate in the safety car calls him over the radio and says: “The nacelle is hanging ten cm too far to the left.” Christian’s extensive experience with heavy goods transport tells him otherwise, but he still pulls over and checks once more. “Even though you may have eight years of experience, you mustn’t get too cocky,” he explains. Precision work After a few kilometres, the little convoy approaches the first roundabout. Christian reduces his speed to 5 km/h. As he enters the turn, he can see the entire 36-metre trailer in his wing mirror. Christian co-ordinates the manoeuvre closely with his safety car. “Looking good,” reports his mate. Christian has to use the full width of the road, and the vehicle tilts slightly when its right wheel hits the outside of the roundabout. Thirty centimetres to the right of the spot where the wheel made contact, there are deep tracks in the grass made by other lorries. “They’re the ones who missed their line,” he says. Thirteen hours later. The little convoy is moving along a seemingly endless, rain-soaked stretch of motorway in Northern Germany. The rain falls steadily, hour after hour. It is three o’clock in the morning when Christian pulls off onto a lay-by. However, there is not enough room for a vehicle of this size and the police wave Christian on. But space is tight. Christian inches his vehicle forward past the “lollipops” that mark the soft shoulder to the left, while keeping a close eye on the HGVs parked to his right. 10 metres. 20 metres. 30 metres. Finally, the rear end is past all the obstacles and the trip can continue on to the next lay-by. Caught in the snow It is early Tuesday morning. The night sky gradually begins to lighten and the first snowflakes stick to the windscreen. Regulations state that it is not permitted to transport heavy goods when it is snowing. “But we cannot park on the emergency lane of the motorway,” explains Christian, who pulls off at the first layby he comes to – which is also pretty full. Nevertheless, Christian somehow manages to manoeuvre his vehicle in between two large, yellow German trucks. Short Easter break Sixteen hours later, Christian is still waiting at the lay-by to continue on VestasInside 92008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=10http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=10“We have arranged a police escort for the last leg of the journey to the site. According to German law, we are not allowed to use the main roads without a police escort,” explains Christian. A German police car appears a little while later. his way. In addition, he has just been informed that he will not be allowed to enter the site in Leipzig to unload until Wednesday evening, which is almost a full day away. This means that his Easter holiday – and his return to his family – has been postponed by yet another day. “It is always annoying when something like this happens, but you learn to live with the uncertainty in this industry,” relates Christian Hansen as we head off for a lay-by near Magdeburg – the last stop before the site in Leipzig. Police escort It is now 11 o’clock Wednesday night. A Polish driver has helped Christian start his vehicle, which could not start because the battery was dead. Fortunately, Christian could use his jumper cables to draw some power from the Polish truck. He thanks the driver for his help and continues towards Leipzig. An hour later, Christian pulls off the motorway. “We have arranged a police escort for the last leg of the journey to the site. According to German law, we are not allowed to use the main roads without a police escort,” explains Christian. A German police car appears a little while later. “The police can only accompany us within their own district. So we have to wait for a new escort every time we enter a new area,” he relates. At half past one in the morning, six districts later, Christian finally turns onto a side road that leads to the 10 VestasInside2008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=11http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=11Gerbstedt site. In front of him, he sees the other vehicles that are carrying the turbine blades. Next stop – Easter holidays The following day, Christian is allowed to unload at the site as the last in line. He finally gets the green light to leave at three o’clock on Thursday afternoon. From here, he is heading directly for Denmark and home. There are no real problems now, because he has delivered his load. “The trip took longer than we had planned, and you can feel a bit frustrated when you have to wait around to unload. But I’m now heading for home to spend Easter with my family,” concludes Christian. VestasInside 112008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=12http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=12From good to better – with everyone’s help The employees at the blade factory in Nakskov, Denmark, are the first to have become acquainted with the principles designed to improve flow and production at Vestas’ factories – a development that demands the experience and expertise of all the employees 12 VestasInside2008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=13http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=13ins defacts Must-Win Battle 4: Production Excellence Production Excellence applies to the entire value chain at Vestas - all BUs in all countries. The first phase will concentrate on the PBUs. The shared initiative builds on the experiences gained from Lean, Six Sigma and TPM in various parts of Vestas. The objective is to improve the flow in production departments and thus to reduce the run-through time (also called “lead time”), improve the factories’ capacity, and reduce stocks. It is the first time that Vestas is systematically introducing a new working culture throughout the organisation. “I originally suspected that this initiative was designed to make us work harder and faster at the factory. And I am probably not the only one. But I now know that this is not what it is all about. In fact, the new system is designed to help us make the work easier for ourselves and to eliminate the waste that clutters up the Must Win Battles processes today.” So says Brian Sølberg, employee representative at the blade factory in Nakskov, with reference to his first encounter with the process that is to spread to all Vestas’ factories over the coming months. The process is being run under the banner of “Production Excellence”, which refers to a global initiative designed to optimise Vestas’ production at all its PBUs, and i VestasInside 132008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=14http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=14to ensure the best possible utilisation of the resources at the factories. In March, Brian Sølberg and a group of his colleagues from the Nakskov factory took part in the first of a long string of workshops that will be held at all PBUs in the immediate future. These workshops introduce participants to the principles for achieving the improvements and help nip potential problems in the bud. “We openly discuss why it is necessary for us to change the way we do things – which is quite simply because the requirements on Vestas are changing. We also talk about the advantages that the new system will provide for employees in the future,” says Nina Skovby Lundkvist, Director at the TPM & Lean Competence Centre. “The new system should make it more fun to go to work, because it is intended to improve the flow on an everyday basis – and, of course, it always feels best to be part of a winning team,” she says. Production Excellence is built on the experience that has already been gained at Vestas from systems such as Lean and TPM. “A lot of people think that they will be pressured into working faster every day to increase production figures. However, it is more a matter of working smarter, not harder,” explains Jan Nielsen, Lean Manager, Continuous Improvement, who emphasises how important it is that the proposals for im- provements come from the employees themselves – because they have handson experience of the work processes. The employees from the Nakskov plant who participated in the workshop are looking forward to the next step. “It was very positive. I am looking forward to having things neater and tidier in the production department, as this will make it easier to find what you need to do your job,” says Lars Holm, an operator at the factory. Lars was pleased to note that the workshop was attended by production employees, salaried employees and managers from the factory, because he thinks this combination is very important. “Backing from the management, i.e. the people who actually implement the changes in practice, is crucial to the success of this process. If, as an employee, you feel that you are banging your head against a wall when you suggest improvements, the entire process will grind to a halt,” he says. Dagmir Cerimagic, Lars’ colleague, shares his opinion. “We have held very positive discussions with the managers and have already implemented the first improvements. If we continue in the same vein, I am sure that we can achieve excellent results,” he adds. And the results will begin to appear when the pace of the improvements accelerates. “We need greater standardisation of the way we manufacture at Vestas so that we can really start to exploit the fact that we have a giant organisation and can share best practice between our factories,” says Jan Nielsen, Continuous Improvement. The next step for the Nakskov employees is to share their new knowledge with their colleagues in the production department. “We are sure to meet resistance from some of our colleagues, which is only natural when things change. But when we do, it is our task to explain how this can be a change for the better,” says Brian Sølberg, who is convinced that the initiative will generate positive effects other than “just” more efficient production: “I think it will have a positive effect on job satisfaction. This is a natural result of allowing people to be heard and to feel that they are involved in creating a better workplace.” Outs defacts ins defacts Vestas’ competitors are all ramping up their production capacity. Suzlon is planning to have 5,700 MW of manufacturing capacity by the end of 2009, compared to 2,700 MW in 2007. Siemens plans to triple its turbine production before 2011. Source: Suzlon press release, November 19, 2007, Siemens Renewable Energy, magazine for renewable energy, 6/07. 14 VestasInside i2008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=15http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=15H2 H2 2 Fill up with hydrogen at Nacelles Vestas Nacelles in Ringkøbing, Denmark, is soon to take delivery of its first fuel cell-powered fork-lift. The fork-lift truck and a filling station that will supply the fuel cell with hydrogen will constitute the first tangible result of the project entitled “Hydrogen Link Vestjylland”, in which Vestas is participating along with the company H2Logic and a number of international companies. In addition to this filling station, Vestas will be opening four other hydrogen filling stations in Denmark, which will be used to fuel a range of other hydrogen-powered vehicles. This makes the project the largest of its kind in Denmark. Vestas is also playing another key role in the project: the hydrogen used to run the vehicles will be produced using sustainable energy – electricity generated by wind turbines. Vestas in Windsor On 5 March 2008, Bill Ritter, the Governor of Colorado, and James P. Cain, the United States’ Ambassador to Denmark, were among those attending the official opening of Vestas Blades’ new factory in Windsor, Colorado. The factory is Vestas’ first ever production facility on American soil. “The use of Danish technology to help the United States meet its requirements for clean energy is the finest example I can imagine of the partnership needed if we are to address the supply reliability issues and the environmental challenges of our time,” said Ambassador James P. Cain at the opening ceremony. The first blade made at the factory was unveiled in connection with the official opening. H2 H H2 H H 2 2 2H 2 H2 H2 H 2 H2 H2 H 2 VestasInside 152008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=16http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=16Mission MALMÖ A boost for recruiting and better access to a major international airport were just two of the arguments cited when the decision was taken in 2007 to move the headquarters of Vestas Northern Europe from Videbæk in Denmark to Malmö in Sweden. Many of the employees were given the opportunity to transfer to other departments close to their “old” workplace, some were downsized and others were offered the chance to move to Malmö. At the start of 2008, those employees who had made the move from Videbæk and Falkenberg had already moved into their new premises in Malmö. Until the brand new headquarters building is finished in early 2009, the employees will be working from leased premises 16 VestasInside2008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=17http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=17VestasInside 172008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=18http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=18When the rug was pulled It came as quite a shock when, last summer, the management of Vestas Northern Europe broke the news of the decision to move the unit’s headquarters from Videbæk in Denmark to Malmö in Sweden. It was a tough message to receive and the air was soon thick with frustration and speculation about the future. Lasse Højgaard-Mouritsen and his family had to make a decision “It felt like the rug had been pulled out from under me when we first heard the news.” So says Lasse Højgaard-Mouritsen, Team Leader at Service Controlling. The date is 26 June 2007. The management of Vestas Northern Europe has called all employees in for a conference. Here, they are informed that on account of serious problems with earnings, maintaining market share and customer satisfaction, the organisation has to be restructured; and that the headquarters will have to be moved from Videbæk in West Jutland to the Swedish side of the Øresund Region. It is a decision that will not simply result in relocations, but also to the downsizing of 20 per cent of the workforce. “The employees were very frustrated about not knowing whether they were coming or going,” says Lasse, recalling the fateful day. “I felt particularly hard hit, because at that time I was still a new boy at Vestas. You cannot help thinking of the rule about ‘last in, first out’.” He goes on to explain that this uncertainty made the summer of 2007 tough to get through. However, it was not long before he could see light at the end of his particular tunnel: towards the end of summer, he was offered a two-year posting abroad in Malmö. “I was really pleased to be given the opportunity, but I was very unsure whether it was a good idea for me and my family to ‘break camp’ and wave goodbye to our network.” Difficult for his wife The network back home was one of the reasons for the family’s uncertainty, because Lasse and his wife had become parents to a little boy in January, and without a network it can be hard to find child minders. “It is easier for me because through my work I will soon build up a circle of friends and a working day that functions from the very start,” relates Lasse. “However, things are very different for my wife because she will be spending a lot of time alone with our son.” The turning point Despite all the uncertainty, the family decided to make the leap, and moved in March. “We thought that the timing was right, because my wife had to leave her workplace anyway. At the same time, we both felt that it was a great opportunity to get out and meet a different culture. In addition, we decided that it would give us the chance to spend time together as a family in a completely different way,” relates Lasse. The job in Sweden was very attractive, too, and Lasse looked forward impatiently to starting work in the new office. “The idea of building something up from the start really appeals to me. My new colleagues come from Sweden, Denmark, Poland and Great Britain, so the atmosphere is truly international. Commitment and joy are the distinguishing moods. At the office, you can almost feel the drive,” explains Lasse, who adds: “For me, this confirms that we made the right decision.” And if he starts to miss his old home …? “Malmö is only 300 km from our old home, so we can be back there in 3½ hours,” says Lasse with a smile. 18 VestasInside2008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=19http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=19A new working life Bengt Nilsson, Sales Manager, has worked for Vestas in Falkenberg since 2006. But the Falkenberg department has closed, so Bengt now works in Malmö. When he made the move, Bengt sadly had to say goodbye to a lot of close colleagues “Many of my colleagues who did not have the opportunity to transfer to Malmö have resigned, because they could not keep their home lives together if they had to spend 2–3 hours travelling to work every day,” he relates. It has been hard for him to lose so many good colleagues. “Many of them were close friends whom I also spent time with outside work,” says Bengt. Bengt lives in Halmstad with his family and commutes to work almost every day. It takes him about two hours, whereas he could previously make the trip to Falkenberg in half an hour. “Of course, after the move we have had to be much more flexible at home. I am spending a lot of time in Malmö at the moment since we are still in the start-up phase”, he says. Despite the long drive to work and the atmosphere of uncertainty among his colleagues, Bengt Nilsson takes a positive view of the future. “I am pleased they chose to locate the new headquarters in Sweden. It is a shame to have lost some good colleagues, but life goes on,” he says. VestasInside 192008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=20http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=20A tough goodbye Helena Vestergaard is clearly moved when she thinks back to the time before the division’s headquarters transferred to Malmö. She herself has kept a job in Videbæk working for Systems Support, but she has had to say goodbye to many of her old colleagues “We had a good, dynamic department with many experienced employees who have now left,” Helena Vestergaard relates. “For example, one of my skilled and very experienced colleagues found work with a competitor. I think this was a big loss. because he was one of those colleagues you just click with. It takes its toll mentally when you have to say goodbye to one after the other,” she says. “For this reason, we have constantly used our sense of humour to distance ourselves from the situation. But it is still a real shame to lose so many great sparring partners and personal relationships,” relates Helena. As old colleagues have left the department, they have been replaced by new faces, and it is quite a challenge to find the extra energy to handle this process. “However, the new people should feel welcome at the department, and they need everything to work properly. So there is nothing to be gained by our running around looking glum.” In spite of all the changes, Helena Vestergaard is in no doubt about how much Vestas means to her. “I am so happy to be able to work for Vestas. So there is nothing else for it but to look to the future and keep thinking positive thoughts – about what has passed and what is to come,” she concludes. 20 VestasInside2008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=21http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=21Win a weekend break for two VestasQuiz Seila Cabero Lobo from the Vestas Nacelles factory in Leon, Spain, is the lucky winner of the prize from the quiz in the last issue of VestasInside. Seila, Production Operational Assistant, correctly guessed – like many others – that Vestas expects to fill more than 2,500 new jobs over the course of 2008. This means that by the end of 2008, Vestas will employ around 18,000 people. It also means that Seila has won two tickets to a concert of her choice. In this issue, you have the chance to win a weekend break for two if you can answer the following question: The latest Dialogue for Development survey revealed that Vestas recorded a disappointing customer loyalty index of 46. What is the goal for the index when customers are next asked? a) 47 b) 49 c) 60 Send your answer to vestasinside@vestas.com no later than 8 June. The name of the winner will be published in the next issue of VestasInside. VestasInside 212008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=22http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=22Running on If you come across a small, silent car among the traffic in Portland, it is likely that Chris Rogers of Vestas Americas will be behind the wheel. Chris, a manager at Service Business Development, is doing what he can to reduce his impact on the environment. This includes buying electricity generated by wind power – and using it sparingly 22 VestasInside2008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=23http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=23the wind “It is the little things that make a difference. I turn off various appliances in my car and at home so they do not use power in standby mode. In addition, I try to limit how much I travel – even though this can be difficult when you work in the sales department,” Chris Rogers explains. When he was looking for a means of transport to take him to and from work, for example, he had no doubts that he wanted an electric car. He finally chose a model made by Zenn. Chris explains that this car is perfect for short trips. “It takes about six to eight hours to charge the batteries fully, and then I can drive around 60 km. And they are improving the cars all the time. It will soon be possible to drive 160 km on just 30 minutes of charging. And of course, the ‘fuel’ is much cheaper than petrol,” says an evidently delighted Chris. Portland is a “green” city, and Chris’ initiative has not gone unnoticed. A lot of people ask about the car, and Chris is happy to describe all its excellent features. “I am trying to set a good example and encourage others to realise the benefits of electric cars, which have undergone remarkable development in just a short time. Many people compare them to fragile golf buggies, but there is really no comparison. Electric cars have to pass various tests and are therefore very safe. But the car is limited to city streets though,” he explains. Chris’ initiative has resulted in the management of Vestas Americas considering sponsoring four parking spaces for electric vehicles, complete with a charging station. However, Chris thinks that others are more deserving of attention and praise. “A lot of my colleagues at the office cycle to and from work. I cycle in the summer, but some of my colleagues cycle all year round – and some of them live quite far away. They are the ones really making a difference. After all, a human powered vehicle is far more environmentally friendly than an electric one,” concludes Chris. ins defacts Portland – the green city In February 2008, Portland was awarded the title of “The greenest city in the United States” by the magazine Popular Science. The city was awarded top spot because a quarter of the workforce cycles, uses public transport or car pools to and from work. At the same time, sustainable energy provides half the power consumed in the city. Portland has a population of approximately 500,000. Vestas employs around 500 people in Portland. i VestasInside 232008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=24http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=24A plan for excellent service Improved communication and planning, along with a management team ready to take the lead in change processes in. These are some of the measures that have been applied to improve Vestas’ results in the area of service The service business at Vestas is to be optimised, and one of the tools used for the process is called “Service Excellence”. This is one of Vestas’ Must-Win Battles and an area in which planning is a key concept. For example, it is planning that is to reduce the number of service visits to individual turbines, explains John Nielsen, Vice President and Battle Manager. Must Win Battles make sure to gather together the tasks that need to be performed on individual turbines. We can ensure that the team sent to the turbine has the right competences, the necessary parts and tools, and the documentation they need to carry out the tasks they are facing,” he explains. John Nielsen goes on to stress that as the SAP IT system is expanded to the rest of Vestas’ SBUs via the Mayflower project, new opportunities for interdepartmental co-ordination are sure to arise. This is yet another example of how the separate Must-Win Battles are internally linked. As with many of the other Must-Win Battles, Service Excellence will also make new demands on the individual employee. “Of course, this does not mean that our employees have been doing anything wrong thus far.” But requirements change, so Vestas must change, too,” stresses John Nielsen. Thomas Osbar, Senior Vice President, Service, Northern Europe, echoes the message about change. In his department, as in most other SBUs, customers made it clear in the most recent loyalty survey that Vestas is not doing well enough in the area of service. “We need to change our mindset so that we constantly remember who is actually paying our invoices – i.e. the customers,” says Thomas Osbar. He goes on to relate that the first steps along the path to change have already been taken at Vestas Northern Europe. For example, individual teams have been linked to the turbines in specific geographical areas. “We are now working in relation to location. In this way, we can build up a more direct sense of responsibility for individual turbines,” says Thomas Osbar. At the same time, new functions have been established with the result that the tasks for the separate groups of fitters are co-ordinated by a planner. “This means that we have shortened the distance between the office and ‘the field’,” explains Thomas Osbar, who is, however, well aware that the changes are unlikely to bring success overnight. “We have made some changes with which not all employees are satisfied, “For customers, it is naturally an advantage that their turbines are stopped as few times as possible during the year, because every shutdown means loss of energy generation. At the same time, it allows Vestas to make the most appropriate use of the company’s resources,” he says. While another Must-Win Battle – “Optimising turbine visits for greater reliability” – focuses primarily on technological improvements, the goals of Service Excellence include expanding the use of the new tools that are to ensure more efficient use of the employees’ time in the service departments. “With the right planning tools, we can 24 VestasInside2008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=25http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=25ins defacts Must-Win Battle #8 – Service Excellence Service Excellence is intended to improve Vestas’ service operations within four main areas: Service Offerings, which is to standardise Vestas’ service contracts, along with the associate calculation tools, contract documents and marketing material; Vestas Spare Parts, which involves developing a single, global and integrated supplier chain with the associated repair facilities to support the service agreements established; Vestas Site Management Model, which comprises the roll-out of a planning model that will make it possible to perform service tasks at competitive prices, resulting in high turbine efficiency; and finally, Vestas Performance Management, which is to ensure transparency and thus the conditions for making decisions quickly and correctly. but which in the long term can generate better conditions than the ones we had previously,” he says. “Service Excellence is to help lay down the external framework that can make us a smoothly running service organisation in the long term. And where frowns have been the norm for a while, they are fortunately turning into smiles again because people can now see what we are aiming at,” he adds. At Vestas Central Europe, Hendrik van Ritter, Vice President, has no hesitation in admitting that a change for the better needs to be made – and that in this context, Service Excellence has a key role to play. “We need to improve our planning. We have to change, and not just for the sake of change. Changing the way we work is quite simply essential from the perspective of business,” he explains. He then adds that there are no shortcuts to good results. The management at all levels thus has a crucial role to play in the changes that need to be made. “If you want things to change, you have to drive the change processes forward – you have to demonstrate leadership,” he says. “We are failing to be true customer advocates and as such are left with customers that don’t feel that they are treated as paying customers. For this reason, all managers must, in my opinion, become better at familiarising themselves with the work that our employees encounter on an everyday basis, so they can fully understand the challenges they face,” he states. “Improvement is a global challenge for Vestas, and our Must-Win Battles must contribute to ensuring that we get better at learning from one another’s experience, even across business unit boundaries,” he says. Hendrik van Ritter is very pleased that Service Excellence is laying an important base for the necessary improvement – and the challenge now is to start using the tools in all parts of the organisation. “Briefly put, we have to plan whatever can be planned – and then stick to the plans,” concludes Hendrik van Ritter. ins defacts Must-Win Battle #9 – Optimising turbine visits for greater reliability The purpose of this initiative is to increase the mean time between turbine inspections, also known as MTBI. The initiative is based on analyses of data from the numerous wind turbines that Vestas monitors all over the world. These data analyses are then used to plan visits to the individual turbines. i i VestasInside 252008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=26http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=26Ten years of experience at Vestas – as a 25-year-old 26 VestasInside2008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=27http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=27Trine Hauritz Madsen is still one of the youngest employees at Vestas – but few can match her seniority When she was a 13-year-old schoolgirl, Trine Hauritz Madsen was looking for a free-time job, just like her classmates. And there was one workplace that was hard to ignore, because Trine grew up in Lem, Denmark, the town where Vestas arose. “Lem was a small town and Vestas a big company. So everyone knew Vestas. In fact, both my parents have worked for Vestas,” she says. Today, 12 years down the line, Trine is still on the payroll, but now as a trainee at Group Treasury in Randers, Denmark, where she sits close to the rooms where the big decisions are taken at Vestas. But she originally started at the machining factory and then moved to the controller factory, where she carried out a range of practical tasks such as photocopying and filing. Drawn by the energy When Trine turned 18, she could not continue in the youth job she had had up until then. But she soon returned, this time as a messenger girl in the finance department at the company’s head office, which was in Ringkøbing at that time. Here, she sensed the atmosphere that made her want more. “I was drawn by the energy that the department contained. I cannot work in a place where people cannot both be serious and have a laugh together, so Vestas suited me just fine. When I was subsequently offered a student position as an accounts assistant, I jumped at the chance,” she recalls. It is a decision she has never regretted, but during her ten years at Vestas she has experienced periods where things did not go quite so well. “As long as I can keep on developing both professionally and personally, I could well still be at Vestas ten years from now.” “Just three months after I started, a list was put up in the department. It stated how many people were to be laid off. That was back in 2002. I remember that I thought that this meant that I would have to find another job – and I’d only just left home,” relates Trine. However, she made it through the tough times at Vestas and is now part of a company that is very different from the one she joined all those years ago. From local to global “Back then, everybody knew everybody else. It was a small operation in Lem, and the people who worked here lived in the area. Today, I’m working with people of many different nationalities, so it is a very different company,” says Trine, who, along with her full-time job, is studying for a degree at evening school. “My friends and family all say: ‘She’ll never leave Vestas.’ But I have a long working life ahead of me, so who knows? That said, as long as my work stays as exciting as it is now, and as long as I keep on developing both professionally and personally, I could well still be here at Vestas ten years from now. It is deeply ingrained in me that this company is to be the best in the world – that it is to stay No. 1.” ins defacts Group Treasury Group Treasury is Vestas’ in-house bank, with responsibility for financing the entire Vestas Group, including the Group’s working capital. Trine and her colleagues also ensure that Vestas is affected as little as possible by fluctuations in currency exchange rates, interest rates and rising prices for raw materials. In addition, the department is responsible for analysing the credit ratings of Vestas’ customers and financial institutions. i VestasInside 272008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=28http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=28Goodbye to old habits Department by department, Vestas employees all over the world are experiencing the major upheaval that stems from the implementation of the SAP IT system. Most recently, it was Vestas Americas that had to wave goodbye to its old habits – but the initial frustrations are soon replaced by the reward 28 VestasInside2008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=29http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=29“It was a real turnaround; suddenly, we were all novices again,” relates Betty Hermsmeyer, Site Manager at the Vestas Americas sites in Ventura & Joice in Iowa. Along with her colleagues, she has recently experienced at first hand the great changes in the daily routines that the SAP IT system is bringing with it as it is spread to all SBUs, one by one. Must Win Battles March. However, a couple of technical problems left some employees less than impressed. “During the first week, we had a lot of problems accessing the system. So while some colleagues welcomed the programme with open arms, some were disillusioned from the start by the technical difficulties,” recalls betty Hermsmeyer. On the other hand, she was impressed with the support that was available to ensure that the transitional period went as smoothly as possible. “Hotlines were set up that employees could call 24/7, if they had problems logging onto the system, for example. There were a lot of problems to deal with, so the hotlines were actually lifelines during the initial period,” emphasises Betty Hermsmeyer. Betty says that the opportunity to talk to colleagues about problems also played a key role in the work to integrate the new system. “We made sure to hold group meetings very often throughout the start-up phase. Here, employees had the chance to voice their frustrations with the system – and to work out solutions,” she relates. After a time when doubts and frustrations were beginning to affect the employees, the system has now really begun to prove its worth. “There is much greater cohesion between the individual processes. For example, if we change the data in one place, corresponding changes are made automatically in other contexts, which makes things a lot easier in relation to the previous system,” explains Betty, who goes on to highlight ordering parts for a turbine as an example. “Previously, you had to prepare a whole range of documents about the order, freight and so on. These then had to be sent to the different departments, which would process and return them. In the new system, we can skip all the intermediate steps,” she says. Betty and her colleagues already appreciate the effect. “We save so much time, and it is a giant leap forwards. And of course, it is a necessary step to take if we want to be No. 1”. And Betty Hermsmeyer says that if you think that Mayflower “only” has to do with switching to a new IT system, you should think again, because it also means breaking with old habits. Even though most of her colleagues at her department agreed that the previous solutions – ad hoc databases, spreadsheets and a separate customer database – were far from ideal, it is still difficult to part from them. “It is important not to underestimate the fact that it is a long process for all the employees. After all, we have learned to live with some very flexible solutions, and we knew the old systems inside out. So I think it is only natural that some employees should be somewhat sceptical to start with,” relates Betty Hermsmeyer. One of the first initiatives was the encounter with the training programme that thousands of Vestas employees will be experiencing in connection with the Mayflower project. At Betty’s site, 70 employees had to be trained up from scratch. Then came the moment of truth – when the system came online in ins defacts Must-Win Battle #12 – Mayflower Mayflower is the name for the adaptation and roll out of SAP, the new ERP system for the SBUs. The intention here is to create a uniform platform for processes, data quality and reporting that is to ensure the development of Vestas’ sales, service and project business. The result is greater transparency and a better basis for taking correct decisions based on facts at the SBUs. i VestasInside 292008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=30http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=30No exceptions 30 VestasInside2008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=31http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=31There is never an excuse for not putting safety first, believes Cosimo Cannella, who himself has experienced the far-reaching effects of things going wrong on site “A colleague I worked closely with – in fact, he sat opposite me in the office – was seriously injured while working on a construction project. Today, he cannot work due to the injuries he suffered. It was a real shock to witness the accident, and, of course, I have been very moved to see how it affected both my colleague and his family,” says Cosimo. For this very reason, Cosimo is well aware of his role in relation to safety at Vestas. As a project manager, Cosimo is responsible for the execution of a project from the moment the contract is signed to the time when the installed turbines are handed over to the customer. Even though he may not actually be on site every day, he still wants to be a “safety ambassador”. Name: Cosimo Cannella Age: 31 Position: Project Manager Workplace: Vestas Mediterranean, Taranto, Italy. Has worked for Vestas since 2004. make a difference. That is why I make a point of giving my colleagues positive feedback, but I also make them aware of what can happen – the worst case scenario – if they fail to take care of themselves and look out for each other,” he explains. Cosimo was born and raised in Taranto in the south of Italy, but later moved to the north of the country where he i “Risks are a part of our work. But I never want to find myself having to tell the wife of one of our employees that her husband was injured because we forced the pace of a project,” says Cosimo Cannella firmly. The attitude of the 31-year-old project manager at Vestas Mediterranean is unshakeable when it comes to safety. It is an attitude that has been engrained in Cosimo since, at a previous job, he saw at first hand the consequences of an industrial accident. “As a manager, I have to lead the way and take my responsibility seriously because people do what manager do and not what managers say. If you do not work to influence people’s attitudes to safety on a daily basis trying to be a role model, you are unlikely to qualified as an electrical engineer in 2002. After ten years in Turin, he was suddenly offered the chance to return to his home region, as Vestas was looking for a project manager in Taranto. “At that time, I did not know much about the wind power industry or Vestas, and I was surprised by the sheer size of the sector and the company,” he recalls. As it turned out, joining the company gave him more than a job – he is now engaged to one of his colleagues from a different department. Time is money As a project manager, Cosimo is all too familiar with the pressure that can arise as a project progresses. “Of course, we encounter obstacles and limitations. For example, there are limitations on costs and time when you are working on projects of this kind. But this is never a reason to compromise on safety,” he says. “It does not make a lot of difference during a project if you have to postpone work for a day or two on account of safety considerations. I have now been working with projects for four years, and not once have I seen a ins defacts VestasInside 312008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=32http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=32complete project be delayed by safety considerations,” he emphasises. “In contrast, you lose a lot of time if an employee is injured. To start with, you have to find someone with the same skills to replace the injured employee, and then you have to stop work while you assess what went wrong – which takes a lot longer than just a day or two,” he explains. The culture must show the way Cosimo has a clear explanation for his no-compromise attitude to safety. “I am completely sure that I have the full backing of the management, and that it is more than just a slogan when we say ‘safety comes first’. Knowing I have this backing makes it much easier for me to do my job, and I try to pass on this sense of support.” Cosimo remembers one specific incident during the installation of a V90-3MW project in 2006. “We faced some problems while pulling high voltage cables up to the nacelle. I decided to postpone the activity until when, with the cooperation of the HS&E department and the installation department, a specific safety procedure and the right tools were in place, so that people on site could do their job in a 100 per cent safe manner,” says Cosimo. “Even though this had a big impact on the project cash flow, no one in the company disagreed on the decision,” he relates. “I receive the same support from the vast majority of our customers. They recognise the value of good safety in exactly the same way as the other values in a project, and they accept that we have stringent safety regulations that have to be followed.” But if the backing and procedures are in place, why does Vestas still experience so many industrial injuries every year? “We cannot expect to go from 10 injuries to zero all at once. It is a process that demands a change of attitude, and we still have some employees who ‘cut corners’ – usually employees who do not have a great deal of experience or people working for sub-contractors.” “For this reason, it is a question of getting everyone involved in safety, and demonstrating that safety generates value for Vestas and for the customers which are at the end the final users of the product we sell; praising people for what they do well and explaining what they could do better,” concludes Cosimo. ins defacts In 2007, the incidence of industrial injuries (i.e. the number of injuries per 1 million working hours) was 31.6 for Vestas as a whole. The incidence was 29.3 in the production units, and 36.4 in the sales and service units. The goal for 2008 is to cut the incidence of industrial injuries by more than half to 15. The number of injuries is one of the measuring points that determines whether bonuses will be paid in spring 2009 through Vestas’ global bonus programme. 32 VestasInside i2008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=33http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=33ins defacts The units that are already running Competence Development (CD) can access CD via the portal/VSP. You can find out more about the project on the PDD page, on People & Culture’s intranet page, and on the PCI project page. Competence check What competences do I need for my job, now and in the future? How can I develop – and what courses and other training options are open to me at Vestas? These are some of the questions Vestas’ new system for registering and developing competences is to help employees answer. The system is commonly known as “Competence Development” (or simply “CD”) and is already up and running in Vestas Blades, Vestas Technology R&D and Vestas Asia Pacific. Before the end of the year, it will be implemented throughout the Vestas organisation. CD is closely linked to the Performance Development Dialogue (PDD) interviews that were held for all employees for the first time at the start of 2008. The system supports the professional development of individual employees, as Lars Vestergaard Pedersen, Project Manager at Vestas People & Culture, explains. “At the PDD interviews, the individual employees and managers discuss the direction in which employees wish to develop over the coming years, and where their jobs require development. For example, development may involve improving language skills or safety training. The CD system is the central database that collates information about current competences, provides direct access to information about which courses employees have completed, and allows them to enrol for new ones,” he says. This last feature is run through the course administration system, LMS, which also provides access to the e-learning courses Vestas offers. All competences are gathered together in a single giant archive called the “competence catalogue”, which currently contains around 400 different competences. This helps provide Vestas with a complete overview of the competences that exist in the organisation, and to assess whether these match the requirements made on Vestas. If not, a targeted training programme can be launched to remedy the situation. “Finally, employees can access their own competence profile or “Vestas CV” that they can use as a tool for career development,” explains Lars Vestergaard Pedersen. i VestasInside 332008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=34http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=34P OP VOX PDD – open dialogue or hot air? As from 2008, all Vestas employees are to discuss performance, development and plans for the future with their managers at least once a year under the banner of Performance and Development Dialogue (PDD). We have asked a number of colleagues about their first encounter with PDD: “It was positive to be able to talk to my manager about my development years into the future. PDD give you the chance to talk about something other than purely production-oriented issues. However, there are some problems: for example, I think that People & Culture should have explained the concept more clearly beforehand. And in my opinion, it should be possible to impose sanctions on managers who fail to follow up on what was agreed at the interviews.” Jesper K. Hansen, Welder, Vestas Towers, Denmark “The interview is a good opportunity to take a look at your own strengths and weaknesses so you have the chance to develop professionally. It is important to have an open and honest dialogue with your boss about everyday performance and motivation. I think that communication is essential at a company such as Vestas, because this helps you understand why the company is constantly changing.” Natàlia Bistuer, Administrative Assistant, Vestas Mediterranean, Spain “I had the opportunity to talk honestly and openly with my boss about the tasks I enjoy – and about the obstacles that sometimes prevent me from working efficiently. Vestas is a busy workplace, so I think it is important to take a step back occasionally, recognise the work that has been done and, at the same time, focus on attitudes and expectations for the future.” Mark Ursell-Smith, CIM Key Account Manager, Vestas Technology R&D, Denmark 34 VestasInside2008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=35http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=35my Vestas The best photos from Vestas employees this time comes from Australia, Denmark and the UK Jonathan Carboon is Project Support Team Leader at Vestas Asia Pacific in Australia and at the same time the proud father of these two Vestas enthusiasts. Notice the Vestas banner in the background and also the turbines on their outfits. The twin girls have a good reason to smile, as they have just secured a prize for Jonathan. Wind turbine opponents sometimes show their teeth, but attacks of this kind are still rare. Scout, the cat, belongs to Gonçalo Pereira Pedro from Wind & Site at Vestas Asia Pacific, and when Gonçalo assembled his model turbine, Scout made his opinion clear. A record was set at the start of 2008 when the vessel BBC Elbe left Southampton carrying 96 V82 blades from the Vestas Blades factory on the Isle of Wight – the largest number of blades to date on a single ship leaving a British harbour. Michael Rose, Shipping Manager, captured the first few metres of the trip across the Atlantic to the United States. VestasInside 352008-04-30T17:37:36+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=36http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/022008/?Page=36Editors: Peter Wenzel Kruse (editor-in-chief), Kristian Fredslund Andersen, 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: 10 April 2008. Print run: 17,000. Text: Lisbeth Christensen, Hanne Poder Sørensen, Kristian Fredslund Andersen, Kristian Foss Brandt, Cath Mersh, 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 UK2008-04-30T17:37:36+02:00