http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/RSS.ashxVestasInside PagesTue, 19 Aug 2008 15:09:58 +0200http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=1http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=1塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊No 3, 2008 A storming reception in Colorado A closer look at CO2 emissions New targets in the bonus programme Shanghai’s key component2008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=2http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=2塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊My No. 1 What does it mean to you to work for No. 1? Read what a selection of employees had to say. Page 8 Weathering the storm Eight months ago there was nothing but bare soil. Now the production is at full speed at Vestas’ first North American factory in Windsor, Colorado. Bob Hoxeng is one of the new employees. Page 12 A passion for purchasing Becoming a Vestas sourcing manager was a baptism of fire for Tommy Shen, who knew nothing of the wind industry before joining the company in 2005. The only fire now is his enthusiasm. Page 16 CO2 strategy: From good to better The wind turbines Vestas manufactures generate much more energy than the Group uses – and two thirds of the electricity used by Vestas is from renewable sources. But as No. 1 in Modern Energy this is still not good enough – and a focused initiative is now to ensure even better results. Page 20 2 VestasInside2008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=3http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=3塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊No. 1 means best “No. 1 in Modern Energy” is how we present Vestas to our customers, shareholders, suppliers, future employees – and ourselves. But what does being “No. 1” actually mean? Having the biggest market share or the biggest profits on the bottom line? To an extent, certainly. But No. 1 in Modern Energy goes much further than that. It has to do with attitudes and ambitions. We at Vestas aim to be No. 1 both now and in the future. This means that we want to set the agenda for the sector and to take first place in all disciplines. We are to be the best at everything we do. We are to be the most efficient manufacturer of top quality wind turbines. We have already improved productivity at many of our factories in recent years. And we aim to continue with this. Our sales processes and our communication with our customers are also to be of the very highest level. At the same time, it is crucial that we defend the technological leader’s jersey if we are to remain No. 1. We are to make the best wind turbines on the market and give owners – and the environment – the best value for money. It has taken decades of hard work for us to achieve the position we enjoy today. And it will take a lot of hard work to keep it. Competition is becoming tougher and our competitors are becoming more skilled every day. So only if we are the best can we retain our position of market leader, keep the best employees in the sector, and attract the best new talents. If we stop developing and improving, we will not remain in first place for very long. So it is crucial to stress what is possibly the most important aspect of being “No. 1 in Modern Energy”: the passion, the unbreakable will and the capacity to lead, which have always been distinctive features of Vestas. These are unique qualities that put us in a position to work as one giant team to shape the future for Vestas and the sector as a whole. It is a mighty challenge, but also a once-in-a-lifetime opportunity. Very best regards Ditlev Engel President and CEO VestasInside 32008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=4http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=4塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊At 60, HSE training manager Steven Geigle of Vestas Americas is a powerhouse of ideas and energy. In two years he has impressed many people around him with his enthusiasm 4 VestasInside2008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=5http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=5塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊The threestage rocket in Portland If Vestas could market the kind of energy that 60-year-old Steven Geigle generates in the course of a working day, the company might be able to open a whole new business unit. As it is, Steven is channelling his remarkable talents into safety work, where his efforts at the head office of Vestas Americas in Portland can leave colleagues a bit breathless. “He’s like a rocket full of fuel,” says HSE Manager John Keller, who hired Steven two years ago as a safety trainer. “Once he’s launched, he can accomplish anything. I think he has done more to influence our safety culture than any other single individual.” One of Steven’s many contributions to this culture is the safety training course he developed for new technicians. The course is now a standard prerequisite for any work in the towers. “He has raised safety to another level,” says Shaun Melander, vice president of the Vestas Business Academy where the training takes place. “Steven has a real passion for what he does, and this really comes through when you talk to him.” A sense of urgency By the time he was hired by Vestas in September, 2006 Steven Geigle had already retired twice – once from the military, where he spent a total of 20 years, and again from the Oregon Occupational Safety and Health Administration (OSHA), where he worked for 16 years in safety training and monitoring the safety practices of businesses all over the state. And he was not even close to running out of steam when he began his third career. “I had too much energy for OSHA,” he laughs. “They just didn’t have the sense of urgency that Vestas has.” Steven’s own sense of urgency stems from genuine concern. “The rules of safety are written in blood,” he says, referring to the sad fact that many safety laws and regulations are the result of serious accidents. “I teach people that safety is not just a top priority. It is a value.” VestasInside 52008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=6http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=6塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊‘High touch’ teaching Steven loves to train and teach. He has developed and taught countless safety courses, combining high-tech, web-based instruction with what he calls ‘high touch’ – the direct, human contact between student and teacher. “I like a face-to-face classroom. We can take advantage of technology, but ‘high touch’ has more impact. It lets the passion come through. It’s hard for a computer to be passionate,” Steven says. But Steven has nothing against technology, especially when the urgency of his work makes it a necessity. When faced with a nearly impossible deadline for training a large group of newlyhired technicians all over the US and Canada, Steven obliged by getting up at 4 a.m. Portland time to conduct a series of safety ‘webinars’ – that is, telephone conference calls supplemented by simultaneous, on-line slide presentations. His instruction reached across state lines, country borders and time zones to engage his students at the hours most convenient for them. And he made the training deadline without even losing much of his normal sleep time. “I usually get up at 3 a.m. anyway,” he says. Take me now, Lord Apart from everything related to safety, Steven also has a passion for the turbines themselves. It’s something that began years ago, when he happened to see a truck carrying one enormous Vestas blade down an Oregon highway. “I told myself that if I ever got the chance to work for that company, I would take it,” he recalls. His first hands-on experience with a turbine took place in St. Leon, Manitoba, where he had the opportunity to climb a V82-1.65 MW tower. It was a memorable day: “I felt like I was on top of the world. I was so excited to be up there, and I just thought to myself ‘Lord, you can go ahead and take me now.’” The psychology of safety Today, Steven is HSE training manager at the Business Academy in Portland, where he spends a lot of his time developing new, interactive training materials. But he still has a passion for teaching. When he’s not at work, he can often be found in front of his home computer doing free, online safety instruction for students around the world. Someday, when he gets the time, Steven would also like to write a book about safety – something along the lines of ‘Safety for Dummies’. It’s the kind of book that one of his own, long-ago employers probably should have read. Steven still remembers an incident from his younger days when he was told to climb up a power pole with no other safety equipment than his “lucky boots”. 6 VestasInside2008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=7http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=7塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊New targets for bonuses That kind of treatment, he feels, is simply telling the employee that no one cares about him as a person. It also sends the unhealthy message that safety rules are not important. “I believe in the psychology of safety. Everything you say or do tells other people whether you care about their personal safety or not,” Steven says. A message of commitment One of his ambitions is to see every Vestas site as an almost self-sufficient safety training unit in which the experienced technicians have the skills to train new colleagues. The recent creation of regional safety specialists who work closely with safety coordinators at each site is a step in this direction, Steven says. He also appreciates the fact that, when it comes to safety, there has never been a problem in Vestas Americas about getting the resources needed for training: “That in itself is a message of commitment – a message that the company cares about its people.” As from 2008, Vestas has introduced a bonus programme that applies to all employees. The programme is set up so that if Vestas achieves its key goals, all employees can look forward to a cash pay-out. However, a few of the targets for 2008 have now been adjusted. Two of these adjustments apply to all employees: the targets for market share and safety. “Vestas has altered its target for market share in 2008 from 32 per cent to 25 per cent. Therefore, it is only natural that this change should also apply to the bonus programme,” explains Morten Rasmussen, Manager, Employee Performance Management. As regards safety, a change has been made with the effect that in future, each individual business unit will have its own target for the incidence of industrial injuries, i.e. the number of serious injuries per 1 million working hours. In addition, a number of adjustments have been made that only have an effect on individual business units. You can find additional information about the new targets on SharePoint, under People & Culture. You can also contact your local People & Culture department for details. VestasInside 72008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=8http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=8塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊M Y No. 1 What does it mean to you to work for No. 1? Read what a selection of employees had to say: “I see the fact that Vestas can call itself No. 1 today as an expression of the development Vestas’ wind turbines have undergone. It shows how research and development have transformed the turbines from basically simple machines into very advanced and complex products. I also find it very satisfying to work for a giant company with more than 15,000 employees and to be part of a community working to generate clean energy. My own contribution to making Vestas No. 1 involves doing my best to ensure that the turbines I work on function optimally and profitably. And I do my utmost to work correctly and abide by the applicable procedures. The better we are at this, the better the result will be.” Mohamed Abrim, service technician, Vestas Mediterranean, France. 8 VestasInside2008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=9http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=9塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊“I don’t think about the actual words “No. 1 in Modern Energy” very much in my every day work, but being the best is an integral part of the culture at the factory. We have to be very quality conscious and supply precisely the product the customer wants. The focus on quality has intensified increasingly during the eight years I have been working for Vestas. But other players in the sector are also growing and becoming more skilled – and if customers are not satisfied with what we deliver, they will start to look elsewhere. It is as simple as that. For my part, it also has to do with keeping a job that I really enjoy. If I do my work well, then I am helping to keep things going well for Vestas.” Chris Larsen, welder and smith, Vestas Towers, Rudkøbing, Denmark VestasInside 92008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=10http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=10塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊“No. 1 has to do, for example, with having a clear ambition to be the best and a desire to take the lead – and to win. The requirements on us are constantly changing, so if we just keep on doing things the way we usually do them, we will never succeed. But the ambition to be No. 1 suits Vestas perfectly, because our employees have a remarkable ability to develop, to tackle challenges and to find the right solutions. This attitude has always distinguished Vestas, and it is a crucial aspect of our commitment to maintaining and expanding our position. If we can do this, we will be in a unique position – because we will play a leading role in the development of the entire industry during its most exciting period ever.” Ditlev Engel, President and CEO 10 VestasInside2008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=11http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=11塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊“In general I feel that everyone is interested in maintaining Vestas’ claim to “No. 1 in Modern Energy”, although I think there are opposing viewpoints on what is required to achieve this. I am working with other Business Development Managers to close deals in the US and Canada to keep up our market share, which is one important part of being No. 1. I also bring back information from our customers about their needs – and from my perspective it is very important for us to listen to and grow with our customers in order to offer them products of superior quality to our competitors’. I think finding better ways to align ourselves with our customers’ business and control our risks in ways that don’t just contract them to the other party will be very important for us to remain No. 1.” Eliza Michiels, Business Development Manager, Service, Vestas Americas, Portland, USA. VestasInside 112008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=12http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=12塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊Weathering the storm 12 VestasInside2008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=13http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=13塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊Eight months ago there was nothing but bare soil. Now the production is at full speed at Vestas’ first North American factory in Windsor, Colorado. Bob Hoxeng is one of the new employees Tuesday, 5 a.m.: It’s still dark out in the small town of Berthoud, Colorado. Bob Hoxeng is off for work as a dayshift team leader. He’s one of the first workers hired by Vestas here, with an impressive 14,000 applicants now in the company’s local database. “I feel very fortunate to have a job here. It’s just a God-given opportunity.” Good benefits and pay is part of that package, but Bob especially enjoys the camaraderie at his new job. “It’s been really great. It’s all based on teamwork,” says 50-year-old Bob, who most recently worked for a company crafting upscale passenger train cars. A tornado that ripped through Windsor on May 22 tested that team mentality. Although Vestas’ manufacturing plant was spared, the training facility closer to town was damaged. “That’s the first time I’ve really seen the after effect of a tornado like that,” Bob Hoxeng says. “We were awfully lucky at the factory.” VestasInside 132008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=14http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=14塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊Without electricity, the plant closed for four days. Four employees lost almost everything, and several had homes that were severely damaged, says Kevin Cory, People and Culture Manager. “The teams have really pulled together to check on each other,” he says. Bob Hoxeng notes the aftermath of the storm gave workers a clear view of Vestas’ values. The company helped those who couldn’t go home find lodging, rented cars for those whose vehicles were destroyed. And everyone got paid for the days they couldn’t work. “That’s real rare,” he says. 05.30 a.m.: This Tuesday holds plenty of promise. The sky to the east is filling with light as Bob Hoxeng pulls into the Vestas parking lot in Windsor, 22 miles (36 km) from home. His shift doesn’t formally begin until 6 a.m. But he and others show up early, eager to get going, chatting with employees from the exiting shift to find out where they’ll pick up the process of finishing the join of Blade No. 102 and carrying on with blades No. 103 and 104. The plant workers come from a variety of backgrounds. Bob Perrich, 60, spent 21 years in the Army and has a master’s degree. Tashi Tsering, 44, is a Tibetan refugee who taught middle school for 15 years before seeking political asylum in the United States. Jason Mortensen, 32, moved to Colorado from Wisconsin to snowboard and kayak. Many of these original workers traveled to Great Britain to train at the Isle of Wight factory. Now, some of those Brits, including Tom Caddy, are working along side American teammates as trainers. He is helping the team, who are infusing the wood and fiberglass for blade No. 103 with resin. Workers walk up and down the blade, double checking for any air leaks in the vacuum seal. For Tom Caddy, the 12-weeks in Colorado is a great opportunity. “I absolutely love it over here. Americans are brilliant, so helpful, friendly, willing to learn.” 08.25 a.m.: Bob Hoxeng has finished up paperwork in his office near the production floor. Meanwhile, 14 VestasInside2008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=15http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=15塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊his team is starting to gear up for the next build, unrolling carbon strips. A work flow that requires the team to work together perfectly. “It’s like a big puzzle,” he says of the building the blades. “It’s got to work like a motor, all cylinders have got to hit.” 1.00 p.m.: While work continues on the blade, a door opens to a dark eastern sky, a sign of Colorado’s almost daily afternoon thunderstorms. Soon the door closes and a blade is placed on the scale as rains pound on the metal roof of the huge warehouse. “It takes a while to really learn the process, but they say this is one of the smoothest startups that Vestas has ever had.” 10.05 a.m.: Some of Bob’s 31 teammates are preparing Blade No. 102 to be lifted from the mold by a crane. Team members are trained in three jobs initially; eventually everyone will be cross-trained in everything. “An employee will be able to jump to wherever we need them.” 1.55 p.m.: A colleague brings over the journal for Blade No. 104 and Bob signs off on several procedures for the new blade. Workers from the overlapping shifts gather to talk about what’s going on with the new blade. Bob acknowledges there are some rough spots when so many people are trying to learn a process that’s so detailed an intensive. Trainers like Tom Caddy are a huge help, Bob Hoxeng says. 2.35 p.m.: Bob heads to the parking lot, another week complete. “It’s my Friday night, now,” he says, upbeat about his two days off. The skies are sunny and blue again outside the plant, the Rocky Mountains snowcapped to the west, the rain clouds distant in the east. Vestas’ Windsor plant has weathered another stormy Colorado day. VestasInside 152008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=16http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=16塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊A passion for purchasing 16 VestasInside2008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=17http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=17塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊Becoming a Vestas sourcing manager was a baptism of fire for Tommy Shen, who knew nothing of the wind industry before joining the company in 2005. The only fire now is his enthusiasm Tommy Shen did not know what a wind turbine was until he saw the Vestas recruitment advertisement on the Internet just over three years ago. Today he is one of several sourcing managers responsible for purchasing key components for the Vestas generator plant in Tianjin, China – and hooked on wind as a clean energy source. “When I saw the advertisement, I thought the wind industry must be in growth in China because energy is always in short supply, and we need green power. I was immediately interested,” he recalls. That interest has developed into a passion – one of the five basic characteristics Tommy considers essential in every good purchaser. It is this passion that drives him in his work to source the best quality components with the best price. The other character traits on Tommy’s list are the willingness to share information and experience with colleagues, strong communication and coordination skills, loyalty to the company and a sharp mind. “You are constantly faced with new products you have never come across before, so being a fast learner is important,” adds Tommy, whose university degree in mechanical engineering and foreign trade has also stood him in good stead throughout his nine-year sourcing career. A challenge a day Every day brings new challenges when you are part of a team responsible for identifying quality suppliers of generator components for V80-2MW turbines. New technical questions constantly arise with design engineers, VestasInside 172008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=18http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=18塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊ins defacts Must-Win-Battle no. 6 – Sourcing Excellence Cost-effective sourcing of high quality materials is critical to continued market growth. Battle no. 6 aims to reduce purchasing expenditure by the end of the year and ramp up production capacity for constraint components. The commitment and close collaboration of the four production business units are central to building a shared platform for meeting the longterm sourcing goals. By winning the battle, Vestas expects to relieve production bottlenecks and strengthen the supply chain capability. quality managers and production supervisors – all vital to ensuring the component supplied is of the right standard. And then there are always new materials and products to learn about and assess. Tommy has worked on the project for more than a year now and has enjoyed every minute. “I think my personality suits sourcing work because I like to communicate with other people. I like the fact that, each day, I may find myself working with some new category,” he says. Sourcing the fundamentals The specific focus of his past year’s work has been the sourcing of rotors and stators – the fundamental mechanical components that account for around half a generator’s total cost. Copper electricity conductors and insulation material are other critical components in his area of work. “When a new factory opens, we cannot start sourcing all components in China in one go,” Tommy explains. “We have to prioritise. So the components that have been part of this sourcing project are all classified as Tier 1 – the most expensive.” Sourcing the suppliers Tommy finds high quality suppliers through many different channels – the sourcing managers’ own database, established during their years of experience; exhibitions, where numerous potential suppliers leave their business card at the Vestas booth; consultants’ recommendations and the Internet. From each province, the Chinese trade unions also select suppliers that they then actively promote. Once promising suppliers are found, a comprehensive audit system swings into action to assess their capabilities. Tommy describes the process. “Vestas has very tough quality requirements, which we need to make our suppliers aware of. After obtaining general information about their skills and capabilities, we make an on-site visit, where we conduct a comprehensive audit of their quality management systems and production capabilities. We also have discussions with their management and engineers. Only after that is a non-disclosure agreement signed, and development work can begin.” Local sourcing is an important element in achieving Vestas’ main sourcing goals – more competitive pricing and improved on-time deliveries. For Tommy and his colleagues, the many high quality suppliers in China today have eased the complex sourcing process. That and their passion for the job go a long way towards achieving the very best result. 18 VestasInside i2008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=19http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=19塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊Win a night out VestasQuiz Customer loyalty among Vestas customers has to improve significantly – and quickly. The correct answer to the question in the last issue of VestasInside is that the goal for the coming Dialogue for Development survey is an index of 60. A lot of employees knew this – including Kai Erik Mørkestøl, who works at the Vestas Nacelles foundry in Kristiansand, Norway. Erik is thus the winner of the quiz from the last issue, and can look forward to enjoying a weekend break for two. This time, you have the chance to invite your family or friends to a restaurant and then to see a film if you answer the following question correctly. How many wind turbines has Vestas installed worldwide? A) approx 12,000 B) approx 37,000 C) approx 54,000 Mail your answer to vestasinside@vestas.com no later than 30 September – and check the next issue of VestasInside to see if you are the lucky winner. VestasInside 192008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=20http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=20塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊CO2-strategy: From good to better The wind turbines Vestas manufactures generate much more energy than the Group uses – and two thirds of the electricity used by Vestas is from renewable sources. But as No. 1 in Modern Energy this is still not good enough – and a focused initiative is now to ensure even better results Vestas is now introducing a CO2 strategy for the entire Group to ensure pan-organisational focus on using electricity from sustainable sources of energy and to promote the use of environmentally friendly company vehicles and buildings. “Vestas has opportunities to do better in a number of areas, and the time is ripe to introduce a range of shared requirements and standards – both out of consideration for the environment and because it makes financial sense to be conscious of the issue in our activities,” says Jakob Larsen, Vice President, Safety & Environment, with regard to the CO2 strategy. Vestas’ total impact on the environment can be divided into three categories: firstly, Vestas’ own, direct emis- 20 VestasInside2008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=21http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=21塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊sions of CO2 from company vehicles or production processes, for example; secondly, the CO2 emissions that stem from the generation of energy – primarily electricity – for Vestas’ activities; and finally, the emissions from Vestas’ sub-contractors, such as those generated through the extraction and processing of the metals used to make Vestas’ turbines. The new strategy concentrates on the first two categories. “This allows us to focus on areas in which we at Vestas have – completely or to a large extent – the possibility to make decisions and affect results ourselves,” explains Jakob Larsen. In 2007, approximately two-thirds of the electricity used at Vestas stemmed from sustainable sources of energy. This share is now to be increased significantly. At the same time, Vestas will be updating its policy for the purchase of company vehicles. In future, climate impact is to be included as a criterion in the choice of which vehicles to buy. Diesel-powered vehicles are generally the best solution at present, while electric cars may also become an option. Construction with consideration Another key aspect of the strategy means that in future, consideration for the environment is to be included as an integral part of new construction projects. “Vestas is working on a range of new construction projects at present, and we can come a very long way by focusing on energy-saving measures,” says Steen Møller, Vice President of Vestas’ Building Department, which handles all the company’s major construction projects. He explains that it makes both environmental and financial sense to implement shared standards for initiatives that limit energy consumption. These include systems that automatically control heating and lighting in the buildings, solar power units and roof designs with room for extra insulation and heat pumps. “One example involves control systems for the light fittings at a factory. If the interior of the building receives sufficient sunlight, the system dims the lights or switches them off completely,” explains Steen Møller, who stresses that many existing buildings already feature energy-saving technol- VestasInside 212008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=22http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=22塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊Climate input on three fronts: • Vestas is to build from a more environmentally friendly and energy-economic perspective. This is to be achieved through the application of uniform standards for insulation, the use of control systems for heating and lighting, etc. All new constructions are to meet these requirements. In addition, the option of installing a range of other measures such as solar energy systems, water pumps, etc. is always to be investigated in connection with new construction projects. • Vestas is significantly to increase the proportion of the Group’s total electricity consumption that is covered by energy from sustainable sources. In 2007, this proportion was 66 per cent. • In future, Vestas’ company vehicle policy is to include consideration for the climate – as regards fuel type and economy, for instance. Diesel vehicles fitted with particle filters are the best solution at present. “Of course, provided that the proviso that the technologies involved are mature, reliable and financially responsible,” adds Steen Møller. From now on, an energy consultant is to review the plans for each and every new construction project. Steen Møller explains that this will ensure that all opportunities for saving energy will be taken into consideration every time Vestas builds a new facility. Finally, the energy consumption at each Vestas factory will be assessed once a year in the future. This involves the company comparing the consumption at new factories with the initial energy analysis carried out on the construction project in question. “In precisely the same way as you check the energy consumption in your own home so you can react quickly if you find major variations from month Energy-intensive metals To find the biggest environmental impact from the production of a wind turbine, it is, however, necessary to look a long way away from Vestas factories. The processes for extracting and processing metals are the main culprits. These are processes over which Vestas can exert only a minimum of influence. For this reason, Vestas is looking at other ways of limiting environmental impact. Jakob Larsen explains that, for example, a large proportion of the metals used in Vestas turbines are recycled, and there is often much to be gained from applying technological advances. For instance, there are the design improvements that were introduced in the towers for V90-3MW turbines. Here, magnets are used to secure ladders and other components, which means that the tower sections are not weakened by welds, and that the material thickness can be reduced. As a result, tower production consumes less steel and thus generates less environmental impact. “This is a good example of how a financial improvement for Vestas also produces environmental benefits,” says Jakob Larsen. 22 VestasInside i ogy. However, the new strategy lays down fixed regulations for when such measures are to be implemented. The expected service life of an installation is compared to a calculation of when the extra investment – the installation of solar panels to heat utility water, for example – will have paid for itself. The new strategy makes it possible to operate with a longer repayment period, and the result will be additional energy-saving measures. to month. If consumption varies significantly from expected levels, this may well be an indication that something is wrong,” says Steen Møller. ins defacts2008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=23http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=23塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊Vestas Sailrocket – on the way to becoming No. 1 The Vestas Sailrocket is to be the fastest sailboat in the world. That is the aim of the sponsorship agreement that Vestas has entered into with the team behind the boat, which was designed by Malcolm Barnsley, a test specialist at Vestas Technology R&D, Isle of Wight, Great Britain. The record attempts that are to see the Vestas Sailrocket reaching 92 km/h – which is the speed required to set a new world record – will take place off the coast of Namibia. Conditions there are ideal, with strong winds and a smooth sea surface. Poul Larsen (pictured) is the team leader for the record attempts. You can see and read more about the Vestas Sailrocket at www.vestassailrocket.com. VestasInside 232008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=24http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=24塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊ASK T H E E XPE RT: What does the share price mean to Vestas? You can send your question concerning Vestas’ wind turbines, business, history or the like to vestasinside@vestas.com. We will then find the person with the right answer This issue’s question comes from Warwick Heaney, Wind & Site: : ? Vestas’ share holders make money when the share price goes up. But what does it mean to Vestas? ! Rupesh Madlani, Vestas share analyst at global investment bank Lehman Brothers, replies: “The increase in the share price reflects the greater confidence the financial community has in Vestas. The company has been able to ship more turbines and produce better financial results than the market expected a few years ago. This means that Vestas’ market cap – which is the total market value of all shares in Vestas – is much larger than a couple of years ago. That is important in a number of situations: if the company is looking to raise capital for its operations, acquire other companies or expand its business in other ways. The market cap is also a very important measure in another respect: When you are competing against international companies in a global industry, the market capitalisation helps define who becomes the representative or “the voice” of an industry. A company may produce a lot of turbines, but if the quality of those turbines is poor, the market cap will reflect this. Consequently, the voice of that company and their influence is not likely to be felt by the wide range of stakeholders. A large market capitilisation, on the other hand, is an indication of confidence in the company by customers, employees and the financial markets which provides for a strong voice in the industry.” 24 VestasInside2008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=25http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=25塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊The FrenchPolynesian connection It is not just Vestas’ turbines that represent the Group all over the world – Vestas’ owners, the shareholders, are also a particularly international group Vestas is a global company – this becomes obvious if you take a look at the list of home countries of the company’s shareholders. The list shows that Vestas shareholders are to be found, for example, in Burkina Faso, on the Isle of Man, in Liechtenstein, Nicaragua and French Polynesia. In fact, the company has shareholders in 93 countries, although many countries are home to just a single shareholder. The situation is slightly different in West Jutland, which is and has always been a key region for Vestas. In Ringkøbing, Denmark, 855 people hold shares in the Group, which is equivalent to 9 per cent of the population of the town. There is only one place in the world where the concentration of Vestas shareholders is higher, and that place is just a 15-minute drive to the south: Lem. This is the small town where Blacksmith Hansen got off the train and founded his first smithy in 1898 – the business that went on to become Vestas. Today, Lem is home to 155 Vestas shareholders. This is equivalent On 1 July 2007, the closing to 10.7 per cent of the population of the price for a Vestas share was 619 town – a Vestas record. Danish kroner. There are a total of 185,204,103 shares in the company, making the market capitalisation on that date 15.3 billion euro. During 2007, the value of one Vestas share increased by 131 per cent. ins defacts i VestasInside 252008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=26http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=26塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊Vestas? Never heard of it Making Vestas a household name among potential employees takes time – but the results of Vestas’ employer branding efforts are starting to show Have you heard of Vestas? Vestas has offices on six continents and has installed more than 35,000 turbines in 64 countries. It is the world leader in wind energy, and yet mention Vestas outside Northern Europe, or just outside Denmark for that matter, and the answer is often ‘Vestas who?’ One part of Vestas’ efforts to change that ubiquitous response is Vestas’ employer branding initiatives – first and moremost aimed at potential employees. A global campaign is spreading the word about Vestas as a workplace. “Outside Denmark it is true that Vestas does not have the recognition that one might hope,” notes Birgitte Brix Andersen, Employer Brand Manager for Vestas. “But through a campaign that includes an ambassador network of nearly 150 people globally that represent Vestas on campuses and at events such as conferences and career fairs, partnerships with 87 universities and online marketing with career websites, we will raise awareness about Vestas as a workplace world-wide.” Though the campaign is in its nascent stages, the efforts are starting to show positive results. From India to Iowa the Vestas name is gaining recognition. “Vestas is just beginning to build our brand recognition [in Singapore],” said Jacqueline Soo, Assistant Manager, People & Culture, Singapore and representative at the Education and Career Fair in Singapore earlier this year – an event that saw more than 370,000 attendees. Vestas conducted a survey from their booth at the fair and the following optimistic figures were gathered: 62% of respondents had heard of Vestas; almost all of the 857 respondents said they would recommend Vestas as an employer to their friends. 26 VestasInside2008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=27http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=27塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊Michael Høgedal, Vice President of Technology R&D in Chennai gave several talks at the career fair in Singapore and had this to say about Vestas’ brand recognition in India: “We have hired close to 100 people in less than a year by creating, presenting and maintaining an image of Vestas as a company with a range of interesting technology R&D jobs for experienced, trained and well educated engineers.” The Vestas office in Chennai is now the largest R&D centre outside Denmark, and growing. Career fairs and conferences have been an excellent source of exposure – and a barometer for brand awareness – in the US market as well. The Windpower 2008 Conference & Exhibition that took place in Houston from June 1-4 drew a record crowd of 13,000, and as well as contact with customers, corporate branding and PR initiatives, the conference was also used to show what Vestas has to offer as a work place. Vestas collected 200 resumes at the conference and representatives reported high interest in the company by potential employees. “I can say with certainty that we have spoken locally with a lot more people who have heard about Vestas than ever before,” said Susan Burke, Field Recruiting Manager, Vestas Americas, “it’s clear the word is getting out and spreading very quickly.” As well as participation in fairs and conferences, Vestas Americas is increasing its awareness through innovative partnerships with technical colleges in the United States. They have donated a V82 hub to the Columbia Gorge Community College in Oregon and have provided funding for students to attend the AWEA conference. They have also donated another V82 hub to Iowa Lakes Community College as well as a nacelle, blades and a scholarship donation. “Branding on campuses is important for Vestas because the students of today will be applying their knowledge at Vestas tomorrow,” says Birgitte Brix Andersen. “In order to find the best students Vestas is awarding Student of the Year prizes at eight universities. Our ambassador programme reaches students on the ground while our internet campaign featuring a recruitment video about the Vestas Graduate Programme that will be launched on YouTube, CareerTV.com, and Vault.com, among others, will reach an even wider audience. Through these combined efforts we hope that Vestas will be the first name that comes to mind when people think of wind energy.” VestasInside 272008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=28http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=28塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊10,000 teams competed on modern energy One Vestas – one travel insurance A new global travel insurance agreement means that all Vestas employees – both hourly paid and salaried – are covered by the same policy when they travel on business. The new agreement came into effect on 1 June and replaces all previous local agreements. The only exception is the Vestas staff in India, who have chosen to continue with their former local arrangement. The new policy covers business travel abroad or between states, and all employees are automatically covered. This means that there is no need to subscribe to the scheme before you travel. Vestas has an international hotline to the insurance company: Europæiske. The hotline is always open, and the contact number is +45 7010 9030. If you have any questions about the new insurance policy, please contact your local People & Culture department. Georgia Dome in Atlanta acted as the venue with former U.S. President George Bush Sr. officially opening the final of the First Lego League competition earlier this year. Vestas is the main sponsor for the global competition, where children and teenagers battle it out on technical skills and creativity in the Lego universe. A total of 10,000 teams from 45 countries took part in the competition in which this year’s theme was modern energy forms, including wind power. Apart from the sponsorship, Vestas supported a number of teams and Vestas employees all over the world acted as mentors for those teams. The challenge in next year’s First Lego League – once again with Vestas as the main sponsor – will be revealed on 13 September. “The contestants get a taste of the working conditions and methods that they may encounter later in life. So we encourage everyone at Vestas, who want to give the young people an extraordinary experience, to sign up to become mentors for a team,” says Marketing Assistant Alice Christy Brædstrup-Holm, Group Communications. 28 VestasInside2008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=29http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=29塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊A number of prominent guests have visited Vestas during the first half of 2008. At the Hannover Messe, where more than 5,000 companies were represented, the German Chancellor Angela Merkel chose to visit Vestas’ stand on April 21… Finally, on June 18, Vestas Towers had royal visitors, – while Vestas Americas received a visit from U.S. presidential candidate John McCain on May 14. He visited the Vestas Business Academy in Portland – and also had time to sign a Vestas turbine blade. when the Danish Crown Prince Frederik and Crown Princess Mary were on official visit to the tower factory in Rudkøbing, Denmark. Vestas Technology R&D launches university program Vestas Technology R&D has established a global university programme to strengthen collaboration with leading universities worldwide. The goal is to attract and support the best talents and improve conditions for research and development within wind power. In the coming years, Vestas Technology R&D will sponsor an increasing number of professors, PhDs and Master Theses at a number of universities around the world. VestasInside 292008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=30http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=30塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊In the spotlight As the world-leading Group in the field of sustainable energy, Vestas attracts a great deal of interest from the media all over the world. Also when things do not go as planned On Friday, 22 February 2008, an old wind turbine runs out of control on a field in Djursland, Denmark. Driven by the strong wind, the turbine accelerates until the nacelle almost explodes and the tower bends and breaks. That same day, both the local and international media are very interested in hearing Vestas’ version of the episode, and at the same time, a video recording of the breakdown becomes a popular clip on YouTube, the Internet video-share site. This is a good example of how many eyes are focused on Vestas, as Peter Wenzel Kruse of Group Communications explains. 30 VestasInside2008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=31http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=31塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊What makes the breakdown of a Vestas turbine such a good story? “Vestas’ products are spectacular in themselves. So when something goes wrong, it is usually a spectacular sight. At the same time, the wind energy sector is currently attracting a great deal of attention – with all this entails. Finally, we are a listed company with a large number of shareholders. All his all makes Vestas stories good stories,” he says. “We attract a lot of attention, in good times and bad. This is something we simply have to accept.” Why do you not inform all the company’s employees about these events? “You have to see things in perspective. We have installed 35,000 turbines – which means 100,000 blades, so we have to target our communication. Of course, we always inform all employees in the event of a serious accident. But in other, less serious cases, it is particularly important that the local employ- ees who are working in the area or with the type of turbine in question – and, naturally, the relevant customers – are informed quickly.” “On the other hand, it is important to emphasise that we take every accident very seriously and aim to learn from them so that we can make sure that other turbines do not suffer similar problems,” says Peter Wenzel Kruse. VestasInside 312008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=32http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=32塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊An excellent proposal Javier Rodriguez Diez has never hesitated in his support for Must-Win-Battle no. 3 – Sales Excellence. From his point of view the need for a new sales process across Vestas is loud and clear – and a common toolbox is now underway Vestas sales teams will experience a very different way of working from 2009. By then the new Vestas sales process will be fully implemented, emphasising team selling, process transparency and customer alignment. And sales reps will find themselves with a brand new toolbox for delivering the equally new global value proposition. Javier Rodriguez Diez, Sr. Vice President of Sales & Marketing in Vestas Mediterranean, expects the sales process to mark a new beginning – and, hopefully, the end of negative customer sentiments. “We want to keep working with Vestas, but you are making it too difficult” said one Vestas Mediterranean customer during an interview earlier this year. This statement and others like it are all too typical of customer perceptions of Vestas right now. But not for much longer, says Javier. Ever since the Must-Win-Battles were launched, he has thrown his full support behind the Must-Win-Battle for Sales Excellence, becoming the battle anchor for Vestas Mediterranean – convinced of the major benefits for his region and for Vestas as a whole. “The results of this battle will have a strong, positive impact on all sales teams. It is going to provide us with a new, more sophisticated way of doing business, where we have a better understanding of our customers’ needs and where our expectations at Vestas are aligned with customer expectations,” he says. Mixed market needs As part of the battle for Sales Excellence, more than 100 customers have been interviewed across all SBUs. In Vestas Mediterranean – where the market mix ranges from mature to under-developed – the interviews have highlighted the very different needs of the SBU’s customers. One general message, which Dialogue for Development has also uncovered, is that Vestas has lost its customer focus. 32 VestasInside2008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=33http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=33塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊ins defacts Must-Win-Battle #3 – Sales Excellence The new global value proposition, which will be communicated to the organisation in third quarter 2008, is a key goal of Must-Win-Battle no. 3. It’s purpose: to establish a clear understanding among customers and employees about what Vestas stands for in the market place and the value Vestas must deliver to fulfil customer needs. Designed to deliver on the proposition, the new global sales process will be rolled out this autumn. Implemented in SAP, the sales process will be based on the global templates developed by Must-Win-Battle no. 12 – Mayflower – to enable uniform, transparent processes across the organisation. SAP will become the hub for all sales data – improving the sales teams’ ability to consolidate valuable market data, plan ahead, gather information on customer pipelines, and select the right sales opportunities to focus on. Communication and training regarding the new sales process is currently being planned. “Right now we are in a seller’s market that allows us to introduce the terms and conditions we need. Many customers feel we have taken advantage of the situation. But we are not prepared for the change to a buyer’s market. We need to improve key customer relationships and offer a really strong value proposition,” says Javier. “Customer loyalty is a reflection of our future financial results, so we have to take urgent action.” Unlocking the potential The value proposition will be essential to exploiting the massive potential of the Vestas Mediterranean markets in the future and securing Vestas’ position on them. Alongside the mature i VestasInside 332008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=34http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=34塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊wind markets of Spain, France and Italy, the markets of Turkey, Brazil and Mexico are in rapid development. That involves serving the needs of big professional players and of newcomers, who may also require support in developing their market. As Javier explains: “Due to our market mix, we have a huge job aligning and standardising our way of doing business internally. We need to improve our knowledge of client needs and adapt our global value proposition to each market.” Major contribution Javier and his team are among the main contributors to Must-Win-Battle no. 3. In addition to conducting customer interviews, Vestas Mediterranean is working to improve its customer communications and increasing the capacity of the sales team so customers can receive a faster response to their inquiries. Like the other SBUs, it is also actively involved in defining the global sales process and improving pricing. Customers are not the only ones to have been asked for their views. Javier actively seeks input from the sales teams regarding sales processes and the sharing of best practices. “Knowledge sharing is of tremendous value in an SBU as diverse as Vestas Mediterranean – as it is in Vestas as a whole,” Javier adds. So, although the global sales process will have a major impact on daily work routines, the hope is that it will not come as a big surprise. The cross-the-board involvement of Vestas sales people in Must-Win-Battle no. 3 is giving all an insight into what needs to be done. Soon they will have the tools to do it. Are you IT secure? To find out, simply type “security” in your internet browser. Graduate Programme Manager Inge-Mette Rosenberg Jørgensen, People & Culture. 34 VestasInside2008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=35http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=35塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊Zodiac sets the standard A more secure, stable and well-functioning IT system for the benefit of Vestas and each and every employee. That is the purpose of Zodiac, the comprehensive IT project that is to standardise the PCs of all Vestas employees. For example, under the project, all Vestas PCs will be fitted with the Windows Vista operating system, which will replace the older system, Windows XP, that is used today. “Better security and better support are two of the most important reasons why we are now choosing to switch to Windows Vista,” explains Bente Waldstrøm, Project Manager from Group IT. Support and security are also key features of another aspect of the Zodiac project, which is intended to make it easier for users to install software on their PCs themselves – while limiting the types of software they can actually install. Today, there are often problems with programs that users have installed on their PCs themselves. Bente Waldstrøm relates that a survey has shown that more than 18,000 different programs have been installed on Vestas PCs. “It goes without saying that this makes support very difficult. Moreover, the worst virus attacks Vestas suffers stem from programs that have been downloaded to employees’ PCs.” Around 400 programs have been selected as ‘standard programmes’, and these can be installed directly from a new software portal. Employees who need other programs for their work must apply for exemption. “Some employees will view this as a limitation, but it actually provides Vestas with a range of major benefits. Vestas has grown to a size that makes it imperative for the company to standardise its systems. At the same time, the new system will make it possible to provide much better support to individual employees,” explains Bente Waldstrøm. In practice, employees should expect to have to deliver their PCs to their local IT departments for upgrading. The necessary changes can usually be implemented on the same day. Most departments will be invited to have their upgrades performed in 2008, the remainder at the start of 2009. ins defacts You can find out more about Zodiac on SharePoint: Vestasindex > Group IT > IT projects Graduate Programme doubled up As from spring 2009, the scope of the Vestas Graduate Programme is to double. In future, Vestas will be taking on 70–80 new graduates every year. “We have received very positive feedback from the departments that have been allocated a graduate. At the same time, it is only natural for Vestas’ growth to be reflected in an expansion of the programme,” says Inge-Mette Rosenberg Jørgensen, Graduate Programme Manager at People & Culture. Inge-Mette is delighted that Vestas will now have the opportunity to attract even more highly qualified candidates to the programme, and keep them with the company. The expansion means that in future, the programme will be divided into two ‘teams’ per year, with 35–40 new graduates joining the company in March and September. As a result, four teams will rotate at different intervals every year. At the same time, the People & Culture department will be strengthened. For example, a global recruiting team will be established to support local initiatives. The first graduates to have completed the programme are approaching the end of their two-year course and getting ready to continue their careers with permanent jobs at Vestas. i VestasInside 352008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=36http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=36塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊Taking action What needed changing in your factory – and have the action plans helped? One of the action plans is to improve the communication between employee and manager. This has been helped by the PDD, which gives you time to talk about topics which are difficult to discuss during normal working hours – like development and career aspirations. The factory has changed a lot in the past months due to the fact that we have started producing nacelles for the V90, but the management has used tools like the PDD and the action plans very well to show employees where the factory is going. Marcello de Pasquale, Vestas Assembly, Taranto, Italy. 36 VestasInside POP I think the factory has to do better in getting the right information to the employees and at the right time. So far I have not noticed many changes from the action plans, except that managers are attending training. However, I think there is more focus on quality now than before. Fred Pettersson, Vestas Castings, Guldsmedshyttan, Sweden. VOX2008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=37http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=37塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊In Vestas Nacelles, the results from last year’s employee survey have meant tangible and – in some factories – extensive changes Better communication to employees, new cross-organisational teams and more visible management in the factories. These are some of the results of action plans carried out in Vestas Nacelles on the back of last year’s employee survey. “It was clear we had to take action on issues that have influence on the satisfaction, motivation and loyalty of the employee. The results showed that the constant dialogue between employees and management is essential and must be improved,” says Lone Jensen, P&C Partner, Vestas Nacelles. Following an evaluation of the survey that was carried out in November 2007, each factory in Vestas Nacelles was presented with the local results. On that basis, local action plans were decided upon. In some of Vestas Nacelles’ factories organisational changes were needed, Marco Fanelli, Vestas Assembly, Taranto, Italy. VestasInside 37 VOX Development and training are the areas to focus on here. Being part of a global company which is always changing, employees have to learn something new every day. The arrival of the V90 here in Taranto was challenging, but brought huge satisfaction to all of us. It is probably too early to talk about achievements from the action plans already, but some training has been organized already. The positive climate has been maintained, and Vestas Nacelles Taranto is still a very good environment to work in. Anna Jenssen, Vestas Castings, Guldsmedshyttan, Sweden. POP I feel that we have more influence now, so that we have a better opportunity to change things at the factory. Wages that were previously low compared to other companies in the area have also been improved. I think it is very good with a survey where you can share your opinion and know that it will be read and followed up on.2008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=38http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=38塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊“A high level of satisfaction also means that employees have high expectations. So in order to maintain our good results, we have to continuously improve the workplace,” she says. some strengthened the People & Culture department, while other factories have improved the flow of communication. “Each action has been established locally making sure that each department manager listens to his or her employees, asks concrete questions, evaluates, establishes action plans and follow up on them each month. ” At Vestas Nacelles’ assembly factory in Ringkøbing, one of the focus areas in the action plan has been communication. Consequently, team leaders have been released from having to solve technical problems. They now have more time for direct contact with their coworkers, also during night shifts. Each team leader is provided with a template containing a firm agenda for standard information on a daily, weekly and monthly basis. Furthermore, quarterly meetings between coworkers and management are held with the purpose to talk about the activities in the factory and in Vestas in general. Frank Høgholm, Vice President and factory manager emphasizes that the plans will only be a success when everybody is participating. “We are all coworkers with a common interest in a well-running working place. It is just like a party; the managers are hosts creating the frames, but the staff is the essence of the celebration.” In the assembly factory in Taranto, the employee survey showed a high level of satisfaction amongst employees, but that is no excuse for not improving, says Elisa Nicoletti, People & Culture Partner at the factory. “We looked at the results from the survey and decided – along with the employees – that , ‘development’ was a key word. Many employees had requested training activities, and we have introduced English language courses and technical courses,” she says of one of the local initiatives. ins defacts The most recent employee survey was carried out in November 2007. A total of 10,976 employees took part. The next survey will be carried out in November 2008. 38 VestasInside i2008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=39http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=39塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊my Vestas Our colleagues’ own photos – from the cold of winter to summer heat Vestas’ previous logo is being replaced by the new one across all of Vestas – a process which is set to be finished by the end of 2008. Logos on existing turbines is one exception, but not on the turbine next to Vestas’ headquarters in Randers, where the nacelle was recently outfitted with the new logo. An ordinary snow man was a bit too traditional for Volker Nelius, service technician in Vestas Central Europe. Instead he has tried his hand at designing a new wind turbine prototype. The picture wins Volker this issue’s prize. Andrew Jennings, service technician in Vestas Americas has sent these pictures of clean electrical production. “The one is a new 18 bladed prototype turbine with a yellow nose cone,” explains Andrew. VestasInside 392008-08-19T15:09:58+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=40http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032008/?Page=40塰摦呥硴
呍⤠ⴠ敶慬畡瑩潮‭⁃潰祲楧桴‱㤹㘭㈰〷⁇汹灨…⁃潧Ⱐ䱌䌊Editors: Peter Wenzel Kruse (editor-in-chief), 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: 7 July 2008. Print run: 17,500. Text: Kristian Fredslund Andersen, Anne Nielsen, Rina D’Angelo, Sandra Fish, Cath Mersh and Peter Gisselmann Rasmussen. VestasInside is published by Vestas Wind Systems A/S, Alsvej 21, 8940 Randers SV., Denmark Tel. +45 9730 0000 – Fax: +45 9730 0001 www.vestas.com UK2008-08-19T15:09:58+02:00