http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/RSS.ashxVestasInside PagesMon, 17 Aug 2009 12:57:44 +0200http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=1http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=1No 3, 2009 From Vestas to outer space Breaking the silos 864 kilometers of turbines Weathering the storm2009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=2http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=2Next stop: outer space A lot of boys dream of travelling into outer space. Andreas Mogensen never let go of his dream, and the former Vestas employee has now become Denmark’s first astronaut Page 4 After the storm Mikael Lodberg Pedersen works at the blade factory in Lem, Denmark, and is an experienced fisherman. But in all his years at sea, he never experienced a storm like the one that hit him and his colleagues when the news of lay-offs reached them Page 6 The idea hub Transporting thousands of turbines around the world and getting them safely to site in time is no mean feat. For Vestas to excel at doing just that, the best ideas need to be shared Page 13 Line, Mark and the giant in the basement No-one at Vestas commands more computer calculting power than meteorologists Line and Mark. The result is forecasts many years into the future, supporting both product development, sales and service Page 20 2 VestasInside2009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=3http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=3Ready for the future When I look back over the first six months of 2009, one event overshadows everything else: the tough and unpleasant decision to lay off more than 1,700 of our skilled employees in Denmark and Great Britain. For us, lay-offs are absolutely the last resort – but this was unfortunately the only decision that made sense in order to ensure that Vestas can continue to develop and remain competitive in the future. It is a decision that hits hard, and I fully understand the frustration that has accompanied the lay-offs. At the same time, I would like to express my deep respect for the way in which all the parties involved have dealt with this difficult situation. If we look to the future however, there are fortunately indications that we will actually be able to remember 2009 for the good things that happened. Even though the protracted financial crisis has made it difficult for our customers to find financing for their wind turbine projects since the autumn of 2008, the political backing for modern energy has never been stronger. With good reason. The world is facing a global climate and energy challenge that could make the current financial turmoil look like a picnic. Supplying energy to the whole world without simultaneously adversely affecting the environment and the climate is and will remain a tremendous challenge. As we well know, wind power has the potential to play a major role in tackling this challenge, which is why the future is looking very bright for our particular area of the energy sector. As early as the climate summit in Copenhagen in December this year, wind power will be in a position to take another giant stride towards becoming a key source of energy in the future. This could well be an appropriate way to celebrate the 30th anniversary of the sale of Vestas’ first wind turbine. Finally, I would like to thank you all for the great efforts you put into your work every single day. That effort is what will make the real difference when looking back at 2009. Very best regards Ditlev Engel President and CEO VestasInside 32009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=4http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=4Next stop outer space A lot of boys dream of travelling into outer space. Andreas Mogensen never let go of his dream, and the former Vestas employee has now become Denmark’s first astronaut “I have always been completely fascinated by the idea of walking on the moon. It was probably in the fifth grade that I became certain that that was what I wanted to do.” Andreas Mogensen is just 32 years old, but he still has to think back to the 1980s to pinpoint the moment when he chose his future career. In May this year, Andreas Mogensen came a step closer to realising his dream when he was chosen by the European Space Agency (ESA) to become one of six new European astronauts. His selection, in competition with 8,412 other hopeful applicants, makes him Denmark’s first astronaut. Ringkøbing and the Congo His selection is the culmination of a career that has taken him from studying in London, to jobs in Germany, the Congo and, most recently, at the Surrey Space Centre in England, where he worked with systems to control space vessels on missions to the moon and to Mars. But for two years, Andreas’ business cards featured the Vestas header. In the period 2001–2003 he worked at the technology department in Ringkøbing, Denmark, developing and testing software for components including the pitch regulation systems for V80 and V90 turbine blades. “I really enjoyed my time at Vestas, where I was part of a young and very international team based in Ringkøbing. My work for the company also 4 VestasInside2009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=5http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=5Hard but fun Before leaving Vestas to start work on his Ph.D. thesis at the University of Texas in the United States, his dream made an impression on his co-workers at the company, and he has heard from many of his former colleagues who are still with Vestas. “One of them told me that he thought of me as soon as he heard that a Danish astronaut had been chosen. He then Googled my name straight away. So he could certainly remember my dream,” says Andreas Mogensen, who can now look forward to an intense “We will be training in Texas and Moscow. The course involves parabolic flights that simulate weightlessness, and survival training. So even though it will be hard work, I doubt that I will be bored,” he says with a smile. As he sees it, the job offers the perfect combination: the opportunity for in-depth study and development within his specialist area, and experiences that will satisfy the desire for challenges of even the most committed adventurer. “I have been given a unique opportunity, and I am prepared to do anything to achieve my dream of flying into space.” Heading for the stars Andreas Enevold Mogensen is 32 years old. He has lived in Singapore, Denmark, Germany, Thailand, Portugal, the Congo and the United States. In the period 2001–2003, he worked for Vestas in Ringkøbing, Denmark. Most recently, he was employed at the Surrey Space Centre at the University of Surrey in England. In May 2009, he became the first Dane ever to be selected as an astronaut by the European Space Agency (ESA). i taught me a great deal about the regulation of technical systems, which I have since been able to use in other jobs.” training programme before – he hopes – he finally takes a trip into space. ins defacts VestasInside 52009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=6http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=6After the storm Mikael Lodberg Pedersen works at the blade factory in Lem, Denmark, and is an experienced fisherman. But in all his years at sea, he never experienced a storm like the one that hit him and his colleagues when the news of lay-offs reached them “It affected me deeply. I was really surprised by my own reaction,” says Mikael Lodberg Pedersen, looking out over the rain-soaked car park in front of the blade factory in Lem, Denmark. After working as a fisherman for many years, Mikael joined Vestas in 1994, and has been with the company ever since. There is no doubt in his mind: the past few months have been the toughest ever. It all started on 28 April with the announcement that Vestas was to cut 1,900 jobs in Denmark and the UK as a result of market conditions in Northern Europe. The news was a particularly hard blow in Lem, where many of the cuts were to be made. A couple of tough weeks then followed until the names of those colleagues who were to leave the company were announced. Uncertainty deeply affected Mikael, aged 52, who is his team’s quality inspector. “I lay awake at night wondering what would happen if I was laid off. What would I say to my children, and where could I find a new job? It took a lot out of me, and I was more tired than I have ever been in my life,” he recalls. Relief and grief At the start of May, the names of those workers who were to be laid off were finally released at the factory. “I remember that particular Monday very clearly,” says Mikael. “What I wanted to do most was to shut out the world and deny it. But the reality was very different.” On that day, around 250 employees from the day and night shifts at the blade shell department were gathered together and informed that 121 of them could not continue at Vestas. Mikael’s name was not on the list. “Inside, I was jumping with joy because I was still on the payroll. At the same time, I was sorry for the people who had been laid off, and sorry that I would not be working with them any more. I wept in my car on the drive home that day, both tears of joy and tears of sorrow for my colleagues who had lost their jobs,” relates Mikael, who has now managed to put some distance between himself and the event. “It was an unpleasant process, and it affects everyone. However, I think that Vestas did it well, helping out where possible and making sure that the process was carried out in a dignified manner,” says Mikael. “For example, the company offered supplementary training courses and/ or support from a psychologist to people who had lost their jobs. In this way, Vestas has said ‘We are not letting you go’ – which is a strong and important message.” Time to talk The morning after the names were made known, Mikael is woken by his alarm clock. It is the first time in weeks that he has not lain awake all night worrying. 6 VestasInside2009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=7http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=7ins defacts On 28 April this year, Vestas announced that the company would be adapting production capacity in Northern Europe, which entailed cutting 1,900 jobs in Denmark and Great Britain. In all, 1,142 employees in Denmark were laid off in May. The Vestas Blades factory in Lem was hardest hit, with 545 employees losing their jobs. “Everyone really had to dig deep to get going during the first few days, but the situation is improving day by day. The management at the factory has been very good at giving us the time and space to talk to each other about what happened and work through it together,” says Mikael, who also praises the offers that have been made to the remaining employees. “Different people deal with the situation in different ways. Some need to talk about it a lot, while others work through it on their own or with their families. Personally, I have learned a great deal about how I react in situations like this, and I consider this a strength and a positive trait that I can apply elsewhere.” i VestasInside 72009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=8http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=8Farewell to everyday life 61 employees at Vestas Control Systems in Hammel were laid off in May. Among them was Solvej Fuglsang Thomsen It was on a Monday in May that Solvej Fuglsang Thomsen was given the message – she was one of the 1,142 Vestas employees in Denmark who would lose their job as a result of Vestas adapting production capacity in Northern Europe. “Of course I was shocked. Even though I had sensed it could be me and our team that would be affected,” says 29-year-old Solvej. After two years as an hourly-paid employee at the electronics factory in Aarhus, she was made team leader of the night shift in 2007. That role became very central indeed, when Vestas announced in April that it would be necessary to cut the number of employees in Denmark and England. “Everyone was affected by the announcements, so we put a lot of effort into keeping everyone updated and to ensure that we only dealt with the facts.” Solvej spent many extra hours on the job until the day when names were announced. Hers was among them. “It was hard, and I was sad, because I was happy in my job. It also grieved me, because I felt that our team was moving in the right direction and that we could have achieved some really good results – for instance regarding quality. “ An important talk The time leading up to the announcement was not easy either. “When the company makes changes which means your position no longer exists, for good reasons you are not in cluded in that process. And that is not a nice feeling – that something is going on that you do not know about. The trust among you and your fellow managers is broken in that situation. But unfortunately, that is part of the process,” says Solvej. Over the following days, everyone had to slowly take in the news. She received many phone calls from both the remaining Vestas employees and colleagues that had also been laid off. Solvej turned to friends and family for help. “I needed to talk it through with someone outside of Vestas,” she explains. Later, she took up the offer Vestas provided of talking with an external job consultant. “To begin with, I did not have much patience when it came to reviewing my skills and job opportunities. But it has been good to stop and look at what options I have now and what I want to do,” she explains. The consultancy is still on-going, but she has set a date for when she really gets going with the job search. “But first, I am going to take my summer holidays. I need that.” 8 VestasInside2009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=9http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=9The toughest day The effects of a layoff Different people react differently to being laid off. Typically, however, everyone goes through the same phases of reaction when confronted with such a hardhitting experience. Shock Shock is the immediate response to finding out that you have been laid off. Shock results in you shutting out the outside world. You may not initially feel any reaction at all, and that you may not actually take in what is being said. Reaction Once the shock starts to wear off, reaction sets in – feeling angry or upset. At the same time, you start to search for an explanation for why it has happened and why it has happened to you. Processing You start to accept what has happened, you will begin to think about how to make the best of the situation and your skills, and you may well start to look at other job options. New orientation You have moved on and taken a more relaxed attitude to the layoff. You have set new goals for yourself, and may well have started a new job. Source: Peter Straadt, AS3 Outplacement “Vestas has laid off people who have worked for the company for perhaps 15 years or even longer, and who have put a great deal of effort into their work. It is understandable that people feel bitter or angry when suddenly they find themselves out of a job. Regardless of how well-prepared and professionally executed the process may be.” Kim Hvid Thomsen, Shop Steward, sees no reason to talk around the subject. A comprehensive round of layoffs of the kind Vestas experienced in 2009 is never pleasant. However, he is quick to emphasise that Vestas put a lot of effort into ensuring that the process ran as smoothly as possible when it became clear that the company would have to scale back its workforce in Denmark. “I think the process was very wellstructured, but it is impossible to avoid problems and frustration completely. Because the process involved so many jobs, some people felt that it was rather impersonal and wanted to know precisely why their names came up,” relates Kim Hvid Thomsen. The biggest source of frustration was the period of uncertainty which preceded the distribution of the layoff notices. For this reason, completing the process quickly was given top priority. “No-one can handle that kind of pressure for long, and even though it can never be fast enough, the company succeeded in doing things very quickly – especially when you take into account how many people were affected,” says Kim Hvid Thomsen. As soon as the names were released, Vestas offered all those who had been laid off the chance to visit a psychologist and in some locations to talk to an external consultant. The external consultants were commissioned to provide assistance in mapping out competences, to help clarify job and/ or training preferences, and to assist with job seeking. “Some people felt that this assistance was of little use to them. For example, a number of the hourly paid employees thought that it was focused primarily on the needs of salaried employees. Others, however, found that it provided useful input to help them move on,” says Kim Hvid Thomsen. i Frustration and bitterness are unavoidable when layoffs are announced. However, support for the employees affected – even after their last day at work – can act as a stepping stone to the future ins defacts VestasInside 92009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=10http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=10Back on track Consideration for those employees who have lost their jobs takes first priority – but a round of redundancies is also hard on those who remain at the company afterwards “Even though you, yourself, may not have lost your job, you may have lost something else: good colleagues and friends, and the team spirit in your group,” explains Peter Straadt, a partner at the consultancy company AS3 Outplacement, which was Vestas’ partner in connection with the redundancies. Even though the process naturally has the hardest impact on those employees who actually lose their jobs, it can also be difficult for the employees who remain at the workplace to find enjoyment and satisfaction in their work. For this reason, as a pilot project, employees at some of the affected units have, for example, been offered the chance to participate in communal meetings, where they have had the chance to talk about the weeks of uncertainty, the loss of their colleagues, and the future. “It can help to put into words what you have experienced. This is an aspect that is sometimes overlooked, because the primary focus is naturally on the people who have lost their jobs,” explains Peter Straadt. After the redundancy process was completed, Ditlev Engel, President and CEO, particularly praised the employees at the factories affected for the understanding and professionalism they displayed, and for their willingness to look to the future even during a difficult period. Kim Hvid Thomsen also recognises this excellent attitude. “The employees have taken the situation extremely well, and have acted very professionally in continuing with their work. This emphasises the fact that we have very good, dedicated colleagues,” he says. “However, the situation is still affecting many people. It is not something you can just put behind you from one day to the next.” More and more companies are seeingthe advantages of allowing room for the reactions – either in the form of a fixed framework at meetings, or in a more informal way, as Peter Straadt explains. “It is important to allow time for the employees to talk to each other about the situation. It is my clear impression that Vestas has demonstrated that it is OK to take time to deal with an experience of this kind,” he concludes. What is your experience with the lay-offs? 10 VestasInside2009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=11http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=11“We all knew that something was going to happen. The tension and nervousness built up over the weeks when no-one knew exactly whose names were going to come up. Personally, I was not too worried about losing my job – I was more concerned for my colleagues, especially those who had just bought a house, for example. On the day, our manager called us together and informed us that our jobs were safe. Of course, this was a great relief. At the same time, it meant that we could start to look to the future again. I think the company handled the lay-off process in a decent manner, and this helped make it easier to move on.” Rikke Hvid Frederiksen Business Process Specialist, Environment Vestas Control Systems, Hammel, Denmark. “The seriousness of the situation really hit home when we were informed about how many positions the lay-offs affected in our department. Until the names were released, the atmosphere in the department was very strained. I was tired in a different way than usual, because I was using a lot of energy to think about the future. The day when the lay-offs took place was really unpleasant, all we could do was hope for the best. Afterwards I was relieved, but also upset for my colleagues who had been made redundant. It will take some time for the situation to settle down again, but I think it is positive that Vestas has made help available both for those people who have lost their jobs, and for those who have kept them. This confirms my view that Vestas is a good workplace. Nevertheless I miss my colleagues who are no longer here, both from a professional perspective and because they were my colleagues.” Ulla Langelund, Spar Department, Vestas Blades, Lem, Denmark “As a manager, I had to lay off seven of my employees. It was not a pleasant task. When I sat facing each employee, it was naturally impossible not to be affected by the situation – but I was quite prepared to show what I felt. It is a way of showing respect for the people who are being laid off, and respect is important to me. It helped that the process had been so well planned, and that we managers received plenty of support. This meant that we, in turn, could provide good support as well. The atmosphere was very depressed during the weeks between the initial announcement of the lay-offs until the names were made known, and there was an almost palpable sense of release once the process was over.” Kim Egsmark Hovesen Manager, Production 2 Vestas Control Systems, Hammel, Denmark. VestasInside 112009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=12http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=12Win a weekend break Which country was Vestas’ biggest market in 2009? There was a fair amount of disagreement among the employees who sent in answers to this question. However, Jeremy Holliday – a service technician at the Wild Horse site in Washington – knew that the correct answer was the United States. This means that Jeremy has won two concert tickets. If you would like to win the next prize – a weekend break for two – simply answer the following question: Vestas has an ambitious plan for green energy. But according to the company’s plan, how much of the electricity that Vestas will be using in 2010 is to come from renewable sources of energy? a) 50 per cent b) 70 per cent c) 90 per cent Vestas Quiz Mail your answer to vestasinside@vestas.com no later than 1 October – and check the next issue of VestasInside to see if you are the lucky winner. 12 VestasInside2009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=13http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=13The idea hub Transporting thousands of turbines around the world and getting them safely to site in time is no mean feat. For Vestas to excel at doing just that, the best ideas need to be shared “It is fantastic to watch a train roll by, 1,600 metres long and fully laden with Vestas blades.” There is no mistaking the enthusiasm in Mette Heileskov Bülow’s voice when she talks about what she has been working with since 1995: shipping Vestas’ turbines safely to sites all over the world. Mette is now heading up Transport & Logistics Excellence, which is one of Vestas’ eight new Excellence centres. So what is she actually to do here? “My ambition is for us to be the very best of the best within this area of our industry. And we can do it,” is her frank reply. When Mette Heileskov Bülow arrived for work at Vestas for the first time 14 years ago, the transport department was more manageable. In fact, she was the only employee. VestasInside 132009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=14http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=14ins defacts 864 kilometers of turbines When Vestas’ first wind turbines rolled out of the production halls in the 1970s, they were transported to the customer’s site on a single lorry. Today, the number have changed somewhat: In 2008, Vestas shipped 3,250 turbines. If all these were to be transported at sea, 317 fully loaded ships would be needed. Using the railways, the turbines would take up 540 train units, stretching 864 kilometers. “Ever since the earliest days, there has always been a fantastic pioneering spirit in the department. Vestas’ transport staff have invented and developed numerous new systems, often coming up with solutions that no-one thought were possible,” she says. “I can still remember when we loaded the first giant ship for the Japanese market. We stood on the quay and watched our brand new tools being used for the very first time – and the entire project depended on them. It was so nerve-wracking that I could barely stand to watch.” Growing pains Since then, Vestas has changed dramatically, and today, each business unit typically has its own transport department, which has grown in step with the company’s turbines and turnover. It is precisely this growth that has made the new Excellence centres necessary. “We have so many skilled colleagues working with transport all over the world, colleagues who have a great many good ideas for how we can do things better. Until now, however, they have often been left to their own devices because Vestas was so busy growing,” she says. Mette herself is fully familiar with the everyday situation in the business units, because she comes straight from a position in the transport department at Vestas Americas. Here, she was involved in developing a complete system for rail transport, which makes it simple to transport 14 VestasInside i2009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=15http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=15Vestas blades, nacelles, hubs and towers on the American railways. It is a system that has simultaneously reduced transport costs. Room for ideas One of Mette Heileskov Bülows priorities is creating common processes in close cooperation with the business unit to make sure that best practise is used in all of Vestas. “We have to find the right balance between us here in Vestas Excellence and the business units, allowing us to make room for the more unusual ideas, and not to obstruct the individual business units in their work to abide by special local requirements,” she says. Creating the right balance is a prerequisite for succeeding in improving quality and efficiency and save money. “In this way, we can generate team spirit, work together across boundaries and share good ideas with the potential to benefit all parts of Vestas,” she says. VestasInside 152009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=16http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=16An appetite for processes Even when you are preparing a packed lunch, you are following a process. At Vestas there are thousands of processes, and it is now time to document them on paper, making sure improvements stick 16 VestasInside2009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=17http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=17“First, you cut a slice of bread, then you butter it.” Thomas Ballegaard, Director at Process Excellence, starts from the very beginning when he gives his definition of a process. He describes it as a series of actions, performed one after another; when preparing a packed lunch, for example. However, it is not quite as simple to develop, sell, manufacture, install and service wind turbines. As Thomas Ballegaard explains, this is precisely why it is essential for Vestas to become better at describing, sharing and developing its processes. He and his colleagues at Process Excellence are tasked with helping the rest of the organisation to describe precisely how “the Vestas machine” actually works. If I know my job inside out, and I am good at it, what is the point of writing down a process that describes it? “Because it allows you to see your job from a new angle, which may reveal areas that could be improved. It also makes it easier to explain the process to others – a new colleague, for example. Moreover, because we all describe them in the same way, you can compare your process with those of your colleagues who are doing the same job elsewhere at Vestas. This means that if you are working at the blade factory in Lauchhammer, Germany, and you have a great idea, we can now share it with your colleagues at other blade factories, and then choose the best solution to be used throughout Vestas.” We have done fine up to now. Why have processes suddenly become so important? “Because we must constantly become better and better at doing business. This will make our products better and help us to reduce costs and improve service. Taking control of the processes is not the solution in itself, but it does help to make sure that we constantly take a critical view of how we work, and that we continuously improve.” Does this mean Vestas is now to become a kind of McDonald’s, where all tasks are handled in exactly the same way all over the world? Will this mean an end to Vestas’ creativity and pioneering spirit? “Not at all – quite the reverse, in fact. Fixed, clear processes make more room for development. I am sure that everyone at Vestas recognise the situation where no fixed procedure has been laid down for a task. In such cases, employees come up with solutions themselves. However if you are a service technician, for example, and you know precisely how to perform specific tasks, and in what order, then you can devote your efforts to other areas, such as thinking about a better way to perform the task in question.” ins defacts Over the course of 2009, all Vestas’ processes will be gathered together in a new portal on the intranet. All processes will be documented in the so-called ARIS system. To visit the portal – and to read more about Process Excellence – go to the intranet: VestasIndex > Vestas Excellence > Process Excellence i VestasInside 172009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=18http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=18”Wind power should not be a novelty” 18 VestasInside2009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=19http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=19Martha Wyrsch, the first woman among Vestas’ Presidents, has taken over the helm in Vestas Americas – and aims to use her experience to bring Vestas to the next level First impressions count, and Vestas Americas’ new President Martha Wyrsch has clearly been won over by her new colleagues. “The energy, enthusiasm and passion of employees here is phenomenal,” Wyrsch says. “Clearly, there is something about the company that makes people want to stay and work and be a part of this.” Wyrsch, an energy veteran with almost 20 years experience in the North American sector, had never heard of Vestas before being contacted by a head-hunter for the position. After an initial interview, she was intrigued. “I was impressed by Vestas’ global presence, the level of sophistication in technology and its understanding of, and leadership in, the business of wind,” Wyrsch says. Raising wind’s status However, the fact that Wyrsch was not familiar with Vestas before being contacted, underlines one of the challenges for Vestas in the United States. One of her primary goals is to help raise wind energy’s status with traditional power sources. “I believe and hope we will become a mainstream part of energy production for delivery into the U.S. grid along with natural gas, coal, hydro and nuclear,” Wyrsch says. “We are still thought of as a niche industry and need to move beyond that. Wind power should not be a novelty.” With the wind energy competition heating up in the United States and Canada, Vestas must also increase its customerloyalty ratings to gain market share. “We must proactively approach customers and think about what we can offer to help make them more successful – make them look good,” she says. “This is one of the largest markets in the world. If we miss out on this marketplace today, shame on us.” Becoming diverse Vestas CEO Ditlev Engel has praised Wyrsch’s ability to focus on diversity and ensuring a balance between gender and people of color. In addition, Wyrsch happens to be the first woman – and first American – in the Vestas Government. “I am very proud to be a part of the Vestas Government, but it takes more than just one person to be able claim true diversity,” Wyrsch says. “It takes a mindset that we value people of all nationalities who have different backgrounds, views and experiences. That means we must continue to welcome, and bring to our tables, more women, people from different backgrounds. It is a start and I look forward to continuing with Vestas on this journey. “One of the roles I can play is to ensure that, as we look at people for new opportunities, we have a pool of candidates that reflect diversity. We must bring in qualified candidates who are diverse and do it in a very purposeful way.” Wyrsch has another reason for enjoying her new job in Portland — her identical twin sister also lives there. “We’re very close sisters and haven’t lived in the same city since high school, so I couldn’t have been more surprised and pleased to learn that Vestas Americas’ headquarters was in Portland.” ins defacts Martha Wyrsch has more than 20 years experience in the energy business. She came from Spectra Energy Transmission, a natural gas infrastructure company, where she served as CEO. Before that, she spent about three years as CEO for Duke Energy Gas Transmission. Wyrsch and her husband have one son, a student at Willamette University in Salem, Oregon, and a daughter who will enter high school this fall. The family’s hobbies include downhill and cross-country skiing, hiking and mountain biking. i VestasInside 192009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=20http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=20Line, Mark and the giant in the basement 20 VestasInside2009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=21http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=21No-one at Vestas commands more computer calculating power than meteorologists Line and Mark. The result is forecasts many years into the future, supporting both product development, sales and service “How’s the weather looking for the weekend?” This is a question – often accompanied by a quick smile – that is regularly put to Vestas’ two meteorologists by colleagues passing their desks. But the task of Line Gulstad from Norway and Mark Zagar from Slovenia goes far beyond the standard 5-day forecasts – and the consequences of inaccuracies can be much more severe than a washed out garden party. Together with their colleagues at Vestas Technology R&D’s Wind & Site Competence Centre, Line and Mark have to ensure that the most suitable turbine is placed in the optimal position at each site. The result? Turbines that generate as much energy as possible for the customer while being subjected to minimal loads. A fast giant To assist them in their work, Line and Mark have a giant called Jetstream. “He” lives on his own in the basement, is eight metres long and contains 1,344 cores, each featuring 3.33 GHz. In other words, Jetstream, which was named after the most powerful wind in the world, is an extremely fast computer. In fact, it was one of the 500 fastest in the world when Vestas purchased it in 2008. The immense calculating power is necessary to present precise images of the weather conditions at the sites where the turbines are to be placed. “The more accurately we can describe the conditions, the better the product we can deliver to the customers,” says Mark. He goes on to explain that the calculations are so complex that even Jetstream usually needs a few days to crunch all the figures. “We use more-or-less the same tools as the meteorological institutes. We create a virtual world and then use it to predict the wind currents at the site,” says Line, adding that the computer calculations are combined with observations at the sites for maximum accuracy. New paths Meteorologists typically find employment at universities or meteorological institutes, but Line is very pleased that she chose Vestas. “It is inspiring to be able to use your background in a completely new context where you can build bridges between technology and business and work with your colleagues to ensure that customers always receive a competitive product,” says Line. Mark adds: “It is exciting to work with colleagues who have so many different scientific backgrounds and, at the same time, to be part of a company that is leading an area of development that has the attention of the entire world.” Line and Mark have also noted a rise in the attention they themselves receive as more and more of their colleagues begin to realise the opportunities their forecasts represent – in connection with product development, sales and service, for example. “We receive a steady stream of enquiries. In fact, I think we have enough work to keep us busy for years,” concludes Line with a smile. And that’s not counting the questions about the weather for the garden party this weekend… ins defacts The Wind & Site Competence Centre is a part of Vestas Technology R&D. The department has 19 employees of six nationalities, all with scientific and mathematical backgrounds. Among them are geophysicists, physicists, statisticians, engineers – and meteorologists. i VestasInside 212009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=22http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=22Robot children More than 100,000 children from 45 countries took part in the First Lego League, which was sponsored by Vestas. The theme this year was energy. The league involves children and young people competing in a theoretical section and with their own robots, built of Lego bricks. One of the teams this year was NXT Generation, which was sponsored by Vestas. This team won prizes in several categories when the final event was held in Atlanta, the United States, in April. “It was really great, and so much fun to meet all kinds of new people. It is not often you get the chance to compete on your technological knowledge and build with Lego bricks at the same time,” says Martin S. Sørensen (15) from the NXT Generation team. Wind power in Rome In June, the view in Villa Borghese, the largest park in Rome, was dominated by a Vestas turbine that had been erected in connection with the first “Global Wind Day”, which was held on 15 June. Events were held in 25 countries around the world to promote wind power as a form of energy that works: it slows down climate change, it reduces dependency on fossil fuels, and it is a sound investment. On the day itself, Vestas took part in many of the thousands of events that gave the general public the chance to take a closer look at modern energy. Green figures four times How much waste does Vestas generate? And what proportion of Vestas’ energy consumption is covered by energy from sustainable sources? Vestas will now be publishing the answers to these questions four times a year. From August 2009, the Vestas interim reports will contain both financial and key figures for environment, climate and 22 VestasInside work environment. Up until now, these environmental figures have only been published in the annual report. “We are placing more emphasis s on minimizing the environmental i impact of Vestas’ actions. We have launched ched ch initiatives that will make our buildings ld dings more energy-efficient and we will use a larger proportion electricity roportion oportion of elec ct tricity from renewab sources. renewable urces. For that t reason it natural is a natura al step to also a tell the th he outside world how w these initiatives ves es change ch environmental impact of Vestas the environ n Vestas’ explains Jakob Larsen, Vice business,” ness,” e Safety & Environment. Pres President, S ent. nt.2009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=23http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=23Breaking the silos It can be difficult to look beyond your own back yard in a large, complex organisation such as Vestas. Aligning Vestas’ business units will help rectify this. We have had a closer look at three examples of colleagues already noting the benefits of looking outside their own “silos” VestasInside 232009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=24http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=24ins defacts Stuck in the silo “Silo thinking” is a phrase that describes a lack of communication and common goals between departments in an organisation. The “silo effect” takes its name from the farm storage silo: a tall, narrow structure with no windows – which means that there is no opportunity for communication between individual silos. Electrifying teamwork No turbine has ever had a control system cabinet like the one developed for the new V112-3.0 MW turbine – because of the way it came to be “We prepare the recipe, and he bakes the cake,” says Roberto Zapata and gestures towards Kristian Østergaard Madsen, production engineer in Vestas Control Systems. Roberto is a PhD electrical engineer from Vestas Technology R&D, responsible for drawing up the design of a control system cabinet for the V112-3.0 MW turbine. Kristian’s department has to ensure that what looks good on paper is feasible in production. Their close cooperation is a textbook example of how integrated product development is helping to meet tough budget and performance targets and delivery deadlines. A third key player in the development process is Lisa Klausen, category manager within Supply Chain Management. Along with the category team, her responsibility is to identify the right supplier for the system’s power backup source. “We have been working with Roberto to find the right suppliers for the components. That means the engineers don’t need to find suppliers themselves. So we all contribute what we are good at,” Lisa says. Inspiring cooperation The three departments from different parts of Vestas have previously had limited contact during product development. But, in the case of the V112, Roberto has worked closely with Kristian and Lisa right from word go. All three are inspired by the crossorganisational cooperation. “At the beginning, we spent a lot of time talking. Now, when we are reviewing the cabinet design, Roberto is already thinking about production be- 24 VestasInside i cause he knows how we work,” Kristian explains. Speed and quality The first prototype cabinet for the V112 was ready before Easter - just three months after project launch. “It’s really fast development,” remarks Roberto. “But it’s not just about the speed. The quality is also better, and we have simplified the design so it is easier to maintain.” Specialist in integrated product development, Thomas Obel Kristensen, sees this kind of joint project as the way forward for meeting tough budget and performance targets and delivery deadlines. “A desire to change is half the success. The real barriers are mental. By looking differently at our colleagues, ourselves and the job to be done, we can move mountains.”2009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=25http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=25Green lunch Put food on the table, and conversation starts to flow. Vestas Technology R&D is now using this fact of life in a new way Crossing the border Vestas’ customers are becoming increasing international. For Vestas to keep up, new ways of coorporating are needed A single green table surrounded by a wealth of white ones captures your attention when you walk into the canteen at the headquarters of Vestas Technology R&D. The green table is to be used for “lunch breaks with a difference” and to encourage knowledge sharing across departmental boundaries. “We want people who do not normally have lunch together to sit down at the same table. An unusual lunch situation can help break the ice between people who usually have little or no opportunity to talk to each other on a daily basis. Of course, we try to match people up so that what they have to say is relevant to one another. In this way, they can use their lunch breaks to exchange experience which may well lead to improvements,” explains Kirstina Kristensen, Canteen Manager, about the background for the initiative. The first “green” lunch involved nine employees with secretarial jobs in different parts of Vestas. They were served a special menu, and conversation was soon flowing freely. “It was a very different and positive way to meet colleagues. I think that it will provide the opportunity to discuss some subjects that you would not normally talk about. You have to eat lunch anyway, so why not use the time like this?” says Wenke Svenning, Management Secretary at People & Culture, Vestas Technology R&D. The lunch meetings are to take place every two weeks, with the participation of employees from all parts of the organisation. “We need to move away from arrogantly thinking that we know what customers need and want to knowing what they need and want.” So says Richard Lyndon, Legal & Business Development Director at Vestas Celtic, about one of the reasons why Vestas’ Key Account Programme makes sense. Introduced earlier this year, the programme covers four key, international customers. To make it easier and more efficient for these customers to interact with Vestas, they each now have one point of contact in Vestas, regardless of where in the world the turbines are being installed. This point of contact – the key account manager – also ensures that action is taken quickly whenever customer requirements need to be addressed. One of the customers in the programme, the German utility RWE Innogy, placed two orders with Vestas earlier this year: one in Italy and one in the UK. Throughout the negotiations, teams from Vestas Northern Europe and Vestas Mediterranean worked closely together – which is not something they were used to doing. “Rather than simply thinking within our traditional territorial business unit borders, we had to start to think in a more coordinated and global manner,” says Richard Lyndon. Andrea Coca Urenda, Senior Legal Advisor, who was part of the Vestas Mediterranean team, explains that although this was an exercise that was quite “foreign” to the departments involved, working across business unit borders really paid off. “We shared our experience and expertise. Basically this meant we became more familiar with the customer and were able to provide better service. We are all part of the same company, so it is surely only natural that we should work closely together.” VestasInside 252009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=26http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=26Success demands quality The quality of the components in Vestas’ turbines must improve even further if Vestas is to live up to the ever-increasing requirements from customers. That was the message given to around 500 representatives of Vestas’ suppliers who attended the annual Suppliers’ Day event in Århus, Denmark, in June. “Over and above the financial cost, poor quality impacts something even more valuable – our reputation,” stressed Ditlev Engel from the podium. Suppliers – both external suppliers and those within the Vestas organisation – were then encouraged to devote even more resources to improving quality, with the assistance of the Six Sigma system, for example. A visit to the virtual reality nacelle at Vestas Technology R&D’s headquarters was part of the agenda for the suppliers. Two hours with the future “If the interview is to work, then it needs 100 per cent backing and commitment from me as a manager. If the employees do not feel that something is actually being done in relation to their wishes and requirements, the Performance and Development Dialogue programme will quickly become meaningless.” So says Lars Rath Pedersen, General Manager of Vestas New Zealand in Vestas Asia Pacific. Along with Vestas Towers and Vestas Technology R&D, Vestas Asia Pacific, are the business units that are best at making sure that all employees are called in for their interviews, according to a survey by BU People & Culture. “The feedback we have received indicates that the process itself was easier for both managers and employees this year than it was in 2008. 26 VestasInside “PDD gives me a unique opportunity to set aside two hours without interruptions to build up a better understanding of my employees’ aspirations and the challenges facing them. It also gives them the chance to get to know me a little better,” he says. “Add to that the fact that these interviews help us develop a shared under- The annual Performance Development Dialogue (PDD) interviews are held during the first quarter of the year, while mid-year reviews are held in August and September. These reviews give managers and employees the opportunity to follow up on agreements made at the PDD. The interviews in August/ September are not compulsory for everyone – contact your local People & Culture office to find out whether they apply to you. i However, we are still facing a number of challenges. For example, we have to make sure that all employees have their interviews, and that it is simpler to document what was agreed,” says Jannie Højer, Director of Competence Development. And in the opinion of another executive at Vestas Asia Pacific – Luke Eginton, Managing Director of Vestas in Japan – there is every reason to prioritise these interviews: standing of where Vestas is going, and it is clear that these two hours are very valuable indeed.” ins defacts2009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=27http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=27my Vestas Hundreds of colleagues sent in photos of their “No. 1” in response to Vestas’ global photo competition earlier this year. In this issue, we present some of the best ones The winning picture is from India. Appu Chakaravarthy, a Change Management Engineer in Chennai, captured this shot of his 1-year-old daughter Swathi. This photo won a trip for Appu and his family, who will be visiting France and Italy this August. Jesper Nors contributed this picture of his high-flying son, Indigo, who is dressed for the occasion. Jesper works in the Learning Lab at BU People & Culture. Meike Müller is employed as an assistant in Cash Management at Vestas Central Europe. When she is not working, she harnesses the power of the wind in a kite-buggy on the beach at Husum, Germany. VestasInside 272009-08-17T12:57:44+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=28http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/032009/?Page=28Editors: 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: 1 August 2009 Print run: 21.000 Text: Andrew Longeteig, Cath Mersh, Kristian Fredslund Andersen 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 UK2009-08-17T12:57:44+02:00