http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/RSS.ashxDanfoss Group Global PagesFri, 10 Oct 2008 08:44:12 +0200http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=1http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=1MAKING MODERN LIVING POSSIBLE Jørgen turned 60 Changing of the guard On the path to gold Fighting CO2 28 10 15 16 Global Danfoss 3 /08 • A Stakeholder Publication English edition2008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=2http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=2Global Danfoss October 2008 Danfoss product developers cooperate with former Russian nuclear weapons researchers. Page 4 The city that turned up again Page 11 Changing of the guard 4 11 20 22 Global Danfoss For Danfoss, October 1 2008 was an historic day. After 12 years in the CEO’s chair, Jørgen M. Clausen stepped down and handed the seat to Niels B. Christiansen. At the Annual General Meeting next year, Jørgen M. Clausen will take over as Chairman of the Board. Page 20 The Hansen family heats with fuel cells Danfoss is on its way to making a significant mark on how families worldwide can heat their houses and reduce CO2 emissions. Page 22 Danfoss celebrated 75 years Published by Danfoss A/S Total number printed: 28,100 Address: Danfoss A/S, L24-212 DK-6430 Nordborg globaldanfoss@danfoss.com Responsible: Ole Daugbjerg Editor: Niels Chr. Larsen Prepress: Christa Hartmann Photographer: Glenn Simonsen Print: Laursen Grafisk A/S Published in Danish, English, French, Spanish, Polish, Slovenian, German, Chinese, Slovakian and Russian. Printed with vegetable colours on environmentally approved paper. Reproduction only by permission of the Editor and always with acknowledgement to Global Danfoss2008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=3http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=3Leader The wind is blowing – do we set up windbreaks or build wind turbines? By Executive Vice President and COO Kim Fausing The current reports on the world economy are sombre. The sub-prime crisis has a hold on the USA, the growth in the EU has decreased, and many companies have scaled down their expectations. We at Danfoss should also be aware that our result for the year does not look as promising as we had expected, but most of our businesses are still expanding considerably compared to our competitors. The compressor business is currently presenting us with the biggest challenges because it is affected by the decline of the housing market in the USA and the slowdown on the white goods market in the EU. The heat pump business is also under pressure, but both business areas are working intensively to prepare new and revised strategies. Fortunately, we benefit from being global. We are in a strong position thanks to continued investments in the main growth markets in China, the Middle East, South America, India and, above all, Russia, where presently we are experiencing the biggest growth rates. However, this does not alter the fact that we feel the winds of change and the classic question now – according to an old Chinese saying - is whether we, in times of adversity, should set up windbreaks or build wind turbines. There is no doubt that we must reef the sails. But, we should not take shelter and change our targets. EBIT 10 remains our clear target, even though it is a challenging one. Now is the time when we must stand firm and show we have persistence, that we are co-operative, have strength and the will to fight. We should continue to invest in future growth markets and in strategically important development projects which create value for the customers. Experience shows that this is the best way to manage economic trends. Moreover, it is extremely vital that we speed up our Danfoss Business System programs even more, within production, purchasing and sales, because it has a major positive impact on our bottom-line. We are on the right path. If you consider the development of Danfoss’ net sales and profit over the past 20 years, you will notice that declines in net sales have always had a major negative impact on profit. This reflected the fact that we have not been good enough at adjusting to shifts in the market. But this is not the case currently. The development over the past years shows that our teams have responded in time and we have made our processes so efficient that the net profit ratio (EBIT) is continually stable, despite the fact that our net sales are currently dropping slightly. This is extraordinarily positive – and means that we are taking the right course. We know that the wind will change some day – and we will be ready when it does. 32008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=4http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=4Y T I P C u D E E n R u TH T AT AIn SA  ROV TH cy ecre ty s e t ci lu abso 991, the osed, n i s l t 1 c s ienti 1946 to remains eport c s e her . It rom to r ov, w apons. F ed maps a view together r a S ith we sifi ng lies ssia nuclear non-clas ccess – w re worki u R in on viet ts a ed a Deep oped So cluded admitt pecialis n s s l i deve ot even nfoss wa weapon oss. f n a r n s a D a e wa lobal nucl ers in D r G e t bu orm develop ow f on h product with AG2008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=5http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=552008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=6http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=6Focus: Russia Text and photo: Niels Chr. Larsen T o begin with, Asbjørn Vonsild – technology manager at Automatic Controls in Kolding, Denmark – felt just a bit nervous about the project. He faced scientists who had taken part in the development of some of the most advanced weapons the world had ever seen. Would they really find it interesting to participate in the development of a new solenoid valve for refrigeration counters in supermarkets? And the language was also an issue. The Russians’ most experienced man – with 40 years’ experience exploring magnetic fields – does not speak English. Would they be able to communicate at all? However, the worries soon evaporated - as it turned out, the project contained certain aspects – such as the way to control an actuator – which were new and challenging for the Russians, too. And the language barrier? At the very first meeting, Hans Kurt Petersen – a long-standing product developer at AC – spent a few hours conversing with magnetic field specialist Vitaly Sobyanin with drawings, graphs and formulas. "I even think they managed to exchange a joke about the friction coefficient," recalls Asbjørn Vonsild, the head of the project. After four years, it was finally confirmed during the summer at a small ceremony in Moscow that Danfoss, as the first Danish company, has entered into a cooperation with a team of researchers at Russian Scientific Research Institute of Experimental Physics, VNIIEF, which is located in Sarov, a long night’s trip by train east of Moscow. With this move, Danfoss has begun to cooperate with an organisation which has its roots in the peak of the Cold War period when researchers in the USA and the Soviet Union competed for developing the largest and most destructive bombs – and until the time after the collapse of the Soviet Union when state-employees had to wait in vain for their salaries to be paid and the idea was to avoid weapon experts being tempted by terrorists and so-called rogue states. More about this later. First, we will go back to 1946 to discover the background of the nuclear weapons project in Sarov. An isolated spot in the woods It is the year after the conclusion of the Second World War. After having dropped the two bombs on Hiroshima and Nagasaki, the Americans have shown that they possess an unprecedented strong weapon and Stalin orders the development of a Soviet nuclear weapons programme. They choose to make Sarov – a long-established monastery town located where the rivers Sarovka and Satis meet – the location of the programme. And with this move, Sarov disappears from the maps over the next 45 years and is first referred to as Arzamas-75, a code designation indicating it is 75 kilometres away from the town Arzamas. Later, its name is Arzamas-16, most likely because the former name revealed too much about the real location. Over the next decades, a leading research environment is established which includes several Nobel Prize winners, such as Andrei Sakharov. The first Russian nuclear bomb is produced here, and tested in 1949. It is followed by the hydrogen bomb and numerous other powerful bombs which are on display today in the museum of Sarov, arrayed peacefully side by side. The bombs were constructed from scratch in Sarov. Machine operators at turning lathes mill and process the necessary parts and, gradually, a city emerges with close to 90,000 inhabitants, of which 20,000 are nuclear weapon researchers. At the time, Sarov was a privileged area. The city had plenty of  62008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=7http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=7Facts The researchers are each paid through individual accounts. In this way, ISTC makes sure that the money ends in the right place. Konstantin Mikheev and Vitaly Sobyanin lead a team of five technicians. The Russians are comming Vitaly Sobyanin and Konstantin Mikheev both grew up in Sarov, where the Soviet Union’s first nuclear weapon was developed, and now head a project together with Danfoss. Vitaly Sobyanin, aged 60, has cooperated with several truly significant nuclear weapons developers that the Russian Federal Nuclear Center, VNIIEF, has fostered – including Zuckerman and, not least, Yuli Khariton, who is called the father of the Russian nuclear weapons programme, and one of the two founders of the institution. Vitaly and Konstantin Mikheev jointly head the Russian part of the project with Danfoss. Both his parents worked on the nuclear weapons programme in Sarov and after completing his education as an engineer at the Moscow Aviation Institute, specialising in control systems, he returned to the city in 1975 – the city which he without hesitation calls the "best place on earth". "I have been to many places in the world. The environment then was very inspiring. The researchers did not work for money, but for science," he says. Today he refers to the arms race as a waste of money and resources. As he puts it, it makes no sense that the USA and Russia are able to destroy each other many times over. Still based at VNIIEF in Sarov, Vitaly has been involved in several civilian project over the past 20 years. He has, for example, worked on projects for the large Russian energy company Gazprom and for car manufacturers that produce Lada and Volga. Together with 35-year old Konstatin Mikhaeev, he has spent the past few years developing a special appliance for patients who need leg extensions due to complex fractures. Already, there is similar equipment on the market, but Konstantin and Vitaly’s design has a number of advantages, such as a reduced weight as well as wireless and more accurate process control. They have taken out two patents for the appliance; it has been successfully tested on six patients, but the funding still needs to be secured for putting it into production. "We have great expertise at VNIIEF and perhaps more people will work on private projects in the future. However, we lack the funds for the financing of the projects. I hope that the project with Danfoss will be of mutual benefit and I believe that it could turn into prolonged cooperation between Danfoss and VNIIEF." food supplies and other necessities and the best education for the children of the researchers and other citizens. But, this changed in the 80s, when Gorbachev came into power. He cut the grants and with the collapse of the Soviet Union, the city was overwhelmed by crime and unemployment. From the left, Andrei Sakharov, Asbjørn Vonsild, the first Russian nuclear bomb, and VNIIEF's headquarters in Sarov. Peaceful projects It was in this climate that the organisation ISTC was set up in 1992 by the Russian government in association with the EU, Japan, USA, Norway and Sweden – with the purpose of creating alliances between Western companies and Russian research environments, like the one in Sarov.  72008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=8http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=8Focus: Russia ISTC is an organisation with diplomatic status. Since it saw the light of day, the organisation has managed more than 2,600 projects with a total of 800 million US dollars and worked with 70,000 former weapons experts and research scientists. VNIIEF is just one of the cooperation partners in Russia, and the ISTC projects cover many areas: a new method to increase the gluten content in wheat; the development of a diagnostic tool for the rapid detection of multi-drug resistant tuberculosis; a method to reuse and safeguard large volumes of old ammunition which can be found in military bases in the former Soviet Union; and, now, the development of a new solenoid valve. Looking back on the past 15 years from his post in Moscow, ISTC’s Executive Director Adriaan van der Meer is delighted to see that more and more private companies use the organisation to find partners among former Russian weapons experts. "When ISTC was set up in the early 90s, there was a need to keep the weapons experts in Russia and the former Soviet republics. By enabling scientific projects largely funded by our member governments, ISTC has been successful in keeping the researchers away from regimes which represent a hazard to world peace and also introducing Russian scientific talent to the international scientific community." And 500 kilometres from Moscow, Olga Vorontsova, Vice General Manager of VNIIEF’s international relations department, is strongly involved in the work to establish connections between the researchers in Sarov and the outside world. According to Olga, the opportunities are huge. "We have the best brains here and we are able to offer our expertise within a wide scope. Currently, we have 22,500 researchers, almost half of them deal with nuclear weapons. We probably need to reduce the figure to 10,000 – and, conversely, we need to employ more people on civil projects, such as the project with Danfoss." Four years underway Danfoss entered the picture when Jørgen M. Clausen, via the Investment Fund for Central and Eastern Europe, became aware of the remarkable expertise available. Queries made to the development departments identified the project in Kolding as a potential cooperation project with the Russians and this summer, following lengthy approval procedures at the Russian Federal Agency for Atomic Energy, Rusatom and others, it was ready for launch. The purpose is to design a solenoid valve which uses less energy compared to existing types. And in spite of his previous anxiety, technology manager Asbjørn Vonsild is now very optimistic. "It is too soon to evaluate the concrete outcome of the project, but judging by our preliminary communication with the researchers, there is no doubt that they are highly qualified. I expect that much is to be gained from the project and that it is the first of many projects which involves cooperation with the Russians." The project is expected to be complete in March next year. Asbjørn Vonsild anticipates that it will take two to three years before products building on the results of the project are introduced to the market. Facts • Nuclear weapons are still in focus at VNIIEF. The current main purpose of VNIIEF is to secure and improve the Russian nuclear weapons’ efficiency, safety and reliability. So visitors – after having been security approved – must surrender all electronic equipment: laptops, cameras, mobile phones. • Sarov is one of ten closed cities in Russia. A fence, 75 kilometres long, surrounds the city and with 232 square kilometres, it is the world’s largest research and development centre for nuclear weapons. • Read more at www.vniief.ru og www.istc.ru and www.istc.ru The bomb museum in Sarov. From the left: the first nuclear bomb, the first hydrogen bomb and, at the back, the world's biggest nuclear bomb. Originally, it weighed 100 megatonnes, but the Russians armed it with 50 megatonnes when it was set off in 1961.2008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=9http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=9Notes We will, we will … rock you A short film of a flock of penguins doing a rhythmic walk, accompanied by a few famous bars from the rock group Queen, is available for Danfoss advertising purposes until the end of May 2010. The film, previously used in a campaign to attract the right candidates to Danfoss in Denmark, now has English speech saying ‘Are you on the move for a better environment?’. The rights to the short apply to its use on Danfoss’ internet around the world and at conferences, but not in other external contexts. The advertising short was produced by danfoss.tv. Labels go down the wrong way If a production line has to generate one million products a year, you cannot have a key machine grinding to a halt 300 times a day. But this was happening at Danfoss Silicon Power, where a labelling machine had a tendency to choke on labels. During a DPP project, the machine was strictly monitored for three weeks and all breakdowns were analysed using the six sigma system, a statistical method for identifying and solving problems. The solution was, among other things, a new label roll in a material that was easier for the machine to swallow. To date, the entire DPP project has led to a productivity increase of about 25 per cent and a capacity increase of 28 per cent. Silicon Power produces power modules used in servo steering in cars, for example. The automotive industry customers demand pinpoint accuracy on the product labelling. The photo shows production manager Willibald Gabler. Seven shops raided in swoop on fake products With the help of the Beijing West City Administration of Industry and Commerce, Danfoss representatives carried out a raid along a Beijing street that has numerous refrigeration product vendors. Seven shops were raided simultaneously during the raid in June and a number of filter dryers and expansion valves were confiscated - enough to fill several cars. On closer inspection, it became apparent that the shops sold both fake and genuine Danfoss products. The shop owners are now facing fines. In the past, Danfoss has carried out several raids against vendors and producers of false Danfoss products to protect its rights. 92008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=10http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=10102008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=11http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=11Executive Committee Changing of the guard For Danfoss, October 1, 2008 was an historic day. After 12 years in the CEO’s chair, Jørgen M. Clausen stepped down and handed the seat to Niels B. Christiansen. At the Annual General Meeting next year, Jørgen M. Clausen will take over as Chairman of the Board. Meet both men as they talk about ”a change of air”, humility, charisma and having enough room. Jørgen, why step down now? “I have held this post for twelve and half years. After so long, you do a lot of things without thinking and you could easily get into the habit of doing things automatically. So we need to have a successor who can bring a fresh way of thinking and who has new, critical eyes. We are wiping the slate clean now and maybe some areas need a change of direction.” Niels: “This situation is slightly similar to the one twelve years ago. Then, a new team was also lined up and it introduced the target of becoming number one or two in all core areas, among other things.” Where do you want Danfoss to be? “We should build on the foundation that has been created and hold on to the good elements – which means our Danfoss values and the fact that our machinery is as efficient as possible. And we need to be more market-orientated and even more innovative. Only by being very close to the market and understanding customers’ requests and needs better than our competitors can we generate the products and solutions which really make a difference. We have already come a long way. You may not notice this in your everyday work, but if you compare Danfoss as it was 12 years ago with Danfoss as it is today, it is an entirely different company. In four to five years, we should, preferably, have a range of products which will further strengthen our core businesses, an even stronger Danfoss Brand and improved positions on the most significant growth markets, such as China, Russia, India, Latin America, the Middle East and the USA.” Our values are fixed How will the fact that you, Niels, are at the top affect the average employee? “There won’t be much of a change in the short term. The values that our business is based on will remain the same – in relation to the values, I would almost wish for no noticeable changes. In the long run, changes will hopefully take place when it comes to what I have already referred to, namely many new products, among other things. Jørgen, what will you have more time to do? “I will be involved with Danfoss Universe and a range of minor private projects, such as Wave Star Energy. Also, I have many commitments in the energy industry and I would like to see the new factories and offices I have not visited yet.”  By Niels Chr. Larsen 112008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=12http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=12It will be very exciting. ” Things will get a move on. Niels has proved he is an extremely competent member of the Executive Committee with lots of ideas. Jørgen M. Clausen “ How do you feel about passing the helm to Niels? “It will be very exciting. Things will get moving. Niels has proved he is an extremely competent member of the Executive Committee with lots of ideas.” Visibility and charisma In a newspaper interview, you once said that Niels lacks visible charisma. How do you achieve that? Jørgen: “Well, I certainly did not have charisma when I was young either. Charisma is not something you decide to have. It evolves along with the development of your personality. And, I suppose, it also develops through increased visibility. We had an understanding and divided the roles between us; meaning that I would be the extrovert, while Niels concentrated on the internal aspects. Now we have agreed that I will tone down my profile and Niels should have a more visible, outward role.” What will you miss about the job? “Being the CEO, you are constantly at the centre. This is often extremely interesting. Now, I must get used to playing a quieter role.” What is Niels’ biggest task? “It is our EBIT 10 target. It has been deferred a little in that the Danfoss and Sauer-Danfoss accounts will be consolidated (Sauer-Danfoss’ EBIT is presently 6.5, editor). But the target remains 10.” Niels, how do you feel about following a leader like Jørgen, who leaves such a tremendous impression? “On the one hand, it will be tricky to take over from Jørgen. After 12 years, he has really managed to change the company and, because he has been so good at his role, he has become the personification of the company. It is a great challenge that I feel humble about tackling. On the other hand, I also believe that “a change of air” is beneficial. After my four years, I have become very familiar with the business and our values. Also, it is the job I want above anything else.” The owner in house How do you think it will feel to be at the top of a family-owned company, with the owner in house? Niels: “There is not just one answer to that question. It depends on who the owner is. Each of us has known how to define our roles. Elsewhere, this would have been problematic. But we will work it out. Are you afraid that you won’t have enough freedom to do things your way? “No.” Where will Danfoss be in ten years? ”In ten years, we will be a trend-setting company in Southern Denmark, in Denmark and within the global industries in which we operate. We must constantly enhance Danfoss’ values and the Danfoss spirit and be able to evolve, in spite of the fact that we are a big company. We have proved that we are capable of performing some rather good moves, with the acquisition of the majority of shares in Sauer-Danfoss, and that we get where we want to go.” Jørgen: “We should also exploit the opportunities concerning global warming and energy efficiency. Currently, the underlying trends are very positive for us and we are close to being in a position where we can utilise them.” Niels: “Exactly. High oil prices will always be an advantage to Danfoss.” Where will you be in ten years’ time? Niels: “Hopefully here.” 122008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=13http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=13Jørgen M. Clausen niels B. Christiansen • Born 1948 • BSc in Engineering, 1972 • MBA from the University of Wisconsin, 1975 • Research manager in Danfoss, 1981 • Member of the Group Executive Committee, 1990 • President and CEO, 1996 • Married to Anette Clausen and has two sons, Marcus and Mads. • Born 1966 • BSc in Engineering, 1991 • MBA from INSEAD, 1993 • McKinsey & Co., 1991 • Hilti Corp., 1995 • The GN Group, 1997 • Executive Vice President at Danfoss, 2004 • Married to Lene Grodt Christiansen, and has two children: Ann-Katrine and Aleksander. Jørgen about Niels: What is Niels’ biggest strength? “Niels is extremely skilled – both at the operational and the visionary level – and at the same time, he is diplomatic and pleasant. Yet he can be a tough negotiator – without you actually noticing it.” His biggest weakness? “Well, I did mention the lack of visible charisma. But that does not bother me. It will develop naturally now that he is representing Danfoss.” Niels about Jørgen: What is Jørgen’s biggest strength? “Jørgen has vision and the courage to venture into something before it becomes known to the public. And you can ask Jørgen about any product and he will tell you how it works. He has a rare combination of extensive technical and commercial know-how.” His biggest weakness? “When you deal with the overall picture, you naturally tend to focus less on the operational side. But this fits perfectly with being a Chairman of the Board.” 132008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=14http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=14Anyone on the Ethics hotline? Each Danfoss employee received a copy of the Ethics Handbook in the spring. Shortly afterwards, an employee was dismissed with reference to the ethical guidelines. Ole Daugbjerg, Chief Reputation Officer, did this take place to make an example? "The case you refer to was much more about the common rules regarding the use of the company’s resources than the general concept of ethics, but, of course, you could argue that it is unethical not to follow the rules. We are not in the habit of selecting certain cases just to make an example, so it was pure coincidence that the two happened at the same time." Q&A In each edition of Global Danfoss, we will focus on a central issue. In this edition, the questions go to CRO Ole Daugbjerg. Please forward any suggestions to the editorial team. What was the response? "It probably created some degree of uncertainty as to whether our guidelines regarding travel, dealing with customers and relationships with suppliers have suddenly been made more rigorous. They have not. It is best still just to use common sense." At the same time, an Ethics Hotline was set up for reporting situations which violate the ethical guidelines. How many incidents have been reported to the Hotline? "The Ethichs Hotline first became operational this autumn, but the principles have existed for around six months and we have received between ten and 20 reports." What are they about? "Most were to clarify whether a procedure was in accordance with the ethical guidelines. And we have had to look further into a few cases." Which kind of consequences did the cases have? "Hopefully, the majority of cases clarified what is acceptable. The few cases that required further attention have resulted in us changing slightly the way that things have been treated in the organisation." How do you contact the Ethics Hotline? "Via the homepage ethics.danfoss.com." 142008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=15http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=15Tough training on the path to gold Once again, the Danish lightweight rowers scooped gold at the Olympics. The Danish lightweight four won gold in Atlanta, Athens – and now Beijing. And one veteran was there for all three victories. Danfoss has sponsored the Gold Four since 2002. The present line-up includes, from the left: Thomas Ebert, Morten Jørgensen, Mads Kruse-Andersen and Eskild Ebbesen, who is enjoying his third ‘taste’ of gold. When anyone asks 36-year-old Eskild Ebbesen to explain how he reaches his dream of winning gold, the answer is: tough training, confidence and a constant focus on the target. “Two years ago, we decided we would go for Olympic gold. Even though we fell behind our competitors’ level sometimes, we held on to the dream and had faith that we would succeed,” he says. In fact, the boat had not won a competition since the Olympic Games in Athens, but the rowers have always been ambitious and determined to do their best. “I like to train and enjoy the lifestyle that goes with it. When you are highly motivated and you are working smoothly together, the training does not seem tough. But many times it is also your willpower that makes you pull through,” he says. Each day, after training, the rowers evaluate their performance and what they should improve. Eskild Ebbesen considers the training to be his work and the rowers need to fit in a minimum of ten training sessions on water each week – and a bit more. But you cannot escape doing the laundry at home? “No, there are still things that need to be done, even if you are training hard. But we adapt to each other. If one of us has to drop his child at daycare, we just postpone the training for a little while. We are confident and know that we will train as planned for the week. The four of us share the same target and we know how much it means,” he says. Will you continue? “I haven’t decided yet. But, what I can say is that for the next few months we will not be training as hard as we have done over the past two years.” By Lene Ilsøe Nielsen 152008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=16http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=16162008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=17http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=17CO₂ CO2 emissions must be reduced to combat global warming. At Danfoss, Household Compressors has begun to fight the amount of CO2 emitted from factories in Germany, Slovakia and Slovenia. Read about the role that Danfoss plays in a CO2 neutral test project with fuel cells. 17 Danfoss fighting2008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=18http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=18There used to be only one electricity meter in the plant in Slovenia – now there are 40. This way, employees know how much energy their machine is consuming. Factories cut their CO2 emissions Household Compressors intends to reduce annual CO2 emissions dramatically – in fact, by the same amount of CO2 as a couple of thousand family homes would emit in a year. By Ole Kanstrup The tumble-drier is on, dad is vacuuming and mum is cooking dinner – meanwhile, the youngest son is watching cartoons on the television and the oldest daughter is using the computer. A modern family uses a large amount of electricity – in fact, 2,000 families use enough electricity to emit 10,000 tonnes of CO2 every year. This is how much Household Compressor’s (HC) three factories in Germany, Slovenia and Slovakia aim to shave off their emissions from 2010 onwards. They hope to do so thanks to a partnership that began in December 2006 between HC and the energy-saving company Danfoss Solutions, which helps industrial companies reduce energy consumption and CO2 emissions. They have already come a long way at the factory in Slovenia. But, before we have a closer look at their electricity meters, let’s consider the basis of the project. Hard cash It is a well-known fact that CO2 is one of the greenhouse gases which, according to experts, causes the Earth’s temperature to rise. However, it was not only for the sake of the environment that HC decided to begin the fight against CO2 emissions. Before the project started, the three factories’ annual electricity bill was nearly 10 million euros. “Cheap energy is not an option anymore. In six years, the Flensburg factory’s electricity bill has increased by 240 per cent. The money that we save from reducing our energy consumption is hard cash which is reflected on the bottom line,” says Central Area Director at HC Flensburg, Dieter Poeppel, one of the leaders of the energy saving project. So, during 2007, a team of energy experts from Danfoss Solutions thoroughly examined machines and work routines in the factories. Then the results were compared to the factories’ 182008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=19http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=19Where they saved the most A new use for hot air The plant in Slovenia has three drying machines that use warm air to remove humidity in the compressors before they are sealed. The machines use a large amount of electricity. Danfoss Solutions solved this problem by installing a heat exchanger and some pipes. And now the warm excess air coming out of the machines is used to pre-heat the fresh air coming in. Savings: 58,000 euros –2.9 per cent of the factory’s total electricity bill. Clever new lighting system The factory hall’s ceiling used to have 1,200 old-fashioned strip lights, which were switched on – and ate electricity – around the clock. Now they have been replaced by fewer, but more energy-friendly tubes. And a sensor system has been installed so there is no need for all the strip lights to be on all the time. If, for example, the sun shines through the windows in the ceiling, some of the tubes switch off automatically. Savings: 77,000 euros – 3.6 per cent of the factory’s total electricity bill. Cutting costs – automatically Compressed air machines use a lot of electricity and, in Slovenia, they used to be on full power nearly all the time, whether or not they were in operation. Now a sensor system makes sure that the air pressure never exceeds demand. And the machines automatically switch to stand-by when they are not in use. Savings: 72,000 euros – 3.2 per cent of the factory’s total electricity bill. total energy consumption. The figures said it all. By hiring Danfoss Solutions to adjust the machines and install new equipment in a few places, HC would save more than 1.5 million euros on its annual energy bill - and reduce CO2 emissions by 10,000 tonnes. This brings us back to the electricity meters in Slovenia. The figures from Danfoss Solutions showed that electricity amounted to 66 per cent of the factory’s total energy bill –more than the total for oil, gas and water. However, through just a few measures, such as a system for reusing warm air from drying machines, an automatic stand-by function in the air-pressure machines and new light bulbs in the production room, they have obtained annual savings of 207,000 euros, equalling 9.7 per cent of the total electricity bill. “The savings are major. If you take the electricity meter, you can almost see it for yourself, just by looking at it,” says Programme Manager in HC, Jurij Derganc, one of the people in charge of the project at the factory. He explains that the 207,000 euros are only part of the total savings. The factory has carried out seven projects, which have brought savings of 424,000 euros. In August, the factory in Slovenia completed several changes to the production processes. Over the next 12 months, the factory will keep track of the calculations to find out whether they hold. Flensburg introduced similar changes during the early summer and HC’s factory in Slovakia will follow suit in the autumn. Facts Danfoss Solutions guarantees that its customers will win back project costs in the form of energy savings within two years. If not, they get their money – the fee – back. The project in HC is the first where Danfoss Solutions has worked to reduce energy consumption in Danfoss. Danfoss Solutions was set up in 2001 and, over recent years, has had international customers such as Coca-Cola, Carlsberg and Danish Crown. 192008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=20http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=20Electrolysis system  Alternative energy Hydrogen Hydrogen is produced by electrolysis where water molecules are split into hydrogen and oxygen - H2O  H2 + O2. The hydrogen is stored in large tanks under high pressure.    Power network Transformer Transformer Transformer Fuel cell Fuel cell Fuel cell    When the house needs energy, hydrogen gas is drawn off hydrogen tanks via a supply network. Inside the house, the hydrogen is transferred to the fuel cell where it reacts with oxygen from the air, releasing electrons which create electricity. The reaction in the fuel cell creates heat which heats the water. The water is stored in a water tank in the house and is transferred to the radiators. In this way, the house is provided with both electricity and heat. The Hansen family heats with fuel cells Danfoss is on its way to making a significant mark on how families worldwide can heat their houses and reduce CO2 emissions. By Lene Ilsøe Nielsen The past many years, Kurt and Britta Hansen from the town Vestenskov, on the Danish island Lolland, have been CO2 neutral. Since 1981, they have heated their 200 square metre brick house with wood. In 1990, they joined the local wind turbine guild and have covered their electricity needs for the past 18 years. And now the Hansen family is the first in line to test a new fuel cell. Individually heated houses using oil or natural gas are the main culprits when it comes to the emission of CO2, but now Danfoss offers a new way to provide energy. In September, the family was the first to install a hydrogen-based fuel cell in their workshop in the house. To Kurt Hansen, it was a natural next step to take part in testing a new way to heat houses. "It’s exciting to be part of the testing of such revolutionary technology. And I want to support alternative energy sources. Once the oil and gas resources run out, the micro power plants will be key," he says. Ten systems on their way A total of ten systems will be up and running at the beginning of next year in two towns in Denmark: Vestenskov and Sønderborg. The systems provide the houses with heat and electricity and are operated using either natural gas or hydrogen. In Vestenskov, hydrogen is produced via electricity generated by wind turbines. Together with oxygen, the fuel cells convert hydrogen or natural gas into electricity and heat in a chemical process without real combustion. The fuel cell is linked to a heat storage function – a large water tank – where the heat is absorbed and transferred to the radiators. In 2006, Danfoss took the initiative to create clean energy based on hydrogen which led to the creation of a consortium, called Danish Micro Combined Heat & Power, consisting of nine Danish companies, such as Danfoss Ventures and Danfoss Solar Inverters. The companies have developed 202008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=21http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=21Photo: Kenneth Prehn, Lolland Kommune three types of fuel cells, all of which are currently being tested. The head of Danfoss Fuel Cells, Per Balslev, says that homeowners can obtain annual CO2 savings equalling a 7,500 kilometre car trip – the distance from the northern tip of Denmark to the southern coast of Spain and back. "The ten systems that we will test during the first phase will provide us with knowledge on how to set them up so they operate well and are as efficient as possible for the users," he says. Mass production by 2012 Once the systems are in operation, Danfoss can monitor them via the Internet and adjust inaccuracies. It is a unique project on a global scale in that three types of fuel cells are being tested simultaneously. In addition, the project team makes it possible for the companies to jointly supply complete systems. Representatives from the consortium will attend a major fuel cell conference in October in Phoenix, Arizona, USA, to talk about the project. By 2010, fuel cells will provide 100 households with heat and electricity. After one year’s operation, the systems will be de-assembled so developers can analyse them with a view to improve them. The target is that the fuel cells will be ready for mass production by 2012. Facts • The nine partners in the consortium are Danfoss, COWI, Dantherm Power, DGC, DONG Energy, IRD, SEAS-NVE, SYD ENERGI and Topsoe Fuel Cell. • The project has received a grant of approx. 6.7 million euros from the Danish Energy Agency. When the project is completed in 2012, total expenses will amount to around 20 million euros. • Three types of systems are being tested. They run on either hydrogen or natural gas: LT-PEM 70 degrees cell temperature, which is the fuel cell which has been tested the most. Moreover, HT-PEM 160 degrees and SOFC 800 degrees are also being tested. • Electricity generated by windmills must be used immediately. But with the micro power plants, the power can be stored and consumed according to need. The residents do not consume all of the electricity produced by the plant, so excess energy can be transferred back to the power network and sold to the energy company when the price is high. • Danfoss supplies regulators, valves, inverters and heat exchangers for the systems. The heat storage system is also produced by Danfoss. • Costs to the test-families: the system is lent to them during the testphase and they pay the same amount for heat and electricity as they have previously. Any additional expenses are paid for by the project.2008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=22http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=221 1. Denmark, Silkeborg: An aerial photo of all the employees. 2. Denmark, Vejle: The task was: decorate a special cake. The best cake was judged according to creativity. 3. Germany, Schleswig: Danfoss Silicon Power celebrated its tenth anniversary. 4. China, Anshan: Cake for everyone in the production. 2 3 9 4 6 5. India, Chennai: The employees donated blood in their offices. 6. USA, Baltimore: Gustavo Luna and Carlos Del Bosque welcome everyone. 7. Germany, Flensburg: The guests tested their strength. 8. Poland, Grodzisk: The employees’ children painted a large picture. 5 9. Mexico, Nuevo León: Technician Humberto de la Garza Escalante and his daughter Mariana in the family park Plaza Sésamo. 7 8 222008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=23http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=23Danfoss celebrated its anniversary Over the course of the year, many factories and companies have been celebrating Danfoss’ 75th anniversary. The event was marked in very different ways, including teambuilding, parties and entertainment for families’ children. At Danfoss in India, a special event was planned. The management encouraged all of the employees in Chennai to donate blood. "We wanted to return something to the local community. There is a shortage of blood and the number of donors is decreasing, so we wanted to show respect in connection with the anniversary by giving new life to those who are in need,« says Hariharan Krishna, President and Director, Danfoss India Pvt. Ltd. A total of 34 employees donated blood. At other sites worldwide, the event was celebrated with an invitation for a sports day and a picnic. And particularly during the summer, many cakes were eaten. In Baltimore, USA, all employees were invited for a picnic and a game of basketball. In Flensburg, they had pancakes and tried their strength at pulling a lorry. In Nuevo León, Mexico, every employee and their family was invited entertainment in a family park. In Vejle, Denmark, the employees decorated a gingerbread man and DEVI mats and cables. In September and October, Danfoss presented every employee with a gift: two thermo mugs with a silhouette of the Danfoss Universe Cumulus building. By Lene Ilsøe Nielsen 232008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=24http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=24For hire: 25 employees (very reliable!) Declining heat pump sales forced the management of Thermia in Sweden to find an enterprising solution to its surplus manpower… By Lene Ilsøe Nielsen Photo: Gunnar Karlsson In the autumn of 2007, for the first time in its history, the Danfoss company Thermia found that sales were declining and the number of heat pumps set to be produced was not as high as had been expected. So, what should the management team do with between 20 and 30 ‘spare’ employees? Making staff redundant is expensive and in an area where unemployment is as low as 3.5 per cent, employees do not necessarily return. So Thermia chose to lend its employees to neighbouring firms. “It would have been a waste of good competencies to sack the skilled employees at the plant, as we only needed to reduce staff for a short period of time. We were convinced that we would need them again,” says Joakim Sveder, Thermia production manager. So the search to find work for the employees who were affected began in January. From March until August, 25 were lent to three neighbouring companies, such as the Volvo factory in Arvika. Five people chose to take leave or receive supplementary training. Now everyone is back at work at Thermia, except for two people who wished to stay where they were because of shorter journeys to work. Andreas Hjalmarsson was lent to Volvo Construction Equipment, where he worked on an assembly line, mounting hydraulic hoses on large rubber wheel loaders. He has been with Thermia for six years, working as a team leader of a group of seven people in the finishing assembly area for the past two years. “I volunteered to switch jobs because I believe it is beneficial to see and do something new once in a while,” he says. He says that he passed on good ideas to Volvo about tidying-up and improved tools on the assembly line. He had worked for Volvo in the past and is familiar with the company. Now he is back at Thermia. “I missed my colleagues and I like my job at Thermia. The work environment is good – not so much noise – and the assembly work is not as heavy as that at Volvo,” he says. Now all employees have returned and production is running at full capacity in Arvika once again. Facts Thermia paid the employees their salaries while they were on loan, and companies who borrowed their services and skills reimbursed Thermia. Andreas Hjalmarsson is back at Thermia after three months at Volvo, which also has a factory in Arvika. 242008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=25http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=25Notes Pedalling to a better understanding In June, Managing Director Niels B. Christiansen had a chance to discuss entrepreneurship and American economics when he joined the American ambassador to Denmark James P. Cain on his ride around the country. Last year, the ambassador began his so-called ‘rediscovery tour’, which he undertook in order to get to know the country and cement the ties between Denmark and the USA. During 37 days in the saddle, he cycled 2,500 kilometres across Denmark, with one detour to Greenland. On the 31st day, he came to Danfoss, where he paid a visit to Danfoss Universe and Danfoss Solar Inverters. “Ever since I came to Denmark three years ago, I have been a fan of Mads Clausen, and now I am looking forward to seeing the centre of entrepreneurship,” he said at the entrance to Danfoss Universe. Danfoss’ jet plane makes local history It was event to remember in Arkadelphia when Danfoss’ two Falcon 2000 planes landed at Dexter Florence Memorial Airport in Arkadelphia, Arkansas, USA, in June. Arkadelphia is a town with around 10,000 inhabitants and the landings made the front page of the local newspaper because, according to the airport director, this was the first time international planes had landed on the runway. On the two planes were members of Danfoss’ top management, who visited the Danfoss company Scroll Technologies, located in Arkadelphia’s industrial zone. According to the newspaper, the Danfoss representatives did not want an official reception, but City Manager Jimmy Bolt made sure that the airport was in good condition and the red carpet was rolled out. “The visit shows that we are part of the global economy,” he told the newspaper. nesting box for musical talent The Danfoss Orchestra brass band has supplied Danish music conservatories with musical talent for several years, most recently 19-year old Nanna Lotzkat. She has played in the orchestra for five years and has now been admitted to the Sønderborg School of Music, which is the first step towards being admitted to the conservatory. The Danfoss Orchestra was formed in 1955. The majority of its musicians work at Danfoss, but in recent years it has become more acceptable for people from outside Danfoss to play in the orchestra. At the same time as Nanna, two other talents left the orchestra. Laila List has been admitted to the talent programme , and Simon Hein is now a member of the Danish Navy’s Drums and Fifes Corps. 252008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=26http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=26Talents tune their leadership skills By Ole Kanstrup The participants in this year’s development programme for managerial talents had to prick up their ears at the programme’s formal completion on June 27 in Danfoss Universe. At the event, the Slovene violinist, Miha Pogačnic, and The Danish Philharmonic Orchestra, South Jutland, guided the managers through a musical workshop focusing on leadership. To be precise, the orchestra explored Danfoss’ five new leadership competencies. These competencies are about Danfoss leaders being innovative, inspiring and acting as role models, among other things. But is it possible to learn anything about leadership competencies by listening to Bach and Beethoven? Anupam Dewan, sales and marketing director for RA in Dubai, was one of the managers who took part in the event. He had no doubts about its value. “It was a unique experience and the point was clear. A leader must engage with employees, let them make decisions, and be motivational – just like a conductor or soloist in relation to other members of an orchestra. That moves the music up to an entirely different level,” he says. Danfoss’ Accelerated Development Programme (ADP) takes place once a year and around 40 managers take part each time. They go through intensive managerial training, set targets for their personal development and are offered personal coaching. The global HR department, the business units and the divisions run the programme together. Anupam Dewan listens intently to the violins, trumpets and double basses, as Miha Pogačnic explains the parallels between music and leadership. Facts Miha Pogačnic is a famous violinist and speaker. He believes that, via music, large companies can learn a lot about innovation, leadership, problem-solving and development. Equipped with felt-tip pens, paper and his violin, he has given talks at companies such as IBM, Microsoft and Nike. 262008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=27http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=27Notes Cultural differences add value According to Daisy Xu, General Manager of Danfoss Qinbao in China, the chance to get to know people from other cultures and countries is one of the major benefits of working for Danfoss. Daisy is this quarter’s Values Ambassador and during her 11-year career with Danfoss, she has worked in Denmark, Poland and China. Her manager Gerhard Teschl, who is Vice President of RA’s heat exchanger business, believes this has made her a values expert. “Daisy Xu never compromises the Danfoss Values and she doesn’t immediately impose them on others. She appreciates and ensures there is room for cultural differences,” he points out. See the June issue of Global Danfoss for a more detailed profile of Daisy Xu. Highs and lows of the Danfoss name Danfoss’ logotype travels far and wide around the world but this year it has reached some particularly strange places. Married couple Andrei Luzhensky and Ludmila Luzhenskaya, who work for Danfoss Russia, are keen divers, having completed 400 and almost 300 dives respectively. And they literally took their work with them when they holidayed in the Maldives earlier this year – by taking the Danfoss logotype on a dive to a depth of 20-25 metres. Ludmila held the logotype while her husband took the photo. Twice a year, the couple go on diving holidays and Andrei has exhibited several of his underwater photos in his office in Moscow. This summer, the logotype also reached the summit of the highest mountain in Europe, Mount Elbrus in the Caucasus', when Peter Alexandersen, a production engineer at Danfoss Heating Controls in Silkeborg, Denmark, climbed the 5,642 metre-high peak. Peter has been climbing for 18 months and has scaled the top of Africa’s highest mountain, Kilimanjaro. He plans to climb in South America next year. Danfoss takes over electronics trainees Danfoss Household Compressors stepped in to help 12 trainees who lost their training places when Motorola’s factory in Flensburg shut down on September 30. Before the closure, Motorola had approached neighbouring companies to ensure that the trainees did not lose the chance to finish their training and become electronic mechanics. As a result, the trainees are now at Danfoss Household Compressors, HC, in Flensburg. HC does not normally educate young people in electronics so it took over most of Motorola’s training equipment, in addition to an instructor. Once they have completed their studies, the trainees can apply for jobs at Danfoss Silicon Power in Germany or Danfoss Drives in Denmark. Both factories lack skilled workers in this field. 272008-10-10T08:44:12+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=28http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/2008/GlobalDanfossNo32008/?Page=28Danfoss around the world Poland Denmark 60th birthday celebrated in Danfoss universe Duo open new production unit in Poland Divisional President Nis Storgaard and production employee Maria Kietlińska both cut the tape when Danfoss Floor Heating opened 6,500 square metres of production space in new buildings in June in Grodzisk, Danfoss’ headquarters in Poland. The ceremony marked the opening of a production line to manufacture cables for electric floor heating. Heat pump production began at the same location in September. When Jørgen M. Clausen celebrated his 60th birthday on September 23, it was a two-day event. Festivities included a celebration in the Alsion concert hall in Sønderborg for family and around 500 Danfoss employees and the day after, on his birthday, the celebrations continued at Danfoss Universe. Several thousands came to celebrate with Jørgen M. Clausen and in the Cumulus exhibition hall, 180 special guests had lunch with Jørgen M. Clausen. Because of his personal interest in flying, the room was decorated as the interior of a plane and video projections on the walls completed the illusion. China Niels Due Jensen, Chairman of the Board of Grundfos, was among the guests. Gold-plated luxury Guests can enjoy luxury in the minutest detail when they check in at the Morgan Plaza – a new sevenstar hotel in Beijing, China. Danfoss Comfort Controls has supplied 700 gold-plated radiator thermostats for the newly-constructed hotel, which has 236 luxurious suites. The customer particularly highlighted the importance of the thermostats being real gold. So the thermostats were coated with a special light type of 24-carat sheet gold. The hotel opened to guests in September. Bitten Clausen and Mogens Terp Paulsen, President of Danfoss in China. 282008-10-10T08:44:12+02:00