http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/RSS.ashxDanfoss Group Global PagesFri, 12 Oct 2007 11:44:32 +0200http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=1http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=1MAKING MODERN LIVING POSSIBLE Global Danfoss Explorers at Danfoss 14 The employees have spoken 4 A better living at the dump 8 Saved by his wifes kidney 12 307 A Stakeholder Publication English edition2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=2http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=2Published by Danfoss AS Total number printed 27, 890 Address Danfoss AS, L24212 DK6430 Nordborg globaldanfossdanfoss. com Responsible Ole Daugbjerg Editor Niels Chr. Larsen Prepress Christa Hartmann Photographer Glenn Simonsen Print Laursen Grask AS Published in Danish, English, French, Spanish, Polish, Slovenian, German, Chinese and Slovakian. Printed with vegetable colours on environmentally approved paper. Reproduction only by permission of the Editor and always with acknowledgement to Global Danfoss Global Danfoss 10 221 9 4 Global Danfoss October 2007 Table of contents Page 1 Explorers at Danfoss A couple of artists became ies on the wall at a Danfoss fac tory in order to get a taste of life in a modern manufacturing company. e result shows working there can be monotonous but also poetic. Read more on page 1416. Page 4 EPS result the barometer shows sunshine but clouds are hovering Levels of satisfaction are fairly high in Danfoss, although they have decreased slightly since 2004. Furthermore, clouds are lurking over the relationship between performance and rewards. Page 9 Shaking hands with the leaders of the future Page 10 Pedro is on call 247 Pedro Paulo has been nominated as a Danfoss Value Ambassador. Page 22 What does the customer want Production sta have DPP salespeople have DSP purchasers have FPP now product developers are getting ready for PDP, the Product Development Program. One of the problems is that development projects take too long another is that nearly half of them do not live up to sales expectations. 2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=3http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=33 Leader Now its up to us to show we can hold on Danfoss has undergone an amazing development during the past three years. This is obvious when you go through the production areas red, yellow and green gures show how each group is performing. Likewise, salespeople and purchasers have been given simple, useful tools that improve the results. Logistics have improved and our stocks have been reduced meaning that less money is tied up. Within HR, a great deal of eort has been put into developing employees and leaders. We will also introduce new budget pro cedures, so that we spend less time on administrative work and will know exactly how things are going. So, a lot has been done and the results have been good, which can be seen in the latest annual accounts. We are well on the way to reaching our 2008 targets, which are net sales of 24 billion DKK earning ten DKK for every 100 DKK we sell for and earning 20 DKK for every 100 DKK note we invest. By President and CEO Jørgen M. Clausen However, we should also realise that the good results are partly due to the booming world markets. The global economy has prospered so we have been able to utilise our production capacity. But we cannot expect this to continue. And this is precisely the time when the pres sure from customers eases and when the daily routine returns that we must show we can hold on. It is vital that we do not have a relapse. We must prove to ourselves that we know how to retain the improvements we have made. The solution is to continuously improve. With a large range of initiatives, we are well on the way to having a culture of continu ous improvement a culture in which we constantly netune Danfoss so it can continually operate at its best, ring on all cylinders, with the correct tyre pressure and a clean windscreen. This is not an easy task in a complex com pany like Danfoss, but we can do it if areas throughout the organisation are sin gled out for individual employees to focus on. Most importantly, improvements must be made visible, just like they are in production, with red, yellow and green gures. It is vital to measure improve ments otherwise they will not be attained. I am convinced that we can do this and that we can take Danfoss to the next level so that we can compare ourselves to the best in the world. It is vital to measure improvements otherwise they will not be attained. 2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=4http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=44 By Ole Kanstrup When Danfoss employees lled in the EPS questionnaire in June, their ticks were placed a little lower on the scale than they had been in the previous survey. So, we are not as content as we used to be. The results were recorded on a scale of 0 to 100 the higher the score, the better the result. This year, the total score for sat isfaction and motivation was 67 com pared to 69 in 2004. According to the report showing the surveys main con clusions, a total score of 67 is a medium EPS result the barometer shows sunshine but clouds are hovering result at the right end of the scale. It con tains both clouds and sunshine. This score of 67 covers a range of general issues that concern individual jobs and the company. And if we examine the survey in more detail, and have a look at the cloudy aspects rst, it shows that many employees feel that work pressure is increasing and that their extra eorts are not always rewarded. Generally, satis faction with wages has dropped by four points compared to that of 2004 this is the biggest drop in points for an issue that concerns Danfoss as a whole. However, the clouds are not so thick that the sun cannot shine through according to the survey, employees believe Danfoss has a very good reputation. On the scale of 0100, reputation scores 79 which is close to a worldclass rating. Gener ally, they are also content with all that concerns their daily work, which means the organisation, the content of their jobs, feedback, the opportunities to make a Levels of satisfaction are fairly high in Danfoss, although they have decreased slightly since 2004. Furthermore, clouds are lurking over the relationship between performance and rewards. The employees have spoken My salary could be better. Sometimes you hear that Danfoss products are not selected because the price is too high. The management has absolutely no vision for the department or is good at hiding it. We seem to focus on too many issues at once, which means we risk los ing our focus. The work is troubled by too many machine breakdowns. Id like an oer of childcare better food in the canteens. 2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=5http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=55 EPS result the barometer shows sunshine but clouds are hovering dierence and so on. So, daily work, as it was called on the survey, was rated 73 out of 100. These are positive results and they are worth taking note of because the way employees feel about the companys reputation and their daily work aects their general level of satisfaction. Higher rating for leaders Another positive element is that the Danfoss leaders have been given a gener ally high score. Since the last EPS survey in 2004, a great deal of eort has been put into improving leadership. Then, the Executive Committee decided to focus more on the human side of leadership managing people and it seems to have had an eect. The survey included a wide range of questions concerning the assessment of leaders. It is true that, overall, the leaders have only scored one point more than the last time, but there are positive trends concerning important areas such as provid ing constructive feedback to employees and informing them about visions and strategies. The leaders have signicantly improved the way they do this. There are also indications that we have strengthened the performance culture at Danfoss. This concerns setting targets and following up on results in other words, the will to win. This issue was not included in the survey last time but, since then, the subject of a performance culture has been discussed thoroughly at Danfoss. It is hoped that, over time, the will to win will become a core value in the company, which is why this years survey focused on the issue. The result for this area is a total score of 69, which according to the surveys results scale is a high medium result. The employees have spoken I have not been oered a single appraisal inter view over the past year. I think Danfoss has a great reputation. Probably one of the better superiors on the planet, but too cautious about what he tells his employees. My immediate leader should be far more skilled at motivating employees. We are all very busy. The work is troubled by too many machine breakdowns. 2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=6http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=6EPS 2007 Hans Kirk, Executive Vice President and CDO, has commented on the signicance of the overall results and the challenges that Danfoss faces in order to improve satisfaction. Here are the ques tions he was asked and his replies What are the most signicant positive and negative results The most important results are that our reputation is strong and that our leaders have been given a higher rating. It is still not good enough, but it shows that the initiatives we have launched in relation to these issues have had an eect. On the negative side, it looks as if work pressure has an impact on daily work. Therefore, the leaders must concentrate on leadership and make sure that job content and expectations are clearly dened. They should ensure that they hold appraisal interviews and regular discussions about performance. It is the leaders responsibility to ensure that employees thrive. In your opinion, why is the result poorer than in 2004 We have acquired some large companies and have to realise that some of them have been given low ratings. The compres sor area is characterised by the fact that fewer people replied and those that did reply, did so in a relatively negative way. This should be rectied. The reorganisation of RA sales has probably also had an eect. Geographically, the USA and parts of Eastern Europe are lagging behind. The fact is that it is common for uncertainty to increase and satisfaction to drop where the big gest changes have been made. It is probably a very natural trend, but clearly one we should focus on. Many said that they are not rewarded suciently. What will be done about this This is not so simple. In major parts of the world, we are seeing an increasing demand for manpower. This goes for Slovakia, for example, where large car factories have been set up, causing increasing pressure on salaries. Generally, the situation is not so critical, but we do have to examine further some specic areas. The leaders scored slightly better than in the last survey. Is this good enough Our leaders potential has improved, but we should continue to focus on the importance they place on managing and guiding people. That said, we also have to face the fact that we need our leaders to have a certain degree of technical insight. We should not restrict this but, rather, improve their skills to include the abil ity to handle and manage people. When will the next survey be launched My guess is that will take place in a few years. We might carry out some followups next year to examine areas that had a low score this time. And clearly, we have to respond rapidly in areas which have scored under 50. What the Executive Committee thinks My salary could be better. Sometimes you hear that Danfoss products are not selected because the price is too high. I think Danfoss has a great reputation. The management has absolutely no vision for the department or is good at hiding it. Probably one of the better superiors on the planet, but too cautious about what he tells his employees. We seem to focus on too many issues at once, which means we risk los ing our focus. The work is troubled by too many machine breakdowns. Id like an oer of childcare better food in the canteens. 2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=7http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=772 74 57 60 64 68 72 74 58 62 65 70 71 74 58 58 64 68 71 74 58 61 63 68 74 56 65 0 20 40 60 80 100 Wages and conditions of employment55. Total pay compared with similar outside job 56. Other conditions of employment benefits etc. compared with similar outside jobs Rating Danfoss HE Heating Division MC Motion Controls Division RA Refrigeration and AC Division SV Danfoss Services Extremelygood 80 Good 70 Average 60 Poor 50 Verypoor Extremelygood 80 Good 70 Average 60 Poor 50 Verypoor 67 69 69 7068 7064 68 71 0 20 40 60 80 100 Satisfaction and Motivation Rating Danfoss HE Heating Division MC Motion Controls Division RA Refrigeration and AC Division SV Danfoss Services The Divisions have already begun to prepare plans to launch improvement activities. The work will be based on the results that leaders in the organisation presented to employees at the beginning of September. Since the results vary from area to area, it is up to the manage ment team and HR in each Division to decide precisely what is needed to increase the level of satisfaction in their area. However, the results will be considered carefully and, in Decem ber, the divisional management teams will inform the Executive Committee what activities will be launched in what areas. From green to yellow. According to the surveys results scale, 67 is a high medium rating. However, the colour was greener in 2004, when the satis faction and motivation score was 69. Source Ennova. The level of satisfaction has dropped the most in RA, which is three points lower than the average level. The organisational structure of Dan foss Services is new, so a comparison cannot be made. The gures in the square parentheses are from 2004. Source Ennova. Employees assessment of salaries is not in the red, but has deteriorated signicantly since the last time. What happens next Global satisfaction score I have not been oered a single appraisal inter view over the past year. I think Danfoss has a great reputation. My immediate leader should be far more skilled at motivating employees. We are all very busy. The results of the EPS survey show that an employees level of satisfaction depends a great deal on where he or she is based. Generally, the level of satisfaction is best in Latin and South America and in countries where there are high numbers of Danfoss employees, such as Denmark and Germany. In India, it is also above average. The level of satisfaction in Russia and China is also practically identical to that in Danfoss as a whole. In the USA, however, things are not so good. There, the total score is 60 seven points below the average level. 2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=8http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=8Facts In addition to the micro loans, the money was spent on a health insurance scheme for 100 women and their children. It covers them for one year, after which they hope they will be able to prolong the scheme. The nal part of the donation was used to purchase three secondhand sewing machines. It costs the A better living at the rubbish dump By Niels Chr. Larsen I simply cried the rst time. It was so humiliating watching how they rushed forward when a new load of waste arrived, recalls Lilly Kobberup. Life is rough at the Payatas rubbish dump, which is the nal destination for waste from Quezon City, the biggest city in the Philippines. However, thanks to Lilly Kobberup, a shop steward at DEVI, some of the people who live at the dump now have better living conditions. She took the initiative to apply to the Fabrikant Mads Clausen Foundation for help and it donated 2, 600 euros DEVI added a further 1, 300 euros. The money was spent supporting the women who live at the dump and has become part of a longstanding project that Danida, the Danish International Development Agency, runs in cooperation with the union 3F. Part of it includes the granting of micro loans. Some of the women have spent the loan on set ting up a small forest nursery or a goatkeeping project. Others buy bottles, plastics, aluminium and similar which they sell on to vendors. Others collect foam rubber to be used as a lling in mattresses and pillows. It is a drop in the ocean, but we know that some of the women are a little better o now due to the Fabrikant Mads Clausen Foundation which is gratifying. I was very proud when I heard that the money had been granted, says Lilly Kobberup, who has visited the Payatas rubbish dump three times. women ve pesos approximately 0. 07 cents to use one machine for three hours and the money goes towards maintenance and repairs. They have formulated guidelines and, currently, 50 women work with the sewing machines. Each day, 1, 500 tonnes of waste is transported to the dump. 2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=9http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=99 By Ole Kanstrup Shaking hands with the leaders of the future The hands of Lawrence Pairitz, Product Management Director at Danfoss Drives in the USA, were slightly damp when he knotted his tie on the morning of July 4. He was preparing to shake hands with Vice CEO COO Niels B. Christiansen. Together with 38 oth ers, Lawrence had completed an eightmonth development pro gramme Accelerated Development Programme ADP which aims to prepare Danfoss leaders to tackle challenges. You have now boosted your development. The next step is for you to help speed up development throughout Danfoss through skilful leadership, said Niels B. Christiansen encourag ingly. The participants have received intensive managerial training at the Ashridge Business School in Great Britain they have prepared personal development plans and have been coached all of which has sharpened their leadership abilities. However, the programme also aims to provide a big pool of talented leaders to ensure company growth. The best people are very soughtafter and if we dont take action now, we will not have enough leaders in the future, says HR consultant Karsten Grove. Focusing on the individual The global HR department, business units and Divisions join forces for the ADP programme, and one of the selection criteria is the ability to set targets and create results. Around 40 manage rially talented people are set to take part every year and accord ing to Lawrence Pairitz, they have something to look forward to. My objectives as a leader were really challenged, he says, add ing that it is longterm planning and teamwork that whets his appetite. The next ADP will be launched in week 48 and will run until June 2008. Photo Glenn Simonsen2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=10http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=10Pedro is on call 247 In Latin America, he is known as a refrigeration guru. Pedro Paulo, a 59yearold refrigeration technician for Danfoss Brazil, known by most people as PP, has been nominated as a Danfoss Value Ambassador. PP is a pearl in our eld, says Paulo Mariotto, Food Retail Sales Manager. His mobile phone is on 247, night and day, because he loves to help people, professionally and personally. Perhaps it was the extremely hot and humid weather Pedro Paulo experienced during his childhood in northern Brazil that rst sparked his passion for cooling technology. His career in refrigeration spans nearly four decades, including 12 years at Danfoss. I estimate that Ive worked with more than 2, 160 customers, he says. And he plans to serve a lot more customers before he retires. Colleagues say Pedro Paulo regularly goes above and beyond the call of duty. This often means working long hours, some times in dicult conditions, such as a supermarket cold storage area or the connes of a machine room. In fact, no mission seems too dicult for the energetic veteran of refrigeration. He once spent several weeks traversing the Brazilian jungle by car to deliver technical training to super market customers. He trekked through dicult and dangerous terrain, which was often without paved roads. He is dedicated to passing on his knowledge to anyone who wants to learn, says Mariotto. Pedro Paulo demonstrates his commitment to the Danfoss values every day, including environmental and social responsibil ity. I love to apply the newest technologies in energyecient refrigeration. This helps customers reduce energy consumption, saves money, and of course, helps the environment, says Pedro Paulo. His other passion, besides refrigeration, is learning about dif ferent cultures, and taking his knowledge to other markets. For his work, he travels far and wide, mostly in Latin America. Pedro Paulo, whose native language is Portuguese, is still improving his Spanish language skills. However, he often delivers technical seminars in Spanish because he is in great demand everywhere in the region. Danfoss is extremely lucky to have him on the team, adds Mariotto. By Jennifer Allison Photo imageclub Each quarter, the Danfoss Executive Committee appoints a Danfoss Values Ambassador. This time, it was Pedro Paulo. 2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=11http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=1111 Notes By Niels Chr. Larsen Around 260 employees took part in the rst joint event organ ised for Danfoss Chinese sales organisation. The salespeople met in Sanya, in the Hainan province, southern China, where they took part in various teambuilding exercises to pro mote mutual understanding and communication in a team characterised by very dierent working conditions, and with members from all over China. In connection with the event, they created a Danfoss logo. Building team spirit in China Cutting down on harmful solvents It is common knowledge that solvents are harmful and now the compressor factory in Crnomelj, Slovenia, has reduced its use of organic solvents in the paint used on compressors. In 2005, 2. 46 grams were used for each compressor but now, following a period of daily tests and analyses, the amount has been reduced to 1. 80 grams. Furthermore, one of the two painting lines has switched to using paint with a low solvent content. Danfoss Ventures has created a taskforce of ambassadors whose task is to promote innovation in the Group. Ambas sadors have been appointed at 43 dierent sites across Danfoss. They will spread the word that Danfoss wants radi cal innovation to help new business ideas emerge. Some of them took part in the Man on the Moon competition. In May, oneday workshops were held for the newlyappointed ambassadors in Hong Kong, New York and Amsterdam. Wanted radical innovation2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=12http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=1212 By Lene Ilsøe Hansen IT project leader Kristian Kraghs life was on standby when he suered 18 months of serious disease. Then he received his wifes kidney in a transplant operation and his life began again So much so, he was able to compete in the World Transplant Games in Thailand this August. Every second day for more than a year, I was on dialysis for ve to six hours simply in order to survive. I felt as if I was only half living. The experts told me that each dialysis represented a strain on my body equal to running a marathon, says Kristian Kragh, who is 55 years old and works as a consultant at Danfoss IT. Both Kristians kidneys began to fail in 2000. His wife, Elisabeth, had no doubt about what she was going to do she wanted to be examined to establish whether her tissue and blood type matched her husbands. The doctors result was posi tive so, in January 2004, Kristian received a transplant. It was an incredible gift, he says. Just three months later, he was back in his oce where he found nothing had changed since he had left it. Saved by his wifes kidney It was fantastic to return. The binders were still on the shelves and the drawers had the same contents. It was good to see that Danfoss had reserved my chair for me, he says. Now he is working fulltime again, which he has been doing for the last three years. Recently, together with seven other Danes, he represented Denmark at the World Transplant Games, WTG, a kind of Olympic Games for people who have received a transplant. He competed in the 20 kilometre cycle race. Just like other people, I have to avoid circulatory diseases and thats why it is vital that I exercise. After the transplant, I left my bicycle in the garage for too long, but now I have started cycling again. Participating in the cycle race in Thailand was a big experience. He came in as number 13 in his category in the cycle race in Bangkok. 2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=13http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=1313 Notes By Niels Chr. Larsen Danfoss Mexico has had an excellent experience of the 5S system. The system consists of a checklist of 25 items, includ ing issues such as the handling and labelling of waste, near accidents, cleaning, and the use of protective equipment. The system was introduced in April last year and, initially, an average of 20 out of the 25 items were fullled. But at the end of the year, an average of 23 had been achieved and ticked o. At the same time, the number of work accidents dropped by 61 per cent from the rst quarter of 2006 until the rst quarter of this year. The facilitys area is divided into 22 responsibilities, which are audited each week by the factorys management. And the managements commitment to the system has been a sig nicant reason for its success, according to Eduardo Valencia Gonzlez, who is in charge of safety, health, the environ 5S system halves number of work accidents ment and quality. In June, he was awarded Danfoss internal Environmental Prize 2007 for his work with the 5S system in Mexico. Drives celebrates record month In July, Danfoss employees produced nearly 60, 000 frequency converters 10, 000 more than the same month last year. The achievement was celebrated with food and drink and a speech by divisional President Sven Ruder. He said that sales in all the regions had increased compared to those of last year, particularly in Germany, Russia and Latin America. He said This means that we will all still face great demands and it is also the reason why I wanted to thank you for the great eort you have made. Kunwar Charanjit Singh has good reason to be pleased with his new, cheaper power bills. He owns the Kartarpur Cold Storage cold store in the state of Punjab, India, which stores potatoes and onions. In connection with the renovation of the 30yearold cold store, he installed 22 VLT frequency converters and ve MCD softstarters. At the same time, the cold store was insulated. The result was total monthly savings of 5, 000 USD which means the power costs were reduced by a third. The Danfoss equipment was responsible for the major part of the savings. Cool savings for vegetable cold store2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=14http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=14142007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=15http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=1515 Allison Reed, a 50yearold English painter who has been living in France for the past 20 years, has produced several accounts of experiences and journeys in places such as Bosnia and the exotic Tuareg culture in the Sahara desert. More recently, she has got to know an equally unfamiliar world a manufacturing company. Like an explorer, Allison Reed became a regular visitor to Danfoss Soclas factory, in Chalon sur Saone, Burgundy, over the past two years. Her observations which were edited by her artist col league David Aagard have now been made into a DVD that, through text, sound and pictures, portrays their impressions. Fiftytwo short, computerised animations reveal the rites, social interaction and habits that make up a modern company. I have never worked in a company, so it was like going to a new country. I spent a lot of time talking to the employees about all sorts of things, says Allison. Complete artistic freedom Jacques Chaize, the General Manager of Danfoss Socla, wanted Allison Reed and David Aagard to carry out the project. Ever Explorers at Danfoss A couple of artists became ies on the wall at a Danfoss factory in order to get a taste of life in a modern manufacturing company. e result shows working there can be monotonous but also poetic. By Niels Chr. Larsensince 1983, there has been a tradition of organising art exhibi tions at the factory to begin with, this was an attempt to widen the right, creative side of employees brains. In recent years, concerts have also been organised and the whole city has been invited to attend. Before the project began, Jacques Chaize told the artists they were completely free to communicate their impressions and he is fully aware that not everything makes the company look good. Jacques Chaize says We have to accept that this is about the artists perceptions. People did object a little about one of the animations that shows how people talk to their computer screens more than each other. Generally, he found that the female sta showed a greater inter est in the project than the men did. A brief inquiry at the factory revealed that many did not notice the project much whereas I have never worked in a company, so it was like going to a new country. 2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=16http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=1616 others said they thought it was good to look at the factorys daily life from a dierent angle. As Olivier Ravet, who produces backow preventers, puts it I met the artists and I think it is interesting to have these kinds of activities in a factory. It could change our view of what we do. Poetry in motion We received these responses before the DVD was handed out to the 270 employees at a small ceremony. And David Aagard is sure that many sta will put it in the DVD player at home including people who do not usually go to art exhibitions. He says I think the employees quickly realised that we were not the voice of management and they said things to us that they would not have said to their leaders. What did they do Allison could be found everywhere at all times of the day decoding the daily routine at the factory. Allisons paintings were then edited by David who, in addition to heading an IT company, also deals with computer graph ics. Each week, he uploaded a short lm onto the internet and it was these lms that were used to create the DVD. What did they nd Allison and David discovered, for instance, that employees were clearly able to separate their professional lives from their spare time that many love their work, especially those who do complicated work that body language diers according to who sta talk to a salaried employee or one from production. Also, they uncovered that all the sta have very specialised jobs and everyone is in charge of one small part of the entire project and that the machines have alleviated hard manual labour, but that the work has also become more monotonous. The way he sees it, Allison and he were almost intermediar ies between the employees and management. Therefore, he believes that the DVD could promote cooperative relationships at the company and, at the same time, deal with and highlight some big issues like China, competition and globalisation. But, above all, the DVD is an artistic impression of Danfoss Socla that also draws attention to the poetry of its work. Allisons interpretation of employees working with big objects is almost like a dance. It is very beautiful, he says. 2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=17http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=1717 Facts By Ole Kanstrup Artists are the seismographs of the world they notice the trends and tendencies before everyone else does. It was a minor a stroke of genius, therefore, when Danfoss launched a competi tion in June, inviting art students from around the world to inter pret the Danfoss Values, says Ukranian Sergei Sviatchenko. He is a member of the competition jury which consists of seven internationally recognised artists and professors from Asia and Europe. Sergei Sviatchenko believes that via the competition Danfoss could gain a unique insight into how the Values match the general trends of society. If 80 per cent have chosen to interpret the value regarding environmental and social responsibility, it gives you a hint about what many people consider important, he explains, adding that companies which appreciate the tendencies and trends have an easier task communicating with the outside world. The jury is in the process of evaluating the works of art that the students have painted, shaped, sculpted and polished. And the students pay could turn out to be very favourable 100, 000 euros will be divided between the students who submit the most beautiful works of art and the best interpretations of the Danfoss Values. Inspiration and eciency However, Danfoss might make a prot in the end. In Sergei Sviatchenkos view, employees could be inspired perhaps Artists interpreting Danfoss Values Glass art, paintings and sculptures over recent months, artists from around the world have sub mitted their interpretations of the Danfoss Values. All of which could lead to better communication between Danfoss and the outside world. Sergei Sviatchenko was born in 1952 in Kharkov, Ukraine, and has lived in Denmark since 1990. He is an artist and architect and has a Ph D from the Kiev School of Archi tecture. In 2002, he set up the Senko Institute in Viborg, Denmark, where he exhibits art projects from all over the world. The Institutes homepage is www. senko. dk. Sergei also has his own homepage www. sviatchenko. dk 2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=18http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=1818 You sit alone in your room, deep in thought. A bird passes close by your window and its shadow rushes across the window. You stand up, open the window and make contact with the outside world. This was how the Chinese artist Ran Zhang felt when she heard about the Danfoss Art Award. She is an art student in Amsterdam, Holland, and is taking part in the competition. The poster on the schools notice board was like a signal from an entirely dierent world the world of science and engi neering, she says. She says it is vital artists are in contact with the modern world in order to describe it. However, the world also needs art ists. Science makes the world function philosophy denes the ethical directions and art interprets. We depend on each other and clearly Danfoss appreciates this, she says. Values must be lived Ran chose to take part in the competition by entering four works of art, all created with a paintbrush and paper her preferred tools. But it was not an easy process. You cannot touch values and it is dicult to create a visual image of something you cannot put your hands on, she says, adding that she chose the Value that was easiest for her to visu alise. She likes all of the Values, however, and believes that they show a respect for nature and sound ethics. A signal from a dierent world Ran Zhang never doubted that she would be an artist. It is in the genes, she says. even improve eciency if art is incorporated into their work routines. Communication is also central to the construction of factory premises. If engineers and architects began to discuss such issues with artists, I think the companys bottom line would improve, he says. He argues that if a company wants motivated and ecient employees, it should not have grimlooking rooms and machines otherwise there will be no link between the com panys Values and reality, he says. He adds that the Danfoss Art Award might be the rst step towards closer cooperation between the business sector and the world of art. The Danfoss Art Award competition was open to art students all over the world and its closing date was September 7. The plan is to approach and choose the winners in January 2008. Danfoss will buy the best works of art and put them on display in the stair turret of the administration building in Nordborg, Denmark. Photo Sebastian Dittmann. 2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=19http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=19Notes 19 When Hans Kirk, Executive Vice President and CDO, was admitted to Odense University Hospital a few years ago, he was astonished at the waste of time and waiting time he experienced. Today, the hospital has implemented Lean prin ciples and achieved ne results as a direct consequence of his hospital stay. When he returned to Danfoss, he told his Executive colleague, Jørgen M. Clausen, about his observations. Later, when Jørgen M. Clausen met the hospi tals director at a conference, he told him about Danfoss work with Lean in its production facilities. The hospital director took action and last year, the hospital was one of the rst in Denmark to introduce a Lean programme. This has resulted in a range of improvements, both economic and in relation to the employees working envi ronment, as well as faster work routines. One example is that now it only takes one day for a department to obtain papers relating to a newlyreferred patient. Previously, it took four days. At the same time, the waiting time for ultrasound scanning has been reduced by two thirds. People might think that you cannot equate Danfoss and a hospital, but when it comes to Lean, you can. Hospitals and industrial companies share the same interest in improving the working environment, creating less stressful daily work routines and creating added value for their customers, which in our case are the patients and their relatives, says hospital director Jens Otto S. Jespersen. Employee no. 2, 000 The number of people working for Danfoss in China topped 2, 000 on May 21 when Ding Lei started work as a production employee in the factory in Wuqing. In an interview with Danfoss China News, he said he was pleased with the open managerial style, the working climate and the good welfare schemes, especially the health insur ance, at Danfoss in China. Danfoss China had 1, 000 employees in May 2005. French company scoops prize for quality In June, Danfoss Commercial Com pressors was awarded a quality prize for the Rhone Alpes area. The prize recognises the companys commit ment to the environment, safety and quality. Commercial Compressors was singled out in the category for indus trial companies. The Rhone Alpes area is the second largest industrial area in France. As a result of the award, the company has been selected to take part in the national competition. By Niels Chr. Larsen Executive VPs hospital stay leads to Lean improvements2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=20http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=202020 Facts Semcos plants store CO2 in large tanks that are up to 16 metres high. The CO2 is stored under low pressure and temperatures. In the event of a re, a pipe system distrib utes CO2 to large nozzles that extinguish the re. Vietnam wants to compete with the big shipbuilding nations of Korea, Japan and China and aspires to be one of the largest shipbuilders within the next ve to ten years. So, Danfoss Semco Fire Protection is focusing on Southeast Asia where its customers some of the worlds largest shipping companies are increas ingly placing their orders. Thanks to Semcos reextinguishing systems, res in engine rooms, cargo rooms or on car decks can be extinguished in a few minutes. Recently, Semco won two large orders in the Southeast Asian country. Our biggest customer places orders at the shipyards in Vietnam, and we follow along. Japanese shipyards were at their cheapest in the 1960s, and the Koreans were cheapest in the 1970s and 1980s. The countries compete ercely with Vietnam and China, but in Vietnam salaries are still low and the potential is big, says Sales Manager Flemming Damsgaard, Danfoss Semco Fire Protection. The orders for Vietnam are to supply reextinguishing equip ment for eight carcarrying vessels worth up to 2. 6 million euros, in addition to four systems worth 1. 2 million euros. Furthermore, an order has been placed for ten CO2 systems worth 1. 7 mil lion euros for a renovation project for the Norwegian shipping company Leif Hoegh. Altogether, several large orders were placed during the summer, which, according to the Sales Manager, correspond to a whole years net sales. Semco became part of Danfoss in 2006 and is a leading global provider of reghting systems using water mist, foam and CO2. Danfoss Semco supplies reextinguishing equipment for carcarrying vessels up to 200 metres long. Large, new orders are now coming from Vietnam. A carcarrying vessel transports between 6, 000 and 8, 000 cars. The ships have up to 12 decks. By Lene Ilsøe Hansen Carcarrying ships protected against re2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=21http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=21Notes 21 LPM supplies pyramid with water The Cheops pyramid has been recreated as a health clinic in Paprocany, Poland, and the Danfoss factory LPM has ensured it is supplied with district heating water. The modern pyramid, which is one fth the size of its vast equivalent in Egypt, is marketed as a place where guests can receive special energy. In order to achieve the full benet of the pyramids force, the owner Tadeusz Ceglinski has con structed a pyramid inside the pyramid. Zhang Hong, aged 36, head of quality at Water Valves in China, was rushed to a hospitals intensive care unit with a serious blood disease at the end of June. His treatment involved a massive blood transfusion which was not covered by his insurance policy. That was when his colleagues at Water Valves stepped in and collected 20, 000 RMB approx. 1, 900 euros. A few days later, the entire Wuqing factory joined in, collecting nearly 30, 000 RMB approx. 2, 850 euros. A total of 200 factory sta donated money, including senior managers, salaried sta and production employees. Zhang Hong was discharged from hospital in mid August after six weeks but needs further treatment at a dierent hospital. He is feeling better and is very grateful for the support his Danfoss colleagues gave him, says his wife, Jiang Jingyuan. Donations help sick colleague In 2005, Danfoss joined forces with its competitor Danaher to acquire the English company Senstronics. Now indications are that the acquisition will be successful. At the end of July, this years sales were up 150 per cent, com pared to the whole of 2006. The 2007 sales are expected to be triple those of last year. Senstronics developed a special thinlm technology for use in pressure transmitters. The pressure transmitters regulate oil pressure, among other things, and are well suited for use in mobile hydraulics in cranes, excavators and other machines operating at high oil pressures. In this way, Senstronics sensors supplement the pressure transmitters that Danfoss produces, and which are applied in the refrigeration industry, for example, which is one of Danfoss traditional pressure transmitter markets. Joint venture senses success By Niels Chr. Larsen2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=22http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=22Facts 22 By Niels Chr. Larsen What does the customer want Production sta have DPP salespeople have DSP purchasers have FPP now product developers are getting ready for PDP, the Product Development Program. One of the problems is that develop ment projects take too long another is that nearly half of them do not live up to sales expectations. Projects move too slowly and the results do not always provide what customers want So, yet another improvement drive is set in motion this time, for development and marketing sta who are poised to become better at analysing customers cen tral needs and improve their ability to carry out development projects. In the autumn, three areas will complete preliminary pilot projects, after which the program will be rolled out in all devel opment and marketing departments across Danfoss. The pro gram is based on last years survey of 59 development projects in 13 business areas at Danfoss. It builds on the reports and obser vations from the business areas and development sta which did not make entirely cheerful reading. The price is right, but To begin on a positive note, the survey showed that product developers are rather skilled at calculating the cost price of a product. However, a negative point was that, on average, the projects take 49 per cent longer to complete than planned and that sales expectations are not fullled they are 13 per cent below expected levels. Firstly, this means that we should be better at understanding the customers needs by involving them in development projects, among other things. Secondly, we should be better at completing the projects, says Vice CEO and COO Niels B. Christiansen. The rst issue understanding the customers needs better is emphasised by an interesting tendency shown by the survey generally, the products meet general requirements but often they do not match the customers specic needs. We have a culture which implies that we should deliver the best possible solution. This ambition is ne and its obvious that product developers pursue it. However, it should, of course, be adjusted according to the needs of the market, points out Niels B. Christiansen. Managerial teams from the business units, together with sta from the development and marketing functions in particular, will be involved in the program. Several leaders have helped identify the areas that the program should deal with and have helped gather the best methods that Danfoss already uses within those areas. Just like DPP, FPP and DSP, the development program is part of the Danfoss Business System. Read on to nd out how District Heating, Household Compres sors and Thermia have already improved their development eorts. An average project should run for a little over 14 months, but they usually run for 21 months 49 per cent longer. On average, the projects are 13 per cent below the expected sales gures. The cost price of the products is, on average, 6 per cent higher that calculated. 2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=23http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=232323 Drawing Jens Nex2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=24http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=2424 How to make a development project reach its goal When buying millions of springs, it is important to pay one thousandth of a euro less for each one. It all adds up in the long run and can determine whether or not a business can be created from a new product. This is the reality for product development sta at Household Compressors in Flensburg, Germany. Compressors for refrigera tors are common consumer goods the price is under pressure and the cost price must always be kept down. One way development sta focus on this is to split the compres sor up into its parts, placing the parts on a table and simply labelling them with price tags right down to the smallest decimal. We spend a lot of time cutting costs we always have an econo mist at the back of our heads, says Peter Frslev, VP Compressor Technology, HC. Eighty per cent can be good enough Price tags are one of the tools used by development sta in Flensburg. The tools all have one thing in common in every phase of the project, they enable the project participants to calculate the nancial consequences of an action. For example, do we still have the customers we expected to have when we looked into the crystal ball does the project still hold water do the prerequisites still apply Now, we can make a complete cash ow analysis. That makes it more dicult to rearrange the gures, which would be tempting if you wanted to promote a project, says Ole Bachmann, Com pressor Electronics Director. Keeping a close eye on economics has also meant that develop ment work is more businessdriven than technologydriven. Peter M. Hansen, Compressor Mechanics Director, explains that technicians always aim for a technologically perfect solution, yet an 80 solution may be technologically good and meet the needs of the market and also full Danfoss demands for high quality. This, however, has also meant that customers have been disap pointed, because they want a fancy solution at half the price. However, businesswise, it is a sound development, he says. Currently, a sponsor team is aliated to each project. In this team, the technological sta are chairmen, but every function has a role quality, production, sales, logistics, nance, devel opment and marketing. And the whole group recommends whether or not a project should go ahead. Up on the table. Peter M. Hansen, Ole Bachmann and Peter Frslev study component prices. By Niels Chr. Larsen Keeping an eye on the price2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=25http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=2525 Average development projects at Danfoss are completed more than six months late. However, this is not the case in the District Heating business area here, projects normally keep to the time schedule. Over the past ve years, the development department has worked with Lean principles and one of the reasons for its success has been the appointment of someone to head the Lean process. It has been this persons job to coach their colleagues and make sure that best practice is introduced while the project commit tee will apply the break and stop the project if it is not possible to carry it out. Lean is denitely the reason for the departments success. We want to have realistic plans, not wishful thinking, and we are doing everything we can to stick to them, says Miha Bobic, Director of RD and head of 20 development sta and techni cians at Danfoss Tratas development department. A few years ago, it took an experienced installer two and a half days to install a Thermia heat pump system. Now he can do it in just two days, thanks largely to regular meetings between the Danfoss company, Thermia, and the installers. The meetings were introduced three years ago. Since then, there have been two meetings every year each time with six installers from two of Swedens regions. They meet with seven Thermia specialists from the development, production and marketing functions and the agenda includes, among other things, ranking the ve things that can speed up pump installation. This has led to a number of changes, one of which is placing the circulating pump dierently, says Anders de la Rose, who is Prod uct Management Manager at Thermia. Thermia also aims to full another important objective with the meetings providing information about forthcoming product changes and asking the installers to rank the features of any heat pumps that may become competitors in the future. Keeping an eye on customers Weve noticed there is a keen interest to take part in these meet ings, which give installers the chance to aect the product, he says. Over the past two years, an external consultant has evaluated the department on a number of issues as a part of the continu ous improvement initiative. The most recent evaluation revealed that project organisation has improved, but a lot of catching up still has to be done in connection with reusable knowledge. The departments latest project involves nding out how best to launch a project. This includes, among other things, making sure that sta are provided with the correct information about what a customer really wants. Closeup a meeting about heat pumps in Sweden. Sweden is divided into seven regions, and each one is visited every 18 months. Keeping an eye on the time2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=26http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=2626 Customers Business By Lene Ilsøe Hansen Jupiter set to place Danfoss in front Danfoss is in a completely dominant position when it comes to supplying nished electrical oor heating systems, thanks to its DEVI mats, which are wellknown all over the world. Now, follow ing its acquisition of the small German company Jupiter, located near Osnabrck, the Group aims to be the leader within water based oor heating as well. Jupiter, acquired by Danfoss this summer, was founded by Achim Nierbeck in 1995. Right from the start, he aimed to provide an alternative to the commonly used method of casting the pipes in concrete. Ninetyve per cent of all oors with waterbased oor heating are made this way in Germany, but Nierbeck has developed a system with oor heating hoses mounted in plates of polystyrene. It provides a faster response time and the system is easier to install. When we rst introduced the dry system, in the 1990s, people laughed at us, but we have developed a good product and no Jupiters Managing Director Achim Nierbeck with a sample of the oor heating system. one else on the market can match some parts of our system, says Achim Nierbeck. The system has special heatconducting plates that are placed between the heat hoses and the ooring. At the same time, the system is so sturdy that it can endure any kind of ooring ceramic, granite or parquet. Jupiter also sells the traditional con crete underoor heating systems. Jupiter Systemtechnik fr Heizung und Sanitr employs 50 peo ple. Twentyve work in administration and the warehouse in the town Belm Vehrte near Osnabrck the rest are salespeople located across Germany. Following Danfoss acquisition, Jupiters main target for sales is the whole of Europe. 2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=27http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=2727 Facts Strategies Trends By Lene Ilsøe Hansen Lu Chen, who recently qualied as a mechanical engineer from the Bei Hang University in Beijing, China, is part of a team search ing for ways to improve sight glasses. But she has now opted for a career with Danfoss as a newly appointed rotational engi neer PRP in China. The DGP Danfoss Graduate Programme has proved successful in attracting new candidates in a labour market where large international companies ght over talented individuals. Thanks to the programme, Danfoss is now a recognised name at univer sities throughout the country. In 2001, Danfoss China received 33 applications last year that number had topped 1, 626. Since the launch of the programme, 66 students and 22 professors have completed the twoyear training, after which the candidates are oered the chance to take part in between four and six projects within the Group. Lu Chen came across Danfoss homepage during a presentation at a nearby university. She noticed that part of Danfoss philoso phy was to respect human beings as well as meet global chal lenges. And this attracted her attention. I decided I would rather go for an exciting project than an excit ing country for my next project, she says. HR Director Kathy Tian, who is responsible for the programme in China, says that the applicants provide a valuable pool of poten tial candidates for jobs at Danfoss. Our reputation and image in China improves each year and we have begun to work with a range of universities. Thanks to DGP, we are condent we will get the most skilful applicants, says Kathy. Danfoss wins battle to attract students The DGP Danfoss Graduate Programme is a twoyear post at Danfoss that focuses on cultural understanding and the ability to adapt rapidly to a department. After the twoyear period, it is possible for participants to apply for a job at Danfoss. The programme was introduced to Danish candidates in the 1970s. Now, it is oered to applicants around the world. Photo Osmo Tammela2007-10-12T11:44:32+02:00http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=28http://danfoss.ipapercms.dk/Danfoss/Newsletters/GlobalDanfoss/UK/GlobalDanfossNo32007/?Page=2828 Danfoss around the world Best IT manager in the country Kenneth Egelund Schmidt, head of Danfoss IT, has been named the best head of IT in Denmark. A jury of IT professionals from the business and research sectors singled out Danfoss IT manager for his extraordinarily extensive insight into Danfoss business and his ability to utilise IT to help run the company. And the jury highlighted the fact that, thanks to a complete reorganisation of the IT function, he has enabled Danfoss to buy companies faster. He has also created a global IT department. Photo Mikael Rieck Computerworld Denmark Trata celebrates sixth place Danfoss Trata, which is located in the Slovenian capital of Ljubljana, is the sixth best company in the country, according to a survey conducted by the American consultancy Hewitt. Seventyve companies participated in the survey, that ranked companies on the basis of their employees evaluations and an assessment of the companys working conditions and HR programmes. Slovenia Chinese bus eet gets a boost Gradually, Danfoss has built up a large eet of buses to transport its many employees from the capital Beijing and the large city of Tianjin to its factories in Wuqing. The number of employees is constantly rising and two new buses were bought in the spring, taking the bus eet up to ten. The factory also carried out a survey among users and adapted the timetable accordingly. Almost 1, 200 people are employed in Wuqing. China Sweden Thermia museum opens its doors The Danfoss company Thermia, which has its headquarters in the Swedish town of Arvika, has opened its own museum to show the companys development from 1889 until the present day. The company began as a smithy that, right from the start, produced fuelsaving stoves. In 1973, Thermia manufactured the rst heat pump in Sweden today, the company plays a leading role within that eld. The museum is an integrated part of the historical museum in Arvika. Leif Olsson is project leader at Thermias museum. 2007-10-12T11:44:32+02:00