http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/RSS.ashxDanfoss Group Global PagesMon, 15 Jun 2009 10:44:40 +0200http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=1http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=1MAKING MODERN LIVING POSSIBLE Danfoss English: Lots of misunderstandings Global Danfoss 3/09 • A Stakeholder Publication English edition2009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=2http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=2Global Danfoss June 2009 Table of contents Page 4 Danfoss plane stays grounded Employees throughout the organisation have understood the message that savings must be made. At the same time, hundreds of employees are leaving Danfoss. Yet still more red numbers are expected because the effects of the reductions will not fully show until next year. 4 8 10 18 Global Danfoss Page 8 Danfoss shares fall Page 10 The chair fits now Mads Clausen’s office has been left empty since 1966 when Danfoss’ founder died. Now, his eldest son has taken over the top floor at headquarters in Nordborg. Page 18 Ex-prisoner sells Danfoss components In prison, Fred Fink studied to become a refrigeration and air conditioning technician – and Danfoss provided him with free reading material. Now, he says thank you – in his own way. Published by Danfoss A/S Total number printed: 24,500 Address: Danfoss A/S, D11 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 Danfoss 22009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=3http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=3Leader Debt is not necessarily unhealthy By Executive Vice President and CFO Frederik Lotz It might be a provocative headline … Danfoss has hardly suffered any major debt for years and now the new Executive Committee says that it is healthy to be indebted? What’s the purpose of that statement? Actually, it is true: debt can very well reflect sound business practice, if you know how to invest your money sensibly. First, let’s have a look at the figures. Five years ago, Danfoss hardly had any debt. 185m DKK is not much in a large corporation. Now, total debt has increased to 10 bn, caused by, among other things, the purchase of the controlling interest in Sauer-Danfoss, and also major investments in new plants and machines. It might seem frightening, but debt in itself is not problematic. In fact, it makes sense to borrow money at five per cent, if you invest it and the return is twice as high. This is exactly what we are doing. The most important thing to do is to make sure that we do not end up in a dire situation, but that there is a flow of funds for us to continuously pay our bills – and that we have access to cash. The lack of cash is exactly what sometimes makes companies bite the dust in times of recession. But, we are in a good position. Eighteen months ago, there were already signs of a crisis in the USA and we were afraid that things would worsen. To gain extra security, we entered into agreements with banks about the access to new loan facilities worth almost 10 bn DKK. We had to pay a small fee for this, but now it means that we can pick up the phone and have the required funds transferred. Also, we are in the favourable situation that we don’t have to repay – to finance – the first of the loans for a few years. Because of this, many of our competitors will be envious of us. It is obvious that we are under pressure considering the present financial global crisis. However, we have acted fast and trimmed the organisation, we have kept our high level of development projects – and we have not touched the programs which are set to constantly improve Danfoss. We do not intend to cut the boughs which will hold us in the future. So, we are in a fairly good position and when asked whether Danfoss will survive – the answer is a resounding “yes”. We do not intend to cut ” the boughs which will hold us in the future “ 32009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=4http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=4Danfoss plane stays grounded Employees throughout the organisation have understood the message that savings must be made. At the same time, hundreds of employees are leaving Danfoss. Yet still more red numbers are expected because the effects of the reductions will not fully show until next year. Bent Johansen, an air mechanic at Air Alsie, knows every square centimetre of Danfoss’ Falcon 2000 plane, which are in Air Alsie’s hangar in Sønderborg Airport. He opens up the nose of the plane and routinely checks the computer that controls and navigates the aircraft. And he has noticed that there are more and more days between flights involving Danfoss’ management. The white Falcon 2000 EX plane with the Danfoss logo has only been used by our staff for one third of the number of flights compared with the year before. Instead it is being leased out, which means a little extra cash for Danfoss. The Falcon plane in the hangar is one example of how travelling activities in Danfoss have decreased dramatically from the previous year. There were around 40 per cent fewer journeys in the first quarter of this year compared to the same period in 2008. »We have witnessed a very rapid slowdown in the number of journeys and a corresponding increase in the use of phone conferences. This saves time and resources and people have understood the message that we need to save money,« says Michael Saxtorph, the Vice President of the purchase of indirect goods. 42009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=5http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=5Indirect goods are all those which are not directly parts of Danfoss’ products. Examples include business trips, consultancy fees, IT equipment, technical components and all sorts of stationery. If we leave the hangar in Sønderborg and take a look at the goods and services that are purchased by Danfoss’ many departments all over the world, we get pretty much the same picture. Savings are implemented – and not as many bills as usual are received from suppliers. So far, monthly costs incurred by indirect goods have amounted to 40.3 million euros. »We have now observed that this figure has decreased by a third, which means it has dropped to 26.8 million euros a month, and we presume this will stabilise or drop, based on the fact that the number of employees has dropped,« predicts Michael Saxtorph. Continuing red figures This is all very well but, unfortunately, it is not enough by itself to rescue the accounts. Henrik Paulsen, Senior Director, Group Reporting, has the overview and a look at his graphs dampens any optimism for the first half of 2009. The first quarter was in the red and this is how the second quarter is also likely to end. For example this year’s accounts are under strain from rather extensive investments in buildings and new machinery of almost 147.6 million euros – investments which were decided on last year when Danfoss still had problems delivering goods.  52009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=6http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=6Purchase of indirect goods Mil. DKK and index this month, compared to the same month the previous year. Total purchase (Mil. DKK) Index total purchase »At the same time, we cannot yet see the full effect of the many lay-offs,« points out Henrik Paulsen. Niels B. Christiansen, President and CEO of Danfoss, believes it is also very important to understand this last issue. He realises that employees all over the world have witnessed extensive cuts – and that this does not really tally with the continuing red figures. »We have set a lot of things in motion and the poor results do not mean that they are not effective, they mean that they have not started to work yet,« he emphasises. Same sales with fewer people The primary reason for this is the long terms of notice. For some months yet, employees will be turning up at work even though they have been laid off. And Niels B. Christiansen thinks it will not be until the end of the year before we see the full effect of the many lay-offs and the zealous efforts to implement savings. It will result in a reduction in costs of around 134 million euros. He singles out the extensive understanding throughout the organisation of the fact that the current situation is unique and that swift action had to be taken. »We quickly went from having capacity problems to over-capacity and at the moment the businesses’ net sales are down by between 10 and 30 per cent compared to last year. We will settle on a reduced level in 2010 and all that we have done now is set to help us out then. If the market improves, it will be an extra advantage for us – we will receive a windfall.« The Executive Committee does not expect the financial trends to improve until 2011. But, whether this will happen in 2010, 2011 or later, Niels B. Christiansen is pleased that net sales distributed per employee have increased. At the end of the year, sales will equal that of 2006, but with at least 1,000 fewer employees. 62009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=7http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=7Costs to be further reduced The zeal to save has been extensive and it is set to be supplemented with measures to further reduce costs related to indirect goods. The efforts will focus on three areas and Executive Vice President and COO, Kim Fausing, and the three divisional Presidents have assigned the central purchasing organisation with the task. • Suppliers. Now is the time to perform favourable purchases. An example is the transport sector, where recently we entered into a contract on road haulage in Europe of goods between the factories and customers. The agreement has resulted in savings of 11 per cent. • A more detailed analysis of Danfoss’ consumption, waste and number of goods codes is set to result in savings. For example, Danfoss makes use of 600 goods codes relating to office stationery. The companies that are the best performers in this area make do with 300. • Finally, the organisational habits must be challenged. Some places might have the habit of buying expensive quality brands, even though a less prestigious and cheaper alternative might meet the needs. It is also about carrying out more purchases in low-cost countries. For example, experience shows that a lot of money can be saved by purchasing machines in China. 72009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=8http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=8General Meeting Danfoss shares fall By Niels Chr. Larsen Those present at the Danfoss Annual General Meeting at the end of April gasped at the news of the new share price. The price was 830, which is a drop of 61 per cent and a direct result of the 2008 accounts, which resulted in Danfoss making the first loss since 1961. In his part of the report, Chairman of the Board, Henrik Nygaard, talked about the group’s debt and described the result as unsatisfactory. The debt increased from 3.7 bn DKK in 2007 to 9.8 bn and is now 82 per cent of the equity. The Chairman noted that Danfoss has unutilised credit commitments of almost 5 bn DKK but he pointed out that the loans must be paid off at some point in the future. »So we must work in a targeted way to reduce our debt and some of that will involve a lower activity level and an increased focus on inventories and debtors,« he said. This year the Board expects the first half-year to be worse than the second and that Sauer-Danfoss will have a negative result. However, the chairman considered the prospects to be bright. »Even though the major fall in the share price seems dramatic, I am certain that our strategy will make the price go up again,« predicted Henrik, who announced the end of his 14-year mem- bership of the Danfoss Board, of which he has spent four as the chairman, at the AGM. The chairmanship was handed over to Jørgen M. Clausen, who has been Danfoss’ President and CEO for many years. Sven Murmann also stepped down from the Board. A new face from Germany Kasper Rørsted is a new Board member in Danfoss. He is 47 years old and Danish, but for the last 20 years he has lived in Germany, which is Danfoss’ biggest market. Kasper Rørsted is the Chief Executive Officer of the Henkel Group, which manufactures washing detergent, cosmetics and industrial adhesives. Henkel is listed on the Exchange in Germany and is included in the German DAX index, which covers the largest German companies. The Henkel family is the majority shareholder of the group. 82009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=9http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=9Working Life Sami Özkul, assembly, 37 years at Danfoss Bauer, was surprised about the shutdown: »Previously, I had signed an early retirement agreement. I would not have done this if I had known what was going to happen because severance payment is higher. I think this is bad practice. H Gmb uer ss 6-60 We always gave our best.« a 3 B e s r-Stra nfos e By Lene Ilsøe Nielsen and Niels Chr. Larsen Da S uct Prod Ö ami orker ion w z kul au ard-B Eberh gen Esslin any Germ Ksenia Shipkova, Marketing Coordinator, worked with Danfoss Russia for four years: Marketing Ksenia Coordin Shipko va ator Russia Istra Pavlo -Sl ob settlem odskoye en house 21 t, Leshkovo vil lage, 143582 7 M Russian oscow Region Fed. Danfoss Leaving Danfoss Currently, hundreds of employees are being forced to leave Danfoss because of the financial crisis. We have asked four about their plans for the future. »During this period I had one career promotion. I should say that my work at Danfoss was very interesting and educational. And because of my work at Danfoss I now understand what I would like to do in my future career. Thus, in leaving Danfoss I feel that I have a chance to realise my professional plans. I will work in a company as a marketing specialist and at the same time I will start to sell products there. I want to try myself in sales.« ns Kirsten Ha rker Assembly wo en No Danfoss vej 81 Nordborg org 6430 Nordb Denmark rdborg Liu Ling, 28 years old, has worked for Danfoss China in DE for two years: »I feel very disappointed that I have lost my job at Danfoss. I liked working for Danfoss DE. I was made redundant two months ago, but now I have found a new job. I have been hired by a small company to sell cosmetics.« Kirsten Hansen, assembly worker, aged 50, lost her job in November after 30 years at Danfoss: »The first two months, I felt defeated. I was made redundant on November 17 and I had not counted on this after having been at Danfoss for almost 30 years. But then, at work, I was given a note about a job as a social and health care assistant and I was invited to join a course. Now I have started on a sixmonth traineeship in a nursing home. It is completely different from what I used to do at Danfoss. I am becoming more and more experienced every week and I hope to be accepted at college in the autumn. I have sent the application.« njin Ltd. Danfoss Tia Road Liu Lingworker Production No. 5 Fuyuan opment Area vel Wuqing De njin 301700 Tia China 92009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=10http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=10The chair fits now Mads Clausen’s office has been left empty since 1966 when Danfoss’ founder died. Now, his eldest son has taken over the top floor at headquarters in Nordborg. By Niels Chr. Larsen 102009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=11http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=11»Before, it was not an option at all for me to sit in this chair, but now it comes naturally,« says Jørgen M. Clausen, going on to explain: »You must earn your merit badges.« Some of his merits are his 12 years as President and CEO – and the handing on of a Danfoss which is much bigger than the one he took over. And now the old office with the savannah scene on the end wall and stuffed animals from his father’s safaris has been brought up to date with the addition of a computer. It is now the office of Jørgen M. Clausen in his capacity of newly elected Chairman of the Group’s Board. »My resignation on October 1 co-incidentally took place at the same time as the grave decline which happened in the wake of the financial crisis and it is not nice for Niels to begin in such circumstances. It is difficult to predict how the world will become, but the deep crisis will result in major changes and innovation is required. We must hope that we will get a new climate agenda which will perfectly match the strategies that we have prepared – and that this will help us get out of the crisis as a stronger company.« What’s the significance of a family member being at the head of the table in the Board room? »It should not have any bearing on the management of Danfoss. I have always believed that family-owned companies in particular would have the ability to practise long-term thinking, but we should also be as professional as the listed companies and those which are owned by a capital fond. There is the dogma that family-owned companies spend too much time thinking in innovative terms and change lanes – this is not in my nature. There can be too much »we usually …« – too much forbearance. This would work with regard to the employees, but not when it comes to business strategies.« What is your view on the work that the new Executive Committee has done so far? »Danfoss does not suffer from poor competitiveness, but from lack of demand and the Executive Committee has reacted extraordinarily quickly and has at the same time fortified our capital resources so that we are ready to endure. If we consider Danfoss and Sauer-Danfoss as a whole, drastic adjustments have been implemented since the end of 2008 which means that by the end of 2009 we will have been cut to reach the level of 2005-6.« As a Chairman of the Board, what will be your focus? »The first job of the Board is to listen to the recommendations of the Executive Committee and challenge them so that they add innovation to Danfoss. The top priority on the agenda is to make sure that Danfoss will survive and create an improved cash flow in the company as soon as possible. We, the members of the Board, sense it was a good deal when we acquired the controlling interest in Sauer-Danfoss, but of course it was expensive. Now, the task is to get ourselves on the right path.« Where will Danfoss be in ten years’ time? »The family hopes to retain Danfoss as a strong family-owned company with a good reputation, which our customers and competitors look up to in terms of technology.« 112009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=12http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=12By Niels Chr. Larsen Sauer-Danfoss – why was it such a good idea? The purchase of the controlling interest in Sauer-Danfoss has resulted in Danfoss’ first deficit since 1961. Why was it such a good idea to buy the shares? »Mobile hydraulics is an interesting market, but also very sensitive towards financial trends. Every one was taken by surprise by the strength, scope and speed of the crisis – that’s why Sauer-Danfoss has burdened us more than we had anticipated would be the case in the short run. I am certain that in a few years we will be pleased that we took the opportunity to carry out the transaction. That window would not have been open for us today, considering the present share prices.« The agreement means that Danfoss is able to buy 10 per cent of the shares twice. Will that happen and how much will it cost? »Yes, it will. The price will be between 150 and 250 million dollars depending on SauerDanfoss’ results, and the current results indicate that it will be the lowest figure in the span.« That price is far higher than the present share price. Would it not be cheaper to buy shares at the exchange rate? »Yes, and that’s a possibility which is optional. However, right now, we have decided that that will not be our strategy.« So far, Danfoss has spent 2.4 bn DKK on the acquisition of Sauer-Danfoss shares. You have previously said that we should also utilise the present crisis to buy competitors, if opportunity allows. But, can we still afford it? »Thanks to non-withdrawable loan commitments from banks, we have a decent financial scope in spite of the financial crisis. In fact, the debt is not the problem but of course a sound balance should exist between the profit and the debt and with the present financial trends, we will probably be reluctant to incur more debt from acquisitions. We still have opportunities, but basically the financial scope has shrunk.« In March, Danfoss raised a loan of 3 bn DKK for Sauer-Danfoss. What was the reason? »When we took over Sauer-Danfoss, we also took over Sauer-Danfoss’ debt and their funding situation was not as favourable as Danfoss’. Sauer-Danfoss was at risk of having to pay off loans after the first quarter of this year because of their current financial results. Now we are financing Sauer-Danfoss, just as we are financing every other Danfoss company. In fact, the process is perfectly normal and no one would have noticed, if Sauer-Danfoss had not been listed. The implication is, namely, that we must publish the loan. It is important to emphasise that the Group’s total debt remains the same.« Q&A Questions and answers. On this page we will focus on a central issue in each edition of Global Danfoss. In this issue, we ask President and CEO Niels B. Christiansen to reflect on last year’s acquisition of 17.5 per cent of Sauer-Danfoss shares. Please forward any suggestions for discussion topics to the editorial team. 122009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=13http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=13Notes Founder’s son puts on sports clothes The guests at an event to mark Peter M. Clausen’s presidential handover in Sønderborg, Denmark, on May 5, saw the 59-year-old in a new light when he wore an ice hockey jersey. The event took place at Sønderborg Sports High School on the occasion of Peter M. Clausen’s step-down from the responsibility as President of Danfoss High Pressure Systems. From now on, he will be chairing the Bitten and Mads Clausen Foundation and the Fabrikant Mads Clausen Foundation which donate money for research and training, sports and art and culture, among other things. A wide spectrum of those who have received donations from the foundations turned up on the day, including members of the ice hockey team SønderjyskE, who handed over a club jersey to Peter M. Clausen. The club became Danish champions this year. Peter M. Clausen is the second youngest of Danfoss founder, Mads Clausen’s five children. 24-hour child care It is not an easy job to work night shifts and be a parent, but a solution has been found with the opening of a 24-hour a day kindergarten, near Danfoss Scroll Technologies’ plant in Arkadelphia, Arkansas, USA. The institution has been built using public funds, but is short of books, textbooks, boards, computers, beds and playground equipment. The Danfoss plant and the Fabrikant Mads Clausen Foundation have decided to donate a total of 17,000 dollars for playground equipment for the 6 to 12 year olds. This is the first time 24-hour child care has been offered in the state of Arkansas. In the photo, State Governor Mike Beebe inaugurates the new institution. Niels B. met with Ban Ki-moon At the end of May, Danfoss’ President and CEO, Niels B. Christiansen was among 700 business heads who took part in the World Business Summit in Copenhagen. They discussed how to make a societal shift from fossil fuels to the global use of sustainable energy. The former US Vice President, Al Gore was present – as was the UN General Secretary, Ban Ki-moon who strongly encouraged immediate action. The summit was part of the climate negotiations which are taking place under the auspices of UN and which will culminate with the climate summit, COP15, in Copenhagen in December this year. 132009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=14http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=14ARE THERE MoNKEyS iN DANfoSS AND Do THEy SPEAK ENGLiSH? Danfoss’ corporate language is English. But many of us are careless with pronunciation and do not take English terms seriously when in front of the computer. This leads to misunderstandings and extra work. By Ole Kanstrup You got the monkey. When product manager Luca Biliero in 2007 came across this sentence in a mail, he leaned back in his chair, puckered his brows and considered thoroughly what it meant – even though English terms do not generally cause him any problems. The explanation that Luca guesstimated chilled his mood below zero at lightning speed. But, first, a bit of background and then we will take a closer look at the sentence. Luca works at Danfoss in Italy. And in 2007, he was involved in a project with Danish colleagues who were developing an airconditioning valve for an Italian customer. One day, the customer contacted Luca to present some amendment proposals for the prototype. Luca knew that the changes would send the product developers in Nordborg back to the drawing board, so he immediately e-mailed them. One of the product developers forwarded the e-mail to the head of the project and added the sentence you got the monkey – and copied Luca. Now, back to Luca’s office. Here, Luca’s manager, who was also copied on the e-mail, gave his opinion as to what the sentence could mean. »He believed that the colleagues in Denmark had called me a monkey. I was hurt and angry and thought it was outrageous to refer to a colleague in such a way,« says Luca. So, he returned the e-mail to the colleagues in Denmark to explain his disappointment. This led to the second surprise that day, because a little while later the project manager phoned. »After a small parley, we laughed a lot. The misunderstanding was caused by the direct translation of a Danish idiom – which resulted in pure gibberish. Idiomatic expressions are practically impossible to translate word for word,« explains Luca adding that the employee who forwarded his e-mail only wanted to hand over the task of changing the valve prototype to the one who was in change of the project. 142009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=15http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=15You got the monkey… This is a phrase which Danes often use to say when they are passing on a problematic task. No alternative to English The person who explained the misunderstanding to Luca was Niels Damgaard Hansen. He is no longer located in Denmark, but works as a Senior Director of Operations in Danfoss, Poland. And even though the incident with Luca makes him smile, he thinks that many people take the fact that Danfoss’ corporate language is English too lightly. »If everybody spoke their own language, we would have a linguistic jungle which was difficult to navigate in. The corporate language must be taken seriously and we should do our best when using English phrases in order for colleagues from other countries to be able to understand what we are saying,« points out Niels. He adds that it is ok to speak one’s mother tongue when speaking with one’s immediate colleagues during lunch breaks. But, it is important to remember to speak English in the presence of others – and to use English when writing to colleagues. Employees who do not write e-mails in English are indirectly putting obstacles in their colleagues’ way. For often the recipient of the e-mail will forward it, if he or she does not know the answer. »Very often, I need to translate e-mails which are written in Danish before sending them on to my Polish colleagues. It’s a waste of time and it would not be required if the e-mail had been written in English in the first place,« says Niels. 152009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=16http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=16Language expert: speak clearly By Ole Kanstrup Dorte Hecter is bit of a language expert. She speaks six languages and has been an English teacher at Danfoss for almost 17 years. She has one major recommendation to employees: when you speak English, speak clearly and slowly. In her experience, most have a good grasp of grammar when they write. But they don’t take enough care with spoken English. »It’s odd, but it begins in school all over the world. Grammar is the first priority right from first grade, whereas pronunciation comes second. So, rule number one to my students is to reduce the pace. And not to skip syllables or toss around the letters,« explains Dorte. One of her favourite examples is India. The British ruled the country until after the Second World War and the Indians are being taught perfect English in school. Yet, employees from other countries must listen very carefully when speaking with an Indian. »Indians speak quick as lightning and often push the letter ”d” to the front of the mouth, so that think and that turns into dink and dat. On the other hand, they outperform other nationalities in terms of grammar,« says Dorte. She emphasises that employees of practically every nationality have problems with pronunciation. For example, Danes and Germans find it difficult to pronounce ”th”. So, many Danes say tree instead of three, and when Germans want to say the book, they say se book. Chinese, on the contrary, tend to skip syllables and say I o instead of I know. Dorte Hecter lives in Denmark, but was born in Indonesia. Her mother is German/Romanian, her father Austrian/Danish. She is fluent in English, Danish, Dutch and German and knows some Spanish and French 162009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=17http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=17English lessons worldwide China: Last year, 181 Danfoss employees received English lessons. Of them, 145 were office workers, the rest were in production. Danfoss employs a total of 2,471 people in China; so far, close to 500 have received lessons to improve their proficiency in English. In 2008, Danfoss in China spent 46,800 dollars on improving employees’ English skills. Song Jiajia, HR employee in China: »Since I am involved in hiring employees from a wide range of countries, I must be able to speak English properly. Therefore, I joined an English course at Danfoss in 2007. The course lasted three months and clearly helped improve my English – both in terms of spoken and written English. The most difficult thing about English for me is when I am speaking it with others for whom it is not their native language either. I sometimes find it tricky to understand their accent and, in turn, they most likely have problems understanding mine.« facts No global language requirements Danfoss does not have a global rule concerning employees’ English competency when considering them for different categories of jobs. It is the individual departments which define the requirements. Education & Training in Nordborg, Denmark, is one of the departments in Danfoss that carry out language tests. Each year, the department tests around 250 employees worldwide using an internationally recognised test – the Oxford Placement Test. It has a score of one to nine. And even people whose native language is English have difficulties scoring nine. Brazil: Danfoss has 137 employees in Brazil of which 44 are taking part in English lessons. Courses are open to both office workers and production employees. Danfoss in Brazil spent 86,000 dollars on English training in 2008. Pedro de Oliveira Serio, sales engineer in Brazil: »I never speak English with the customers. Like me, they are Brazilians, so it would not be natural. But, I do speak English almost every day with Danfoss colleagues from other countries and that is why I have joined an English course which runs three times a week until May next year. I sometimes find it difficult to catch the words when people speak fast. I find writing and reading English easy.« Poland: Currently, 120 employees are engaged in learning English phrases. Of these, 53 are production employees. Danfoss in Poland employs 751 people. English training in Danfoss in Poland cost 62,000 dollars in 2008. Anna Staniewska, administration specialist in Poland: »Until September last year, I worked in reception where English is spoken constantly. So I signed up for a nine-month English course. I got a lot of linguistic self-confidence – particularly when it came to spoken English. Now, I work in administration, ordering office equipment and keeping track of Danfoss’ company cars, among other things. But, I still benefit from the language boost from the course; for example, when I e-mail colleagues who do not speak Polish.« Song Jiajia, Pedro de Oliveira Serio and Anna Staniewska. 172009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=18http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=18Customer & Business Ex-prisoner sells Danfoss components In prison, Fred Fink studied to become a refrigeration and air conditioning technician – and Danfoss provided him with free reading material. Now, he says thank you – in his own way. By Ole Kanstrup To 41-year-old Fred Fink, a boyhood dream came true after he was released from his three-year imprisonment in Pennsylvania, USA, in January. He has set up his own one-man business, repairing refrigeration and air-conditioning systems. And that could turn out to be an advantage for Danfoss. Fred Fink spent his time behind bars training to be a refrigeration and air-conditioning technician and has not forgotten that Danfoss provided him with technical manuals to read, for free. ”Danfoss reacted rapidly to the letter I sent from the prison. I am very grateful for that. Most other companies did not even reply,” says Fred Fink, adding that he aims to sell Danfoss components only. Drove 200 km to say thanks So, a few weeks after he was released, he drove the 200 kilometres from Pennsylvania to Danfoss in Baltimore to learn more about Danfoss’ components – and to say thank you. And application engineer at Danfoss in Baltimore, Fred Namei, who sent the technical manuals to Fred while he was in prison, was happy to see him. He is sure that the thousands of Danfoss products will more than cover Fred Fink’s needs. ”Also, Danfoss is a socially responsible company and we should not close our doors to people who work hard to put their lives back together. But I did ask my manager for permission prior to the meeting and we would not have invited a bank robber or a violent criminal inside,” he says. Fred Fink served a prison sentence for falsifying cheques and now lives in Harrisburg, Pennsylvania, with his girlfriend. For the time being, he runs his business from home. But he expects to get enough orders to employ a few employees, once the economic crisis lifts. Set free – on February 27, Fred Fink (right) came to visit Danfoss in Baltimore to thank Fred Namei for his help. 182009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=19http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=19Working Life Danfoss’ medicine man keeps you safe If a lethal disease strikes, Danfoss has a contingency plan ready. The man with the plan is Ejgil Flyvbjerg and he is constantly on the look out for new diseases. Ejgil Flyvbjerg, Chief Physician, Danfoss, Nordborg, knows the exact whereabouts of Danfoss’ factories all over the world. He also has a good idea as to how many employees go to work every morning in each country. He is Danfoss’ own medicine man and one of his jobs is to keep abreast of where a contagious disease might be in the offing – and whether it constitutes a threat to Danfoss’ employees or production. »I watch for diseases such as bird flu, swine flu or worse. Because if such illnesses break out, with deaths in its wake, it would be a graver situation for Danfoss than the financial crisis,« says Ejgil Flyvbjerg. Consequently, he uses the internet on a daily basis to check various medical networks for disease developments. He is also in touch with medical colleagues around the world and would not hesitate to phone health authorities, if he felt there was a need for detailed information about a given disease. How Danfoss would react If a hazardous disease, such as influenza, stirs, the Danfoss doctor has a contingency plan ready. In proportion with the aggressiveness of the outbreak, Danfoss would introduce travel restrictions, offer treatment using appropriate medicine and introduce health checks following travels to affected countries. It might also be necessary for Danfoss to implement emergency production in affected areas. But, what to do if the influenza mutates to an ultra-contagious, lethal variant which spreads to the whole world? In such a case, according to Ejgil Flyvbjerg, there would not be much more to do than comply with the authorities in the countries where Danfoss is operating. »But, there are many stages before the worst-case scenario where we can make a huge difference,« he points out. By Ole Kanstrup facts The needles on Ejgil’s world map indicate where Danfoss has a factory or a sales office. Ejgil Flyvbjerg began as a factory physician in Danfoss, Nordborg, in 1982. Today, he is a Chief Physician for Danfoss and took part in the preparation of the strategy which provides health offers to employees throughout the Group. 192009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=20http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=20Notes first major Co2 order in the bag Photo: Jan Korsgaard Danfoss in World Championship in ice hockey Several times during the World Ice Hockey Championships in Switzerland, the cameras zoomed in on Danfoss’ logotype. Danfoss sponsors the Danish national ice hockey team and all the players wore helmets and jerseys with Danfoss’ logotype placed squarely at the front. In the final match, on May 4, the national team underlined that Denmark is still among the best on the rink. The players won by 5-2 over Austria securing Denmark’s position among the A-nations. With an order for 2,500 CO2-cassettes, to be used in Coca-Cola refrigerators in Europe, Danfoss in Flensburg has made a long awaited break-through. The refrigerator manufacturer Liebherr ordered the cassettes and the first were delivered in March. Throughout early summer they will be installed in Coca-Cola’s soft drink refrigerators in, among others, supermarkets and local shops across Europe. Karsten Vinther, Vice President of Systems & Assemblies in Flensburg, describes this as a major step forward for CO2 technology in Danfoss. The refrigerant CO2 is not as polluting for the atmosphere as conventional refrigerants. Coca-Cola has announced that within three years, the company will install CO2 cassettes in almost 100,000 of its refrigerators worldwide. Virtual mass meetings Danfoss Refrigeration & Air Conditioning Division has begun to organise virtual meetings on a large scale. In March, the business area Danfoss Industrial Automation held the first of its kind with the area’s 227 employees. Soon after, Danfoss Refrigeration followed suit with two identical virtual meetings in which all employees were able to participate, irrespective of time zones, in the discussion on how to deal with the current financial crisis. Most recently, RA leaders have met in a virtual forum – which saved time and money. The virtual meetings make it feasible to meet more often and employees have the opportunity to get the management’s answers to any questions they may have. 20 Hooked on green benefits Less metal is being scrapped in Mexico thanks to newly designed paint hooks used in the drier filter production – a benefit to both the environment and the economy. When a drier filter needs to be painted it is hung on a hook, which is only used once before scrapping. Because the hook is now made up of two pieces it can be disassembled and the production staff in Mexico now only need to scrap a small part of it. This generates less metal waste, which, in turn, leads to financial and environmental advantages. In fact the annual financial gains amount to approximately 55,000 euros and it is also worth noting that there are fewer kinds of hooks required. These improvements were obtained as a result of a local DPP project. In the photo is Maria Rita Del Roble Ramirez.2009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=21http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=21Zhanna is the guardian of SAP By Ole Kanstrup When Zhanna Polyakova, internal controller at Danfoss, Ukraine, visits a restaurant or goes to the cinema with her colleagues, it’s always her who reserves the table or books the tickets. Because this quarter’s Values Ambassador is a structured, devoted kind of person. »The thought that we might not get tickets or good seats because we are late is almost unbearable to me. Things that need to be done must be done properly and in good time,« she says. Zhanna has the same attitude when she arrives at her office each morning. As an internal controller, it is her job to make sure that everything that is entered into Danfoss’ electronic accounting system, SAP, is correct. And it is quite a task to keep track of hundreds of various account numbers and other customer and supplier information entered into the accounting system. If the information is not correct, the suppliers will not be paid in time or payments from customers go to the wrong Danfoss accounts. Still, Zhanna’s manager, Nataliya Batina, who is the manager of Danfoss Global Services in Ukraine, sleeps well at night. »Zhanna spots every error. She is incredibly methodical and never postpones things to the last minute. I guess you could say that she is the guardian of accounting information in our SAP system,« says Nataliya. She adds that the colleagues do not see Zhanna as a strict disciplinarian, even though it is her job to check what others enter into the SAP system. Carrot instead of whip For it is not Zhanna’s style to come barging in and scold should her colleagues have entered the data in the wrong place. »No-one makes mistakes on purpose, so there is no point in wasting one’s energy on scolding. If I correct an error with a smile and give a good explanation, it makes people want to do things right the next time,« explains Zhanna. Zhanna Polyakova has been in Danfoss since 1998. She is 37 years old and lives in Kiev with her husband and two children. Photo: Nataliya Batina Each quarter, the Danfoss Executive Committee appoints a Values Ambassador. This time, it is internal controller Zhanna Polyakova, Ukraine. 212009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=22http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=22Customer & Business … And I must recognise that ” I am more interested in engineering than going to meeting with customers … “ SeCoND plaCe Jens Møller Jensen had been fighting for his idea to be implemented by Danfoss. When he finally succeeded, someone else took charge of its development. At first, he was disappointed but today he is happy about it. By Niels Chr. Larsen Jens Møller Jensen had his revolutionary idea in 2003, while having a beer on a bench in Nürnberg, Germany. This year, at the Hannover exhibition, Danfoss IXA A/S presented its sensor for the measurement of ammonia and other harsh gases in pig farms, among other things. In between Nürnberg and Hannover lies a story which could be rather educational for innovative entrepreneurs – and for Danfoss too. Jens Møller Jensen’s experience shows how much fighting needs to be done in a large organisation in order to get to the goal line. It is also about accepting that you will not necessarily take charge of your idea, even though you have been fighting for a new business area around the clock for years. A bitter pill Let us look at the last first. When the Executive Committee finally had said »go« to the further development of the sensor, Jens Møller Jensen was told that he would probably not be the President of the company. »That was difficult to accept. I think that most dream about being in charge throughout it all.« But, when he was honest with himself and considered the theories on innovation which interest him most, he had to recognise that it was the right decision. Usually, it is not the inventor who is in charge of successful companies and this is simply because he does not have the right focus. His or her focus is on technology and development and is not sufficiently geared towards sales, points out Jens Møller Jensen. »And I must recognise that I am more interested in engineering than going to meetings with customers. In fact, I am not an efficient communicator and I easily get impatient with people who don’t understand what I am trying to say.« Today, Jens Møller Jensen is the Technical Director and CTO, and had the final say in the hiring of the President of the company, Henrik Gedde Moos. Possible – though only in theory So this was the first lesson to be learnt from the story. The second was that you must undergo much and fight hard as an inventor, if your idea is not immediately obvious to Danfoss. Having said that, it has become easier over the past years, of that Jens Møller Jensen is convinced. 222009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=23http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=23facts The IXA sensors measure the infra-red energy absorbed by different gases on certain wave lengths. The amount of absorbed energy is a measure of the gases’ concentration. Unlike all other sensors, the IXA sensors have a patented optical measuring principle which has the effect that the measurement is not dependent on unwanted variations of the infra-red energy. This makes them much more reliable. The IXA sensors are manufactured using state-of-the-art nano materials which prevent the sensors from being polluted and, at the same time, improve the optical characteristics. This means that the sensors be used out in the air instead of in a measuring chamber and can be produced as hermetically sealed units. As a result, they can be applied in very polluted environments where other sensors would not work. For example, if used in conjunction with climate controls, the sensors can help save around 20 per cent on the energy consumption of an average pig unit or garden centre. Having finished his beer on the bench in Nürnberg, he described his idea to the micro-technology team, which belongs to the Technology Centre, but they picked holes in it because, in his own words: »You can’t do that.« »It is not feasible.« »It is impossible.« Jens Møller Jensen did not give up, though, and after a while he got a new message: »It is feasible in theory – but not in practice.« At the time, he worked with Electronic Technology Strategies in the Danfoss Heating Division – particularly focusing on indoor climate and sensors. The team’s overall challenge was: what should Danfoss be good at in five, ten years’ time? And he was fully convinced that air quality and the measurement of air quality would become an essential area. So, he put more effort into the project, worked on it constantly and, in 2005, he obtained a patent and made a working prototype. »But still, no one would really rise to the bait. No business area wanted to utilise it. Then, at the end of 2006, divisional President Nis Storgaard gave me one year to further develop the project.« Many murder attempts and few backers And then, in 2008, he started to work with Danfoss Ventures, which considers promising projects that do not naturally belong to any of the three divisions. From that point, things went smoothly – with the support of Danfoss top management. Six months ago, he obtained 1.5 million euros in support from the Danish National Advanced Technology Foundation. That was the first time Danfoss had obtained this kind of funding. And on April 1 this year, Danfoss IXA A/S was set up. »No one really wanted to take on the project and with these kind of projects there are generally some attempts to murder them. Usually, there are more people who would prefer to shut them down than support them,« he says, while also recognising that more people than before accept that it is not possible to create cutting-edge technology, if you only work on a short-term time frame. »So Danfoss has improved and there is increased focus on the fact that we have to prepare ourselves for the future – in addition to focusing on next year’s bottom line.« 232009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=24http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=24world climate map Danfoss on the Danfoss is in the thick of it when the world’s attention focuses on climate in Copenhagen this December. 242009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=25http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=25When heads of government, climate experts and specialist organisations meet at the UN’s climate summit, COP15, in Copenhagen this December, they will no doubt come across Danfoss’ name. A total of 15,000 people are expected to visit Denmark’s capital to discuss, listen to and reach consensus on a new declaration which obliges countries worldwide to reduce their emissions of CO2. And Danfoss has decided to present technologies and information that they believe will help to alleviate the global climate problems. During the climate summit an exhibition called Bright Green will be open to everyone. It will take place in the centre of Copenhagen, is organised by Dansk Industri (The Confederation of Danish Industry) and Danfoss is the main sponsor. During the course of 2009, so-called Energytours will be available. They are special offers to visit companies and projects that deal with energy-efficient technology in Denmark. The tours are organised by Danish embassies around the world. So far, a Serbian TV crew popped into Danfoss in Nordborg, and a team of Chinese journalists will arrive in July. Torben Fich, project director, can offer an overview of the activities that Danfoss are involved in. »We are on home ground and want to use the shop window offered by the summit and the events during that week. We can showcase our climate-friendly solutions and, through actual examples, show how Danfoss has the solutions to many of the existing climate problems. Our products can help save energy and CO2. So the fact that the world’s environmental eyes are on Denmark gives us a home ground advantage that we should exploit.« And yet another window is open to the world outside Denmark: energymap. dk, a Danish website which presents energy and climate technologies that each contributes differently to the fight against climate change. The purpose is to establish contact between Danish and foreign players in the field of energyfriendly and environmentally-efficient climate technologies. Danfoss has uploaded several examples of its energy solutions on the site. Danfoss is also the main sponsor of the Climate Consortium, a public-private partnership which aims to strengthen the knowledge of Danish companies’ competencies and products in climate and energy in the period until COP15 in Copenhagen in December. By Lene Ilsøe Nielsen The exhibition Bright Green is open to all on December 12 and 13. http://www.brightgreen.dk/ The conference Nordic Climate Solutions will take place on September 8 and 9 and will focus on energy, transport and climate change. Participants include the three Nordic Prime Ministers and executives from industry and the corporate sector, who will discuss energyfriendly products ready for launch on the market. http://www.copenhagenclimatesolutions.com/ Together with two other Danish companies, Danfoss is the main sponsor of the Climate Consortium. http://en.cop15.dk/ EnergyTours is a visiting facility for foreign guests who have a special interest in climate and energy-related technologies and solutions. http://www.energytours.dk/ Energymap is a Danish website that features Danish energy and climate technologies. http://www.energymap.dk As the main sponsor of the Climate Consortium, Danfoss has the right to use the official logo of COP15. facts • The UN’s Climate Conference, COP 15, will be held from December 7-18 in the Bella Centret in Copenhagen. The target is to enter into an ambitious and global climate agreement for the period after 2012, when the Kyoto agreement expires. COP is short for Conference of the Parties. • The Danish Ministry of Foreign Affairs estimates that between 12,000 and 15,000 people will take part in the summit – 4,000 delegates, 5,000 NGOs, 2,500 journalists and many ministers and public servants from a total of 192 countries. Furthermore, NGOs are expected to focus attention on key issues around Copenhagen. 252009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=26http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=26Danfoss keeps the screen clean More than half of the world’s flat screens come from Korea. Many are manufactured by LG/Philips and the pump from Danfoss High-Pressure Systems (Nessie) has secured a solid position in the screen cleaning part of the production process at the major screen producer. Danfoss entered the market three years ago and has since sold 300-400 pumps to LG/Philips. The advantage of Danfoss’ pump is that it pumps at a higher pressure than that of the competing products. It washes using 100150 bar, compared with the previous models which operated at 40-50 bar. This has reduced the washing time by more than half. At the same time, the pump has a prolonged working life. When producing LCD screens, DI water is used, which is demineralised and ion exchanged water. The water is void of minerals and the lubricating features of the water are by and large non-existent – which results in high friction. However, the surface of the Danfoss pump has been altered in such a way so that it does not wear. It is a 24-hour production and Danfoss’ pump can be operated for 8,000 hours – or one year – without needing a service. Currently, the High-Pressure Systems pump is being tested at Samsung which covers almost all of the remaining production in Korea, and Jens Bjerregaard, Global Segment Manager, expects net sales to increase by five times next year. »It’s a huge market. In modern cars alone, there are five LCD screens.« Next generation, OLCD screens, will be much thinner, more flexible, have improved resolution and consume a lot less electricity. They will require the same washing processes. facts The screens are typically 2.5 x 3 metres and are subsequently cut to fit. They consist of a glass plate which undergoes a long range of processes during which different kinds of layers are added; finally, they are sealed with one more glass plate. Even small particles of grease, oil or wear particles from the pump can ruin the production. The amount of grease on screws must, therefore, be reduced to a minimum. A filter removes the tiny wear particles. 262009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=27http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=27Notes large order for holiday camp at legoland No one at Danfoss company Gemina Termix had any idea how things would develop when the supervisor at the heating plant in Billund – the home of Lego and Legoland – ordered 100 district heating sub-stations. It rapidly turned into 1,500, which are set to be mounted in the 1,500 holiday houses being constructed in Billund by Parken Sport & Entertainment. The first 500 houses were transferred to the owners in the spring. In addition to the houses, the holiday complex consists of a 40,000 square metre area including, among other things, a tropical water park, an indoor mini-golf track, play centre and bowling alleys. A green light in Poland Danfoss’ factory outside Warsaw has become part of the European GreenLight Programme, which is run by the EU Commission. The programme aims to reduce the energy consumed by lighting and, consequently, the emission of CO2. By joining the programme, its members commit themselves to modernising their lighting. This is exactly what Danfoss has done in a new production facility at the factory in Grodzisk Mazowiecki where modern lighting frames with electronic elements have been installed. The fluorescent lamps used in this system are characterised by high energy efficiency and low CO2 emissions, and they carry a green logo because they do not contain lead and their sulphur content is low. Wholesalers trained to find new customers In just three months the Indian wholesaler Ishwar Trading has increased its net sales by four per cent as a result of closer cooperation with Danfoss’ Indian sales staff in the Danfoss Refrigeration & Air Conditioning Division to identify new customers and maximise the potential of existing ones. Danfoss’ sales staff train the wholesalers’ employees in sales potential and once they have identified new potential customers, they share them so that the wholesalers deal with the small and medium-sized ones, while Danfoss deals with the direct service of major customers. In this way the wholesaler and Danfoss ensure optimum service while incurring as few costs as possible. The project was launched under the Danfoss Sales Program, which is set to increase sales in Danfoss. In the photo is Akash Varma from Ishwar in Mumbai. 40 under 40 Jeff Staub, Application Engineering Manager for North America, has been nominated to receive the prize 40 under 40, which is presented by ConsultingSpecifying Engineers magazine. The prize is awarded to 40 engineers in the building sector – who are all under the age of 40. The magazine is one of the leading professional magazines within the ventilation, heating and air conditioning sector. In order to be nominated, candidates must have demonstrated strong leadership skills, among other things. 272009-06-15T10:44:40+02:00http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=28http://danfoss.ipapercms.dk/danfoss/newsletters/globaldanfoss/uk/2009/globaldanfossno32009/?Page=28Danfoss around the world China China gets technology centre The technology centre, which carries out material tests and analyses in Danfoss’ headquarters in Nordborg, now has a global scope. The centre has opened a department in Wuqing in China, where Danfoss has several factories. Technology Centre China (TCC) employs eight people and is set to support Danfoss with the sourcing, production and development in China. The centre offers testing within ten areas and is 600 square metres in size. Global 40.2 million euros in five years Since its beginning in December 2003, the Danfoss Productivity Program, DPP, has yielded a bottom line profit of 40.2 million euros. Figures recorded for all completed projects show that productivity has increased by 28 per cent, the machine capacity has increased by 27 per cent, and stocks are reduced by an average of 30 per cent – measured over the 16 weeks of intensive work, which is how long a DPP lasts. In all, 88 projects have been carried out and 81 projects have been run by local factories. In the first year – 2004 – the DPP resulted in savings worth 1.3 million euros and this figure has increased gradually, resulting in 14.7 million euros. England A flat in Arsenal’s stadium A little piece of history could now be yours with the chance to buy a flat that has a view of the pitch where players like Fabregas, Vieira and Bergkamp showed their magic with a football. Highbury Stadium, Arsenal’s former home ground in London, is currently being redeveloped and Danfoss is supplying district heating installations to the 719 flats being built. The flats, which are being constructed in Art Deco style both in two of the old grandstands and in two more recent grandstands, are situated around the old pitch which will be a shared garden. The photo is from the last match in the old stadium in May 2006.2009-06-15T10:44:40+02:00