Annual integrated report
on our economic, environmental and social performance
2010-2011
In a nutshell Company name: Grundfos Manufacturing Hungary Ltd. Founded: 2000 Owner: Grundfos A/S Sites: Tatabánya (plants GMH1 and GMH2), Székeshehérvár (plant GMH3), Biatorbágy (Distribution Centre). Main products: electric motors and pumps
Factual data o f G ru n d fos M an u factu ri ng H u ngary Ltd (2011)
gma
GMH1
GMH2
GMH3
GMHD
grundfos city
Common functions
Tatabánya
Tatabánya
Székesfehérvár
Biatorbágy
Tatabánya
928
449
485
29
Opening
2000
2002
2007
Turnover (2010)
24 214 million HUF
40 790 million HUF
Size
20 000 m2
Operation
Location
Headcount
Key products
tc
r&d
Tatabánya Székesfehérvár
Székesfehérvár
Székesfehérvár
6
99*
8
39
2009
2007
2001
2008
2007
32 579 million HUF
12 511 million HUF
N/A
N/A
N/A
N/A
12 000 m2
24 000 m2
3000 m2
700 m2
N/A
300 m2
800 m2
Motor- and component production
Pump assembly and pump component production
Pump assembly and component production
Warehouse and distribution
Training Hospitality
Finance, HR Technical Functions Customer / Supplier Relations
Design and construction of hydraulic testing
Product Eng. for GMH and other Grundfos plants
MG/MGE MS OEMmotors
TP NB/NK SE/P/G SL/DW
AP/KP MT (SPK) CH/CM CR
N/A
N/A
N/A
N/A
N/A
GMH1: Motor plant Tatabánya; GMH2: Pump plant Tatabánya; GMH3: Pump plant Székesfehérvár; GMHD: Distribution Centre Biatorbágy; TC: Technology Centre; R&D: Research&Development; MG/MGE: norm and frequency converter electric motors; MS: motor for submersible pumps; TP: in-line centrifugal pumps; NB/NK: single-stage norm and block pumps; SE/P/G: sewage grinder pumps; SL/DW: submersible effluent pumps; AP/KP: submersible drainage pumps; CH/CM, CR: centrifugal pumps; MT (SPK): immersible pumps for machine tools * (without the headcount of TC, R&D and Grundfos City)
Table of Contents
Table of Contents
Table of Contents 1 Table of Contents 2 Introduction 3 About the report 4 Responsibility in corporate culture • Our philosophy: be think innovate • Grundfos Purpose • Grundfos Values • “You are a leader only if you are followed” – Grundfos Leadership Principles • Code of Conduct
2 4 7 9 9 11 11 12 12
5
Sustainable 13
• • • •
Sustainability in strategy Management system: cooperation at group level Environmental performance Our role in local communities
6
Open and Trustworthy 27
• • •
Internal communication External communication Best Employer Survey 2011
16 18 18 25
30 32 32
7 Focused on people 33 • • • • • • • •
Human resources strategy and developments 36 Employment 37 Employing workers with disabilities, role of the social worker 39 Career planning and performance 40 Wages and benefits 44 Training and education 45 Advocacy 46 Occupational health and safety 47
8
Independent 49
• • • • •
Ownership structure 52 Corporate governance 53 Economic sustainability 55 GSS 58 Employees as shareholders 58
9
Partnership 59
• •
Our stakeholders 63 Partnerships 65
10 Relentlessly ambitious 69 • • • • • • • • • •
Our 10th anniversary in 2010 72 Strategy 73 Transfers and new products 75 Technological development 75 The fourth factory is being built − GMH4 76 Business Excellence – the result: 515 points 77 GSE – Grundfos Shop Floor Excellence 78 Awards and recognitions 80 Relentlessly ambitious about future 81 The image of Grundfos for future employees 82
11
GRI index
83
“We know at Grundfos, that only responsible and innovative corporate leadership is able to succeed in any organization. Thus, it is essential to articulate all this to our employees, partners and customers and to present the efforts we made for sustainability and the achievements of the last two years.” A G r u n d f o s M ag ya r o r sz ág f ő b b a data i
gma
GMH1
GMH2
GMH3
GMHD
grundfos city
közös funkciók
Helyszín
Tatabánya
Tatabánya
Székesfehérvár
Biatorbágy
Tatabánya
Tatabánya
Létszám
928
449
485
29
6
99*
8
39 2007
tc
R&D
Székesfehérvár
Székesfehérvár
2000
2001
2007
2009
2007
2001
2008
24 213 515 HUF
40 790 092 HUF
32 579 418 HUF
12 511 264 HUF
N/A
N/A
N/A
N/A
Méret
20 000 m2
12 000 m2
24 000 m2
3000 m2
700 m2
N/A
300 m2
800 m2
Tevékenységek
Motor és komponens gyártás
Szivattyú összeszerelés és komponens gyártás
Szivattyú összeszerelés és komponens gyártás
Raktár Elosztás
Oktatás Vendéglátás
Pénzügy, HR Műszaki igazgató Vevői/ Beszállítói kapcsolatok
Hidraulikus teszterek tervezése és kivitelezése
GMH és más Grundfos gyárak részére terméktervezés
Kulcstermékek
MG/MGE MS OEMMotorok
TP NB/NK SE/P/G SL/DW
AP/KP MT (SPK) CH/CM CR
N/A
N/A
N/A
N/A
N/A
Megnyitás
Forgalom (2011)
GMH1: villanymotorgyár Tatabánya; GMH2: szivattyúgyár Tatabánya; GMH3: szivattyúgyár Székesfehérvár; GMHD: Elosztó központ Biatorbágy; TC: Technológiai központ; R&D: Kutatás és fejlesztés; MG/MGE: normál es frekvenciaváltóval egybeépített villanymotorok; MS: Búvármotorok búvárszivattyúkhoz; TP: száraztengelyű keringetőszivattyúk; NB/NK: egyfokozatú norm-, és blokkszivattyúk; SE/P/G: szennyvízszivattyúk; SL/DW: merülő szennyvíz- és építőipari szivattyúk; AP/KP: szennyvízátemelő szivattyúk; CH/CM, CR: centrifugálszivattyúk; MT (SPK): centrifugálszivattyúk szerszámgépekhez
* (TC, R&D és City létszáma nélkül)
It has already been two years since our first sustainability report was published. Our initial plan was to come forward with a comprehensive publication in every two years, but the year of 2010 just happened to be so eventful, that an additional short summary was released in the following year, featuring the most important activities and accomplishments regarding sustainability in 2010. The reference period of the present report includes the years of 2010 and 2011 and it also aims to display the accomplishments of GMH about the contribution to the sustainable development of our company. Considering the fact that the years in question proved to be decisive regarding the development and social responsibility of our company, this time we intended to create a report with a broader spectrum and integrated approach. Our current and future employees, our suppliers and partners, furthermore, the social environment of Tatabánya and Székesfehérvár were defined as primary target groups of this report. All the opinions and expectations of our employees and external partners were heard prior to the creation of this summary, therefore, the basic characteristics and themes of this report were determined by these feedbacks. Basically, the years of 2010 and 2011 were spent dealing with the financial crisis. In this challenging time, when the attention of the world had shifted from environmental impacts to the performance of financial markets, Grundfos managed to maintain and even to increase its performance from every aspect. We are convinced that the route to success leads through sustainability. Therefore, this must be the foundation for all of our activities.
-33% The work safety is a truly indispensable element of every great workplace – there were plenty of improvements in the last two years regarding this aspect. Although, accidents that result in loss of working time occasionally still occur, our aim is to keep them down as much as possible. As the first step, we targeted to fall below the rate of 10 accidents/10 million hours from the previous level of 15 accidents/15 million hours. This objective had been fulfilled by the beginning of 2012.
3|4
László Török, General Manager
Introduction
Introduction
+50%
Between 2010 and 2011 the revenues of GMH had increased from 72 billion HUF to 111 billion HUF, which is equal to a 50% growth. Besides the CR transfers the primary catalyst of the growth was the introduction of new products. Furthermore, there was significant increase in the sales of the current products. These achievements mean that our efforts to develop the efficiency and to gain the trust of the owners and the customers proved to be fruitful. Yet the most significant accomplishment of 2011 was certainly the decision that resulted in the commencement of construction of our fourth factory in Székesfehérvár.
+17% In connection with the increased scope of tasks, the number of our employees had grown by 17%. In the last two years their average number had increased from 1621 to 1897.
+12% During the last two years our productivity had increased by 12%. Increasing productivity and maintaining competitiveness had been defined as major goals for the Hungarian manufacturing company. In order to achieve this, we adjusted our organizational structure according to our strategic goals. We achieved great success with the Grundfos Shop Floor Excellence program (GSE) in financing working capital and increasing productivity.
-50% One of the most important aims of this report is to present GMH as a company where the modern technologies and job stability are provided for the professional development of our employees. It is clearly apparent from the employee satisfaction index that we gained success also in this field. At Grundfos we always place high emphasis on employee commitment and motivation. It fills us with pride that the migration rates had decreased by 50% in the reference period (from 20% to below 10%).
Of course, it is seriously challenging for a Hungarian company to approximate the usual Danish standards, but we continue to do everything we can to improve significantly. We believe that this is also an indispensable factor of the job stability, the growth and the constant development, so at the same time it is essential for sustainability. In 2011 GMH adopted the objectives of the Group. We analyzed how our corporate values connect us, all the employees of GMH and our environment. We also examined, whether our values reflect the mindset and language of our employees. In 2011 our Leadership Principles was also introduced. In our interpretation great leadership in Grundfos makes it possible to successfully deliver on short term commitments while contributing in building the Grundfos of the future – which is an essential element of sustainable development. The Code of Conduct was renewed last year and has a more and more important role to play. Therefore, the range of signatories were broadened: it carries now the signatures of every local senior manager, not only of the Group Management. However, business ethics is indispensable not only for leaders. Every employee must be aware of the ethical boundaries, of how to proceed in certain cases and how to ask for help when facing any dilemmas. We know at Grundfos, that only responsible and innovative corporate leadership is able to succeed in any organization. Thus, it is essential to articulate all this to our employees, partners and customers and to present the efforts we made for sustainability and the achievements of the last two years. Besides the measurable results as outlined above, plenty of unique and exemplary initiatives were launched in the last two years. This includes our charity activities for aiding the people affected by the Haiti earthquake, the red sludge disaster or the Kenyan drought – beyond the company support there was also financial aid coming from employee collaboration. This is what we consider employee responsibility! We increased the number of our employees with disabilities within TÁMOP program. We even employ a full-time social worker which is supposedly unique in this field of industry.
Introduction
We made significant steps towards the local suppliers. The rate of Hungarian suppliers had already exceeded 20%, but to further improve this aspect the Supplier Excellence Program was introduced and a joint development program was launched with our suppliers. All these achievements and activities frame our intention to reduce CO2 emission. Despite the significant economic development in the last few years, we managed to keep the CO2 emission below the level of 2008. This fact clearly proves that it is possible to succeed in business and at the same time to pay attention to sustainability considerations. We believe that our performance must be comparable to other Hungarian companies, therefore, we used the GRI G3 Guidelines, basic values and indicators. Our report was prepared to fulfill the requirements of the ‘B’ Application Level. Our first report was not certified by independent party, though, we tried to meet the general expectations of the certification process. This time we did measure ourselves. Considering the fact that one of our primary target groups is our employees, we asked the Workers Council (elected by them) to comment the report and to verify its data and information. I have high hopes that with this summary we successfully present our efforts for sustainability to all stakeholders. I wish pleasant reading to everyone!
Tatabánya, 24th August 2012 László Török General Manager
About the report The comprehensive reports made in every two years by Grundfos Manufacturing Hungary Ltd. (hereinafter referred to as GMH) explicate the company’s performance in the given period, focusing particularly on economic, environmental and social fields. This next report, published in 2012 complies with ‘B’ Application Level of the GRI Guidelines. Its reference period spans the calendar years of 2010 and 2011. Since 2010 happened to be quite eventful regarding social responsibilities, an additional short summary was published in the following year.
This year we made remarkable progress regarding report preparation process. Focusing on our primary target groups (current and future employees, suppliers and partners) a targeted survey was made to have better picture about the opinions and expectations concerning the content of this report. The questionnaires were filled in by 537 people in total. 396 of them are current employees – that is equivalent to 20.8% of the total number of employees, our aim was to involve more than 20%. Amongst the submitters there were also 66 suppliers, 31 students (potential future employee) and 44 other stakeholders. 31; 6% 2; 0%
17; 3% employee
2; 0%
supplier
8; 2%
family of employee
3; 1%
NGO
66; 12%
media industrial park professional affiliations student 396; 74% Figure 1. – Distribution of survey respondents about sustainability report
The members of our target groups uniformly emphasized the necessity for integrated presentation of the economic and environmental performance data and the accomplishments regarding employees and local communities. Therefore, we aimed to outline the fundamental relationships and to present our performance in detail. (From this point of view, this document rather reminds to an annual integrated financial and sustainability report.)
1- not at all 5- very
240
GMH is a part of the Danish Grundfos Group, therefore, some values and regulations from group level will be presented in this report. However, all the performance data concern only GMH.
192 144 96 48
1
2
3
4
5
Figure 2. – Importance of the Triple Bottom Line focus
About the report
Two parallel initiatives were launched to define the focus topics of the report. On the one hand, we asked our stakeholders by the above-mentioned survey to determine the most important topics for themselves from the GRI Guidelines regarding sustainability reports. On the other hand, we asked our people, who were involved in the report preparation process, to define the most significant accomplishments and activities of the last year. The topics and their weighting were defined by the combined output of the two procedures.
The performance indicators are typically based on measurements. The exceptions with the indication of source can be found by the relevant data. There are no re-statements or data modifications comparing to the contents of previous reports. The scope, boundaries and measurement methods of this report are identical to the previous ones. The certification process we applied is considered trustworthy by the members of our primary target group, namely our employees: this report is verified and commented by the Workers Council (ÜT). Their statement can be found at the end of this document.
Figure 3. – Themes considered most important according to our stakeholder survey
ECONOMIC PERFORMANCE
ENVIRONMENTAL PERFORMANCE
balance sheet
materials
role in local economy
energy
procurement
water
costumers, market presence
biodiversity
state subsidies
emissions to air
business ethics, corruption
climate change
legal compliance
wastewater
other
waste 0
74
148
222
296
370
444
soil, groundwater product environmental footprint
environmental footprint of distribution legal compliance other
INTERNAL SOCIAL PERFORMANCE
60
120
180
240
300
7|8
0
headcount, fluctuation
EXTERNAL SOCIAL PERFORMANCE
benefits equal opportunities, diversity performance evaluation, career occupational health and safety
partnerships, 259
training and education
local citizenship, 42
legal compliance union, workers council other, 22
human rights child labour compulsory labour
donation, sponsorship, 216
other 0
69
138
207
276
345
414
in corporate culture
Responsibility
Our philosophy
Since the foundation of Grundfos, sustainable development and social responsibility have always served as fundamental cornerstones for our corporate philosophy. It is truly exemplified by the fact that our goals and values are strongly connected to the basic principles of responsibility and sustainability. These considerations are also clearly expressed in our Innovation Intent and medium-term strategy.
Grundfos Purpose Grundfos Values Leadership Principles Code of Conduct Our philosophy: be think innovate While examining the history of Grundfos Group it is easy to realize that only innovative and responsible corporate leadership can lead an organization to real success. We consider important to articulate this comprehensively to our partners and customers, therefore in 2001 the essence of our philosophy was summarized in three words.
Responsibility in corporate culture
Strategy GMH 2010-2012 Customer Focus - Non trade Financial
Customers
Processes
Growing business
Satisfied customer: GMH as the first choice
Effective translation of customer needs to GMH organization
Globalization Enlarge business through competence development and cost efficiency
GMH is the most competent partner
Leading in supply chain processes
Operational Excellence
Sustainability
Reduce Operational Cost to increase competitiveness
Save energy for competitive and sustainable operation
GMH supplies World Class quality products and provides on-time service
GMH inspires and contributes to our sustainable profile and results
Create an optimized and agile supply chain to reduce process waste
Continuously optimize energy reduction related processes throughout the entire supply chain
Document and Implement information and knowledge management
Develop and Maintain knowledge and awareness about sustainability
Driver for global NPI Transfer, Technology
Development and Learning
Define and ensure contribution on all levels to improve CRM function
Continuous development of globalizationrelated competences
Innovation Intent
Be (Be responsible) Think (Thinking ahead) We cherish those who take initiatives in high esteem. We are deeply convinced that the key to mutual success lies in the employee responsiveness for innovation. We need committed employees and progressive thinking to find the best solutions. We think first and then act.
Innovate (Innovation is the Essence) It is our responsiveness for innovations that make Grundfos unique. We constantly seek for new solutions and answers to the ever-changing demands of the market. We face challenges bravely and are never afraid of taking initiatives.
9 | 10
Responsibility is one of the fundamental elements of our philosophy and also serves as reference point for all of our activities. We are responsible for our employees and environment and not least for our customers who rely on us.
Grundfos Purpose Grundfos is a global leader in advanced pump solutions and a trendsetter in water technology. We contribute to global sustainability by pioneering technologies that improve quality of life for people and care for the planet.
Global leader means that Grundfos is acknowledged as leading actor in the pump industry by customers and competitors worldwide. We create, produce, sell and service high-quality pump solutions that set the standard in the industry. Advanced pump solutions means that we offer turnkey solutions to match the needs of customers – no matter the complexity, application or scale of the solution required. Trendsetter in water technology means that we strive to be among the first in our industry to find ways of applying new technologies to water and wastewater movement and treatment. Contribute to global sustainability means that we run our business in an environmentally sustainable way, creating sustainable solutions all the way from cradle to grave. We are committed to making a significant contribution to reduce climate impact by lowering both
our own and our customers’ CO2 emissions. We create clean technologies and solutions that reduce water use, improve efficiencies, enable end-users to lower their water and energy consumption and introduce new ways of re-using resources. Pioneering technologies means that we will invent solutions that the world has never seen before. We will expand our business into new categories and areas using our technologies in new and creative ways with our customers’ needs as the starting point. Improve quality of life for people and care for the planet means that we care about people in the growing world and that our solutions must always balance human, social and environmental concerns. We wish to enable people to provide for themselves and to provide more comfort to more people at less cost to the environment and natural resources of the planet. We are ever committed to finding solutions for the poorest in the world and for people with special needs.
Grundfos Values Grundfos is changing and developing ceaselessly, therefore, we need to define exactly what unites us, what makes us who we are. This is why we have taken a good look at our values to check if they are relevant to the business we are
running today and to ensure that they reflect the mindset and language of our current and future employees. Our revitalized values provide the foundation for Grundfos and give us specific direction in our business:
The so-called “Value Day” took place simultaneously in all companies and locations within the Grundfos Group on 20th of June 2011. The revitalized values were introduced to our employees through situational games and case studies. They also had a chance to discuss about how to translate the
values into daily work. During the workshops all the employees had the opportunity to tell their personal experiences about the values. All the stories were uploaded to the global value website, which was made accessible to outsiders in 2012: http://grundfosvalues.com/
Responsibility in corporate culture
Code of Conduct Grundfos is present in many countries worldwide, and those countries inevitably differ from the aspect of national characteristics, cultural norms and regulatory environment. These circumstances necessitated to have unified principles that draw up the appropriate business conduct for every possible case. The first Code of Conduct of the Group was released in February 2006, and ever since the managers traditionally sign it in their annual meeting. The basic values of Grundfos Group are summarized in the following topics: bribery, entertainment and gifts, fair and lawful competition, conflict of interest, confidentiality, acceptable accounting, labour rights, human rights, environment and political contribution.
“You are a leader only if you are followed” – Grundfos Leadership Principles Grundfos Group has great ambitions (explicated in detail in the chapter “Relentlessly ambitious”), and great ambitions require highly qualified and authentic leadership. They need to define the goals, prepare the plans and follow up the realization of initiatives and developments. Great leaders have to be able to motivate the employees and also to recognize great performance, but at the same time their tasks include progressive decision-making and thus to take risks. Carsten Bjerg, the President of Grundfos Group created five leadership principles which serve to translate the basic values of the company into day-to-day leadership behavior. Leadership vision In our interpretation great leaders are able to successfully deliver on short term commitments while contributing in building the Grundfos of the future. Grundfos leadership principles • You are present • You inspire passion, curiosity and joy • You empower people • You build high-performing teams • You invent tomorrow
Compliance with legislation on national and international level is considered an unquestionable requirement. It is the corporate management’s responsibility to ensure that the contracts fully comply with the regulations of Grundfos and also with the national and international rules. We rigorously oppose every ethical violation, particularly corruption. The Ethics Committee was formed by Grundfos Group in 2007. Its primary objective is to spread information about the principles of the Code of Conduct, to help with the interpretation of the regulations and to give general advice. As an independent committee its tasks include the investigations .of anonymous statements about violation of Grundfos Values.
CODE OF CONDUCT – how we practice it
The Code of Conduct was renewed last year and it has a more and more important role to play, therefore, the range of signatories had been broadened: it carries now the signatures of every local senior manager. However business ethics are indispensable not only for leaders. A practical handbook was released to help with the interpretation. It shows the way how the values can be put into practice through presenting tough situations and serious dilemmas. The handbook is available in nine languages (including Hungarian) and every employee will receive it in 2012.
ore m r e v and e e l b i s help n t o a p s h e t r in a tions s u s l e o act. s n p i s d m u i n b a e ucts imat ns its l d c u o r r e s p c o u e f nd red e mak Grund a W s os is a . f e y c d r a n u u w o r able us. G ral res d u n t u a o n sustain r save ople ety a e s i r c p e o r s u m e o o t in th re of e a l c o our cus r e k e a We t n activ . a y n e a k p a com We t e l b i s n eds. respo e y n l l l a a i i c c so th spe i w e s tho – also
“The Grundfos Blueflux motors produced on our line are important not only because they are energy efficient but also because due to high orders they provide employment. This makes us, employees feel important and secure.” Katalin Tóth, operator, GMH1
“By better utilisation of our trucks, avoiding of unnecessary airfreight, regular CO2 exhaust reports of our forwarders, and the reduction of paperwork we try to reduce the environmental impact of our freight activities.”
SUSTAINABLE
Sustainability in strategy Besides customer-focus, globalization and manufacturing excellence, sustainability is also considered as one of the fundamental elements of our business strategy. There is an expectation towards every Grundfos company to run their business as an environmentally conscious production and service organization.
Climate change – growing responsibilities for companies The climate change is one of the most serious global problems of today. The Earth’s growing average temperature is mainly caused by irresponsible greenhouse gas emissions. Grundfos has realized early that the companies have huge responsibilities in solving this issue – we were amongst the first ones who took action. There are many components of a company’s entire ecological footprint: for instance the emissions deriving from supply chain actors or employees commuting to work. We follow the CO2 emissions coming from transportation and strive to reduce it by optimizing transports. Additionally, this includes the environmental impact of electricity and gas consumptions. t 12 000
Climate strategy serves as central element for sustainability. Grundfos has aimed for no less than total carbon neutrality by applying a wide range of innovative technology and renewable energy sources. As a first step, it was prescribed to every subsidiary to measure carbon dioxide emissions from 2009, then other programs were initiated to reduce emissions. Our short-term objective is to keep the emissions of the Grundfos companies below the level of 2008. Figure 4. – Direct and indirect carbon dioxide emissions
10 000 8 000 6 000
2702 2519
2688
2650
6997
7400
2010
2011
2394 7545
5967
6117
4 000 2 000 2007
2008
2009
From electricity consumption From gas consumption
15 | 16
SUSTAINABLE
Tibor Láng, Chief Logistic Specialist, Distribution Centre
Meet the energy challenge
Products and their environmental impacts – “Meet the energy challenge now” The pumps make up 10% of the world’s energy consumption. Every plant, every enterprise and even every household uses pumps. By using energy saving equipment not only money can be saved but at the same time it also reduces carbon dioxide emissions. Originated in the design practice of the last decades pumps today are typically bigger in size and have greater reserve than necessary – it is not coincidence that the two-third of them consume 60% more energy than needed. If all the enterprises in the world changed to energy-efficient pumps, it would cause 4% energy save in the world – this is equivalent to the consumption of approximately 1 billion people. Further interesting information can be found on this topic: www.grundfos.com/energy. The European Union directives regarding energy using products are summarized in the Ecodesign directive – this regulates for example the energy efficiency of electric motors and pumps. The manufacturers and developers of the products subject to the regulations are obliged already in the design phase to reduce the negative environmental impacts of their products for the entire life cycle. Besides increasing the energy using efficiency they also need to pay attention to the recyclability of materials used during production. The recycling rate of the Grundfos pumps is around 90-98%.
As an effect of the EuP directives, motors with lower energy-efficiency will soon be forced out of the market. IE3 is the strictest one of the newly introduced categories. Currently Grundfos is considered the only pump producer in Europe whose products are normally equipped with IE3 motors. The European centre of Grundfos engine production is located in Hungary. The motors that fall under the category of IE3 are marked with the so-called Grundfos Blueflux® stickers – this indicates that the given products meet the requirements of the highest level efficiency directives, and will even suit the new demands after the next shift of EuP in 2015. Every single new generation of our products our more and more energy efficient. Grundfos also manufactures products using renewable energy (sun, wind), which can be applied in territories lacking power supply.
The following energy saving products are manufactured in the Hungarian plants: • MGE motors (with built-in frequency converter motors) • CM Pumps equipped with MGE motors: TP, NB, NK, MT, CR, In 2010, within the project called ‘Improvement of Motors’ (IOM) we examined the re-design possibilities for Grundfos MG/ML motors in order to make them fulfill the European Union requirements of energy efficiency, or even to exceed them.
SUSTAINABLE
Management system: cooperation at group level
from the Group management containing the environmental and occupational safety goals regarding the following year. The letter contains the required reduction rates for CO2 emissions, energy using and water consumption. The department heads accept the directives by signing the letter.
The Grundfos companies are independently responsible to comply with the environmental requirements and to reduce the negative environmental impacts. However in order to define the basic strategic and environmental goals Grundfos had formed its central environmental and occupational safety group (Group EHS). The unit’s tasks are composed of the follow-up of environmental and occupational safety performance of Grundfos companies, informing the management about results and coordinating the environmental projects at group level. Every year the companies receive a so-called Target Letter
In order to achieve high level of environmentally conscious operation the Grundfos Group encourages cooperation between subsidiaries. While working together the colleagues responsible for environmental protection can share their ideas and experiences with each other for the better realization of the sustainability program. For continuous compliance with the environmental requirements and permanent development of the environmental performance, we introduced the Environmental Management System (EMS) based on ISO 14001 standard in our plants from 2004 on.
Environmental performance Energy management One of the most important elements of the fight against climate change is reduction of energy consumption of the products and especially the energy used for
the manufacturing of products, as well as replacement of fossil energy resources. In all the plants of GMH, measurement of electricity and gas consumption is done by remote surveillance; therefore, we always have up-todate information. The data are registered and archived, and can be called forth any time. Thanks to our energy efficiency project, we had been able to save 2500 MWh in 2009, 2400 MWh in 2010 and 3000 MWh in 2011. 2006
2007
2008
2009
2010
2011
Electricity (MWh)
13 041
17 602
22 257
18 043
20 641
21 829
Electricity (GJ)
46 948
63 367
80 125
64 955
74 308
78 584
Gas (GJ)
39 316
44 903
48 168
42 674
47 527
46 806
Total energy consumption (GJ)
86 263
108 270
128 293
107 629
121 835
125 390
17 | 18
Energy consumption
Table 1. – Energy consumption
Despite the fact that the increasing production volume resulted in a yearly 6% increase in the related energy demand since 2008 we managed to keep electricity consumption below planned level. Major part of our gas consumption originates from seasonal heating demands, nevertheless, there are other big energy consuming equipment and technology units (e.g. powder coating and cataforetic coating) in our plants. We managed to reduce heat loss, and consequently gas
consumption by time programming and optimization of the air handlers. A low power (55 kW) condensing boiler was installed for domestic hot water supply in the plant in Székesfehérvár, and thus, shutdown of the high performance boiler during summer significantly reduced consumption. Moreover, a heat pump was installed to the technological cooling system, which helps to preheat water through the utilization of waste heat. Due to these measures, gas consumption in the plant in Székesfehérvár fell back to one-fifth in the summer period.
GMH
In order to accomplish our climate strategy a comprehensive energy reducing project was launched in 2010. The team of experts (e.g. facility management and environmental engineers, building technicians) is responsible for fulfilling the goals regarding the reduction of CO2 emission and energy consumption. While executing our comprehensive program first we sought to explore and minimize our energy loss. In 2010 and 2011, via modifications in production and building engineering technologies, the energy loss was essentially terminated. With various technical solutions we finally managed to significantly reduce our energy consumption.
GMH Target GBJ Benchmark
120 100 80 60 40 20 2008
In 2011, the energy use of GMH was reduced by 8.5% (approximately 3 000 000 kWh), which on the other hand resulted in less CO2 emission (by 870 t). Ergo we managed to accomplish the targeted goal of keeping the energy consumption below the level of 2008, even if the energy demand of GMH was increased by 6% in 2011.
2009
2010
2011
Figure 5. – Electricity consumption index (base year 2008)
GMH GMH Target
At the end of 2011, with the involvement of Group EHS and an international expert company (COWI), an energy screening was conducted concerning all the three plants. During this process additional opportunities were explored for energy consumption savings (equal to 464 000 kg CO2 emissions). In 2011, a method of energy screening for production facilities was created in order to find additional ways of reducing energy consumption. The so-called Energy Value Stream Mapping was launched in 2012. We have been investigating the possibility of using renewable energy sources both for facility elements of the production halls (heating and cooling, hot water production) and for production lines as well. In 2011, heat pumps were installed in GMH3 in order to produce domestic hot water, while GMH2 was equipped with solar collectors.
120 100 80 60 40 20 2008
2009
2010
Figure 6. – Gas consumption index (base year 2008)
2011
SUSTAINABLE
GMH was the first after the Danish company (GBJ) participating in the Motor & Pump Replacement Project (M&PRP). The essence of the project is to replace the motors and pumps used in production with modern and energy saving Grundfos motors and pumps in order to Development Installation of heat pumps in GMH3 Installation of solar collectors in GMH2 Modernization of cooling tower Reducing the ventilation speed of air handling unit machine by 20% Utilization of compressor waste heat
reduce CO2 emission and energy consumption. It is not an easy task as there are more than one thousand motors and pumps. Presumably the project will take three years and result in 1 640 000 kWh energy saving per year (5-10%), which is equal to 550 t/year CO2. Saved energy
Saved CO2
Electricity: 9 050 kWh/year Gas: 16 270 m3/year
34 550 kg/year
Electricity: 48 000 kWh/year Gas: 5 000 m3/year
37 160 kg/year
Electricity: 12 500 kWh/year
3 500 kg/year
Electricity: 194 688 kWh/year
54 550 kg/year
Gáz: 5 585 m3/year
Recirculation of waste heat, motorization of formwork
Electricity: 17 500 kWh/year
Equipping the lighting system of production halls with ambient light sensors
Electricity: 16 900 kWh/year
Weather tracking programs for cooling system
Electricity: 17 500 kWh/year
29 260 kg/year
Waste management Selective waste collection is one of the primary missions of all Grundfos companies. Waste, created during production, gets collected already at the locations of its generation, separated by material types, and thus prepared for transportation. With the help of our waste management system, 95% of the waste materials are passed for recycling. Therefore, each year approximately 1 900 tons out of 3 300 tons of non-hazardous waste are recycled, resulting in significant environmental and economic advantage. With the introduction of local waste pretreatment process, we aimed to reduce the volume of CO2 emissions generated by transporting large quantity of cardboard and foil. The loose structure cardboard and foil waste are locally baled and professionally compacted, consequently one transport per week proves to be sufficient (compared to the previous 10 transports/week). The largest problem used to be caused by emulsive waste, which produced 75% of the hazardous waste
in the plants of Tatabánya. At the end of 2009, a comprehensive program was launched to deal with this issue. With the fluid management program the volume of emulsion waste was decreased by 36% (96 000 kg) in 2010 and by 66% (176 000 kg) in 2011 even with growing production. This resulted in significant reduction (approximately by 50%) in the volume of all hazardous waste. Furthermore the volume of other liquid wastes (e.g. mop water) was also reduced. In Székesfehérvár (GMH3), based on local conditions the reduction was carried out by using our own vacuum evaporator. Thanks to the measures taken, an approximately 80% reduction had been realized in the area of emulsion waste. Through treatment of contaminated fluids, besides the used emulsion, local treatment of various kinds of wastewater and reuse of purified water had also become possible. This program, in addition to its obvious environmental advantages takes significant part in raising environmental awareness of our our colleagues.
19 | 20
Table 2. – Energy efficiency investments and measures in 2011
Emulsion waste kg
300 000
Oily sludge Emulsion waste
271 012
Oily sludge
250 000 175 050
200 000
70% of the hazardous waste, generated in GMH3 is originated from the water contaminated with heavy metal, which comes from wet polishing. With the revision of the procedure and the introduction of a new additive we managed to decrease the volume of waste water by approximately 10%. Consequently the reduced operation of waste treatment facilities (e.g. vacuum evaporators) resulted in an additional 10 000 kWh/year energy saving. In recent years the amount of hazardous waste had slightly increased, primarily because of technological modifications (more machining centres use more emulsion, which results in more waste emulsion). Though, it is evident, that despite this we managed to keep the hazardous waste emissions around target. In 2009, because of reduced number of working hours due to the economic crisis, the index was higher; however, the amount of waste did not change, as it is not solely dependent on working hours.
150 000
94 680
100 000 50 000 4 290
6 694
2009
5 070
2010
2011
Figure 7. – Reduction in the volume of emulsion waste in plants GMH1 and GMH2
GMH
140
GMH Target
120 100 80 60 40 20 2008
2009
2010
2011
Figure 8. – Hazardous waste index (base year 2008)
Types of waste
Way of treatment
2007
2008
2009
2010
2011
Packaging
recycling
395
709
455
448
764
Other recyclable waste
recycling
18
160
135
150
134
Technological metal waste
recycling
1 288
1 470
1 161
1 620
1 755
Production scrap
recycling
525
571
373
422
756
Landfill waste
recycling
117
160
123
155
165
2 343
3 071
2 247
2 795
3 574
burning or reuse
14
19
14
9,5
12,6
Absorbent material
burning
18
28
28
32
38
Technological waste
burning
26
79
21
17
14,6
recycling
176
222
277
247
140
burning or recycling
4
5
2
4
5,6
recycling
5
46
59
23
31
243 689
329 298
325 595
333 215
242 290
Non-hazardous waste
Total Hazardous waste Packaging
Emulsion waste Waste of service areas Waste water treatment waste total
Table 3. – Amount of hazardous and non-hazardous waste generated by type (t)
SUSTAINABLE
Chemical safety Grundfos emphasizes the use of environmentally friendly technologies and development of green products. Our products are manufactured from lead-free materials and comply with WEE, RoHS, REACH and other national and EU environmental standards.
“I joined Grundfos’s Water2Life project as a volunteer in July 2010. The team collects donations for water supply systems to be implemented in Kenya. The joint effort within the Group resulted in real success: 10 such systems were installed with employee engagement. One positive feedback from Africa made me really glad: ‘My children have not been ill since the pump is working.” Georgina Pál, Shipping Coordinator, GMH2
The Chemical Management Project (CM), composed of environmental and work safety experts, supervises the production process to ensure that it is in compliance with the international and national regulations regarding chemical materials. In addition to this, the goals of the project include environmental protection and creation of healthy working environment. Water consumption Because of different reasons, our water consumption slightly exceeded the target level in recent years. In 2008 full replacement of the emulsion system caused higher consumption than expected. In 2009, the consumption of water did not increase, however, reduction in number of working hours resulted in higher water consumption index. The following measures were introduced in order to reduce water consumption: • Application of “FLUID Management” system, which prolongs the life of cooling and lubricating fluid in machinery, and therefore, the consumption of crude oil and water decreases. • Installation of magnetic filters at certain technological points to reduce metal contaminants in the water tanks. As we have not succeeded to achieve the set targets in water consumption, we are planning to launch further developments in the near future (e.g. use of purified water for flushing toilets, use of groundwater for cooling).
GMH GMH Target
140
GBJ Benchmark
120 100 80 60 40 20 2008
2009
2010
2011
21 | 22
Figure 9. – Water consumption index (base year 2008)
2007
2008
2009
2010
2011
44 371
46 727
40 945
50 759
44 136
-
-
13 100
1949
6 599
2 883
10 183
4 771
10 054
4 515
41 488
36 544
36 174
50 693
50 731
-
52
76
70
145
water used (m3) Piped water Untreated water from well Evaporated water via cooling towers and irrigation Waste water (m3) Running into sewage Transported in tankers Table 4. – Water consumption and waste water generation
Emission of air pollutants During our production process, a number of air pollutants are generated, which are led out from the production hall through exhaust units. The efficient separation equipment prevents the pollutants from entering the environment. Each of our point sources (chimneys) is
TYPE OF POINT SOURCE Boiler chimney Lacquering stations
approved by environmental authorities. The emissions of our point sources are measured in accordance with legal requirements and the measured results are forwarded to the environmental authorities every year. The compliance with the limits is monitored by the environmental authorities by regular measurements.
PLANT
EMITTED AND MEASURED POLLUTANTS
EMISSION IN % OF LIMIT VALUES
GMH1-2-3
CO, NOx, SO2, powder
10-50%
GMH1
Toluene, powder
2%
Painting booth
GMH1-2-3
Xylene, ethyl benzene, butilglikol
0,5-4%
Machining equipments
GMH1-2-3
Oil vapours, solid powder
15-20%
GMH2
Butilglikol, CO, NOx, SO2, powder
15-20%
CED painting Agglutination
GMH1
Epoxipropil neodecanoate, Diuron
1%
Epoxy waxing
GMH1
Epoxy vapours, Ethanol
1%
Polishing
GMH1
Cr, Ni
N/A
Powder painting
GMH2
Solid powder
20-30%
Roughing cable hoods
GMH3
Solid powder
20-30%
Table 5. – Point sources, typical pollutants and the correlation of emissions and limit values
ENVIRONMENTAL COSTS, EXPENDITURES AND SAVINGS Our company precisely monitors the yearly environmental expenditures and costs. Although our environmental costs, which consist mainly of waste deposition and disposal,
have been growing parallel with the growth of production year by year, it is also quite apparent that our income from collected selective waste has also grown. Therefore, by 2009 the revenues were two times larger than the costs regarding waste deposition and disposal. Of course, this great achievement necessitated beforehand environmental investments which provided appropriate conditions for selective waste collection.
SUSTAINABLE
2007
2008
2009
2010
2011
Transportation of solid, non-hazardous waste
10 923
14 794
13 065
21 217
33 853
Transportation and disposal of hazardous waste
15 001
21 546
21 256
17 580
30 010
Transportation through drainage system
8 365
14 510
9 137
8 039
9 904
58
8851
31
207
55
1 525
1 878
10 920
635
1 473
34 347
59 701
44 550
47 471
9 969
750
0
0
0
0
500
29 746
8 039
0
28 862
44 622
0
0
0
0
0
0
0
14 625
0
45 122
29 746
8 039
14 625
28 862
0
21 516
0
0
0
Treatment of solid, non-hazardous waste
19 500
1 765
0
0
0
Treatment of hazardous waste
25 622
6 465
0
0
0
0
0
8 039
14 625
28 862
45 122
29 746
8 039
14 625
28 862
45 122
29 746
8 039
14 625
28 862
0
0
0
0
0
45 122
29 746
8 039
14 625
28 862
152 308
48 737
96 252
276 728
203 460
ENVIRONMENTAL EXPENDITURES (thousand HUF)
Transportation of waste water collected in tank Other Total
ECONOMIC EXPENDITURES (thousand HUF) Environmental expert
ENVIRONMENTAL INVESTMENTS (thousand HUF) Building and other investments Machine, equipment and vehicle related investments Other Total
DIVISION OF INVESTMENTS BY ENVIRONMENTAL BRANCHES (thousand HUF) Waste water treatment
Other Total
Own sources, loan EU-support Total
Income (thousand HUF) Income from by-products Table 6. – Environmental costs and expenditures
23 | 24
FINANCING OF ENVIRONMENTAL INVESTMENTS (thousand HUF)
thousand HUF 55 000 23 000
50 000 45 000
Our role in local communities
40 000 13 600
35 000 30 000
In the years of 2010 an 2011 GMH played significant roles, both actively and proactively in civil society and professional fields. We are always closely monitoring the realization of our external and internal initiatives, and make the relevant information publicly available. Our company initiates and maintains cooperation with local communities in the following areas: • charity • support • sponsorship • professional cooperation. Charity Since the foundation of our subsidiary, we have been regularly supporting educational and medical institutions, sport and civil organizations mainly in the vicinities of the location of our plants (Tatabánya, Székesfehérvár, Biatorbágy).
30 000 24 000
22 400
23 500
2 369
25 000
16 000
16 000
20 000 15 000 10 000
7 686 6 020
5 000
2 938
2 350
3 440
620
2006
2007
Figure 10. – Social investments
2008
2009
2010
2011
Charity Donation Sports sponsorship
Table 7. – Organizations receiving donations in 2010 and 2011
2010
2011
Ligetsori Óvoda, Székesfehérvár; Zentai Úti Általános Iskola; Ybl Miklós ltp-i Óvoda; Mosolygós Gyermekekért Alapítvány; Komárom-Esztergom Megyei Katasztrófavédelmi Igazgatóság; Komárom-Esztergom Megyei Tehetséggondozó és Léleksegítő Alapítvány; Együtt Élünk Egyesület; Tatabányai Vízmű Sportegyesület; Óbudai Egyetem Kandó Kálmán Villamosmérnöki Kar Automatika Intézet; Együtt a Leukémiás Gyermekekért Alapítvány; Erkel Ferenc Zeneiskola Harmónia Alapítvány; N.A.P. Alapítvány a Koraszülöttek Ellátásáért; Tatabányai Diák Korcsolyázó Egyesület; Komárom-Esztergom Megyei Önkormányzat Szent Borbála Kórháza; Oroszlányi Triatlon Klub; Tatabánya Megyei Jogú Város (időjárási károk); Nefelejcs Óvoda; Tatabánya Város Hivatásos Önkormányzati Tűzoltóság; Együtt a Leukémiás Gyermekekért Alapítvány;
Segítséggel, Jó szívvel Közhasznú Alapítvány, Együtt Könnyebben Lehet Alapítvány; Nagycsaládosok Egyesülete, Tatabánya; Ligetsori Óvoda, Székesfehérvár; Gyermekélet Alapítvány; Együtt Élünk Egyesület; Mozgáskorlátozottak KEM-i Egyesülete; Alba Öttusa SE; Mosolygós Gyermekekért Alapítvány; Óbudai Egyetem Kandó Kálmán Villamosmérnöki Kar Automatika Intézet; BME Kármán Tódor Kollégium Hegesztési Szakosztály; Tatabányai Nebulo Judo Diáksport Egyesület; Vízivárosi Általános Iskola; „Életem a Kezedben” Alapítvány; Múltunk és Jövőnk Egyesület; Vértesi Erőmű Sportegyesület; Komárom-Esztergom Megyei Polgári Védelmi Egyesület; Magyar Johannita Segítő Szolgálat, Kossuth Lajos Közgazdasági és Humán Szakközépiskola; Tatabánya Város Hivatásos Önkormányzati Tűzoltóság; Kertvárosi ÁMK Bányász Művelődési Ház, Tatabánya; Konszenzus Alapítvány; Szemem Fénye Alapítvány; „Életem a Kezedben” Alapítvány; Tatabánya Megyei Jogú Város; Tatabánya Város Gazdaságfejlesztő Szervezet; Komárom-Esztergom Megyei Tehetséggondozó és Léleksegítő Alapítvány; Őrangyal 2004 Életmentő Alapítvány; Összefogás Tatabányáért Egyesület; Együtt a Leukémiás Gyermekekért Alapítvány; Család Nélkül Alapítvány; Németh László Általános Iskola; Mozgáskorlátozottak Komárom-Esztergom Megyei Egyesülete; Kertvárosi ÁMK Kölcsey Ferenc Általános Iskola; Kéz a Kézben Alapítvány
SUSTAINABLE
Unfortunately, there were natural disasters in Hungary during both in 2010 and 2011. As a consequence of the tragedies, the entire organization was set in motion: the amount of money from the fundraising initiated by our employees was doubled by the company and delivered to the people in need via Red Cross. During the red sludge disaster in Devecser we contributed to the disaster relief also by donating pumps: eight pumps from Unilift and SE families were donated to the Volunteer Fire Association of Devecser. The devices were used in the last stage of cleaning procedure: for washing off houses and basements. Support In addition to donations, we often offer support in kind to local communities. It has been a great tradition for many years to give presents to the residents of Children’s Home in Tatabánya. Of course, our intent to help was articulated in many other ways: we have already supported competitions, planted flowers in kindergartens in Tatabánya, or even donated bicycle shed to the Dragon Boat Club in Tata. Our financial supports to technical educational institutions and the international EOQ conference held in Budapest also fall into this category. Sponsorship From the year of 2010, we have been sponsoring local sport events (e.g. “Grundfos Dragons” dragon boat team, I. and II. Grundfos Handball Cup). Christmas package with local suppliers There is a long tradition in Grundfos companies for giving Christmas packages. Every employee receives his or her package (except those on probation). In 2011, the selection of the content of packages was based on a distinct conception: the products were selected only from Hungarian producers. There was of course awareness-raising purpose behind this action. For our great pleasure, our employees proved to be quite susceptible to Hungarian products, therefore, the contents of the packages will be selected the same way next Christmas.
do. e w t a y wh a s e w lves nd e a s , r y u a o s ong m at we a h t w s able e o t n d e o e h h t w d dfos n an cts on e n a p u f r o e G s i h n t I e put ication n W . u s m u m ound r a Our co d l r e wo h t h t i sant. a e l p t and w t is no i n e h w – also
“The first positive impact regarding Grundfos occured during the hiring process: I had to cancel the second interview appointment due to a holiday abroad. The HR contact promised to arrange an other date which I was doubtful about. I was however much surprised when she called and offered a new appointment. I have been working here ever since.” László Patonai, Supervisor, GMH3
In the last decade the size of our company has grown apace and these changes carry many challenges concerning community development and information sharing. We believe it is indispensable to have active two-way communication with colleagues in order to create tenacious community. At the same time, a lot of emphasis must be put on transparent presentation of our values and the way we do business to external stakeholders, local communities, suppliers or other partners.
Internal communication We all experienced a lot of changes and uncertainties in the last years, mainly because of the economic crisis. In these difficult times it is even more important for employees to have authentic and precise information about their working place and the company’s plans. They need to be aware of their own opportunities and perspectives.
“In 2010-11 a few supervisors were swapped in GMH1, including me. I was given a new and completely different product area compared to where I had been working before for seven years. I was informed openly about the decision and the new plans. Some changes were unpleasant for me, but regarding my personal development it was important that I can utilize my skills and experience within the company in various areas.” Miklós Horváth, Supervisor, GMH1
One of the indirect methods of informing employees is the regularly held factory meeeting, where the general manager reports about the developments concerning the entire company. Typically conducted by plant managers, these meetings provide opportunities for every employee to ask questions. There is a less formal way for communication between leaders and employees: the so- called “Coffee with management” meeting. The colleagues delegated by supervisors can openly discuss the actual issues with the management. The features of the meetings are formed by the employee feedback.
29 | 30
OPEN AND TRUSTWORTHY
OPEN AND TRUSTWORTHY
The central G Magazine (published also in Hungarian) serves as one-way information flow, while there are other sources of information at local level: Hírörvény, edited by the employees of the plant in Tatabánya (GMH2) and the G3 magazine released in the plant in Székesfehérvár (GMH3). Mainly articles about the company’s performance, environment or sustainability and accounts of the company events are published in these newspapers. The company’s intranet (Insite) provides a tool for immediate and continuous information. In order to present information regarding our climate strategy, GMH’s action program and our environmental performance, 20 m2 big “green walls” were constructed in each of our plants. Not only our colleagues, but also the guests visiting our plants can follow the actual programs and accomplishments. Taking all the positive feedbacks into consideration, it has proven to be an efficient communicational channel so far. Our employees regularly advertize their suggestions about energy saving, and influenced by the positive example, there were several guests who applied similar solutions in their own plants. Based on the success of the “green walls” we are planning to install more information walls: for instance the “Safety-wall” would focus on workplace safety topics, while the “KAIZEN-wall” will facilitate efficiency and transparency for the system of employee suggestions. The issue of improving internal communication got into the focus of our attention in 2012. The program aims to utilize unexplored opportunities, to further develop existing communicational channels and to increase efficiency. Our plans include launching an internal newspaper on GMH level, developing the insite pages, and we would also like to find solutions for reaching our employees not having email access more efficiently. Figure 11. – Local and group level newspapers serving as sources of information for employees
45%
30%
Zone of Uncertainty
Destructive Zone 0%
OPEN AND TRUSTWORTHY
External communication For those production companies which are not in direct connection with end-users, the external communication usually does not serve as marketing tool and thus, has less significance. However, transparency and trustworthyness has the same importance in these cases too, because that is the only way to earn the trust of surrounding communities and to increase the commitment of our employees. At the same time, this is how we can become an attractive workplace in the eye of talented young people.
Sustainability report Released in the autumn of 2010, our first sustainability report was created by real teamwork and with the active involvement of different professional fields. In this report our relevant goals and accomplishments were presented in detail. It was primarily made for our employees and their family, our suppliers and the members of local communities to provide a comprehensive picture. The report had “B” Application Level of GRI, and was also given Deloitte’s Central European Environmental Reporting Award (known also as “Green Frog” award) for best first report.
For this purpose, we regularly inform our environment about the responsible operation of our company, we organize professional events and last but not least, we maintain great cooperation with local media both in Tatabánya and Székesfehérvár.
Professional events In the last two years, we had participated in a number of professional events primarily on the topics of quality and CSR. We were hosts in the presentation of the Supplier Excellence Program.
Best Employer Survey 2011
It is safe to say now, that according to the results in 2011 we have reached the satisfaction level from before the crisis. Though, we are already ahead of the national average of production companies, we aim to be one of the best workplaces.
31 | 32
Employee commitment has always been held in high esteem by Grundfos. Consequently, GMH measures itself year by year: first we participated in Best Employer Survey, while in the following year ENNOVA conducted a survey amongst the subsidiaries of the Grundfos Group.
By the Best Employer Survey, the Hungarian employers are being measured, and the results are evaluated also by industries. It provides a great opportunity to compare ourselves with other employers based on the opinions of our own employees.
65% Grundfos 2006 (57%) Grundfos 2008 (48%)
Zone of Indifference
Grundfos 2011 (57%)
Hungarian average (54%) Best employers (84%)
Production (49%)
Performance Zone / Zone of Best Employers
1000+ Employee (49%)
100%
Figure 12. – GMH’s result in the 2011 Best Employer Survey
idual. v i d n i p the o l e v e ial. ed t n W e . t e l o peop and p r n u o o i s s i s fos as pa h s o Grund f d ce. un n r e G u n fl i n i ne r to e d. w e Everyo o u p l a e v h t e has ed and n t c o e y r p s e Ev eel re f t s u ne m Everyo
“Grundfos has always put efforts into attracting and retaining exceptionally talented people. Many of our colleagues had worked part-time at GMH during their university/college years, and, having completed their studies they found the most suitable positions they had expected.” Csenge Szigetvári, Talent Manager
FOCUSED ON PEOPLE
FOCUSED ON PEOPLE
“Prior to the expiry of my probation period the supervisor informed me that two colleagues have hard feelings towards me and refuse working with me in the future. The supervisor communicated in an honest and open way, despite the fact that it was unpleasant for him. Finally, he offered another area as he believed the work I do is valuable for Grundfos.” Erika Benedek, Operator, GMH3
In 2009 and 2010 utilizing the circumstances provided by the economic crisis, an intensive organizational development was commenced. One of its essential elements was a high level management tool: the introduction of the strategy map (detailed in the chapter of “Relentlessly Ambitious”). The procedure took almost a year, including the time spent for learning the new concept. As part of this, three basic areas (human capital, information capital and organizational capital) were explored as key factors for strategy deployment. Based on the results of different surveys, long-term development projects and trainings were launched. In the year of 2010, the most important jobs were defined according to our strategic goals.
35 | 36
Human Resources strategy and developments
program
Year
Target group
Description
Result
Flexible workforce – Multi skill
20102011
Shop-floor employees
Employees can be re-oriented through job rotations
Global standpoint, precise work, efficient communication, motivated employees, competence development, efficient resource allocation
GLAD (Grundfos Leadership Appreciative Development)
2010
Middle management
Identification of manager tasks in 4 modules, (2 days long each), Individual Development Plan – definition of improvement areas, setting milestones to achieve personal targets
Manager competence development (proactivity, strategic cooperation, efficient communication, change management)
Mars
20092010
Production, maintenance and warehouse supervisors
Acquirement of manager tools and methods, stress handling, crisis management
Awareness and standardization in performing tasks; fast and efficient reaction to changes
Competence development
2010
Employees in strategic jobs
Half year long development program to fill gaps between actual and expected future competence levels (analytic thinking, initiatives, innovations, creativity, stress tolerance, project management)
Development in marked competences, systematic and analytic thinking, proactivity, stress handling
Table 8. – Talent management programs
Employment Our company was strongly affected by the economic crisis. Our production results had been constantly increasing until July of 2009 when a period of stagnation and
decline set in. However, in the summer of 2010, the production needs and the sales figures started to grow again, and as a result of this, the number of employees was increased by 200 by the end of the year. In 2011, there were already nearly 2000 people employed by GMH.
Headcount figure (FTE) GMH
2 500
GMH Target 2 000
1 500
1 000
500
0
2007
2008
2009
2010
Figure 13. – Headcount figures; FTE (full time equivalent); full-time employees are equal to 1, part- time employees (in 4 hours) are equal to 0.5
2011
FOCUSED ON PEOPLE
IN DETAIL
Category
Work time
Contract
Gender
DIVISION OF EMPLOYEES
2006
2007
2008
2009
2010
2011
ALL (FTE)
1 116
1 527
1 885
1 592
1 820
1 898
ALL (person) WITH INACTIVES
1 193
1 622
2 017
1 750
1 980
2 043
ALL (person)
1 138
1 557
1 920
1 621
1 860
1 947
White-collar employees
196
280
413
356
365
375
Blue-collar employees
942
1 277
1 507
1 265
1 495
1 572
Full-time employed
1 092
1 492
1 847
1 562
1 778
1 848
Part-time employed
46
63
73
59
82
99
On fixed-term contract
23
32
42
31
207
55
With indefinite contract
1 115
1 525
1 878
1 590
1 653
1 892
Male
735
962
1 176
979
1 138
1 175
Female
403
595
744
642
722
868
44
57
67
58
81
95
Employees with reduced ability to work Table 9. – Headcount and division of our employees
25%
It is laid down in our HR-policy that people can apply for vacant positions through both internal and external processes, and also by employee recommendations. Already during recruitment and selection process, great attention is being paid to find the right people for right positions. The applicants either for blue or white-collar jobs, after being interviewed by HR, undergo another interview with the head of department or team leader. In this way the field leader and the HR representative responsible for selection come to a common agreement on who they think the most suitable person for the given position is.
GMH GMH Target
20%
15%
10%
5%
0
2007
2008
2009
2010
Figure 14. – Fluctuation (Number of employee leaving (without retiring and fixed term contract) (number of active employee)
2011
37 | 38
Due to our recruitment policy and the competitive system of wages and benefits, our fluctuation results improved greatly in the last years. We place a lot of emphasis on exploring the reasons behind fluctuation, therefore, all the employee, who intend to leave (and even their managers), are interviewed about the case. The voluntary and involuntary fluctuation of blue- collar employees are monitored separately, and have own key indicators.
The supervisor or manager (in other words the subsequent immediate superior) and the HR representative also participate in the selection of colleagues for internally advertised positions. The internal process is the same as the traditional one; the applicants have to undergo an interview, where the existing competences, qualifications and adequacy to fill the position are taken into consideration. As a matter of fact, this is one of the best motivational tools for colleagues who want to learn and improve.
Employing workers with disabilities, role of the social worker Since its foundation, Grundfos has been supporting the employment and health rehabilitation of employees with disabilities. It is defined for the production companies of the Group that 3% of the total headcount has to be composed of disabled employees. In 2010 in cooperation with the national Konszenzus Foundation we participated in an EU project, named “Consensus on application of rehabilitation model”. As a part of this, we had undertaken the creation of 24 new rehabilitation positions and the hiring of a social worker. In this program we also provided opportunities for job testing, which resulted in hiring an additional 20 people. Due to all these efforts, our rehabilitation department hired 44 new employees in less than one year. At the same time, a compensational policy was set out. In order to ensure equal treatment and equal opportunities, we don’t intend to make distinction regarding performance and knowledge between our employees with disabilities. According to this initiative, in the case of disabled employees working in production lines, we ceased to provide competence allowances on performance and knowledge but multiplied the health fund contribution.
During the almost 12 years of history of GMH numerous promising internal careers were built in all levels of the organization. These are due to personalized trainings (which are also customized according to the needs of various departments), internal job applications, our talent development programs, alternative career paths and the continuous monitoring of survey results on employee career plans.
With the creation of the social worker’s position we are a leading example countrywide. By introducing this scope of work and organizing relevant programs we aim to facilitate the rehabilitation of our colleagues with disabilities in a practical way. With active assistance of the social worker we applied for the award of “Disabled-friendly Workplace” (more detail in the chapter of “Relentlessly Ambitious”) The social worker plays a significant role in the project called “Follow-up of absenteeism”. From September 2011 we have started to follow the sick leaves in order to decrease the loss of working time caused by sickness. In the presence of the production manager and the supervisor, the social worker talks with the colleagues who are absent remarkably often in order to try and decrease the loss of working days. Finally we managed to succeed from this aspect, by introducing changes in shifts till full recovery and by other progressive solutions.
FOCUSED ON PEOPLE
Career planning and performance
The route of obtaining relevant leadership competences leads through continuous improvements, especially concerning global and strategic thinking. Furthermore, the candidates have to be able to handle both external and internal expectations and needs and must represent the values and corporate culture of Grundfos. The other leg of the V-shape gives opportunity for professional progress and development of professional knowledge.
Introduced by Grundfos Group, the so-called “V-shape” expressively depicts the alternative development opportunities within the company. One leg of the V-shape indicates the goal of obtaining more and more professional knowledge, while the other leg is all about leadership competences. Both legs presuppose the existence of general knowledge, open and dynamic personality and ability to complete routine tasks and also the intention to follow the Grundfos values.
The alternative career path is an excellent tool of giving directions for employees, inspiring long-term thinking and supporting commitment towards the company.
Number of min. years
Skills
chief specialist
Manager
7 year –
Senior/Lead specialist
Mid-level manager / Area manager
4 year –
specialist
Group leader
2 year –
general 0-2 year
Figure 15. – Alternative development opportunities
general
Business development: challenge assessment, understanding of Grundfos business approach Change management: understanding of corporate culture, innovation and risk taking
Customer orientation: identification with internal/ external customer needs and requirements
People management: coordination of tasks and responsibilities, professional training, implementation of appropriate management style and tools
39 | 40
Plant Manager
Talent Management Talent management is of extreme importance for Grundfos, therefore, in 2011 we launched the Global Graduate Program on Group level and the local StepOn Program.
Created by us, the StepOn Program combines different training forms and offers customized opportunities for utilizing the personal development opportunities.
program
Year
Target group
Description
Aim
Global Graduate Program
2011-
Fresh graduates with high potential
2-year-long, project oriented, personalized talent program covering many fields; global regarding both the participants, both the projects and locations
Extending competences of young talents and accelerating the improvement for managerial skills
StepOn Program
2011-
Talented employee with proven success
Complex personalized development program, through which the selected participants gain global outlook and knowledge of corporate governance growing them to become decisive managers, with the help of mentors.
To secure the new generation of managers for the sustainable development of the company
Table 10. – Talent Management programs
Employee Development Dialogue The Employee Development Dialogue (EDD) is a useful way of monitoring development, and is also an excellent tool for the leaders to review and evaluate the employee’s professional/personal development, and to determine requirements for further short- and long-term improvements.
The EDD process helps the managers to create short and long term development plans for their departments and for themselves. These plans shall be in accordance with the strategies of the company.
Tools of development Training Expansion of functions Another sphere of activity Internal job application
EDD Expectations – Goals Development Plan Competences
Alternative career possibilities
Evaluation of development Achieving goals Personal evaluation KPI, bonus, competency Evaluation of functions Figure 16. – Alternative career possibilities
FOCUSED ON PEOPLE
According to personal development needs, HR together with the department head formulates training plans for each employee at the given area which are written in the training database (ET-web) in the case of white-collar employees. The database serves as human informatics software, providing help for HR department and leaders concerning different HR activities about employees. Via the competence matrix, the competences of employees working in key positions can be monitored. In strict compliance with the strategic goals of GMH, this is how we can improve on internal and external knowledge. Competence system The competence system, developed for blue-collar employees, offers opportunities for development and further acquisition of professional knowledge.
41 | 42
The necessary resources of skills and competences are specified in detail in the workforce plan – this is where the job descriptions can also be found. Production defines the number of necessary headcount based on the specific circumstances. These positions are summarized in a competence matrix. For different blue-collar jobs four different competence levels are assigned, from the beginner to expert level (1-4), which are connected to wage levels specified by company regulations. In each case the higher level can only be obtained by passing both a theoretical and a practical exam. The first exam is to be taken before the probation period expires (90 days). In order to gain basic professional skills, new colleagues are guided by a mentor, who possesses a higher competence level. After obtaining the first level, the next three levels are not compulsory. One year has to pass before stepping on to a higher level – this we believe is necessary to acquire higher professional knowledge.
Bonus system Motivation of the employees is specified in the bonus system by an internal directive, according to which every employee of our company is entitled to get allowances. The aim of the bonus is to give financial incentive to our employees in order to achieve higher delivery perfor-
mance, productivity, better quality and to reduce costs. Bonus goals are established on the basis of company goals and the results are measured on company level. Report is prepared twice a year according to performance indicators of the previous six months.
Top management
Individual bonus agreement
Middle management
Individual bonus agreement or individual, department and company goals
White-collar employees
Individual, area and company goals
Blue-collar employees
Area and company goals
Table 11. – Elements of bonus system according to position categories
When calculating the bonus, the previously specified performance indicators are considered. The bonus usually consists of several elements. Bonus payment can reach 15% of the monthly wage if all the goals have been fulfilled completely.
the individual attitude is going to be part of the elements of the bonus assessment for blue-collar employees. The following aspects are to be taken into consideration in the evaluation: commitment, teamwork, work ethic and maintaining 5S.
At the end of 2011, the existing bonus system was reviewed. The satisfaction indicators clearly showed that our employees would like to have greater impact on their own bonus results, therefore, from 2012, evaluated monthly and confidentially by supervisors,
In the case of white-collar employees the rate of individual percentage shall be further increased in the bonus calculation. The evaluation of the attitude will be comprised of two parts: the goals determined individually (based on strategic goals) and individual attitude.
White-collar employees
Blue-collar employees
Plant results
Plant results
External PPM (scrap rate)
External PPM (scrap rate)
Delivery performance
Delivery performance
Productivity
Productivity
Targets on department level
Department level and area KPIs
Individual attitude* Table 12. – Elements of bonus assessment *Individual attitude is a monthly evaluation regarding commitment, team work, cooperation, absence and tidiness by the employer’s superior or team leader.
FOCUSED ON PEOPLE
Wages and benefits Wages and benefits are determined on the basis of our internal regulatory system. We systematically take part in regional and national studies to compare and develop our wage system, ensuring staff retention and attracting new labour force. As a part of our salary planning process, the top management (E-Group) makes decisions on a yearly
basis about the development of wages and benefits. HR department and the direct superiors are responsible for salary review, being held in January each year. We do not only comply with the relevant legislation, but also typically provide above the minimum value for our staff (e.g. base salary, shift allowance, competence, and travel allowance).
FORM OF ALLOWANCE
BENEFITS IN EXCESS OF BASE SALARY
Allowances
Competence
Shift
Coordinator
Standby
Bonus
Performance bonus
Extra bonus
Holiday vouchers / “SZÉP” card
Web voucher
Safety and health
Work wear
Insurance
Health fund
Pension fund
Company doctor
Education
Language
Grants for further studies
Technical training
Skill development and teambuilding
Management
Contributions
Meal at work
Glasses
Relocation support
Sub-lease support
School aid
Commuting
Local bus service
Long-distance transport service
Company bus
Car / gas
Taxi and bus / train season ticket
Sport / Culture
Swimming pool
Fishing
Sauna
Fitness
Theatre ticket discount
Social benefits
Christmas package
Santa package
Family Day
Company Ball
Women’s Day flowers
Other allowances
Discount on pump purchase
Funeral allowance
Employee share sales
5 and 10 year anniversaries
Screening examinations
Gym and squash
43 | 44
Table 13. – Elements of benefit system
Training and education Significant part of Grundfos Group revenues is invested back into development and innovation purposes. Real development can only be achieved if it is paired with sufficient high-level training. As in previous years, all the trainings necessary to comply with the statutory provisions were held, as well as internal training sessions. Previously launched ongoing trainings for study contractors were also continued,
just like professional and technical trainings essential for fulfillment of the tasks. In recent years, when many new skills and competences had to be developed and strengthened, there was evidently a higher need for trainings than in 2009 – a year strongly affected by the economic crisis. These included internal and external professional trainings, leadership and skill development trainings (e.g. language courses), and a course on company management system. Last but not least, team-buildings were also organized.
employees 2 980
3 000
2 941 2 704
2 800 2 600 2 400 2 200 2 000 1 800
1 693
1 645
1 600 1 400
1 226
1 200 888
1 000 800
617
600 400 200 0
329 154
135
32
2008 The English Language
PDJ Academy
166
2009 Skills development
232
143
72
17
9
Technical training
2010 Team building
160
33
181
112
2011 Repetitive training
Orientation training
Figure 17. – Number of employees receiving various trainings
New employee training In 2010 the training for new employees had been reshaped, the educational modules were revised and partially modified, while the date of entries was customized according to work order. The basic training of new employees takes five days, where they are introduced to the history and culture of Grundfos. They also have an opportunity to get acquainted with the strategy and key indicators, main production processes, environmental and job regulations and also with prospective scope of activities.
While on probation time, new employees participate in orientation trainings in order to obtain the necessary knowledge about working procedures and cooperation between departments. The new colleagues can receive many other useful information in the orientation training, for instance about who to approach for help.
FOCUSED ON PEOPLE
Repetitive trainings – the so-called 105 training Based on employee feedbacks, a repetitive training, named as “105 project”, was launched in 2010. As the first step, the training modules had been defined, then colleagues were appointed to participate in the elaboration (more than one thousand people received the training in 2011). One of the most popular elements of the training is called “Coffee with management”, where all employees
Advocacy The Workers Council (ÜT) has commenced already its third three year-long cycle in the life of GMH. In cooperation with work safety representatives and workers union, the organization has been suitably carrying out its most important task – the employee interest representation. ÜT is endowed with the rights of commenting and decision making by labour regulations, thus it serves as a useful and efficient information channel between the employer and the employees.
can address their question directly to top management. Thanks to this forum, our leaders get informed precisely about the needs and opinions of employees, and this surely contributes to the sustainable development of our company.
One of the most significant accomplishments of ÜT in 2010-2011 was the conclusion of Collective Agreement concluded with the management. This agreement allowed the company to diverge from the Labour Code in a positive way. The local advocacy unit attached to the Metal Workers Union started its activity at the end of 2001 in GMH1. We put a lot of emphasis on the training of its officers with a positive impact on the professional competences of the members. The organization maintains close connection with the Danish-based Dansk Metal union.
45 | 46
Our company spends significant amount of money for employee benefits. A part of this kind of allowances (e.g. discount on various leisure activities) is distributed by ÜT. By paying less our employees can go to gym, playing football, fishing, swimming or even theatre. The members discuss the problems, opinions and ideas of employees every month. The standpoints and opinions are then presented to the management. The reports of the sessions are published in the info boards.
Occupational safety and health protection
and to increase the occupational safety standards – the number of workplace accidents had dramatically decreased. By the introduction of the management system, we acquired useful practices which will result in long-term accident decline. The frequency of accidents causing sick leaves also indicates a decreasing trend compared to previous years.
Grundfos Manufacturing Hungary Ltd. considers its employees’ health protection as high priority. Beyond compliance with relevant regulations, we make extra efforts to increase the occupational safety standard in order to protect our employees.
Besides the frequency of accidents, another important performance indicator in this area is their severity. Severity of accidents is measured with the proportion of lost working hours due to the accident compared to all working hours completed.
Occupational Safety and Health Management System (OHSAS) For the continuous monitoring of occupational hazards as well as improvement of safety, after OHSAS certification was obtained in 2008 we were able to certify an already effectively operating system in 2009. During the certification process in 2011 it was proved that the system is really able to operate successfully
GMH GMH Target 35
GBJ Benchmark
30 25 20 15 10 5 0
2004
2005
2006
2007
2008
2009
2010
2011
Figure 18. – Frequency of accidents (accident / 1 million work hours)
GMH GMH Target 4,5
GBJ Benchmark
4 3,5 3 2,5 2 1,5 1 0,5 0 2004
2005
2006
2007
2008
2009
2010
Figure 19. – Severity of accidents (lost working hours / 1000 working hours)
2011
FOCUSED ON PEOPLE
Since the first years of the company, our employees elect occupational safety representatives. The management of GMH makes dialogue regularly with the members of the Workers Council and safety representatives in order to decrease the risks of accidents. The representatives are also involved in the investigation process of accidents and selection of individual protective equipment. The members of Occupational Safety Committee (founded in 2011) play active role in solving work safety issues. The members of the committee are composed of volunteers from different departments. Due to their activity, the occurring safety problems are getting solved more efficiently and quickly. By introducing GSE (Grundfos Shop Floor Excellence) processes (more details in the chapter of “Relentlessly Ambitious”) the safety of production areas increased to a higher standard. Every shift in every department has their own GSE occupational safety representatives, whose task is to support the relevant activities. In case of any work safety issues, the employees can submit written notifications on the GSE walls. The suggestions are reviewed at the beginning of every shift.
Each year a program list of necessary trainings is created regarding work safety issues. The educational plan includes professional conferences, recurrent trainings and other special trainings in compliance with regulations. Further work safety developments and actions: • work safety quiz • introduction of new eye glasses, protective boots and gloves • forklift operator training qualification for more than 100 employees • from 2011, in order to increase the safety of our guests, every one of our visitors receives a handbook including all the relevant regulations. Due to all of the activities mentioned above the number of reported accidents was decreased by 28%, while the number of accidents causing sick leave was decreased by 27%. The management of GMH decided to create a “Safety wall”, with the intention of providing better access to information regarding occupational safety issues. The employees can read up-to-date information about general news or relevant indicators about work safety issues.
47 | 48
Grundfos is committed to occupational safety also in group level. A great example for this is the first HS Group conference held in 2011 autumn where all the work safety specialists were invited from each production company. During the conference an important decision was made about the introduction of integrated risk evaluation process – the risks will be comparable by unified indicators. This greatly facilitates the cooperation between work safety specialists within the Group.
uture f e h t and in w o n fos – d n u r er of G d l o n. h o e i r t a a h d s n u in elf. o a s t F i m n n e e i s h l T a goa ue Jen es. t D o l m i n u t o – l l P h a e t grow ion at – is th t o a t d s n n u mea al fo i a c s i n t a fi n Pro lthy fi a e h a sure We en
“During the crisis in 2009 Grundfos kept its stable positions in the market as the management made fast changes to the strategy in the difficult times. Such a positive attitude is supported by the Poul Due Jensen Foundation that prevents the company values from being wasted, furthermore, provides stable employment, products, positive attitude and innovation on the long run.” Mihály Torma, Quality Technician, GMH1
“I like Grundfos and its values because I feel every day that I am working for a company with strong financial foundation, and I can see also that we spend large amount of money on R&D activities which leads to a promising future.”
INDEPENDENT
INDEPENDENT
Zsolt Bednárik, Support and Quality Group Leader, Development, R&D
Grundfos was established by Poul Due Jensen in 1945 as a family business. In 1975 the majority of proprietary rights of Grundfos Holding Group were transferred to Poul Due Jensen Foundation, which is now the main owner of the shares (86,6%). Further owners of the shares are comprised of the founder’s family (11,3%) and company employees (2,1%). The primary aim of the Foundation is to provide solid financial base for continuous development of Grundfos Group. The foundation’s capital can only be invested according to these goals and also the profits are to be re-invested in Grundfos companies.
51 | 52
Ownership structure
The shares of Grundfos are not registered in any stock exchanges and according to the regulations of the Foundation third party cannot acquire ownership in the Group. Due to these circumstances, Grundfos is independent to an extent that is virtually unknown
amongst stock exchange companies. As opposed to registered companies, making financial profit is not the primary goal of its existence, but rather serves as a tool for growth and stability.
Denmark Poul Due Jensen’s family - 11,3% Poul Due Jensen Foundation - 86,6% employees - 2,1%
Grundfos Management A/S (Grundfos Holding A/S)
Grundfos Holding A/S
Sales Production (GBJ, GMH,...)
Baltic countries
Sales
Spain
Finance
Portugal
Insurance
Italy
Grundfos New businesses
Managment AS Other trademarks Figure 20. – Grundfos Managment structure
Company management In order to achieve our strategic goals, the organizational structure of GMH is partially of a matrix type since July of 2010. The original organizational structure remained in all three plants, where the production areas have reporting obligations towards plant managers, but the logistics and engineering department operates in matrix system: when being in their daily production support function they report to plant managers, while operating in strategic, process management or competence development functions they report to the Technical Director or the Customer Relationship manager. The post crisis transformations were meant to strengthen the flexibility of the organization, create transparency and to increase economic efficiency.
The main decision making unit of GMH is the Executive Group (E-GROUP), the members of which are the General Manager, Plant Managers, Technical Director, SCR-CRM Director, Financial and Human Resources Managers. On the plant level however, the Plant Management (led by the Plant Manager) makes decisions on matters related to individual factories. Each Grundfos employee can communicate his/her opinion to GMH management either via department meetings or directly. There are also centrally organized ways like factory meetings or top management meetings timed to the repetitive trainings.
INDEPENDENT
GMH management
GMHLT General Manager
péter lászló
BALÁZS KESZEI
GMHPLA Chief Engineer
gábor farkas
bo mortensen
GMHGF Plant Manager GMH1
Director of SCM-CSR Grundfos City
mónika fricz-szabados GMHMOS Asszisztens
lászló Török
2012. q2
csaba udvar GMHCUD Plant Manager GMH2
GMHBLK Chief Project Manager
dr. zoltán kocsis GMHZKC Plant Manager GMH3
csaba udvar
GMHCUD Technical Director
zoltán Gyarmati
gábor lóránd
GMHGL Grundfos City Manager
géza KOpacz
GMHGKO Technical Manager
géza salgói
GMHGSA Technical Manager
GMHZTG Common Service Manager
anita Urbán
GMHAUB HR Manager
csenge szigetvári
GMHCSS Talent Manager
zoltán filep
GMHZFI Technical Manager
veronika tarján
GMHVTA NPI Manager
katalin urbán
GMHKUB Chief CSR Specialist
szilárd papp
GMHSP Purchasing Manager
zoltán ormos
attila wéber
GMHAWE Logistics Manager
sándor sélley GMHSSY Logistics Manager
GMHLM GMHLM DC Manager Logistic Process Manager
gábor hafner GMHGHF Customer Service Manager
zsolt Nyeste
GMHZNY ISP Chief Engineer
tamás káldi istván kovács
GMHIKV Production Manager
olivér szundy
GMHOSZ Production Manager
tibor szamalovits
GMHTSL Production Manager
GMHTK Chief Engineer GSE
tünde bicsákné moós GMHTB Finance Manager
jannek uldal christesen GMHJUC R&D Manager
RÓBERT KIS
GMHRKI Engineering Manager
miklós rabi GMHMRB TC Manager
Executive Group ZSOLT MARTON GMHZSM Regional Purchase Manager Europe
Figure 21. – Organizational structure of GMH (July 2012)
Top management of GMH may send their information, opinion, and suggestions regarding sustainability as well to the Grundfos A/S management at the Board meetings held every half a year at GMH, as well as by writing the quarterly reports. This is when the evaluation of GMH and the management takes place. The Technical Director is responsible for decisions connected to sustainability, particularly about environment, occupational safety issues and facility management. The internal social issues belong to the HR Manager. Decisions are partially taken by them and partially by the E-Group, depending on costs and importance.
The creation of social responsibility (CSR) in the organizational structure of the company was commenced in 2011 resulting in more efficient task management. As first steps, the position of CSR coordinator and the system of CSR ambassadors were created, then in January of 2012 the CSR and Communication Team was founded within the HR Department under the leadership of CSR and Communication Chief Specialist.
53 | 54
lajos lajos major major
GMHZO Logistics Manager
Economic sustainability Our products and customers Grundfos offers wide range of products regarding water and wastewater pumping and different circuit and booster applications. GMH is second to the Danish production company by the means of headcount and production volume. Approximately 10% of the employees of the entire Group (production, development, sales and management) work here. The Grundfos pumps are categorized by different fields of use. Based on this system, GMH pumps are marketed in the following segments: • facility management– e.g. cooling and heating systems • domestic use: e.g. AP, KP, CM • industrial facilities: e.g. NB, NK, TP, HS, CM, CR • industrial use, circulation of cooling and lubricating fluids: e.g. MT, NB, NK • water treatment systems: • plumbing: e.g. HS, TP, NB, NK, CR • waste water treatment: e.g. SE, SEG, SL • motors • built in pumps • built in ventilation systems. The strategic goal of GMH is to create a satisfied clientele – this achievement would ensure the long-term development of the company.
Our primary costumers are the Grundfos distribution centres and other production companies. A very significant part (80%) of our products end up in European markets, the rest goes to other continents. It fills us with pride, that pumps manufactured in GMH were installed for example in the airport of Stuttgart (NK), in several buildings of the London Olympic Games (NB, TP) and at last, but not least in the onion dome-shaped spa in Makó (NB, TP, SL). Financial results GMH primarily produces for export purposes: In 2010, the export figures were equal to 86.5 billion HUF, while the domestic sales were only around 4 billion HUF. After the recession in the previous year, the company exceeded its financial plan by 17% in 2010. The first half of 2010 went according to the plans, but during summer the needs increased so much, that we had to increase the production by 30% month by month. Due to the increased sales and introduced cost reduction, GMH achieved the best result ever. In 2011, the export sales figures were equal to 108.3 billion HUF, while the domestic sales were about 3 billion HUF. In 2011 the company exceeded its financial price income plans by 9% (this was equivalent to 25% growth compared to 2010). Due to increased raw material prices, higher level of costs were assigned to higher sales figures (10% growth by number of items), therefore the company wasn’t able to fulfill the financial plans after all. The most important factors that influenced the results were the followings: an extra 3.3 billion HUF revenues generated by increased sales on the positive side; 1.2 billion HUF surplus costs of raw materials, foreign exchange losses at the value of 1 billion HUF and increased logistics costs at the value of 600,000 million HUF on the negative side. At the same time the company made 2.5 billion HUF investments in 2011 (mainly on production equipment and machinery).
INDEPENDENT
share of gmh turnover
Distribution channels and gmh customers
2009
Pumps, motors, service-kit through Distribution Centres to sales gmh 1-2-3
Distribution Centre
Sales companies
42%
External customers
2010
48%
gmh customer share pr. distribution channel
2011
2011
55%
Pumps / motors to sales companies
gmh D-1-2-3
Sales companies
External customers
31%
28%
25%
Motors & components to production companies gmh 1-2-3
Production
27%
24%
20%
DC GBJ
19%
DC GMR
7%
DC PGF
35%
DC GBW
5%
DC GWP
30%
DC GDS
4%
GPO
16%
GBU
4%
GHU
9%
GSK
4%
GUA
7%
GZC
3%
GPA
6%
GSL
3%
CRO
6%
GSE
3%
GWS
6%
GPK
3%
GSI
5%
GMU
3%
GGD
5%
GTW
2%
GDK
4%
GIT
2%
GCR
4%
GIN
1%
GBI
42%
GPA
5%
GMR
165
GTW
45
GMU
7%
GJK
3%
GSI
5%
GPK
2%
PGF
5%
GPC
1%
GBW
5%
GWP
1%
indicators
Unit
2007
2008
2009
2010
2011
Net sales
Million HUF
52.161
68.641
72.374
90.521
111.362
Material expenses
Million HUF
43.785
56.429
56.333
70.464
90.592
Staff costs
Million HUF
5.475
7.841
7.354
8.033
9.083
Depreciation
Million HUF
2.326
3.004
3.547
4.054
4.333
Other costs
Million HUF
2.263
1.838
1.531
2.151
3.033
Operating profit
Million HUF
-728
251
3.686
6.510
6.093
Profit before tax
Million HUF
-1.436
-2.039
4.880
6.537
3.408
Profit after tax
Million HUF
-1.436
-2.039
4.743
6.533
3.408
Retained earnings
Million HUF
-1.436
-2.039
4.743
6.533
3.408
Table 14. – Financial results of GMH
55 | 56
Figure 22. – Distribution channels
In 2011 in a tender called “Significant job creation investments” of the “Economic Development Operative Program”, GMH won a state support of approximately 1 billion HUF for developments in GMH4 in Székesfehé-
rvár and the plant in Tatabánya. The investments in GMH4 are presented in detail in the chapter of “Relentlessly ambitious”.
thousand HUF 9 738 312
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Figure 23. – Investments thousand HUF 1 000 000 213
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Property and land tax Paid fees Paid official fees; environmental tax, green tax Local business tax Innovation contribution
Figure 24. – Taxes and fees
INDEPENDENT
GSS In 2011 Grundfos Group founded Grundfos Financial Shared Services (GSS) in Budapest, Hungary. The aim of the initiative was to manage the financial tasks of European plants more efficiently. It is an honor and pride for us to have the headquarters in Hungary. The selection was not random because the relevant knowledge base was available here. In the year of 2010, after the foundation, we initially aimed to channel the first firms into new processes and support systems. By the end of 2011, Grundfos Group was already supported with high level financial services by our colleagues in Budapest.
Employees as shareholders As the main shareholder of Grundfos Group, Poul Due Jensen Foundation would like to share the company’s success with our employees. Therefore 46 countries were involved in the employee share offer. Everyone employed by the Group on 1st of June 2011 were entitled to this opportunity. The first packages were available at 75% discount, while the next ones at 40% discount. The shares cannot be sold or assigned for a period of five years. After the expiry of this period, the shares can only be purchased by the Poul Due Jensen Foundation. The Foundation is obliged to buy the shares at a valid price on the day of the offer. The values of the shares are determined by means of a price calculation model: the results of Grundfos Group and other Danish or international stock exchange companies (e.g. seven international pump manufacturers) are taken into consideration. The experts of Danske Bank and Deloitte auditor firm are also involved in the process.
ith w s n o i relat e s o l c rough h t e ip. ders. u l l h o a s r v h u e s e k e t crea er sta epren r s h t t o n f o e d d l n n Gru n loca iers a l o th. p g p w n u i o s d r l , i g s r u e n and any b o p i t custom m a o v c s inno lobal e g v i a r d e r ersity We a v i d t a lieve th e b e W
“During the four years I spent at Grundfos I had the opportunity to be the supervisor of a few areas. I found that the cooperation among departments is working great. Whatever problem we had, I could feel that I am part of a big team and we work together on finding the solution.” István Rácz, Supervisor, GMH3
“We have understood that we need to manage our relations with the economic, professional and social organizations, we need to assume responsibility for them and, at the same time, we all learn from each other. A nice example is our Supplier Excellence Program but we certainly have many other plans in this respect which I can also contribute to.”
PARTNERSHIP
PARTNERSHIP
Eszter Guzmics, CSR Coordinator
As a large corporation, we are aware that our behavior must be based on fairness towards our stakeholders, even beyond regulatory compliance. Our relations with the stakeholders have to be maintained within regulated frames and connected to defined functions.
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Essential condition for our effective operation is to maintain good relationship with our environment, professional organizations, local authorities, and local communities. For production of world class competitive products we have to find manufacturers and service partners with prominent results in their own segment who thus complement greatly the capabilities of GMH.
Our stakeholders We revise our stakeholder map on a yearly basis. While interpreting the stakeholder roles, the dependenceinfluence-effect relations between GMH and the given stakeholders are taken into account. From the map of stakeholders presented in the diagram, our colleagues, customers, suppliers, local communities, non-governmental organizations and the authorities are the most important ones for us.
Figure 25. – Map of Stakeholders
PARTNERSHIP
Opinion of our stakeholders In 2011 we have completed the second survey among local communities, authorities, surrounding companies and suppliers to learn about the general image of GMH regarding approach, performance and general attitude. The third parties in connection with different departments answered our questions through questionnaires.
The results showed that strengthening communication, one of the development needs we determined after the last survey was successfully fulfilled by 2011. However keeping the deadlines is an area that still needs to be improved, while GMH’s employer branding is placed on strategic level from 2012 (“Would you recommend Grundfos as workplace?”).
3.9 4.3
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Figure 26. – Opinions of our stakeholders according to surveys in 2009 and 2011
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3.7
4.0
Partnerships Since the foundation, but particularly in the years of 2010-2011 a lot of professional partnership programs were run mainly focusing on the topics of sustainability and professional developments. Cooperation within the group Rationalizing the logistics between GMH and the English distribution centre (DC), resulted in 40% decrease in the number of trucks, meaning a decrease of transport costs, and 50% reduction of CO2 emissions. The English subsidiary received the Group’s Future Now award for the idea and the successful joint implementation. The Future Now award was founded by the Grundfos Group in order to motivate its subsidiaries to recognize and realize the opportunities for reduction of CO2 emissions and energy consumption. Our company reached the final both in 2010 and 2011. The further optimization of transport capacities will be carried on in 2012. The project called as Double-decker aims the entire utilization of available space with the installation of special shelves in cargo compartment. Cooperation with customers Like in case of other companies, it is essential for Grundfos to create and maintain good partnership relations. Since 2008, the company creates a numerical evaluation about its own performance on a yearly base. The tendencies show us continuous growth – the best result was so far accomplished in 2011 (with 3.8). The year of 2009 also proved outstanding because of the effects of the economic crisis, both GMH and our suppliers had significant free capacities, which fact was greatly appreciated by our partners.
The questionnaires measure the performance of GMH in various areas. It is obvious, that our partners expect us to improve significantly on the areas of reaction time, their treatment, information flow and the quality of information. To achieve this, we created the Customer Service Department connecting all three production units which is rather uncommon in traditional organizational structures. Individual contact persons are assigned for every partner in order to speed up information flow and make the cooperation more efficient. To prepare ourselves for special customer needs a special engineer team was formed within the Department. In addition to all this, the Executive Group is also involved in key partnership relations. During personal visits, great opportunities arise for laying down priorities, coordinating mutual expectations and common goals, which evidently facilitate the later cooperation. The executive group visited the German, Russian, French and English partners recently. 3,9 3,8 3,8 3,7 3,7 3,6 3,6 2008
2009
Figure 27. – Customer satisfaction (1-5)
2010
2011
PARTNERSHIP
Cooperation with suppliers and partners Our suppliers contribute to realizing our strategic goals and business sustainability by producing adequate quality products at the right time. The relations with our suppliers are basically determined by their contribution to corporate strategic goals. It is a basic demand that our suppliers have to provide the highest standards of quality, environment, ethics, flexibility and reliability of delivery. In the last twelve years we have successfully created a network composed of domestic suppliers, and suppliers from surrounding countries. Each year a product category is being chosen which supplier background will be paid even more attention to in the forthcoming period. According to our experiences, the cooperation with local suppliers can be characterized with stability, continuous communication and great flexibility – these properties are indispensable for success.
Selection, contracting and performance monitoring of our local suppliers and the local coordination with grouplevel suppliers are conducted by the Hungarian strategic purchasing. The Hungarian department plays more and more significant role in the supervision of regional and global categories. From 2009, the group-level procurement of ferrite core (lamination), aluminum foundry products, bearings, rotors and stainless steel molding has been arranged from Hungary. In addition to the existence of professional conditions, Grundfos consciously seeks for suppliers who share our values, quality expectations, have an ethical and environmentally conscious approach, because these are considered the foundations of long-term cooperation.
The procurement policy and procurement procedures at domestic and group level are shaped by GMH and its parent company together.
The strategic goals are built in the supplier relationships. The strategic points for suppliers are announced at the Annual Supplier Conference. Furthermore they are evaluated within SRM (Supplier Relationship Management) every year based on their capabilities and performance. The individually customized expectations and goals are laid down in the contracts.
The most advantageous conditions are created in the following way: the market conditions and features of the product determine if the given product group falls into domestic, regional or global procurement category. In either way, the local organization provides continuous support to suppliers. The frames of our business relations are regulated by partnership agreements.
GMH sends information to every product supplier on monthly basis about the accomplished results and if needed, provides support for corrections. The most important strategic goals of 2012 regarding suppliers are reduction of delivery time and improvement on reliability and quality. To achieve this, we assigned focus groups, where we concentrate on these issues.
35%
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Figure 28. – Rate of domestic procurement
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40%
GMH can only fulfill its strategic goals with strong supplier network therefore it is essential to find the best domestic procurement opportunities. Recently the focus is placed on strengthening suppliers who deal with metalworking, welded structures or special castings and also on suppliers transporting plastic and assembled parts. At the same time we would like to form flexible cooperation with local partners of large international suppliers. We build on domestic suppliers as well when outsourcing internal procedures in order to improve efficiency and transparency.
Supplier Excellence program Based on the feedback received duringthe Business Excellence assessment in 2009, we have to strengthen knowledge sharing and supportive partnership relations to improve our actual performance.
We pay special attention for improving domestic suppliers by actively involving them in the programs of national professional organizations. Launched in 2011, the Supplier Excellence program supports these goals, providing opportunities to strengthen partnerships and common achievements.
At Grundfos we have always been counting on domestic suppliers during the growth in the last 10 years. We often faced the fact, that local suppliers struggle with the lack of knowledge about corporate expectations, while they are eager to show what they are capable of.
Supplier Evaluation Our influence on partners increases parallel with the expansion of activities, which demands even more responsible attitude regarding our sustainability requirements. GMH, in line with the Danish parent company, follows the UN Global Compact, launched in 2000, which consists of 10 principles and promotes Human and Labor Rights, Environment and Anti-Corruption. Responsibilities undertaken according to them are also communicated towards our partners; all our agreements have had these requirements included since 2005. Our suppliers are expected to identify with the directives laid down in supplier contracts. Corporate responsibility plays significant role in supplier system-audits. Since 2011 we have been controlling with detailed questionnaires if our new and existing suppliers really comply with their regulatory obligations and follow behaviour norms. We also encourage our partners to voluntarily follow CSR principles in their activities. With the supervision of our parent company, a detailed CSR revision with risk analyses takes place on a yearly bases with chosen suppliers. One of the focus points of the Supplier Excellence Program (launched in 2011), is also CSR – we evaluate the supplier’s approach to social responsibility and sustainability.
In today’s world, where the need for flexibility was substituted for agility, one cannot only deal with customers. From the aspect of sustainable efficiency the first elements of the value-creating chain are of the same importance as the later supportive ones.
Our expectations were drawn up in a program that is able to reach our suppliers, motivates to fulfill the highest customer needs and gives a management tool to our suppliers that can be employed efficiently in improving future competitiveness. However we play active role in development planning by providing tools, background knowledge and resources. After thorough preparation in collaboration with a non-profit organization called the Hungarian Association for Excellence (SZKKE) we created a development program for Hungarian suppliers, which is considered a unique initiative in Europe. Grundfos Supplier Excellence program is based on three important pillars: • Organizational survey with methodological support (self-assessment) • Development projects aimed at eliminating operational uncertainties and weaknesses (at least three projects – one of them shall be realted to an existing partnership with Grundfos) • Opportunities to share knowledge and practices duringthe whole program
PARTNERSHIP
Influenced by the experiences of the participants five additional companies applied to participate, furthermore as requested by the participants of the previous year, the program was extended for an extra year for them. Due to this, in 2012 we provide significant support already for the development of eight companies – they add up to almost 50% of the domestic procurement. Water2Life – partnership with employees Within the global responsibility programs of Grundfos Group submersible pump systems with solar energy use were installed to certain Kenyan areas, where there are no clear water sources within a 2 km radius. During the first year of the program the employee donation was doubled by Grundfos. By the end of 2010, 92 donors, six volunteers and the local food supplier partner joined the program, with a total amount of 730 000 HUF donations. Building bus stop together − industrial partnership As the bus stop at Búzavirág road had already proved to be too small for us, a reconstruction of the existing building was initiated in collaboration with Agnus Ltd. (our building technology supplier), Coloplast (opposite production company), the local government and the local traffic inspectorate. The employee requests and feedbacks were also taken into consideration in the planning stage. The building was actually erected by Grundfos and Coloplast volunteers.
Organizational memberships Our company has been a member of several professional organizations in order to convey the represented values more consciously. We also aim to improve our knowledge of other member organizations through exchange of experience. Benchmarking data available through organizations provide us opportunity to assess the situation of our company among similar manufacturing companies, giving ground for taking the right directions for development. GMH is member of the following professional organizations: • Joint Venture Alliance (JVSZ) • Hungarian Association for Excellence, László Török is a member of the board • ISO 9000 Forum • Hungarian National Committee for EOQ • KÖVET Association for Sustainable Economies • Lean Enterprise Institute Hungary • Association of Hungarian Industrial Maintainers (MIKSZ), • Hungarian Vehicle Development Cluster Benchmarking Club (MAJÁK), • Association of Hungarian Logistics, Procurement and Stockpiling (MLBKT) • Hungarian Standard Institute (MSZT)
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The first program was announced at the supplier’s conference in 2010 and had a planned duration of one year. Despite its pioneering nature three of our suppliers applied to participate immediately: Fiers Mechanika Ltd, GIGA 2003 Ltd and HAJDU Autotechnika Ipari Zrt. All of them had successfully completed the program therefore they were taken into the Recognition Book, annually published by EFQM and they were entitled to use the logo of Commited to Excellence.
selves r u o g engin l l a h c e in d p i o r t p s e r e tak e neve W . w r s e t o f s d do. fa n e s u r n w o G i g t n n I r solu rythi e e t v t e e b n i te ality ure. u t q u f to crea m e u h remi ate t p v o g n n i n r i and delive p i h s r e w lead o h s e W
“The Customer Service Department was established first in Hungary within the Group. The greatest ambition of our experienced team was to fulfil the customers’ demands as fast and as precise as possible. We believe that the new organizational unit will enhance our partners’ satisfaction to a great extent and thus our long-term economic performance as well.” Zsolt Szuvák, Customer Service Engineer Specialist, GMH2
RELENTLESSLY AMBITIOUS
“Our partners appreciate that the plans we made more than 10 years ago have become reality by now, or we are about to achieve them – they say, Grundfos walks the talk. Such feedback confirms that Grundfos is using its independency for constant development, looking ahead, and our partners can count on us.”
RELENTLESSLY AMBITIOUS
Lajos Major, Distribution Centre Manager
The production activity of Grundfos in Hungary had commenced around the millennium as a greenfield investment. In the last decade we have grown to be the second largest production company of the Group. The first plant in Tatabánya, where motors are still assembled, was followed by GMH2 pump factory in 2002. Then in 2006 the production had begun in the third plant in Székesfehérvár. The Department of Research & Development Hungary was established in 2007. In the same year our visitor centre called Grundfos City had opened its gates. Budapest was chosen as location of the headquarters for Financial Shared Service Centre (GSS) in 2010 and also for IT Service Centre in 2011. In 2012 the construction works of the fourth plant has commenced in Székesfehérvár.
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We celebrated our 10th anniversary in 2010
Our 10th anniversary was celebrated on the 11th October 2010. Carsten Bjerg, who participated at the event highlighted that one of the world’s best pump manufacturing bases is in Hungary.
Strategy The most important strategic goals of Grundfos Group are to represent the tasks and directives regarding the company’s operation in 3-5 years, and the realization of the long-term goals and Innovation Invent. A few significant elements of the strategy and the role GMH plays in realization: Real globalization – global operation Whitin Grundfos Group Grundfos Group aims to operate as a real global corporation. Being global used to mean to other actors of our industry that procurement and production was done in low-cost and poor regions of the world, while the products were sold in rich and solvent regions, and the company and product development was run by a giant central unit in the centre of the parent company.
The Parafónia orchestra performed in the event – 13 young musicians with moderate mental disabilities, who provided great entertainment for the audition with the assistance of their professional helpers.
For Grundfos globalization means • Production is placed in the vicinity of targeted markets and customers, therefore the provided services can be customized to local needs and have quick reaction time and short transportation distances. GMH is the largest production base in Central Europe; certain elements of the product range are transported for whole Europe from here. We intend to further improve on this role by improving service indicators and the services of product customization (factory product variants). • Grundfos employs competitive global suppliers, but at the same time as a part of our strategy, we make efforts to increase the rate of domestic procurement, concerning either commodity suppliers or other suppliers. • Almost all the significant elements of a real global company’s activities are globalized, including competences and know-how. Grundfos Group has created Research and Development or Technology Development departments in various locations worldwide, building distribution of competences between them. As a part of this, R&D Central Europe and TC Hungary were established at the location of GMH and will face with remarkable developments in the forthcoming years. Regarding a few technologies GMH itself operates as competence centre in collaboration with other Grundfos plants.
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Strategy GMH 2010-2012 Customer Focus - Non trade Financial
Customers
Processes
Growing business
Satisfied customer: GMH as the first choice
Effective translation of customer needs to GMH organization
Globalization Enlarge business through competence development and cost efficiency
GMH is the most competent partner
Leading in supply chain processes
Operational Excellence
Sustainability
Reduce Operational Cost to increase competitiveness
Save energy for competitive and sustainable operation
GMH supplies World Class quality products and provides on-time service
GMH inspires and contributes to our sustainable profile and results
Create an optimized and agile supply chain to reduce process waste
Continuously optimize energy reduction related processes throughout the entire supply chain
Document and Implement information and knowledge management
Develop and Maintain knowledge and awareness about sustainability
Driver for global NPI Transfer, Technology
Development and Learning
Define and ensure contribution on all levels to improve CRM function
Continuous development of globalizationrelated competences
Operational Excellence We don’t aim to have neither “acceptable” nor “suitable” operation. We believe that to realize the directives of our Innovation Intent we need to operate in an excellent way, therefore we focus on real objectives and long-term sustainability instead of activities that don’t create value. GMH aims to perfect its operation primarily by fulfilling the Shop Floor Excellence program.
sustainability The topic of sustainability of production companies is directly related with our Innovation Intent. Our mission is to use the most sustainable solutions in all the segments of planning, production and evaluation processes. By cooperation and utilization of our economic influences, but mostly with good examples we aim to convince our partners, suppliers and environment to follow the same direction. Regarding sustainability, GMH plans to cooperate closely with civil organizations and local governments.
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Figure 29. – GMH Strategy Map
Transfers and new products
At first the CR Medium assembly line was moved, that was followed by CR Small assembly line. The project was successfully completed and the production responsibility was taken over in March of 2011.
The most joyful event in the life of a plant is a new product or the arrival of a new production line. GMH can be considered lucky, because in 2010-2011 newcomers were introduced in our production processes, that eventuated new jobs and more diverse knowledge of our employees. In the middle of June 2010 Grundfos launched a new interesting project: the CR transfer’s main goal was the relocation of the CR pump assembly line from the Danish plant to GMH3 in Hungary.
In 2010 GMH2 has started the production of one of the word’s smartest wastewater pumps. The most important feature of the so-called Autoadapt products is that instead of external sensors, internal ones are applied, therefore the pumps automatically accommodate to external conditions. It significantly simplifies installation, deployment and operation and at the same time increases reliability.
Technological developments The essence of stator coil head impregnation can be summarized by this: coil, made of wires is drenched with resin and lacquer before starching. Bonded resin or lacquer stabilizes and insulates the coil and also makes it more resistant, protecting it from dust, water or other environmental impacts. This technological process is applied in GMH1 for stators – quality and environmental reasons necessitated the development of the method.
The previous lacquer was comprised of two elements, which had to be mixed in the plant. As opposed to this, the new and more environmentally-friendly lacquer has only one component therefore can be applied directly. A further advantage that it is delivered in 1000 kg packs, and after excretion its manufacturer refills the empty containers. Previously the waste management of the containers used to be our responsibility, and this needed more energy, time and money. The renewed lacquering technology provides more environmentally-friendly alternatives, which in long-term will result in positive results both from economic and quality aspects.
RELENTLESSLY AMBITIOUS
The new plant is being built – GMH4 A decision was made by Grundfos Group in the autumn of 2011 that provided basis for the further domestic development of our company. There were primarily no economic reasons in the background of the decision – Hungary doesn’t belong to the most significant sales markets of our products. That was rather due to our efforts in the last eleven years that earned the owner’s trust. It was another important aspect that GMH2 had reached the boundaries of its capacity by introducing the last project. GMH2 performs in many functions today, for instance it manufactures countless products and provides various customer services, and we would like to adapt to production tasks and sales channels by separating supply chains. Today we manufacture pumps with modular systems in large series and satisfy individual customer needs in the same production unit. By creating a new unit, we can optimize processes, build appropriate approach for customer-focused services and achieve better performance. At the same time, GMH2 can be optimized for quantity production by setting high-item (batch-system) production.
According to our plans, individual or “one-piece” production system will be created for “King size pumps” in GMH4, in order to facilitate project-focused services and to suite cranes, testers and material transfer equipments to pump sizes. This production category is composed of hot water, cold water, wastewater and large size items, thus, environment is customized accordingly. The market needs regarding performance and sales are to be taken into consideration when defining product range. As part of this expansion in Grundfos, the colleagues of R&D Central Europe and TC were given permanent offices. This development provides foundation for future growth.
New building – responsible solutions Taking environmental and sustainability aspects into consideration, we intend to reduce the energy consumption and pollutant emissions of our buildings in compliance with the modern building technological and architectural expectations. Our aim is to reach a quality that is equivalent to the LEED Gold classification. The LEED (Leadership in Energy and Environmental Design) is an internationally recognized rating system developed by US Green Building Council. The building gained 65 points in preliminary analysis – 60 points are needed for the above mentioned degree.
Business Excellence – 515 points achieved Our first internal evaluation was made in 2008 based on the Business Excellence model of an international organization called EFQM. The model provides help for organizations to evaluate their own activities and performance and to explore their strengths and weaknesses by nine criteria. The actual two-year period of Business Excellence ended in 2011. During this eventful period we accomplished four targeted developments (CSR concept, Supplier Excellence Program, knowledge management, Probe evaluation) which affected not only our company but also its environment. The mentioned developments can be considered a success because these areas function well and still develop today. The period ended in an internal evaluation. Four representatives of the top managements of various Grundfos companies made interviews for three days involving 120 colleagues (including employees from every department and plants). The essence of the method is the following: maturity of the organization based on
Energy and water saving solutions: • thermal transmittance figures are beyond current regulations, thus less heating energy is needed, • passive shielding and innovative, more effective heating equipment lowers specific CO2 emission in offices, • the quantity of ventilation air is determined by air quality and internal temperature, • energy-saving illuminants: lighting is controlled by external ambient lighting and employee presence, • water-saving shower heads, • delayed-action automatic faucet, • toilet tanks with two different flushing methods, • using rainwater in many areas – e.g. flushing toilets, watering plants, tester pools, • planting native plant species.
filed experiences is determined in a 0-1000 scale. We achieved 515 points, which is considered an extremely good result and means a 100 point improvement compared to previous result. However, the most important aspect of the evaluation is not the received points but rather the general feedbacks, and especially the 25 pages summary of strengths and weaknesses. The most important remarks are the following: • mature company, which holds sustainability and corporate responsibility (CSR) in high esteem, • excellent process management, • clean and tidy plants, • strong employee commitment and empowerment, • increasing competences and strong attention on future development opportunities, • matrix organization and team work improves on cooperation, • our “LEAN-journey” has commenced. The information in the evaluation provides great basis for further development: they take part in the next year strategy and activities, and provide ground for certain targeted projects.
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GSE – Grundfos Shop Floor Excellence Grundfos Shop Floor Excellence is a milestone in the history of the Group: For the first time we have a common system to support leadership, development and no-loss operation in production. GSE is based on all the best practices and experiences of Grundfos production companies.
Our motto: Go see – Go ask – Go do • Go see – realize our losses and unnecessary efforts. • Go ask “Him” or “Her” (ask our most competent colleague) • Go do accordingly as quick as you can in order to improve. We don’t aim to accelerate value creating work, but rather to reduce losses and increase the rate of value creating activities
Grundfos Shop Floor Excellence What we want Profitable growth & Customer satisfaction
High quality • Low cost • Short leadtime • Reliable partner • Low CO2
Continuous improvement
What we do
Responsibility
Consistency
Pull
Flow
Proactiveness
Flexibility
Visual factory
Built-in quality
Targetorientation
First-hand observation
Waste elimination
Stable processes
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How we act
Standard operating procedures
People
Involvement
Empowerment
Values & Leadership
Vision & Strategy
Competences
Figure 30. – Grundfos Shop Floor Excellence structure
9540_shop_floor_model_A3.indd 1
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An expert engineer group of six people works for the realization of the above mentioned global goals. When planning our projects we cooperate with the leadership and take future challenges and strategic expectations into account. The duration of projects separated by production areas are 4-5 months. During the introduction of projects we provide help in using the necessary methods. We create visual leadership that shows up-to-date results and problems. We also offer our help to deal with daily issues for example with applicable tools. We contribute in accomplishing the goals set by the management in order to reduce losses and increase customer satisfaction. The projects end with audits that evaluate results. Long-term maintenance of accomplishments and further developments are followed with audit series. The applied methods are developed together with other GSE representatives. By analyzing the results, we ensure that good practices are getting taken over. Our goals by applying GSE: • satisfying customer needs with shorter transit time and fulfilling quality requirements • safe workplaces, • by reducing losses and terminating bottlenecks, we utilize our facilities and employee competences more efficiently, • reducing in-process inventory, • increasing rate of production areas (e.g. installing new assembly lines in storage rooms), • increasing customer satisfaction, • a continuous development on every level.
The most important factors of the success of GSE are the people; therefore, our activities must be based on them. All our employees are involved in developments because that is the only way to create employee commitment which results in great performance. In order to solve problems quickly we need to make sure that more decisions are made directly at production areas – where the problems occur and not in offices. We provide practical problem solving tools for problems, for instance PDCA (Plan-Do-Check-Act), A3 problem solution and other analyzing and solution processes. Every Grundfos plant uses certain LEAN elements. GSE intends to unify these in every production company. Five of the most important elements that are used in GSE: • VSM (Value Stream Mapping), • DAM (Daily Action Meeting) − daily meetings about production results and occurring problems with visual management tools, • 5S method, • SOP (Standard Operational Procedures), • PM (Preventive Maintenance). We keep on applying other LEAN elements according to the features of occurring issues. (e.g. SMED, Kaizen system, fail-safe solutions, Kan-Ban).
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Awards and acknowledgements
Truly Responsible Enterprise In 2011 a single company was given the award of “Truly Responsible Enterprise” in CSR Best Practice tender announced by Hungarian Public Relations Association (MPRSZ). This is regarded as one of the most prestigious CSR awards in Hungary, therefore, we had decided to give it a try and draw up our activities for the professional jury. The category of truly responsible enterprise was announced for companies where responsibility, sustainability and business ethics are organic elements of the management approach. They also need to possess detailed CSR strategy, which pervades daily activities in every level including manufactured products and services. As a part of the expectations, the accomplishment of CSR projects needs to be done with the involvement of interest groups and with continuous monitoring and feedbacks. “The responsible business approach of Grundfos Hungary Manufacturing Ltd. is indeed exemplary. Based on this complex and complete tender, Grundfos articulates and realizes substantive elements even during the economic crisis. There is nothing to be criticized by professional point of view: their ways of doing business and realizing
Figure 31. – Logo of the disability-friendly workplace
responsibilities are exemplary. I can only congratulate to Grundfos for its performance and we are also happy that our mission for spreading the knowledge of CSR in Hungary was given a real valuable practical example. We hope that more and more companies will follow this path in the forthcoming years in Hungary.” – said Péter Szeles, Chairman of MPRSZ. Future Now award The “Future Now” award was created by the management of Grundfos Group in 2009 to recognize the most outstanding efforts about reduction of carbon dioxide emission. Rationalizing the logistics between GMH and the English distribution centre (DC) resulted in 40% decrease in the number of trucks, meaning a reduction of transport costs, and 50% reduction of CO2 emissions. The two subsidiaries received the Group’s “Future Now” award for the idea and the successful joint implementation. Best EHS Story EHS also inspires the companies to achieve higher environmental performance: BEST EHS Story award is given to the company that accomplished the most innovative developments regarding environmental issues and occupational safety. It fills us with great pride that in 2010 GMH was awarded with this acknowledgement.
79 | 80
Disability-friendly workplace The conditions of obtaining the Disability-friendly workplace award are to accomplish a three-month and a twoyear development plan. The purpose of the three months program is to help the integration of the newcomers of our rehabilitation department which grew to a headcount of 100 in 2011, facilitate individual professional development and improve cooperation. We organized team building events and exchange excursions with the involvement of the given departments in Székesfehérvár and Tatabánya, and we have also created a specific educational material. In addition to these, our main target for the future is to improve our networking with local institutions, so we can improve our reach for disabled people. Meanwhile, we accomplished our purpose by obtaining the Disabilityfriendly workplace award in 2011 May.
“Relentlessly ambitious about future” Innovation Intent By 2008 many former intentions of Grundfos had already been fulfilled. 60 years ago Grundfos was a constantly developing and growing company which played leading technological role in pump manufacturing industry. In order to shape the company’s future Carsten Bjerg, leader of Grundfos Group created an unusually long-term vision for a future that contains plans for the period spanning till 2025. The Innovation Intent is based on the conditions and trends of the present and future world, and it defines the role of Grundfos. Grundfos is led by three main development principles about future:
Put sustainability first As the present predictions indicate, global warming can decrease global economy by even 20%. The threatening droughts can make ten or even 100 millions of people “climate-refugees”. To significantly change the current trends, the carbon dioxide emission must be lowered by 27 gigatones in the next 30 years. (1 gigaton is equal to the hot water consumption of 2 billion people for one year). Our roles and tasks are: • Reduce the carbon dioxide emissions of users with energy efficient products and solutions and offer customers more sustainable alternatives. We need to make more effort concerning clean technologies and apply solutions that facilitate lower water consumption, better effectiveness and better recycling. • Drastically reduce the environmental footprint of production regarding manufacturing, suppliers and partners. Our role is particularly important here: these purposes mainly depend on production technologies and machines, and also on the selection of transportation methods and supplier chain. One of our major goals is to keep the emissions below the level of 2008, though, the production volume will be multiplied by 2025.
Growth of population and social tendencies Current trends indicate that the world’s population will exceed eight billion by 2025, and 50-60% of people will live in cities. The climate change will make water supply and public utility services more difficult in the poor regions. As predicted, by 2025 Asia will give 50% of the pump market. We aim to take leading role in growing regions and provide customized solutions, products and services by utilizing our global manufacturing network and competences.
Pioneering technologies Comparing to other industries, there is a more conservative approach in pump production sector, however, the changing customer expectations and the tendencies of other industries must be taken into consideration. Grundfos has always played leading role in applying pioneering technologies, products and solutions. This is our fundament for the forthcoming years.
RELENTLESSLY AMBITIOUS
By 2025 we will definitely recreate the concept of pumps with pioneering solutions. We will expand into new categories and areas using our existing technologies in new and creative ways. To meet customer needs, we add new functions and purpose to pumps and rethink our business models and value propositions. Each one of the above mentioned three objectives seem realizable separately but the biggest challenge is to find solutions that fulfill them at the same time.
The image of Grundfos for future employees One of the conditions of the globalization of competences is to have employees with relevant knowledge and preparedness who are able to face future challenges in the competence centres outside Denmark. GMH aims to become even more attractive target in labour market regarding career aspects – we want the best ones to carry Grundfos towards future. Therefore, we initiate and accomplish many programs and cooperation in the forthcoming years to contribute in education, present our company to future employees and at the same time we make GMH even better and more family-friendly workplace. As a part of our strategy, we test and introduce new solutions in the next years concerning employment conditions, organizational forms and improvement options.
GRI index Strategy and Analysis
Organizational Profile
indicator
page
1.1
3-6.
Governance, Commitments
1.2
3-6.
Governance
2.1
page
4.1
54.
1.
4.2
not relevant
2.2
1.
4.3
not relevant
2.3
1.
4.4
53.
2.4
1.
4.5
43.
2.5
1.
4.6
12.
2.6
1., 42.
4.7
38-40.
2.7
55.
4.8
9-12.
2.8
1.
4.9
53.
2.9
75-76.
4.10
54.
2.10
80.
4.11
3-6.
4.12
67.
4.13
68.
4.14
63-64.
4.15
63-64.
Report Parameters Report Profile
indicator
Commitment to External Initiatives
3.1
7-8.
3.2
7-8.
3.3
7-8.
3.4
83.
4.16
63-64.
3.5
7-8.
4.17
65-68.
3.6
7-8.
Management Approach
3.7
7-8.
Economic
3.8
not relevant
3.9
8.
Labour Practices
3.10
8.
Human Rights
67.
3.11
8.
Product Responsibility
17.
GRI Index
3.12
83-84.
Society
12.
Assurance
3.13
8.
Report Scope and Boundary
Stakeholder Engagement
Environmental
For more information regarding the report please contact Katalin Urbán CSR and Communication Chief Specialist, e-mail:
[email protected], phone: +36 30 512 6365
55. 16-18. 36-42.
GRI INDEX
indicator
page
EC1
56.
EC4
39., 57.
EC6
66.
EN3
18.
EN4
18.
EN5
20.
EN6
18-20.
EN7
18-20.
EN8
22.
EN16
16.
EN18
16-20.
EN20
23.
EN21
22.
EN22
21.
EN26
17.
EN30
24.
LA1
37-38.
LA2
38.
LA3
44.
LA6
46.
LA7
47-48.
LA10
45.
LA11
40-42.
LA12
41-42.
Human Rights
HR2
67.
Society
SO2
12.
SO4
12.
SO5
12.
PR6
17.
Economy
Environmental
Labour Practices and Decent Work
Product Responsibility
Statement The purpose of the Statement Present Statement was prepared by the Workers Council upon the request of Grundfos Manufacturing Hungary Ltd’s management. The purpose is to review the company’s integrated report (hereinafter called as Report) on its economic, environmental and social performance, as well as to verify its content. Present statement cannot be considered as that of an independent external party as the Workers Council is regarded as the key target group of the Report, therefore, the Report was reviewed by taking the employees’ viewpoints into account. Approach The members of the Workers Council reviewed and evaluated the draft of the Report within a meeting, and finally stated their common opinion. Considering the fact that members of the Workers Council are familiar with the way the data is regularly collected through their own jobs and find it reliable, present approach does not cover the proper data control, its only purpose was to focus on credibility and clarity of the pieces of information published in the Report. Members of the Workers Council reviewing the Report:
• Gábor Torma, President of the Workers Council • Melinda Briski • Zsuzsanna Tóth
Evaluation and proposals The integrated sustainability report prepared by Grundfos Manufacturing Hungary Ltd gives a comprehensive picture to the employees about the best practices of the company. The description and realization of the past years’ goals is clear. The Report outlines a kind of vision with emphasis on the significance of our values. The Workers Council finds the report as a positive initiative regarding employee information and looks forward to the forthcoming report. The team compiling the Report modified the majority of the proposals accordingly. Tatabánya, 27th August, 2012
Gábor Torma President of the Workers Council
Dobos János Kószás Péter Köves József Mucha Gábor Nagy Norbert 1 Huszár Róbert Oberlander Péter Török Ferenc 1 Zámbó Diána Kőpataki József Pál Osvald-Gerendás Melinda Kis Róbert Loránd Gábor Urbán Anita Ildikó Bajkó Antal Bujdos Gábor Bednárik Zsolt Keszei Balázs Endre Bábszki Gábor Eszik Zsolt Gaszner Gábor Nagy Barnabás Vursner Attila Virágh Zoltán Gergely Baranyi János Fehér Gábor Balog Zsolt Pataki Attila Török István Pruzsina Judit Mariann Erdélyi Árpád Eszikné Würtz Henrietta Fekete Katalin Káldi Tamás Szigetvári Csenge Bicsákné Moós Tünde Török László Hafner Gábor Rabi Miklós Papp Szilárd Nyeste Zsolt Marton Zsolt Gyarmati Zoltán Tibor Tarján Veronika Gombolai Gábor Horváth Antal Medzihradszky Tamás Schmidtmayer Péter Pintérné Kálvári Szilvia Dobos János Kószás Péter Köves József Mucha Gábor Nagy Norbert 2 Huszár Róbert Oberlander Péter Török Ferenc 2 Zámbó Diána Kőpataki József Pál Osvald-Gerendás Melinda Dobos János Kószás Péter Köves József Mucha Gábor Nagy Norbert 2 Huszár Róbert Oberlander Péter Török Ferenc 2 Zámbó Diána Kőpataki József Pál Osvald-Gerendás Melinda Kis Róbert Loránd Gábor Urbán Anita Ildikó Bajkó Antal Bujdos Gábor Bednárik Zsolt Keszei Balázs Endre Bábszki Gábor Eszik Zsolt Gaszner Gábor Nagy Barnabás Vursner Attila Virágh Zoltán Gergely Baranyi János Fehér Gábor Balog Zsolt Dobos János Kószás Péter Köves József Mucha Gábor Nagy Norbert 2 Huszár Róbert Oberlander Péter Török Ferenc 2 Zámbó Diána Kőpataki József Pál Osvald-Gerendás Melinda Kis Róbert Loránd Gábor Urbán Anita Ildikó Bajkó Antal Bujdos Gábor Bednárik Zsolt Keszei Balázs Endre Bábszki Gábor Eszik Zsolt Gaszner Gábor Nagy Barnabás Vursner Attila Virágh Zoltán Gergely Baranyi János Fehér Gábor Balog Zsolt Dobos János Kószás Péter Köves József Mucha Gábor Nagy Norbert 2 Huszár Róbert Oberlander Péter Török Ferenc 2 Zámbó Diána Kőpataki József Pál OsvaldGerendás Melinda Kis Róbert Loránd Gábor Urbán Anita Ildikó Bajkó Antal Bujdos Gábor Bednárik Zsolt Keszei Balázs Endre Bábszki Gábor Eszik Zsolt Gaszner Gábor Nagy Barnabás Vursner Attila Virágh Zoltán Gergely Baranyi János Fehér Gábor Balog Zsolt Pataki Attila Török István Pruzsina Judit Mariann Erdélyi Árpád Csanaki Attila Dukán Gergely Horváthné Kalmár Judit Kifferné Endes Anikó Lánczi Béla Tárkány-Szücs Dénes Voda Adrienn Tóth Krisztián Albert Tamás Géza Komlósi János Pásztor Attila Varga Attila Tibor Táncos Tamás Bökönyszegi Balázs Koródi Andrea Lanszki János Nagy Éva Szunomár Katalin Csizmadia Zoltán Faragó Ferenc Makai Zoltán Talabérné Moroz Szilvia Ferenczi Zoltán Zsolt Pozsonyi Bálint Várnagyi Sándor Bujdosné Pap Éva Tőke Éva Vozár Róbert Véninger Gábor Simon Gábor Matola Éva Andorné Réti Andrea Bakonyi István Barkóczi Béláné Barsi József Biczó László Károly Bohák Andrásné Bokros Béla Bukovicsné Csik Katalin Czelláth Rita Csiby Veronika Csordás József Dunai Erzsébet Andrea Fehér Csabáné Fehér Katalin Fejes József Fekete Antal Fekete Attila Forgács László Galgán Józsefné Garai Gabriella Gubinyi Gyuláné Halász József Horváth Lászlóné Illés Lászlóné Ivánczi Lászlóné Kádár Zsolt Kéri Józsefné Kiss Károly 2 Kocsis Tiborné Kolozsvári Renáta Zsuzsanna Könyves Eszter Gizella Kruska Attila Lisztes Anikó Mozsár Tibor Müller Istvánné Nagy Istvánné 2 Nagy Lászlóné 1 Németh Árpád Győző Németh Béla Nyitrai Attiláné Pankotai Mihályné Pintili Lászlóné Ritecz László Spankovics Istvánné Svitz Józsefné Szalóki Gabriella Szántó Sándor Tantalics Pálné Vertényi Ferencné Viktor Lilla Werli Andrásné Zábráczki Hilda Zlatics Imréné Szilágyiné Novák Erzsébet Julianna Berki Jánosné Győri Károlyné Varga Istvánné 2 Czibulkáné Bökő Julianna Aschenbrenner József Baloghné Wenzdorfer Julianna Dénes Krisztina Lepsényi László Nagy Zoltán 3 Pokornyi Róbertné Rácz Attila Serfőző József Berlik Balázs Bozó László József Brányi Csaba Dömötör Zoltánné Eck Tamás Hack Lajos Ifj. Hamburger József Harasztáné Horváth Anna Kovács Tamás 1 Molnár János 1 Negre Dezső Ódorné Pénzes Anikó Pogány Zoltán Sulyok József Szamosné Soós Gabriella Székely Zoltán Szekeres Zsolt 1 Tamás Ervin Tóth Gábor 4 Tóthné Sólyom Mária Vessző Zoltánné Antal Kálmán Bajnok Gábor Balogh Ádám Bolyós Tibor Borsi Imre Földházi István János Hoffman Imre Juhász Tibor Kiss Balázs 1 Légrádi László Mészáros Zsolt Nemes János Senkár Csaba Szelezsán Zsolt Zámbó Attila Bere Lajos Berki Zsolt Csik István Dékány Tamás Dömötör Péter Farkas Sándor Fehér Csaba Ferenczi József Gönczi Tibor Gyimesi Attila Hartmann Zoltán Hoffher Péter Horváth Zoltánné Jakab Melinda Juhász Ildikó Kalmár Károly Katona Bálint Kiss Lajosné Klausz Csaba Kostyál Mihály Lakatos Tímea Márton Gyula Mátyás Stefan Orosz Máté Gyula Polgár Dénes Pónya Tamás Sári Gyula Sárközi Erzsébet Emese Semjéni Imréné Stiedl Csaba Dr. Szabó Rudolfné Szeiffert Gábor Tóth István 1 Lovász Mihály Bereczki Dániel Bodányi Csilla Farkasné Valcsák Andrea Gyüréné Pachl Tímea Haiser Tamás Horváth András Hoschek Gáborné Joó Gyöngyvér Leel-Őssy Árpád Nagy Tiborné Sáhó Sándor Józsefné Benő Erzsébet Besnyői Géza Czencz Ferenc Cser István Cséri Ferenc Fekete József Ferencz Lajos Gyéresi-Siklodi Éva Rozália Haiser Tamásné Horváth Ferencné Juhász József 2 Kaczné Szabó Erika Kardos Brigitta Mónika Kukovetz Péter Kuris Lászlóné Matesz Fülöp Merk Liliana Milán Orsolya Molnár József 1 Nagy Gábor 1 Parti Levente Sallai Imre Sárközi István Seeler Béla Szabóné Csíki Tünde Ughy Zoltán Béla Vági Lászlóné Vajdai János Zolnai Krisztina Orsóné Reppl Mária Surnyák Adalbert Eszenyi Dávid Demeter Péter Ignácz Ferenc Kolompár Ferenc Bottyán János Fazekas Gábor Bokor Izabella Cságola József Farkasdi Anita Mária Hartl János Horváth Hajnalka Hulj Attila Králl Magdolna Magyar Diána Katalin Mautner Tamás Nyírő Ferencné Zink Borbála Fazekas Tamás Frenyó György Káplár Krisztián Lábadi Csaba Paksi Margit Rakó Olivér Smudla Gabriella Szeifert Zsófia Szűcs István Tujflné Tóth Judit Ütő Erzsébet Buchholz Balázs Csákai Lajos Eördögh Gergő Fohner János Gerstmár Csaba Gyéresi-Siklodi Carol Halász Gyuláné Hidi Albert Lengyel Dezső Leveles Elemér Paszkosz Kosztandinosz Pirityi Zoltán Schlégl Tamás Valiczkó István Valiczkó Roland Városi Krisztián Vátzi Szabina Zilahy Sarolta Deák Zoltán Kelemen Tamás Mike Ariel Telepi Tamás Bors Tibor Csáki Miklósné Herczeg Imre Horváth László 2 Járfás Kálmán Kerek István Martin Anna Móra Gábor Móra Tamás Ozsváth Attila Rácz Dávid Szatmáry Attila Törös Ádám Varga Antal Vig László Bedő István 2 Bíró László 1 Bodnár István Csány Géza Farkas Ferenc Fekete János Gál Mihály Gulyás Zoltán Gutai Zoltán Hernádi Károly Holczhacker Attila Horváth László 1 Kalcasz János Kovács Ernő Kovács Gábor 2 Krámer László Merk Csaba Molnár Gábor Pataki Gergely Rattesid László Róka Sándor Péter Slégl János Stutzenberger Csaba 1 Szabó József 3 Szabó Mihály Károly Tordai János Tóth Lajos Zalavári István Adamek Ferenc Mocsi Sándor Bandi Róbert Farkas Dániel Kiss Sándor Mocsi Gabriella Molnár Csaba 2 Németh László 5 Tarnóczi Zsolt János Tolnai József Bokor Csaba Németh Anita Edit Németh Zoltán 3 Pothornik Éva Szabó József 2 Váradi Lenke Vígné Csépke Ildikó Zsebő Gábor Amschl János Balogh Éva Csík Rezső Dávid Roland 1 Ecsedi Kálmán Erdős Imre Fazekas János Gyurkovics Andrea Hamza Péter 1 Hamza Tibor Hamza Zoltán Horváth Judit Ilyés Aranka Ilyés Ferenc Kacsó Imre 2 Kiefer Miklós Kovács Péter Majtán Péter Malinovszky László Zoltán Mészáros Tibor Michalek Zsolt Morovicz Máté Mucsi József Németh Zsolt Peintler László Pócz János Pöhlig András Rádi Gábor Stutzenberger Csaba 2 Szabó Zoltán 1 Talabér Nikolett Téczeli Mihály Tormáné Takács Klára Vass István 1 Kovács Tibor 3 Oláhné Kecskés Ilona György Sándor Flórján László Gombainé Harpauer Szilvia Jaksi János Gergő Makkai Miklós Molnár Zoltán 3 Antal József Balázsfalviné Tankó Rita Bán Lajos Baranyák Zoltán Béber Istvánné Beutl Zoltánné Biró József Budaháziné Kiss Erika Erzsébet Csík György Gécsikné Máté Mónika Gottschi József Hudák Attila Huszár Mónika Járóka József Juhász Csaba 2 Kéri Viktor Kisari Sándorné Kósa András József Krivanek Jánosné Lázárné Bruder Katalin Ledeczki Tünde Lendik Zsolt Madarász Ervin Molnár Antal Móricz Géza Nagyné Serfecz Ibolya Rákosi Ferencné Sáhó József Schlégl László Schmidt Péter Skrinyár Balázs Stróbl Tímea Sütő-Harmos Teréz Szabóné Vecsei Rozália Talpas József Tolnai Norbert Váliné Horváth Tímea Vida Andrea Vörös Csaba Zsidákovics János Orbán László Amschl Ferencné Bajczik János Baranya Imréné Barkaszi Mihály Beke Barbara Elekes Gáborné Fazekas Veronika Fehér József Haraszta Bernadett Horváth Irén Karbulák Andrea Kerepesi Ádám Kiss Ildikó Kovács Gábor Jánosné Letkó Róza Andrea Lukács Lajos Málik Csilla Mauterer Imréné Mészáros Zsoltné Nagyné Fodor Mária Nyitrai Zsolt Pongrácz Nóra Rosta Imre Sáhó Istvánné Schwartz Bernadett Varga Róbert Zagarits Zsoltné Balogh László Bandi Renáta Baranyi Jánosné Barna Miklós Bartos János Batalka Balázs Bázsa Mártonné Bekő Ferencné Biróné Kósa Natália Bódog Imréné Böjtös Sándor Bukó Tímea Dani Istvánné Egri Tamás Eigner Máté Falu Tamás Farkas Ferenc 2 Geiger Krisztián Halomi Gergely Harcsa Gábor Hegyi Lászlóné 2 Horn Péter Horváth Renáta Kaluha Gábor Kiss Gyöngyi Kovács-Nemes Mária Lászlók Tiborné Lászlók Viktória Lutring László Nagy Csaba Nagy Ferencné Nagy Istvánné 1 Negre Dezsőné Németh Béláné Németh Gábor Oláhné Zách Zsuzsanna Oleárnik Éva Örmény Edit Papp Ibolya Pulikné Pilipár Mónika Rebi István Sáhóné Ádám Erzsébet Sisa Ferencné Skóza Péter Speier László Surapka Judit Szabó Károly Szabóné Szita Erika Takács Jánosné Tenger Melinda Tenger Norbert Mihály Tordai István Tóth Elvira Vilczkó Ferdinánd Virág Alexandra Wéber Tamás Rácz Istvánné Szabó Szilvia Bakó Zoltán Becker Adrienn Borbély Lajosné Csaba Krisztián Józsefné Csengeri Ramóna Hajlinger Csabáné Hóbor Richárd Nemes Gábor László Szurnyák Csilla Szűcsné Nagy Melinda Csilla Takács Teréz Tóth Ferencné 2 Bágyi Krisztián Budaházi Zoltán Czelec Tamás Cseh Lászlóné Egri Gáborné Gombos Katalin Gyuga István Horváth Attila 2 Horváth Zsuzsanna Julianna Komáromi Gyula Kovács Zoltánné Králl Dániel Nagy Ferenc Nagy Klára 2 Neubauer Nóra Bernadett Poczik István Prazsákné Rácz Csilla Szatmári Sándor Szöllősi Betti Tóth Katalin 2 Török Ferenc 2 Wéber Andrea Parragh István Bajtai Ágota Klára Bédi Renáta Fekete Erzsébet Gostenschnik Rudolfné Harsányi Józsefné Kissné Varga Irén Major Melinda Nagy Júlia Nagy Zoltánné Németh Józsefné 1 Pék Zsuzsanna Pothornik Tiborné Szabóné Bauer Erzsébet Szücs Katalin Tóth Krisztina Vaczuláné Tafota Emma Anderla Attiláné Balaskóné Becker Anikó Balázs Csilla Bányai-Catoca Györgyi Brigitta Barta Gáborné Bernát Gabriella-Éva Bertics Ilona Besnyői Gézáné Bodó Anna-Mária Bóna Imréné Csehiné Menyhért Edit Csériné Horváth Krisztina Cserné Nagy Zsuzsanna Csicsószki Jánosné Csik Jusztina Csipkereki Mihályné Deák Lajosné Deák Nikoletta Diczkó Zsolt Duma Lászlóné Farkasné Köves Eleonóra Fenekes Lajosné Ferencz Szabolcs Goldschmidtné Deák Éva Gulrich Krisztina Hataier Béláné Hegyi Lászlóné 1 Herczig Györgyné Herczog Mónika Hidi Anna Mária Horváth Gyula Huszti Anita Jánik Norbertné Janka Tiborné Kertész Józsefné Keszler Józsefné Kiss Györgyné Kisvári Lászlóné Koller Brigitta Koroknai Imréné Magosiné Becker Tímea Majer Mária Major Ilona Nagy Pál Zoltánné Németh Józsefné Németh Lilla Némethné Madarász Gabriella Márta Palhad Istvánné Petrik Miklósné Polyák Gabriella Mónika Rorbacher Ferencné Schlickné Pető Katalin Szabó Henriett Szarka József Szigetváriné Csehi Krisztina Szőke Árpádné Szuromi Andrea Tóth Viktória Valler Barbara Varga Márton Zsoltné Virág Jánosné Vozárné Szabó Sára Zentai Mónika Zsebő Zoltánné Bándi Dénesné Bozóné Botos Ágnes Szücs Lajosné Wachter Pál Vajdainé Ruppl Erika Balázs Zoltán Bárándi Istvánné Batykó László András Czibuláné Kovács Ildikó Fehérné Szépvölgyi Katalin Katona Mária Kecskés Mária Kovács Ivett Krasznai Tímea Marton Gáborné Meiszter Istvánné Mózer Zita Nagy Tamásné Németh Csilla Katalin Németh Zsoltné Szabó Lászlóné Tantmann-né Komlósi Mária Tóth Ilona Vaskó Anita Zahorecz Gábor Zverger Tiborné Albert Ferencné Balázs Imre Bodor Józsefné Borosné Csicsman Éva Bőle Tünde Czitros Tünde Mária Cser Ágnes Darmo Jánosné Darmoné Pintér Melinda Erdélyi Géza Erdélyi Norbert Fehér Ibolya Fejesné Rituper Gabriella Ferencz Levente Halász Zsuzsanna Halla Terézia Hartman Nándorné Határvölgyi Jánosné Hegedűs Tünde Heizler Bernadett Herczeg Csilla Hevesiné Linczmayer Andrea Jurida Csabáné Kaszab Anikó Kissné Herczog Anita Kovács Margit Kovácsné Zsidákovics Mária Labudek Éva Csilla Lipták Szilvia Maczek Brigitta Markót Rozália Ilona Mayer Márton Mészáros Vivien Mercédesz Mohácsiné Lakatos Anikó Molnárné Szabó Valéria Nyakó József Nyírő Ildikó Polák Sándor László Rideg Emilné Sárközi Dezsőné Sárközi Klára Schatzné Lipták Klára Somogyiné Deák Anita Surányi Ferenc Szalai Attiláné Szatmári Tivadar Sziklai Kinga Szórádi Ferencné Szűcsné Czentár Csilla 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Raffael Ildikó Török Gergely Bagi Péterné Previtz Márta Szórádi Lászlóné Gulrich László Hegyi László 1 Nagy László 1 Bakonyi József Szikora Károly Szakál Béla Polónyi László Varró Attila Harmati Csaba Matesz Fülöpné Szigetlaki Zoltán Szabó László 2 Bende Zoltán Czifrik Imre Foki Béla Kerschbaumayer Pál Lehrreich Ádám Páli László Szabó Albert Szij Ferenc Váradi Zoltán Andorfer Tamás Fekete István Horváth István Jakoda Benedek Sándor Kacsó István Kaszab Zsolt Kelemen Zsolt Kovács Attila 1 Kovács Dezső Kovács József 1 Köpe István Attila Lázár József Árpád Nyírő Ferenc Pankotai Csaba Pásztor Adrienn Szebenyi Sándor Tamás Gergő Tóth Attila Béla Velő Zsolt Auerbach Norbert Bán Sándor Antal Balázs Eördögh Zsuzsanna Falusi Csaba Fekete Attila 1 Janovszky Erzsébet Klestenitz Zoltán Mike Csaba Németh Albert Oláh Péter Pöck Attila Szabó György 2 Tomacsek Béla Tuba Zsolt Zrínyi Örs Karakas Zsolt Balogh Péter Ménesi Zsolt Nagy Tibor Albert Ferenc 1 Tóbiás Imre Baranya Tibor Bertalan Richárd Csengeri Róbert Ecsedi János Fenyvesi József Hamza József Kabai Tibor Karkuczka Tamás Kempa Attila Molnár Róbert Nagy Attila 5 Nedermann Tímea Péter József Sinka Miklós Szabó József 1 Üllei Kovács András Richter Ferenc Balogh István 2 Lehner Attila Mireider János Molnár Gáborné Meyer Poulsen Brian Farkas Gábor Viktor Ormos Zoltán Kopacz Géza Kovács István László Hári Bernadett Kecskés Róbert Varga Norbert 2 Bodnár Zoltán Borvendég Szabina Csonkáné Kovács Katalin Decmann-né Herczeg Anna Erdélyiné Raffay Erzsébet GuricsNémedi Éva Izsák Zsófia Ágota Janik Péter Karkóné Werle Erzsébet Molnár Szabolcs Patakiné Mráz Katalin Rigó Arnold Rischlné Buzer Beáta Szabó Zoltán 4 Acsády Árpád Márk Balogh András Basternák Mónika Bese András Borszuk Gábor Bozsó Ferenc Csehi Dávid Csóra Miklós Eichhardt Ádám Máté Füleki Miklós Galántai Gábor Havasi György Jaksiné Héhn Erzsébet Kardos Tamás Kovács Zoltán 2 Lerbak Anders Dyrup Maklári Gabriella Mészáros Zoltán 1 Milán Ottó Nagy Jenő Zoltán Nagy Szilveszter Nyári Zsuzsanna Pinczés Anikó Szabó Norbert 2 Szabó Zoltán 2 Szilágyi György 1 Tankó Vanda Torma Mihály Tóth Péter Roland Nagy Zoltán 1 Németh Mónika Rosta Katalin Serfőző Gergely Tomor Miklós Lois Tímea Szabó Krisztián 1 Bócsi Attila Baranyai Ferenc Gaál Zoltán Kovács József László Mikó Sándor Pável Attila Bedő István Bosnyákovits László Fábián József Gazdik László Horváth Miklós Kelemen Attila József Láng Aranka Markót András Nagy Imre 1 Szabó Krisztián 2 Thoma András Barta Zoltán Páncél Gyula Szényi Erzsébet Boros Nikolett Farkas Lászlóné Hernádi Jánosné Malinovszky József Poczik Lajosné Tóthné Huve Éva Antal Dénes Bali Sándor Bálint Árpád Bálint Margit Baracskai Norbert Bazsó Zoltán Bede István Borbély József Czitros Alexandru Csonka Péter Danó Lászlóné Dömötör Márton Fenekes Zsolt Gazsi Béla Gróf András Hamar Tamás Hegyaljai Gábor Hegyi László 2 Hernádi Zoltán András Iván Csaba Jakab Róbert Juhász Péter Kálvári Károly Karakas Kálmán Katona Tamás Kerényi László Péter Kerényi Zoltán Kertész Ádámné Kiss Antal Kiss István Koromházi László Zoltán Kósa Zsolt Kovács Zsolt 1 Kővári Antal Kun Attila Kun Zoltán 1 Kurdi Tamás Kurucsó Alexandra Kusnyárné Botka Anikó Laukovics Gyula Laukovics Hunor Gyula Lévai Csaba Magyarné Sütő Judit Mayer Tamás Mohos Gabriella Molnár Ferenc 2 Molnár József 2 Mosonyi Károly Nagy István 2 Novák István Ongrádi Zoltán Orbán Emil Polhammer Tamás Ring László Sándor Mátyás 2 Soós Zoltán Csaba Szakály Péter Székely Viktor Szemes Antal Szénási Péter Szöllősiné Juhász Ildikó Ténai Gergő Ténai Sándor Tóth Gábor 1 Tóth György Tóth Zoltán 2 Zrínyi István Boda Ilona Mária Hastó László Lukács Loránd Blanár János Halász Zoltán Nemes László Silye Imre Tajkov Péter Varga Róbert 2 Balogh Ferenc Boltsek Gábor Borbély Ferenc Boros Gyula Hegedűs László Kecskés István Kemecsi László Kovács Attila 2 Kurdi Tibor Rábai Zsolt Rentkó Józsefné Siklódi János Szentpéteri János Víg Ferenc Zolnai Imre Árendás László Bencze Lajos 2 Bodó Attila Borbély Attila Csiki Ferenc Horváth Gábor 3 Kocsis Zsigmond Sándor Nádolszki József Ritecz Domonkos Szapanos Lajos Torma János Tóth József Richárd Amschl Ferenc Barsvári Csaba Csajbók László Fábián Tibor Hlogyik László 1 Letenyei Zoltán Lipták Tibor Molnár János 2 Mucsi József 2 Oláh József Olajos Tibor Sasvári Gábor Szigeti Zoltán Vida Zoltán 2 Öller István Andrási Imre Bomba László Brányi József Eck Viktor Kis Zoltán Kiss Péter Kissné Kurucsó Szilvia Kocsis Gyula Tamás Kozma István Magyar Milán Mákos Béla Mersics Éva Radócz János Szalai Imre Zsolt Fekete Tibor 1 Augusztin Zoltán Banai Zoltán Barabás Zsuzsanna Baranyai Ilona Báthory Gábor Biri Gábor Bíró Péter Botos Sándor Czifrik Gabriella Csapcsár Adrienn Csonka Márton Drahos Zoltán Durkó Máté Ekő Zsolt Ferenczi Zoltán Forgácsné Vincze Andrea Füstös Judith Galiczáné Újvári Erzsébet Gigacz László Harsányi Róbert Horváth Péter 1 Ilcsik Józsefné Jedla Tibor Zsolt Junger Krisztián Juvancic Attila Kárpáti János Király István Király László Kis Júlia Kiss István Miklós Kóródi Péter Koszovánné Steiner Tímea Kovács Krisztián Csaba Kurucz Bernadett Irén Lóth Béla Lotz János Madarászné Németh Szeréna Magda István Merics István Nagy Klára 1 Németh Ferencné Palkó Tamás Pénzes János Viktor Pintér Gábor Puskás Ibolya Rácz Tamás 2 Réthy Annamária Ruska Tamásné Sarus József Seemann Istvánné Sipos Margit Viktória Skrinyár Ferenc Sürüs Éva Szabó György 3 Szöllősy Márton Ténai István Csaba Tóth Irén Tóth Tímea Tóth-Fekete Tamás Károly Vass József Végert Zsolt Vicze Zoltán Viola József Zsebő János Bakos Márk Balog Zsoltné Romhányi Edit Béres Zsófia Bocskai Zoltán József Bodrog Rudolf Fakli Csaba Fülöp András Hofmanné Bognár Katalin Mónika Horváth Gyöngyi Horváthné Friman Melinda Kajfis Lajosné Krivánszky Mariann Mészáros Csaba Németh Erzsébet Nokta László Pongrácz István Radóczné Vona Katrin Sebők Viktória Szabóné Szatmári Anikó Sztahonné Székelyhidi Anikó Tóth Imre 2 Varga Viktória Verbó Veronika Török János Gergely Ács Andrea Amschl Géza Árendás Zoltán Barassó Ferenc Géza Bartha József Berki Attila Ádám Biczó Róbert Borbély Balázs Bottyán Imre István Domján Zoltán Geiszt József Hastó Dávid Hauzer Teréz Hercegné Vajay Beáta Imre Barnabás Izsányi Zsolt Jáger Dávid Juhász János Kajfis Lajos 1 Kiss László 3 Kozma Adrienn Kuris István László Kurucsó Sándor Miskovics János Nagy Attila 6 Nagy László 6 Oltványi Zoltán Orbán Erzsébet Petrik László Révai Csaba Ritsmann József Scholl Zoltán Szabó Elemér 2 Szalontai László Takács József Tóth László Török Istvánné Vakán István Vas Tibor Vincze Dávid Bekő Edina Berki Szabina Bozoriné Horváth Melinda Ekőné Erőss Szerena Fazekas Gáborné Gerhardné Horváth Henriett Hanuszka István Karcsai Izabella Kovács Attila 3 Laurencsik Emese Muschna Hajnalka Nemesné Józsa Katalin Poczik Lajos Springmann Zsolt György Szalay Lászlóné Takács Rudolf Gáborné Varga Melinda Cséri Zoltán Letkó István Bánkuti Árpád Benkóczki Balázs Jáger Imréné Kiss Istvánné Kollárné Misur Mónika Kovács Ferenc Tóth Jánosné Nemes István András Bálint Károly Béres Mihály Bódi Ákos Bogár Tibor Czemmel Péter Dörner Richárd Fehér Anita Fehér György Friedel Attila Gohér János Gyimesi Zoltán Habony László Hofman Norbert Járóka Zsolt Jünger Zsolt Kisari Sándor Magyar Attila 2 Máté Jenő 1 Nagy Gábor 4 Skrinyár Mihály Szőke Árpád Terminkó Zoltán Tóth Gábor 3 Vass Attila Vida Zoltán Vucsics László Czitros Lóránt Sándor Halász Gábor 2 Kishonti András Kiss Attila 2 Meszes József Prandler Tibor Szakáts Károly Urbán Sándor Wéber Attila Udvar Csaba Salgói Géza Szundy Olivér Nagy Zsuzsanna 2 Varga Viktória 2 Horváth Gábor Ákos Papp Ernő Rajtmár Tibor Kőszegi Judit Ádám Árpád Bogárné Bíró Ildikó Bókos Andrea Csaplár Brigitta Debre Viktória Gorácz Éva Zsanett Görög Tímea Haffner Ádám Horváthné Troll Tímea Mária Jagadics Krisztina Magyar Zsuzsanna Pál Georgina Pintér Ervin Schön Éva Szujó Viktória Tóth-Péter Hajnalka Urbán Szabolcs Zalavári Zsolt Kocsisné Szénás Emma Koller Éva Ballabás Dóra Bódor Attila Budai Ljubov Fucskó Ferenc Gergely Zoltán Görbe István János Hajós Ottó Halász Tímea Hamarné Rácz Eleonóra Kastal Attila Kiss Oszkár Kovács Viktor Lehőcz Zoltán Moravcsik Zoltán Morvai Henrietta Réti László Szabó Gábor Dénes Szabó Norbert Szakács Mária Magdolna Varga Zsolt 1 Velő Gábor Vojnár István Zséli Zoltán Dévai Attila Czibulka Vanda Farkas Zoltán 1 Pál Gábor Molnár László Kiss Ádám Henrik Szász József Tóth András Krisztián Labancz Tibor Sándor Gábor Lovodics Ferenc Málnás Zoltán Szabó Bakos Attila Tamás Platinka Maximilian Takács Rudolf Gábor Társi Attila Bengyik Zoltán Boros Gergő Csordás Mária Dévényi Ferenc Döme Ferenc Fiala Judit Gombolai Imréné Hajdu Lászlóné Hollósi Attila Hollósi Lászlóné Janik Zoltán Kertész Istvánné Komlósi Erzsébet Kovács Jánosné Lénártné Szepesvári Éva Németh Kálmán Tibor Németh László 6 Petróczi Katalin Princzné Szabó Anikó Régi Ágnes Réti Tiborné Soós Jánosné Száraz Jánosné Tatai Imre János Wébel Lászlóné Szabó Katalin Alföldi Péter Skrenyó Karollina Szij Sándor Szili János Gabnay Zoltán Magyar János Pleck László Reiter Csaba Sárvári Krisztián Varga Zsolt 2 Boldizsár Péter Cseke Tibor Gécs László Litkei Pál Réthalmi Ferenc Steixner Zsolt Tóth Beáta Zsuzsanna Balogh Józsefné Bege Attila Erdész Zsolt Jelinkó József Mohl Norbert Törökné Dalmati Krisztina Horváth Ildikó Kovács István 4 Oláh Tamás Reiter Józsefné Schultz Zsuzsanna Szabó Lajosné Szecsődi Márk Gábor Tímea Hamar Balázs Márta Ildikó Mohl Balázs Nagyné Fekete Edit Raduka Barbara Révész György Sarudi Andrea Somogyi Ferenc 2 Szabó Lajos Tóth Tímea 2 Török Zsolt Törökné Balázs Ágnes Keszeg Ferenc Németh László Németh László 2 Rózsa István Szántó Zoltán Szilák Tamás Gorzás Zoltánné Németh József Pápai János Salamon Zoltán Szatmári Szabolcs Szolnoki József Valán István Bensicz György Adrián Csendes Tibor Dancsiné Schnéberger Erika Földesi Tamás Gruber Lászlóné Heltay László Karanicz Krisztián Majorné Bihari Mónika Mondy Katalin Nagy László 3 Ódor Zsolt Pór László Sasvári Zoltán 1 Vida Margit Brigitta Bodó Krisztián Dávid Roland Handler Csaba Marton Enikő Erzsébet Radványi Jánosné Scheff Tibor Sipos Gyuláné Szabó Melinda Szatmári Attiláné Bakos László Czaffer Lajosné Horny Lászlóné Horváth Magdolna Horváth Rita 2 Ivanics Mónika Keller Sándor Kiss Attila Kovács Attiláné Mózes Istvánné Nagy Zsuzsanna 4 Punk Róbert Rubos Erika Szoldi László Vértes Mihály Albert Ferenc 2 Ballóné Egerszegi Anita Balogh Attiláné 1 Berki Piroska Cser Anita Grabeczné Mernyei Mirjana Haga Józsefné Horváthné Melkovics Ágnes Jelinkó Tiborné Kókány Gyuláné Kulcsár Ildikó Erika Nagy Zsigmondné Némethné Sallai Katalin Ódor Bernadett Sajtosné Bankó Melinda Somogyiné Márkus Eszter Zsuzsanna Spertli Elena Szabó Julianna Szakács Tamás Szárszó Anikó Tanárki Lászlóné Vargáné Fekete Andrea Suplicz Istvánné Ács Szilvia Bartha Sándor Bereczk Ágnes Beri György Bódy György Gyenese Sándor Horváth Balázs Tibor Jacsó Rajmund Jámbor Károly Kitlinger József Kovács Miklós Péter Körmendi Béla Makovics Péter Mészáros Gergely Nagy Krisztián Németh József 1 Németh Lehel Pap László Pataki Gyuláné Rajnai Péter Sábitz István Szabó Imre 2 Szabó László 6 Tábori István Takács Gábor 2 Takács Kornélia Tóth József Vas Gábor Vizi János Balogh Attiláné 2 Bán Zsolt Baranyai Márk Szilárd Bencik Róbert Benthaler Kata Eperjesi Szilvia Filotás Ferenc Guba Edit Jelinkó Tibor Kerekes Éva Andrea Koncz András Kovács András Kovács Zsolt 3 Kovácsné Erdélyi Erika Környei Attila Kuris Csaba Sándor Markgruber Gyula Márton Zsolt 1 Mihályka Szidónia Mónus Péter Navratil Ottília Neizer Ádám Novák Dávid Páncél Istvánné Petrovics István Rozmán Endre Rupp Andrea Schneider Ferenc Somogyi László 1 Somogyi Marianna Szabó Imréné Szabó László 5 Szeghalmi Csilla Telek Bernadett Tóth Piroska Vámosi László Viniczai Róbert Zölei Márta Ács Péter Ács Sándor Berki Barnabás Biró Zsolt Borsos Gyula Brujmann László Zsolt Czvitkovics Gergely Csendes Zoltán Dombi János 2 Eperjesi Zoltán László Galambos Norbert Gáspár Attila Ferenc Gyetvai Tamás Holmek István Horváth Péter Ferenc Major István Mikó Balázs Nyevrikel Ferenc Osvald Ferenc Sipos Ádám Sulák Norbert Suták Mihály Andrásné Szebellédi Zoltán Szilágyi János 1 Varga Norbert 1 Vinkelman Tamás Zsigmond Gábor Zsila András Áldott Mónika Balogh Lászlóné Barna Andrásné Barnáné Szabó Ildikó Benedek Erika Berki Andorné Burainé Kertai Andrea Dobainé Polczer Edina Erika Dóczé Erzsébet Dömötör Erik Farkas Józsefné 2 Farkas Zsuzsanna Fövényi Imréné Gécs Lászlóné Genetheim Lajos Ferencné Kertész Ágnes Kineth Magdolna Kotsisné Keszi Enikő Krizsán Dóra Kulcsár Enikő Magyar Erzsébet Markgruber Nikolett Pál Teréz Pordányné Fekete Ildikó Scherer Viktória Szapper Lászlóné Sziládi Ferencné Tischler Lászlóné Tóth Ildikó Tóth Mónika 1 Tóth Tiborné Varga László 2 Boros Katalin Éva Brajnovits Tiborné Horváth Attiláné Ivánszki László Majsai Mihály Pinke János Somos Tibor Urbánné Vinkelman Renáta Bereczki Erzsébet Börzsei Judit Bujdosó Andrea Droppil Ramóna Mészáros Lívia Németh Mihály Sándorné Szabó Barbara Szilágyi Tímea Szilák Tamásné Vincze Gábor Bodó Krisztiánné Dániel Tímea Grigoliátné Nyikos Mária Szabó Imre 3 Takács Anita Varga Ferenc Vecsei Gyöngyi Vecseiné Pilka Szilvia Csordás Péter Kovács Gergely Nagy József 3 Balogh Péterné Barbu János Bordás Judit Erzsébet Csurgó Szilvia Fodor-Pap Istvánné Gáspár Attila Ferencné Horváth Edina Kéri Sándor Koszpek István Lajos Kunné Takács Ágnes Lakatos Ibolya László Mihályné Milesán Jenő Nagy Gáborné Nyitrainé Wohlher Szilvia Póray Judit Rácz Sándor Radványi Győzőné Sárváriné Mészáros Mónika Seregné Varga Andrea Sörös Lászlóné Szabó József 4 Szabóné Szántó Ildikó Szecsődi Sándor Tolnai Julianna Vetró Lászlóné Virág Csaba Stock Károly Szalai Károlyné Almási Tibor Bors Gábor 1 Bőke Balázs Budavári Zsolt Farkasréti Tamás Gyenes János Hipele Norbert Horváth László 4 Jelinek István Kádár Gergely Keller Attila Kiss Richárd Kléman Péter Tamás Magosi Lajos Márcsik Gyula Márkus István Marosi Róbert Mázsa Zoltán Mezei Sándor Nemes Imre Papp Árpád Pencsikoff Gyula Percsics Péter Punk Miklós Sefner Erik Slezák Zsolt Somogyi László Szabó Gábor Barna Szabó István 1 Szabó Péter 3 Szigeti László Szterszky Csaba Tatai Gergely Téglás István Telek István Tóth János Tuboly Péter Vas Tamás Zsédely Gergely Horváth Viktória 1 Baglyas András Csanádi Árpád Dániel Zoltán Domján András József Elek Attila Farkas Zoltán 2 Füredi Attila Halász Zsolt Horváth Gábor 4 Képli László Dániel Léhner Csaba Miklós János Nagy Tamás 1 Pap Gábor 1 Reiter Gábor Sáhó Szabolcs Suralik József 1 Szabó Gyula Balogh Boglárka Szamalovits Tibor János Sélley Sándor Dr. Kocsis Zoltán Filep Zoltán Erdélyi János Briski Melinda Bucher Péter Papp Nóra Szabó Gábor 3 Durmits Arabella Katalin Gosztola Petra Gulyás Rita Hoffart Ágnes Hogenádler-Szabó Erzsébet Homoki Zsolt Jeneiné Kovács Krisztina Kertész Sándor Kovács Gábor 4 Kuti Balázs Papp László Sági Zsuzsanna Schreindorfer Szilvia Szaip Ágnes Takács-Hoffart Mária Tóth Zsolt Vilisics Ágnes Völgyesi-Daday Anita Lakatos Péter Tóth Zsuzsanna Troják Rita Bátai Eszter Bíró Zoltán Farkas Mihály Felhoffer Mónika Horváth Balázs 2 Kovács József Madler Gábor Miklós Gabriella Anna Molnár Viktor Nagy Attila 4 Rapali Miklós Sedlák László Steiner Gábor Svehlik László Attila Szabó Zoltán 6 Szűcs István Róbert Takács Ferenc Tax Zoltán Mihály Urbán Andrea Veress Árpád Borsos Balázs Csögör Tibor Janászek Róbert Kovács Szabolcs Schneider Gábor Sóti Gábor Jéger Éva Patonai László Márkus Zoltán Vincz Gábor Rácz István Zergi Péter Miklós Fehér Badics Barnabás Kenderessy László Németh Roland Simon Károlyné Lajos Miklós 1 Szalay Aladár Albert Mihály Balogh Sándor Csincsa István Domahidy Viktor Kiss János 2 Sütő Attila Csincsa Gábor Csincsa István 2 Győrfi László János Kecskeméthy László Léczfalvi Árpád Vajda Gábor 1 Lesták Viktória Tóth Lajos 2 Buza Györgyi Cserhalmi Zoltán Dukát Zoltán Farkasné Kunvári Edina Kostyál Andrea Lajti Józsefné Láng Tibor Nagy László 5 Pap Orsolya Zsófia Laboranovits Márton Major Lajos Katona Gábor Szalai Viktor Attila
Sustainability Report, 2010-2011 Published by Grundfos Manufacturing Hungary Ltd. H-2800 Tatabánya, Búzavirág utca 14. Tel.: 34/520-100 H-8000 Székesfehérvár, Holland fasor 15. Tel.: 22/801-801 www.grundfos.hu www.grundfos.com Responsible publisher: László Török, General Manager
The name Grundfos, the Grundfos logo, and the payoff Be-Think-Innovate are registrated trademarks owned by Grundfos Holding A/S or Grundfos A/S, Denmark. All rights reserved worldwide.
Thanks to our employees for their contribution to the report! Staff, involved in compiling this report: Tibor Ábrahám, Zsuzsanna Csengeri, Ferenc Faragó, Ágnes Farkasné Takács, Tamás Fehér, Eszter Guzmics, Gábor Hafner, Tibor Horváth, Judit Horváthné Kalmár, Tamás Káldi, Virág Kiss, Péter László, Zoltán Makai, Zsolt Nyeste, Julianna Orbán, Melinda Osvald- Gerendás, Bálint Pozsonyi, Csenge Szigetvári, László Török, Katalin Urbán, Zoltán Gergely Virágh, Adrienn Voda Colleagues, who have taken pictures for the report: Ferenc Faragó, Hári Bernadett, Eck Viktor Language control: László Molnár Layout, preparation of graphics: Walk! Studio Printing house: Folprint Ltd.
