2009
SUSTAINABILITY REPORT
Ábrahám Sándorné Ábrahám Tibor Aczél Henriette Ács Andrea Ács Sándor Acsády Árpád Márk Ácsi Marianna Ádám Árpád Adamek Ferenc Agócs László Ágoston Tamás Ajkayné Zólyomi Ottilia Albert Ferenc 1 Albert Ferenc 2 Albert Ferencné Albert Mihály Albrecht Rajmund Alföldi Péter Almási Tibor Alt Orsolya Amschl Ferenc Amschl Ferencné Amschl Géza Amschl János Amschl Melinda Amschlné Czigler Henriette Aranka Anderla Attiláné Andorfer Tamás Angyalvári Zsoltné Antal Balázs Antal Dénes Antal Kálmán Árendás László Árendás Zoltán Árva Renáta Andrea Árvai Beatrix Árváné Kuris Edina Asbóth Szabolcs Aschenbrenner József Babinszki Attila Bábszki Gábor Bagaméri Csaba Bagamériné Csija Erzsébet Bagi Péterné Baglyas András Bágyi Krisztián Bajczik János Bajcsai István László Bajkó Antal Bajnok Gábor Bajtai Ágota Klára Bakó Zoltán Bakonyi István Bakonyi József Bakonyi László Bakos László Bakos Márk Balázs Csilla Balázs Imre Balázs Nikoletta Balázs Zoltán Balázsfalviné Tankó Rita Bali Sándor Bálinger László Bálint Árpád Bálint Károly Bálint Margit Ballabás Dóra Ballóné Egerszegi Anita Balog Zsolt Balogh András Balogh Attiláné 1 Balogh Attiláné 2 Balogh Éva Balogh Ferenc Balogh István 2 Balogh Józsefné Balogh Péter Balogh Péterné Balogh Réka Ágnes Balogh Sándor Balogh Sándor Attila Balogh Zoltán Baloghné Wenzdorfer Julianna Bán Lajos Bán László Bán Sándor Banai Zoltán Bándi Dénesné Bandi Renáta Bánházi Bernadett Judit Bánkuti Árpád Bányai Catoca Györgyi Brigitta Barabás Zsuzsanna Baracskai Norbert Bárándi Istvánné Baranya Tibor Baranyák Zoltán Baranyi Éva Baranyi János Baranyi Jánosné Barassó Ferenc Géza Barbu János Barkaszi Mihály Barkóczi Béla Barkóczi Béláné Barna Andrásné Barna Miklós Barsvári Anett Barsvári Csaba Barta Dávid Barta Gáborné Barta Zoltán Bartha József Bartha Sándor Bartman Sándor 1 Bartman Sándorné Basternák Mónika Bátai Eszter Batalka Balázs Bázsa Mártonné Bazsó József Bazsó Zoltán Béber Istvánné Becker Adrienn Bede István Bede-Paszkosz Anita Bédi Renáta Bédiné Geng Anita Bednárik Zsolt Bedő István Bedő István 2 Bege Attila Bege-Bódai Krisztina Beke Barbara Békési Brigitta Bekő Edina Bekő Ferencné Belvári Jánosné Bencze Katalin Bencze Lajos 2 Bende Zoltán Bengyik Zoltán Benkóczki Balázs Benő Erzsébet Bensicz György Adrián Benyák Iván Bere Lajos Berecz Tamás Bereczk Ágnes Bereczki Dániel Bereczki Erzsébet Berek István Béres Mihály Béres Zsófia Berki Alexandra Berki Andorné Berki Attila Ádám Berki Jánosné Berki Zsolt Berlik Balázs Bernát Gabriella-Éva Bertalan Richárd Besnyői Géza Besnyői Gézáné Beutl Alexandra Beutl Zoltánné Biacsi Zsolt Bicsákné Moós Tünde Bilicska Ferenc Biri Bálintné Bíró Bernadett Biró József Bíró László 1 Bíró Péter Biróné Kósa Natália Bistei Anna Blanár János Bócsi Attila Boda Ilona Mária Bodányi Csilla Bodisné Pogács Annamária Bodnár István Bodnár Istvánné Bodnár Zoltán Bodó Anna-Mária Bodó Attila Bodó Krisztián Bodó Krisztiánné Bódog Imréné Bódor Attila Bodor Józsefné Bodorné Antretter Éva Bodrog Rudolf Bódy György Bogárné Bíró Ildikó Bognár Károly Bohácsiné Váltó Erika Bohák Andrásné Bokor Csaba Bokor Izabella Bokos Andrea Bokros Béla Boldizsár Péter Boldog Judit Bolemant László Boltsek Gábor Bolyós Tibor Bóna Imréné Borbély Attila Borbély Balázs Borbély Ferenc Borbély Imre Sándor Borbély József Borbély Lajosné Borbényi Gábor Borda László Borda Tibor Bordács Tímea Borka Krisztina Boros Attila Boros Gyula Boros Katalin Éva Boros László Boros Nikolett Borosné Csicsman Éva Bors Gábor BorsTerézia BorsTibor Borsi Imre Borsos Balázs Borsos Gyula Borszuk Gábor Borvendég Szabina Bosnyákovits László Botos Ágnes Botos Sándor Bottyán Imre István Bottyán János Bozó László József Bozsó Ferenc Bőde Gyuláné Böjtös Sándor Bökönyszegi Balázs Bőle Tünde Börzsei Judit Bősze Melinda Brányi Csaba Brujmann László Zsolt Bucher Péter Buchholz Balázs Budaházi Zoltán Budaháziné Kiss Erika Erzsébet Budai Ágnes Budai Ljubov Budavári Zsolt Bujdos Gábor Bujdosné Pap Éva Bujdosó Andrea Bukó Tímea Bukovicsné Csik Katalin Burnyoczki Mária Buza Györgyi Czaffer Lajosné Czakó Mihályné Czakó Róbertné Czelec Tamás Czemmel Péter Czencz Ferenc Czettisch Márton Czibula Zsolt Czibuláné Kovács Ildikó Czibulka Vanda Czibulkáné Bökő Julianna Czifrik Gabriella Czifrik Imre Czitros Alexandru Czitros Loránt Sándor Czitros Tünde Mária Czvitkovics Gergely Csabai József Cságola József Csajbók László Csákai Lajos Csáki Miklósné Csákvári Miklós Csanádi Árpád Csanaki Attila Csány Géza Csányi Róbert Csányiné Berg Andrea Csapcsár Adrienn Csaplár Brigitta Csatári Zoltánné Csatay Miklós Cseh Lászlóné Csehiné Menyhért Edit Csehné Csikós Adrienn Cseke Éva Cseke Tibor Csendes Attila Csendes Tibor Csengeri Ramóna Csengeri Róbert Csengeri Zsuzsanna Csép Zoltán Cser Ágnes Cser Anita Cser István Cséri Ferenc Cséri Zoltán Csériné Horváth Krisztina Cserné Nagy Zsuzsanna Cserni Sándor Csicsószki Jánosné Csík György Csik István Csik Jusztina Csík Rezső Csiki Ferenc Csikós Zsuzsanna Csincsa István Csipes Krisztina Csipkereki Mihályné Csizmadia Zoltán Csizmazia László Csaba Csóka László Csonka Péter Csonka Zsolt Csonkáné Kovács Katalin Csóra Miklós Csorba Katalin Csordás Csaba Csordás Gábor Csordás Péter Csögör Tibor Csukás Kinga Csurgó Szilvia Daday Anita Dalkó Sándor Dancsiné Schnéberger Erika Dani Istvánné Dániel András Dániel Zoltán Danka Attila 1 Danka Nikolett Dankó Béláné Danó Lászlóné Darmoné Pintér Melinda Daróczi Péter Daróczy László Dávid Roland Dávid Roland 1 Dávidházi Bernadett Dávidházi Csongor Deák Nikoletta Deák Zoltán Decmann-né Herczeg Anna Demeter Linda Demeter Péter Demeterné Szabó Renáta Dénes Krisztina Deres Norman Tamás Derzsi Gyula Dévai Attila Dévényi Ferenc Diczkó Zsolt Dinnyés Szilvia Dobainé Polczer Edina Erika Dobos János Dobrádi Sándor Dobrádi Sándorné Dodek János Doma Zsuzsanna Domahidy Viktor Domján András József Döme Ferenc Dömötör Gábor Dömötör Márton Dömötör Péter Dömötör Zoltán Dömötör Zoltánné Dörner Richárd Dr. Kocsis Zoltán Dr. Szabó Rudolfné Drahos Zoltán Droppil Ramóna Dudás István 2 Dukát Zoltán Duma Lászlóné Durkó Máté Durkóné Kapcsándi Zsuzsanna Durmits Arabella Katalin Eck Istvánné 2 Eck Tamás Eck Viktor Ecsedi János Egri Tamás Egyed Alajos Eichhardt Ádám Máté Eigner Máté Eisemann-Puchler Krisztina Ekési Gábor Ekőné Erőss Szerena Elek Attila Elekes Gáborné Eördögh Zsuzsanna Érchegyiné Benedek Nóra Erdelics Tiborné Erdélyi Árpád Erdélyi János Erdélyiné Raffay Erzsébet Erdész Zsolt Erdős Imre Erős Ferencné Erős Zsolt Eszik Zsolt Eszikné Würtz Henrietta Fábián József Fábián Tibor Fakli Csaba Falu Ferenc Falu Tamás Falusi Csaba Faragó Adrienn Faragó Ferenc Farkas Ákos Farkas Andrea Farkas Anna Farkas Attila Farkas Csaba Farkas Dániel Farkas Ferenc Farkas Ferenc 2 Farkas Ferencné Farkas Gábor Viktor Farkas Lászlóné Farkas Sándor Farkas Zoltán 1 Farkas Zoltán 2 Farkasdi Istvánné Farkasné Köves Eleonóra Farkasné Kunvári Edina Farkasné Takács Ágnes Farkasné Valcsák Andrea Farkasréti Tamás Fazekas János Fazekas Veronika Fehér Anita Fehér Badics Barnabás Fehér Balázs Fehér Csaba Fehér Csabáné Fehér Gábor Fehér György Fehér Ibolya Fehér Katalin Fehér Zsolt Fehérné Szépvölgyi Katalin Fehérvári Lilla Zea Fejes József Fejesné Rituper Gabriella Fekete Attila Fekete Attila 1 Fekete Erzsébet Fekete Imre Fekete István Fekete János Fekete József Fekete Józsefné Fekete Katalin Fekete Tibor 1 Feketéné Orosz Gabriella Fenekes Lajosné Fenekes Zsolt Fenyvesi Attila Fenyvesi József Fenyvesiné Zádori Klára Ferencz Lajos Ferencz Levente Ferencz Szabolcs Ferenczi Zoltán Ferenczi Zoltán Zsolt Fiala Ákos Fiala Judit Ficzere Georgina Fidrichné Szücs Szilvia Filep Zoltán Filotás Ferenc Filotás Zoltán Flórján László Fodor Róbert Fodor Sándor Fodor-Pap Istvánné Foki Béla Fonyódi Ferenc Forgács László Forgács Marina Forgácsné Vincze Andrea Földesi Tamás Földházi István János Földi Julianna Fövényi Imréné Frenyó György Fricz-Szabados Mónika Fridrich Tamás Friedel Attila Friedel Éva Friktonné Kovács Mónika Fucskó Ferenc Füleki Miklós Fülöp András Fülöp György Fülöpné Stugner Mónika Füredi Attila Füstös Judith Gabnay Zoltán Gál Gizella Gál Mihály Galántai Gábor Galgán Józsefné Galiczáné Újvári Erzsébet Ganyi Zsolt Garai Gabirella Garai Vilmos Gáspár Attila Ferenc Gáspár Attila Ferencné Gaszner Gábor Gazdik László Gazsi Béla Gécsikné Máté Mónika Geiszt József Gelencsér Zsuzsanna Gergely Zoltán Gergő Rozália Gerstmár Csaba Glász Tímea Bernadett Gohér János Goldschmidtné Deák Éva Gombainé Harpauer Szilvia Gombolai Gábor Gombolai Imréné Gombos Katalin Gombos Péter Gonda Csilla Gorzás Zoltánné Gostenschnik Rudolfné Gosztola Petra Gottschi József Gönczi Tibor Görbe István János Görög Tímea Grabeczné Mernyei Mirjana Grigoliátné Nyikos Mária Gróf András Guba Edit Gubinyi Gyuláné Gulrich Krisztina Gulrich László Gulyás Zoltán Gutai Zoltán Guzmics Eszter Gyenes János Gyéresi-Siklodi Carol Gyéresi-Siklodi Éva Rozália Gyimesi Attila Gyimesi Zoltán György Sándor Győri Károlyné Gyuga István Gyulay-Tóth Barbara Klára Gyurkovics Andrea Gyüréné Pachl Tímea Habony László Hack Lajos Hadjadj Márta Haffner Ádám Hafner Gábor Haga Józsefné Haidel János István Haiser Tamás Haiser Tamásné Hajdu Andrea Hajdu Lászlóné Hajdu Mátyás Hajlinger Csabáné Hajmási Zoltán Hajós Ottó Háklár Gyula Halász Gábor 2 Halász Gyuláné Halász Tímea Halász Veronika Halász Zoltán Halász Zsolt Halla Terézia Halom Albert Dénes Hamar Tamás Hamarné Rácz Eleonóra Hamburger Ádám Hamburger József Ifj. Hamza József Hamza Péter 1 Hamza Péter 2 Hamza Tibor Hamza Zoltán Handler Csaba Hanzli István Haraszta Bernadett Harasztáné Horváth Anna Harcsa Gábor Hári Bernadett Harmati Csaba Harsányi Józsefné Hartman Nándorné Hartmann Zoltán Hastó Dávid Hastó László Hataier Béláné Határvölgyi Jánosné Hauzer Teréz Havancsák Józsefné Havasi György Havrilla Ferenc Hebők Antal Hegedűs Gergely Hegedűs László Hegedűs Tünde Hegyaljai Gábor Hegyháti Balázs Hegyi László 1 Hegyi László 2 Hegyi Lászlóné 1 Hegyi Lászlóné 2 Hegyi Vince Heizerné Hajdók Renáta Heller Dávid Heltay László Herbertné Orbán Ildikó Hercegné Vajay Beáta Herczeg Imre Herczig Györgyné Herczog Mónika Herger Józsefné Hernádi Bíborka Kíra Hernádi Károly Herpergel Józsefné Herr János Hevesi Mónika Hevesiné Linczmayer Andrea Hezler Csaba Hidi Albert Hidi Anna Mária Hidi Hunor Hlogyik László 1 Hoffart Ágnes Hoffart Mária Hoffher Péter Hoffman Imre Hofman Norbert Hofmanné Bognár Katalin Mónika Holchacker Renáta Hollósi Attila Hollósi Lászlóné Holzhacker Attila Homoki Zsolt Horn Péter Horny Lászlóné Horváth András Horváth Attiláné Horváth Balázs 2 Horváth Csaba Horváth Edina Horváth Ferenc Horváth Ferencné Horváth Gábor 3 Horváth Gábor 4 Horváth Gábor Ákos Horváth Gyöngyi Horváth Gyula Horváth Hajnalka Horváth Ildikó Horváth István Horváth Istvánné Horváth Judit Horváth Károly Horváth Krisztián 1 Horváth László 1 Horváth László 2 Horváth László 4 Horváth Lászlóné Horváth Magdolna Horváth Miklós Horváth Mónika Horváth Renáta Horváth Rita 2 HorváthTibor HorváthViktória 1 HorváthViola Horváth Zoltánné Horváth Zsuzsanna Julianna Horváthné Friman Melinda Horváthné Kalmár Judit Horváthné Melkovics Ágnes Horváthné Richter Tímea Hoschek Gáborné Hosszú Ferenc 1 Hujber János Hulj Attila Huszár Mónika Huszár Róbert Huszti Anita Ignácz Ferenc Ilcsik Józsefné Ilyés Aranka Ilyés Ferenc Imeli Zsuzsanna Imre Ferenc Imre Zoltán Ivánczi Lászlóné Ivanics Mónika Ivánszki László Jacsó Rajmund Jagadics Krisztina Jáger Imréné Jáhn Balázs Jakab Melinda Jakab Róbert Jakoda Benedek Sándor Jaksiné Héhn Erzsébet Jámbor Károly Janászek Róbert Janik Zoltán Janka Bernadett Janka Tiborné Janovszky Erzsébet Járfás Kálmán Járinka Róbert Járóka József Jéger Éva Jelinek István Jelinek Zsuzsanna Jelinkó József Jelinkó Tibor Jelinkó Tiborné Jenei Krisztián Jeneiné Kovács Krisztina Joó Gyöngyvér Joó Sándor Józsa Katalin Juhász Csaba 2 Juhász Ildikó Juhász János Juhász József 2 Juhász Tibor Juhász Zoltán 1 Junger Krisztián Juvancic Attila Jünger Zsolt Jüngling Gábor Kaczné Szabó Erika Kacsó Erzsébet Kacsó Imre 1 Kacsó Imre 2 Kacsó István Kádár Gergely Kádár Zsolt Kaiser Tibor Kajfis Lajos 1 Kajfis Lajosné Kakula Péter Kalcasz János Káldi Tamás Kalmár Károly Kaluha Gábor Kaluháné Saláth Erzsébet Kálvári Károly Kanizsay Zsolt Kaposvári Frida Karanicz Krisztián Karbulák Andrea Karcsai Izabella Kardos Brigitta Mónika Kardos Sándorné Kardos Tamás Karkóné Werle Erzsébet Karkuczka Tamás Karkuczka Tamásné Kárpáti János Kass Naomi Kastal Attila Kaszab Anikó Kaszab Zsolt Katler Gábor Katler Mónika Katona Bálint Katona Mária Katona Sándor Katona Tamás Kecskés Beáta Kecskés István Kecskés Róbert Kelemen Tamás Kelemen Zsolt Keller Attila Kemecsi László Kempa Attila Kenderessy László Képli László Dániel Kerek István Kerek Katalin Kerekes Éva Andrea Kerékgyártó Ildikó Kerékgyártó Tímea Kerényi László Péter Kerényi Zoltán Kéri Józsefné Kéri Viktor Kerschbaumayer Pál Kertész Ádámné Kertész Istvánné Kertész Józsefné Kertész Sándor 1 Keszeg Ferenc Keszei Dóra Keszler Józsefné Kiefer Miklós Kifferné Endes Anikó Király Gábor Király István Király Katalin Király László Király Zita Kis Júlia Kis Róbert Kis Zoltán Kisari Sándor Kisari Sándorné Kis-Gergely Adrienn Kishonti András Kispatakiné Szilágyi Tímea Kiss Ádám Henrik Kiss Antal Kiss Attila Kiss Balázs Kiss Csaba Sándorné Kiss Gabriella Kiss Gergely Kiss Gyöngyi Kiss Györgyné Kiss Ildikó Kiss István Kiss Istvánné Kiss János 2 Kiss Károly Kiss Katalin Anna Kiss Krisztina Kiss Lajosné Kiss László Kiss László 2 Kiss Norbert Kiss Oszkár Kiss Péter Kiss Sándor Kiss Viktor Tamás Kiss Virág Kissné Herczog Anita Kissné Kurucsó Szilvia Kissné Varga Irén Kisvári Lászlóné Klausz Ágota Kléman Péter Tamás Klestenitz Zoltán Koblinger Péter Kocsiczki Julianna Kocsis Melinda Éva Kocsis Tiborné Kocsis Zsigmond Kocsis-Lázár Andrea Kocsisné Szénás Emma Kókány Gyuláné Kollárdi Attila Kollárné Misur Mónika Koller Brigitta Koller Éva Kolompár Ferenc Kolozsvári Renáta Zsuzsanna Komárné Koszper Helga Komlósi Erzsébet Komlósi János Kopacz Géza Koródi Andrea Koroknai Imréné Kósa András József Kósa Zsolt Kostyál Andrea Kostyál Mihály Kószás Péter Koszovánné Steiner Tímea Kovács András Kovács Attila 1 Kovács Attila 2 Kovács Attiláné Kovács Dezső Kovács Edit 1 Kovács Edit 2 Kovács Ernő Kovács Éva Kovács Ferenc Kovács Gábor 2 Kovács Gábor 4 Kovács Gábor Jánosné Kovács Gergely Kovács Ilona Kovács István 4 Kovács Jánosné Kovács József Kovács József 1 Kovács József László Kovács Krisztián Csaba Kovács Krisztina Kovács Margit Kovács Mónika Kovács Szabolcs Kovács Tamás Kovács Tibor 3 Kovács Viktor Kovács Zoltánné Kovács Zsolt 1 Kovács Zsolt 3 Kovácsné Erdélyi Erika Kovácsné Valcsák Erika Kovácsné Zsidákovics Mária Kováts Andrea Kozma Adrienn Kozma István Könyves Eszter Köő Lászlóné Kőpataki József Köpe István Attila Körmendi Béla Kővári Antal Kővári Tibor Köves József Králl Dániel Krámer László Krasznai Tímea
TABLE OF CONTENTS
SUSTAINABILITY REPORT
2009
Table of contents
1
1 INTRODUCTION
3
2 OUR COMPANY Grundfos A/S – the parent company
9 10
Grundfos Manufacturing Hungary Ltd.
12
Company management
14
Financial results
17
3 LEADERSHIP
21
Values, vision and mission
23
Thinking ahead in operation – the precautionary approach
25
Need for sustainable development
26
Business Excellence
26
Ethical and legal attitude
30
Recognition of values
30
4 OUR PEOPLE
33
Social responsibility
34
Employment
35
HR strategy and the effects of the economic crisis
36
Planning, management and development of human resources
36
Career and talent management
37
Trainings
40
Employee satisfaction
40
Wages and benefits
41
Occupational health and safety
43
5 PARTNERSHIP AND COMMUNITY INVOLVEMENT
49
Opinion of our stakeholders
50
Our customers
52
Our suppliers
53
Professional organizations
56
Local communities
57
6 ENVIRONMENTAL RESPONSIBILITY
61
Environmental Management System
62
Climate change – Growing corporate responsibility
65
Conservation of energy resources
67
Waste management
69
Water consumption
72
Emission of air pollutants
73
Environmental costs, expenses and savings
74
Appendix – GRI content index
78
Appendix – Non-relevant indicators
80
Appendix – Parameters of the report
80
INTRODUCTION
„You are now reading the first sustainability report of Grundfos Manufacturing Hungary Ltd, which is celebrating its 10th anniversary this year. This report, where we tried to summarize our results and ambitions, has been prepared mainly for our employees, the local municipal communities and our suppliers.” László Török, General Manager
1 INTRODUCTION
2>3
BY SUSTAINABILITY WE MEAN ACHIEVING ECONOMIC OBJECTIVES OF OUR COMPANY BY TAKING SOCIAL RESPONSIBILITY AND DECREASING IMPACT ON ENVIRONMENT, BY MEANS OF WHICH WE WILL BE ABLE TO PROVIDE SOUND SUSTAINABLE BUSINESS.
INTRODUCTION
„Grundfos is a good place to work at. Naturally it is far from being sufficient if only I say that about us. Our employees, partners and products should also indicate it.”
stantial development over the past ten years. We should take into account that besides transfers we are entrusted with the manufacturing of more and more new products, with possibilities of professional and personal development, establishment of Research and Development (R&D) and recently approved establishment of the Financial Shared Service, all of which are the results of the GMH success, and none of them would come into existence if Grundfos was not a good workplace and the majority of our employees did not think so.
PRODUCT LIABILITY ENVIRONMENT During the past years the management of the Grundfos Group has been putting more and more stress on sustainability and especially on efforts to stop climate change, which have also been formulated within the Group’s strategies and product development. The expectations for the COP15, United Nations Climate Change Conference, which was held in Copenhagen in 2009, were really high. At the COP15 Grundfos, as member of the Copenhagen Climate Council, took part in mobilization of the world’s senior business leaders in order to come to an agreement binding all states to decrease CO2 emission. Unfortunately, this agreement was not adopted therefore the management decided not to wait for the politicians any more. Despite the absence of agreement, the company is at the forefront of introducing the principles of sustainability, preparing its official publication with the title “Sustainability First”. Meanwhile the Group Management promised never to emit more carbon dioxide than in 2008, despite continuous growth of Grundfos and the company’s long time ambition is to become a CO2 neutral company.
FINANCE 2009 had a significant impact on the life of Grundfos Manufacturing Hungary Ltd (GMH). The strategy defined during the previous nine years, which was mainly based on growth, was not adequate in 2009 because of the financial and economic crisis, and we had to change direction during the year. The most difficult thing to cope with was the unpredictability, which characterized the year 2009. It was impossible to predict the needs of market even for two months in advance. Even though we knew what decisions to take, the biggest challenge was the timing, i.e. when to make decisions. Today we can
announce that we have successfully overcome the difficulties of the crisis. We made the right decisions when we gained time by introducing reduced working time, and when we succeeded in converting some of the fixed costs into variable costs, and finally, that we managed to maintain the results and performance achieved by GMH during the previous years with just 10% of headcount reduction (less than 200 people).
CORPORATE CULTURE Grundfos is a good place to work at. Naturally it is far from being sufficient if only I say that about us. Our employees, partners and products should also indicate it. We monitor employee satisfaction by regular surveys. Besides the motivation survey, conducted every other year, in 2008 our company took part in the Hungarian Best Employer Study. In its category GMH was ranked as fourth, however, there are a lot of things to be improved. The points, where the feedback had not met our expectations, were reexamined and previous practices were improved. In recent years we have gone through an interesting turn. Years ago within the factory gates we openly stated that Grundfos was a good workplace, but only later we managed to make the wider environment aware of it. Today, from the outside we can hear it more often that Grundfos is a good place to work, as a lot of employees, who have been working here from the very beginning say, that it used to be better, when we were smaller and worked in stronger and more appealing network to meet the challenges of everyday work. Naturally our company has changed with its three sites and almost 2000 employees. Today GMH gives almost the quarter of production capacity of the Grundfos Group, and as the second largest Grundfos company has undergone sub-
Due to the organizational structure, there is no product design liability in GMH. Taking into account the whole product life cycle, GMH is primarily responsible for the manufacturing of the product. In all cases within the manufacturing process there are designers’ instructions for inspection, which, among other things, include the 100% testing of finished product. Quality control process is carried out entirely, e.g. printing of motor labels or pump data sheet is only possible if the product has been tested and approved. The process of applied tests goes far beyond the required European product standard provisions. For some products manufactured here the technically responsible persons are GMH employees, but the principal responsible organ for product liability is the Danish Business Development team, which belongs to the Group R&Đ. We have no information or any request which may have occurred from errors resulting from the breach of relating laws or rules.
STRATEGY Besides the above mentioned, 2009 was the year of strategy creation, renewed every three years. The management had already started working earlier in the year on the establishment of strategic outlines for GMH for the period of 2010-2012. The above mentioned commitments of the Grundfos Group owners and top management on sustainability as well as the correct decisions taken during the crisis are all prime elements influencing the new strategy of GMH. Sustainability has become one of GMH’s four strategic areas – sustainability, customer focus, globalization and business excellence. To sum up, the vision formulated in the course of establishing the strategy were aimed at launching company processes, capable of faster reactions to market demands, and an organization supporting them, which would ensure competitiveness of GMH
4>5
and satisfaction of the stakeholders. To achieve the set goals we have defined some other important focus areas. What does it mean? For example, translating customer expectations and market behaviour into the language of production, determination of the most influential processes and jobs to achieve the strategic goals, faster introduction of manufacturing new energy-efficient products, development of employees’ competences, general knowledge management and last but not least, decreasing CO2 emission and impact on environment.
STRATEGIC PRINCIPLES
Customer orientation Globalization Operational excellence Sustainability
Finance Customers Processes Development and training
STRATEGIC AREAS FOR IMPROVEMENT
Figure 1. GMH Strategies for 2010-2012
Taking into account the above stated, we have a lot of tasks to fulfill, which cannot be achieved without the help of GMH’s employees and partners. That is why we would like to strengthen communication between us and the stakeholders, especially where there has not been close relationship earlier. Strengthening environmental awareness of the employees is one of the strategic aims of sustainability. This is why we decided to prepare and publish GMH’s first Sustainability Report for 2009. It is important that our performance is comparable with that of other companies, and our reporting practices conform with the practices of international and domestic leading companies, therefore, our report has been compiled according to the principles and indicators of the GRI G3 sustainability reporting guidelines, and the guidelines were applied on level “B”. Although, this first report has not been certified by a third independent party, we tried to comply with the requirements of a certification process during the preparation of the document.
This report refers to the whole GMH and present such important areas as “Vision and Mission”, our values, corporate strategy and culture, organizational structure, and last but not least, displays partnership, responsibility and relationship to our environment through people. Therefore, this report was mainly aimed to reach our employees, but also the local communities, our partners and suppliers will be able to learn more about us and see our intentions for sustainability as well. I hope everybody will find some interesting parts in it!
Tatabánya, 27th August 2010 László Török General Manager
OUR COMPANY
“Grundfos is a socially responsible company and we have a history of supporting the local communities in which we operate and where our employees and their families live.” Niels Due Jensen
Carsten Bjerg
Grundfos Group Chairman
Grundfos Group President – Chief Executive Officer
2 OUR COMPANY
8>9
GRUNDFOS A/S – THE PARENT COMPANY
OUR COMPANY
Poul Due Jensen established Grundfos in 1945 as a family business. In 1975 the majority of proprietary rights of the Grundfos Holding Group were transferred to the Poul Due Jensen Foundation, which is now the main owner of the shares (86,6%). Further owners of the shares are the founder’s family (11,3%) and company employees (2,1%).
Grundfos A/S is one of the world’s leading pump manufacturers. Its most important ambitions, since its foundation in 1945, have been successful development, manufacturing and selling of excellent quality pumps, pump systems all over the world, contributing to creation of higher life standards and healthier environment.
REGION
Grundfos has sales and production companies in 57 countries. Its headquarters are in Denmark, in Bjerringbro.
Thanks to this proprietary form, endorsement of revenues into development plays significant role in the life of the company and in 2009 Grundfos invested 5.5% of the turnover in the research and development of new products. Grundfos Group also allocates part of the development investments into support of sustainability commitments.
DENMARK POUL DUE JENSEN’S FAMILY - 11,3% POUL DUE JENSEN FOUNDATION - 86,6% EMPLOYEES - 2,1%
NUMBER OF SALES COMPANIES
NUMBER OF PRODUCTION COMPANIES
NUMBER OF PRODUCTION COMPANIES NOT USING GRUNDFOS NAME
Western European region
16
6
10
Central European region
13
3
5
North American region
3
2
3
GRUNDFOS MANAGEMENT A/S (GRUNDFOS HOLDING A/S)
Sales
GRUNDFOS HOLDING A/S
Baltic countries
Production (GBJ, GMH,...)
SALES
Spain
Finance
Portugal Italy
Asian region
11
2
2
Insurance Management AG
China
2
1
1
Other trademarks
STAR region (South America, Africa)
8
-
-
GRUNDFOS NEW BUSINESSES
Figure 2. Grundfos Managment structure Table 1. Grundfos A/S companies in geographical regions
HISTORICAL MILESTONES OF THE GRUNDFOS GROUP 1945 Poul Due Jensen establishes
1959 The launch of the first circulator pump marks the beginning of a
1975
Poul Due Jensen transfers his ownership of the Groundfos Group
research into new materials and processes, and designs and
to Poul Due Jensen Foundation.
manufactures new machines and tools.
1960 With the establishment of a pump factory and a sales company in
1977
Poul Due Jensen dies, and Niels Due Jensen takes over as
1994 Grundfos inaugurates the Development Centre.
Germany, Grundfos sets up outside Denmark for the first time.
Chairman of the Board of Directors.
2001 Inauguration of The Poul Due Jensen Academy.
1961
With an annual production of 34,000 pumps, Poul Due Jensen sees his
1980 The first Goup Management with Niels Due Jensen as
2002 Grundfos launches its SQ Flex water supply system, wich can be
vision of mass production come true.
2005
2002
operated by wind and solar energy.
2005 Grundfos and Europump launch energy-labelling of circulator pumps,
2010
2000
2001
1994
1990 Grundfos inaugurates the Technology Centre, which engages in
1980
1980
1977
1975
1961
1960
1962
1970
1960
1950
1959
1945
1962 The first circulator pump with variable performance regulation is launched.
Group President. 1990
completely new era.
1990
Grundfos.
and Grundfos presents the world’s first A-labelled circulator pump.
GRUNDFOS MANUFACTURING HUNGARY LTD.
OUR COMPANY
GMA GMH1
Location
By March 1999 a feasibility study had been prepared which suggested Tatabánya as the site for manufactur-
The sole owner of GMH is Grundfos A/S. The Hungarian manufacturing company has three sites, in Tatabánya and Székesfehérvár on its own property and in Biatorbágy (DC) on rented property. The headquarters of GMH are in Tatabánya.
Tatabánya GMH1, GMH2
Budapest
GRUNDFOS CITY
COMMON FUNCTIONS
TC
R&D
Székesfehérvár
Budapest
Tatabánya
Tatabánya
Székesfehérvár
Tatabánya
900
420
371
22
3
166
7
28
2000
2001
2007
2009 (1999GHU)
2007
2001
2008
2007
2009 Turnover
19 370 926 thousand HUF
31 517 432 thousand HUF
13159 104 thousand HUF
8 368 545 thousand HUF
N/A
N/A
N/A
N/A
Size
20 000 m2
12 000 m2
24 000 m2
3000 m2
700 m2
N/A
300 m2
800 m2
Operation
Motor component production Motor production
Pump assembly and component production
Pump assembly and component production
Warehouse Distribution
Training Hospitality Guest Service
Finance, HR, Purchasing, Facilities, Process Mgmt, H&S and Environmental Mgmt
Design and implementation of hydraulic testing. Technical support.
Product Eng. with GMH and other Grundfos plants
MG/MGE MS OEMMotors
TP NB/NK SE/P/G SL/DW
AP/KP MT (SPK,...) CH
Hungary EEC
MS-CBS Europe GMH products
GMH
Pump testers
Motors, Wastewater, MT and CH pumps
Key products / Markets
Biatorbágy Székesfehérvár GMH3
GMHD
Tatabánya
Opening ing electric motors, taking into account the competences of the human resources, production costs, political and economic stability and the prospective fruitful cooperation with the local government, authorities and other social organizations.
GMH3
Tatabánya
People
The production of electric motors was of strategic importance to Grundfos, that is why, when the Danish motor production had lost its competitiveness but the management rejected the possibility of external supply, they came to a decision to establish a Central-Eastern European manufacturing base. Meanwhile, with the approach of the new millennium, and because of the new Company strategy and growing market competition, it was necessary to be present in Central-Eastern Europe.
GMH2
Table 2. Basic information about Grundfos Manufacturing Hungary Ltd. 2006 Székesfehérvár is selected for the location of the third plant (GMH3).
Figure 3. Sites of Grundfos Manufacturing Hungary
HISTORICAL MILESTONES OF GRUNDFOS MANUFACTURING HUNGARY LTD.
Our headcount reaches 1000 employees. By this time 1000 people
are employed at GMH.
2002 Opening ceremony of the pump factory (GMH2) in
2007 The Department of Research & Development Hungary is established.
Tatabánya. The first pump is assembled.
Opening ceremony of the visitors centre called Grundfos City.
2003 NB2 and TP3 pump production starts.
Opening ceremony of GMH3 in Székesfehérvár.
2008 The first Business Excellence status document is prepared. The total
ISO 9001 Quality Management System (QMS) is certified.
2004 Extension of GMH1 to accommodate the production
employee headcount reaches 2000. Successful audit of the OHSAS
1996 Grundfos Hungary Ltd. is established
2000 Grundfos Manufacturing Hungary Ltd. (GMH) begins operation
lines of submersible pump motors (MS). Our headcount
18001 system. Integration of QMS-EMS-OHSAS into one system.
the main activities of which are sales,
after motor factory (GMH1) is set up.
reaches 700 employees. Successful audit of the
2009 The Logistics Distribution Centre (DC) becomes part of GMH.
service and warehousing.
First production lines are transferred from Denmark.
ISO 14001 Environment Management System (EMS).
Rehabilitation Department. GMH participates for the first time
employees were present receiving 1 gold, 5 silver and
terminated owing to the economic crisis.
facilities, to be erected in Tatabánya
in the Grundfos Olympics with 8 colleagues who return with
3 bronze medals. Our sewage grinder pump (SEG) wins
2010 GMH celebrates its 10th year anniversary. Our first sustainability
Industrial Park.
1 gold and 1 bronze medal.
the H ungarian Quality Product Award.
report is published.
2010
2010
2009
2005
2005
2000
1999
2008
2007
Hungarian location for production
2006
Environmental Award for the first time. 84 positions were
2003
2002
2005 Grundfos Olympics in Bjerringbro where 43 GMH
2001
GMH becomes a non-smoking company and receives KÖVET’s
2001 Further transfers from Denmark. Employees start work in the
2000
1999 Grundfos Group decides on the
1996
1996
13>13
EACH GRUNDFOS EMPLOYEE CAN COMMUNICATE HIS/HER OPINION TO GMH MANAGEMENT EITHER VIA DEPARTMENT MEETINGS, DIRECTLY OR BY CENTRALLY ORGANIZED WAYS.
OUR COMPANY
GMH MANAGEMENT JUNE 2010
LÁSZLÓ TÖRÖK General Manager
MÓNIKA FRICZSZABADOS Assistant
PÉTER LÁSZLÓ Project Manager
COMPANY MANAGEMENT The organizational structure of GMH is of matrix type. It means that the three factories, as production areas, show functionally structured organizational units and there is a direct reporting system between them. On the other hand, common functions of the factories have secondary reporting obligation towards the common GMH departments (Supply chain, Technical management, HR, Finance, R&D; TC). This secondary reporting obligation in the professional fields is marked in the following table with dashed lines. Product Development Engineering (R&D) is in Tatabánya; Production Technology Development Engineering (TC) is in Székesfehérvár, and the distribution centre (DC) is in Biatorbágy. The main decision making unit of GMH is the Executive 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) make decisions on matters related to individual factories. Preparation of decisions connected with sustainability are in the competence of the Common Service Manager (Environment, Work Safety) reporting to the Technical Director (member of the Executive Group), as well as the Manager responsible for the Industrial Support of Processes (GMH Social Responsibility). Decisions are partially taken by the Technical Director and partially by the E-Group, depending on costs and importance. Decisions are implemented by the appointed persons who regularly prepare reports to the decision makers.
Each Grundfos employee can communicate his/her opinion to GMH management either via department meetings, directly or by centrally organized ways like through plant meetings or randomly chosen 20-employee meetings (Diagonal slice meeting). The latter is a kind of meeting where direct communication is possible between the GMH top management and a smaller group of GMH employees, excluding the intermediate management levels. The invited colleagues meet the General Manager, the Plant Manager and the HR Manager.
JIM TOFT
GÁBOR FARKAS
Directos SCR-CRM
Plant Manager
opinion, and suggestions regarding sustainability to the Grundfos A/S management at the Management meetings held every half a year at GMH, at meetings organized during the year, as well as by writing the quarterly reports. This is when and where evaluation of GMH and its management takes place.
Plant Manager
CSABA UDVAR Technical Director
ISP Manager
GÁBOR LÓRÁND
GÉZA KOPACZ
GÉZA SALGÓI
DC Manager
Technical Manager
Technical Manager
Technical Manager
LAJOS ZOLTÁN VARGA Common Service Manager
AXEL C. THØGERSEN Logostics Manager
ATTILA WÉBER
SÁNDOR SÉLLEY
Logostics Manager
Logostics Manager
Purchasing Manager
Chief Startegic Buyer
NPI Manager
ROBERT MARKVART
Production Manager
ZOLTÁN BALOGH Production Manager
TIBOR SZAMALOVITS
Chief CRM
ZOLTÁN ORMOS IS Manager
JANNEK ULDAL CHRISTESEN R&D Manager
TC Manager
TAMÁS KÁLDI
Acting Production Manager
GÁBOR RETKES Chief Engineer GSE
14>15
Finance Manager
MIKLÓS RABI
Production Manager
GÁBOR FARKAS
Figure 4. Organizational structure of GMH
TÜNDE BICSÁKNÉ MOÓS
Chief Project Manager
Chief Engineer GSE
GÁBOR HAFNER
HR Manager
VERONIKA TARJÁN
ZSOLT MARTON
CSENGE SZIGETVÁRI
ANDREA KOCSIS-LÁZÁR
ZOLTÁN FILEP
LAJOS MAJOR
SZILÁRD PAPP
Top management of GMH may send their information,
Plant Manager
ZOLTÁN DR. KOCSIS
ZSOLT NYESTE
Logostics Process Manager
The meetings have constant topics, like interpretation of strategy, plans for introduction of new products and general information in questions concerning employees. Management usually takes into account the information, suggestions obtained when making decisions.
CSABA UDVAR
DECISION MAKERS RECEIVE INFORMATION THROUGH MEETINGS HELD AT DIFFERENT LEVELS AND FREQUENCY, SERVING AS INFORMATION CHANNELS
OUR COMPANY
FINANCIAL RESULTS Since its foundation GMH has been undergoing continuous development and expansion. This growth had led to GMH becoming one of the top 100 Hungarian companies based on its 2008 results.
PRINTED INFORMATION
BRIEFINGS
INFORMATION MEETINGS
In 2009 the company was not able to fulfill the originally planned turnover as the financial and economic crisis had already hit the industries – construction industry and mechanical engineering – using pumps at the beginning of the year. By the second half of the year, fluctuations in market demand had stabilized but on a lower level than planned, therefore, it could not compensate for the lost
MEETING
PURPOSE
FREQUENCY
PARTICIPANTS
VALUE OF STOCK (thousand HUF)
Common Management Meeting
Management and leadership topics
4 /year
GMH Management
Materials
Executive Group Meeting
Decision-making on important issues
1/week
Executive Group
Monthly Status Meeting
Sales, Finance and Production Data
1/month
General Manager, Plant Manager, Finance Manager
Annual General Meeting
Presentation of the previous year, strategies for the next year
1 / year
Board of Directors, Executive Group
Budget Meeting
Presenting budget and approval
1 / year
Board of Directors, Executive Group
Plant meeting
Information sharing
4/ year
GMH employees
Department meeting
Daily and current affairs
1/ month
GMH meeting
Operational meetings
Information sharing and daily affairs
1/ week or 1/day
Operational teams
Diagonal slice meeting
Talk to the employees
3/ year
General Manager, Plant Manage, HR Manager, Employees
Food Committee Meeting
Improvement of catering services
4/ year
Food Committee Members
Orientation Training
Introduction of Grundfos
24/year
New employees
Workers Council
Cooperation and information sharing
1/ month
HR Manager and representatives
Employee Handbook
Information
Continuous
GMH employees
Information boards
Information
Continuous
GMH employees
Grundfos Magazine
Group affairs
4/ year
GMA employees
Insite
Current affairs
Continuous
GMH employees
Unfinished production and semi-finished products Finished products Other goods Total Table 4. Value of stock
Table 3. Regular meetings and discussions
16>17
sales of the first half year. The turnover in 2009 exceeded the turnover of the previous year as the lower activity was compensated by connection of the Hungarian logistics distribution centre (DC) to GMH in January of 2009. The influence of crisis made GMH to concentrate on crisis management instead of growth. Besides cost savings introduced, stock reduction came into focus in order to make the operation easier to fund. Because of this GMH reduced its stock by more than 30% during the year.
DECEMBER 2008
DECEMBER 2009
12 837 650
8 893 302
1 907 181
1 421 061
781 476
1 011 203
420 647
115 841
15 946 954
11 441 407
OUR COMPANY
All operative and financial indicators (KPI) have to be assessed on a monthly basis, the strategic indicators (BSC) – quarterly, and compared with the specified target levels. GMH has to send a quarterly report to the Management of Grundfos, which includes the most important KPI status. In case of noncompliance, the responsible manager for the given indicator has to plan corrective and preventive actions to reach the expected level, which is approved by the GMH Management.
925 912
400 000
415 6 430
719 7 336
300 000
38 867
40 098
42 980
44 675
38 958
223 240
100 000 0 2006
2007
2008
Figure 5. Taxes and fees paid by GMH Local business tax
Innovation contribution
Corporation and solidarity tax
Paid fees
Property and land tax
Paid official fees; environmental tax, green tax
Paid payroll tax
52 160 894
68 641 238
72 374 060
Material expenses
33 665 243
43 785 411
56 429 264
56 333 184
100 00000
3 883 285
5 474 695
7 841 084
7 353 929
80 00000
1 912 616
2 325 719
3 003 540
3 547 353
60 00000
725 828
2 262 792
1 837 536
1 531 082
40 00000
Operating profit
1 887 107
-727 740
251 358
3 685 838
Profit before tax
3 053 813
-1 435 938
-2 039 356
4 879 875
Profit after tax
3 014 855
-1 435 938
-2 039 356
4 742 599
Retained earnings
3 014 855
-1 435 938
-2 039 356
4 742 599
20 00000
5 443 515 1 912 453
2 342 282
6 622 816
120 00000
3 893 120
41 698 661
5 171 096
Net sales
9 738 312
thousand HUF
2009
Table 5. Financial results of GMH
432 132
181 381
2008
Other costs
500 516
46 527
200 000
2007
Depreciation
137 276
60 833 500 000
2006
Staff costs
16 12 769
600 000
Monitoring of the company performance is made with the help of performance indicators. There is an internal procedure that controls the Key Performance Indicators (KPI), which are characteristic of the GMH financial, environmental and social performance. The regulation describes the methods of defining indicators, their moni-
FINANCIAL RESULTS OF GMH (thousand HUF)
41 615 28 915 46 720
700 000
5 924 305
was surprisingly high; the company made investments for more than 4 billion HUF in 2009. Hence since its foundation in 1999 until the end of 2009 the Grundfos Group invested more than 38.8 billion HUF into facilitating conditions for production, into buildings, machines and assembly lines.
232
800 000
1. GMH level strategic and operative KPI 2. Plant level operative KPI 3. KPI for personal performance level connected with bonus 4. KPI which has to be regularly reported to the external parties
6 162 949
The investment value, because of the carry-over projects,
1 000 000
3 476 080
Thanks to the introduced cost savings and other changes, by the end of the year GMH’s productivity turned out to be better than it had been estimated, both in terms of results and liquidity, although below the original level.
1 500 000
toring and, in case of lower performance than expected, correctional measures to be taken. The system includes four types of indicators, according to their levels:
899 586
For six months the company was operating with reduced weekly work hours: 32 hours a week during the first three months and 36 hours per week later. Meanwhile, we submitted an application to the National Employment Foundation for compensation of the lost wages, which was positively assessed.
1 395 055
2 000 000
1 925 321
thousand HUF
1 704 360
During 2009 we realized 22% less of the originally planned production volume, which brought about the need to lower the fixed costs as well.
0 1999
2000
2001
2002
2003
Figure 6. Amount of investments
18>19
2004
2005
2006
2007
2008
2009
year
2009
year
LEADERSHIP
“We will be successful if we all act according to Grundfos values and if can convey our values equally effectively within the company and outside it.” extract from the GMH employee’s information booklet
3 LEADERSHIP
20>21
MISSION, VISION, SUSTAINABLE DEVELOPMENT, OPEN AND CREDIBLE CONDUCT, FOCUS ON PEOPLE, LEADERSHIP, PARTNERSHIP, GLOBAL THINKING, RESPONSIBILITY, INDEPENDENCE
LEADERSHIP
Open and credible conduct are essential elements in our culture, but that does not mean operation without rules. Our rules, values do not exist on their own; regulations of each organizational level are integral part of both below and above situated levels.
For the communication of our corporate values a Danish artist, Flemming Brylle was asked to do paintings, the copies of which are placed in each Grundfos building to remind employees of common values and connection.
As a result of this target, GMH has become the second
These core values can be felt through all the regulations,
biggest manufacturing base of Grundfos in less than 10 years. During this period the results achieved by GMH persuaded the owners that in Hungary there is place not only for manufacturing but also for other service functions within the GMH, like Purchasing, Research and Development and Technology Centre.
policies and the whole operation of GMH. The rules are available for everybody; the ones concerning the daily operation are collected in the employee’s booklet, which all new employees receive automatically.
Sustainable development
Focus on people
22>23
Independence
Mission
Partnership
Leadership
Vision
Responsibility
Open and credible conduct
The most important values of Grundfos and GMH too were established by the founder of the company. They are widely communicated within the company: Mission, Vision, Sustainable development, Open and credible conduct, Focus on people, Global thinking, Leadership, Partnership, Responsibility, and Independence.
Global thinking
VALUES, VISION AND MISSION
LEADERSHIP
THINKING AHEAD IN OPERATION – THE PRECAUTIONARY PRINCIPLE
IN 2009 GRUNDFOS, AS MANY OTHER COMPANIES IN THE WORLD, COULD NOT AVOID THE IMPACTS OF THE ECONOMIC CRISIS, THEREFORE GMH ALSO HAD TO TAKE THE NECESSARY MEASURES TO MAKE THE CRISIS TEMPORARY.
In 2009 Grundfos, as many other companies in the world, could not avoid the impacts of the economic crisis, therefore GMH also had to take the necessary measures to make the crisis temporary and not let it endanger the company’s further development. Measures taken during the year, like for example, management of working capital, reduction of fixed costs, compliance with the fluctuating demands of the market, all fully conform with the principles of precaution, which was interpreted not just in terms of environmental issues. The management of our company had been able to foresee the possible dangers already in autumn 2008, thus, to prevent the direct impact of the crisis, we introduced recruitment ban for the vacant positions. By this measure almost 100 employees were saved from the subsequent risk of lay-off. According to our values, we made all efforts to keep the jobs to the utmost possibility; that is why we introduced the four-day working week before the lay-off. Our employees understood us and supported this idea; everybody voluntarily accepted the lower wages arising from it. In the process of reducing current assets, we took into account our stock and the balanced movement of production capacity, which resulted in further job retention. In case of our suppliers, despite the increased internal capacity, when insourcing of the parts, we took into consideration our partner’s capacity and financial position as well, and then made the best possible decisions in order to be able to continue our partnership in the post-crisis phase of growth. By this decision we tried to protect the developed knowledge and competence of our suppliers. Besides the already mentioned way of risk management, we use a lot of other methods and tools, like for example, implementation of risk survey led by the Group, which we have each year, in the autumn. This implies monitoring of the financial stability of our suppliers and other partners, but also determination of possible accidental or emergency risks connected with production jobs. Also business continuity risks, for which we must prepare in advance, are taken into account when talking about risk management. Certainly, if the risk is higher than the tolerable level, necessary steps are taken in each and every case.
24>25
LEADERSHIP
Grundfos has always been known for its high technological level, which can be achieved and maintained by continuous development of products and applied technologies.
NEED FOR SUSTAINABLE DEVELOPMENT Sustainable development is one of the core values of the Grundfos Group, which is also reflected in GMH strategies and everyday operations alike. Products manufactured here and technologies used for their production prove GMH’s commitment towards the environment, especially in the field of energy consumption of the products and on the materials used. Grundfos has always been known for its high technological level, which can be achieved and maintained by continuous development of products and applied technologies. Not only efficient production is the aim of technology development, but also employees’ work safety, impacts on natural and social environment are important parts of it, which should be taken into consideration.
The objective of the Group is to increase the volume of intelligent and adaptive products (with higher efficiency) which has reached about 20% of the products by now. Our company is an important participant of this intention, as we manufacture E-motors (frequency regulated asynchronous motors), as well as adaptive IPP, AP/KP (wastewater and sewage pumps), and CMs. We contribute to achievement of sustainability goals by increasing energy consumption efficiency of the manufactured products by our customers. Development is not the sole task of the engineers. Within the Kaizen program each employee can submit an innovation proposal which belongs to the continuous development category and is then assessed and facilitated by the field engineers. Employees receive premium for the implemented innovations, the amount of which depends on realized savings or other non-quantifiable values. We emphasize the importance of this program, as involvement of the workers is part of our core values. 880 employee Kaizens were evaluated in 2009.
BUSINESS EXCELLENCE One of the methods of continuous development is Business Excellence, which have been used since 2008. This model is probably the most important comprehensive organization development method of Grundfos, by the implementation of which the Danish parent company received the European Excellence Award in 2008. The essence of the method is that the operation of the organization has to be evaluated according to 9 criteria (Leadership, Policy and Strategy, People, Partnership and Resources, Processes, People Results, Customer Results, Society Results, Key Performance Results), and then to improved the whole operation of the company on the basis of feedback. The model takes the criteria evenly, reflecting the basic considerations that an organization can only be successful in the long term if it tries to find satisfaction of all parties concerned.
Figure 7. Logo of Business Excellence (2009)
ENABLERS (500 points)
RESULTS (500 points)
3. PEOPLE MANAGEMENT 10% (100 points)
1. LEADERSHIP 10% (100 points)
2. POLICY AND STRATEGY 10% (100 points)
4. PARTNERSHIPS AND RESOURCES 10% (100 points)
7. PEOPLE RESULTS 10% (100 points)
5. PROCESSES 10% (100 points)
6. CUSTOMER RESULTS 15% (150 points)
8. SOCIETY RESULTS 10% (100 points)
INNOVATION AND LEARNING
Figure 8. Business Excellence Model
26>27
9. KEY PERFORMANCE RESULTS 15% (150 points)
28>29
Mátyás Madler, 6 years
Krisztián Márk Bodó, 9 years old
A DRAWING COMPETITION WAS HELD FOR OUR EMPLOYEES’ CHILDREN TO PREPARE FIGURES SYMBOLIZING THE CRITERIA.
preparation of the status document, as well as actively involved in the defined development tasks. Another aspect of involvement was a drawing competition for our employees’ children. In order to draw the model closer to them, they had to prepare figures symbolizing the criteria. Taking into account the continuous development actions, in 2010 two areas have been in the centre of our attention, namely, Partnership & People, Processes & Products, Services.
Boglárka Bagin, 5 years old
Cintia Dorina Jónási, 12 years old
Kata Novotni, 12 years old
In the first such assessment in 2008 we received 268 points out of possible 1000. According to the feedbacks, we determined five areas to be improved, which step brought about 100 points more in the assessment in 2009. From the 2009 feedback we realized that the three areas bringing the most points were the three areas (Leadership, Policy and Strategy, People), which we had been dealing with most in the past 5 years. Within these issues we managed to get 450-500 points. This result may not have been possible without the broad employee involvement though. In the last closed development year more than 100 colleagues were working on the
Angelika Csilla Szűcs, 5 years old
Laura Orcsik, 11 years old
Gergő Dobos, 9 years old
Ágnes Mártina Schaffer, 5 years old
LEADERSHIP
A company can be successful through its employees only. Recognizing this Grundfos introduced the TALENT program in 2009, which is intended on recognition and selection of such talents, who are able to face the international stage as well.
ETHICAL AND LEGAL ATTITUDE Like in other issues, the Management tries to show example in the issue of responsibility, by establishing values to be followed by the employees. Together with other Grundfos companies, our Management has signed the Code of Conduct, where the basic business standards of behavior are laid down by the Group. The 6-page document deals with Ethics and Legal Compliance, Human rights, Labour rights, Environmental and Political Responsibility, Acceptable Accounting, Fair and Lawful Competition as well as Bribery, Commission, and Other Personal Monetary Rewards. In 2009 independent experts of Grundfos inspected the whole GMH on compliance with the above issues, paying extreme attention to the transparency, regulations and cleanliness of financial processes. This internal inspection did not reveal any deficiencies and we did not hear from other sources either, whether there had been a suspected case of corruption in the operation of GMH. Therefore, fortunately, no response measures had to be taken. Due to operational characteristics of our company (production company of the Group), we have no possibility of breaching the rules of trust or competitiveness.
leading positions. These cases are not random, they are previously planned and work totally in line with both the employees’ and Grundfos’s visions. Since 2006, 705 colleagues have received new, more responsible jobs. This number includes both blue and white-collar workers, whether it is the plant manager or a storekeeper. A company can be successful through its employees only. Recognizing this Grundfos introduced the TALENT program in 2009, which is intended on recognition and selection of such talents, who are able to face the international stage as well: by working in projects which, in given case, are running on several international spots. In the first two years of the program two GMH colleagues were chosen for participation in the international team, successfully fulfilling all the selection tasks. We are aware that we are socially responsible for both employees and local communities too. This responsibility is supported by concrete initiatives, like for example, support of local organizations, sports sponsorship and last but not least employment of about 70 disabled employees on special conditions.
RECOGNITION OF VALUES Exemplary behaviour includes recognition of positive values and initiatives and their encouragement. As an example, we can mention the fact that in 2009 Grundfos extended the „non-smoking factory” status to the premises of Tatabánya as well (smoking was prohibited on the site in Székesfehérvár from the very beginning), the intention of which was to support healthy way of living. Ban on smoking was preceded by wide-ranging employee involvement and cessation program, which was also financially supported. Grundfos has been exceptionally focusing on its employees, regarding them as values and not as resources. One of the elements of this perception is that we have a lot of colleagues, who, after having finished internal and external trainings, have been promoted to engineering or
31>31
OUR PEOPLE
“Through enthusiastic and motivated people we enable strategy realisation. Great people thrive and grow in Grundfos and deliver the Grundfos vision through their enthusiasm and engagement. An energising culture unfolds Grundfos’ identity and values, fostering innovation and attracting more great people.” Grundfos Group People & Strategy – Vision and Mission
4 OUR PEOPLE
32>33
IN THE LAST 10 YEARS OUR COMPANY HAS BEEN PLAYING AN IMPORTANT ROLE IN ATTRACTING NEW AND SKILLED LABOUR FORCE DUE TO ITS FAST EXPANSION AND SUCCESSIVE ENLARGEMENTS.
OUR PEOPLE
EMPLOYMENT
DIVISION OF EMPLOYEES
Employees are regarded as the most important assets of the company. Our colleagues are not merely resources, they are the company themselves: full of ideas, needs, desires, responsibilities, skills and competences, and sometimes problems as well. We maintain ongoing dialogue between the management and the employees. If we see commitment, responsibility and aptitude in them, we give them the chance to prove their skills. If we encounter the problems, we try to help to the extent that a work place can help in solution or reduction of the problem.
SOCIAL RESPONSIBILITY Grundfos is working to meet or exceed the ethical, legal and community expectations which the society imposes on companies. This attitude is reflected in all our steps. The aim is always sustainability, towards which we strive. Our global presence should be harmonized with the local environment and the people, whose life and environment is affected by us. We take active part in the life of local communities and support initiatives that can be of any benefit both to local environment and to our company.
We would like to create a workplace of equal opportunities and open-mindedness where differences between employees are respected. Our social responsibility is naturally realized through concrete initiatives, carried out in different companies of the Group. A good example of this is our decision to employ physically, mentally or socially disabled people, providing flexible solutions for them. Their employment is partly based on government subsidies, which are determined by laws or agreements.
2006
2007
2008
2009
White-collar employees
196
280
413
356
Blue-collar employees
942
1277
1507
1265
Full-time employed
1092
1492
1847
1562
Part-time employed
46
63
73
59
On fixed-term contract
23
32
42
31
With indefinite contract
1115
1525
1878
1590
Male
735
962
1176
979
Female
403
595
744
642
44
57
67
58
Employees with reduced ability to work Table 6. Division of employees
Since the beginning of company operation, we have been employing people in the Rehabilitation Department which makes 3-5% of all employees. In both cities we have built very close links with the Regional Rehabilitation Institute to spread the information about the possibility and to support employment of the disabled. GMH was shown as a good example on the local and national television for its Rehabilitation Department.
employees 2500 Target
1850 2000
1778
GMH 1500
1350 1047
1000 500
It is really important for us to assure safe and healthy work environment for our employees. We put demands for ourselves so that our behavior is consistent with international rules and laws of employment.
Reasons for higher numbers in 2008 were partly because of fast and large expansion of the company in 2007 and 2008, and partly because of general headcount growth in the companies operating in the Industrial Park. In 2009, first time in the history of GMH, there was a need of headcount reduction and that is why this number cannot be compared with the previous fluctuation indicators.
Our company, being a manufacturing one, has been affected hard by the crisis. Our production results had been constantly increasing until last July, but then came the stagnation and the decline. When all the three factories operated on their maximum, the number of employees reached about 1900, while, when this report was prepared, there were 1750 people working for the company. Fluctuation results in 2009 improved to a great extent.
Figure 9. Headcount figures
0 2006
2007
2008
2009
employees 300 254 250 Involuntary
190 200
178
181
Voluntary 150
125
134
2007
2008
108 100
72
50
Figure 10. Fluctuation and its reasons
0 2006
34>35
2009
OUR PEOPLE
During the 10 years history of GMH numerous promising internal careers were built on all levels of the organization as a result of consequent structural development. HR STRATEGY AND THE EFFECTS OF THE ECONOMIC CRISIS
PLANNING, MANAGEMENT AND DEVELOPMENT OF HUMAN RESOURCES
From October 2008, to decrease the impact of the crisis, we had to take decisions, such as significant reduction in investments, suspension of projects, cost reduction, which were primarily aimed at retention of the labour force. In order to optimize capacity we prepared a 5-step action plan, the programs of which and its implementation were communicated towards company employees at monthly held plant meetings:
Each year we prepare a headcount and competency plan which is in line with the company’s level of activity and company strategy. Strategies and processes of Human Resources should comply with the GMH complexity, supporting three sites and three plants and ensuring the diversity, required by different levels of the factories; at the same time, they have to maintain Grundfos values and culture.
1. no staff increase 2. giving out holidays
The headcount, trainings and other budget-related planning is the result of common work of the management.
3. introduction of downtime 4. reduction of working time 5. collective work force reduction.
The final plan is based on the plant-level needs, taking into consideration the strategic focus points of GMH.
Compared to the original plans, our production results decreased by more than 20%, therefore, it was inevitable to introduce the 5th step - collective work force reduction. Our company has complied with all the Hungarian laws and regulations connected with redundancy and, keeping in mind Grundfos values, ensured the implementation of fair dismissal. Selection criteria were established taking into consideration propositions of the Workers Council. We undertook application of the principle of positive discrimination, giving protection to employees with special family circumstances, where possible. For employees affected by collective work force reduction we provided allowances in excess of the ones determined by legislation. We held programmes, information briefings, which helped them prepare for the further steps: � Workshops led by external trainers and professionals: How to go on? Processing of trauma resulted from redundancy, help in separation from the company, application of self-help methods. Further one hour of individual counseling connected with the above; � Group information held by the local offices of the Employment Centers – registration, training and retraining, careers, support systems and programs. � Consultations given by the Human Resources department: possibility of individual counseling – how to write a CV, guidance, job opportunities on the Internet, preparation for an interview, etc. � Job fair: various employers, branch offices of Employment Centers, executive search firms.
CAREER AND TALENT MANAGEMENT
knowledge, openness, fulfillment of routine tasks, dynamics and following Grundfos values.
During the 10 years history of GMH numerous promising internal careers were built on all levels of the organization as a result of consequent structural development.
To develop managerial competencies, it is necessary to follow the right side of the “V“ form where for progress the candidate needs continuous development, logical, global and strategic ways of thinking, problem solving skills, system approach, also the candidate has to identify with the internal and external customer expectations and needs, and to represent corporate culture and values of Grundfos. The other branch of the V form gives opportunity for professional progress and development of professional knowledge.
This is due to personalized trainings and trainings customized to the needs of different departments, internal job applications, alternative career paths and continuous monitoring of the survey results on employee career plans. Alternative career paths The so-called “V” form introduced by the Group perfectly defines the range of alternative career paths. Stages of development can be determined in advance. One side of the “V” form depicts managerial competencies, and the other – the increasingly higher level of technical knowledge necessary to achieve the goal. Starting point of both directions depicts the existence of general
It is recorded in our labour force policy to look for the applicants for the vacant positions both internally and externally. Grundfos is a growing company; therefore we put much emphasis on internal recruitment, as it is an important tool for organizational development.
The alternative carrier path is a useful tool for staff management in both professional and managerial way, encouraging the long-term thinking and commitment to the company.
NUMBER OF MIN. YEARS
SKILLS
PLANT MANAGER
Already in the recruitment and selection process, great attention is paid to find the right people for the right positions. The applicant either for blue or white-collar job, after being interviewed by the HR, undergoes 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 is the most suitable for the given position.
7 YEAR –
4 YEAR –
The field leader, the subsequent immediate superior, and the HR representative also participate in selection of a colleague for internally advertised position. The process is the same as the traditional selection process; the applicants have to undergo an interview. Here the existing competences, qualifications and adequacy to fill the position are taken into consideration. Speaking of it, this is one of the best motivational tools for long-term preservation of the colleagues who want to learn and develop.
CHIEF SPECIALIST
MANAGER
SENIOR/LEAD SPECIALIST
SPECIALIST
MID-LEVEL MANAGER / AREA MANAGER
GROUP LEADER
2 YEAR –
GENERAL 0-2 YEAR
Figure 11. General career opportunities
36>37
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.
OUR PEOPLE
Talent management Picking out the talented workers is one of the most important key strategies for company success. Our goal is to recognize knowledge, experience, capabilities and performance. By communicating our process of talent evaluation, we clarify the steps towards reaching development possibilities, their relationship with the company wage structure and strategic plans for the employees. We have long-term plans with the competent and more than the average-performing employees, with whom we can achieve the strategic goals set by the Group and GMH together.
The process of EDD helps the managers to create shortand long-term development plans for their departments and for themselves personally. These plans should be consistent with the strategic plans for 1-3 years and with the plant and company strategies too. We evaluate what trainings, personal and professional development opportunities are available to reach the annual goals, and also try to depict the workers’ individual requirements and personal strengths. The interview takes place once a year for all employees – with a followup after six-month.
Employee Development Dialogue The yearly held Employee Development Dialogue is a good way of monitoring development, and is also an excellent means for the superior to review and evaluate the employee’s professional/personal development, and to determine further short- and long-term ways of development together with the employee.
According to personal development needs, HR together with the department head, formulates training plans for each employee at the given area. Competence system The competence system, developed for blue-collar employees, offers the possibility of development and further acquisition of professional knowledge. On the basis of the headcount plan, we specify the necessary skill and competence resources in detail and prepare the job descriptions. Production defines the number of necessary headcount on the specified skill and competence level. These positions are summarized in a competence matrix. For different blue-collar jobs we have four different competence levels, from the beginner to expert level (1-4) which are connected to payment levels specified by company regulations. In each case the higher level can only be reached through a theoretical and practical exam. The first exam should be taken before the probation period expires (90 days). New colleagues are helped in training and acquisition of basic professional skills 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 jumping on to a higher level, this time is necessary to acquire higher professional knowledge.
TOOLS OF DEVELOPMENT Training Expansion of functions Another sphere of activity Internal job application
EDD Expectations – Goals Development Plan Competences
Coordinator system In the Grundfos hierarchy there are coordinators on the level between the production line workers and their immediate superiors (production team leaders), who help facilitate production efficiency and provide flexible task fulfillment. The coordinators take part in direct production and support production line workers with their high professional knowledge, or substitute the production team leaders during their absence.
ALTERNATIVE CARRIER POSSIBILITIES
EVALUATION OF DEVELOPMENT Achieving goals Personal evaluation KPI, bonus, competency Evaluation of functions
Figure 12. Alternative carrier possibilities
38>39
The coordinator’s mandate can be extended four consecutive times, therefore, a person can be appointed as a coordinator for maximum two years. After expiration another colleague is given the chance to hold the position, thus everyone has the opportunity to have experience in supporting production this way.
OUR PEOPLE
TRAININGS
workers; with their fully responsible involvement we had to pass clear and humane information about the changed circumstances. For this reason we started a really serious, one-year leadership development program, in the context of which we prepared the middle management for denser, more direct and often much more difficult decisions on proper communication, problem solving and crisis management.
Significant part of Grundfos Group revenues is turned back into development and innovation purposes. Development can only be achieved if it is paired with sufficient high-level training. We kept this principle in mind when we planned education and trainings for 2009, already recognizing the signs of the crisis. First, we agreed on the sum and then the priorities. During the period of the crisis increased emphasis was placed on continuous and accurate communication concerning the whole organization, in particular on the role of leaders in communication and implementation of decisions. First of all, we had to focus on the middle level managers and the production team leaders, because they keep contact with both the top management and
As in previous years, we implemented trainings necessary to comply with the statutory provisions, as well as training sessions held with the internal resources. Previously launched trainings with study contract in progress were continued as well as professional and technical trainings essential for fulfillment of the tasks.
employees
Best Employers Study Our managers decided to take part in a company-independent high-ranking survey, the results of which are followed by employers and employees alike all over the country. We wanted to know where GMH was among the companies. The survey was conducted by Hewitt Inside Consulting, as they had already conducted similar surveys in 200 Hungarian companies. Finally, the survey gave us the opportunity to become acquainted with successfully applied practices of other organizations. On the basis of the 2008 survey, we identified 5 areas of key importance for improvement: � Valuing people � Employer’s credibility � Feedback, assessment � Proper equipment � Career, development opportunities
Confidential information boxes were placed all over production area (specifying the 5 focus areas), giving possibility to our colleagues to share their opinion and suggestions anonymously with the management. As the second step, we introduced the multi-level employee meetings (Diagonal Slice Meeting), which are held quarterly with the participation of different employees on various topics.
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 to develop our system, ensuring staff retention and attracting new labour force. 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).
1200 1200 1012 1000 888
FORM OF ALLOWANCE
BENEFITS IN EXCESS OF BASE SALARY
Allowances
Hardship
Competence
Shift
Coordinator
Standby
Bonus
Performance bonus
Extra bonus
Holiday vouchers
Web Voucher
Culture vouchers
Safety and health
Work wear
Insurance
Occupational physician
Health and pension fund
Massage
Education
Technical training
English language course
Skill development training
Grants for further studies
Contributions
Meal at work
Glasses
Sub-lease support
Relocation support
Travelling to work
Local bus service
Long-distance transport service
Car/gas
Company bus
Sport / Culture
Swimming pool
Football
Sauna
Fitness
Theatre ticket discount
Social benefits
Christmas package
Santa Package
Company Ball
Family day
Women's Day flowers
Other allowances
Discount on pump purchase
Funeral allowance
Employee share purchase
Interest-free loans
Anniversaries
800
617 600
582
169
400
349 274
268 200
263 154
133
119 9
139
17
32
2007
2008
86 0
9
0 2006
2009
The English Language
Skills development
Team building
Technical training
Grundfos Academy
Figure 13. Number of employees receiving various trainings
In recent years, in the phase of steep growth, when many new skills had to be developed and strengthened, more training needs appeared than in 2009, a year significantly affected by the crisis. These included internal and external technical, managerial and specialized trainings, including language courses and the course on company management system, and we also organized teambuilding trainings.
EMPLOYEE SATISFACTION Each year GMH takes part in various internal and external employee satisfaction surveys. Our primary aim is to get to know our colleagues’ opinion about working conditions and to get a precise picture of the company’s strengths and areas for improvement in the opinion of the workers. We receive the results compared with other large companies of the country and/or with similar companies of the Grundfos Group.
Table 7. Elements of benefit system
40>41
School aid
THE AIM OF THE BONUS IS TO GIVE FINANCIAL INCENTIVE TO OUR EMPLOYEES IN ORDER TO ACHIEVE HIGHER DELIVERY PERFORMANCE, PRODUCTIVITY, BETTER QUALITY AND TO REDUCE COSTS.
OUR PEOPLE
OCCUPATIONAL SAFETY AND HEALTH PROTECTION Our company is committed to take care of the employees’ safety and to protect their health. Our most important goal in this area is to preserve the employees’ health during the years spent with the company. In order to achieve this, we, with our highest responsibility, specify all the necessary (protective) equipment and provide for our employees. The prime objective of the Grundfos Group is to reduce the number of accidents, and to achieve this goal, the company has been doing its utmost.
For the continuous monitoring of occupational hazards as well as improvement of labour protection, after OHSAS certification was obtained in 2008 and due to system development in 2009, we were able to certify an already effectively operating system. By the management system we acquired such everyday practices which, in our expectations, will result in longterm accident decline. Fortunately, there has been no serious accident at our company and the frequency of accidents also indicates a decreasing trend compared to previous years.
Occupational Safety and Health Protection Management System (OHSAS)
Motivation of the employees is recorded in the bonus system of the internal directive, according to which every company employee is entitled to get allowances. The
When calculating the bonus, we take into account the previously specified indicators. The bonus usually consists of several elements, and maximum payment is
aim of the bonus is to give financial incentive to our employees in order to achieve higher delivery performance, productivity, better quality and to reduce costs.
reached if all the goals have been fulfilled to 100%.
Bonus goals are established on the basis of company goals and the results are measured on company level. Report is prepared twice a year on the basis of performance indicators for the previous six months.
Top management
Individual bonus agreement
Middle management
Individual bonus agreement or individual, field and company goals
White-collar workers
Individual, field and company goals
Blue-collar workers
Field and company goals
Since 2008 we have been using and certifying our OHSAS system. Thanks to this management system, we have been able to fulfill effective health protection of our colleagues and to keep hazards on a lower level. OHSAS has produced a more effective organizational operation with the involvement of each employee level in occupational safety activities. As a result of regulated risk assessment and monitoring, nonconformity was easier to deal with and to follow, thus providing technical and organizational conditions for safe task fulfillment.
frequency
25 20 20
19 17
Table 8. Elements of bonus system according to position categories 15 11
White-collar workers
Blue-collar workers
Plant results
Plant results
Delivery performance
Delivery performance
External PPM (scrap rate)
External PPM (scrap rate)
Productivity
Productivity
Targets on department level
5
GMH target GMH
Department level and field KPIs
0 2006
Grundfos Bjerringbro Benchmark
Individual attitude * Table 9. Bonus assessment elements
1350
10
Figure 14. Frequency of accidents (accident/ 1 million work hours)
*Individual approach is a monthly evaluation of commitment, team work, cooperation on the basis of absence and order, given by the employer’s superior or team leader.
42>43
2007
2008
2009
OUR PEOPLE
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. We have been showing continuous improvement in this area, which means that the severity of the accidents is lower, i.e. there are less and less serious accidents.
From the types of accidents it can be stated that the majority of accidents were cases of cutting, bruises (with knocking against something), which are usually attributed to manual work processes, as in these activities keeping rules or breaching rules by the employees plays significant role. Kicks (with knocking against something) 14%
Cuts 15%
severity
Bruises 23%
3,9
4,0
Strains 11%
3,3 3,5 3,0 2,5 2,0
1,7
1,28
1,5
Stabs 8%
1,0 0,5 GMH target GMH
0 2006
2007
2008
2009
Grundfos Bjerringbro Benchmark
Other 7%
Pinches 4% Figure 15. Severity of accidents (lost working hours/1000 working hours)
NUMBER OF WORK ACCIDENTS
Wounds 4%
2006
2007
2008
2009
Number of accidents
125
110
122
120
Number of accidents producing loss of working days
39
45
50
31
Table 10. Number of work accidents
Fraction 4%
Electric shocks 5%
Burns 5%
Figuer 16. Types of accidents (2009)
By virtue of OHSAS, the number of work accidents involving sick-leaves had considerably decreased in the second half of 2008 and then in the first half of 2009. In the second half of 2009 though, similarly to national tendency, the signs of the crisis could be felt in the area of labour safety as well. Due to uncertainties caused by the crisis, discipline became more relaxed, which may have been the reason for more accidents. All of the above stated strengthened our opinion that it is not enough to establish a system; it has to be operated, used and improved day by day.
44>45
To improve the figures in 2009, we took several exceptional measures. These included the extraordinary work safety trainings, where we presented in details major deficiencies and those areas where more attention was required and where it was possible to improve the results with more organized work.
OUR PEOPLE
We launched a work safety photo competition, where our employees could send their pictures connected with occupational safety, drawing the attention of employees to work safety and health protection.
We also pay attention to the fact that our guests, visitors and employees of external companies working on our sites should get the necessary accident prevention information, and should not enter the territory of GMH without being instructed.
In 2010, in order to preserve health, we plan to support our employees in melanoma screening. This type of screening is becoming really important as the effects of harmful radiation emitted by the sun have been occurring more and more widely. An integral part of GMH’s long-term thinking is to create and maintain a safe workplace in which the whole company management takes active and responsible part.
Moreover, in order to increase work safety efficiency, in 2009 we made a decision to organize a conference for the work safety professionals of multinational companies operating in Tatabánya and its surroundings. The aim of this conference was to exchange experience and dissemination of good practices.
In our company there is an elected occupational safety committee of representatives. The management of GMH regularly holds a dialogue with the committee and the Workers Council in order to reduce the possible workrelated accident risks together. To decrease the number of hazards, we always involve the representatives and try to decide together on the preventive and corrective measures to be taken, in order to avoid this kind of accidents in the future. The committee representatives also take part in the selection of personal protective equipment so that the employees get comfortable and wearable protective equipment everyday.
Each year our company prepares the necessary training plans for labour safety, which are then accomplished in cooperation with the employees, and supplemented with testing on some managerial levels.
Besides refreshing/repetitive trainings, the training plan includes special trainings required by provisions of law (e.g. fork-lift operator), as well as participation in conferences necessary to follow up legislative changes. To prevent workplace accidents, each year we prepare an occupational risk assessment, and as an outcome of it, we prepare and carry on correctional and preventive action programs.
In 2009 our company became a “Non-smoking factory” and since then smoking has been prohibited in all buildings and their territories. Before introduction of this arrangement several programs on giving up smoking were started, and all possible means were provided for the employees who decided to quit smoking. In order to prevent our employees from the 2009 pandemics (H1N1), vaccination was provided against H1N1 for our employees free of charge. 339 employees took advantage of the opportunity.
AN INTEGRAL PART OF GMH’S LONGTERM THINKING IS TO CREATE AND MAINTAIN A SAFE WORKPLACE IN WHICH THE WHOLE COMPANY MANAGEMENT TAKES ACTIVE AND RESPONSIBLE PART.
46>47
PARTNERSHIP AND COMMUNITY INVOLVEMENT
“Commitments of the company towards the whole society significantly exceed following laws and paying taxes only.” Niels Due Jensen, Grundfos Group Chairman
5 PARTNERSHIP AND COMMUNITY INVOLVEMENT 48>49
GMH STRIVES TO SPREAD THE VALUES FORMULATED AND COMMUNICATED BY THE GROUP THROUGH EXTERNAL AND INTERNAL CHANNELS.
PARTNERSHIP AND COMMUNITY INVOLVEMENT
GRUNDFOS MANUFACTURING HUNGARY LTD. Social responsibility questionnaire results (2009)
Socially responsible employer Recommends Grundfos as workplace
5,0 4,0
Social responsibility performance
3,0
Essential condition for our effective operation is to maintain good relationship with our neighbourhood, 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 well
GMH strives to spread (e.g. law-abiding attitude, sustainability) the values formulated and communicated by the Grundfos Group through external and internal channels, as a result, indirectly making a positive impact on the environment and local communities.
Compliance with legal requirements beyond expectation
2,0
Quality of relationship
1,0
Compliance with related legislations
Cooperative partnership
complement the capabilities of GMH. General perception of social responsibility
From the circle of presented stakeholders really important for us are our colleagues, customers, suppliers, local communities, non-governmental organizations and the authorities.
Keeping deadlines
MARKET STAKEHOLDERS
Owners Employees Customers Suppliers Competitors Other Grundfos companies Service organizations Banks
NON-MARKET STAKEHOLDERS
GRUNDFOS
Figure 18. Opinion of stakeholders about GMH
Local communities Media Non-governmental organizations Authorities Educational institutions Neighbour companies
Figure 17. Our stakeholders
OPINION OF OUR STAKEHOLDERS We have completed a survey among local communities, authorities, surrounding companies and suppliers to get a picture of GMH on the basis of our approach, performance and general attitude.
Open partnership
The results show that there is a place for improvement in communication concerning our voluntary programs, our performance and results. That is why we have launched new programs and prepared our first sustainability report.
Departments having relations with the external parties and the management selected some determinant partners, who responded to our questions in the questionnaire.
50>51
PARTNERSHIP AND COMMUNITY INVOLVEMENT
OUR CUSTOMERS One of the four GMH strategies is Customer focus: “Our purpose is that our customers should regard us as the primary motor and pump supplier in regard of innovation, quality and delivery accuracy.” Although GMH operates in Hungary, the majority of our customers are located abroad. Our prime customers are the Grundfos distribution centres and other production companies. Significant part of our products, more than 80%, gets into the European market and the rest of the goods go to other countries of the world. Customer feedback is used at the strategic level; this is the base of our business concept.
Twice a year we conduct customer satisfaction surveys, the results of which are carefully analyzed and interpreted, and then long-term correctional measures are taken.
5,0 4,5
In order to improve the quality of customer relationship, Grundfos City was built in 2008, with the purpose of bringing the products and production closer to customers. Grundfos City plays the role of innovative educational and event centre in the life of Grundfos.
4,3 3,6 3,8
3,8 4,1
3,6 4,0
3,6 3,8
4,0
3,7 4,0
3,3
3,5
4,0
3,8
4,1 4,0
4,0 4,0
GMR
GPK
3,7
3,5
3,1 2,9
3,2
3,0 2,5 2,0 1,5 1,0 0,5 0 GMH
DCN
PGF
GBJ-CR
GBW
GWP
GPA
CGD
GSI
GBJ-SP
Target 2008
DISTRIBUTION CHANNELS AND GMH CUSTOMERS
Pumps / motors through Distribution Centres to sales GMH 1-2-3
Distribution Centre
Sales companies
Pumps / motors through Distribution Centres to sales GMH D-1-2-3
Distribution Centre
Distribution Centre
Pumps / motors to Sales Companies GMH 1-2-3
Sales
Figure 19. Distribution channels
SHARE OF GMH TURNOVER 2010. - PLAN
42%
48%
External customers
2009
Figure 20. Customer satisfaction indicators of the Grundfos Production plants
OUR SUPPLIERS 31%
28%
External customers
Motors through Distribution Centres to production GMH 1-3
SHARE OF GMH TURNOVER 2009.
23%
19%
Production
4%
5%
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 Labour 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 relations with the suppliers are determined by the contribution of the cooperation to corporate strategy. It is a basic demand that our suppliers have to provide the highest standards of quality, environment protection, ethical aspects, flexibility and safety in transportation. Our procurement processes are based on detailed trade practices, which include long-term effectiveness, quality, safety in transportation, environmental consideration, the price, as well as payment and delivery terms. Firm business conduct is basic for the decent but well-elaborated supplier relationship. Our suppliers are constantly informed about our long-term intentions. In case of new projects and demands we primarily opt for our existing partners.
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Procurement tasks of GMH are shared with the parent company. Best conditions can be guaranteed through Group purchasing; our business relationships are well regulated by partnership agreements. The parent company ensures the common purchasing strategy. Significant suppliers for the Grundfos Group are managed on Group level by category managers. Since 2006 the Hungarian department has also been taking more and more active part in category management. We have been managing the procurement of aluminum casting products, bearings, rotors and stainless steel castings on group level since 2009. Selection, contracts, performance monitoring and improvement of local suppliers who supply solely for our company, as well as local coordination in case of Group suppliers is accomplished by the Hungarian strategic purchasing.
PARTNERSHIP AND COMMUNITY INVOLVEMENT
Areas of cooperation At regular intervals and by product categories Grundfos takes into consideration which parts should the company leave in production and which group of parts to be outsourced to an adequately prepared supplier. The selected suppliers have to ensure the required quality
at competitive price and accurate delivery in innovative ways. The value of the purchased parts has been increasing from year to year, while we strive to expand cooperation with the existing partners.
share
Total supply turnover, thousand Euros
30%
24% 23%
25%
22%
140 310
160 000 25% 140 000
22%
111 977 20%
120 000
17%
84 403
77 450
15%
Every year we highlight the best performing suppliers, and the best results are awarded. Since 2006, each year we have been giving out the ‚Supplier of the Year’ award. We strive to follow the JIT (just in time) principle for the goods originating from more and more suppliers, so that we have enough materials for a daily production; however, we try to involve all our suppliers into solution of stock reduction. As a result, in 2009, we were able to reduce our raw materials and finished goods stock by 35%.
Performance of our suppliers is monitored with the help of objective indicators (e.g. delivery performance, scrap rate). Each month we prepare their evaluation, and provide feedback for them. One of the most important tasks of the Strategic Purchasing is management and support of the suppliers falling behind and searching for other suppliers if necessary.
80 000
53 779
60 000
10%
37 955
40 000
5% 0%
100 000
Long-term cooperation and innovation in supplier relations GMH has integrated the processes and IT assets of Grundfos Group into our own processes. Cooperation with our business partners is determined by high level of integrity and transparency, supported by IT background. Regulations cover the approval of agreements and their review, price fixing and control of supplier activities related to our company.
20 000 0 2004
2005
2006
2007
2008
2009
Rate of domestic suppliers Value of supplies in Euros
Figure 21. Proportion and share of domestic suppliers
Domestic suppliers We intend to extend our cooperation with the local partners. During the past 10 years we have successfully created a network of domestic suppliers and suppliers from the surrounding countries, and each year we choose a category, the supplier background development of which becomes the objective of the year. We have experienced that local suppliers greatly contributed to our efficiency. One can establish a stable cooperation with the local suppliers, there is continuous communication and therefore better flexibility can be provided.
As it is our responsibility, we constantly monitor and reduce the business risks naturally associated with our activities; market trends are part of this as well as monthly re-evaluation of our partners’ performance. According to Grundfos’s „Be > Think > Innovate” slogan, innovation is compulsory not only for us but also for the whole supply chain, for which regular supplier conferences and other professional events give opportunity. Making use of our partners’ knowledge and experience we can achieve good results in the field of optimization of raw materials and technologies, as well as continuous optimization of our suppliers’ logistics, warehousing and packaging activities.
In recent years, the domestic supplier base for machined parts has been built and local capacities have been involved in casting. In 2009 localization of packaging materials obtained from non-domestic sources was achieved, while in 2010 we are working on the relocation of production of technical plastic products to domestic suppliers
ONE CAN ESTABLISH A STABLE COOPERATION WITH THE LOCAL SUPPLIERS, THERE IS CONTINUOUS COMMUNICATION AND THEREFORE BETTER FLEXIBILITY CAN BE PROVIDED.
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PARTNERSHIP AND COMMUNITY INVOLVEMENT
We continuously develop our suppliers by trainings and on-site support, and if necessary, we can support them in the stabilization of the manufacturing process as well. Product approval We apply strict, but clearly defined criteria for approval of manufacturing processes of our suppliers. To guarantee no-failure production, Grundfos evaluates the manufacturing process capability of each specified size, and the part can only be approved if manufacturing process stability has been supported with process capability calculations. We continuously develop our suppliers by trainings and on-site support, and if necessary, we can support them in the stabilization of the manufacturing process as well.
partnership also covers involvement into new product development processes. In 2008, in Tatabánya, we established our Research and Development department which has been working in close cooperation with the Strategic Purchasing and our strategic partners. The result of this cooperation is launching the production of electrical components and the local prototype of the newly developed electromotor with improved efficiency.
Supplier Management
How our suppliers see GMH We arrange regular consultations with our key suppliers and utilize their feedback for improvement of our processes. During the supplier audits, we pay attention
Suppliers are categorized based on the nature of cooperation, their role in our company and risk, and we collaborate with them according to personally tailored strategy.
to the efficiency of GMH processes on the suppliers and the assessment of GMH from the supplier’s perspective. Hence, the gained experience helps us in getting new perspectives for development.
Classification of the suppliers, besides other things, is based on the supplier’s quality management system, the turnover, supplier’s past performance and the segmentation of classification.
PROFESSIONAL ORGANIZATIONS
Creation of annual strategy for categories, allocation of the new and regrouped products as well as decisions on how often one or another supplier should be audited are all made taking into consideration the classification. With suppliers falling within higher category we usually discuss the results or developmental expectations once a year, and the yearly audit plan is accomplished on this basis too. In the last three years we have completed on-site audits at 70% of our key suppliers, which have been prepared and accomplished by the Strategic Purchasing Department together with partner departments. During the audits, in addition to the inspection of the product manufacturing process and safety of related services, we usually examine whether our partners comply with the laws regulating their activities, moreover, whether the supplier’s processes cover mitigation of significant environmental impacts. We also inspect whether the suppliers fully comply with the provisions of the UN Global Compact initiative also provided in the agreement (Human Rights, Equal Opportunities, Environment, Corruption, etc).
LOCAL COMMUNITIES In 2009 we did not operate independent, specifically designed program for the local communities; that is why we did not prepare any evaluation of it for the given year. As our customers are not representatives of the local market, with the local communities our company develops and maintains mainly: � charitable, � supportive, � and professional cooperation. Charity Since almost its establishment, our company has donated to institutions and associations around the sites (Tatabánya, Székesfehérvár, and Budaörs). It has been a tradition for many years to support educational, medical and sport institutions for care and development of small children, by means of which, the beneficiaries are able to obtain or replace the necessary equipment, to carry out renovations, or obtain such new opportunities thanks to the funds, with which they are able to provide (indirectly) lifetime experiences for the children in need.
Our company has been a member of several professional organizations in order to convey the represented values more consciously and to improve our own knowledge and 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 the member of the following professional organizations: � � � �
Alliance for Excellence Non-Profit Association ISO 9000 Forum Hungarian National Committee for EOQ Maják – Hungarian Vehicle Development Cluster Benchmarking Club
In case the suppliers are classified within the highest category, besides mutually beneficial cooperation, our
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Support We occasionally provide financial support to local communities and associations, which many our employees are members of, like e.g. entry fee and training opportunities for the “Grundfos Dragons” dragon boat team established by the members of Dragon Boat Club in Tata, or entry fee and shirts for the running competition in Tata. Community and professional activities In 2009 GMH was a key supporter of the 19th National Meeting of Environment and Nature Protection Organizations (Green NM), the chief organizer of which was the Clean Air Task Force and the venue was in Tatabánya. More than 400 participants representing 137 organizations took part in the four-day event. Besides financial support, our specialists also took part in the event, giving opportunity for the participants to receive firsthand information about Grundfos’s energysaving products. Among others, our local waterworks were also interested in our cost-saving pumps. Meanwhile, we also had a chance to get an insight into the work of the “Green NGOs” and get information about the current issues. Before the National Meeting, there was a drawing competition for local schools and the best works were rewarded; all children’s drawings were exhibited in the plant buildings.
PARTNERSHIP AND COMMUNITY INVOLVEMENT
As a result of economic crisis, in March of 2009, our employees had to spend several days of downtime, one of which was assigned as Social Responsibility Day on the basis of a creative idea: we took part in waste collection on voluntary basis, which took place in the outskirts of Csákvár, Vértes Nature Protection Area. The initiative had a positive response, and about 150 employees volunteered, collecting about 50-60m3, (10 tons) of waste. It was a shocking amount compared to the relatively small area cleaned. After this successful motion, we promoted another voluntary waste collection in the outskirts of Sóstó Industrial Park in Székesfehérvár, on the occasion of the Earth Day. This time, our 15 enthusiastic colleagues collected 25m3 (3 tons) of waste
Among the local professional affiliations, we would like to emphasize, first of all, our cooperation with the regional workforce development consulting as well as educational cooperation with Jakab Fellner Vocational Secondary School, where our employees are trained in CNC machining. We try to cultivate a closer and wider relationship with the secondary and higher educational institutions, and among them, first of all, the institutions having close connections with our company activities (technical areas, logistics, teaching of knowledge connected to manufacturing). Possibility of practical vocational training is a part of cooperation, which is provided by our company for the students of educational institutions, with previous agreement and on the basis of available resources for the given period.
In 2008 due to World Environment Day, we also carried out a flower planting campaign, within which we planted 1000 lavenders around the Maroshegy-Balatoni road roundabout junction in Székesfehérvár, contributing to the development of environmentally friendly city image. The action was repeated at the same place in 2009 by planting trees and shrubs, which was really appreciated by the dwellers of the district.
GMH has had nearly 5 years of fruitful relationship with the Faculty of Mechanical Engineering of Budapest University of Technology and Economics (BME). This is a really natural cooperation as like Grundfos, the BME is also in the leading position in some respect; it can be called the flagship of higher technical education in Hungary. Our cooperation was established by a number of colleagues who graduated from BME, and each time they encounter technical problems, which are beyond the GMH’s possibilities, they obviously contacted BME. Over time, we have realized the potential of our initial relationship and we have been building it even more thoughtfully. Due to this, a number of professional trainees and thesis papers have been created at GMH, after which we proposed job possibilities for several colleagues. Once a year we invite the department heads, who we have the closest cooperation with, to discuss further possibilities of cooperation and to evaluate the results of the previous year. Our relationship is clearly seen from the fact that the old and obsolete library of the Department of Hydrodynamic Studies was renovated together with Grundfos Hungary (GHU) and renamed into “Archimedes”, which means the same for us as for the department – the pumps and innovation. GMH has also participated in the traditional forum for the local companies organized by the College for Modern
58>59
Business Studies (MÜTF) in Tatabánya, the aim of which was to investigate how a higher educational establishment can help the labour market in terms of needs and demands. A real example of the relationship between our products and the local environment is the use of Grundfos pumps at the rebuilt spa in Tatabánya, and visit of our engineers to the site before its opening. Another professional local tie was the meeting of environmental specialists in Székesfehérvár, the organizer, initiator and the first host of which was GMH in October 2009. At the meeting sustainability/environmental action plan for a year was formulated, and different companies or non-governmental organizations undertook arrangement of programs, connected with famous days (e.g. increasing urban green space, planting, waste collecting, supporting notable days in sustainable way).
ENVIRONMENTAL RESPONSIBILITY
“The fight against climate change is only one part of the effort which points towards a higher degree of sustainability. Grundfos wishes to contribute to this by what we know best. We will take responsibility and will constantly develop and produce new technologies to mitigate the problems caused by climate change.” Carsten Bjerg, Grundfos Group President and CEO
6 ENVIRONMENTAL RESPONSIBILITY
60>61
IT IS REALLY IMPORTANT FOR GRUNDFOS THAT ITS PARTNERS AND SUPPLIERS SHOULD COMPLY WITH ENVIRONMENTAL STANDARDS.
ENVIRONMENTAL RESPONSIBILITY
Climate change is today’s global challenge. Emission of the human-caused green-house gases has negative effects on the environment, first of all, because of increase in Earth’s average temperature. Grundfos recognized that the major responsibility for solving the problem lies within companies, and acted actively among the first to find solution. In GMH’s mission emphasis is put on environmental commitment and responsibility. Since the establishment of the Hungarian plant we have been constantly developing our environmental activities and improving our environmental performance. Our goal, according to the Grundfos Group strategy, is not only to comply with regulatory requirements, but also to perform higher level of environmental performance in addition to safe operation of our plants. In 2009, the Group included sustainability among its strategic elements, striving to operate its plants as exemplary, and to encourage other companies with responsible acting. The most important element of the sustainability effort is the fight against climate change, that is why, in the future environmental improvements, the focus will be on energy saving and reduction of CO2 emission. 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. 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. Among the range of our pumps, there are more and more energy-efficient products. Our aim is to manufacture only “E-Products” by 2011, i.e. to produce electric motors and pumps only of “A”-labeled consumer category. Our environmental activity is not confined to our plants and our manufacturing activities. It is really important for Grundfos that its partners and suppliers should comply with environmental standards, that is why we regularly audit our partners’ environmental performance. Together with the local authorities and neighbouring
companies, and of course, the local people we regularly organize environmental protection programs within the social responsibility activities.
ENVIRONMENTAL MANAGEMENT SYSTEM For continuous compliance with the environmental requirements and permanent development of the environmental performance, we introduced the ISO 14001 standard- based Environmental Management System (EMS) in our plant in 2004. When introducing this system, we specified significant environmental factors: energy consumption of our plants and production waste. In order to monitor and evaluate our performance, we measure and assess different consumption and emission data. Since data are compared on monthly and yearly basis, we can monitor and evaluate the results of our environmental projects, as well as environmental performance of our plants. In 2008, we introduced a complex performance index, the Environmental Performance Index, which is calculated on the basis of electricity consumption, gas consumption, water consumption and quantity of generated hazardous waste. In order to improve our environmental performance index, we introduced the use of basic principle, the so-called “Golden Rule”, which implies 5% improvement each year. Unfortunately, in 2009 we could not reach this goal, as due to the crisis, production dropped while the consumption necessary for operation of the production halls fell behind only to a minimum degree. When assessing our special indices, we compare them not only with our goals but also with our parent company’s plant in Bjerringbro (GBJ).
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ENVIRONMENTAL RESPONSIBILITY
CLIMATE CHANGE – GROWING COMPANY RESPONSIBILITY Responsibility and GMH’s action plan Every person and each company is responsible for its own CO2 emission, which increases the amount of greenhouse gases in the atmosphere, ultimately accelerating climate change, whether it is direct or indirect emissions.
EACH GRUNDFOS COMPANY SHOULD MAINTAIN THE LEVEL OF CO2 EMISSION BELOW THE 2008 LEVEL.
The Group has realized that understanding fully and recognizing our environmental impact is an essential step to reduce this impact initially, then minimize it and finally neutralize it. Grundfos did not set itself a target of less than that of being carbon neutral, i.e. CO2 neutral, and then to reach zero net emission. To reach this goal, the first step, taken in 2009, introduced the measurement of CO2 emission at each subsidiary, and then initiated introduction of reduction programs. The short-term goal: each Grundfos company should maintain the level of CO2 emission below the 2008 level.
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ENVIRONMENTAL RESPONSIBILITY
GMH is planning to obtain a special environmental software, which will be able to handle the emission and environmental effects of the plants within a single system, and then will be able to specify the ecological, especially carbon footprint. An entire company’s or organization’s footprint consists of a wide range of output sources, ranging from the direct effects, such as use of fuels, to indirect effects, like for example, employees’ commuting to work, or emission, which comes from other companies in the supply chain. According to the influence the company has on them, the emission sources can be divided into three main categories: � Direct emissions from activities, which are fully controlled by the company, such as burning of fossil fuels (e.g. natural gas, gasoline, diesel) � Indirect emission from electricity use, which depends on the source (nuclear, fossil, renewable) � Indirect emission from used or utilized products and services.
At present, for the calculation of our footprint we use the emission data arising from our electricity consumption, gas consumption and the fuel consumption of the GMH pool car fleet (since 2008). Calculation of a footprint, covering all the three areas of emission is a rather complex task. In order to do this, GMH is planning to obtain a special environmental software, which will be able to handle the emission and environmental effects of the plants within a single system, and then will be able to specify the ecological, especially carbon footprint, as well as to measure the results of different environmental developments.
THE CO 2 FOOTPRINT The CO2 footprint, being a part of ecological footprint, means emission of greenhouse gases by a person, organization, product or event. Its quantity is most often expressed in carbon dioxide or its equivalent. The following statistical figures show some interesting data about CO2 footprints:
An average Hungarian leaves a footprint of 5.65 tons of CO2 each year.
5.65 11 4 2
In developed countries the same indicator is 11 tons per person. Globally, the average amount of CO2 emission for one person is 4 tons. To overcome the climate change, the goal is to reach 2 tons per person a year.
1,5
A trans-Atlantic flight emits about 1.5 tons of CO2.
0,2
An average 5-seater car emits 0.2 tons of CO2 per 1000 kilometers.
0,1
1000 km journey on a scooter or by bus results in emission of 0.1 tons of CO2.
0,02
A trip of 1000 km by train is responsible for emission of 0.02 tons of CO2.
ENERGY MANAGEMENT One of the most important elements of the fight against climate change is reduction of energy usage and especially the energy used for manufacture of the product, as well as replacement of fossil energy resources. In all the plants of GMH, measurement of electricity and gas consumption is done by remote testing; therefore we always have up-to-date information. The data are registered and archived, and can be called forth any time. Comparison of the yearly data is done with the help of different indicators (data compared to working hours), and the base of comparison (100) is year 2001, and since 2009 it is 2008.
t 12 000 228 10 000 2519 8000
2702
225
7545
2394
2205
6117
5967
6000
Thanks to our energy efficiency project, by 2009 we had been able to save 2,500 MWh. Nevertheless, due to energy-saving measures introduced in the heating
4421 4000
season of 2008-2009, in 2009 we managed to save almost 15% compared to 2008. In 2009, in order to reduce energy consumption even more, we established a project team, the aim of which is to seize further energy-saving opportunities. In the coming period, emphasis is going to be put on energy-saving projects, for which we will ask our employees’ opinion and suggestions. With the help of our Green Kaizen program, we would like to explore our employees’ ideas about energy saving, and, if valuable, to introduce them into practice. We will also investigate the possibility of using renewable energy sources both for building maintenance (heating / cooling, hot water supply) and production areas. We would like to reduce the consumption of energy with the help of technical arrangements. By energy audits and inspections at weekend, we will try to put an end to excessive energy consumption.
2000 0%
2007
2008
2009
From pool car fleet usage From gas consumption From electricity consumption
Figure 22. Direct and indirect carbon dioxide emission
ENERGY CONSUMPTION
2006
2007
2008
2009
Electricity (MWh)
13 041
17 602
22 257
18 043
Electricity (TJ)
46 948
63 367
80 125
64 955
Gas (GJ)
39 316
44 903
48168
42 674
Total energy consumption (TJ)
86 263
108 270
128 293
107 629
Table 11. Energy consumption
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ENVIRONMENTAL RESPONSIBILITY
Fortunately, we managed to keep electricity consumption below planned level, due to actions implemented to save energy: � Welding machine synchronization, which resulted in lower peak consumption � Introduction of regular monitoring of the compressed-air system, which resulted in reduced power consumption
It is important to stress, that besides the above two actions, production structure in our factories has been significantly changed in the recent two years. We have been using more and more high energy consuming milling machines (e.g. MAZAK automated machining centers in GMH2, or press machines and robots in GMH3), as a result of which the actual consumption has increased.
WASTE MANAGEMENT Waste reduction and increasing the rate of waste recycling contribute indirectly to the fight against climate change through the reduction of effects of transportation and production.
60
Selective waste collection is the primary mission of all Grundfos companies. GMH operates following this rule; we had the most important tasks in this area after having founded our Hungarian plants. In order to recycle the waste generated by production, we have created the conditions for selective waste collection in our plants. Waste, generated during production, has already been collected at the locations of its generation, separating the types of material, and thus preparing it for transportation. With the help of our waste management system, 95% of the waste materials are passed for recycling. Therefore, each year about 1,900 tons of the 2,000 tons of nonhazardous waste are recycled, which means significant environmental and economic advantage.
40
Typically the following types of non-hazardous waste are generated during production:
index
100
80
20
0 2006
2007
2008
2009 GMH target GMH Grundfos Bjerringbro Benchmark
Figure 23. Electricity consumption index (until 2008 the base year (100) was 2001, since 2009 the base year (100) is 2008.)
Gas consumption Major part of our gas consumption originates from heating demands, which is seasonal, nevertheless, there is some energy-consuming equipment and technological elements (e.g. the powder coating and the kataforetic coating) in our plants. By the programs launched, time programming and optimization of the air handlers, we managed to reduce heat loss, and consequently - gas consumption. In the coming period, we are planning to install a low power (55 kW) condensing boiler in the plant in Székesfehérvár, for domestic hot water supply, and thus, shutdown of the high performance boiler in the summer period will significantly reduce consumption. Moreover, we are planning installation of a heat pump to the technological cooling system, which, through the utilization of waste heat, will help to preheat the water. Due to
these measures, consumption of gas at Székesfehérvár plant will probably fall back to one-fifth in the summer period. We will initiate installation of a similar system in Tatabánya, and are planning to install solar panels for producing domestic hot water at GMH2.
� Packaging – e.g. cardboard, foil, wood packaging � Other recyclable waste � Technological waste – e.g. chips (stainless steel, cast iron, aluminum), copper � Manufacturing scrap – e.g. stators, pump housings, impellers, etc. � Landfill waste During production we also use chemicals which generate hazardous waste: � Packaging (e.g. containers, cans, boxes contaminated with hazardous material) � Absorbents (e.g. wipes) � Technological waste (e.g. lubricants, varnishes, paints) � Emulsion wastes � Waste of service areas (e.g. batteries, fluorescent lamps) � Wastewater treatment wastes (e.g. residues from sludge presses, vacuum evaporators)
We managed to keep our gas consumption below the planned level. Drastic numbers in 2006 may point at the expansion of GMH1; however, the milder winters in 2006-2007 resulted in lower consumption. Due to energy-saving actions introduced in 2008 (e.g. lower temperature in the plants during weekends), our energy consumption dropped. In 2009, because of colder winter temperatures, the heating season lasted longer than usually, which also brought about some increase in gas consumption. Increase in gas consumption index can be explained by the reduction of working hours.
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In case of non-hazardous waste, our goal is to reduce waste and scrap, as well as higher rate of recycling. For the reduction of non-hazardous waste we have launched different technical programs. Besides selective collection of production waste, we have introduced several successful actions, like e.g. selective collection of office waste paper and of electronic waste. Our most recent project was the replacement of paper towels by textile ones in the restrooms, as well as selective collection of paper towels in production areas, thus reducing the total amount of yearly waste for deposition by 2 tons. In the coming period, the goal will be further reduction of waste to be deposited, the programs for which will be introduced in 2010-11. One of our most important aims is to reduce the quantity of hazardous waste, arising from manufacturing activities. Due to this we have launched our environmental projects. Dirty textile absorbents used in production are taken away for washing by our affiliated partner, thus only the absorbed material is waste, as the cloth can be reused. Another important project is the filter system, introduced for treatment of emulsion system, with the help of which, we have significantly reduced the amount of used emulsion oil, and thus the amount of generated hazardous liquid waste. Some of the oil containers, which are not classified as hazardous material, are passed for further utilization after washing, instead of being treated as hazardous waste and burnt in the incinerator. Waste water from production processes is collected, and after cleaning, advanced to a specialized firm for treatment. Earlier, the largest problem was the emulsion waste, which produced 75% of hazardous waste in the plants of Tatabánya. At the end of 2009 we launched a massive program to decrease this problem. In Székesfehérvár, where much smaller quantities are produced, making use of local conditions, we have solved the reduction using our own vacuum evaporator, while in Tatabánya, separation will be made with the help of a specialized company. Thanks to the measures taken, according to forecasts, we can expect almost 80% decrease 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 will also become possible.
ENVIRONMENTAL RESPONSIBILITY
Index of the hazardous waste presents emission of hazardous waste by GMH per working hours.
In recent years the amount of hazardous waste has slightly increased, primarily because of technological modifications (more machining centers use more emulsion, which results in more waste emulsion). It is evident though, that nevertheless it was possible to keep the emission of hazardous waste within target amount. The emission exceeded the target level in 2007, due to replacement of paint used at CED coating plant, and in 2008, due to replacement of emulsion in the plants. 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 work hours.
index 160
140 120 100
In 2009 we started the preparation of full fluid management at the plants in Tatabánya, as a result of which we are awaiting significant reduction in the amount of emulsion waste.
80 60 40 20 0 2006
2007
2008
2009 GMH target GMH Grundfos Bjerringbro Benchmark
Figure 24. Index of hazardous waste (until 2008 the base year (100) was 2001, since 2009 the base year (100) is 2008.)
WAY OF TREATMENT NON-HAZARDOUS WASTE
2006
2007
2008
2009
1 848
2 343
3 071
2 247
Packaging
Recycling
286
395
709
455
Other recyclable waste
Recycling
17
18
160
135
Technological metal waste
Recycling
1085
1288
1470
1161
Production scrap
Recycling
351
525
571
373
Landfill waste
Recycling
109
117
160
123
175
243
399
401
Burning or reuse
12
14
19
14
Absorbent material
Burning
13
18
28
28
Technological waste
Burning
16
26
79
21
Recycling
129
176
222
277
Burning or recycling
2
4
5
2
Recycling
3
5
46
59
HAZARDOUS WASTE Packaging
Emulsion wastes Waste of service areas Waste water treatment waste
Table 12. Amount of hazardous and non-hazardous waste generated by type (t)
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WE DECIDED TO DRILL OUR OWN WELL IN THE PLANT IN SZÉKESFEHÉRVÁR, THE PURPOSE OF WHICH WAS TO REPLACE THE IRRIGATION WATER MAINS.
ENVIRONMENTAL RESPONSIBILITY
In 2007, in the plant in Székesfehérvár, we decided to drill our own well, the purpose of which was to replace the irrigation water mains, but later it obtained a significant role in cooling the building as well. Unfortunately, in Tatabánya the local peculiarities make it difficult to fulfill a similar project, though we were able to take steps to recover the rainwater.
As we have not succeeded to achieve the set targets in water consumption, we are planning further developments to reduce water consumption (e.g. use of purified water for flushing toilets, use of groundwater for cooling).
2006
2007
2008
2009
24 034
44 371
46 727
40 945
-
-
-
13 100
2 883
10 183
4 771
24 034
41 488
36 544
36 174
-
-
52
76
WATER USED Piped water (m3) Untreated water from the well(m3) EVAPORATED WATER VIA COOLING TOWERS AND IRRIGATION (m3) WASTE WATER Running into sewage (m3)
WATER CONSUMPTION Because of different reasons, our water consumption has slightly exceeded the target level in recent years. In 2006, as a consequence of the plant extension in Tatabanya, the sprinkler tank (extinguishing system) had to be expanded and refilled due to official regulations. In 2007, though, because of replacement of paint in the CED coating plant, water consumption increased above the planned rate. In 2008, full replacement of emulsion system caused higher consumption than expected. During this years, introduction of production lines involved installation of an increasing number of machining equipment, which increased the amount of emulsion used, and so, the consumption of water as well. In 2009,
the consumption of water did not increase, however, reduction in number of working hours resulted in higher water consumption index.
Transported in tankers (m3) Table 13. Water consumption and wastewater generation
There are several measures under way in order to reduce water consumption:
EMISSION OF AIR POLLUTANTS � Application of “FLUID Management” system, which will prolong the life of cooling and lubricating fluid in machinery, and therefore, the consumption of crude oil and water will decrease. � Installation of magnetic filters at certain technological points to reduce metal contaminants in the water tanks.
During our production activity, a number of air pollutants are generated, which are lead out from the production hall through extraction equipment. In order to avoid air pollution, we operate separation equipment of adequate efficiency, which prevents the pollutants from entering the environment. Each point source (chimney)
TYPE OF POINT SOURCE
PLANT
EMITTED AND MEASURED POLLUTANTS
EMISSION IN % OF LIMIT VALUE
GMH1-2-3
CO, NOx, SO2, power
10-50 %
GMH1
Toluene, powder
2%
Painting booth
GMH1-2-3
Xylene, ethylbenzene, butilglikol
0,5-4 %
Machining equipment
GMH1-2-3
Oil vapors, solid powder
15-20 %
CED Painting
GMH2
Butilglikol, CO, NOx, SO2, powder
15-20 %
Agglutination
GMH1
Epoxipropil neodecanoate, Diuron
1%
Epoxy waxing
GMH1
Epoxy vapor, Ethanol
1%
Polishing
GMH1
Cr, Ni
na
Powder painting
GMH2
Solid powder
20-30 %
Roughing Cable Hoods
GMH3
Solid powder
10-20 %
index
Boiler chimney
120
Laquering stations 100
80 60 40 20 0 2006
2007
2008
2009 GMH target
has been approved and is operated with the permission of environmental authority. The emission of our point sources is measured in accordance with legal requirements and the measured results are forwarded to the environmental authority each year. The authorities verify the compliance with limits by regular measurements.
GMH Grundfos Bjerringbro Benchmark
Table 14. Point sources, typical pollutants and relative emission limit values
Figuer 25. Water consumption index (until 2008 the base year (100) was 2001, since 2009 the base year (100) is 2008.)
72>73
ENVIRONMENTAL RESPONSIBILITY
ENVIRONMENTAL COSTS, EXPENDITURES AND SAVINGS Each year our company monitors the environmental expenditures and costs. Although our environmental costs, which consist mainly of waste deposition/disposal, have been growing with each year with the growth of production, we can see clearly that our income, which comes from realization of collected selective waste, has
also grown. Therefore, by 2009 we had managed to achieve twice as much revenue in terms of waste, as was the cost of deposition and disposal. For the achievement of this good result though, we needed the environmental investments, which made it possible to arrange the conditions for selective waste collection.
2006
2007
2008
2009
Transportation of solid, non-hazardous waste
10006
10923
14794
13065
Transportation and disposal of hazardous waste
13203
15001
21546
21256
4010
8365
14510
9137
40
58
8851
10920
Other
0
0
0
0
TOTAL
27259
34347
59701
44550
185
750
0
0
7466
500
29746
8039
Machine-,equipment-, and vehicle related investments
0
44622
0
0
Other
0
0
0
0
TOTAL
7466
45122
29746
8039
0
0
21516
0
6796
19500
1765
0
670
25622
6465
0
Other
0
0
0
8039
TOTAL
7466
45122
29746
8039
7466
45122
29746
8039
0
0
0
0
7466
45122
29746
8039
20726
152308
48737
96252
ENVIRONMENTAL EXPENDITURES (thousand HUF)
Through sewerage Transportation of wastewater collected in tank
The results of the company’s savings of environmental protection expenditures may be best seen from the results achieved in 2009 with KÖVET tender. In 2009, KÖVET (Association for Sustainable Economies) for the 8th time announced the environmental protection savings related tender “Money that comes in through the window”, in which we took part for the first time. We collected the projects of recent years on saving environmental protection costs in the area of waste and drinking water expenditures. We were also surprised
ECONOMIC EXPENDITURES (thousand HUF) Environmental protection expert ENVIRONMENTAL INVESTMENTS (thousand HUF) Building- and other investments
DIVISION OF INVESTMENTS BY ENVIRONMENTAL BRANCHES (thousand HUF) Wastewater treatment Treatment of solid, non-hazardous waste Treatment of hazardous waste
FINANCING OF ENVIRONMENTAL PROTECTION INVESTMENTS (thousand HUF) Own sources, loan EU-support TOTAL INCOME (THOUSAND HUF) Income from expenditure by-products Table 15. Environmental costs and expenditures
74>75
when the results showed saving of 341 million forints in comparison with the previous state. Thus, giving the finishing touch to our previous efforts, we managed to win the first place in the category of “low-hanging fruit” (i.e. ideas implemented with investments not that expensive).
APPENDIX
MEASURES TAKEN
DATE OF TAKING MEASURE
ENVIRONMENTAL IMPROVEMENT
INVESTMENT OPERATIONAL COSTS (YEARLY) SAVINGS (YEARLY) PERIOD OF RETURN
Selective collection of production waste
2004
Reduction of waste for deposition by 1,900 tons. Reduction of raw material use by recycling some waste materials.
Replacement of paper towels by textile ones
2009
Approximately 6.5 tons less of nonhazardous waste are produced ach year.
0 HUF 0 HUF 0,5 million HUF Instant
Reuse of oily cloths
2006
Approximately 20 tons less of hazardous waste (oily cloth) are produced.
0 HUF 0 HUF 1,2 million HUF Instant
Fluid management system (re-filtering of emulsion oil, local treatment)
2006
Usage of emulsion oil dropped by 30%, i.e. by about 12,000 tons in yearly terms. Thus, production of hazardous waste (used emulsion waste) decreased by 45%, i.e. by about 62 tons each year.
0 HUF 0 HUF 8,1 million HUF Instant
Reduction of liquid hazardous waste
2008
By evaporation of water-based liquid waste, we produce by 660 tons less hazardous waste each year. (Instead of 720t/year, we produced 60t/year).
Use of local cooling instead of central cooling (GMH3)
2007
Yearly electricity consumption decreased by 60,600 kWh by installation of local cooling, independent of central cooling.
Use of local compressed air compressor instead of central compressor (GMH3)
2008
Yearly electricity consumption decreased by 36,400 kWh by installation of local compressed air compressor instead of central compressed air system.
Optimization of heating
2008
Yearly consumption of natural gas for heating decreased by 0.16 million m3 due to time-program controlled heating and setting of adequate temperature.
0 HUF 0 HUF 16 million HUF Instant
Optimization of heating and ventilation
2009
Yearly electricity consumption decreased by 70,000 kWh, by introduction of heating and ventilation time programming and night-time ventilation.
6 million HUF 0 HUF 23 million HUF 3 months
Periodical turning off of manufacturing equipment (compressors, light, machines )
2008
Yearly electricity consumption decreased by 172,000 kWh, due to implementation of turning-off arrangements.
Reduction of consumption of piped water (irrigation from drilled well) GMH3
2008
Yearly utilization of piped water dropped by 8,000 m3.
7,5 million HUF 200 thousand HUF/year 3,5 million HUF/year 2 years 3 months
Reduction of consumption of piped water (cooling of the building by water from the well) GMH3
2009
Yearly utilization of piped water dropped by 4,500 m3.
4,6 million HUF 150 thousand HUF/year 4,1 million HUF/year 1 year 2 months
50 million HUF 18 million HUF 205,86 million HUF 3 months
30 million HUF 7 million HUF 20 million HUF 2 years 4 months 280 thousand HUF 130 thousand HUF 2 million HUF 2 months 50 thousand HUF 60 thousand HUF 1,2 million HUF 1 month
APPENDIX
0 HUF 0 HUF 56,8 million HUF Instant
Table 16. Environmental measures and savings
76>77
GRI CONTENT INDEX
GRI Checked
INDICATOR
B
B+
A
A+
Report Externally Assured
Third Party Checked
C+
Report Externally Assured
Self Declared
C
Report Externally Assured
Optional
Mandatory
2002
APPENDIX
The index below includes classification of the indicators, topics according to GRI G3 Guidelines. Description of the indicators can be fount at www.globalreporting.org
PAGE
Strategy and Analysis
INDICATOR
5-7.
1.2
5-7.
Governance
Organizational Profile
4.1
14-15.
4.2
80.
4.3
14-15.
2.1
12.
4.4
14-16.
2.2
13.
4.5
42.
2.3
13.
4.6
2.4
12.
2.5
Economic performance
INDICATOR Society
EC1
18-19.
EC6
54.
Work experience and decent work Employment
Environmental Energy
Occupational health and safety
LA1
35.
LA2
35.
LA3
41.
LA7
43-44.
LA8
46.
LA10
40.
67.
30.
EN4
67.
4.7
36-39.
EN5
76.
12-13.
4.8
22-23., 30.
EN7
76.
LA11
40.
2.6
12.
4.9
14-16.
EN8
73.
LA12
40-42.
2.7
52.
4.10
16.
EN16
66.
Human rights
2.8
13.
4.11
25.
EN21
73.
Procurement practices
HR2
56.
2.9
13.
4.12
53.
EN22
71.
Society
2.10
75.
4.13
56.
EN26
62.
Corruption
SO2
30.
4.14
50.
EN30
74.
SO4
30.
4.15
50.
SO5
30.
PR4
5.
PR5
52-55.
Commitment to External Initiatives
Stakeholder engagement
Water Emissions and wastes
Products and services
Education and training
Public policy
3.1
80.
3.2
80.
4.16
50-59.
Product resonsibility
3.3
80.
4.17
50-59.
Products
3.4
80.
Management approach
3.5
80.
Economy
3.6
80.
Environmental
3.7
80.
Labour practices
3.8
80.
Human rights
3.9
80.
Product responsibility
3.10
80.
Society
3.11
80.
GRI content index
3.12
78-79.
Assurance
3.13
80.
Report scope and boundary
PAGE
EN3
Parameters of the Report Profile of the report
PAGE
Economy
Governance, commitments and obligations 1.1
INDICATOR
PAGE
4., 17-18. 4., 62-64. 34-35. 30., 56. 5., 52-53. 30., 50.
78>79
APPENDIX – NON-RELEVANT INDICATORS 4.2 Indicate wether the Chair of the highest governance body is also an executive officer.
Legal form of Grundfos Manufacturing Hungary Ltd. is a limited liability company; hence the company does not have a governing board or a chairman.
4.3 For organisations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members.
APPENDIX – PARAMETERS OF THE REPORT 3.1 Reporting period
2009.
3.2 Date of the last report
This is GMH’s first sustainability report
3.3 Reporting cycle
One year
3.4 Further information
Lajos Zoltán Varga, Manager of Common Services Tel: (+36) 34 801 323 E-mail:
[email protected]
3.5 Process for defining report content
Focus topics and structure of report were determined by the colleagues ivolved and the General manager within a workshop, taking into consideration Grundfos corporate culture and the target groups of the report.
3.6 Boundary of the report
Report refers to Grundfos Manufacturing Hungary Ltd.
3.7 Limitations on the scope or boundary of the report
None
3.8 Introduction of regards, according to which performance of joint ventures, subsidiaries, leased institutions, outsourced activities and other entities in the report could have significantly influenced comparability of the report in terms of time and other companies.
No joint ventures, subsidiaries, leased institutions or outsourced activities are mentioned in this report.
3.9 Data measurement techniques and calculations
Reliability of our data is assured by our management systems, SAP system, our internal reporting system and database.
3.10 Explanation of re-statements
Not relevant, as there is no re-stating.
3.11 Significant changes from previous reporting
Not relevant, as this is the first GMH report.
3.13 Assurance
Our report has not been attested by an external independent party. We are planning to get external attestation though.
Kriszt József Krivanek Jánosné Krivánszky Mariann Krupánszki Erika Kubola József Kuklis Györgyi Kukovetz Péter Kun Attila Kun Zoltán 1 Kunkli Katalin Kunné Takács Ágnes Kurdi Tamás Kurdi Tibor Kuris István László Kuris Lászlóné Kurucz Bernadett Irén Kurucz Mónika Kurucsó Alexandra Kurucsó Elek Kurucsó Sándor Kusnyárné Botka Anikó Kutasi Ferenc Zoltán Kuti Balázs Lábadi Csaba Lábadiné Szegedi Kinga Labancz Tibor Labancz Tibor 1 Laboranovits Márton Labudek Éva Csilla Laczó Tamás Lajos Miklós 1 Lajti Andrea Edit Lajti Józsefné Lajtos Zoltán Lakatos Ibolya Lakatos József Lakatos Krisztina Lakatos Péter Lánczi Béla Láng Aranka Láng Tibor Lanszki János László Péter Lászlók Tiborné Lászlóné Lakatos Tímea Laukovics Gyula Laukovics Hunor Gyula Lázár Ferenc Lázár József Árpád Lázár Tamás Lázárné Bruder Katalin Ledeczki Tünde Leel-Őssy Árpád Légrádi Gábor Légrádi László Lehel Gábor Lehner Attila Léhner Csaba Lehotkai Ákos Lehőcz Zoltán Lénártné Szepesvári Éva Lendik Zsolt Lengyel Dezső Lepcsényi Miklós Lepsényi László Lerbak Anders Dyrup Lesták Viktória Letenyei Zoltán Letkó István Letkó Róza Andrea Lévai Csaba Liczki Edina Licskó Szilvia Lipót Róbert Lippai Tünde Lipták Szilvia Lipták Tibor Lisztes Anikó Litkei Pál Lobenvein János Lois Tímea Loránd Gábor Lovász Attila Lovász Mihály Lovodics Ferenc Ludmann Péter Lukács Gábor József Lukács Lóránd Lukovics Elek Maczek Brigitta Madarász Ervin Madarászné Németh Szeréna Madler Gábor Magosi Lajos Magosiné Becker Tímea Magyar Attila 2 Magyar Diána Katalin Magyar János Magyar Milán Magyar Zsuzsanna Magyarné Sütő Judit Majer Mária Major Ilona Major Lajos Majorné Bihari Mónika Majsai Mihály Majtán Péter Mák István Mák Katalin Makai Zoltán Makkai Miklós Maklári Annamária Maklári Gabriella Mákos Béla Makovics Péter Malinovszky József Malinovszky László Zoltán Málnás Zoltán Markgruber Gyula Markót András Markótné Molnár Ilona Márkus István Márkus Zoltán Marosi Róbert Martin Anna Marton Enikő Erzsébet Marton Éva Márton Gyula Marton Zsolt Máté Attila Máté Jenő 1 Máté Jenő 2 Matesz Fülöp Matesz Fülöpné Mátyás Stefan Mautner Tamás Mayer Márton Mayer Tamás Mázsa Zoltán Medzihradszky Tamás Meiszter Istvánné Ménesi Zsolt Ménesi Zsoltné Mente Péter Merétei Zsolt Merics István Merk Csaba Merk Liliana Mersics Éva Mesterné Sallói Anett Mészáros András Mészáros Csaba Mészáros Gergely Mészáros Lívia Mészáros Mária Mészáros Tibor Mészáros Zoltán 1 Mészáros Zsolt Mészáros Zsoltné Meszes József Mezei Sándor Mihályka Szidónia Mike Ariel Mike Csaba Mike Csabáné Miklós Gabriella Anna Miklós János Mikó Balázs Mikó Sándor Milán Orsolya Milán Ottó Mile Bertram Milesán Jenő Mireider János Miskovics János Mocsi Gabriella Mocsi Sándor Mohácsiné Lakatos Anikó Mohos Gabriella Molnár Antal Molnár Csaba Molnár Ferenc 2 Molnár Ferenc 3 Molnár Gábor Molnár Gáborné Molnár Imre Molnár István Molnár János 1 Molnár János 2 Molnár József 1 Molnár József 2 Molnár László Molnár Richárd Molnár Róbert Molnár Rozália Molnár Veronika Molnár Viktor Molnár Zoltán 3 Molnár Zsuzsanna Molnárné Szabó Valéria Mondy Katalin Mónus Péter Móra Gábor Móra Tamás Moravcsik János Moravcsik Zoltán Móricz Géza Morvai Viktória Bernadett Mózes Istvánné Mozsár Tibor Mráz Zsolt Mucha Gábor Mucsi Balázs Mucsi József Muschna Hajnalka Müller László Nádházi Klára Nádolszki József Nagy Adrienn Nagy Andrea Nagy Attila 4 Nagy Barnabás Nagy Csaba Nagy Ferenc Nagy Ferencné Nagy Gábor 1 Nagy Gábor 4 Nagy Gáborné Nagy György Péter Nagy Imre 1 Nagy István 2 Nagy István 3 Nagy István 4 Nagy Istvánné Nagy János 1 Nagy Jenő Zoltán Nagy József 3 Nagy Júlia Nagy Klára 1 Nagy Klára 2 Nagy Krisztián Nagy László 1 Nagy László 3 Nagy László 5 Nagy Lászlóné 1 Nagy Norbert Nagy Pál Zoltánné Nagy Szilveszter Nagy Tamás 1 Nagy Tibor 1 Nagy Tiborné Nagy Viktor Nagy Zoltán 1 Nagy Zoltán 2 Nagy Zoltán 3 Nagy Zoltánné Nagy Zsigmondné Nagy Zsuzsanna 2 Nagy Zsuzsanna 4 Nagyné Fodor Mária Nagyné Hegedűs Katalin Nagyné Serfecz Ibolya Náni Ilona Mónika Navratil Ottília Negre Dezső Negre Dezsőné Nemes Andrea Nemes Imre Nemes István Nemes János Nemes László Nemes Mária Németh Albert Németh Annamária Németh Béláné Németh Csilla Katalin Németh Dávid Németh Gyula Bajnokné Németh József Németh Józsefné Németh Józsefné 1 Németh Krisztián 1 Németh Krisztián 2 Németh László Németh László 2 Németh László 5 Németh Lehel Németh Lilla Németh Mihály Sándorné Németh Mónika Németh Roland Németh Zoltán Németh Zoltánné 3 Németh Zsolt Németh Zsolt 3 Németh Zsoltné Némethné Madarász Gabriella Márta Neubauer Gábor Neubauer Nóra Bernadett Nokta László Novák István Nyáriné Szikszai Mónika Nyeste Zsolt Nyevrikel Ferenc Nyírő Ferenc Nyírő Ferencné Nyírő Ildikó Nyitrai Attiláné Nyitrai Zsolt Oberlander Péter Ódor Bernadett Ódor Gábor Ódor József Ódor Zsolt Ódorné Pénzes Anikó Oláh József Oláh Péter Oláhné Kecskés Ilona Oláhné Zách Zsuzsanna Olajos Tibor Oleárnik Éva Ollósi Hajnalka Oltványi Zoltán Ongrádi Zoltán Orbán Emil Orbán Erzsébet Orbán László Orbán Lívia Orbán Márta Orcsik Csabáné Orcskay Lászlóné Orgován Zoltán Orgovánné Nitas Veronika Orlovits Beáta Ormos Gyöngyi Ormos Zoltán Orosz Attila Orosz Máté Gyula Orsóné Reppl Mária Osvald-Gerendás Melinda Ozsváth Attila Ozsváth Júlia Öller István Öllerné Dörömbözy Renáta Ördög Katalin Örmény Edit Paholik Viktor Paksi Margit Paku-Németh Csilla Palhad Istvánné Páli László Palkó László Palotai Mónika Páncél Gyula Pankotai Csaba Pap Gábor Pap Orsolya Zsófia Pápai János Papp Adrienn Papp Ákos Papp Ernő Papp Ibolya Papp Nóra Papp Szilárd Papp Zoltán Papp Zoltánné 2 Parragh István Parti Levente Paszkosz Kosztandinosz Pásztor Adrienn Pásztor Attila Pásztor Lászlóné Pataki Attila Pataki Gergely Pataki Gyuláné Patakiné Mráz Katalin Patonai László Pável Attila Peintler László Pék Zsuzsanna Péntekné Martinecz Margit Percsics Péter Perger Ferencné Péter József Petrik László Petrik Miklósné Petrovics István Petrovics Józsefné Pinczés Anikó Pinke János Pintér Ervin Pintér Kinga Pintili Lászlóné Pirityi Zoltán Platinka Maximilian Pleck László Pócz János Poczik István Poczik Lajos Poczik Miklós Pogány Zoltán Pokornyi Róbertné Polgár Dénes Polónyi László Polyák Gabriella Mónika Pongrácz István Pongrácz Roland Pónya Tamás Pór László Póray Judit Pordányné Fekete Ildikó Pothornik Éva Pothornik Tiborné Pöck Attila Pöhlig András Prandler Tibor Princzné Szabó Anikó Pruzsina Judit Mariann Pulikné Pilipár Mónika Punk Angelika Punk Miklós Punk Róbert Puska Mónika Puskás Ibolya Rábai Zsolt Rabi Miklós Rácz Attila Rácz István Rácz Istvánné Rácz Jánosné Rácz Sándor Rádi Gábor Radics Istvánné Rádiné Csik Erzsébet Radócz János Radóczné Vona Katrin Radványi Győzőné Radványi Jánosné Raffael Ildikó Rajnai Péter Rajtmár Tibor Rakó Olivér Rákosi Ferencné Rapali Miklós Rattesid László Rátvai Helga Régi Ágnes Reiter Csaba Reiter Józsefné Rentkó Józsefné Répási Gábor Réthalmi Ferenc Réthy Annamária Réti László Retkes Gábor Révész Teréz Richter Ferenc Rideg Emilné Ridegné Kiss Brigitta Rieder Tamás Rigó Andrea Ring László Ritecz Domonkos Ritsmann József Róka Sándor Péter Román Petra Romhányi Edit Roncs Miklósné Rorbacher Ferencné Rosta Imre Rosta Katalin Róth Krisztina Rozmán Endre Rózsa István Rubos Erika Rupp Andrea Ruska Tamásné Ruzsics Roland Sábitz István Sági Zsuzsanna Sáhó Ágota Sáhó Istvánné Sáhó József Sáhó Sándor Józsefné Sáhó Szabolcs Sáhó Tamara Sáhóné Ádám Erzsébet Sajtosné Bankó Melinda Salamon Zoltán Salgói Géza Sallai Imre Sándor Bernadett Sándor Gábor Sándor Mátyás 2 Sári Gyula Sári Péter Pálné Sári Regina Sárközi Dezsőné Sárközi Erzsébet Emese Sárközi István Sárközi Klára Sarus József Sárvári Krisztián Sasvári Gábor Sasvári Zoltán 1 Schaffer Józsefné Schatzné Lipták Klára Schiffer Sára Schill Milán Schlégl László Schlégl Tamás Schlickné Pető Katalin Schmidtmayer Péter Schneider Gábor Scholl Zoltán Schön Éva Schreindorfer Szilvia Schultz Zsuzsanna Schwarczinger Csilla Schwartz Bernadett Sebők Viktória Sedlák László Seeler Béla Seemann Istvánné Sefner Erik Sélley Sándor Semjéni Imréné Senkár Csaba Seregné Varga Andrea Serfőző Gergely Siklódi János Sikvári Balázs Silye Imre Simon Károlyné Sipos Gyuláné Sipos Margit Viktória Sisa Ferencné Skrenyó Karollina Skrinyár Balázs Skrinyár Ferenc Skrinyár Mihály Slégl János Sloan Frazer Vincent Smudla Gabriella Sólyomné Hegedűs Georgina Somogyi László Somogyi László 1 Somogyi Marianna Somogyiné Deák Anita Somogyiné Márkus Eszter Zsuzsanna Soós Jánosné Soós Zoltán Csaba Sóti Gábor Sörös Lászlóné Spankovics Istvánné Spertli Elena Springmann Zsolt György Steiner Gábor Steixner Zsolt Stiedl Csaba Stock Károly Stróbl Tímea Stutzenberger Csaba Sulák Norbert Sulyok József Suplicz Istvánné Surányi Ferenc Surapka Judit Surnyák Adalbert Sümeginé Szabó Erzsébet Sürüs Éva Sütő Attila Sütő Zsolt Sütő-Harmos Teréz Sütőné Glaser Renáta Svehlik László Attila Svidró István Svitz József Svorcz János Szabó Albert Szabó Anita Szabó Elemér 2 Szabó Erzsébet Szabó Gábor 2 Szabó Gábor 3 Szabó Gábor Barna Szabó Gábor Dénes Szabó György 2 Szabó Gyula Szabó Henriett Szabó Imre 2 Szabó Imréné Szabó István Szabó J Zoltán Szabó Jánosné Szabó József 1 Szabó József 2 Szabó József 3 Szabó József 4 Szabó Julianna Szabó Katalin Szabó Katalin 2 Szabó Krisztián Szabó Krisztián 2 Szabó Lajosné Szabó László 2 Szabó László 3 Szabó László 5 Szabó Melinda Szabó Mihály Károly Szabó Norbert Szabó Norbert 2 Szabó Péter 3 Szabó Róbert 2 Szabó Sándor Attila Szabó Sándorné Szabó Szilvia Szabó Zoltán 1 Szabó Zoltán 2 Szabó Zoltán 3 Szabó Zoltán 4 Szabó Zoltán 6 Szabó Zsolt Szabóné Csíki Tünde Szabóné Héhn Angéla Zsuzsanna Szabóné Sinák Veronika Szabóné Szatmári Anikó Szabóné Szita Erika Szabóné Vecsei Rozália Szaip Ágnes Szakács Tamás Szakál Béla Szakáts Károly Szalai Attila 1 Szalai Attiláné Szalai Imre Zsolt Szalai Károlyné Szalai László Szalai Sándorné Szalainé Valker Györgyike Szalay Aladár Szalay Lászlóné Szaller Katalin Szalóki Gabriella Szalontai László Szamalovits Tibor János Szamosné Soós Gabriella Szántó Csilla Szántó Krisztina Szántó Sándor Szántó Zoltán Szapanos Lajos Száraz Jánosné Szarka József Szárszó Anikó Szász József Szatmári Attiláné Szatmári Tivadar Szatmáry Attila Szebellédi Zoltán Szebenyi László Szebenyi Sándor Szecsődi Balázsné Szecsődi István Szecsődi Sándor Szeghalmi Csilla Szeghalmi József Szeifert Zsófia Szeiffert Gábor Szeimann István Székely Viktor Székely Zoltán Szekeres András Szekeres Zsolt Szekeres Zsolt 1 Szelezsán Zsolt Szemes Antal Szemes Patrik Szénási Péter Szentkirályi Zsuzsanna Szentpéteri János Szényi Erzsébet Szepesi Dóra Szeredi Józsefné Szerencse Istvánné Szigeti Józsefné Szigeti László Szigeti Zoltán Szigetlaki Zoltán Szigetvári Balázs Gergely Szigetvári Csenge Szigetváriné Csehi Krisztina Szij Ferenc Szij Sándor Sziklai Kinga Szikora Károly Szilágyi György 1 Szilágyi Tímea Szilágyiné Novák Erzsébet Julianna Szilák Tamás Szilák Tamásné Szili János Szilvási Anett Szívosné Kovács Magdolna Szokolai István Szoldi László Szolnoki József Szórádi Ferencné Szórádi Lászlóné Szőke Árpád Szőke Árpádné Szöllősiné Juhász Ildikó Szöllősy Márton Sztahonné Székelyhidi Anikó Szterszky Csaba Szujó Viktória Szuromi Andrea Szuvák Zsolt Szücs Gábor Szűcs Gábor 1 Szűcs István Szűcs István Róbert Szücs Katalin Szücs Lajosné Szűcsné Czentár Csilla Szűcsné Nagy Melinda Csilla Tábori István Tajkov Péter Takács Anita Takács Ferenc Takács Gábor 2 Takács Jánosné Takács Kornélia Takács Rudolf Gábor Takács Rudolf Gáborné Takács Teréz Talabér Nikolett Talabérné Moroz Szilvia Talpas József Tamás Ervin Tamás Éva Dóra Tamás Gergő Tamási Georgina Erzsébet Tanárki Lászlóné Táncos Tamás Tanczerné Gulrich Ildikó Tánczos Edit Tankó Vanda Tantalics Pálné Tantmann-né Komlósi Mária Tarján Veronika Tárkány-Szücs Dénes Tárnok Attila Tibor Tassi Gréta Tatai Gergely Tax Zoltán Mihály Téczeli Mihály Telepi Tamás Ténai Gergő Ténai Sándor Tenger Melinda Tereny József Terminkó Zoltán Teuerling Adrienn Teuerling Renáta Thoma András Tóbiás Imre Tolnai József Tolnai Norbert Tomacsek Béla Tomor Miklós Tordai István Tordai János Torják Orsolya Torma Gábor Torma János Torma Judit Nóra Torma Mihály Tormáné Takács Klára Tóth András Krisztián Tóth Attila Béla Tóth Beáta Zsuzsanna Tóth Csaba István Tóth Ferencné 2 Tóth Gábor 1 Tóth Gábor 3 Tóth Gábor 4 Tóth Gyuláné Tóth Ignác Tóth Ilona Tóth Irén Tóth István 1 Tóth János Tóth Jánosné Tóth József Tóth József Richárd Tóth Krisztián Tóth Krisztina Tóth Lajos Tóth Lajos 2 Tóth László Tóth Tímea Tóth Viktória Tóth Zoltán 2 Tóth Zsolt Tóth-Fekete Tamás Károly Tóthné Erőss Gyöngyi Mónika Tóthné Huve Éva Tóthné Previtz Márta Tóthné Sólyom Mária Tóth-Péter Hajnalka Tóvári Attila Tőke Éva Török Andrea Török Ferenc 1 Török Ferenc 2 Török Gergely Török István Török Istvánné Török László Török Szabina Török Tamás Török Zsolt Törökné Balázs Ágnes Törökné Dalmati Krisztina Török-Szecsődi Szilvia Törös Ádám Troják Rita Troll Tímea Mária Tuba Zsolt Tuboly Péter Udvar Csaba Ughy Zoltán Béla Uher Zoltán Urbán Andrea Urbán Sándor Ütő Erzsébet Vaczuláné Tafota Emma Vági Lászlóné Vágó Sándor Levente Vainel Gyula Vajda András Vajdai János Vajdainé Ruppl Erika Vakán István Valán István Valcsák László Valiczkó István Valiczkó Roland Váliné Horváth Tímea Valler Barbara Vámosi László Váradi Gáborné Váradi Lenke Váradi Róbert Váradi Zoltán Váradiné Kiss Mónika Varga Andrásné Varga Antal Varga Ferenc Varga Gábor Varga István Varga István 2 Varga Istvánné 2 Varga Jánosné Varga Lajos Zoltán Varga Ludovit Varga Márton Zsoltné Varga Mónika Kitti Varga Norbert Varga Róbert Varga Viktória Varga Zsanett Varga Zsolt 1 Varga Zsolt 2 Varga Zsoltné Varjú Zsolt Várnagyi Sándor Városi Krisztián Varró Attila Vartek Szabina Vas Gábor Vas József Vas Tamás Vas Tibor Vaskó Anita Vass Attila Vass István 1 Vass István 2 Vátzi Szabina Véber Erzsébet Tímea Vecsei Gyöngyi Vecseiné Pilka Szilvia Végh Balázs Végh László 2 Velő Gábor Velő Zsolt Véninger Gábor Verbó Veronika Vereckei Anikó Veress Árpád Vertényi Ferencné Vértes Mihály Vessző Zoltánné Vétek Tamara Vetró Lászlóné Vida Andrea Vida Margit Brigitta Vida Miklós Vida Zoltán Víg Ferenc Vig László Vígné Csépke Ildikó Viktor Lilla Vilczkó Ferdinánd Vilisics Ágnes Vincz Gábor Vincze Andrea Vincze Gábor Vinczéné Mógor Erzsébet Viniczai Róbert Virág Alexandra Virág Bence Virág Csaba Virág Jánosné Virágh Zoltán Gergely Virga János Virgáné Turi Mónika Vizi János Voda Gábor Vojnár István Vozár Róbert Vozár Viktória Vozárné Szabó Sára Vörös Csaba Vucsics László Vursner Attila Wéber Andrea Wéber Attila Wenczl Viktória Werli Andrásné Zábráczki Hilda Zacsek József Zalavári Zsolt Zámbó Attila Zámbó Diána Závori Dóra Zentai Mónika Zergi Péter Miklós Zilahy Sarolta Zolnai Imre Zolnai Krisztina Zölei Márta Zrínyi István Zverger Tiborné Zsebő Zoltánné Zséli Zoltán Zsidákovics János Zsólyomi Eszter
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