THEME ON SALESnotesfile/Gmag UK_Juli_final...an area which is only rarely visited by Grundfos employees. 40 30 CONTENTS S Samsung shipyard impressed with Grundfos Grundfos is well-known

SAMSUNG IMPRESSED WITH GRUNDFOSPAGE 16

ON AN UNDER-GROUND MISSION PAGE 30

BUILDINGS THAT THINK – WITH NO HOCUS-POCUS PAGE 32

IS THERE LIGHT AT THE END OF THE TUNNEL? PAGE 36

CUSTOMER for employees of the Grundfos Group

No. 02 | July 2009 | 1st volume

TURBO ON SALES

THEME PAGE 4

SCRAP BECOMES WORKS OF ART PAGE 40

At eye level with the customersThe world is in a global financial recession, and we at Grundfos can feel that too. 2008 ended with a good result of 2.5 bn euro, which is once

again a new record. But the crisis caught up with us, and we can safely say that 2009 will not be a new record year for us.

In this edition of Gmagazine, focus will be on sales. A modern, global company needs skilled engineers to develop new products, competent production staff to translate their ideas into concrete products – and just as importantly, skilled employees need to be present to sell the products to the customers. In the midst of a financial crisis it is essential to keep our spirits high. We must be on the same wavelength as our customers at all times, ensuring that we know the conditions they are working under, and assuring them that they can trust us during and after the crisis.

We recently held a well-visited customer event in APREG, our Asia-Pacific region, which was a great success. In addition to talking business and culti-vating our fruitful cooperation, we had a chance to jointly think ahead. You can read an article from the APREG forum in this magazine.

We recently launched Sales Excellence as a common tool across national borders, ensuring that we all speak the same language, are able to share knowledge and learn from each other. We also accompany a typical Grund-fos sales person on his working day, and finally, we will move in the higher circles of society, visiting the great Climate Conferences and the politicians’ home turf, selling them the idea of making investments in environmental technology and energy-friendly products.

As you see from this magazine – Grundfos’ sales efforts are multi-facet-ted. Enjoy reading!

Carsten BjergGroup President and CEO

Gmagazine in a belt tightening phaseThe crisis has hit us all at Grundfos – and this also goes for Gmagazine. In order to save money, we have decided to skip one issue of the magazine. As a consequence, the third and last issue this year will be published in November 2009. We expect to publish four issues in 2010.

Kim Nøhr SkibstedEditor

singapore australia

Other:

14 Customer puts the environment above everything else

32 Buildings that think – with no hocus-pocus

36 Is there light at the end of the tunnel?

46 Driven by an urge…

GmagazinePublished by the Grundfos Group in 17,650 copies four times a year. The magazine is printed in Danish, English, German, French, Hungarian, Chinese and Russian and is distributed to all em-ployees of the Grundfos Group. Publisher: GRUNDFOS Management A/S, 8850 Bjerringbro, tel.: +45 8750 1400, www.grundfos.com. Editorial staff: Bjarke Nystrup Sørensen, Bodil Vendelev, Dan Prangsgaard, Tue Skals, Kim Nøhr Skibsted (resp.). Email: [email protected]. Design: Annemarie Nordlyng Birkkjær, Datagraf A/S/Heidi Navntoft. Translation: OnLine Translation. Print: Scanprint a/s. Gmagazine is printed with vegetable ink on environmentally approved paper.

10 questions to the process expertMorten Bach Jensen uses the Sales

Excellence dice to explain important steps within the sales process.

A day in the life of a salesmanA salesman’s job is to maintain relationships and make sure that the customers consider Grundfos to be a reli-able partner who de-livers solutions.

12

6

Scrap becomes works of artApparently, there is no end to the creativ-ity shown among employees of Grundfos Singapore.

Rotation employee on an underground missionKaren Sørensen has entered an area which is only rarely visited by Grundfos employees.

4030

CONTENTS

SALES

Samsung shipyard impressed with GrundfosGrundfos is well-known among engineers in South Korea for being the leading, global pump company when it comes to providing the most reliable and energy-efficient pumps.

16

At eye level with the customersThe world is in a global financial recession, and we at Grundfos can feel that too. 2008 ended with a good result of 2.5 bn euro, which is once

again a new record. But the crisis caught up with us, and we can safely say that 2009 will not be a new record year for us.

In this edition of Gmagazine, focus will be on sales. A modern, global company needs skilled engineers to develop new products, competent production staff to translate their ideas into concrete products – and just as importantly, skilled employees need to be present to sell the products to the customers. In the midst of a financial crisis it is essential to keep our spirits high. We must be on the same wavelength as our customers at all times, ensuring that we know the conditions they are working under, and assuring them that they can trust us during and after the crisis.

We recently held a well-visited customer event in APREG, our Asia-Pacific region, which was a great success. In addition to talking business and culti-vating our fruitful cooperation, we had a chance to jointly think ahead. You can read an article from the APREG forum in this magazine.

We recently launched Sales Excellence as a common tool across national borders, ensuring that we all speak the same language, are able to share knowledge and learn from each other. We also accompany a typical Grund-fos sales person on his working day, and finally, we will move in the higher circles of society, visiting the great Climate Conferences and the politicians’ home turf, selling them the idea of making investments in environmental technology and energy-friendly products.

As you see from this magazine – Grundfos’ sales efforts are multi-facet-ted. Enjoy reading!

Carsten BjergGroup President and CEO

Gmagazine in a belt tightening phaseThe crisis has hit us all at Grundfos – and this also goes for Gmagazine. In order to save money, we have decided to skip one issue of the magazine. As a consequence, the third and last issue this year will be published in November 2009. We expect to publish four issues in 2010.

Kim Nøhr SkibstedEditor

singapore australia

Other:

14 Customer puts the environment above everything else

32 Buildings that think – with no hocus-pocus

36 Is there light at the end of the tunnel?

46 Driven by an urge…

GmagazinePublished by the Grundfos Group in 17,650 copies four times a year. The magazine is printed in Danish, English, German, French, Hungarian, Chinese and Russian and is distributed to all em-ployees of the Grundfos Group. Publisher: GRUNDFOS Management A/S, 8850 Bjerringbro, tel.: +45 8750 1400, www.grundfos.com. Editorial staff: Bjarke Nystrup Sørensen, Bodil Vendelev, Dan Prangsgaard, Tue Skals, Kim Nøhr Skibsted (resp.). Email: [email protected]. Design: Annemarie Nordlyng Birkkjær, Datagraf A/S/Heidi Navntoft. Translation: OnLine Translation. Print: Scanprint a/s. Gmagazine is printed with vegetable ink on environmentally approved paper.

10 questions to the process expertMorten Bach Jensen uses the Sales

Excellence dice to explain important steps within the sales process.

A day in the life of a salesmanA salesman’s job is to maintain relationships and make sure that the customers consider Grundfos to be a reli-able partner who de-livers solutions.

12

6

Scrap becomes works of artApparently, there is no end to the creativ-ity shown among employees of Grundfos Singapore.

Rotation employee on an underground missionKaren Sørensen has entered an area which is only rarely visited by Grundfos employees.

4030

CONTENTS

SALES

Samsung shipyard impressed with GrundfosGrundfos is well-known among engineers in South Korea for being the leading, global pump company when it comes to providing the most reliable and energy-efficient pumps.

16

AustraliaIan Macfarlane, board member of the ANZ Bank The former governor of the Reserve Bank, Ian Macfarlane, has credited the "four pillars" policy of prohibiting takeovers between the big four banks with protecting local lenders from the turmoil sweeping through the world financial system.

"It's hard to avoid the conclusion that the difference was there was no competition for corporate control in Australia, which saved us from the worst excesses that characterised banking systems overseas."Source: BusinessDay.com.au, March 2009

DenmarkMinister for Business and Economic Affairs, Lene Espersen, Denmark”I think the public has had enough of us quarreling in times of crisis. We do not think it is wise to put all our eggs in one basket and implement major reforms. At the moment, every thing depends on the developments in the US, and things are looking brighter.”Source: Politiken, May 2009 Germany

Angela Merkel, the chancellor of Germany"Germany is an overindebted, exportoriented economy with an ageing, shrinking population. It cannot boost consumption at the expense of exports. The German economy is very reliant on exports, and this is not something you can change in two years. It is not something we even want to change. Instead, we will try to sit through the turbulence while taking care not to lose too much industrial muscle so that Germany can ride the upturn when it comes."Source: Financial Times, March 2009

The glo bal crisis

VietnamMinistry of Foreign Affairs in Vietnam"Many foreign investors regard Vietnam as a safe and attractive destination. I believe that the Vietnamese economy will be able to overcome the current difficulties and attain higher growth in the next quarters of 2009. It is expected that growth for the entire 2009 will be around 55.5 per cent."Source: Ministry of Foreign Affairs, Vietnam, April 2009

South KoreaPresident Lee Myung-Bak, South Korea"In the late 1990s, Korea was hit by a financial crisis, and having successfully overcome it, we have valuable lessons to offer. First, bold and decisive measures, rather than incremental ones, are required to regain market confidence. The Korean government tapped various sources to raise a public fund of 91,86 bn euro (159 trillion KRW) during the period from 1997 to 2002 – equivalent to 32.4 per cent of Korea's GDP in 1997 – to resolve impaired assets and recapitalize financial institutions. Given the magnitude of the current challenges, the world cannot afford a minimalist approach."Source: The Wall Street Journal, March 2009

HungaryPeter Oszko, Finance Minister, Hungary"I think [we can accomplish] a lot because politicians and the whole population consider us as a technocrat government, which means they realize that it's not popularity we're motivated by, but simply to take all necessary steps [to deal with the crisis]."Source: MarketWatch, May 2009

Indonesia (Bali)President Susilo Bambang Yudhoyono, Indonesia"The right, and realistic theme for these two years is [economic] recovery. It is not about achieving the highest [economic] growth possible, but protecting the people from the impact of the [global economic] crisis."Source: The Jakarta Post, June 2009

– and what has been said about it

In this issue, Gmagazine focuses on the sales efforts made in Grundfos worldwide. In a time of crisis it is essential to focus on customers and their needs and wishes. We are working hard to do so in Grundfos in 2009. Also read the leading article on page 2.

USAPresident of the United States Barack Obama on the loss of 345,000 jobs in May:"A reminder that we're still in the middle of a very deep recession that was years in the making and that's going to take a considerable amount of time for us to pull out of."Source: The Economic Times, June 2009

ChinaZhou Xiaochuan, governor of the People's Bank of China"Positive changes have appeared in the operation of the national economy, and overall performance is better than expected." Source: People’s daily online, April 2009

SALES

SpainSpanish Prime Minister Jose Luis Rodriguez Zapatero"The private sector is weak and paralysed due to the financial crisis and we have to make a heavy public investment. The government is using all the measures and resources it has at its disposal, which are not infinite." Source: Reuters, April 2009

4 Gmagazine July 09 Gmagazine July 09 5

AustraliaIan Macfarlane, board member of the ANZ Bank The former governor of the Reserve Bank, Ian Macfarlane, has credited the "four pillars" policy of prohibiting takeovers between the big four banks with protecting local lenders from the turmoil sweeping through the world financial system.

"It's hard to avoid the conclusion that the difference was there was no competition for corporate control in Australia, which saved us from the worst excesses that characterised banking systems overseas."Source: BusinessDay.com.au, March 2009

DenmarkMinister for Business and Economic Affairs, Lene Espersen, Denmark”I think the public has had enough of us quarreling in times of crisis. We do not think it is wise to put all our eggs in one basket and implement major reforms. At the moment, every thing depends on the developments in the US, and things are looking brighter.”Source: Politiken, May 2009 Germany

Angela Merkel, the chancellor of Germany"Germany is an overindebted, exportoriented economy with an ageing, shrinking population. It cannot boost consumption at the expense of exports. The German economy is very reliant on exports, and this is not something you can change in two years. It is not something we even want to change. Instead, we will try to sit through the turbulence while taking care not to lose too much industrial muscle so that Germany can ride the upturn when it comes."Source: Financial Times, March 2009

The glo bal crisis

VietnamMinistry of Foreign Affairs in Vietnam"Many foreign investors regard Vietnam as a safe and attractive destination. I believe that the Vietnamese economy will be able to overcome the current difficulties and attain higher growth in the next quarters of 2009. It is expected that growth for the entire 2009 will be around 55.5 per cent."Source: Ministry of Foreign Affairs, Vietnam, April 2009

South KoreaPresident Lee Myung-Bak, South Korea"In the late 1990s, Korea was hit by a financial crisis, and having successfully overcome it, we have valuable lessons to offer. First, bold and decisive measures, rather than incremental ones, are required to regain market confidence. The Korean government tapped various sources to raise a public fund of 91,86 bn euro (159 trillion KRW) during the period from 1997 to 2002 – equivalent to 32.4 per cent of Korea's GDP in 1997 – to resolve impaired assets and recapitalize financial institutions. Given the magnitude of the current challenges, the world cannot afford a minimalist approach."Source: The Wall Street Journal, March 2009

HungaryPeter Oszko, Finance Minister, Hungary"I think [we can accomplish] a lot because politicians and the whole population consider us as a technocrat government, which means they realize that it's not popularity we're motivated by, but simply to take all necessary steps [to deal with the crisis]."Source: MarketWatch, May 2009

Indonesia (Bali)President Susilo Bambang Yudhoyono, Indonesia"The right, and realistic theme for these two years is [economic] recovery. It is not about achieving the highest [economic] growth possible, but protecting the people from the impact of the [global economic] crisis."Source: The Jakarta Post, June 2009

– and what has been said about it

In this issue, Gmagazine focuses on the sales efforts made in Grundfos worldwide. In a time of crisis it is essential to focus on customers and their needs and wishes. We are working hard to do so in Grundfos in 2009. Also read the leading article on page 2.

USAPresident of the United States Barack Obama on the loss of 345,000 jobs in May:"A reminder that we're still in the middle of a very deep recession that was years in the making and that's going to take a considerable amount of time for us to pull out of."Source: The Economic Times, June 2009

ChinaZhou Xiaochuan, governor of the People's Bank of China"Positive changes have appeared in the operation of the national economy, and overall performance is better than expected." Source: People’s daily online, April 2009

SALES

SpainSpanish Prime Minister Jose Luis Rodriguez Zapatero"The private sector is weak and paralysed due to the financial crisis and we have to make a heavy public investment. The government is using all the measures and resources it has at its disposal, which are not infinite." Source: Reuters, April 2009


A day in the life of a

salesmanGerhard Porsmose lives close to the forest and

beach with one of his daughters Fie, his girlfriend Tina and her children Louise and Lucas. Tina and

Gerhard met some five years ago, and in the spring of 2007 they purchased a big, red-brick house in Sundby on the Danish island of Lolland in order to give the children a fresh start in their new family.

In his spare time, Gerhard has toured the Danish island of Zealand on his motorbike and cycled from Lolland in the south of Denmark to Skagen in the far north with his chil-dren. During the past nine years he has helped organise snowboarding holidays for 150 friends and acquaintances. The entire family loves to go on these holidays in search of pristine hills.

The pace, however, is not as frenetic as it used to be. Now, Gerhard needs to exercise a couple of times every week to reduce the problems caused by twice suffering from a slipped disc. The many hours spent in the car, cover-ing thousands of kilometres on the Danish roads, also take their toll on his body. Exercise, however, was one of the few things that Gerhard did not manage to fit in on the day we shadowed him.

Gerhard does not bring products with him in the car and does not close sales agreements at the customer’s premises. His main job is to maintain relationships and make sure that the customers consider Grundfos to be a reliable partner who delivers solutions. Actually, two thirds of the products sold by the department are

not Grundfos products. The department sells turn-key solutions, using Grundfos products wherever possible; however, our products are not the only ones that are used. Once Gerhard has been to the Brøndby office to pass on a job to the Project Department, it is up to them to prepare a quotation and close the sale.

Sundby

BrøndbyKalundborg

Høng

The salesperson consolidates the relations

Ziki, the dog that Gerhard and his fa-mily bought after a holiday in Greece, and which is therefore named after the Greek speciality tzatziki, needs to be taken for a walk. Gerhard puts on his clogs and gets his city bike from the carport. Focus is on efficiency, and the distance between the family home, Ziki’s favourite scrub and the area where Gerhard and Ziki goes training every morning, is covered at top speed.

The visit at the Asnæsværket power station, owned by Dong Energy, is Gerhard’s first stop. Here, he meets Ib Hansen, who is responsible for the fire safety at the power station. The fire fighting equipment needs to undergo a capacity test. However, the sprinklers cannot be tested without causing considerable disruption, and therefore Gerhard evaluates the equipment. The test will be conducted by the project department in Brøndby near Copenhagen at a later stage.

Back home in the warm house, Gerhard has breakfast with his girl-friend Tina, her son Lucas and Ger-hard’s eldest daughter Fie. They all help clear the table. Then, Gerhard changes into his work clothes and gets into the silver Ford Galaxy, in which he spends some 600 hours working for Grundfos every year. On his way to the town of Kalundborg he makes a quick stop at a bakery to purchase two cakes.

By Per Andreasen

SALES

Gmagazine July 09 7

A day in the life of a

salesmanGerhard Porsmose lives close to the forest and

beach with one of his daughters Fie, his girlfriend Tina and her children Louise and Lucas. Tina and

Gerhard met some five years ago, and in the spring of 2007 they purchased a big, red-brick house in Sundby on the Danish island of Lolland in order to give the children a fresh start in their new family.

In his spare time, Gerhard has toured the Danish island of Zealand on his motorbike and cycled from Lolland in the south of Denmark to Skagen in the far north with his chil-dren. During the past nine years he has helped organise snowboarding holidays for 150 friends and acquaintances. The entire family loves to go on these holidays in search of pristine hills.

The pace, however, is not as frenetic as it used to be. Now, Gerhard needs to exercise a couple of times every week to reduce the problems caused by twice suffering from a slipped disc. The many hours spent in the car, cover-ing thousands of kilometres on the Danish roads, also take their toll on his body. Exercise, however, was one of the few things that Gerhard did not manage to fit in on the day we shadowed him.

Gerhard does not bring products with him in the car and does not close sales agreements at the customer’s premises. His main job is to maintain relationships and make sure that the customers consider Grundfos to be a reliable partner who delivers solutions. Actually, two thirds of the products sold by the department are

not Grundfos products. The department sells turn-key solutions, using Grundfos products wherever possible; however, our products are not the only ones that are used. Once Gerhard has been to the Brøndby office to pass on a job to the Project Department, it is up to them to prepare a quotation and close the sale.

Sundby

BrøndbyKalundborg

Høng

The salesperson consolidates the relations

Ziki, the dog that Gerhard and his fa-mily bought after a holiday in Greece, and which is therefore named after the Greek speciality tzatziki, needs to be taken for a walk. Gerhard puts on his clogs and gets his city bike from the carport. Focus is on efficiency, and the distance between the family home, Ziki’s favourite scrub and the area where Gerhard and Ziki goes training every morning, is covered at top speed.

The visit at the Asnæsværket power station, owned by Dong Energy, is Gerhard’s first stop. Here, he meets Ib Hansen, who is responsible for the fire safety at the power station. The fire fighting equipment needs to undergo a capacity test. However, the sprinklers cannot be tested without causing considerable disruption, and therefore Gerhard evaluates the equipment. The test will be conducted by the project department in Brøndby near Copenhagen at a later stage.

Back home in the warm house, Gerhard has breakfast with his girl-friend Tina, her son Lucas and Ger-hard’s eldest daughter Fie. They all help clear the table. Then, Gerhard changes into his work clothes and gets into the silver Ford Galaxy, in which he spends some 600 hours working for Grundfos every year. On his way to the town of Kalundborg he makes a quick stop at a bakery to purchase two cakes.

By Per Andreasen

SALES

Gmagazine July 09 7

At Kalomega in Kalundborg, Gerhard and his department have delivered a pump shed for the BioBooster plant. Recently, the shed was flooded with oil which, due to an error at the factory, had been pumped inside the shed. Gerhard’s inspection, however, indicates that no damage has been done to nei-ther the installation nor the shed.

After a short review of the floor plans, a thorough inspection of the equip-ment and installations, the visit is over. On the short journey to the Kalund-borg wastewater plant, Gerhard checks his answering machine. A colleague has left some information regarding the meeting. Gerhard brings the cakes, which he purchased earlier, in order to help creating a positive atmosphere. Before cutting the cake, however, he needs to go and check a well which requires renova-tion. While enjoying their coffee and cake, the meeting partici-pants talk about the renovation project, as well as topical news, the safety offered by wireless networks and the future relation-ship with Grundfos. Gerhard knows it is important to nurture relationships in this manner, ensuring that the customers will turn to Grundfos when they have a project to do.

En route to the office in Brøndby, Gerhard needs to inspect a well on a develop-

ment site in the village of Høng. A colleague needs dimensions and pictures

from the installation which is located in what could

easily be confused with a ploughed field, if it was not for

the windy asphalt road and the kerbstones. A concrete well and

a PE well have been dug down, and although the installation is

not yet finished, the hole between the wells has been covered with soil

as a precaution. Only part of the pipe work has been completed, as the project has been on stand-by since Christmas.

No two working days are the same for Gerhard. A packed lunch is the only regu-lar item on his day-to-day agenda – and he normally eats his lunch in-between meetings. This day, however, we make a stop at a grill bar to satisfy our hunger with hamburgers and chips.

Gerhard’s Ford Galaxy rolls into the new parking lot at the Brøndby office. Gerhard places his laptop computer in the docking station at one of the free workstations. Here, he sends the pictures from the day’s inspections and replies to some of the e-mails which require a bit more attention than is possible via his BlackBerry in the car. Now, the Project Department will follow up on the day’s jobs. After some 40 minutes in the almost empty office, Gerhard gathers his things and goes home.

Back home in Sundby, Gerhard is cooking dinner. Later on, he will play table football with Fie and her friend Lærke, watch a little TV with Tina and take the dog for a walk in the moonlight before going to bed.

SALES

Gmagazine July 09 9

At Kalomega in Kalundborg, Gerhard and his department have delivered a pump shed for the BioBooster plant. Recently, the shed was flooded with oil which, due to an error at the factory, had been pumped inside the shed. Gerhard’s inspection, however, indicates that no damage has been done to nei-ther the installation nor the shed.

After a short review of the floor plans, a thorough inspection of the equip-ment and installations, the visit is over. On the short journey to the Kalund-borg wastewater plant, Gerhard checks his answering machine. A colleague has left some information regarding the meeting. Gerhard brings the cakes, which he purchased earlier, in order to help creating a positive atmosphere. Before cutting the cake, however, he needs to go and check a well which requires renova-tion. While enjoying their coffee and cake, the meeting partici-pants talk about the renovation project, as well as topical news, the safety offered by wireless networks and the future relation-ship with Grundfos. Gerhard knows it is important to nurture relationships in this manner, ensuring that the customers will turn to Grundfos when they have a project to do.

En route to the office in Brøndby, Gerhard needs to inspect a well on a develop-

ment site in the village of Høng. A colleague needs dimensions and pictures

from the installation which is located in what could

easily be confused with a ploughed field, if it was not for

the windy asphalt road and the kerbstones. A concrete well and

a PE well have been dug down, and although the installation is

not yet finished, the hole between the wells has been covered with soil

as a precaution. Only part of the pipe work has been completed, as the project has been on stand-by since Christmas.

No two working days are the same for Gerhard. A packed lunch is the only regu-lar item on his day-to-day agenda – and he normally eats his lunch in-between meetings. This day, however, we make a stop at a grill bar to satisfy our hunger with hamburgers and chips.

Gerhard’s Ford Galaxy rolls into the new parking lot at the Brøndby office. Gerhard places his laptop computer in the docking station at one of the free workstations. Here, he sends the pictures from the day’s inspections and replies to some of the e-mails which require a bit more attention than is possible via his BlackBerry in the car. Now, the Project Department will follow up on the day’s jobs. After some 40 minutes in the almost empty office, Gerhard gathers his things and goes home.

Back home in Sundby, Gerhard is cooking dinner. Later on, he will play table football with Fie and her friend Lærke, watch a little TV with Tina and take the dog for a walk in the moonlight before going to bed.

SALES

Gmagazine July 09 9

”2009 and 2010 will be very challenging years for Grundfos. This has made us sharpen our senses throughout the sales organisation. We estimate that the 2009 turnover will be similar to the turnover one year ago”, says Group Execu-tive Vice President Søren Ø. Sørensen about the present situation seen from the sales organisa-tion’s perspective.

Since the end of December he and the entire sales organisation have worked hard to analyse the situation in markets around the world by collecting data and prognoses. The overall ob-jective has been to adjust the cost level to meet the extraordinary situation. The activities were initiated in the east and have been following the time zones moving west with the Sun.

”As early as October 2008, we saw the first signs that the crisis would hit Grundfos too. Paradoxically, this coincided with month-by-month record results in our turnover figures. This made us prepare three scenarios for the 2009 development: One scenario predicted

5 per cent below the 2008 figures, one predicted 10 per cent below, and one predicted 15 per cent below.

We also put words and action behind the way the sales companies needed to adapt to the de-clining turnover. In addition to finding ways to make savings on operations, our main message to the sales organisation was that we cannot talk ourselves out of the crisis – we need to get out there, right at the front, and act", says Søren.

Finding new waysAgility and flexibility quickly became the two words that the sales organisation placed at the top of the agenda in order to secure the order intake.

”In January, the Managers of our companies from around the world moved to the front in order to head sales. Simultaneously, we en-gaged in close discussions with the companies, among other things cooperating with Mogens Holst of International Project Sales in order to

We are monitoring the situation

minute by minuteThe crisis is affecting Grundfos – our sales people are working hard to steer the

Group safely through a world that is constantly changing

Group Executive Vice President Søren Ø. Sørensen maintains day-to-day contact with sales companies around the world. ”I am following the situation minute by minute in close discussion with all our companies.”

set up a quick-response working group. The purpose of the group was to handle enquiries regarding reduced earnings and increased risk profiles that the Group would not normally deal with", says Søren.

Within the past few months, the group has quoted orders to a value of 20 million euros.

Coming close The turbulence that has hit Grundfos since the end of 2008 has also affected Søren at a personal level.

”It has been very unpleasant, espe-cially during the period when we had to lay off valued employees. There have been several nights of too little sleep.

Most companies have made reduc-tions, and it has been tough all around. At the moment, Group Management is keeping a close eye on many deci-sions that are being made – even closer than we would normally do. It is our obligation and privilege to find our way through these difficult times and show leadership”, says Søren.

Only few of the world's economists believe that the situation will change until some time in 2010, and this view is shared by Grundfos.

”All around, our sales people speak about caution and failing demand. People are keeping their wallets in their pockets, waiting. The large pool of reno-vations and new developments that had been started around the world has now dried up. For example, Russia was a very quick-growing market until recently, but now the Russians are jamming on the brakes”, says Søren.

Efficiency and initiativeIn the midst of the crisis, however, rays of hope can be detected, and with growth plans for the establishment of new sales companies in the Balkans and with a newly opened company in Vietnam, Grundfos shows that there is still the room and the energy to make long-term decisions.

"We have not dug ourselves into a hole, and I am impressed with the way our organisation has been handling this difficult situation. First and fore-most, it has been a pleasure to see that – over the past months – our plans and initiatives have been fully implemented. This goes to show the strong culture and iron will that permeate Grundfos. We help each other and we keep our promises. This is also a strong signal to send to our customers. They can rest assured that we are here and that they can rely on us – now as well as in the future”, says Søren.

The sales organisation has also found that we can learn from the reductions forced on Grundfos by the crisis.

”The turbulence has made us take a closer look at ourselves, ana lysing the things we do. The sales organisa-tion has been focusing on finding new ways to ensure sales and partnerships.

We go to the core of what we do best as an organisation, and we act accordingly. We also keep reminding each other that, basically, we are a strong and healthy company", says Søren.

≫ Group Management is keeping a close eye on many decisions that are being made – even closer than we would normally do. However, this is an extraordinary situation, and we must act accordingly.

≫ We cannot talk our-selves out of the crisis – we need to get out there, right at the front, and act.

By Dan Prangsgaard

SALES


”2009 and 2010 will be very challenging years for Grundfos. This has made us sharpen our senses throughout the sales organisation. We estimate that the 2009 turnover will be similar to the turnover one year ago”, says Group Execu-tive Vice President Søren Ø. Sørensen about the present situation seen from the sales organisa-tion’s perspective.

Since the end of December he and the entire sales organisation have worked hard to analyse the situation in markets around the world by collecting data and prognoses. The overall ob-jective has been to adjust the cost level to meet the extraordinary situation. The activities were initiated in the east and have been following the time zones moving west with the Sun.

”As early as October 2008, we saw the first signs that the crisis would hit Grundfos too. Paradoxically, this coincided with month-by-month record results in our turnover figures. This made us prepare three scenarios for the 2009 development: One scenario predicted

5 per cent below the 2008 figures, one predicted 10 per cent below, and one predicted 15 per cent below.

We also put words and action behind the way the sales companies needed to adapt to the de-clining turnover. In addition to finding ways to make savings on operations, our main message to the sales organisation was that we cannot talk ourselves out of the crisis – we need to get out there, right at the front, and act", says Søren.

Finding new waysAgility and flexibility quickly became the two words that the sales organisation placed at the top of the agenda in order to secure the order intake.

”In January, the Managers of our companies from around the world moved to the front in order to head sales. Simultaneously, we en-gaged in close discussions with the companies, among other things cooperating with Mogens Holst of International Project Sales in order to

We are monitoring the situation

minute by minuteThe crisis is affecting Grundfos – our sales people are working hard to steer the

Group safely through a world that is constantly changing

Group Executive Vice President Søren Ø. Sørensen maintains day-to-day contact with sales companies around the world. ”I am following the situation minute by minute in close discussion with all our companies.”

set up a quick-response working group. The purpose of the group was to handle enquiries regarding reduced earnings and increased risk profiles that the Group would not normally deal with", says Søren.

Within the past few months, the group has quoted orders to a value of 20 million euros.

Coming close The turbulence that has hit Grundfos since the end of 2008 has also affected Søren at a personal level.

”It has been very unpleasant, espe-cially during the period when we had to lay off valued employees. There have been several nights of too little sleep.

Most companies have made reduc-tions, and it has been tough all around. At the moment, Group Management is keeping a close eye on many deci-sions that are being made – even closer than we would normally do. It is our obligation and privilege to find our way through these difficult times and show leadership”, says Søren.

Only few of the world's economists believe that the situation will change until some time in 2010, and this view is shared by Grundfos.

”All around, our sales people speak about caution and failing demand. People are keeping their wallets in their pockets, waiting. The large pool of reno-vations and new developments that had been started around the world has now dried up. For example, Russia was a very quick-growing market until recently, but now the Russians are jamming on the brakes”, says Søren.

Efficiency and initiativeIn the midst of the crisis, however, rays of hope can be detected, and with growth plans for the establishment of new sales companies in the Balkans and with a newly opened company in Vietnam, Grundfos shows that there is still the room and the energy to make long-term decisions.

"We have not dug ourselves into a hole, and I am impressed with the way our organisation has been handling this difficult situation. First and fore-most, it has been a pleasure to see that – over the past months – our plans and initiatives have been fully implemented. This goes to show the strong culture and iron will that permeate Grundfos. We help each other and we keep our promises. This is also a strong signal to send to our customers. They can rest assured that we are here and that they can rely on us – now as well as in the future”, says Søren.

The sales organisation has also found that we can learn from the reductions forced on Grundfos by the crisis.

”The turbulence has made us take a closer look at ourselves, ana lysing the things we do. The sales organisa-tion has been focusing on finding new ways to ensure sales and partnerships.

We go to the core of what we do best as an organisation, and we act accordingly. We also keep reminding each other that, basically, we are a strong and healthy company", says Søren.

≫ Group Management is keeping a close eye on many decisions that are being made – even closer than we would normally do. However, this is an extraordinary situation, and we must act accordingly.

≫ We cannot talk our-selves out of the crisis – we need to get out there, right at the front, and act.

By Dan Prangsgaard

SALES


43

21

Morten Bach Jensen is leaning against a number of air-filled Sales Excellence dice – the text describes three steps of the sales process.

10 questions to the process expert

Being the Sales & Marketing Process Manager, what do you consider to be your most important task?

Our raison d’être in Group Sales is to justify our approach to adding value to sales. Everything that we do here in Group Sales must contribute to sales. Our success criterion is that the sales companies actually ask for the support that we can offer. If they do that, it is probably because they think that we add value to sales.

We strive to function as a catalyst for Best Practice. We do that by offering common sales processes and tools that support the sales process and general sales company activities. Everything we do comes under Sales Excellence.

How would you describe the current sales situation within the Grundfos Group?

It is worse than I had expected. I do, however, sense that the decline in sales makes us stick together. And the way I see it, now – more than ever – it is important to evaluate and prioritise all options and focus on sales in all companies, not only in the sales companies.

This situation is very bad for us, but I still think it is important to remember that, being a big, important player in the market, we are currently in a very good position. A number of our competitors are being hit even harder than we are – and it is at times like these that the strong will be separated from the weak.

In your opinion, what is the main reason for the dramatic drop in sales?

The main reason is the global financial crisis. Our customers are going through tough times, postponing projects because they are unable to finance them – and that affects Grundfos.

What, in your opinion, represents the biggest challenge for us in order to increase sales?

We must focus on sales throughout the organisation. I am fully aware that it takes hard work to sell every single pump, yet we need to make great efforts in identifying alternative sales opportunities. And it is a major challenge to find new opportunities among existing and new customers.

Another challenge is to be more flexible – for example in connection with project sales that often require close and efficient cooperation across departments, functions and companies. Maybe we should be prepared to depart from normal procedures and do a little bit extra to offer everything that is required to make a complete delivery.

6Which qualities are important in a Grundfos sales representative?

It is important for each sales representative to possess general knowledge of the sales processes and acknowledge that different tasks require different competences. Competences are best utilised if you are aware of the strong and weak points in yourself and your colleagues and therefore give the job or part of it to the person who holds the best competence in any given field. In addition, it is a great challenge to cultivate the competences that support differentiation within our three sales channels – direct sales, sales via wholesalers and project sales.

9 What can you do to assist the sales representatives?

The companies do a lot of different and good things, and that gives them valuable experience. I would like to contribute to spreading their experience, allowing everybody to benefit. Also, I would like to give everybody a common perception of sales by means of a common language, common tools and common systems of measurement. I would like to be the catalyst that enables more efficient and differentiated sales.

10 What can Grundfos employees – other than sales representatives – do to increase sales?

All Grundfos employees must improve within the area of sales. It is important that everybody in the organisation as-sumes responsibility in order to support the sales processes – if only for making the day-to-day life easier for the sales representatives, thus enabling them to spend even more of their time selling.

Here, at Group headquarters, we also need to focus our resources on sales by supporting the sales companies as best we can.

Every morning you should ask yourself what you can do today to increase sales.

By Bjarke Nystrup Sørensen

SALES

5Do the characteristics of a sales repre-sentative differ in times of crisis and times of prosperity?

In times of crisis you need to take a more determined approach in order to reap the opportunities – you need to go and find the opportunities yourself.

7 Who is responsible for increasing sales in Grundfos?

It is difficult to answer that question unambiguously, but it is a joint responsibility.

In Group Sales, we make an effort to target our activities to current sales – the implementation of our Sales Excellence Programme, for example, is based on the idea that the initial change and benefit must be created within 60 days.

8 What should a sales representative do if the customer is unwilling to buy?

If the customer is NOT in a position to buy, there is not much choice – except maintaining the relationship for the future. In such a case you should focus on other customers. If, on the other hand, the customer is prepared to do business with a competitor, we must make sure to match our competences to the customer’s problems: We need to do everything we can to understand the customer’s situation, appreciate his problem and find a solution that is better than what the competition has to offer.

12 Gmagazine July 09

43

21

Morten Bach Jensen is leaning against a number of air-filled Sales Excellence dice – the text describes three steps of the sales process.

10 questions to the process expert

Being the Sales & Marketing Process Manager, what do you consider to be your most important task?

Our raison d’être in Group Sales is to justify our approach to adding value to sales. Everything that we do here in Group Sales must contribute to sales. Our success criterion is that the sales companies actually ask for the support that we can offer. If they do that, it is probably because they think that we add value to sales.

We strive to function as a catalyst for Best Practice. We do that by offering common sales processes and tools that support the sales process and general sales company activities. Everything we do comes under Sales Excellence.

How would you describe the current sales situation within the Grundfos Group?

It is worse than I had expected. I do, however, sense that the decline in sales makes us stick together. And the way I see it, now – more than ever – it is important to evaluate and prioritise all options and focus on sales in all companies, not only in the sales companies.

This situation is very bad for us, but I still think it is important to remember that, being a big, important player in the market, we are currently in a very good position. A number of our competitors are being hit even harder than we are – and it is at times like these that the strong will be separated from the weak.

In your opinion, what is the main reason for the dramatic drop in sales?

The main reason is the global financial crisis. Our customers are going through tough times, postponing projects because they are unable to finance them – and that affects Grundfos.

What, in your opinion, represents the biggest challenge for us in order to increase sales?

We must focus on sales throughout the organisation. I am fully aware that it takes hard work to sell every single pump, yet we need to make great efforts in identifying alternative sales opportunities. And it is a major challenge to find new opportunities among existing and new customers.

Another challenge is to be more flexible – for example in connection with project sales that often require close and efficient cooperation across departments, functions and companies. Maybe we should be prepared to depart from normal procedures and do a little bit extra to offer everything that is required to make a complete delivery.

6Which qualities are important in a Grundfos sales representative?

It is important for each sales representative to possess general knowledge of the sales processes and acknowledge that different tasks require different competences. Competences are best utilised if you are aware of the strong and weak points in yourself and your colleagues and therefore give the job or part of it to the person who holds the best competence in any given field. In addition, it is a great challenge to cultivate the competences that support differentiation within our three sales channels – direct sales, sales via wholesalers and project sales.

9 What can you do to assist the sales representatives?

The companies do a lot of different and good things, and that gives them valuable experience. I would like to contribute to spreading their experience, allowing everybody to benefit. Also, I would like to give everybody a common perception of sales by means of a common language, common tools and common systems of measurement. I would like to be the catalyst that enables more efficient and differentiated sales.

10 What can Grundfos employees – other than sales representatives – do to increase sales?

All Grundfos employees must improve within the area of sales. It is important that everybody in the organisation as-sumes responsibility in order to support the sales processes – if only for making the day-to-day life easier for the sales representatives, thus enabling them to spend even more of their time selling.

Here, at Group headquarters, we also need to focus our resources on sales by supporting the sales companies as best we can.

Every morning you should ask yourself what you can do today to increase sales.


SALES

5Do the characteristics of a sales repre-sentative differ in times of crisis and times of prosperity?

In times of crisis you need to take a more determined approach in order to reap the opportunities – you need to go and find the opportunities yourself.

7 Who is responsible for increasing sales in Grundfos?

It is difficult to answer that question unambiguously, but it is a joint responsibility.

In Group Sales, we make an effort to target our activities to current sales – the implementation of our Sales Excellence Programme, for example, is based on the idea that the initial change and benefit must be created within 60 days.

8 What should a sales representative do if the customer is unwilling to buy?

If the customer is NOT in a position to buy, there is not much choice – except maintaining the relationship for the future. In such a case you should focus on other customers. If, on the other hand, the customer is prepared to do business with a competitor, we must make sure to match our competences to the customer’s problems: We need to do everything we can to understand the customer’s situation, appreciate his problem and find a solution that is better than what the competition has to offer.


When, in March 2008, the telephone rang at Grund-fos Spain’s offices, one of

the company’s biggest customers was on the other end of the line. The message was clear: We need CO2 calculations for the products that we purchase from you. If you cannot deliver this, we will have to buy our products elsewhere.

Gmagazine asked Befesa why they are making such stringent de-mands. In this article, Raquel Gómez Toledano of Befesa gives us some background information.

What does it mean to Befesa to have CO2 declarations?During 2008, we very precisely identi-fied the origins and quantities of our carbon footprint. It is not only about the emissions we create ourselves, but also about the emission caused by the products that we purchase from others. We need these figures in

order to be able to reduce CO2 levels more efficiently. The figures for the CO2 load from our suppliers form an important part of the overall evalu-ation of the companies we are to be doing business with, just like quality and price.

Why does Befesa need this declaration? We have set fixed objectives for the reduction of greenhouse gases, and our suppliers form part of this work. We actively tell the world around us about our efforts to reduce green-house gases.

Which consequences would Grundfos suffer if we were unable to account for the carbon footprint caused by our products? This is a demand we make on all of our suppliers, and it is in the form of an ultimatum. If you cannot account for your carbon footprint, you cannot do business with us.

To what extent does Grundfos’ reports meet the demands you are making?Befesa uses the GHG protocol as our standard. And the Grundfos reports fully meet these standards. (GHG is short for Greenhouse gas

protocol corporate standard. The GHG Protocol is the most widely used accounting standard regarding companies’ emissions of greenhouse gases).

How would you characterise Grundfos’ efforts in this area? Targeted, professional and passion-ate. These words best characterise our dealings with you in this matter.

In order to reduce CO2 emissions, you have held meetings by telephone conference. What do you think about that? It was a new experience for me, but a very positive one. Technically, we had no problems, and it made sense to save the flight, especially as we are working to reduce greenhouse gases.

Which demands will you be making in future to suppliers in terms of greenhouse gases?We expect to be working even closer to reduce greenhouse gasses. From our perspective, this will be an indispensable condition for future partnerships.

Customer puts the environment above everything elseSpanish Befesa Group have put combating greenhouse gases at the top of its list of priorities – and that has affected Grundfos.

By Dan Prangsgaard

In this particular case we would lose orders if we were unable to account for the carbon footprint that our products make. This was

a challenge in the short term. In the long term it also means that we need to tell the world around us about intra-company activities to reduce the emission of greenhouse gases”, says Group Environment Manager Helle Gitz-Johansen.

The Group Environment function was asked to assist Grundfos Spain and Grundfos Alldos in preparing an up-to-date and precise calculation for the Spanish customer. The customer had made it quite clear that these calculations were a prerequisite for any future business.

Joint effort”Befesa leapfrogged us. Originally, we were going to spend 2009 listing our products in order of priority to find out which products we should make CO2 calculations on first. However, Befesa’s demand turbo-charged

this process, and we were forced to make a number of decisions immediately. Fortunately, between Grundfos Spain, Grundfos Alldos and ourselves, we managed to complete the task to the customer’s satisfaction. Also, this was a typical example that goes to show what our organisation is capable of achieving across national and professional borders”, says Helle.

Outside pressure from all sidesThe Spanish challenge specifically affected individual products, and their demand had to be met in order to remain on Befesa Group’s supplier list. Thus, the Spanish Group repre-sents a clear trend in the market.

”Our Spanish experience on the product side means that we are well under way, and we can use the formula from the Befesa case to make calculations for other Grundfos prod-ucts, listed in order of priority. This enables us to use these figures and show the carbon footprint of our products as part of the overall picture. However, when using another calcu-

Grundfos was forced to speak

By Dan Prangsgaard

An important Spanish customer put maximum pressure on the Grundfos organisation by their requirement for comprehensive CO2 calculations.


lation, which shows the Grundfos Group’s own footprint, the result is somewhat less clear. We need to work on that”, says Helle Gitz-Johansen.

Grundfos has initiated a comprehen-sive ”footprint project”, which is intended to minimise the Group footprint on the environment. However, the clock is ticking, and there is a growing pressure on the Group from customers, interest groups and end users to be able to ac-count for Group CO2 figures.

”Now is the time to be focused. Exter-nally, we need to be able to account for our environmental impact. It is fantastic that we can offer some of the most ener-gy-efficient and environmentally friendly products in the market, however, we also need to be able to clearly say what we are doing to reduce the Group’s impact on the climate. We are working hard to be able to provide even more information soon”, concludes Helle Gitz-Johansen.

Helle Gitz-Johansen: ”It is fantastic that we can offer some of the most energy-efficient and environmentally friendly products to the market. Yet, we also need to be able to clearly account for our efforts to reduce the Group’s impact on the climate.”

SALES

Facts about Befesa: Befesa is a company of the interna-tional Abengoa Group. The company deals with industrial waste handling and water treatment. Read more about Befesa at: www.befesa.com

SPAIN

Gmagazine July 09 15

When, in March 2008, the telephone rang at Grund-fos Spain’s offices, one of

the company’s biggest customers was on the other end of the line. The message was clear: We need CO2 calculations for the products that we purchase from you. If you cannot deliver this, we will have to buy our products elsewhere.

Gmagazine asked Befesa why they are making such stringent de-mands. In this article, Raquel Gómez Toledano of Befesa gives us some background information.

What does it mean to Befesa to have CO2 declarations?During 2008, we very precisely identi-fied the origins and quantities of our carbon footprint. It is not only about the emissions we create ourselves, but also about the emission caused by the products that we purchase from others. We need these figures in

order to be able to reduce CO2 levels more efficiently. The figures for the CO2 load from our suppliers form an important part of the overall evalu-ation of the companies we are to be doing business with, just like quality and price.

Why does Befesa need this declaration? We have set fixed objectives for the reduction of greenhouse gases, and our suppliers form part of this work. We actively tell the world around us about our efforts to reduce green-house gases.

Which consequences would Grundfos suffer if we were unable to account for the carbon footprint caused by our products? This is a demand we make on all of our suppliers, and it is in the form of an ultimatum. If you cannot account for your carbon footprint, you cannot do business with us.

To what extent does Grundfos’ reports meet the demands you are making?Befesa uses the GHG protocol as our standard. And the Grundfos reports fully meet these standards. (GHG is short for Greenhouse gas

protocol corporate standard. The GHG Protocol is the most widely used accounting standard regarding companies’ emissions of greenhouse gases).

How would you characterise Grundfos’ efforts in this area? Targeted, professional and passion-ate. These words best characterise our dealings with you in this matter.

In order to reduce CO2 emissions, you have held meetings by telephone conference. What do you think about that? It was a new experience for me, but a very positive one. Technically, we had no problems, and it made sense to save the flight, especially as we are working to reduce greenhouse gases.

Which demands will you be making in future to suppliers in terms of greenhouse gases?We expect to be working even closer to reduce greenhouse gasses. From our perspective, this will be an indispensable condition for future partnerships.

Customer puts the environment above everything elseSpanish Befesa Group have put combating greenhouse gases at the top of its list of priorities – and that has affected Grundfos.

By Dan Prangsgaard

In this particular case we would lose orders if we were unable to account for the carbon footprint that our products make. This was

a challenge in the short term. In the long term it also means that we need to tell the world around us about intra-company activities to reduce the emission of greenhouse gases”, says Group Environment Manager Helle Gitz-Johansen.

The Group Environment function was asked to assist Grundfos Spain and Grundfos Alldos in preparing an up-to-date and precise calculation for the Spanish customer. The customer had made it quite clear that these calculations were a prerequisite for any future business.

Joint effort”Befesa leapfrogged us. Originally, we were going to spend 2009 listing our products in order of priority to find out which products we should make CO2 calculations on first. However, Befesa’s demand turbo-charged

this process, and we were forced to make a number of decisions immediately. Fortunately, between Grundfos Spain, Grundfos Alldos and ourselves, we managed to complete the task to the customer’s satisfaction. Also, this was a typical example that goes to show what our organisation is capable of achieving across national and professional borders”, says Helle.

Outside pressure from all sidesThe Spanish challenge specifically affected individual products, and their demand had to be met in order to remain on Befesa Group’s supplier list. Thus, the Spanish Group repre-sents a clear trend in the market.

”Our Spanish experience on the product side means that we are well under way, and we can use the formula from the Befesa case to make calculations for other Grundfos prod-ucts, listed in order of priority. This enables us to use these figures and show the carbon footprint of our products as part of the overall picture. However, when using another calcu-

Grundfos was forced to speak

By Dan Prangsgaard

An important Spanish customer put maximum pressure on the Grundfos organisation by their requirement for comprehensive CO2 calculations.


lation, which shows the Grundfos Group’s own footprint, the result is somewhat less clear. We need to work on that”, says Helle Gitz-Johansen.

Grundfos has initiated a comprehen-sive ”footprint project”, which is intended to minimise the Group footprint on the environment. However, the clock is ticking, and there is a growing pressure on the Group from customers, interest groups and end users to be able to ac-count for Group CO2 figures.

”Now is the time to be focused. Exter-nally, we need to be able to account for our environmental impact. It is fantastic that we can offer some of the most ener-gy-efficient and environmentally friendly products in the market, however, we also need to be able to clearly say what we are doing to reduce the Group’s impact on the climate. We are working hard to be able to provide even more information soon”, concludes Helle Gitz-Johansen.

Helle Gitz-Johansen: ”It is fantastic that we can offer some of the most energy-efficient and environmentally friendly products to the market. Yet, we also need to be able to clearly account for our efforts to reduce the Group’s impact on the climate.”

SALES

Facts about Befesa: Befesa is a company of the interna-tional Abengoa Group. The company deals with industrial waste handling and water treatment. Read more about Befesa at: www.befesa.com

SPAIN


Constantly failing pumps from a South Korean competitor were negatively affecting the

working environment and productiv-ity. Consequently, Samsung Heavy Industries began looking for quality pumps which would offer hassle-free around-the-clock operation. Grundfos South Korea took up the challenge and entered into talks with the cus-tomer to find the ideal solution.

The first step was to pay a visit to the person responsible for the water supply system and machinery at Samsung Heavy Industries. Following the first meeting, during which the problems with the current pumps were discussed, a team of Grundfos engineers visited the customer to make the diagnosis, and after some meetings, field studies and a pump seminar, Grundfos were able to find a solution to the problems in the customer’s pump system.

Subsequent orders from a satisfied customerThe entire process and the solution further strengthened Grundfos’ posi-tive image, and as a concrete result, Grundfos South Korea delivered more than half of the pumps used for the water supply and pressure boost-ing in all Samsung Heavy Industries’ buildings.

This close cooperation meant that Grundfos South Korea participated

in the preparation for the construc-tion of a new industrial complex for Samsung Heavy Industries’ shipyard on the island of Geoje in 2008.

At an early stage of this process, the customer decided to buy five CR90-2 Hydro MPC booster plants for water supply and pressure boosting. Having reviewed the specifications in cooperation with the customer, Grundfos made a suggestion for a so-lution which would better live up to the customer’s requirements for both performance and energy efficiency –

namely three Hydro MPC booster sets complete with CR150-3-2 EDF pumps.

Samsung Heavy Industries ac-cepted Grundfos’ suggestion and are very pleased with the Grundfos products.

Samsung impressed with Grundfos South KoreaBrand loyalty is built by meeting or exceeding customer expectations


≫ When visiting Grundfos South Korea, I was really impressed with the excellent and well-organised test facilities.

Kyung Ho Choi, Senior Engineer, Samsung Heavy Industries

≫ Grundfos is well-known among engineers in South Korea for being the leading, global pump company when it comes

to providing the most reliable and energy-efficient pumps.Kyung Ho Choi, Senior Engineer, Samsung Heavy Industries

Facts about SamsungSamsung is the biggest Group in South Korea with dozens of subsid-iaries – many of whom are world-class companies. In 2007, the global ”Business Week” magazine rated Samsung no. 21 among companies with the biggest, global brand value.

Grundfos South Korea has been successful in establishing close ties with many Samsung companies – including Samsung Heavy Indus-tries, which is mentioned here, and which has received a high level of international recognition among prominent shipping companies for its world-class shipbuilding skills.

Samsung Heavy Industries has been successful in heading a number of different projects within shipbuilding and offshore plants.

Impressively quick responseAccording to Samsung Heavy Indus-tries, energy efficiency and quality were what made Grundfos’ pump solution the best option. In addition, the customer was impressed with the ready and prompt response offered by Grundfos’ sales and service employ-ees.

According to Senior Engineer of Samsung Heavy Industries, Kyung Ho Choi, Grundfos is well known among engineers in South Korea for being the leading global pump company when it comes to providing the most reli-able and energy efficient pumps.

”Working with Grundfos offers advantages in comparison with work-ing with South Korean companies, because Grundfos, with its products, meets our particular specifications. At the same time Grundfos offers the best service”, says Kyung Ho Choi. He continues:

”When visiting Grundfos South Korea, I was really impressed with the excellent and well-organised test facilities. I think this is the reason why Grundfos is able to maintain its brand values within the pump production industry.”

The Senior Engineer concludes by praising ”Grundfos’ excellent sales assistants”, who – according to him – match the impressive performance of the products.

Cour

tesy

of S

amsu

ng H

eavy

Indu

strie

s, G

eoje

Shi

pyar

d

SALES


SOUTH KOREA

Constantly failing pumps from a South Korean competitor were negatively affecting the

working environment and productiv-ity. Consequently, Samsung Heavy Industries began looking for quality pumps which would offer hassle-free around-the-clock operation. Grundfos South Korea took up the challenge and entered into talks with the cus-tomer to find the ideal solution.

The first step was to pay a visit to the person responsible for the water supply system and machinery at Samsung Heavy Industries. Following the first meeting, during which the problems with the current pumps were discussed, a team of Grundfos engineers visited the customer to make the diagnosis, and after some meetings, field studies and a pump seminar, Grundfos were able to find a solution to the problems in the customer’s pump system.

Subsequent orders from a satisfied customerThe entire process and the solution further strengthened Grundfos’ posi-tive image, and as a concrete result, Grundfos South Korea delivered more than half of the pumps used for the water supply and pressure boost-ing in all Samsung Heavy Industries’ buildings.

This close cooperation meant that Grundfos South Korea participated

in the preparation for the construc-tion of a new industrial complex for Samsung Heavy Industries’ shipyard on the island of Geoje in 2008.

At an early stage of this process, the customer decided to buy five CR90-2 Hydro MPC booster plants for water supply and pressure boosting. Having reviewed the specifications in cooperation with the customer, Grundfos made a suggestion for a so-lution which would better live up to the customer’s requirements for both performance and energy efficiency –

namely three Hydro MPC booster sets complete with CR150-3-2 EDF pumps.

Samsung Heavy Industries ac-cepted Grundfos’ suggestion and are very pleased with the Grundfos products.

Samsung impressed with Grundfos South KoreaBrand loyalty is built by meeting or exceeding customer expectations


≫ When visiting Grundfos South Korea, I was really impressed with the excellent and well-organised test facilities.

Kyung Ho Choi, Senior Engineer, Samsung Heavy Industries

≫ Grundfos is well-known among engineers in South Korea for being the leading, global pump company when it comes

to providing the most reliable and energy-efficient pumps.Kyung Ho Choi, Senior Engineer, Samsung Heavy Industries

Facts about SamsungSamsung is the biggest Group in South Korea with dozens of subsid-iaries – many of whom are world-class companies. In 2007, the global ”Business Week” magazine rated Samsung no. 21 among companies with the biggest, global brand value.

Grundfos South Korea has been successful in establishing close ties with many Samsung companies – including Samsung Heavy Indus-tries, which is mentioned here, and which has received a high level of international recognition among prominent shipping companies for its world-class shipbuilding skills.

Samsung Heavy Industries has been successful in heading a number of different projects within shipbuilding and offshore plants.

Impressively quick responseAccording to Samsung Heavy Indus-tries, energy efficiency and quality were what made Grundfos’ pump solution the best option. In addition, the customer was impressed with the ready and prompt response offered by Grundfos’ sales and service employ-ees.

According to Senior Engineer of Samsung Heavy Industries, Kyung Ho Choi, Grundfos is well known among engineers in South Korea for being the leading global pump company when it comes to providing the most reli-able and energy efficient pumps.

”Working with Grundfos offers advantages in comparison with work-ing with South Korean companies, because Grundfos, with its products, meets our particular specifications. At the same time Grundfos offers the best service”, says Kyung Ho Choi. He continues:

”When visiting Grundfos South Korea, I was really impressed with the excellent and well-organised test facilities. I think this is the reason why Grundfos is able to maintain its brand values within the pump production industry.”

The Senior Engineer concludes by praising ”Grundfos’ excellent sales assistants”, who – according to him – match the impressive performance of the products.

Cour

tesy

of S

amsu

ng H

eavy

Indu

strie

s, G

eoje

Shi

pyar

d

SALES


SOUTH KOREA

He was one of more than 50 Australian customers who, in 2008, visited Group Headquar-

ters in Denmark, Expo Zaragoza 2008 in Spain and the Grundfos factories in Hungary.

Quentin McCabe says that although he has been a Grundfos wholesaler for 30 years, he still gets the occasional surprise.

”Continued innovation seems to have been the Grundfos motto since I was first presented with your prod-ucts back in 1978.”

Months of preparationThe planning for the six customer groups’ visits began more than six months before the first group left Australia, and – according to Market-ing Coordinator Anna Thyssen of

Grundfos Australia – the assistance they received from the Corporate Guest Service function in Bjerringbro was impressive.

While the flights used for the jour-ney were coordinated in Australia, the Guest Service function worked hard to make arrangements for rooms, trans-port, sightseeing, meals, leisure ac-tivities and visits to factories, to offer every individual group a programme tailored to their own ambitions.

Andrew Ogden, Manager of Western Irrigation, says that even before the visit, he had great confidence in the reliability and efficiency of Grundfos’ products.

”However, our basis for trusting Grundfos increased when we visited the factories and met some of the

people involved. The vast amount of research and development that is put into the products and the rigorous testing before they leave the fac-tory clearly showed the employees’ commitment to meet and exceed customer expectations”, says Andrew Ogden.

First time on a private jetThe Guest Service function also ar-ranged the use of the Grundfos jet to travel from Denmark to Hungary and on to Spain. To many of the partici-pants, it was the first time they had travelled on a private plane.

The great planning was also evident when the visitors arrived in Hungary where each group – despite their brief stay – managed to do a bit of sightseeing, enjoy a fantastic meal

Cooperation offers customers great experiences


”I feel proud and privileged when my company is associated with Grundfos.” Quentin McCabe from Pump Engineers of Australia Pty Ltd.

Customer visits in briefEvery year, 5,000 people visit Grundfos via the Guest Ser-vice function. Some 5,100 visitors have dinner, and 2,600 people stay the night at Frisholt, the visitors’ residence outside Bjerringbro.

Grundfos Management grants support to international customer visits – 75 per cent in December, January and Feb-ruary, and 50 per cent during the rest of the year.

According to Eva Villumsen, Departmental Manager of the

Corporate Guest Service function, the current situation has lead to a decline in international customer visits. The compa-nies act very differently, though – some are booking several visits, some are cancelling individual visits, while others are completing planned visits, but are not booking new ones.

Further information about customer visits can be found at Grundfos Insite under ”Guest Services”.

and go on a tour of both Hungarian factories.

From Budapest, the group went on to Spain to visit ”Expo Zaragoza 2008”, the international fair for water and sustainable development. Here, it became clear that Grundfos Spain had been spending months planning the visits in every detail. Although 73 inter-national groups required coordination, each of the six groups spoke of great organisation and said that everything went according to plan.

”I was so lucky as to visit the Expo Zaragoza as Grundfos’ guest”, says

Bryan Ward, Managing Director of Think Water – a Group of 41 irrigation and pump companies. He continues: ”The Grundfos stand at the fair was particularly interesting, and it gave me a unique opportunity to discuss ideas for new solutions with Grundfos and the many other Expo visitors.”

During a short stay in Barcelona, the participants were allowed to relax and enjoy the Spanish summer before going back to Australia. Everybody got back safely – exhausted, but inspired.

Customers visiting Expo Zaragoza 2008 praise Grundfos in Spain.

Taken at dinner held at Frisholt visitors’ residence during their visit to Denmark (from the left) Bryan Ward, Christine Delphin, Managing Director of Grundfos Australia Steen Holm Jensen, Wendy McCabe, Quentin McCabe, Nicola Ogden, Andrew Ogden, Jackie Chard, Jim Wedge, Wendy Bradshaw, Kevin Bradshaw, Angela France and Grundfos’ State Manager for Queensland Tony France.

SALES


AUSTRALIA

He was one of more than 50 Australian customers who, in 2008, visited Group Headquar-

ters in Denmark, Expo Zaragoza 2008 in Spain and the Grundfos factories in Hungary.

Quentin McCabe says that although he has been a Grundfos wholesaler for 30 years, he still gets the occasional surprise.

”Continued innovation seems to have been the Grundfos motto since I was first presented with your prod-ucts back in 1978.”

Months of preparationThe planning for the six customer groups’ visits began more than six months before the first group left Australia, and – according to Market-ing Coordinator Anna Thyssen of

Grundfos Australia – the assistance they received from the Corporate Guest Service function in Bjerringbro was impressive.

While the flights used for the jour-ney were coordinated in Australia, the Guest Service function worked hard to make arrangements for rooms, trans-port, sightseeing, meals, leisure ac-tivities and visits to factories, to offer every individual group a programme tailored to their own ambitions.

Andrew Ogden, Manager of Western Irrigation, says that even before the visit, he had great confidence in the reliability and efficiency of Grundfos’ products.

”However, our basis for trusting Grundfos increased when we visited the factories and met some of the

people involved. The vast amount of research and development that is put into the products and the rigorous testing before they leave the fac-tory clearly showed the employees’ commitment to meet and exceed customer expectations”, says Andrew Ogden.

First time on a private jetThe Guest Service function also ar-ranged the use of the Grundfos jet to travel from Denmark to Hungary and on to Spain. To many of the partici-pants, it was the first time they had travelled on a private plane.

The great planning was also evident when the visitors arrived in Hungary where each group – despite their brief stay – managed to do a bit of sightseeing, enjoy a fantastic meal

Cooperation offers customers great experiences


”I feel proud and privileged when my company is associated with Grundfos.” Quentin McCabe from Pump Engineers of Australia Pty Ltd.

Customer visits in briefEvery year, 5,000 people visit Grundfos via the Guest Ser-vice function. Some 5,100 visitors have dinner, and 2,600 people stay the night at Frisholt, the visitors’ residence outside Bjerringbro.

Grundfos Management grants support to international customer visits – 75 per cent in December, January and Feb-ruary, and 50 per cent during the rest of the year.

According to Eva Villumsen, Departmental Manager of the

Corporate Guest Service function, the current situation has lead to a decline in international customer visits. The compa-nies act very differently, though – some are booking several visits, some are cancelling individual visits, while others are completing planned visits, but are not booking new ones.

Further information about customer visits can be found at Grundfos Insite under ”Guest Services”.

and go on a tour of both Hungarian factories.

From Budapest, the group went on to Spain to visit ”Expo Zaragoza 2008”, the international fair for water and sustainable development. Here, it became clear that Grundfos Spain had been spending months planning the visits in every detail. Although 73 inter-national groups required coordination, each of the six groups spoke of great organisation and said that everything went according to plan.

”I was so lucky as to visit the Expo Zaragoza as Grundfos’ guest”, says

Bryan Ward, Managing Director of Think Water – a Group of 41 irrigation and pump companies. He continues: ”The Grundfos stand at the fair was particularly interesting, and it gave me a unique opportunity to discuss ideas for new solutions with Grundfos and the many other Expo visitors.”

During a short stay in Barcelona, the participants were allowed to relax and enjoy the Spanish summer before going back to Australia. Everybody got back safely – exhausted, but inspired.

Customers visiting Expo Zaragoza 2008 praise Grundfos in Spain.

Taken at dinner held at Frisholt visitors’ residence during their visit to Denmark (from the left) Bryan Ward, Christine Delphin, Managing Director of Grundfos Australia Steen Holm Jensen, Wendy McCabe, Quentin McCabe, Nicola Ogden, Andrew Ogden, Jackie Chard, Jim Wedge, Wendy Bradshaw, Kevin Bradshaw, Angela France and Grundfos’ State Manager for Queensland Tony France.

SALES


AUSTRALIA

NO

TES

More than 3,000 customers have visited Grundfos City in the Hungar-ian Tatabánya since "the City" was built in 2007.

”Since the first customers stepped through the doors, it is clear that Grundfos City has assisted sales. The facilities have illustrated our competences and the way in which the products can help the customers. Also, it has turned out to be an advan-tage that factory tours in Tatabánya can be combined with pump training and the instruction in their use", says Manager of Grundfos City Ole Tangsgaard.

Almost half of the customers who have visited the City come from East-ern Europe, while the remaining part of Europe provides a little more than a third of the visitors.

”A tour of the City is always de-signed to ensure that it matches the needs of the customers who are visit-ing. We can call in experts, and with our very fine production facilities in Hungary, we are able to emphasise our competences. Grundfos City has turned out to be an efficient tool in our sales efforts", Ole Tangsgaard explains.

A growing number of Americans are ex-pressing an increasing interest in sourcing energy for their houses from the big, com-mon energy stores found right below our feet. Using electrically driven plants, they utilise the relatively constant temperature of the ground for heating and cooling residen-tial homes and commercial buildings. This is boosting the sales of Grundfos pumps.

The growing interest in geothermal heat

is primarily due to an increased focus on “green” technologies in the US, strength-ened by the fact that the government offers tax discounts in connection with the installation of geothermal heat plants. The green wave has pushed the sale of circula-tor pumps to manufacturers of geothermal heat plants and spare parts for the plants. In 2008, the Americans sold 100,000 medium-sized Grundfos UP circulator pumps for this

purpose. The prospects for the future are great:

HVAC Product Manager Clint Andrews says that expectations within the industry are for the sale of geothermal heat plants to treble within a few years.

”Our prognosis, however, is slightly more conservative, although we have a dominant position in this market and anticipate sub-stantial growth”, says Clint Andrews.

Grundfos has experienced positive growth figures for the sale of A-labelled ALPHA2 and Magna circulator pumps all over Europe, but Germany in particular has seen signifi-cant growth, and our market share has risen considerably.

The reason for this success is partly due to the fact that the price for an ALPHA2 in Germany was fixed at the same level as the price for its predecessor, the, ALPHA Pro. When installers purchased two pumps in a special packaging, they would receive a 15 per cent discount, and the whole-salers would receive a 5 euro bonus for every ALPHA2 sold. In addition, the customers would get a 5¼-year warranty on all A-labelled Grundfos products.

After July 2008, the price of ALPHA2 was reduced by 12 per cent, and at the beginning of 2009, a new ALPHA DuoPack campaign was introduced, followed by a 7 per cent price reduction. This led to sales of more than 70,000 pumps within a six-week period.

At the same time, Grundfos has made great efforts to increase the level of understanding as regards reducing energy consumption levels among legislators, business partners and Grundfos’ national and international net-works in general. In Germany, this is true for CO2Online – a neutral, end-user oriented climate protection network, ap-pointed by the government to communicate information about CO2 reduction via energy savings.

Grundfos Germany has also become a member of “Handwerkermarke” – a stamp of approval of Grundfos and ALPHA2.

Climate and CO2 issues pervade the Grundfos Group’s 2008 Sustainability Report. As a supplement to the regu-lar reporting on the past year’s sus-tainability efforts, the report contains a number of articles illustrating the environmental efforts that Grundfos

makes via our products and processes and our interaction with the world around us.

The Sustainability Report is printed in Danish, English and Chinese. The report can be found at Grundfos Insite and www.grundfos.com.

Grundfos Germany sold 70,000 ALPHA2 pumps in just six weeks.

Great demand for geothermal energy in the USSustainability report

focuses on climate

German ALPHA2 sales defy the crisis

Grundfos City assists sales

Seventy-five per cent of the people who visit Grundfos City are customers. Thus, the City is an efficient sales tool. The figure shows the visitors’ nationality.

Bæredygtighedsrapport 2008

Grundfos-koncernen

Status 2008110 Factory tours9 Training sessions12 Groups of students55 Other events

- Or more than 3,000 visitors- 75 per cent external visitors =

customers

Eastern Europe 45%

Southern Europe 12%

Nothern Europe 18%

Germany 11%Asia

11%Americas

2%

Australia 1%

SALES


NO

TES

More than 3,000 customers have visited Grundfos City in the Hungar-ian Tatabánya since "the City" was built in 2007.

”Since the first customers stepped through the doors, it is clear that Grundfos City has assisted sales. The facilities have illustrated our competences and the way in which the products can help the customers. Also, it has turned out to be an advan-tage that factory tours in Tatabánya can be combined with pump training and the instruction in their use", says Manager of Grundfos City Ole Tangsgaard.

Almost half of the customers who have visited the City come from East-ern Europe, while the remaining part of Europe provides a little more than a third of the visitors.

”A tour of the City is always de-signed to ensure that it matches the needs of the customers who are visit-ing. We can call in experts, and with our very fine production facilities in Hungary, we are able to emphasise our competences. Grundfos City has turned out to be an efficient tool in our sales efforts", Ole Tangsgaard explains.

A growing number of Americans are ex-pressing an increasing interest in sourcing energy for their houses from the big, com-mon energy stores found right below our feet. Using electrically driven plants, they utilise the relatively constant temperature of the ground for heating and cooling residen-tial homes and commercial buildings. This is boosting the sales of Grundfos pumps.

The growing interest in geothermal heat

is primarily due to an increased focus on “green” technologies in the US, strength-ened by the fact that the government offers tax discounts in connection with the installation of geothermal heat plants. The green wave has pushed the sale of circula-tor pumps to manufacturers of geothermal heat plants and spare parts for the plants. In 2008, the Americans sold 100,000 medium-sized Grundfos UP circulator pumps for this

purpose. The prospects for the future are great:

HVAC Product Manager Clint Andrews says that expectations within the industry are for the sale of geothermal heat plants to treble within a few years.

”Our prognosis, however, is slightly more conservative, although we have a dominant position in this market and anticipate sub-stantial growth”, says Clint Andrews.

Grundfos has experienced positive growth figures for the sale of A-labelled ALPHA2 and Magna circulator pumps all over Europe, but Germany in particular has seen signifi-cant growth, and our market share has risen considerably.

The reason for this success is partly due to the fact that the price for an ALPHA2 in Germany was fixed at the same level as the price for its predecessor, the, ALPHA Pro. When installers purchased two pumps in a special packaging, they would receive a 15 per cent discount, and the whole-salers would receive a 5 euro bonus for every ALPHA2 sold. In addition, the customers would get a 5¼-year warranty on all A-labelled Grundfos products.

After July 2008, the price of ALPHA2 was reduced by 12 per cent, and at the beginning of 2009, a new ALPHA DuoPack campaign was introduced, followed by a 7 per cent price reduction. This led to sales of more than 70,000 pumps within a six-week period.

At the same time, Grundfos has made great efforts to increase the level of understanding as regards reducing energy consumption levels among legislators, business partners and Grundfos’ national and international net-works in general. In Germany, this is true for CO2Online – a neutral, end-user oriented climate protection network, ap-pointed by the government to communicate information about CO2 reduction via energy savings.

Grundfos Germany has also become a member of “Handwerkermarke” – a stamp of approval of Grundfos and ALPHA2.

Climate and CO2 issues pervade the Grundfos Group’s 2008 Sustainability Report. As a supplement to the regu-lar reporting on the past year’s sus-tainability efforts, the report contains a number of articles illustrating the environmental efforts that Grundfos

makes via our products and processes and our interaction with the world around us.

The Sustainability Report is printed in Danish, English and Chinese. The report can be found at Grundfos Insite and www.grundfos.com.

Grundfos Germany sold 70,000 ALPHA2 pumps in just six weeks.

Great demand for geothermal energy in the USSustainability report

focuses on climate

German ALPHA2 sales defy the crisis

Grundfos City assists sales

Seventy-five per cent of the people who visit Grundfos City are customers. Thus, the City is an efficient sales tool. The figure shows the visitors’ nationality.

Bæredygtighedsrapport 2008

Grundfos-koncernen

Status 2008110 Factory tours9 Training sessions12 Groups of students55 Other events

- Or more than 3,000 visitors- 75 per cent external visitors =

customers

Eastern Europe 45%

Southern Europe 12%

Nothern Europe 18%

Germany 11%Asia

11%Americas

2%

Australia 1%

SALES


Customer cooperation strengthened

The aim was to strengthen the bonds with with customers and introduce them to future

products. The other purpose was to make it clear that Grundfos focuses on complete and sustainable solu-tions in order to be able to meet the challenges of the future.

In spite of a reduced budget, the or-ganiser of the conference, Managing Director of Grundfos Pumps Malaysia, Dennis Tang, felt that this third APREG Forum was the most successful one so far. He emphasised the high degree of interaction at the conference as one of the main reasons for its success.

Interactivity was ensured by using competitions and interesting demon-strations of products. We asked some of the customers to comment on their experience of APREG Forum.

At Process Industry, customers were given the opportunity of assembling a Food & Beverage pump. In the middle, wearing light blue gloves, Ahmed Mujthaba is doing his best to be the first one to assemble his pump.

The APREG Forum was held on Bali at the end of April. Most countries from the Asia-Pacific region gathered for a three-day conference under the theme Grow Beyond.

By Per Andreasen

Mario aGuiloSOwner, Aquagen Technologies Incorporated, PhilippinesWater and wastewater treatment.

I have learned a lot at the APREG Forum! Particularly that Grundfos is launching lots of new products which are highly appropriate in a time where we are experiencing climate change. My being here at the conference will make me purchase more Grundfos solutions, especially as I brought my Sales Manager and Engineering Manager along to help me understand the technical parts.

For me as the owner of a company the commitment to Grundfos is there, but my employees also need to share that commitment and awareness. They need to interact with Grundfos and become comfortable with dealing with these pumps.

To me it is interesting to see all the opportunities that can arise. I believe that this can give me an edge over my competitors.

Operation Manager, Comin Khmere, Cambodia.Developer.

I think one of the most interesting things I have seen here are the new energy saving products. We will be able to promote products like this, even in Cambodia. The most interesting thing was to learn about the new strategy that Grundfos wants to introduce for green products. We have just learned that Grundfos integrates variable frequency converters into the pumps. Previously, we had to buy them from another supplier, and I don’t see why we should buy them anywhere else from now on.

FranCK DuonG

Operation Manager, MWSC, Republic of Maldives.Water supply and wastewater treatment.

I have learned new things about pump innovation and auditing here that I will look into when I get home. I am not sure whether the pumps we have been using for more than ten years are still the most appropriate pumps or if we can reduce costs by changing the pumps. That is some-thing I need to look at when I get back home.

The APREG Forum is an interesting platform where I have learned a lot about Grundfos and their future plans for their business. So when our business is setting the course for the future, we can go ahead and use Grundfos products. The best thing I have seen here is that Grundfos is focusing on energy consumption. In the Maldives we are very concerned about energy and we need to reduce our energy costs.

ahMeD Mujthaba

CEO, Grand Kartech, Indonesia. Boiler manufacturing.

I think I can apply almost everything I have learned here back home. I am convinced that I will work more closely with Grundfos after this conference. Of course, some of these technologies are not and will not become available until the end of the year or some time next year, but they will be something to look forward to. Before we can deploy the new technologies into the market I think it is very important that Grundfos introduces the new products to people like us in order to show us how they work.

I am very interested in several concepts for domes-tic use. For instance the very efficient circulator pump (ALPHA2 eds.) and the solar powered pumps. I also think the new company Alldos is very interesting.

Kenneth SutarDja

SALES


BALI

Customer cooperation strengthened

The aim was to strengthen the bonds with with customers and introduce them to future

products. The other purpose was to make it clear that Grundfos focuses on complete and sustainable solu-tions in order to be able to meet the challenges of the future.

In spite of a reduced budget, the or-ganiser of the conference, Managing Director of Grundfos Pumps Malaysia, Dennis Tang, felt that this third APREG Forum was the most successful one so far. He emphasised the high degree of interaction at the conference as one of the main reasons for its success.

Interactivity was ensured by using competitions and interesting demon-strations of products. We asked some of the customers to comment on their experience of APREG Forum.

At Process Industry, customers were given the opportunity of assembling a Food & Beverage pump. In the middle, wearing light blue gloves, Ahmed Mujthaba is doing his best to be the first one to assemble his pump.

The APREG Forum was held on Bali at the end of April. Most countries from the Asia-Pacific region gathered for a three-day conference under the theme Grow Beyond.

By Per Andreasen

Mario aGuiloSOwner, Aquagen Technologies Incorporated, PhilippinesWater and wastewater treatment.

I have learned a lot at the APREG Forum! Particularly that Grundfos is launching lots of new products which are highly appropriate in a time where we are experiencing climate change. My being here at the conference will make me purchase more Grundfos solutions, especially as I brought my Sales Manager and Engineering Manager along to help me understand the technical parts.

For me as the owner of a company the commitment to Grundfos is there, but my employees also need to share that commitment and awareness. They need to interact with Grundfos and become comfortable with dealing with these pumps.

To me it is interesting to see all the opportunities that can arise. I believe that this can give me an edge over my competitors.

Operation Manager, Comin Khmere, Cambodia.Developer.

I think one of the most interesting things I have seen here are the new energy saving products. We will be able to promote products like this, even in Cambodia. The most interesting thing was to learn about the new strategy that Grundfos wants to introduce for green products. We have just learned that Grundfos integrates variable frequency converters into the pumps. Previously, we had to buy them from another supplier, and I don’t see why we should buy them anywhere else from now on.

FranCK DuonG

Operation Manager, MWSC, Republic of Maldives.Water supply and wastewater treatment.

I have learned new things about pump innovation and auditing here that I will look into when I get home. I am not sure whether the pumps we have been using for more than ten years are still the most appropriate pumps or if we can reduce costs by changing the pumps. That is some-thing I need to look at when I get back home.

The APREG Forum is an interesting platform where I have learned a lot about Grundfos and their future plans for their business. So when our business is setting the course for the future, we can go ahead and use Grundfos products. The best thing I have seen here is that Grundfos is focusing on energy consumption. In the Maldives we are very concerned about energy and we need to reduce our energy costs.

ahMeD Mujthaba

CEO, Grand Kartech, Indonesia. Boiler manufacturing.

I think I can apply almost everything I have learned here back home. I am convinced that I will work more closely with Grundfos after this conference. Of course, some of these technologies are not and will not become available until the end of the year or some time next year, but they will be something to look forward to. Before we can deploy the new technologies into the market I think it is very important that Grundfos introduces the new products to people like us in order to show us how they work.

I am very interested in several concepts for domes-tic use. For instance the very efficient circulator pump (ALPHA2 eds.) and the solar powered pumps. I also think the new company Alldos is very interesting.

Kenneth SutarDja

SALES


BALI

Companies are increasingly at-tempting to influence the pol-icies pursued by national parlia-

ments, in the EU and the UN. Some people are worried about the growing number of companies that are in-creasing their public affairs efforts, or

By Kim Nøhr Skibsted

Group President Carsten Bjerg is a member of The Copenhagen Climate

Council, an international forum for world business leaders, and he met with the

UN Secretary-General Ban Ki-Moon at a climate summit in May.Grundfos

on the agendaThe climate debate has shown that companies can play an important role in politics. The politicians create the framework for the companies’ operations. The companies, for their part, can provide the politicians with useful knowledge in order to make the best decisions.

Group Chairman Niels Due Jensen is well-known and respected in political circles for his commitment to develop-ments in society. Here, he meets with Danish EU politician Dan Jørgensen, who is a member of the EU Parliament’s Environmental Committee.

Public affairs challenges in China

As a new function in Grundfos China, established in January 2009, we are developing a program to seek government support to variable speed motors. To this end, we will partner with China Investment Association to organize a series of ex-pert workshops and produce a sector report on the benefits and energy efficiency potential of variable speed motors, which will lead to a final policy rec-ommendation by China Investment Association to the Chinese Central government. If the recommen-dation is adopted, Grundfos’ e-pump will benefit greatly from the development of the market for variable speed motors.

Except from Government Relations, Public Af-fairs in China also embodies media relations and CSR (Corporate Social Responsibility). The purpose of our media relations is to help the media under-stand what we do and generate Grundfos success stories in energy efficiency, environmental protec-tion and supporting

In the area of CSR, we have developed a new concept away from pure charity donations to product aligned donation. The idea is to donate complete SQFlex systems to schools in poor areas for drinking water purpose. With a positive dem-onstration effect, we may expect funding from NGOs, government and even businesses to scale up the applications, thus creating a link between CSR and our business.

lobbying. In the recent election for the European Parliament, several voices have been advocating a register of lob-byists, enabling politicians and public servants to see exactly who is talking to who. A similar system is in place in the US and some other countries.

Lobbying is not a new thing. It is evident that companies and organisa-tions would like to offer useful know-ledge and their opinions to politicians and public servants, ensuring that legislation is created against the most informed background.

Grundfos would like to be more vis-ible and active within this area, as this is the way results are achieved. When, in the lead up to the Climate Change Conference in December, Group Chair-man Niels Due Jensen speaks in fa-vour of increased political regulation of the market for energy-friendly solu-tions, top politicians and the media take a great interest. The same applies to Group President Carsten Bjerg’s participation in climate networks for big, international companies, which give access to and gain attention from Al Gore, former US Vice President, UN Secretary General Ban Ki-Moon, the EU and various national governments.

Drive in ChinaLast year, Grundfos and a number of other companies carried through a drive in China, and a comprehensive report documented that large energy savings could be made in Chinese society, provided that available technology was used and targeted in-vestments were made in sustainable solutions. It is evident that politicians all over the world are seeing the need for dialogue with companies, as the companies hold the technological so-lutions and visions that can help stop the climate changes in the world.

Important steps in the EUTwo important regulations are in the process to full adoption by the Euro pean Parliament. One is about increased requirements for frequency-controlled industrial motors, the other one is about circulator pumps. The two regulations will benefit the environ-ment and Grundfos’ business, and they go to show that a politically active com-pany can affect the political process.

Mads Sckerl, Market Segment Director: ”This is almost like a dream come true. Industrial electric motors use 30-40 per cent of all the electricity in the world. From 2013, EU will only allow high-efficiency electric motors. In 2015, the specifications will be for even higher efficiency or supplement-ed by speed regulation. These initia-tives will save electricity in the EU of approx. 135 TWH (1 terawatt hour = 1 billion kilowatt hour) by 2020. This will reduce the electricity consump-tion of the entire EU by 5 per cent.”

”We have been canvassing for stricter requirements for years, but fi-nally we made a breakthrough thanks

to help from politicians in Denmark and Germany. They were working across parties to tighten the require-ments, when they found out that the technology actually does exist.”

Chief Engineer Niels Bidstrup can tell an almost similar story about the more than 140 million circulator pumps that are currently installed in Europe.

”By cooperating with other Euro-pean pump producers we were able to convince the EU Commission that they could easily take steps to create strict efficiency requirements for circulator pumps. This will lead to sav-ings on the electricity consumption, corresponding to the total annual electricity consumption in Ireland. We were very active, probably the most demanding players in the process, and some of our own customers may have thought that we went too far. But Grundfos is a value-based company that takes the climate problems seri-ously. And seeing that the industrial sector is able to deliver lots of energy savings, we really should do it”, says Niels Bidstrup.

Political focusBoth men hope that the two initia-tives could spread outside the EU, for example, to countries like the US, China and Russia. And it is precisely these places that have a tradition for dialogue between companies and politicians. That is why Grundfos makes a targeted effort to attract at-tention to technological solutions and opportunities, meaning that decision makers can use it as a basis for vision-ary decisions made by politicians on the climate.

By Peter Yan, Public Affairs Director, Grundfos China

Targets• to establish a government and industry network

in Grundfos key business areas.• to seek to influence regulatory and policy en-

vironment.

Media• to establish a media network of five or six na-

tional general and industry media.• to generate positive Grundfos stories on appro-

priate media on a monthly basis .

CSR• to align CSR with business development and

corporate branding.• to develop one or two CSR projects with national

impact, which could potentially be scaled up using external funding.

SALES


Companies are increasingly at-tempting to influence the pol-icies pursued by national parlia-

ments, in the EU and the UN. Some people are worried about the growing number of companies that are in-creasing their public affairs efforts, or


Group President Carsten Bjerg is a member of The Copenhagen Climate

Council, an international forum for world business leaders, and he met with the

UN Secretary-General Ban Ki-Moon at a climate summit in May.Grundfos

on the agendaThe climate debate has shown that companies can play an important role in politics. The politicians create the framework for the companies’ operations. The companies, for their part, can provide the politicians with useful knowledge in order to make the best decisions.

Group Chairman Niels Due Jensen is well-known and respected in political circles for his commitment to develop-ments in society. Here, he meets with Danish EU politician Dan Jørgensen, who is a member of the EU Parliament’s Environmental Committee.

Public affairs challenges in China

As a new function in Grundfos China, established in January 2009, we are developing a program to seek government support to variable speed motors. To this end, we will partner with China Investment Association to organize a series of ex-pert workshops and produce a sector report on the benefits and energy efficiency potential of variable speed motors, which will lead to a final policy rec-ommendation by China Investment Association to the Chinese Central government. If the recommen-dation is adopted, Grundfos’ e-pump will benefit greatly from the development of the market for variable speed motors.

Except from Government Relations, Public Af-fairs in China also embodies media relations and CSR (Corporate Social Responsibility). The purpose of our media relations is to help the media under-stand what we do and generate Grundfos success stories in energy efficiency, environmental protec-tion and supporting

In the area of CSR, we have developed a new concept away from pure charity donations to product aligned donation. The idea is to donate complete SQFlex systems to schools in poor areas for drinking water purpose. With a positive dem-onstration effect, we may expect funding from NGOs, government and even businesses to scale up the applications, thus creating a link between CSR and our business.

lobbying. In the recent election for the European Parliament, several voices have been advocating a register of lob-byists, enabling politicians and public servants to see exactly who is talking to who. A similar system is in place in the US and some other countries.

Lobbying is not a new thing. It is evident that companies and organisa-tions would like to offer useful know-ledge and their opinions to politicians and public servants, ensuring that legislation is created against the most informed background.

Grundfos would like to be more vis-ible and active within this area, as this is the way results are achieved. When, in the lead up to the Climate Change Conference in December, Group Chair-man Niels Due Jensen speaks in fa-vour of increased political regulation of the market for energy-friendly solu-tions, top politicians and the media take a great interest. The same applies to Group President Carsten Bjerg’s participation in climate networks for big, international companies, which give access to and gain attention from Al Gore, former US Vice President, UN Secretary General Ban Ki-Moon, the EU and various national governments.

Drive in ChinaLast year, Grundfos and a number of other companies carried through a drive in China, and a comprehensive report documented that large energy savings could be made in Chinese society, provided that available technology was used and targeted in-vestments were made in sustainable solutions. It is evident that politicians all over the world are seeing the need for dialogue with companies, as the companies hold the technological so-lutions and visions that can help stop the climate changes in the world.

Important steps in the EUTwo important regulations are in the process to full adoption by the Euro pean Parliament. One is about increased requirements for frequency-controlled industrial motors, the other one is about circulator pumps. The two regulations will benefit the environ-ment and Grundfos’ business, and they go to show that a politically active com-pany can affect the political process.

Mads Sckerl, Market Segment Director: ”This is almost like a dream come true. Industrial electric motors use 30-40 per cent of all the electricity in the world. From 2013, EU will only allow high-efficiency electric motors. In 2015, the specifications will be for even higher efficiency or supplement-ed by speed regulation. These initia-tives will save electricity in the EU of approx. 135 TWH (1 terawatt hour = 1 billion kilowatt hour) by 2020. This will reduce the electricity consump-tion of the entire EU by 5 per cent.”

”We have been canvassing for stricter requirements for years, but fi-nally we made a breakthrough thanks

to help from politicians in Denmark and Germany. They were working across parties to tighten the require-ments, when they found out that the technology actually does exist.”

Chief Engineer Niels Bidstrup can tell an almost similar story about the more than 140 million circulator pumps that are currently installed in Europe.

”By cooperating with other Euro-pean pump producers we were able to convince the EU Commission that they could easily take steps to create strict efficiency requirements for circulator pumps. This will lead to sav-ings on the electricity consumption, corresponding to the total annual electricity consumption in Ireland. We were very active, probably the most demanding players in the process, and some of our own customers may have thought that we went too far. But Grundfos is a value-based company that takes the climate problems seri-ously. And seeing that the industrial sector is able to deliver lots of energy savings, we really should do it”, says Niels Bidstrup.

Political focusBoth men hope that the two initia-tives could spread outside the EU, for example, to countries like the US, China and Russia. And it is precisely these places that have a tradition for dialogue between companies and politicians. That is why Grundfos makes a targeted effort to attract at-tention to technological solutions and opportunities, meaning that decision makers can use it as a basis for vision-ary decisions made by politicians on the climate.

By Peter Yan, Public Affairs Director, Grundfos China

Targets• to establish a government and industry network

in Grundfos key business areas.• to seek to influence regulatory and policy en-

vironment.

Media• to establish a media network of five or six na-

tional general and industry media.• to generate positive Grundfos stories on appro-

priate media on a monthly basis .

CSR• to align CSR with business development and

corporate branding.• to develop one or two CSR projects with national

impact, which could potentially be scaled up using external funding.

SALES


On a Tuesday in May a group of Grundfos employees met outside Budapest to learn a

common language. The 15 people from The Czech Republic, Russia and Hungary were talking about sales and how to reach better understand-ing across borders. Being able to communicate in difficult times is of crucial importance.

The Sales Excellence Programme is developed in Bjerringbro and on this Tuesday it was presented at the Grundfos office in Törökbálint, Hungary. This was the first time the

programme was presented to the people who is going to use it. It's about collecting real-life experiences and translating them into things that can help Grundfos sales em-ployees in their everyday life. And it's about adding value to sales.

"We have developed a common language, so we can share what works between our Grundfos com-panies. And then we can start doing more of the things that work really well all over the World", says Morten Bach Jensen from the Sales Excel-lence team.

The 15 people spend three days in Törökbálint learning the language that will boost distribution sales, direct sales and project sales. Now time will tell if these 15 people mas-ter the language that will make sales in their countries excellent.

Read some of the comments here and go to grundfos.com/news to se the video from the workshop.

About finding a common language…

SALES ExCELLENCE

By Tue Skals

Serg

ey

Kely

pJó

zsef

Jánv

ári

Petr

Je

linek

General Manager, Grundfos Czech Republic

In Slovakia, the financial crisis came as a shock. Everything closed down – more or less overnight. We simply had to rethink the whole situation. Today, I return with tools that will enable me to share my sales experience with colleagues across Europe.

Business Development Manager, Grundfos Russia

It will take at least one year before things improve in Russia. Maybe it will be even longer before we are on top of the situation again. However, we will take the oppor-tunity to review our processes – and then we will be well prepared when the market turns.

General Manager, Grundfos Hungary

You could call the financial crisis a disaster. We have been laying off staff and have cut back our budgets drastically. However, I also see new opportunities that we should exploit. Sales Excellence provides us with the tools that we need to exploit these opportunities in the best possible way.

SALESHUNGARY

On a Tuesday in May a group of Grundfos employees met outside Budapest to learn a

common language. The 15 people from The Czech Republic, Russia and Hungary were talking about sales and how to reach better understand-ing across borders. Being able to communicate in difficult times is of crucial importance.

The Sales Excellence Programme is developed in Bjerringbro and on this Tuesday it was presented at the Grundfos office in Törökbálint, Hungary. This was the first time the

programme was presented to the people who is going to use it. It's about collecting real-life experiences and translating them into things that can help Grundfos sales em-ployees in their everyday life. And it's about adding value to sales.

"We have developed a common language, so we can share what works between our Grundfos com-panies. And then we can start doing more of the things that work really well all over the World", says Morten Bach Jensen from the Sales Excel-lence team.

The 15 people spend three days in Törökbálint learning the language that will boost distribution sales, direct sales and project sales. Now time will tell if these 15 people mas-ter the language that will make sales in their countries excellent.

Read some of the comments here and go to grundfos.com/news to se the video from the workshop.

About finding a common language…

SALES ExCELLENCE

By Tue Skals

Serg

ey

Kely

pJó

zsef

Jánv

ári

Petr

Je

linek

General Manager, Grundfos Czech Republic

In Slovakia, the financial crisis came as a shock. Everything closed down – more or less overnight. We simply had to rethink the whole situation. Today, I return with tools that will enable me to share my sales experience with colleagues across Europe.

Business Development Manager, Grundfos Russia

It will take at least one year before things improve in Russia. Maybe it will be even longer before we are on top of the situation again. However, we will take the oppor-tunity to review our processes – and then we will be well prepared when the market turns.

General Manager, Grundfos Hungary

You could call the financial crisis a disaster. We have been laying off staff and have cut back our budgets drastically. However, I also see new opportunities that we should exploit. Sales Excellence provides us with the tools that we need to exploit these opportunities in the best possible way.

SALESHUNGARY

Managing Director Pornthip Viphatanaporn of Grundfos Thailand received the award at the APREG Forum in Thailand. The picture also shows (from the left) Group Chair-man Niels Due Jensen, Branding Manager Kim Klastrup and Area Managing Director Poul Due Jensen. The opening of a new service and

sales company is intended to increase Grundfos’ market share

in the Vietnamese market, which – with a population of 85 million and a full programme of building activities – offers massive potential.

Managing Director Gert Borrits characterises Vietnam as an incredibly interesting market for Grundfos:

”This country is undergoing rapid development, and it will not be many years before Vietnam is a middle-income country. Purchasing power is increasing, causing a rise in the demand for quality, and an increase in purchasing power, which is interest-ing to Grundfos.”

The opening of the new company was celebrated in Hanoi with a semi-nar held for customers and business partners. Judging from the feedback given by the guests on the day, the pumps will be in great demand.

Vu Van Tien, Brewery Manager, is convinced that Vietnamese com-panies are refraining from using cheap counterfeit pumps which have flooded the Vietnamese market up until now.

”Vietnamese companies have become very quality-conscious. As a result, they are prepared to pay more for products, which will actually be cheaper in the long run, since they do not require much service support”, he says.

Vo Van Binh – better known as Binh-Pump – began selling pumps in Vietnam in 1994. Being an author-ised Grundfos dealer, he is happy that Grundfos has set up in Vietnam.

According to him, the timing is right, because customers are now demand-ing quality.

”Grundfos pumps are so well made that you can sleep next to them without being woken up by them. They make no noise at all – maybe that is why we sell so many pumps to hotels?”, he says with a smile.

Nguyen Song Hy is the Manager of a firm that is experienced in install-ing Grundfos pumps in high-rise buildings and hotels, and especially in industrial companies in Hanoi and the surrounding area.

”The pumps are easy to install – that alone says something about their quality. When we conclude a contract with Grundfos, it will be honoured, and there will be no delays. This means that we will not have any problems with the client”, he says.

Consulting Engineer Phung Ngoc Quang says that he almost always agrees with the developer to use Grundfos pumps.

”When choosing a pump, you main-ly focus on the brand – and whether it is a well-known brand. Then, when you need to purchase it, you will seek guidance, and then you will find out that if you purchase a high efficiency pump, you will save on energy con-sumption. That is important, and so is the life of the pump”, he says.

In 2008, Grundfos Thailand set up a strong communication platform, ensuring that the message would

overcome all kinds of interference and reach the end user”. These were the words of the committee of judges when they presented the Thai sales company with the Brand Award 2009.

There is a great potential to be realised in the Thai home market for pumps. The challenge to Grundfos Thailand, however, is that competi-tion within the Thai pump market is fierce, as Japanese pump manufactur-

ers have covered 70 per cent of this market for the past 30 years.

However, Grundfos Thailand man-aged to increase their sale of pumps for private homes by 52 per cent and breathe new life into their product portfolio – by means of, for example, TV and radio advertising, exhibitions and magazine ads. The company also made sure that all employees were familiar with the campaign strategy and the process from A to Z, and that all employees made a commitment to make the campaign a success.

The winner was singled out from

among 28 other Grundfos companies who had entered the competition with their description of the Be-Think-Innovate-oriented activities that they had carried out during the past year.

The committee of judges comprises Mette Thomsen, Anette Stubkjær and Kim Klastrup of Corporate Branding.

For more information about the competition and other companies’ contributions, please go to http://brand-award.grundfos.com/



Gert Borrits: ”The increasing purchasing power in Vietnam is interesting to Grundfos”.

Vu Van Tien thinks that Vietnamese compa-nies are ready to pay more for the products.

Vo Van Binh is happy that Grundfos has set up in Vietnam.

To Nguyen Song Hy, it is important that Grundfos pumps are easy to install.

Phung Ngoc Quang tries to convince his customers to choose Grundfos pumps.

New company welcomed

Brand Awardto Thailand

SALES


VIETNAMTHAILAND

Managing Director Pornthip Viphatanaporn of Grundfos Thailand received the award at the APREG Forum in Thailand. The picture also shows (from the left) Group Chair-man Niels Due Jensen, Branding Manager Kim Klastrup and Area Managing Director Poul Due Jensen. The opening of a new service and

sales company is intended to increase Grundfos’ market share

in the Vietnamese market, which – with a population of 85 million and a full programme of building activities – offers massive potential.

Managing Director Gert Borrits characterises Vietnam as an incredibly interesting market for Grundfos:

”This country is undergoing rapid development, and it will not be many years before Vietnam is a middle-income country. Purchasing power is increasing, causing a rise in the demand for quality, and an increase in purchasing power, which is interest-ing to Grundfos.”

The opening of the new company was celebrated in Hanoi with a semi-nar held for customers and business partners. Judging from the feedback given by the guests on the day, the pumps will be in great demand.

Vu Van Tien, Brewery Manager, is convinced that Vietnamese com-panies are refraining from using cheap counterfeit pumps which have flooded the Vietnamese market up until now.

”Vietnamese companies have become very quality-conscious. As a result, they are prepared to pay more for products, which will actually be cheaper in the long run, since they do not require much service support”, he says.

Vo Van Binh – better known as Binh-Pump – began selling pumps in Vietnam in 1994. Being an author-ised Grundfos dealer, he is happy that Grundfos has set up in Vietnam.

According to him, the timing is right, because customers are now demand-ing quality.

”Grundfos pumps are so well made that you can sleep next to them without being woken up by them. They make no noise at all – maybe that is why we sell so many pumps to hotels?”, he says with a smile.

Nguyen Song Hy is the Manager of a firm that is experienced in install-ing Grundfos pumps in high-rise buildings and hotels, and especially in industrial companies in Hanoi and the surrounding area.

”The pumps are easy to install – that alone says something about their quality. When we conclude a contract with Grundfos, it will be honoured, and there will be no delays. This means that we will not have any problems with the client”, he says.

Consulting Engineer Phung Ngoc Quang says that he almost always agrees with the developer to use Grundfos pumps.

”When choosing a pump, you main-ly focus on the brand – and whether it is a well-known brand. Then, when you need to purchase it, you will seek guidance, and then you will find out that if you purchase a high efficiency pump, you will save on energy con-sumption. That is important, and so is the life of the pump”, he says.

In 2008, Grundfos Thailand set up a strong communication platform, ensuring that the message would

overcome all kinds of interference and reach the end user”. These were the words of the committee of judges when they presented the Thai sales company with the Brand Award 2009.

There is a great potential to be realised in the Thai home market for pumps. The challenge to Grundfos Thailand, however, is that competi-tion within the Thai pump market is fierce, as Japanese pump manufactur-

ers have covered 70 per cent of this market for the past 30 years.

However, Grundfos Thailand man-aged to increase their sale of pumps for private homes by 52 per cent and breathe new life into their product portfolio – by means of, for example, TV and radio advertising, exhibitions and magazine ads. The company also made sure that all employees were familiar with the campaign strategy and the process from A to Z, and that all employees made a commitment to make the campaign a success.

The winner was singled out from

among 28 other Grundfos companies who had entered the competition with their description of the Be-Think-Innovate-oriented activities that they had carried out during the past year.

The committee of judges comprises Mette Thomsen, Anette Stubkjær and Kim Klastrup of Corporate Branding.

For more information about the competition and other companies’ contributions, please go to http://brand-award.grundfos.com/



Gert Borrits: ”The increasing purchasing power in Vietnam is interesting to Grundfos”.

Vu Van Tien thinks that Vietnamese compa-nies are ready to pay more for the products.

Vo Van Binh is happy that Grundfos has set up in Vietnam.

To Nguyen Song Hy, it is important that Grundfos pumps are easy to install.

Phung Ngoc Quang tries to convince his customers to choose Grundfos pumps.

New company welcomed

Brand Awardto Thailand

SALES


VIETNAMTHAILAND

I imagined that everything would be black, and that I would be taken deep underground in a little, narrow lift. I knew

absolutely nothing about mining.” These were the views of Karen Sørensen

when, being a rotation employee holding an MSc in Business Technology Engineering, she went from Denmark to Australia less than a year ago to work on a six-month marketing project aimed at identifying the possibility of increasing Grundfos’ sale of pumps to the mining industry.

Karen Sørensen’s initial impressions turned out to be correct the first time she went 500 metres below ground into a dark coal mine. She was not, however, frightened of the dark or the narrowness of her sur-roundings.

”Although everything was pitch-black I felt safe being there, as the safety rules are very strict. Before you are allowed into the mine, you are given safety equipment and you

receive a thorough briefing about what to do in an emergency, if, for example, there was a gas leak.”

Later on, visiting open ore mines, she also felt safe, although she was surrounded by machines the size of houses in gigantic holes in the ground. Incidentally, these machines are driven by women as they apparently look after them better than men.

”Other than this, the mines are dominated by men, and, being a woman, it was some-times difficult to get them to take you seri-ously. However, when they heard that I have a degree in engineering I guess they thought that I could not be all that slow”, says Karen Sørensen with a big, friendly smile.

Karen Sørensen made her way in an area which is only rarely visited by Grundfos sales people as the pumps are most often sold via dealers. She was quickly convinced, however, that it is much easier to establish working relationships when you meet people face to

face, although it would be easier to use the telephone – not least because the mines are often situated in the middle of nowhere.

The knowledge that Karen Sørensen gathered led to the publication of a report and a number of presentations about mining in Australia and Grundfos’ business potential in the market. She is happy to see that her colleagues often use the material.

”Although the mining market is not the easiest market to enter, I hope that Grundfos will continue working on the great potential that exists there. It goes without saying that we must be able to deliver the right equipment, but it is also important that the customers feel that they can trust us – the mines are so far away from everything and it takes a long time to get new equipment if anything breaks.”


Mining offers great potentialA ”standard mine” that ”only” uses water for the process and to combat dust uses some 28-45 million litres of water every day.

In 2008-2009, the size of the market for pump solutions for mining in Aus-tralia was estimated at 150 million euros.

Grundfos’ products only meet a small part of the pump requirement in the mines. Karen Sørensen estimates that Grundfos’ market share for SP sub-mersible pumps is 15 per cent while the share for CR industrial pumps ranges between 20 and 50 per cent.

Characteristics of a Rotation Employee• Top student – high academic level.• Has demonstrated extracurricular activity – e.g. Grundfos Challenge• Has an international profile – internship or case studies abroad.• Quick at building and engaging with networks and stakeholders.• Fast learner who can create results.

The Rotation Programme• Ten newly graduated employees.• Economical, commercial or technical background.• Four projects in two years.• Projects are defined by the businesses from all over Grundfos.• Matching business needs with personal development.• Accelerated learning and development opportunities.

Rotation employee

on an underground mission

Karen Sørensen was surrounded by machines the size of houses in gigantic holes in the ground.


AUSTRALIA

I imagined that everything would be black, and that I would be taken deep underground in a little, narrow lift. I knew

absolutely nothing about mining.” These were the views of Karen Sørensen

when, being a rotation employee holding an MSc in Business Technology Engineering, she went from Denmark to Australia less than a year ago to work on a six-month marketing project aimed at identifying the possibility of increasing Grundfos’ sale of pumps to the mining industry.

Karen Sørensen’s initial impressions turned out to be correct the first time she went 500 metres below ground into a dark coal mine. She was not, however, frightened of the dark or the narrowness of her sur-roundings.

”Although everything was pitch-black I felt safe being there, as the safety rules are very strict. Before you are allowed into the mine, you are given safety equipment and you

receive a thorough briefing about what to do in an emergency, if, for example, there was a gas leak.”

Later on, visiting open ore mines, she also felt safe, although she was surrounded by machines the size of houses in gigantic holes in the ground. Incidentally, these machines are driven by women as they apparently look after them better than men.

”Other than this, the mines are dominated by men, and, being a woman, it was some-times difficult to get them to take you seri-ously. However, when they heard that I have a degree in engineering I guess they thought that I could not be all that slow”, says Karen Sørensen with a big, friendly smile.

Karen Sørensen made her way in an area which is only rarely visited by Grundfos sales people as the pumps are most often sold via dealers. She was quickly convinced, however, that it is much easier to establish working relationships when you meet people face to

face, although it would be easier to use the telephone – not least because the mines are often situated in the middle of nowhere.

The knowledge that Karen Sørensen gathered led to the publication of a report and a number of presentations about mining in Australia and Grundfos’ business potential in the market. She is happy to see that her colleagues often use the material.

”Although the mining market is not the easiest market to enter, I hope that Grundfos will continue working on the great potential that exists there. It goes without saying that we must be able to deliver the right equipment, but it is also important that the customers feel that they can trust us – the mines are so far away from everything and it takes a long time to get new equipment if anything breaks.”


Mining offers great potentialA ”standard mine” that ”only” uses water for the process and to combat dust uses some 28-45 million litres of water every day.

In 2008-2009, the size of the market for pump solutions for mining in Aus-tralia was estimated at 150 million euros.

Grundfos’ products only meet a small part of the pump requirement in the mines. Karen Sørensen estimates that Grundfos’ market share for SP sub-mersible pumps is 15 per cent while the share for CR industrial pumps ranges between 20 and 50 per cent.

Characteristics of a Rotation Employee• Top student – high academic level.• Has demonstrated extracurricular activity – e.g. Grundfos Challenge• Has an international profile – internship or case studies abroad.• Quick at building and engaging with networks and stakeholders.• Fast learner who can create results.

The Rotation Programme• Ten newly graduated employees.• Economical, commercial or technical background.• Four projects in two years.• Projects are defined by the businesses from all over Grundfos.• Matching business needs with personal development.• Accelerated learning and development opportunities.

Rotation employee

on an underground mission

Karen Sørensen was surrounded by machines the size of houses in gigantic holes in the ground.


AUSTRALIA

Buildings that think – with no hocus-pocus

Imagine that commercial buildings are no longer big, energy-consum-ing giants, but environmentally

friendly houses that create more energy than they consume, while at the same time purifying polluted air. That these buildings will function as lungs that breathe for the city by

transforming CO2 to O2 and reserving the carbon for other purposes.

Imagine that commercial buildings are delivered with 500 litres of water, which is then to last for the entire life of the building by being reused over and over again.

This future vision for 2025 will not come true automatically. Buildings that are able to ”think” require inno-vation. And if Grundfos is to take part in realising this vision, we have to be more innovative. To do this, we need your help…Read more on the following pages.

≫ Commercial and residential buildings consume about one third of the world’s energy.



Buildings that think – with no hocus-pocus

Imagine that commercial buildings are no longer big, energy-consum-ing giants, but environmentally

friendly houses that create more energy than they consume, while at the same time purifying polluted air. That these buildings will function as lungs that breathe for the city by

transforming CO2 to O2 and reserving the carbon for other purposes.

Imagine that commercial buildings are delivered with 500 litres of water, which is then to last for the entire life of the building by being reused over and over again.

This future vision for 2025 will not come true automatically. Buildings that are able to ”think” require inno-vation. And if Grundfos is to take part in realising this vision, we have to be more innovative. To do this, we need your help…Read more on the following pages.

≫ Commercial and residential buildings consume about one third of the world’s energy.



≫ All new commercial buildings in California will be zero net energy by 2030.

≫ Out of 191 nations in the world, ten nations share 65 per cent of the world’s annual water re-sources.

In cooperation with Jes Munk Hansen, Regional Managing Direc-tor of the North-American region,

and Greg Towsley, Director of Innova-tion Platform; Kurt Godsk Andersen, Market Segment Director for Com-mercial Building Services, is the driver behind the ”Zero Impact in Com-mercial Buildings in USA” Innovation Platform. He has taken this initiative because Grundfos really needs all the good ideas it can get.

How do you expect the employees to contribute?I hope that we can inspire our em-ployees to think outside the box, en-abling us to develop new and ground-breaking products and concepts, and allowing us to combine existing, innovative products in new ways. I am certain that many of our colleagues from across the world will know of interesting partners and projects that could contribute and inspire us in this process.

Can Grundfos pumps be developed to use even less energy than they already do by means of a frequency converter? It is true that frequency converter pumps are facing a breakthrough and that there are limits to how much more can be done to make the pump

use less energy. However, more func-tionality can be built into the pumps, allowing them to take over the con-trol of other system components. We may be able to use our sensors in this connection.

Is the Innovation Platform about other things than pumps?Yes, it is very much about other things. Let me give you a few ex-amples: It is about using rainwater and purifying wastewater, so that we can reuse it over and over again. It is about utilising the energy in waste-water. And it is, in general, about viewing by-products as new oppor-

tunities and possibly transforming them into something more useful, for example utilising the energy that is generated when people use the build-ing and its facilities, or utilising waste products from water purification.

Can Grundfos be a part in all this?Yes, but not necessarily by developing everything ourselves. We may be able

HELP us become more innovative

The people behind one of the three Grundfos Innovation Platforms invite all employees to offer their good ideas via iShare.


First CO2-neutral city under-wayMasdar City in Abu Dhabi, UAE, will be the world’s first CO2-neutral city.

It is expected to be completed in 2014 and will be supplied by solar, hydrogen, wind and geothermal energy.

Even in terms of water supply, the city will be sustainable with solar-driven desalination plants and 80 per cent reuse of water. Wastewater will be reused as many times as possible. And waste – well, there will be none. Industrial waste will be reused, while biologi-cal waste will be used as fertiliser and possibly utilised as yet another source of energy via combustion.

to extend our network and find new business partners which – like Grund-fos – are driven by innovation.

What is the main purpose of the In-novation Platform?The purpose is to find that third of our products that will not be pumps by 2025. However, the process – getting there – is just as important. We must

build competences within future technologies and – most importantly of all – develop the culture. We must contribute to gearing the organisation so that finding completely new and innovative solutions to future chal-lenges becomes a core competence in itself.

What should employees do to offer their ideas?We will be very happy if the employ-ees enter their ideas in Grundfos’ ideas database, iShare. We will make

sure that all ideas are evaluated, and top management will reward and recognise the best ideas. In addition, we will invite the people who offer the best ideas to take part in the future process for the Innova-tion Platform.

For more information about the coop-eration between Innovation Intent and iShare, please go to Insite http://insite.grundfos.com/Appl/menustuff/iShare.jsp?mr=iShare.

Kurt Godsk Andersen (at the front) and Michael Høyer Lillelund of iShare ask the employees for help.


≫ All new commercial buildings in California will be zero net energy by 2030.

≫ Out of 191 nations in the world, ten nations share 65 per cent of the world’s annual water re-sources.

In cooperation with Jes Munk Hansen, Regional Managing Direc-tor of the North-American region,

and Greg Towsley, Director of Innova-tion Platform; Kurt Godsk Andersen, Market Segment Director for Com-mercial Building Services, is the driver behind the ”Zero Impact in Com-mercial Buildings in USA” Innovation Platform. He has taken this initiative because Grundfos really needs all the good ideas it can get.

How do you expect the employees to contribute?I hope that we can inspire our em-ployees to think outside the box, en-abling us to develop new and ground-breaking products and concepts, and allowing us to combine existing, innovative products in new ways. I am certain that many of our colleagues from across the world will know of interesting partners and projects that could contribute and inspire us in this process.

Can Grundfos pumps be developed to use even less energy than they already do by means of a frequency converter? It is true that frequency converter pumps are facing a breakthrough and that there are limits to how much more can be done to make the pump

use less energy. However, more func-tionality can be built into the pumps, allowing them to take over the con-trol of other system components. We may be able to use our sensors in this connection.

Is the Innovation Platform about other things than pumps?Yes, it is very much about other things. Let me give you a few ex-amples: It is about using rainwater and purifying wastewater, so that we can reuse it over and over again. It is about utilising the energy in waste-water. And it is, in general, about viewing by-products as new oppor-

tunities and possibly transforming them into something more useful, for example utilising the energy that is generated when people use the build-ing and its facilities, or utilising waste products from water purification.

Can Grundfos be a part in all this?Yes, but not necessarily by developing everything ourselves. We may be able

HELP us become more innovative

The people behind one of the three Grundfos Innovation Platforms invite all employees to offer their good ideas via iShare.


First CO2-neutral city under-wayMasdar City in Abu Dhabi, UAE, will be the world’s first CO2-neutral city.

It is expected to be completed in 2014 and will be supplied by solar, hydrogen, wind and geothermal energy.

Even in terms of water supply, the city will be sustainable with solar-driven desalination plants and 80 per cent reuse of water. Wastewater will be reused as many times as possible. And waste – well, there will be none. Industrial waste will be reused, while biologi-cal waste will be used as fertiliser and possibly utilised as yet another source of energy via combustion.

to extend our network and find new business partners which – like Grund-fos – are driven by innovation.

What is the main purpose of the In-novation Platform?The purpose is to find that third of our products that will not be pumps by 2025. However, the process – getting there – is just as important. We must

build competences within future technologies and – most importantly of all – develop the culture. We must contribute to gearing the organisation so that finding completely new and innovative solutions to future chal-lenges becomes a core competence in itself.

What should employees do to offer their ideas?We will be very happy if the employ-ees enter their ideas in Grundfos’ ideas database, iShare. We will make

sure that all ideas are evaluated, and top management will reward and recognise the best ideas. In addition, we will invite the people who offer the best ideas to take part in the future process for the Innova-tion Platform.

For more information about the coop-eration between Innovation Intent and iShare, please go to Insite http://insite.grundfos.com/Appl/menustuff/iShare.jsp?mr=iShare.

Kurt Godsk Andersen (at the front) and Michael Høyer Lillelund of iShare ask the employees for help.


At some stage every Senior Executive will find themselves in a situation where they need to make some tough deci-

sions. Not least due to the international finan-cial crisis, many companies have had to cut back and lay off employees. To Grundfos, the recent months have been different from the massive growth we have experienced in recent years. We met Group President Carsten Bjerg in his office, and here, armed with his indispensable mug of green tea, he explains the tough decisions and the need to look forward.

Have the previous months been difficult?In a way, yes. It is never nice to have to ask the companies to cut down their capacity, including staff. On the other hand, it is my job to navigate through the good and the bad times. Just a few months ago, Grundfos presented the best monthly sales results ever in our long-standing history. A few weeks later, sales plummeted. We have been forced to adjust to a world, which – almost overnight – stopped growing and no longer needed us like it used to.

In which areas have we been hit the hardest?We need to say that we have been hit in all areas. Geographically, some regions have been hit harder than others, including Russia and Eastern Europe, where the massive growth figures of recent years came to a halt almost within a week. Our customers are suffering, and we are suffering with them. The engineering industry in Japan, for example, has plummeted.

The 2008 figures showed massive turnover growth of just over 13 per cent, but earnings are lagging behind. How is that possible?It is true that we sold a lot during 2008, but we failed to make enough money doing so. How-ever, we also need to remember that we were affected by fluctuating exchange rates, and we have maintained our long-term focus and kept up a high level of investment. But generally, we are not satisfied with the level of earnings. Our turnover was 2.5 bn euro which is a new record, but we actually earned less than the previous year. Therefore, in a time of crisis it is important to focus even more on costs. This is not to say

In cooperation with Group Management, Group President Carsten Bjerg has been forced to make some tough decisions during recent months as a result of the financial crisis. The 2008 result also showed that the crisis suddenly hit Grundfos hard. Here, Carsten Bjerg shares his thoughts about the situation and the future.


that we need to discontinue our in-novation efforts, but we may need to become even sharper and rethink our priorities.

What is the prognosis for 2009 – will we see red figures?Grundfos has never sustained a loss since the company was established all the way back in 1945. As a conse-quence, red figures are not even a consideration. This is the reason why we are focusing on costs, ensuring that they match the situation in the world at present. I must be honest and say that the future holds great challenges. The world is experiencing one of the worst recessions ever, and it is difficult to plan very far ahead. Still, focus is very much on the future. We are adjusting to a world in deep recession – and we cannot see the end of it yet. But in spite of crisis and savings, we will maintain our focus on sustainability and innovation – and factors such as credibility and transparency are more important than ever. We are determined to focus on the opportunities, rather than the limitations, and the current financial crisis must not overshadow the world’s need for sustainable and innovative solutions. The world needs Grundfos and the solutions that we offer. Demand will not be affected by the present, weak world economy. Things will change.

Do you see opportunities in spite of the crisis? Absolutely. The climate changes are probably the biggest challenge for

all of us. In December, world nations will meet at the Climate Conference in Copenhagen, in order to renew the Kyoto agreement and reach a binding agreement on the reduction of CO2. We have always been committed to sustainability, and we have always been taking responsibility. We should use the financial crisis to solve the cli-mate problems through political reg-ulation of the market and incentives for companies and citizens, and we need to make massive investments in clean technologies and energy sav-ings. We want to contribute to ensure that population growth, urbanisa-tion and the increasing demand for better housing comfort and cleaner water do not lead to the unnecessary exploitation of natural resources. A number of sensible steps have been taken in that direction in some parts of the world, and we must continue to encourage world governments to use existing technology and continue to support research and development within this area. If that happens, I think we will have great opportuni-ties in the long run – because we have the edge here.

What do you expect the employees to do here and now?The employees should arm them-selves with patience and work hard to sell pumps. We can do it, even if the world has slowed down. Several examples show that our efforts can achieve results. Major orders have been landed in a number of indus-tries and markets. Two important EU directives on circulator pumps and

frequency-controlled electric motors have been adopted, and several or-ders have been received in a number of places. The overall picture is still rather gloomy, however, and it is dif-ficult to see any changes in the world economy. The only way we can create little rays of hope in this crisis is by doing a little bit extra ourselves.

≫ We are adjusting to a world in deep recession – and we cannot see the end of it yet. But in spite of crisis and savings, we will maintain our focus on sustainability and innovation – and factors such as credibility and transparency are more important than ever.

is there light at the end of the tunnel?


At some stage every Senior Executive will find themselves in a situation where they need to make some tough deci-

sions. Not least due to the international finan-cial crisis, many companies have had to cut back and lay off employees. To Grundfos, the recent months have been different from the massive growth we have experienced in recent years. We met Group President Carsten Bjerg in his office, and here, armed with his indispensable mug of green tea, he explains the tough decisions and the need to look forward.

Have the previous months been difficult?In a way, yes. It is never nice to have to ask the companies to cut down their capacity, including staff. On the other hand, it is my job to navigate through the good and the bad times. Just a few months ago, Grundfos presented the best monthly sales results ever in our long-standing history. A few weeks later, sales plummeted. We have been forced to adjust to a world, which – almost overnight – stopped growing and no longer needed us like it used to.

In which areas have we been hit the hardest?We need to say that we have been hit in all areas. Geographically, some regions have been hit harder than others, including Russia and Eastern Europe, where the massive growth figures of recent years came to a halt almost within a week. Our customers are suffering, and we are suffering with them. The engineering industry in Japan, for example, has plummeted.

The 2008 figures showed massive turnover growth of just over 13 per cent, but earnings are lagging behind. How is that possible?It is true that we sold a lot during 2008, but we failed to make enough money doing so. How-ever, we also need to remember that we were affected by fluctuating exchange rates, and we have maintained our long-term focus and kept up a high level of investment. But generally, we are not satisfied with the level of earnings. Our turnover was 2.5 bn euro which is a new record, but we actually earned less than the previous year. Therefore, in a time of crisis it is important to focus even more on costs. This is not to say

In cooperation with Group Management, Group President Carsten Bjerg has been forced to make some tough decisions during recent months as a result of the financial crisis. The 2008 result also showed that the crisis suddenly hit Grundfos hard. Here, Carsten Bjerg shares his thoughts about the situation and the future.


that we need to discontinue our in-novation efforts, but we may need to become even sharper and rethink our priorities.

What is the prognosis for 2009 – will we see red figures?Grundfos has never sustained a loss since the company was established all the way back in 1945. As a conse-quence, red figures are not even a consideration. This is the reason why we are focusing on costs, ensuring that they match the situation in the world at present. I must be honest and say that the future holds great challenges. The world is experiencing one of the worst recessions ever, and it is difficult to plan very far ahead. Still, focus is very much on the future. We are adjusting to a world in deep recession – and we cannot see the end of it yet. But in spite of crisis and savings, we will maintain our focus on sustainability and innovation – and factors such as credibility and transparency are more important than ever. We are determined to focus on the opportunities, rather than the limitations, and the current financial crisis must not overshadow the world’s need for sustainable and innovative solutions. The world needs Grundfos and the solutions that we offer. Demand will not be affected by the present, weak world economy. Things will change.

Do you see opportunities in spite of the crisis? Absolutely. The climate changes are probably the biggest challenge for

all of us. In December, world nations will meet at the Climate Conference in Copenhagen, in order to renew the Kyoto agreement and reach a binding agreement on the reduction of CO2. We have always been committed to sustainability, and we have always been taking responsibility. We should use the financial crisis to solve the cli-mate problems through political reg-ulation of the market and incentives for companies and citizens, and we need to make massive investments in clean technologies and energy sav-ings. We want to contribute to ensure that population growth, urbanisa-tion and the increasing demand for better housing comfort and cleaner water do not lead to the unnecessary exploitation of natural resources. A number of sensible steps have been taken in that direction in some parts of the world, and we must continue to encourage world governments to use existing technology and continue to support research and development within this area. If that happens, I think we will have great opportuni-ties in the long run – because we have the edge here.

What do you expect the employees to do here and now?The employees should arm them-selves with patience and work hard to sell pumps. We can do it, even if the world has slowed down. Several examples show that our efforts can achieve results. Major orders have been landed in a number of indus-tries and markets. Two important EU directives on circulator pumps and

frequency-controlled electric motors have been adopted, and several or-ders have been received in a number of places. The overall picture is still rather gloomy, however, and it is dif-ficult to see any changes in the world economy. The only way we can create little rays of hope in this crisis is by doing a little bit extra ourselves.

≫ We are adjusting to a world in deep recession – and we cannot see the end of it yet. But in spite of crisis and savings, we will maintain our focus on sustainability and innovation – and factors such as credibility and transparency are more important than ever.

is there light at the end of the tunnel?



You wouldn’t really think that distance matters in relation to computerised intra-Group cooperation. However,

distance does matter, and it took a lot of time and lots of effort before we found a vi-able solution to that problem in a field that is quite different from the field that we oper-ate in. If possible, this field depends even more than Grundfos on having access to the same, updated information simultaneously around the world.

Computer-aided 3D design of products, machines and tools is no longer something that takes place in Denmark only. With the US and Chinese development centres acting as spearheads, this work is now becoming global. At the same time, according to Lars Peder Hansen, Senior Systems Consultant of D&E Global Support, these IT tools have made possible a development towards an integrated system of tools and processes which have been collected under the um-brella term PLM – Product Lifecycle Manage-ment.

”PLM deals with IT systems that cover a product from the first, tender idea during development, production and operation until the time that the product is phased out and has to be disposed of in an optimum manner.”

Comprehensive testLars Peder Hansen is part of a group of six employees in Denmark and two in China who were put in charge of supporting and further developing the PLM tools, which

at Grundfos include the Catia and Enovia programs for 3D design as well as SAP for management and distribution of drawing documentation. Since 2006, they have been working intensively, developing comprehen-sive software and systems tests, in order to meet Grundfos’ expectations of being able to work globally and parallel on the same products, machines and tools.

”While the project group learned a lot, Grundfos as such did not get any nearer to the target for quite some time”, says Lars Peder Hansen. ”Only when we engaged in dialogue with companies within the Ameri-can motor and aviation industries which were in the same situation as us, we realised that IBM had the solution we needed, i.e. software tools that are used within the financial sector to keep data synchronised across countries and continents.”

Three databases that work as oneStarting more or less from scratch, the group worked out a system that consists of three Enovia databases placed in Bjerringbro, Den-mark, Kansas, US, and Suzhou, China.

However, when the user retrieves and saves 3D models and 2D drawings he or she sees the system as one single system. The system ensures that data saved in China, for example, will be accessible in the US and Denmark within seconds.

However, there are some limits. Although it is possible to search and find new data on the other side of the Earth in just a few seconds, it still takes a long time to retrieve,

for example, a big 3D model for first-time processing if you are located in Denmark and the model was created in China or the US.

”You can compare it to purchasing and downloading a double-length film on the Internet at home. It takes time”, says Lars Peder Hansen.

Based on the opportunities and limita-tions offered by current technology, the Catia group have prepared a few rules and tips on how to approach global design work.

Product Designer Fei Yan (to the left) and Engineering Manager Claus Gade study a CAD drawing.

Challenging globalisation≫ Only when we engaged in dialogue with com-

panies within the American motor and aviation industries which were in the same situation as us, we realised that IBM had the solution we needed.

Gmagazine July 09 39 38 Gmagazine July 09


You wouldn’t really think that distance matters in relation to computerised intra-Group cooperation. However,

distance does matter, and it took a lot of time and lots of effort before we found a vi-able solution to that problem in a field that is quite different from the field that we oper-ate in. If possible, this field depends even more than Grundfos on having access to the same, updated information simultaneously around the world.

Computer-aided 3D design of products, machines and tools is no longer something that takes place in Denmark only. With the US and Chinese development centres acting as spearheads, this work is now becoming global. At the same time, according to Lars Peder Hansen, Senior Systems Consultant of D&E Global Support, these IT tools have made possible a development towards an integrated system of tools and processes which have been collected under the um-brella term PLM – Product Lifecycle Manage-ment.

”PLM deals with IT systems that cover a product from the first, tender idea during development, production and operation until the time that the product is phased out and has to be disposed of in an optimum manner.”

Comprehensive testLars Peder Hansen is part of a group of six employees in Denmark and two in China who were put in charge of supporting and further developing the PLM tools, which

at Grundfos include the Catia and Enovia programs for 3D design as well as SAP for management and distribution of drawing documentation. Since 2006, they have been working intensively, developing comprehen-sive software and systems tests, in order to meet Grundfos’ expectations of being able to work globally and parallel on the same products, machines and tools.

”While the project group learned a lot, Grundfos as such did not get any nearer to the target for quite some time”, says Lars Peder Hansen. ”Only when we engaged in dialogue with companies within the Ameri-can motor and aviation industries which were in the same situation as us, we realised that IBM had the solution we needed, i.e. software tools that are used within the financial sector to keep data synchronised across countries and continents.”

Three databases that work as oneStarting more or less from scratch, the group worked out a system that consists of three Enovia databases placed in Bjerringbro, Den-mark, Kansas, US, and Suzhou, China.

However, when the user retrieves and saves 3D models and 2D drawings he or she sees the system as one single system. The system ensures that data saved in China, for example, will be accessible in the US and Denmark within seconds.

However, there are some limits. Although it is possible to search and find new data on the other side of the Earth in just a few seconds, it still takes a long time to retrieve,

for example, a big 3D model for first-time processing if you are located in Denmark and the model was created in China or the US.

”You can compare it to purchasing and downloading a double-length film on the Internet at home. It takes time”, says Lars Peder Hansen.

Based on the opportunities and limita-tions offered by current technology, the Catia group have prepared a few rules and tips on how to approach global design work.

Product Designer Fei Yan (to the left) and Engineering Manager Claus Gade study a CAD drawing.

Challenging globalisation≫ Only when we engaged in dialogue with com-

panies within the American motor and aviation industries which were in the same situation as us, we realised that IBM had the solution we needed.

Gmagazine July 09 39 38 Gmagazine July 09

Apparently, there is no end to the creativity shown by employees of Grundfos Singa-pore. This became clear when they were

recently given the task of reusing scrap from production to create “works of art”.

Competition was fierce, but the winners were a dream team, which according to the group members themselves – just like their work of art – have great dreams and visions for the future.

They basically wanted to create a logo, an icon or a person, which could work as an ambassador for Grundfos Singapore – or even for the entire Group. The result was a robot-like sculpture, mainly built from parts from SP and CHI pumps.

The people behind the sculpture which came in second based their work on the fact that one of today’s biggest challenges is to achieve sustainability.

"We wanted to present this recycled work of art to encourage our colleagues to become

involved and work hand in hand to commit them-selves in relation to sustainability”, they explain. They continue: ”We also wanted to share our creative thinking, our sense of humour, our pas-sion and our great experiences with everybody else. Not to mention the most important thing – Teamwork and Teambuilding.”

The third place went to a helicopter. The people behind it explain the symbolism with the fact that a helicopter can reach any place at any time, and, since it can take off and land vertically, it is far more flexible than a plane.

”Just like a rescue helicopter serves its purpose in the optimum way, so does the Service De-partment within its particular field – quickly and efficiently servicing pumps all over Singapore in precisely those places where the need arises.”

SCRAP becomes art in Singapore


The people behind these sculptures want to share their creative thinking with everybody else.

This robot-like sculpture is mainly made from parts from SP and CHU pumps.

Just like a rescue helicopter, Grundfos will get to where it is needed, quickly and safely.


SINGAPORE

Apparently, there is no end to the creativity shown by employees of Grundfos Singa-pore. This became clear when they were

recently given the task of reusing scrap from production to create “works of art”.

Competition was fierce, but the winners were a dream team, which according to the group members themselves – just like their work of art – have great dreams and visions for the future.

They basically wanted to create a logo, an icon or a person, which could work as an ambassador for Grundfos Singapore – or even for the entire Group. The result was a robot-like sculpture, mainly built from parts from SP and CHI pumps.

The people behind the sculpture which came in second based their work on the fact that one of today’s biggest challenges is to achieve sustainability.

"We wanted to present this recycled work of art to encourage our colleagues to become

involved and work hand in hand to commit them-selves in relation to sustainability”, they explain. They continue: ”We also wanted to share our creative thinking, our sense of humour, our pas-sion and our great experiences with everybody else. Not to mention the most important thing – Teamwork and Teambuilding.”

The third place went to a helicopter. The people behind it explain the symbolism with the fact that a helicopter can reach any place at any time, and, since it can take off and land vertically, it is far more flexible than a plane.

”Just like a rescue helicopter serves its purpose in the optimum way, so does the Service De-partment within its particular field – quickly and efficiently servicing pumps all over Singapore in precisely those places where the need arises.”

SCRAP becomes art in Singapore


The people behind these sculptures want to share their creative thinking with everybody else.

This robot-like sculpture is mainly made from parts from SP and CHU pumps.

Just like a rescue helicopter, Grundfos will get to where it is needed, quickly and safely.


SINGAPORE

NO

TES

Group CO2 emissions must be reduced. If we fail to do so, Nature will hit back – hard. Therefore, Group Management has decided that Grundfos’ CO2 emis-sions must be reduced.

A project group has been set up for the purpose of presenting ideas on ways to reduce CO2 emissions within all areas, except products. The group has been asked to think outside the box and not feel constrained by anything.

The group held its first meeting on 19 May at the Poul Due Jensen Acad-emy. This was the only ”face to face” meeting the group will have.

In order to reduce CO2 emissions relating to travel, future meetings will be held as virtual meetings. The group comprises the following members:

Karen Touborg, Environment Engineer, Group Environment, GMABjørn Stig Hoffmann, Engineer, Group Properties, GMAKlaus E. Christensen, Environment, Health and Safety Consultant, GBJDavid Mortensen, Quality and Financial Manager, GMU Poul Toft Frederiksen, Senior Engineer, Research, GMAMatthias Wiese, Departmental Manager, Maintenance Department, GWP

The group members are very optimistic: ”We are happy to see that the targets have yet to be defined”, says Poul Toft Frederiksen. “That way, we can put our fingerprint on the final result.”

Get those CO2 emissions down!

Kim Klastrup præsenterer den Brand og design-manual i light-udgave, der beskriver basale principper for hvordan Grundfos præsenterer sig for omverdenen.

Karen Touborg and David Mortensen are testing the

system in cooperation with a representative from

Netdesign, who is delivering the system.

Grundfos received two awards at the ISH fair in

Frankfurt.

Consistent use of our logo, slogan, colours and other Group design elements strengthen the Grundfos brand and make it more difficult to abuse. This is the reason for disseminating a new style guide called “How to communicate the Grundfos Brand” to all Grundfos companies after the summer holidays. The style guide is intended to remind employees of how to cor-rectly use the Grundfos identity in all types of communication – from product packing to PowerPoint presentations.

Manager of Corporate Branding Kim Klastrup emphasises that only a few basic principles need to be considered when presenting Grundfos to the outside world.

”Everybody throughout the organisation need to learn and employ these principles, because this is the only way we can maintain and develop knowledge about Grundfos in the mar-ket. Our objective is to prepare everybody representing Grund-fos to carefully consider the communication of our image.”

The principles for presenting Grundfos correctly will also be accessible via the Internet.

As part of the Beyond Kyoto climate conference in March, Grundfos launched a climate campaign called Future Now.

The objective of the campaign is to collect signatures and evidence to show that the politicians must reach an agreement at the COP15 Climate Change Conference.

The campaign runs on the web site future-now.com, where members of the general public can sign a petition, which will be handed to the politi-cians. The web site shows video clips recorded in the campaign’s mobile unit or on a computer with a web cam.

You can also join the campaign via future-now.com.

New style guide in the pipeline

The future is here

When the doors opened to this year’s ISH fair in March, it turned out – even more than ever – to be a truly international event: A record number of a third of the more than 200,000 visitors came from countries outside Germany.

As one of the 2,361 companies participating from 58 countries, Grundfos hosted a 722 square-metre stand laid out as a major city with buildings of differing sizes and effects demonstrating pumps. In addition to the entire Building Services pump programme, focus was on the way in which Grundfos offers additional value to its customers with ”products” that go far beyond the actual pumps – for example pump controls, customer training, service and online tools like WebCAPS.

At the fair, Grundfos received two awards for our circulator pumps: the Design+ award conferred by the German Design Council and the organisers of the fair for Magna 32-60 N as well as the Product of the Year Award from the readers of the RAS International magazine for ALPHA2.

Important fair to GrundfosThe ISH fair, which is held every other year in Frankfurt, is considered to be the most important exhibition to Grundfos in 2009 – in even years, Mostra Convegno in Milan takes this position.

Why, however, are these fairs so important to Grund-fos? Gmagazine puts this question to Ralf Brechmann, Managing Director of Building Services in the German Sales Company.

This campaign is a response to the overconsumption by modern society and is a tribute to technological advances.The objective is to have the Danes pick the low-hanging fruit and to make the po-liticians reach an ambitious agreement at the COP15 Climate Change Conference.The COP15 Climate Change Conference is organised by the UN and will be held in Copenhagen 7-18 December 2009.

Recognition at the fair of the year”Fairs allow us to tell other people about ourselves and

our products in personal encounters, ask for the visitors’ opinion and offer more information until they are con-vinced. We can also present real products – and in many cases we can show the products in operation. The customer can see, touch, feel and assess them”, Ralf Brechmann adds. He continues:

”A fair gives us a unique opportunity to act as a host to the customer. Mostly, we will meet the customer in his of-fice – and we will be sitting in the customer’s chair, drinking the customer’s coffee. Here, we can invite the customer inside, and offer them presents, food and beverages. We can present our products and demonstration plants. We can tell the Grundfos story and let the customer experience how impressive Grundfos is. This fair is simply an opportunity that is too good to miss.”


NO

TES

Group CO2 emissions must be reduced. If we fail to do so, Nature will hit back – hard. Therefore, Group Management has decided that Grundfos’ CO2 emis-sions must be reduced.

A project group has been set up for the purpose of presenting ideas on ways to reduce CO2 emissions within all areas, except products. The group has been asked to think outside the box and not feel constrained by anything.

The group held its first meeting on 19 May at the Poul Due Jensen Acad-emy. This was the only ”face to face” meeting the group will have.

In order to reduce CO2 emissions relating to travel, future meetings will be held as virtual meetings. The group comprises the following members:

Karen Touborg, Environment Engineer, Group Environment, GMABjørn Stig Hoffmann, Engineer, Group Properties, GMAKlaus E. Christensen, Environment, Health and Safety Consultant, GBJDavid Mortensen, Quality and Financial Manager, GMU Poul Toft Frederiksen, Senior Engineer, Research, GMAMatthias Wiese, Departmental Manager, Maintenance Department, GWP

The group members are very optimistic: ”We are happy to see that the targets have yet to be defined”, says Poul Toft Frederiksen. “That way, we can put our fingerprint on the final result.”

Get those CO2 emissions down!

Kim Klastrup præsenterer den Brand og design-manual i light-udgave, der beskriver basale principper for hvordan Grundfos præsenterer sig for omverdenen.

Karen Touborg and David Mortensen are testing the

system in cooperation with a representative from

Netdesign, who is delivering the system.

Grundfos received two awards at the ISH fair in

Frankfurt.

Consistent use of our logo, slogan, colours and other Group design elements strengthen the Grundfos brand and make it more difficult to abuse. This is the reason for disseminating a new style guide called “How to communicate the Grundfos Brand” to all Grundfos companies after the summer holidays. The style guide is intended to remind employees of how to cor-rectly use the Grundfos identity in all types of communication – from product packing to PowerPoint presentations.

Manager of Corporate Branding Kim Klastrup emphasises that only a few basic principles need to be considered when presenting Grundfos to the outside world.

”Everybody throughout the organisation need to learn and employ these principles, because this is the only way we can maintain and develop knowledge about Grundfos in the mar-ket. Our objective is to prepare everybody representing Grund-fos to carefully consider the communication of our image.”

The principles for presenting Grundfos correctly will also be accessible via the Internet.

As part of the Beyond Kyoto climate conference in March, Grundfos launched a climate campaign called Future Now.

The objective of the campaign is to collect signatures and evidence to show that the politicians must reach an agreement at the COP15 Climate Change Conference.

The campaign runs on the web site future-now.com, where members of the general public can sign a petition, which will be handed to the politi-cians. The web site shows video clips recorded in the campaign’s mobile unit or on a computer with a web cam.

You can also join the campaign via future-now.com.

New style guide in the pipeline

The future is here

When the doors opened to this year’s ISH fair in March, it turned out – even more than ever – to be a truly international event: A record number of a third of the more than 200,000 visitors came from countries outside Germany.

As one of the 2,361 companies participating from 58 countries, Grundfos hosted a 722 square-metre stand laid out as a major city with buildings of differing sizes and effects demonstrating pumps. In addition to the entire Building Services pump programme, focus was on the way in which Grundfos offers additional value to its customers with ”products” that go far beyond the actual pumps – for example pump controls, customer training, service and online tools like WebCAPS.

At the fair, Grundfos received two awards for our circulator pumps: the Design+ award conferred by the German Design Council and the organisers of the fair for Magna 32-60 N as well as the Product of the Year Award from the readers of the RAS International magazine for ALPHA2.

Important fair to GrundfosThe ISH fair, which is held every other year in Frankfurt, is considered to be the most important exhibition to Grundfos in 2009 – in even years, Mostra Convegno in Milan takes this position.

Why, however, are these fairs so important to Grund-fos? Gmagazine puts this question to Ralf Brechmann, Managing Director of Building Services in the German Sales Company.

This campaign is a response to the overconsumption by modern society and is a tribute to technological advances.The objective is to have the Danes pick the low-hanging fruit and to make the po-liticians reach an ambitious agreement at the COP15 Climate Change Conference.The COP15 Climate Change Conference is organised by the UN and will be held in Copenhagen 7-18 December 2009.

Recognition at the fair of the year”Fairs allow us to tell other people about ourselves and

our products in personal encounters, ask for the visitors’ opinion and offer more information until they are con-vinced. We can also present real products – and in many cases we can show the products in operation. The customer can see, touch, feel and assess them”, Ralf Brechmann adds. He continues:

”A fair gives us a unique opportunity to act as a host to the customer. Mostly, we will meet the customer in his of-fice – and we will be sitting in the customer’s chair, drinking the customer’s coffee. Here, we can invite the customer inside, and offer them presents, food and beverages. We can present our products and demonstration plants. We can tell the Grundfos story and let the customer experience how impressive Grundfos is. This fair is simply an opportunity that is too good to miss.”


The assignment was clear: Follow-ing a request from the Danish Foreign Ministry and the United

Nations (the UN, eds.), Grundfos participated, for the first time ever, in a large-scale NATO manoeuvre called Lightning Knight at the military train-ing grounds at Oksbøl, Denmark. This now means that, as a Group, we have opened ourselves up for increased cooperation and dialogue with public organisations.

Lieutenant-Colonel Sven Straarup, head of civil/military cooperation in the NATO Response Force, tells about the background that led to a historic invitation to a private company.

”We need to involve and coordinate as many military, humanitarian and business-related components as pos-sible in order to create overall results and to stabilise countries that are on

the verge of disintegrating”, says Sven Straarup.

The purpose of the manoeuvre at the West Jutland training grounds was to solve a number of challenges that had been created for the occasion: The lack of water in refugee camps, the fight against organised crime, and a major disaster requiring the re-housing of 10,000 people. All of these were made-up problems, but according to the UN they are not far removed from real-life scenarios around the world.

International aid work”Helping people to help themselves does not only involve aid, but also industrial development. This is some-thing that civil/military cooperation can contribute to. This is the first time that we have had Grundfos representa-tives, and thus private businesses, on

board, and your participation has given us valuable insight, for example in relation to the requirements you make to the ethical standards and values of African business partners”, says Sven Straarup.

During the manoeuvre, Grundfos was responsible for offering prac tical solutions on how to, for example, pro-vide clean drinking water.

The cooperative approach, i.e. com-bining private and public resources, is in line with the conclusions of a report that was recently published by the Africa commission. The commission had been set up by the Danish Foreign Ministry, and its recommendations were to refocus on international aid work, allowing private sector-driven economic growth to generate jobs for the rapidly growing young African population.

Private companies are called on to play a humanitarian role in hot spots around the world – Grundfos contributes with our knowledge of water, among other things.

By Dan Prangsgaard

Lieutenant-Colonel Sven Straarup, NATO, hopes that Grundfos will play an active role in future aid work.


DENMARK

The assignment was clear: Follow-ing a request from the Danish Foreign Ministry and the United

Nations (the UN, eds.), Grundfos participated, for the first time ever, in a large-scale NATO manoeuvre called Lightning Knight at the military train-ing grounds at Oksbøl, Denmark. This now means that, as a Group, we have opened ourselves up for increased cooperation and dialogue with public organisations.

Lieutenant-Colonel Sven Straarup, head of civil/military cooperation in the NATO Response Force, tells about the background that led to a historic invitation to a private company.

”We need to involve and coordinate as many military, humanitarian and business-related components as pos-sible in order to create overall results and to stabilise countries that are on

the verge of disintegrating”, says Sven Straarup.

The purpose of the manoeuvre at the West Jutland training grounds was to solve a number of challenges that had been created for the occasion: The lack of water in refugee camps, the fight against organised crime, and a major disaster requiring the re-housing of 10,000 people. All of these were made-up problems, but according to the UN they are not far removed from real-life scenarios around the world.

International aid work”Helping people to help themselves does not only involve aid, but also industrial development. This is some-thing that civil/military cooperation can contribute to. This is the first time that we have had Grundfos representa-tives, and thus private businesses, on

board, and your participation has given us valuable insight, for example in relation to the requirements you make to the ethical standards and values of African business partners”, says Sven Straarup.

During the manoeuvre, Grundfos was responsible for offering prac tical solutions on how to, for example, pro-vide clean drinking water.

The cooperative approach, i.e. com-bining private and public resources, is in line with the conclusions of a report that was recently published by the Africa commission. The commission had been set up by the Danish Foreign Ministry, and its recommendations were to refocus on international aid work, allowing private sector-driven economic growth to generate jobs for the rapidly growing young African population.

Private companies are called on to play a humanitarian role in hot spots around the world – Grundfos contributes with our knowledge of water, among other things.

By Dan Prangsgaard

Lieutenant-Colonel Sven Straarup, NATO, hopes that Grundfos will play an active role in future aid work.


DENMARK


Not many people are talking about Business Excellence (BE) with their children every day, but this was

nevertheless the job given to the employees of Grundfos’ Hungarian manufacturing company, GMH. A decision was made to attach simple explanations under individual headings regarding the nine chapters of the BE model. The employees were asked to make themselves acquainted with the ex-planations and communicate them to their families. Based on the explanations, the youngest family members were asked to try to illustrate the model as best they could.

Out of the more than 300 submitted

children’s drawings, nine winners were selected to represent the main points of the BE model. The drawings clearly showed that parents and children had managed to gain a better understanding of Business Excellence. The winning drawings were subsequently framed and hung on the factories. In addi-tion, the drawings were used to make GMH’s annual BE document – which is otherwise dominated by text and tables – more invit-ing.

The drawing competition was part of the process running up to GMH’s annual evalu-ation of their progress in relation to the BE model. After a four-day visit by BE assessors,

General Manager Laszlo Torok and the rest of the company was happy to achieve a score of 365 points out of 1,000, an almost 100-point increase since the last assessment in 2008.

In addition to the effects that were achieved from the competition, the feedback received also shows that the employees’ children gained a better understanding of the work their parents do every day. Since the competition, the participants have said that the children spent a lot of time drawing and asking their parents about their work.

See one of the children behind the win-ning drawings on the back page.

KEy PErFOrmANCE rEsuLTs

PEOPLE rEsuLTs

LEADErsHIP

POLICy AND sTrATEGy

PArTNErsHIP AND rEsOurCEs

PrOCEssEs

PEOPLE

sOCIETy rEsuLTs

Children’s drawings promote a better understanding

Music festival is a great challengeDuring the past few years, WLT – a

small enterprise with only four employees – has been responsible

for handling both the drinking water and wastewater at the Pinkpop festival as well as several other Dutch festivals. WLT chose Grundfos as the supplier of pump systems for the Pinkpop festival as they wanted a reli-able and user-friendly brand. However, it was also important to them that Grundfos is a well-known brand that is recognised around the world.

The lavatories, showers, kitchens and bars

at the festival used a total of 2.5 million litres of water, and just as much wastewater must be dealt with and disposed of. Grundfos installed three CR pumps for drinking water and 17 SEG grinder pumps, one SE waste-water pumps and 12 mixers for wastewater disposal.

John Van den Hurk, who is both the Managing Director and the field engineer of WLT, says that the pump systems at a festival simply must work – there is no time to test them beforehand.

”Just imagine the items visitors to the

festival flush down the toilets – everything from empty cans to towels. Yet, the Grundfos pumps did not fail”, he says.

Peter Jansen from Grundfos Netherlands explains why, in his opinion, only Grundfos pumps are installed at the Pinkpop festival.

”When you consider that all these people use the lavatories constantly, you cannot tell them to wait a minute. So therefore it is important to have a reliable pump system.”

By Per Andreasen

Grundfos pumps provide drinking water and dispose of wastewater during the Dutch Pinkpop festival

Pinkpop in briefThe Pinkpop festival is held every year for three days around Whitsun at the festival grounds MEGALAND in the town of Landgraad – and the artists in 2008 included Metallica and the Verve.

The 823 lavatories and 281 showers at the festival grounds must be able to take the pressure from 60,000 visitors who drink around 250,000 litres of beer.


THE NETHERLANDS HUNGARY


Not many people are talking about Business Excellence (BE) with their children every day, but this was

nevertheless the job given to the employees of Grundfos’ Hungarian manufacturing company, GMH. A decision was made to attach simple explanations under individual headings regarding the nine chapters of the BE model. The employees were asked to make themselves acquainted with the ex-planations and communicate them to their families. Based on the explanations, the youngest family members were asked to try to illustrate the model as best they could.

Out of the more than 300 submitted

children’s drawings, nine winners were selected to represent the main points of the BE model. The drawings clearly showed that parents and children had managed to gain a better understanding of Business Excellence. The winning drawings were subsequently framed and hung on the factories. In addi-tion, the drawings were used to make GMH’s annual BE document – which is otherwise dominated by text and tables – more invit-ing.

The drawing competition was part of the process running up to GMH’s annual evalu-ation of their progress in relation to the BE model. After a four-day visit by BE assessors,

General Manager Laszlo Torok and the rest of the company was happy to achieve a score of 365 points out of 1,000, an almost 100-point increase since the last assessment in 2008.

In addition to the effects that were achieved from the competition, the feedback received also shows that the employees’ children gained a better understanding of the work their parents do every day. Since the competition, the participants have said that the children spent a lot of time drawing and asking their parents about their work.

See one of the children behind the win-ning drawings on the back page.

KEy PErFOrmANCE rEsuLTs

PEOPLE rEsuLTs

LEADErsHIP

POLICy AND sTrATEGy

PArTNErsHIP AND rEsOurCEs

PrOCEssEs

PEOPLE

sOCIETy rEsuLTs

Children’s drawings promote a better understanding

Music festival is a great challengeDuring the past few years, WLT – a

small enterprise with only four employees – has been responsible

for handling both the drinking water and wastewater at the Pinkpop festival as well as several other Dutch festivals. WLT chose Grundfos as the supplier of pump systems for the Pinkpop festival as they wanted a reli-able and user-friendly brand. However, it was also important to them that Grundfos is a well-known brand that is recognised around the world.

The lavatories, showers, kitchens and bars

at the festival used a total of 2.5 million litres of water, and just as much wastewater must be dealt with and disposed of. Grundfos installed three CR pumps for drinking water and 17 SEG grinder pumps, one SE waste-water pumps and 12 mixers for wastewater disposal.

John Van den Hurk, who is both the Managing Director and the field engineer of WLT, says that the pump systems at a festival simply must work – there is no time to test them beforehand.

”Just imagine the items visitors to the

festival flush down the toilets – everything from empty cans to towels. Yet, the Grundfos pumps did not fail”, he says.

Peter Jansen from Grundfos Netherlands explains why, in his opinion, only Grundfos pumps are installed at the Pinkpop festival.

”When you consider that all these people use the lavatories constantly, you cannot tell them to wait a minute. So therefore it is important to have a reliable pump system.”

By Per Andreasen

Grundfos pumps provide drinking water and dispose of wastewater during the Dutch Pinkpop festival

Pinkpop in briefThe Pinkpop festival is held every year for three days around Whitsun at the festival grounds MEGALAND in the town of Landgraad – and the artists in 2008 included Metallica and the Verve.

The 823 lavatories and 281 showers at the festival grounds must be able to take the pressure from 60,000 visitors who drink around 250,000 litres of beer.


THE NETHERLANDS HUNGARY

When adults write about Business Excellence, which is basically about using common sense in your everyday life, the descriptions of the concept are rarely all that colourful.

Therefore, the Hungarian manufacturing company, GmH, made an attempt to look at Business Excellence through the eyes of children while at the same time spicing it up.

Here, the proud artist of one of the winning drawings, 6-year-old mátyás madler, presents his drawing, standing next to his father, Gabor madler, who is a Project Engineer at GmH. The drawing depicts everyday life in pretty green surroundings because of Grundfos products.

read more on page 47.

Common sense as seen through the eyes of children

Documents

THEME ON SALESnotesfile/Gmag UK_Juli_final...an area which is only rarely visited by Grundfos employees. 40 30 CONTENTS S Samsung shipyard impressed with Grundfos Grundfos is well-known