SUSTAINABILITY REPORT - Grundfos

2009

SUSTAINABILITY REPORT

Ábrahám Sándorné  Ábrahám Tibor  Aczél Henriette  Ács Andrea  Ács Sándor  Acsády Árpád Márk  Ácsi Marianna  Ádám Árpád  Adamek Ferenc  Agócs László  Ágoston Tamás  Ajkayné Zólyomi Ottilia  Albert Ferenc 1  Albert Ferenc 2  Albert Ferencné  Albert Mihály  Albrecht Rajmund  Alföldi Péter  Almási Tibor  Alt Orsolya  Amschl Ferenc  Amschl Ferencné  Amschl Géza  Amschl János  Amschl Melinda  Amschlné Czigler Henriette Aranka  Anderla Attiláné  Andorfer Tamás  Angyalvári Zsoltné  Antal Balázs  Antal Dénes  Antal Kálmán  Árendás László  Árendás Zoltán  Árva Renáta Andrea  Árvai Beatrix  Árváné Kuris Edina  Asbóth Szabolcs  Aschenbrenner József  Babinszki Attila  Bábszki Gábor  Bagaméri Csaba  Bagamériné Csija Erzsébet  Bagi Péterné  Baglyas András  Bágyi Krisztián  Bajczik János  Bajcsai István László  Bajkó Antal  Bajnok Gábor  Bajtai Ágota Klára  Bakó Zoltán  Bakonyi István  Bakonyi József  Bakonyi László  Bakos László  Bakos Márk  Balázs Csilla  Balázs Imre  Balázs Nikoletta  Balázs Zoltán  Balázsfalviné Tankó Rita  Bali Sándor  Bálinger László  Bálint Árpád  Bálint Károly  Bálint Margit  Ballabás Dóra  Ballóné Egerszegi Anita  Balog Zsolt  Balogh András  Balogh Attiláné 1  Balogh Attiláné 2  Balogh Éva  Balogh Ferenc  Balogh István 2  Balogh Józsefné  Balogh Péter  Balogh Péterné  Balogh Réka Ágnes  Balogh Sándor  Balogh Sándor Attila  Balogh Zoltán  Baloghné Wenzdorfer Julianna  Bán Lajos  Bán László  Bán Sándor  Banai Zoltán  Bándi Dénesné  Bandi Renáta  Bánházi Bernadett Judit  Bánkuti Árpád  Bányai Catoca Györgyi Brigitta  Barabás Zsuzsanna  Baracskai Norbert  Bárándi Istvánné  Baranya Tibor  Baranyák Zoltán  Baranyi Éva  Baranyi János  Baranyi Jánosné  Barassó Ferenc Géza  Barbu János  Barkaszi Mihály  Barkóczi Béla  Barkóczi Béláné  Barna Andrásné  Barna Miklós  Barsvári Anett  Barsvári Csaba  Barta Dávid  Barta Gáborné  Barta Zoltán  Bartha József  Bartha Sándor  Bartman Sándor 1  Bartman Sándorné  Basternák Mónika  Bátai Eszter  Batalka Balázs  Bázsa Mártonné  Bazsó József  Bazsó Zoltán  Béber Istvánné  Becker Adrienn  Bede István  Bede-Paszkosz Anita  Bédi Renáta  Bédiné Geng Anita  Bednárik Zsolt  Bedő István  Bedő István 2  Bege Attila  Bege-Bódai Krisztina  Beke Barbara  Békési Brigitta  Bekő Edina  Bekő Ferencné  Belvári Jánosné  Bencze Katalin  Bencze Lajos 2  Bende Zoltán  Bengyik Zoltán  Benkóczki Balázs  Benő Erzsébet  Bensicz György Adrián  Benyák Iván  Bere Lajos  Berecz Tamás  Bereczk Ágnes  Bereczki Dániel  Bereczki Erzsébet  Berek István  Béres Mihály  Béres Zsófia  Berki Alexandra  Berki Andorné  Berki Attila Ádám  Berki Jánosné  Berki Zsolt  Berlik Balázs  Bernát Gabriella-Éva  Bertalan Richárd  Besnyői Géza  Besnyői Gézáné  Beutl Alexandra  Beutl Zoltánné  Biacsi Zsolt  Bicsákné Moós Tünde  Bilicska Ferenc  Biri Bálintné  Bíró Bernadett  Biró József  Bíró László 1  Bíró Péter  Biróné Kósa Natália  Bistei Anna  Blanár János  Bócsi Attila  Boda Ilona Mária  Bodányi Csilla  Bodisné Pogács Annamária  Bodnár István  Bodnár Istvánné  Bodnár Zoltán  Bodó Anna-Mária  Bodó Attila  Bodó Krisztián  Bodó Krisztiánné  Bódog Imréné  Bódor Attila  Bodor Józsefné  Bodorné Antretter Éva  Bodrog Rudolf  Bódy György  Bogárné Bíró Ildikó  Bognár Károly  Bohácsiné Váltó Erika  Bohák Andrásné  Bokor Csaba  Bokor Izabella  Bokos Andrea  Bokros Béla  Boldizsár Péter  Boldog Judit  Bolemant László  Boltsek Gábor  Bolyós Tibor  Bóna Imréné  Borbély Attila  Borbély Balázs  Borbély Ferenc  Borbély Imre Sándor  Borbély József  Borbély Lajosné  Borbényi Gábor  Borda László  Borda Tibor  Bordács Tímea  Borka Krisztina  Boros Attila  Boros Gyula  Boros Katalin Éva  Boros László  Boros Nikolett  Borosné Csicsman Éva  Bors Gábor  BorsTerézia  BorsTibor  Borsi Imre  Borsos Balázs  Borsos Gyula  Borszuk Gábor  Borvendég Szabina  Bosnyákovits László  Botos Ágnes  Botos Sándor  Bottyán Imre István  Bottyán János  Bozó László József  Bozsó Ferenc  Bőde Gyuláné  Böjtös Sándor  Bökönyszegi Balázs  Bőle Tünde  Börzsei Judit  Bősze Melinda  Brányi Csaba  Brujmann László Zsolt  Bucher Péter  Buchholz Balázs  Budaházi Zoltán  Budaháziné Kiss Erika Erzsébet  Budai Ágnes  Budai Ljubov  Budavári Zsolt  Bujdos Gábor  Bujdosné Pap Éva  Bujdosó Andrea  Bukó Tímea  Bukovicsné Csik Katalin  Burnyoczki Mária  Buza Györgyi  Czaffer Lajosné  Czakó Mihályné  Czakó Róbertné  Czelec Tamás  Czemmel Péter  Czencz Ferenc  Czettisch Márton  Czibula Zsolt  Czibuláné Kovács Ildikó  Czibulka Vanda  Czibulkáné Bökő Julianna  Czifrik Gabriella  Czifrik Imre  Czitros Alexandru  Czitros Loránt Sándor  Czitros Tünde Mária  Czvitkovics Gergely  Csabai József  Cságola József  Csajbók László  Csákai Lajos  Csáki Miklósné  Csákvári Miklós  Csanádi Árpád  Csanaki Attila  Csány Géza  Csányi Róbert  Csányiné Berg Andrea  Csapcsár Adrienn  Csaplár Brigitta  Csatári Zoltánné  Csatay Miklós  Cseh Lászlóné  Csehiné Menyhért Edit  Csehné Csikós Adrienn  Cseke Éva  Cseke Tibor  Csendes Attila  Csendes Tibor  Csengeri Ramóna  Csengeri Róbert  Csengeri Zsuzsanna  Csép Zoltán  Cser Ágnes  Cser Anita  Cser István  Cséri Ferenc  Cséri Zoltán  Csériné Horváth Krisztina  Cserné Nagy Zsuzsanna  Cserni Sándor  Csicsószki Jánosné  Csík György  Csik István  Csik Jusztina  Csík Rezső  Csiki Ferenc  Csikós Zsuzsanna  Csincsa István  Csipes Krisztina  Csipkereki Mihályné  Csizmadia Zoltán  Csizmazia László Csaba  Csóka László  Csonka Péter  Csonka Zsolt  Csonkáné Kovács Katalin  Csóra Miklós  Csorba Katalin  Csordás Csaba  Csordás Gábor  Csordás Péter  Csögör Tibor  Csukás Kinga  Csurgó Szilvia  Daday Anita  Dalkó Sándor  Dancsiné Schnéberger Erika  Dani Istvánné  Dániel András  Dániel Zoltán  Danka Attila 1  Danka Nikolett  Dankó Béláné  Danó Lászlóné  Darmoné Pintér Melinda  Daróczi Péter  Daróczy László  Dávid Roland  Dávid Roland 1  Dávidházi Bernadett  Dávidházi Csongor  Deák Nikoletta  Deák Zoltán  Decmann-né Herczeg Anna  Demeter Linda  Demeter Péter  Demeterné Szabó Renáta  Dénes Krisztina  Deres Norman Tamás  Derzsi Gyula  Dévai Attila  Dévényi Ferenc  Diczkó Zsolt  Dinnyés Szilvia  Dobainé Polczer Edina Erika  Dobos János  Dobrádi Sándor  Dobrádi Sándorné  Dodek János  Doma Zsuzsanna  Domahidy Viktor  Domján András József  Döme Ferenc  Dömötör Gábor  Dömötör Márton  Dömötör Péter  Dömötör Zoltán  Dömötör Zoltánné  Dörner Richárd  Dr. Kocsis Zoltán  Dr. Szabó Rudolfné  Drahos Zoltán  Droppil Ramóna  Dudás István 2  Dukát Zoltán  Duma Lászlóné  Durkó Máté  Durkóné Kapcsándi Zsuzsanna  Durmits Arabella Katalin  Eck Istvánné 2  Eck Tamás  Eck Viktor  Ecsedi János  Egri Tamás  Egyed Alajos  Eichhardt Ádám Máté  Eigner Máté  Eisemann-Puchler Krisztina  Ekési Gábor  Ekőné Erőss Szerena  Elek Attila  Elekes Gáborné  Eördögh Zsuzsanna  Érchegyiné Benedek Nóra  Erdelics Tiborné  Erdélyi Árpád  Erdélyi János  Erdélyiné Raffay Erzsébet  Erdész Zsolt  Erdős Imre  Erős Ferencné  Erős Zsolt  Eszik Zsolt  Eszikné Würtz Henrietta  Fábián József  Fábián Tibor  Fakli Csaba  Falu Ferenc  Falu Tamás  Falusi Csaba  Faragó Adrienn  Faragó Ferenc  Farkas Ákos  Farkas Andrea  Farkas Anna  Farkas Attila  Farkas Csaba  Farkas Dániel  Farkas Ferenc  Farkas Ferenc 2  Farkas Ferencné  Farkas Gábor Viktor  Farkas Lászlóné  Farkas Sándor  Farkas Zoltán 1  Farkas Zoltán 2  Farkasdi Istvánné  Farkasné Köves Eleonóra  Farkasné Kunvári Edina  Farkasné Takács Ágnes  Farkasné Valcsák Andrea  Farkasréti Tamás  Fazekas János  Fazekas Veronika  Fehér Anita  Fehér Badics Barnabás  Fehér Balázs  Fehér Csaba  Fehér Csabáné  Fehér Gábor  Fehér György  Fehér Ibolya  Fehér Katalin  Fehér Zsolt  Fehérné Szépvölgyi Katalin  Fehérvári Lilla Zea  Fejes József  Fejesné Rituper Gabriella  Fekete Attila  Fekete Attila 1  Fekete Erzsébet  Fekete Imre  Fekete István  Fekete János  Fekete József  Fekete Józsefné  Fekete Katalin  Fekete Tibor 1  Feketéné Orosz Gabriella  Fenekes Lajosné  Fenekes Zsolt  Fenyvesi Attila  Fenyvesi József  Fenyvesiné Zádori Klára  Ferencz Lajos  Ferencz Levente  Ferencz Szabolcs  Ferenczi Zoltán  Ferenczi Zoltán Zsolt  Fiala Ákos  Fiala Judit  Ficzere Georgina  Fidrichné Szücs Szilvia  Filep Zoltán  Filotás Ferenc  Filotás Zoltán  Flórján László  Fodor Róbert  Fodor Sándor  Fodor-Pap Istvánné  Foki Béla  Fonyódi Ferenc  Forgács László  Forgács Marina  Forgácsné Vincze Andrea  Földesi Tamás  Földházi István János  Földi Julianna  Fövényi Imréné  Frenyó György  Fricz-Szabados Mónika  Fridrich Tamás  Friedel Attila  Friedel Éva  Friktonné Kovács Mónika  Fucskó Ferenc  Füleki Miklós  Fülöp András  Fülöp György  Fülöpné Stugner Mónika  Füredi Attila  Füstös Judith  Gabnay Zoltán  Gál Gizella  Gál Mihály  Galántai Gábor  Galgán Józsefné  Galiczáné Újvári Erzsébet  Ganyi Zsolt  Garai Gabirella  Garai Vilmos  Gáspár Attila Ferenc  Gáspár Attila Ferencné  Gaszner Gábor  Gazdik László  Gazsi Béla  Gécsikné Máté Mónika  Geiszt József  Gelencsér Zsuzsanna  Gergely Zoltán  Gergő Rozália  Gerstmár Csaba  Glász Tímea Bernadett  Gohér János  Goldschmidtné Deák Éva  Gombainé Harpauer Szilvia  Gombolai Gábor  Gombolai Imréné  Gombos Katalin  Gombos Péter  Gonda Csilla  Gorzás Zoltánné  Gostenschnik Rudolfné  Gosztola Petra  Gottschi József  Gönczi Tibor  Görbe István János  Görög Tímea  Grabeczné Mernyei Mirjana  Grigoliátné Nyikos Mária  Gróf András  Guba Edit  Gubinyi Gyuláné  Gulrich Krisztina  Gulrich László  Gulyás Zoltán  Gutai Zoltán  Guzmics Eszter  Gyenes János  Gyéresi-Siklodi Carol  Gyéresi-Siklodi Éva Rozália  Gyimesi Attila  Gyimesi Zoltán  György Sándor  Győri Károlyné  Gyuga István  Gyulay-Tóth Barbara Klára  Gyurkovics Andrea  Gyüréné Pachl Tímea  Habony László  Hack Lajos  Hadjadj Márta  Haffner Ádám  Hafner Gábor  Haga Józsefné  Haidel János István  Haiser Tamás  Haiser Tamásné  Hajdu Andrea  Hajdu Lászlóné  Hajdu Mátyás  Hajlinger Csabáné  Hajmási Zoltán  Hajós Ottó  Háklár Gyula  Halász Gábor 2  Halász Gyuláné  Halász Tímea  Halász Veronika  Halász Zoltán  Halász Zsolt  Halla Terézia  Halom Albert Dénes  Hamar Tamás  Hamarné Rácz Eleonóra  Hamburger Ádám  Hamburger József Ifj.  Hamza József  Hamza Péter 1  Hamza Péter 2  Hamza Tibor  Hamza Zoltán  Handler Csaba  Hanzli István  Haraszta Bernadett  Harasztáné Horváth Anna  Harcsa Gábor  Hári Bernadett  Harmati Csaba  Harsányi Józsefné  Hartman Nándorné  Hartmann Zoltán  Hastó Dávid  Hastó László  Hataier Béláné  Határvölgyi Jánosné  Hauzer Teréz  Havancsák Józsefné  Havasi György  Havrilla Ferenc  Hebők Antal  Hegedűs Gergely  Hegedűs László  Hegedűs Tünde  Hegyaljai Gábor  Hegyháti Balázs  Hegyi László 1  Hegyi László 2  Hegyi Lászlóné 1  Hegyi Lászlóné 2  Hegyi Vince  Heizerné Hajdók Renáta  Heller Dávid  Heltay László  Herbertné Orbán Ildikó  Hercegné Vajay Beáta  Herczeg Imre  Herczig Györgyné  Herczog Mónika  Herger Józsefné  Hernádi Bíborka Kíra  Hernádi Károly  Herpergel Józsefné  Herr János  Hevesi Mónika  Hevesiné Linczmayer Andrea  Hezler Csaba  Hidi Albert  Hidi Anna Mária  Hidi Hunor  Hlogyik László 1  Hoffart Ágnes  Hoffart Mária  Hoffher Péter  Hoffman Imre  Hofman Norbert  Hofmanné Bognár Katalin Mónika  Holchacker Renáta  Hollósi Attila  Hollósi Lászlóné  Holzhacker Attila  Homoki Zsolt  Horn Péter  Horny Lászlóné  Horváth András  Horváth Attiláné  Horváth Balázs 2  Horváth Csaba  Horváth Edina  Horváth Ferenc  Horváth Ferencné  Horváth Gábor 3  Horváth Gábor 4  Horváth Gábor Ákos  Horváth Gyöngyi  Horváth Gyula  Horváth Hajnalka  Horváth Ildikó  Horváth István  Horváth Istvánné  Horváth Judit  Horváth Károly  Horváth Krisztián 1  Horváth László 1  Horváth László 2  Horváth László 4  Horváth Lászlóné  Horváth Magdolna  Horváth Miklós  Horváth Mónika  Horváth Renáta  Horváth Rita 2  HorváthTibor  HorváthViktória 1  HorváthViola  Horváth Zoltánné  Horváth Zsuzsanna Julianna  Horváthné Friman Melinda  Horváthné Kalmár Judit  Horváthné Melkovics Ágnes  Horváthné Richter Tímea  Hoschek Gáborné  Hosszú Ferenc 1  Hujber János  Hulj Attila  Huszár Mónika  Huszár Róbert  Huszti Anita  Ignácz Ferenc  Ilcsik Józsefné  Ilyés Aranka  Ilyés Ferenc  Imeli Zsuzsanna  Imre Ferenc  Imre Zoltán  Ivánczi Lászlóné  Ivanics Mónika  Ivánszki László  Jacsó Rajmund  Jagadics Krisztina  Jáger Imréné  Jáhn Balázs  Jakab Melinda  Jakab Róbert  Jakoda Benedek Sándor  Jaksiné Héhn Erzsébet  Jámbor Károly  Janászek Róbert  Janik Zoltán  Janka Bernadett  Janka Tiborné  Janovszky Erzsébet  Járfás Kálmán  Járinka Róbert  Járóka József  Jéger Éva  Jelinek István  Jelinek Zsuzsanna  Jelinkó József  Jelinkó Tibor  Jelinkó Tiborné  Jenei Krisztián  Jeneiné Kovács Krisztina  Joó Gyöngyvér  Joó Sándor  Józsa Katalin  Juhász Csaba 2  Juhász Ildikó  Juhász János  Juhász József 2  Juhász Tibor  Juhász Zoltán 1  Junger Krisztián  Juvancic Attila  Jünger Zsolt  Jüngling Gábor  Kaczné Szabó Erika  Kacsó Erzsébet  Kacsó Imre 1  Kacsó Imre 2  Kacsó István  Kádár Gergely  Kádár Zsolt  Kaiser Tibor  Kajfis Lajos 1  Kajfis Lajosné  Kakula Péter  Kalcasz János  Káldi Tamás  Kalmár Károly  Kaluha Gábor  Kaluháné Saláth Erzsébet  Kálvári Károly  Kanizsay Zsolt  Kaposvári Frida  Karanicz Krisztián  Karbulák Andrea  Karcsai Izabella  Kardos Brigitta Mónika  Kardos Sándorné  Kardos Tamás  Karkóné Werle Erzsébet  Karkuczka Tamás  Karkuczka Tamásné  Kárpáti János  Kass Naomi  Kastal Attila  Kaszab Anikó  Kaszab Zsolt  Katler Gábor  Katler Mónika  Katona Bálint  Katona Mária  Katona Sándor  Katona Tamás  Kecskés Beáta  Kecskés István  Kecskés Róbert  Kelemen Tamás  Kelemen Zsolt  Keller Attila  Kemecsi László  Kempa Attila  Kenderessy László  Képli László Dániel  Kerek István  Kerek Katalin  Kerekes Éva Andrea  Kerékgyártó Ildikó  Kerékgyártó Tímea  Kerényi László Péter  Kerényi Zoltán  Kéri Józsefné  Kéri Viktor  Kerschbaumayer Pál  Kertész Ádámné  Kertész Istvánné  Kertész Józsefné  Kertész Sándor 1  Keszeg Ferenc  Keszei Dóra  Keszler Józsefné  Kiefer Miklós  Kifferné Endes Anikó  Király Gábor  Király István  Király Katalin  Király László  Király Zita  Kis Júlia  Kis Róbert  Kis Zoltán  Kisari Sándor  Kisari Sándorné  Kis-Gergely Adrienn  Kishonti András  Kispatakiné Szilágyi Tímea  Kiss Ádám Henrik  Kiss Antal  Kiss Attila  Kiss Balázs  Kiss Csaba Sándorné  Kiss Gabriella  Kiss Gergely  Kiss Gyöngyi  Kiss Györgyné  Kiss Ildikó  Kiss István  Kiss Istvánné  Kiss János 2  Kiss Károly  Kiss Katalin Anna  Kiss Krisztina  Kiss Lajosné  Kiss László  Kiss László 2  Kiss Norbert  Kiss Oszkár  Kiss Péter  Kiss Sándor  Kiss Viktor Tamás  Kiss Virág  Kissné Herczog Anita  Kissné Kurucsó Szilvia  Kissné Varga Irén  Kisvári Lászlóné  Klausz Ágota  Kléman Péter Tamás  Klestenitz Zoltán  Koblinger Péter  Kocsiczki Julianna  Kocsis Melinda Éva  Kocsis Tiborné  Kocsis Zsigmond  Kocsis-Lázár Andrea  Kocsisné Szénás Emma  Kókány Gyuláné  Kollárdi Attila  Kollárné Misur Mónika  Koller Brigitta  Koller Éva  Kolompár Ferenc  Kolozsvári Renáta Zsuzsanna  Komárné Koszper Helga  Komlósi Erzsébet  Komlósi János  Kopacz Géza  Koródi Andrea  Koroknai Imréné  Kósa András József  Kósa Zsolt  Kostyál Andrea  Kostyál Mihály  Kószás Péter  Koszovánné Steiner Tímea  Kovács András  Kovács Attila 1  Kovács Attila 2  Kovács Attiláné  Kovács Dezső  Kovács Edit 1  Kovács Edit 2  Kovács Ernő  Kovács Éva  Kovács Ferenc  Kovács Gábor 2  Kovács Gábor 4  Kovács Gábor Jánosné  Kovács Gergely  Kovács Ilona  Kovács István 4  Kovács Jánosné  Kovács József  Kovács József 1  Kovács József László  Kovács Krisztián Csaba  Kovács Krisztina  Kovács Margit  Kovács Mónika  Kovács Szabolcs  Kovács Tamás  Kovács Tibor 3  Kovács Viktor  Kovács Zoltánné  Kovács Zsolt 1  Kovács Zsolt 3  Kovácsné Erdélyi Erika  Kovácsné Valcsák Erika  Kovácsné Zsidákovics Mária  Kováts Andrea  Kozma Adrienn  Kozma István  Könyves Eszter  Köő Lászlóné  Kőpataki József  Köpe István Attila  Körmendi Béla  Kővári Antal  Kővári Tibor  Köves József  Králl Dániel  Krámer László  Krasznai Tímea

TABLE OF CONTENTS

SUSTAINABILITY REPORT

2009

Table of contents

1

1 INTRODUCTION

3

2 OUR COMPANY Grundfos A/S – the parent company

9 10

Grundfos Manufacturing Hungary Ltd.

12

Company management

14

Financial results

17

3 LEADERSHIP

21

Values, vision and mission

23

Thinking ahead in operation – the precautionary approach

25

Need for sustainable development

26

Business Excellence

26

Ethical and legal attitude

30

Recognition of values

30

4 OUR PEOPLE

33

Social responsibility

34

Employment

35

HR strategy and the effects of the economic crisis

36

Planning, management and development of human resources

36

Career and talent management

37

Trainings

40

Employee satisfaction

40

Wages and benefits

41

Occupational health and safety

43

5 PARTNERSHIP AND COMMUNITY INVOLVEMENT

49

Opinion of our stakeholders

50

Our customers

52

Our suppliers

53

Professional organizations

56

Local communities

57

6 ENVIRONMENTAL RESPONSIBILITY

61

Environmental Management System

62

Climate change – Growing corporate responsibility

65

Conservation of energy resources

67

Waste management

69

Water consumption

72

Emission of air pollutants

73

Environmental costs, expenses and savings

74

Appendix – GRI content index

78

Appendix – Non-relevant indicators

80

Appendix – Parameters of the report

80

INTRODUCTION

„You are now reading the first sustainability report of Grundfos Manufacturing Hungary Ltd, which is celebrating its 10th anniversary this year. This report, where we tried to summarize our results and ambitions, has been prepared mainly for our employees, the local municipal communities and our suppliers.” László Török, General Manager

1 INTRODUCTION

2>3

BY SUSTAINABILITY WE MEAN ACHIEVING ECONOMIC OBJECTIVES OF OUR COMPANY BY TAKING SOCIAL RESPONSIBILITY AND DECREASING IMPACT ON ENVIRONMENT, BY MEANS OF WHICH WE WILL BE ABLE TO PROVIDE SOUND SUSTAINABLE BUSINESS.

INTRODUCTION

„Grundfos is a good place to work at. Naturally it is far from being sufficient if only I say that about us. Our employees, partners and products should also indicate it.”

stantial development over the past ten years. We should take into account that besides transfers we are entrusted with the manufacturing of more and more new products, with possibilities of professional and personal development, establishment of Research and Development (R&D) and recently approved establishment of the Financial Shared Service, all of which are the results of the GMH success, and none of them would come into existence if Grundfos was not a good workplace and the majority of our employees did not think so.

PRODUCT LIABILITY ENVIRONMENT During the past years the management of the Grundfos Group has been putting more and more stress on sustainability and especially on efforts to stop climate change, which have also been formulated within the Group’s strategies and product development. The expectations for the COP15, United Nations Climate Change Conference, which was held in Copenhagen in 2009, were really high. At the COP15 Grundfos, as member of the Copenhagen Climate Council, took part in mobilization of the world’s senior business leaders in order to come to an agreement binding all states to decrease CO2 emission. Unfortunately, this agreement was not adopted therefore the management decided not to wait for the politicians any more. Despite the absence of agreement, the company is at the forefront of introducing the principles of sustainability, preparing its official publication with the title “Sustainability First”. Meanwhile the Group Management promised never to emit more carbon dioxide than in 2008, despite continuous growth of Grundfos and the company’s long time ambition is to become a CO2 neutral company.

FINANCE 2009 had a significant impact on the life of Grundfos Manufacturing Hungary Ltd (GMH). The strategy defined during the previous nine years, which was mainly based on growth, was not adequate in 2009 because of the financial and economic crisis, and we had to change direction during the year. The most difficult thing to cope with was the unpredictability, which characterized the year 2009. It was impossible to predict the needs of market even for two months in advance. Even though we knew what decisions to take, the biggest challenge was the timing, i.e. when to make decisions. Today we can

announce that we have successfully overcome the difficulties of the crisis. We made the right decisions when we gained time by introducing reduced working time, and when we succeeded in converting some of the fixed costs into variable costs, and finally, that we managed to maintain the results and performance achieved by GMH during the previous years with just 10% of headcount reduction (less than 200 people).

CORPORATE CULTURE Grundfos is a good place to work at. Naturally it is far from being sufficient if only I say that about us. Our employees, partners and products should also indicate it. We monitor employee satisfaction by regular surveys. Besides the motivation survey, conducted every other year, in 2008 our company took part in the Hungarian Best Employer Study. In its category GMH was ranked as fourth, however, there are a lot of things to be improved. The points, where the feedback had not met our expectations, were reexamined and previous practices were improved. In recent years we have gone through an interesting turn. Years ago within the factory gates we openly stated that Grundfos was a good workplace, but only later we managed to make the wider environment aware of it. Today, from the outside we can hear it more often that Grundfos is a good place to work, as a lot of employees, who have been working here from the very beginning say, that it used to be better, when we were smaller and worked in stronger and more appealing network to meet the challenges of everyday work. Naturally our company has changed with its three sites and almost 2000 employees. Today GMH gives almost the quarter of production capacity of the Grundfos Group, and as the second largest Grundfos company has undergone sub-

Due to the organizational structure, there is no product design liability in GMH. Taking into account the whole product life cycle, GMH is primarily responsible for the manufacturing of the product. In all cases within the manufacturing process there are designers’ instructions for inspection, which, among other things, include the 100% testing of finished product. Quality control process is carried out entirely, e.g. printing of motor labels or pump data sheet is only possible if the product has been tested and approved. The process of applied tests goes far beyond the required European product standard provisions. For some products manufactured here the technically responsible persons are GMH employees, but the principal responsible organ for product liability is the Danish Business Development team, which belongs to the Group R&Đ. We have no information or any request which may have occurred from errors resulting from the breach of relating laws or rules.

STRATEGY Besides the above mentioned, 2009 was the year of strategy creation, renewed every three years. The management had already started working earlier in the year on the establishment of strategic outlines for GMH for the period of 2010-2012. The above mentioned commitments of the Grundfos Group owners and top management on sustainability as well as the correct decisions taken during the crisis are all prime elements influencing the new strategy of GMH. Sustainability has become one of GMH’s four strategic areas – sustainability, customer focus, globalization and business excellence. To sum up, the vision formulated in the course of establishing the strategy were aimed at launching company processes, capable of faster reactions to market demands, and an organization supporting them, which would ensure competitiveness of GMH

4>5

and satisfaction of the stakeholders. To achieve the set goals we have defined some other important focus areas. What does it mean? For example, translating customer expectations and market behaviour into the language of production, determination of the most influential processes and jobs to achieve the strategic goals, faster introduction of manufacturing new energy-efficient products, development of employees’ competences, general knowledge management and last but not least, decreasing CO2 emission and impact on environment.

STRATEGIC PRINCIPLES

Customer orientation Globalization Operational excellence Sustainability

Finance Customers Processes Development and training

STRATEGIC AREAS FOR IMPROVEMENT

Figure 1. GMH Strategies for 2010-2012

Taking into account the above stated, we have a lot of tasks to fulfill, which cannot be achieved without the help of GMH’s employees and partners. That is why we would like to strengthen communication between us and the stakeholders, especially where there has not been close relationship earlier. Strengthening environmental awareness of the employees is one of the strategic aims of sustainability. This is why we decided to prepare and publish GMH’s first Sustainability Report for 2009. It is important that our performance is comparable with that of other companies, and our reporting practices conform with the practices of international and domestic leading companies, therefore, our report has been compiled according to the principles and indicators of the GRI G3 sustainability reporting guidelines, and the guidelines were applied on level “B”. Although, this first report has not been certified by a third independent party, we tried to comply with the requirements of a certification process during the preparation of the document.

This report refers to the whole GMH and present such important areas as “Vision and Mission”, our values, corporate strategy and culture, organizational structure, and last but not least, displays partnership, responsibility and relationship to our environment through people. Therefore, this report was mainly aimed to reach our employees, but also the local communities, our partners and suppliers will be able to learn more about us and see our intentions for sustainability as well. I hope everybody will find some interesting parts in it!

Tatabánya, 27th August 2010 László Török General Manager

OUR COMPANY

“Grundfos is a socially responsible company and we have a history of supporting the local communities in which we operate and where our employees and their families live.” Niels Due Jensen

Carsten Bjerg

Grundfos Group Chairman

Grundfos Group President – Chief Executive Officer

2 OUR COMPANY

8>9

GRUNDFOS A/S – THE PARENT COMPANY

OUR COMPANY

Poul Due Jensen established Grundfos in 1945 as a family business. In 1975 the majority of proprietary rights of the Grundfos Holding Group were transferred to the Poul Due Jensen Foundation, which is now the main owner of the shares (86,6%). Further owners of the shares are the founder’s family (11,3%) and company employees (2,1%).

Grundfos A/S is one of the world’s leading pump manufacturers. Its most important ambitions, since its foundation in 1945, have been successful development, manufacturing and selling of excellent quality pumps, pump systems all over the world, contributing to creation of higher life standards and healthier environment.

REGION

Grundfos has sales and production companies in 57 countries. Its headquarters are in Denmark, in Bjerringbro.

Thanks to this proprietary form, endorsement of revenues into development plays significant role in the life of the company and in 2009 Grundfos invested 5.5% of the turnover in the research and development of new products. Grundfos Group also allocates part of the development investments into support of sustainability commitments.

DENMARK POUL DUE JENSEN’S FAMILY - 11,3% POUL DUE JENSEN FOUNDATION - 86,6% EMPLOYEES - 2,1%

NUMBER OF SALES COMPANIES

NUMBER OF PRODUCTION COMPANIES

NUMBER OF PRODUCTION COMPANIES NOT USING GRUNDFOS NAME

Western European region

16

6

10

Central European region

13

3

5

North American region

3

2

3

GRUNDFOS MANAGEMENT A/S (GRUNDFOS HOLDING A/S)

Sales

GRUNDFOS HOLDING A/S

Baltic countries

Production (GBJ, GMH,...)

SALES

Spain

Finance

Portugal Italy

Asian region

11

2

2

Insurance Management AG

China

2

1

1

Other trademarks

STAR region (South America, Africa)

8

-

-

GRUNDFOS NEW BUSINESSES

Figure 2. Grundfos Managment structure Table 1. Grundfos A/S companies in geographical regions

HISTORICAL MILESTONES OF THE GRUNDFOS GROUP 1945 Poul Due Jensen establishes

1959 The launch of the first circulator pump marks the beginning of a

1975

Poul Due Jensen transfers his ownership of the Groundfos Group



research into new materials and processes, and designs and







to Poul Due Jensen Foundation.



manufactures new machines and tools.

1960 With the establishment of a pump factory and a sales company in

1977

Poul Due Jensen dies, and Niels Due Jensen takes over as

1994 Grundfos inaugurates the Development Centre.



Germany, Grundfos sets up outside Denmark for the first time.



Chairman of the Board of Directors.

2001 Inauguration of The Poul Due Jensen Academy.

1961

With an annual production of 34,000 pumps, Poul Due Jensen sees his

1980 The first Goup Management with Niels Due Jensen as

2002 Grundfos launches its SQ Flex water supply system, wich can be



vision of mass production come true.



2005

2002

operated by wind and solar energy.

2005 Grundfos and Europump launch energy-labelling of circulator pumps,

2010

2000

2001

1994

1990 Grundfos inaugurates the Technology Centre, which engages in

1980

1980

1977

1975

1961

1960

1962

1970

1960

1950

1959

1945

1962 The first circulator pump with variable performance regulation is launched.

Group President. 1990

completely new era.

1990

Grundfos.

and Grundfos presents the world’s first A-labelled circulator pump.

GRUNDFOS MANUFACTURING HUNGARY LTD.

OUR COMPANY

GMA GMH1

Location

By March 1999 a feasibility study had been prepared which suggested Tatabánya as the site for manufactur-

The sole owner of GMH is Grundfos A/S. The Hungarian manufacturing company has three sites, in Tatabánya and Székesfehérvár on its own property and in Biatorbágy (DC) on rented property. The headquarters of GMH are in Tatabánya.

Tatabánya GMH1, GMH2

Budapest

GRUNDFOS CITY

COMMON FUNCTIONS

TC

R&D

Székesfehérvár

Budapest

Tatabánya

Tatabánya

Székesfehérvár

Tatabánya

900

420

371

22

3

166

7

28

2000

2001

2007

2009 (1999GHU)

2007

2001

2008

2007

2009 Turnover

19 370 926 thousand HUF

31 517 432 thousand HUF

13159 104 thousand HUF

8 368 545 thousand HUF

N/A

N/A

N/A

N/A

Size

20 000 m2

12 000 m2

24 000 m2

3000 m2

700 m2

N/A

300 m2

800 m2

Operation

Motor component production Motor production

Pump assembly and component production

Pump assembly and component production

Warehouse Distribution

Training Hospitality Guest Service

Finance, HR, Purchasing, Facilities, Process Mgmt, H&S and Environmental Mgmt

Design and implementation of hydraulic testing. Technical support.

Product Eng. with GMH and other Grundfos plants

MG/MGE MS OEMMotors

TP NB/NK SE/P/G SL/DW

AP/KP MT (SPK,...) CH

Hungary EEC

MS-CBS Europe GMH products

GMH

Pump testers

Motors, Wastewater, MT and CH pumps

Key products / Markets

Biatorbágy Székesfehérvár GMH3

GMHD

Tatabánya

Opening ing electric motors, taking into account the competences of the human resources, production costs, political and economic stability and the prospective fruitful cooperation with the local government, authorities and other social organizations.

GMH3

Tatabánya

People

The production of electric motors was of strategic importance to Grundfos, that is why, when the Danish motor production had lost its competitiveness but the management rejected the possibility of external supply, they came to a decision to establish a Central-Eastern European manufacturing base. Meanwhile, with the approach of the new millennium, and because of the new Company strategy and growing market competition, it was necessary to be present in Central-Eastern Europe.

GMH2

Table 2. Basic information about Grundfos Manufacturing Hungary Ltd. 2006 Székesfehérvár is selected for the location of the third plant (GMH3).

Figure 3. Sites of Grundfos Manufacturing Hungary

HISTORICAL MILESTONES OF GRUNDFOS MANUFACTURING HUNGARY LTD.

Our headcount reaches 1000 employees. By this time 1000 people



are employed at GMH.

2002 Opening ceremony of the pump factory (GMH2) in

2007 The Department of Research & Development Hungary is established.



Tatabánya. The first pump is assembled.



Opening ceremony of the visitors centre called Grundfos City.

2003 NB2 and TP3 pump production starts.



Opening ceremony of GMH3 in Székesfehérvár.



2008 The first Business Excellence status document is prepared. The total

ISO 9001 Quality Management System (QMS) is certified.

2004 Extension of GMH1 to accommodate the production



employee headcount reaches 2000. Successful audit of the OHSAS

1996 Grundfos Hungary Ltd. is established

2000 Grundfos Manufacturing Hungary Ltd. (GMH) begins operation



lines of submersible pump motors (MS). Our headcount



18001 system. Integration of QMS-EMS-OHSAS into one system.



the main activities of which are sales,



after motor factory (GMH1) is set up.



reaches 700 employees. Successful audit of the

2009 The Logistics Distribution Centre (DC) becomes part of GMH.



service and warehousing.



First production lines are transferred from Denmark.



ISO 14001 Environment Management System (EMS).

Rehabilitation Department. GMH participates for the first time



employees were present receiving 1 gold, 5 silver and



terminated owing to the economic crisis.



facilities, to be erected in Tatabánya



in the Grundfos Olympics with 8 colleagues who return with



3 bronze medals. Our sewage grinder pump (SEG) wins

2010 GMH celebrates its 10th year anniversary. Our first sustainability



Industrial Park.



1 gold and 1 bronze medal.



the H ungarian Quality Product Award.



report is published.

2010

2010

2009

2005

2005

2000

1999

2008



2007

Hungarian location for production

2006

Environmental Award for the first time. 84 positions were



2003



2002

2005 Grundfos Olympics in Bjerringbro where 43 GMH

2001

GMH becomes a non-smoking company and receives KÖVET’s

2001 Further transfers from Denmark. Employees start work in the

2000



1999 Grundfos Group decides on the

1996

1996



13>13

EACH GRUNDFOS EMPLOYEE CAN COMMUNICATE HIS/HER OPINION TO GMH MANAGEMENT EITHER VIA DEPARTMENT MEETINGS, DIRECTLY OR BY CENTRALLY ORGANIZED WAYS.

OUR COMPANY

GMH MANAGEMENT JUNE 2010

LÁSZLÓ TÖRÖK General Manager

MÓNIKA FRICZSZABADOS Assistant

PÉTER LÁSZLÓ Project Manager

COMPANY MANAGEMENT The organizational structure of GMH is of matrix type. It means that the three factories, as production areas, show functionally structured organizational units and there is a direct reporting system between them. On the other hand, common functions of the factories have secondary reporting obligation towards the common GMH departments (Supply chain, Technical management, HR, Finance, R&D; TC). This secondary reporting obligation in the professional fields is marked in the following table with dashed lines. Product Development Engineering (R&D) is in Tatabánya; Production Technology Development Engineering (TC) is in Székesfehérvár, and the distribution centre (DC) is in Biatorbágy. The main decision making unit of GMH is the Executive Group, the members of which are the General Manager, Plant managers, Technical Director, SCR-CRM Director, Financial and Human Resources managers. On the plant level however, the Plant Management (led by the Plant Manager) make decisions on matters related to individual factories. Preparation of decisions connected with sustainability are in the competence of the Common Service Manager (Environment, Work Safety) reporting to the Technical Director (member of the Executive Group), as well as the Manager responsible for the Industrial Support of Processes (GMH Social Responsibility). Decisions are partially taken by the Technical Director and partially by the E-Group, depending on costs and importance. Decisions are implemented by the appointed persons who regularly prepare reports to the decision makers.

Each Grundfos employee can communicate his/her opinion to GMH management either via department meetings, directly or by centrally organized ways like through plant meetings or randomly chosen 20-employee meetings (Diagonal slice meeting). The latter is a kind of meeting where direct communication is possible between the GMH top management and a smaller group of GMH employees, excluding the intermediate management levels. The invited colleagues meet the General Manager, the Plant Manager and the HR Manager.

JIM TOFT

GÁBOR FARKAS

Directos SCR-CRM

Plant Manager

opinion, and suggestions regarding sustainability to the Grundfos A/S management at the Management meetings held every half a year at GMH, at meetings organized during the year, as well as by writing the quarterly reports. This is when and where evaluation of GMH and its management takes place.

Plant Manager

CSABA UDVAR Technical Director

ISP Manager

GÁBOR LÓRÁND

GÉZA KOPACZ

GÉZA SALGÓI

DC Manager

Technical Manager

Technical Manager

Technical Manager

LAJOS ZOLTÁN VARGA Common Service Manager

AXEL C. THØGERSEN Logostics Manager

ATTILA WÉBER

SÁNDOR SÉLLEY

Logostics Manager

Logostics Manager

Purchasing Manager

Chief Startegic Buyer

NPI Manager

ROBERT MARKVART

Production Manager

ZOLTÁN BALOGH Production Manager

TIBOR SZAMALOVITS

Chief CRM

ZOLTÁN ORMOS IS Manager

JANNEK ULDAL CHRISTESEN R&D Manager

TC Manager

TAMÁS KÁLDI

Acting Production Manager

GÁBOR RETKES Chief Engineer GSE

14>15

Finance Manager

MIKLÓS RABI

Production Manager

GÁBOR FARKAS

Figure 4. Organizational structure of GMH

TÜNDE BICSÁKNÉ MOÓS

Chief Project Manager

Chief Engineer GSE

GÁBOR HAFNER

HR Manager

VERONIKA TARJÁN

ZSOLT MARTON

CSENGE SZIGETVÁRI

ANDREA KOCSIS-LÁZÁR

ZOLTÁN FILEP

LAJOS MAJOR

SZILÁRD PAPP

Top management of GMH may send their information,

Plant Manager

ZOLTÁN DR. KOCSIS

ZSOLT NYESTE

Logostics Process Manager

The meetings have constant topics, like interpretation of strategy, plans for introduction of new products and general information in questions concerning employees. Management usually takes into account the information, suggestions obtained when making decisions.

CSABA UDVAR

DECISION MAKERS RECEIVE INFORMATION THROUGH MEETINGS HELD AT DIFFERENT LEVELS AND FREQUENCY, SERVING AS INFORMATION CHANNELS

OUR COMPANY

FINANCIAL RESULTS Since its foundation GMH has been undergoing continuous development and expansion. This growth had led to GMH becoming one of the top 100 Hungarian companies based on its 2008 results.

PRINTED INFORMATION

BRIEFINGS

INFORMATION MEETINGS

In 2009 the company was not able to fulfill the originally planned turnover as the financial and economic crisis had already hit the industries – construction industry and mechanical engineering – using pumps at the beginning of the year. By the second half of the year, fluctuations in market demand had stabilized but on a lower level than planned, therefore, it could not compensate for the lost

MEETING

PURPOSE

FREQUENCY

PARTICIPANTS

VALUE OF STOCK (thousand HUF)

Common Management Meeting

Management and leadership topics

4 /year

GMH Management

Materials

Executive Group Meeting

Decision-making on important issues

1/week

Executive Group

Monthly Status Meeting

Sales, Finance and Production Data

1/month

General Manager, Plant Manager, Finance Manager

Annual General Meeting

Presentation of the previous year, strategies for the next year

1 / year

Board of Directors, Executive Group

Budget Meeting

Presenting budget and approval

1 / year

Board of Directors, Executive Group

Plant meeting

Information sharing

4/ year

GMH employees

Department meeting

Daily and current affairs

1/ month

GMH meeting

Operational meetings

Information sharing and daily affairs

1/ week or 1/day

Operational teams

Diagonal slice meeting

Talk to the employees

3/ year

General Manager, Plant Manage, HR Manager, Employees

Food Committee Meeting

Improvement of catering services

4/ year

Food Committee Members

Orientation Training

Introduction of Grundfos

24/year

New employees

Workers Council

Cooperation and information sharing

1/ month

HR Manager and representatives

Employee Handbook

Information

Continuous

GMH employees

Information boards

Information

Continuous

GMH employees

Grundfos Magazine

Group affairs

4/ year

GMA employees

Insite

Current affairs

Continuous

GMH employees

Unfinished production and semi-finished products Finished products Other goods Total Table 4. Value of stock

Table 3. Regular meetings and discussions

16>17

sales of the first half year. The turnover in 2009 exceeded the turnover of the previous year as the lower activity was compensated by connection of the Hungarian logistics distribution centre (DC) to GMH in January of 2009. The influence of crisis made GMH to concentrate on crisis management instead of growth. Besides cost savings introduced, stock reduction came into focus in order to make the operation easier to fund. Because of this GMH reduced its stock by more than 30% during the year.

DECEMBER 2008

DECEMBER 2009

12 837 650

8 893 302

1 907 181

1 421 061

781 476

1 011 203

420 647

115 841

15 946 954

11 441 407

OUR COMPANY

All operative and financial indicators (KPI) have to be assessed on a monthly basis, the strategic indicators (BSC) – quarterly, and compared with the specified target levels. GMH has to send a quarterly report to the Management of Grundfos, which includes the most important KPI status. In case of noncompliance, the responsible manager for the given indicator has to plan corrective and preventive actions to reach the expected level, which is approved by the GMH Management.

925 912

400 000

415 6 430

719 7 336

300 000

38 867

40 098

42 980

44 675

38 958

223 240

100 000 0 2006

2007

2008

Figure 5. Taxes and fees paid by GMH Local business tax

Innovation contribution

Corporation and solidarity tax

Paid fees

Property and land tax

Paid official fees; environmental tax, green tax

Paid payroll tax

52 160 894

68 641 238

72 374 060

Material expenses

33 665 243

43 785 411

56 429 264

56 333 184

100 00000

3 883 285

5 474 695

7 841 084

7 353 929

80 00000

1 912 616

2 325 719

3 003 540

3 547 353

60 00000

725 828

2 262 792

1 837 536

1 531 082

40 00000

Operating profit

1 887 107

-727 740

251 358

3 685 838

Profit before tax

3 053 813

-1 435 938

-2 039 356

4 879 875

Profit after tax

3 014 855

-1 435 938

-2 039 356

4 742 599

Retained earnings

3 014 855

-1 435 938

-2 039 356

4 742 599

20 00000

5 443 515 1 912 453

2 342 282

6 622 816

120 00000

3 893 120

41 698 661

5 171 096

Net sales

9 738 312

thousand HUF

2009

Table 5. Financial results of GMH

432 132

181 381

2008

Other costs

500 516

46 527

200 000

2007

Depreciation

137 276

60 833 500 000

2006

Staff costs

16 12 769

600 000

Monitoring of the company performance is made with the help of performance indicators. There is an internal procedure that controls the Key Performance Indicators (KPI), which are characteristic of the GMH financial, environmental and social performance. The regulation describes the methods of defining indicators, their moni-

FINANCIAL RESULTS OF GMH (thousand HUF)

41 615 28 915 46 720

700 000

5 924 305

was surprisingly high; the company made investments for more than 4 billion HUF in 2009. Hence since its foundation in 1999 until the end of 2009 the Grundfos Group invested more than 38.8 billion HUF into facilitating conditions for production, into buildings, machines and assembly lines.

232

800 000

1. GMH level strategic and operative KPI 2. Plant level operative KPI 3. KPI for personal performance level connected with bonus 4. KPI which has to be regularly reported to the external parties

6 162 949

The investment value, because of the carry-over projects,

1 000 000

3 476 080

Thanks to the introduced cost savings and other changes, by the end of the year GMH’s productivity turned out to be better than it had been estimated, both in terms of results and liquidity, although below the original level.

1 500 000

toring and, in case of lower performance than expected, correctional measures to be taken. The system includes four types of indicators, according to their levels:

899 586

For six months the company was operating with reduced weekly work hours: 32 hours a week during the first three months and 36 hours per week later. Meanwhile, we submitted an application to the National Employment Foundation for compensation of the lost wages, which was positively assessed.

1 395 055

2 000 000

1 925 321

thousand HUF

1 704 360

During 2009 we realized 22% less of the originally planned production volume, which brought about the need to lower the fixed costs as well.

0 1999

2000

2001

2002

2003

Figure 6. Amount of investments

18>19

2004

2005

2006

2007

2008

2009

year

2009

year

LEADERSHIP

“We will be successful if we all act according to Grundfos values and if can convey our values equally effectively within the company and outside it.” extract from the GMH employee’s information booklet

3 LEADERSHIP

20>21

MISSION, VISION, SUSTAINABLE DEVELOPMENT, OPEN AND CREDIBLE CONDUCT, FOCUS ON PEOPLE, LEADERSHIP, PARTNERSHIP, GLOBAL THINKING, RESPONSIBILITY, INDEPENDENCE

LEADERSHIP

Open and credible conduct are essential elements in our culture, but that does not mean operation without rules. Our rules, values do not exist on their own; regulations of each organizational level are integral part of both below and above situated levels.

For the communication of our corporate values a Danish artist, Flemming Brylle was asked to do paintings, the copies of which are placed in each Grundfos building to remind employees of common values and connection.

As a result of this target, GMH has become the second

These core values can be felt through all the regulations,

biggest manufacturing base of Grundfos in less than 10 years. During this period the results achieved by GMH persuaded the owners that in Hungary there is place not only for manufacturing but also for other service functions within the GMH, like Purchasing, Research and Development and Technology Centre.

policies and the whole operation of GMH. The rules are available for everybody; the ones concerning the daily operation are collected in the employee’s booklet, which all new employees receive automatically.

Sustainable development

Focus on people

22>23

Independence

Mission

Partnership

Leadership

Vision

Responsibility

Open and credible conduct

The most important values of Grundfos and GMH too were established by the founder of the company. They are widely communicated within the company: Mission, Vision, Sustainable development, Open and credible conduct, Focus on people, Global thinking, Leadership, Partnership, Responsibility, and Independence.

Global thinking

VALUES, VISION AND MISSION

LEADERSHIP

THINKING AHEAD IN OPERATION – THE PRECAUTIONARY PRINCIPLE

IN 2009 GRUNDFOS, AS MANY OTHER COMPANIES IN THE WORLD, COULD NOT AVOID THE IMPACTS OF THE ECONOMIC CRISIS, THEREFORE GMH ALSO HAD TO TAKE THE NECESSARY MEASURES TO MAKE THE CRISIS TEMPORARY.

In 2009 Grundfos, as many other companies in the world, could not avoid the impacts of the economic crisis, therefore GMH also had to take the necessary measures to make the crisis temporary and not let it endanger the company’s further development. Measures taken during the year, like for example, management of working capital, reduction of fixed costs, compliance with the fluctuating demands of the market, all fully conform with the principles of precaution, which was interpreted not just in terms of environmental issues. The management of our company had been able to foresee the possible dangers already in autumn 2008, thus, to prevent the direct impact of the crisis, we introduced recruitment ban for the vacant positions. By this measure almost 100 employees were saved from the subsequent risk of lay-off. According to our values, we made all efforts to keep the jobs to the utmost possibility; that is why we introduced the four-day working week before the lay-off. Our employees understood us and supported this idea; everybody voluntarily accepted the lower wages arising from it. In the process of reducing current assets, we took into account our stock and the balanced movement of production capacity, which resulted in further job retention. In case of our suppliers, despite the increased internal capacity, when insourcing of the parts, we took into consideration our partner’s capacity and financial position as well, and then made the best possible decisions in order to be able to continue our partnership in the post-crisis phase of growth. By this decision we tried to protect the developed knowledge and competence of our suppliers. Besides the already mentioned way of risk management, we use a lot of other methods and tools, like for example, implementation of risk survey led by the Group, which we have each year, in the autumn. This implies monitoring of the financial stability of our suppliers and other partners, but also determination of possible accidental or emergency risks connected with production jobs. Also business continuity risks, for which we must prepare in advance, are taken into account when talking about risk management. Certainly, if the risk is higher than the tolerable level, necessary steps are taken in each and every case.

24>25

LEADERSHIP

Grundfos has always been known for its high technological level, which can be achieved and maintained by continuous development of products and applied technologies.

NEED FOR SUSTAINABLE DEVELOPMENT Sustainable development is one of the core values of the Grundfos Group, which is also reflected in GMH strategies and everyday operations alike. Products manufactured here and technologies used for their production prove GMH’s commitment towards the environment, especially in the field of energy consumption of the products and on the materials used. Grundfos has always been known for its high technological level, which can be achieved and maintained by continuous development of products and applied technologies. Not only efficient production is the aim of technology development, but also employees’ work safety, impacts on natural and social environment are important parts of it, which should be taken into consideration.

The objective of the Group is to increase the volume of intelligent and adaptive products (with higher efficiency) which has reached about 20% of the products by now. Our company is an important participant of this intention, as we manufacture E-motors (frequency regulated asynchronous motors), as well as adaptive IPP, AP/KP (wastewater and sewage pumps), and CMs. We contribute to achievement of sustainability goals by increasing energy consumption efficiency of the manufactured products by our customers. Development is not the sole task of the engineers. Within the Kaizen program each employee can submit an innovation proposal which belongs to the continuous development category and is then assessed and facilitated by the field engineers. Employees receive premium for the implemented innovations, the amount of which depends on realized savings or other non-quantifiable values. We emphasize the importance of this program, as involvement of the workers is part of our core values. 880 employee Kaizens were evaluated in 2009.

BUSINESS EXCELLENCE One of the methods of continuous development is Business Excellence, which have been used since 2008. This model is probably the most important comprehensive organization development method of Grundfos, by the implementation of which the Danish parent company received the European Excellence Award in 2008. The essence of the method is that the operation of the organization has to be evaluated according to 9 criteria (Leadership, Policy and Strategy, People, Partnership and Resources, Processes, People Results, Customer Results, Society Results, Key Performance Results), and then to improved the whole operation of the company on the basis of feedback. The model takes the criteria evenly, reflecting the basic considerations that an organization can only be successful in the long term if it tries to find satisfaction of all parties concerned.

Figure 7. Logo of Business Excellence (2009)

ENABLERS (500 points)

RESULTS (500 points)

3. PEOPLE MANAGEMENT 10% (100 points)

1. LEADERSHIP 10% (100 points)

2. POLICY AND STRATEGY 10% (100 points)

4. PARTNERSHIPS AND RESOURCES 10% (100 points)

7. PEOPLE RESULTS 10% (100 points)

5. PROCESSES 10% (100 points)

6. CUSTOMER RESULTS 15% (150 points)

8. SOCIETY RESULTS 10% (100 points)

INNOVATION AND LEARNING

Figure 8. Business Excellence Model

26>27

9. KEY PERFORMANCE RESULTS 15% (150 points)

28>29

Mátyás Madler, 6 years

Krisztián Márk Bodó, 9 years old

A DRAWING COMPETITION WAS HELD FOR OUR EMPLOYEES’ CHILDREN TO PREPARE FIGURES SYMBOLIZING THE CRITERIA.

preparation of the status document, as well as actively involved in the defined development tasks. Another aspect of involvement was a drawing competition for our employees’ children. In order to draw the model closer to them, they had to prepare figures symbolizing the criteria. Taking into account the continuous development actions, in 2010 two areas have been in the centre of our attention, namely, Partnership & People, Processes & Products, Services.

Boglárka Bagin, 5 years old

Cintia Dorina Jónási, 12 years old

Kata Novotni, 12 years old

In the first such assessment in 2008 we received 268 points out of possible 1000. According to the feedbacks, we determined five areas to be improved, which step brought about 100 points more in the assessment in 2009. From the 2009 feedback we realized that the three areas bringing the most points were the three areas (Leadership, Policy and Strategy, People), which we had been dealing with most in the past 5 years. Within these issues we managed to get 450-500 points. This result may not have been possible without the broad employee involvement though. In the last closed development year more than 100 colleagues were working on the

Angelika Csilla Szűcs, 5 years old

Laura Orcsik, 11 years old

Gergő Dobos, 9 years old

Ágnes Mártina Schaffer, 5 years old

LEADERSHIP

A company can be successful through its employees only. Recognizing this Grundfos introduced the TALENT program in 2009, which is intended on recognition and selection of such talents, who are able to face the international stage as well.

ETHICAL AND LEGAL ATTITUDE Like in other issues, the Management tries to show example in the issue of responsibility, by establishing values to be followed by the employees. Together with other Grundfos companies, our Management has signed the Code of Conduct, where the basic business standards of behavior are laid down by the Group. The 6-page document deals with Ethics and Legal Compliance, Human rights, Labour rights, Environmental and Political Responsibility, Acceptable Accounting, Fair and Lawful Competition as well as Bribery, Commission, and Other Personal Monetary Rewards. In 2009 independent experts of Grundfos inspected the whole GMH on compliance with the above issues, paying extreme attention to the transparency, regulations and cleanliness of financial processes. This internal inspection did not reveal any deficiencies and we did not hear from other sources either, whether there had been a suspected case of corruption in the operation of GMH. Therefore, fortunately, no response measures had to be taken. Due to operational characteristics of our company (production company of the Group), we have no possibility of breaching the rules of trust or competitiveness.

leading positions. These cases are not random, they are previously planned and work totally in line with both the employees’ and Grundfos’s visions. Since 2006, 705 colleagues have received new, more responsible jobs. This number includes both blue and white-collar workers, whether it is the plant manager or a storekeeper. A company can be successful through its employees only. Recognizing this Grundfos introduced the TALENT program in 2009, which is intended on recognition and selection of such talents, who are able to face the international stage as well: by working in projects which, in given case, are running on several international spots. In the first two years of the program two GMH colleagues were chosen for participation in the international team, successfully fulfilling all the selection tasks. We are aware that we are socially responsible for both employees and local communities too. This responsibility is supported by concrete initiatives, like for example, support of local organizations, sports sponsorship and last but not least employment of about 70 disabled employees on special conditions.

RECOGNITION OF VALUES Exemplary behaviour includes recognition of positive values and initiatives and their encouragement. As an example, we can mention the fact that in 2009 Grundfos extended the „non-smoking factory” status to the premises of Tatabánya as well (smoking was prohibited on the site in Székesfehérvár from the very beginning), the intention of which was to support healthy way of living. Ban on smoking was preceded by wide-ranging employee involvement and cessation program, which was also financially supported. Grundfos has been exceptionally focusing on its employees, regarding them as values and not as resources. One of the elements of this perception is that we have a lot of colleagues, who, after having finished internal and external trainings, have been promoted to engineering or

31>31

OUR PEOPLE

“Through enthusiastic and motivated people we enable strategy realisation. Great people thrive and grow in Grundfos and deliver the Grundfos vision through their enthusiasm and engagement. An energising culture unfolds Grundfos’ identity and values, fostering innovation and attracting more great people.” Grundfos Group People & Strategy – Vision and Mission

4 OUR PEOPLE

32>33

IN THE LAST 10 YEARS OUR COMPANY HAS BEEN PLAYING AN IMPORTANT ROLE IN ATTRACTING NEW AND SKILLED LABOUR FORCE DUE TO ITS FAST EXPANSION AND SUCCESSIVE ENLARGEMENTS.

OUR PEOPLE

EMPLOYMENT

DIVISION OF EMPLOYEES

Employees are regarded as the most important assets of the company. Our colleagues are not merely resources, they are the company themselves: full of ideas, needs, desires, responsibilities, skills and competences, and sometimes problems as well. We maintain ongoing dialogue between the management and the employees. If we see commitment, responsibility and aptitude in them, we give them the chance to prove their skills. If we encounter the problems, we try to help to the extent that a work place can help in solution or reduction of the problem.

SOCIAL RESPONSIBILITY Grundfos is working to meet or exceed the ethical, legal and community expectations which the society imposes on companies. This attitude is reflected in all our steps. The aim is always sustainability, towards which we strive. Our global presence should be harmonized with the local environment and the people, whose life and environment is affected by us. We take active part in the life of local communities and support initiatives that can be of any benefit both to local environment and to our company.

We would like to create a workplace of equal opportunities and open-mindedness where differences between employees are respected. Our social responsibility is naturally realized through concrete initiatives, carried out in different companies of the Group. A good example of this is our decision to employ physically, mentally or socially disabled people, providing flexible solutions for them. Their employment is partly based on government subsidies, which are determined by laws or agreements.

2006

2007

2008

2009

White-collar employees

196

280

413

356

Blue-collar employees

942

1277

1507

1265

Full-time employed

1092

1492

1847

1562

Part-time employed

46

63

73

59

On fixed-term contract

23

32

42

31

With indefinite contract

1115

1525

1878

1590

Male

735

962

1176

979

Female

403

595

744

642

44

57

67

58

Employees with reduced ability to work Table 6. Division of employees

Since the beginning of company operation, we have been employing people in the Rehabilitation Department which makes 3-5% of all employees. In both cities we have built very close links with the Regional Rehabilitation Institute to spread the information about the possibility and to support employment of the disabled. GMH was shown as a good example on the local and national television for its Rehabilitation Department.

employees 2500 Target

1850 2000

1778

GMH 1500

1350 1047

1000 500

It is really important for us to assure safe and healthy work environment for our employees. We put demands for ourselves so that our behavior is consistent with international rules and laws of employment.

Reasons for higher numbers in 2008 were partly because of fast and large expansion of the company in 2007 and 2008, and partly because of general headcount growth in the companies operating in the Industrial Park. In 2009, first time in the history of GMH, there was a need of headcount reduction and that is why this number cannot be compared with the previous fluctuation indicators.

Our company, being a manufacturing one, has been affected hard by the crisis. Our production results had been constantly increasing until last July, but then came the stagnation and the decline. When all the three factories operated on their maximum, the number of employees reached about 1900, while, when this report was prepared, there were 1750 people working for the company. Fluctuation results in 2009 improved to a great extent.

Figure 9. Headcount figures

0 2006

2007

2008

2009

employees 300 254 250 Involuntary

190 200

178

181

Voluntary 150

125

134

2007

2008

108 100

72

50

Figure 10. Fluctuation and its reasons

0 2006

34>35

2009

OUR PEOPLE

During the 10 years history of GMH numerous promising internal careers were built on all levels of the organization as a result of consequent structural development. HR STRATEGY AND THE EFFECTS OF THE ECONOMIC CRISIS

PLANNING, MANAGEMENT AND DEVELOPMENT OF HUMAN RESOURCES

From October 2008, to decrease the impact of the crisis, we had to take decisions, such as significant reduction in investments, suspension of projects, cost reduction, which were primarily aimed at retention of the labour force. In order to optimize capacity we prepared a 5-step action plan, the programs of which and its implementation were communicated towards company employees at monthly held plant meetings:

Each year we prepare a headcount and competency plan which is in line with the company’s level of activity and company strategy. Strategies and processes of Human Resources should comply with the GMH complexity, supporting three sites and three plants and ensuring the diversity, required by different levels of the factories; at the same time, they have to maintain Grundfos values and culture.

1. no staff increase 2. giving out holidays

The headcount, trainings and other budget-related planning is the result of common work of the management.

3. introduction of downtime 4. reduction of working time 5. collective work force reduction.

The final plan is based on the plant-level needs, taking into consideration the strategic focus points of GMH.

Compared to the original plans, our production results decreased by more than 20%, therefore, it was inevitable to introduce the 5th step - collective work force reduction. Our company has complied with all the Hungarian laws and regulations connected with redundancy and, keeping in mind Grundfos values, ensured the implementation of fair dismissal. Selection criteria were established taking into consideration propositions of the Workers Council. We undertook application of the principle of positive discrimination, giving protection to employees with special family circumstances, where possible. For employees affected by collective work force reduction we provided allowances in excess of the ones determined by legislation. We held programmes, information briefings, which helped them prepare for the further steps: � Workshops led by external trainers and professionals: How to go on? Processing of trauma resulted from redundancy, help in separation from the company, application of self-help methods. Further one hour of individual counseling connected with the above; � Group information held by the local offices of the Employment Centers – registration, training and retraining, careers, support systems and programs. � Consultations given by the Human Resources department: possibility of individual counseling – how to write a CV, guidance, job opportunities on the Internet, preparation for an interview, etc. � Job fair: various employers, branch offices of Employment Centers, executive search firms.

CAREER AND TALENT MANAGEMENT

knowledge, openness, fulfillment of routine tasks, dynamics and following Grundfos values.

During the 10 years history of GMH numerous promising internal careers were built on all levels of the organization as a result of consequent structural development.

To develop managerial competencies, it is necessary to follow the right side of the “V“ form where for progress the candidate needs continuous development, logical, global and strategic ways of thinking, problem solving skills, system approach, also the candidate has to identify with the internal and external customer expectations and needs, and to represent corporate culture and values of Grundfos. The other branch of the V form gives opportunity for professional progress and development of professional knowledge.

This is due to personalized trainings and trainings customized to the needs of different departments, internal job applications, alternative career paths and continuous monitoring of the survey results on employee career plans. Alternative career paths The so-called “V” form introduced by the Group perfectly defines the range of alternative career paths. Stages of development can be determined in advance. One side of the “V” form depicts managerial competencies, and the other – the increasingly higher level of technical knowledge necessary to achieve the goal. Starting point of both directions depicts the existence of general

It is recorded in our labour force policy to look for the applicants for the vacant positions both internally and externally. Grundfos is a growing company; therefore we put much emphasis on internal recruitment, as it is an important tool for organizational development.

The alternative carrier path is a useful tool for staff management in both professional and managerial way, encouraging the long-term thinking and commitment to the company.

NUMBER OF MIN. YEARS

SKILLS

PLANT MANAGER

Already in the recruitment and selection process, great attention is paid to find the right people for the right positions. The applicant either for blue or white-collar job, after being interviewed by the HR, undergoes another interview with the head of department or team leader. In this way the field leader and the HR representative responsible for selection come to a common agreement on who they think is the most suitable for the given position.

7 YEAR –

4 YEAR –

The field leader, the subsequent immediate superior, and the HR representative also participate in selection of a colleague for internally advertised position. The process is the same as the traditional selection process; the applicants have to undergo an interview. Here the existing competences, qualifications and adequacy to fill the position are taken into consideration. Speaking of it, this is one of the best motivational tools for long-term preservation of the colleagues who want to learn and develop.

CHIEF SPECIALIST

MANAGER

SENIOR/LEAD SPECIALIST

SPECIALIST

MID-LEVEL MANAGER / AREA MANAGER

GROUP LEADER

2 YEAR –

GENERAL 0-2 YEAR

Figure 11. General career opportunities

36>37

GENERAL

BUSINESS DEVELOPMENT: challenge assessment, understanding of Grundfos business approach CHANGE MANAGEMENT: understanding of corporate culture, innovation and risk taking CUSTOMER ORIENTATION: identification with internal/external customer needs and requirements PEOPLE MANAGEMENT: coordination of tasks and responsibilities, professional training, implementation of appropriate management style and tools.

OUR PEOPLE

Talent management Picking out the talented workers is one of the most important key strategies for company success. Our goal is to recognize knowledge, experience, capabilities and performance. By communicating our process of talent evaluation, we clarify the steps towards reaching development possibilities, their relationship with the company wage structure and strategic plans for the employees. We have long-term plans with the competent and more than the average-performing employees, with whom we can achieve the strategic goals set by the Group and GMH together.

The process of EDD helps the managers to create shortand long-term development plans for their departments and for themselves personally. These plans should be consistent with the strategic plans for 1-3 years and with the plant and company strategies too. We evaluate what trainings, personal and professional development opportunities are available to reach the annual goals, and also try to depict the workers’ individual requirements and personal strengths. The interview takes place once a year for all employees – with a followup after six-month.

Employee Development Dialogue The yearly held Employee Development Dialogue is a good way of monitoring development, and is also an excellent means for the superior to review and evaluate the employee’s professional/personal development, and to determine further short- and long-term ways of development together with the employee.

According to personal development needs, HR together with the department head, formulates training plans for each employee at the given area. Competence system The competence system, developed for blue-collar employees, offers the possibility of development and further acquisition of professional knowledge. On the basis of the headcount plan, we specify the necessary skill and competence resources in detail and prepare the job descriptions. Production defines the number of necessary headcount on the specified skill and competence level. These positions are summarized in a competence matrix. For different blue-collar jobs we have four different competence levels, from the beginner to expert level (1-4) which are connected to payment levels specified by company regulations. In each case the higher level can only be reached through a theoretical and practical exam. The first exam should be taken before the probation period expires (90 days). New colleagues are helped in training and acquisition of basic professional skills by a mentor, who possesses a higher competence level. After obtaining the first level, the next three levels are not compulsory. One year has to pass before jumping on to a higher level, this time is necessary to acquire higher professional knowledge.

TOOLS OF DEVELOPMENT Training Expansion of functions Another sphere of activity Internal job application

EDD Expectations – Goals Development Plan Competences

Coordinator system In the Grundfos hierarchy there are coordinators on the level between the production line workers and their immediate superiors (production team leaders), who help facilitate production efficiency and provide flexible task fulfillment. The coordinators take part in direct production and support production line workers with their high professional knowledge, or substitute the production team leaders during their absence.

ALTERNATIVE CARRIER POSSIBILITIES

EVALUATION OF DEVELOPMENT Achieving goals Personal evaluation KPI, bonus, competency Evaluation of functions

Figure 12. Alternative carrier possibilities

38>39

The coordinator’s mandate can be extended four consecutive times, therefore, a person can be appointed as a coordinator for maximum two years. After expiration another colleague is given the chance to hold the position, thus everyone has the opportunity to have experience in supporting production this way.

OUR PEOPLE

TRAININGS

workers; with their fully responsible involvement we had to pass clear and humane information about the changed circumstances. For this reason we started a really serious, one-year leadership development program, in the context of which we prepared the middle management for denser, more direct and often much more difficult decisions on proper communication, problem solving and crisis management.

Significant part of Grundfos Group revenues is turned back into development and innovation purposes. Development can only be achieved if it is paired with sufficient high-level training. We kept this principle in mind when we planned education and trainings for 2009, already recognizing the signs of the crisis. First, we agreed on the sum and then the priorities. During the period of the crisis increased emphasis was placed on continuous and accurate communication concerning the whole organization, in particular on the role of leaders in communication and implementation of decisions. First of all, we had to focus on the middle level managers and the production team leaders, because they keep contact with both the top management and

As in previous years, we implemented trainings necessary to comply with the statutory provisions, as well as training sessions held with the internal resources. Previously launched trainings with study contract in progress were continued as well as professional and technical trainings essential for fulfillment of the tasks.

employees

Best Employers Study Our managers decided to take part in a company-independent high-ranking survey, the results of which are followed by employers and employees alike all over the country. We wanted to know where GMH was among the companies. The survey was conducted by Hewitt Inside Consulting, as they had already conducted similar surveys in 200 Hungarian companies. Finally, the survey gave us the opportunity to become acquainted with successfully applied practices of other organizations. On the basis of the 2008 survey, we identified 5 areas of key importance for improvement: � Valuing people � Employer’s credibility � Feedback, assessment � Proper equipment � Career, development opportunities

Confidential information boxes were placed all over production area (specifying the 5 focus areas), giving possibility to our colleagues to share their opinion and suggestions anonymously with the management. As the second step, we introduced the multi-level employee meetings (Diagonal Slice Meeting), which are held quarterly with the participation of different employees on various topics.

WAGES AND BENEFITS Wages and benefits are determined on the basis of our internal regulatory system. We systematically take part in regional and national studies to compare and to develop our system, ensuring staff retention and attracting new labour force. We do not only comply with the relevant legislation, but also typically provide above the minimum value for our staff (e.g. base salary, shift allowance, competence, and travel allowance).

1200 1200 1012 1000 888

FORM OF ALLOWANCE

BENEFITS IN EXCESS OF BASE SALARY

Allowances

Hardship

Competence

Shift

Coordinator

Standby

Bonus

Performance bonus

Extra bonus

Holiday vouchers

Web Voucher

Culture vouchers

Safety and health

Work wear

Insurance

Occupational physician

Health and pension fund

Massage

Education

Technical training

English language course

Skill development training

Grants for further studies

Contributions

Meal at work

Glasses

Sub-lease support

Relocation support

Travelling to work

Local bus service

Long-distance transport service

Car/gas

Company bus

Sport / Culture

Swimming pool

Football

Sauna

Fitness

Theatre ticket discount

Social benefits

Christmas package

Santa Package

Company Ball

Family day

Women's Day flowers

Other allowances

Discount on pump purchase

Funeral allowance

Employee share purchase

Interest-free loans

Anniversaries

800

617 600

582

169

400

349 274

268 200

263 154

133

119 9

139

17

32

2007

2008

86 0

9

0 2006

2009

The English Language

Skills development

Team building

Technical training

Grundfos Academy

Figure 13. Number of employees receiving various trainings

In recent years, in the phase of steep growth, when many new skills had to be developed and strengthened, more training needs appeared than in 2009, a year significantly affected by the crisis. These included internal and external technical, managerial and specialized trainings, including language courses and the course on company management system, and we also organized teambuilding trainings.

EMPLOYEE SATISFACTION Each year GMH takes part in various internal and external employee satisfaction surveys. Our primary aim is to get to know our colleagues’ opinion about working conditions and to get a precise picture of the company’s strengths and areas for improvement in the opinion of the workers. We receive the results compared with other large companies of the country and/or with similar companies of the Grundfos Group.

Table 7. Elements of benefit system

40>41

School aid

THE AIM OF THE BONUS IS TO GIVE FINANCIAL INCENTIVE TO OUR EMPLOYEES IN ORDER TO ACHIEVE HIGHER DELIVERY PERFORMANCE, PRODUCTIVITY, BETTER QUALITY AND TO REDUCE COSTS.

OUR PEOPLE

OCCUPATIONAL SAFETY AND HEALTH PROTECTION Our company is committed to take care of the employees’ safety and to protect their health. Our most important goal in this area is to preserve the employees’ health during the years spent with the company. In order to achieve this, we, with our highest responsibility, specify all the necessary (protective) equipment and provide for our employees. The prime objective of the Grundfos Group is to reduce the number of accidents, and to achieve this goal, the company has been doing its utmost.

For the continuous monitoring of occupational hazards as well as improvement of labour protection, after OHSAS certification was obtained in 2008 and due to system development in 2009, we were able to certify an already effectively operating system. By the management system we acquired such everyday practices which, in our expectations, will result in longterm accident decline. Fortunately, there has been no serious accident at our company and the frequency of accidents also indicates a decreasing trend compared to previous years.

Occupational Safety and Health Protection Management System (OHSAS)

Motivation of the employees is recorded in the bonus system of the internal directive, according to which every company employee is entitled to get allowances. The

When calculating the bonus, we take into account the previously specified indicators. The bonus usually consists of several elements, and maximum payment is

aim of the bonus is to give financial incentive to our employees in order to achieve higher delivery performance, productivity, better quality and to reduce costs.

reached if all the goals have been fulfilled to 100%.

Bonus goals are established on the basis of company goals and the results are measured on company level. Report is prepared twice a year on the basis of performance indicators for the previous six months.

Top management

Individual bonus agreement

Middle management

Individual bonus agreement or individual, field and company goals

White-collar workers

Individual, field and company goals

Blue-collar workers

Field and company goals

Since 2008 we have been using and certifying our OHSAS system. Thanks to this management system, we have been able to fulfill effective health protection of our colleagues and to keep hazards on a lower level. OHSAS has produced a more effective organizational operation with the involvement of each employee level in occupational safety activities. As a result of regulated risk assessment and monitoring, nonconformity was easier to deal with and to follow, thus providing technical and organizational conditions for safe task fulfillment.

frequency

25 20 20

19 17

Table 8. Elements of bonus system according to position categories 15 11

White-collar workers

Blue-collar workers

Plant results

Plant results

Delivery performance

Delivery performance

External PPM (scrap rate)

External PPM (scrap rate)

Productivity

Productivity

Targets on department level

5

GMH target GMH

Department level and field KPIs

0 2006

Grundfos Bjerringbro Benchmark

Individual attitude * Table 9. Bonus assessment elements

1350

10

Figure 14. Frequency of accidents (accident/ 1 million work hours)

*Individual approach is a monthly evaluation of commitment, team work, cooperation on the basis of absence and order, given by the employer’s superior or team leader.

42>43

2007

2008

2009

OUR PEOPLE

Besides the frequency of accidents, another important performance indicator in this area is their severity. Severity of accidents is measured with the proportion of lost working hours due to the accident compared to all working hours completed. We have been showing continuous improvement in this area, which means that the severity of the accidents is lower, i.e. there are less and less serious accidents.

From the types of accidents it can be stated that the majority of accidents were cases of cutting, bruises (with knocking against something), which are usually attributed to manual work processes, as in these activities keeping rules or breaching rules by the employees plays significant role. Kicks (with knocking against something) 14%

Cuts 15%

severity

Bruises 23%

3,9

4,0

Strains 11%

3,3 3,5 3,0 2,5 2,0

1,7

1,28

1,5

Stabs 8%

1,0 0,5 GMH target GMH

0 2006

2007

2008

2009

Grundfos Bjerringbro Benchmark

Other 7%

Pinches 4% Figure 15. Severity of accidents (lost working hours/1000 working hours)

NUMBER OF WORK ACCIDENTS

Wounds 4%

2006

2007

2008

2009

Number of accidents

125

110

122

120

Number of accidents producing loss of working days

39

45

50

31

Table 10. Number of work accidents

Fraction 4%

Electric shocks 5%

Burns 5%

Figuer 16. Types of accidents (2009)

By virtue of OHSAS, the number of work accidents involving sick-leaves had considerably decreased in the second half of 2008 and then in the first half of 2009. In the second half of 2009 though, similarly to national tendency, the signs of the crisis could be felt in the area of labour safety as well. Due to uncertainties caused by the crisis, discipline became more relaxed, which may have been the reason for more accidents. All of the above stated strengthened our opinion that it is not enough to establish a system; it has to be operated, used and improved day by day.

44>45

To improve the figures in 2009, we took several exceptional measures. These included the extraordinary work safety trainings, where we presented in details major deficiencies and those areas where more attention was required and where it was possible to improve the results with more organized work.

OUR PEOPLE

We launched a work safety photo competition, where our employees could send their pictures connected with occupational safety, drawing the attention of employees to work safety and health protection.

We also pay attention to the fact that our guests, visitors and employees of external companies working on our sites should get the necessary accident prevention information, and should not enter the territory of GMH without being instructed.

In 2010, in order to preserve health, we plan to support our employees in melanoma screening. This type of screening is becoming really important as the effects of harmful radiation emitted by the sun have been occurring more and more widely. An integral part of GMH’s long-term thinking is to create and maintain a safe workplace in which the whole company management takes active and responsible part.

Moreover, in order to increase work safety efficiency, in 2009 we made a decision to organize a conference for the work safety professionals of multinational companies operating in Tatabánya and its surroundings. The aim of this conference was to exchange experience and dissemination of good practices.

In our company there is an elected occupational safety committee of representatives. The management of GMH regularly holds a dialogue with the committee and the Workers Council in order to reduce the possible workrelated accident risks together. To decrease the number of hazards, we always involve the representatives and try to decide together on the preventive and corrective measures to be taken, in order to avoid this kind of accidents in the future. The committee representatives also take part in the selection of personal protective equipment so that the employees get comfortable and wearable protective equipment everyday.

Each year our company prepares the necessary training plans for labour safety, which are then accomplished in cooperation with the employees, and supplemented with testing on some managerial levels.

Besides refreshing/repetitive trainings, the training plan includes special trainings required by provisions of law (e.g. fork-lift operator), as well as participation in conferences necessary to follow up legislative changes. To prevent workplace accidents, each year we prepare an occupational risk assessment, and as an outcome of it, we prepare and carry on correctional and preventive action programs.

In 2009 our company became a “Non-smoking factory” and since then smoking has been prohibited in all buildings and their territories. Before introduction of this arrangement several programs on giving up smoking were started, and all possible means were provided for the employees who decided to quit smoking. In order to prevent our employees from the 2009 pandemics (H1N1), vaccination was provided against H1N1 for our employees free of charge. 339 employees took advantage of the opportunity.

AN INTEGRAL PART OF GMH’S LONGTERM THINKING IS TO CREATE AND MAINTAIN A SAFE WORKPLACE IN WHICH THE WHOLE COMPANY MANAGEMENT TAKES ACTIVE AND RESPONSIBLE PART.

46>47

PARTNERSHIP AND COMMUNITY INVOLVEMENT

“Commitments of the company towards the whole society significantly exceed following laws and paying taxes only.” Niels Due Jensen, Grundfos Group Chairman

5 PARTNERSHIP AND COMMUNITY INVOLVEMENT 48>49

GMH STRIVES TO SPREAD THE VALUES FORMULATED AND COMMUNICATED BY THE GROUP THROUGH EXTERNAL AND INTERNAL CHANNELS.

PARTNERSHIP AND COMMUNITY INVOLVEMENT

GRUNDFOS MANUFACTURING HUNGARY LTD. Social responsibility questionnaire results (2009)

Socially responsible employer Recommends Grundfos as workplace

5,0 4,0

Social responsibility performance

3,0

Essential condition for our effective operation is to maintain good relationship with our neighbourhood, professional organizations, local authorities, and local communities. For production of world class competitive products we have to find manufacturers and service partners with prominent results in their own segment who thus well

GMH strives to spread (e.g. law-abiding attitude, sustainability) the values formulated and communicated by the Grundfos Group through external and internal channels, as a result, indirectly making a positive impact on the environment and local communities.

Compliance with legal requirements beyond expectation

2,0

Quality of relationship

1,0

Compliance with related legislations

Cooperative partnership

complement the capabilities of GMH. General perception of social responsibility

From the circle of presented stakeholders really important for us are our colleagues, customers, suppliers, local communities, non-governmental organizations and the authorities.

Keeping deadlines

MARKET STAKEHOLDERS

Owners Employees Customers Suppliers Competitors Other Grundfos companies Service organizations Banks

NON-MARKET STAKEHOLDERS

GRUNDFOS

Figure 18. Opinion of stakeholders about GMH

Local communities Media Non-governmental organizations Authorities Educational institutions Neighbour companies

Figure 17. Our stakeholders

OPINION OF OUR STAKEHOLDERS We have completed a survey among local communities, authorities, surrounding companies and suppliers to get a picture of GMH on the basis of our approach, performance and general attitude.

Open partnership

The results show that there is a place for improvement in communication concerning our voluntary programs, our performance and results. That is why we have launched new programs and prepared our first sustainability report.

Departments having relations with the external parties and the management selected some determinant partners, who responded to our questions in the questionnaire.

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PARTNERSHIP AND COMMUNITY INVOLVEMENT

OUR CUSTOMERS One of the four GMH strategies is Customer focus: “Our purpose is that our customers should regard us as the primary motor and pump supplier in regard of innovation, quality and delivery accuracy.” Although GMH operates in Hungary, the majority of our customers are located abroad. Our prime customers are the Grundfos distribution centres and other production companies. Significant part of our products, more than 80%, gets into the European market and the rest of the goods go to other countries of the world. Customer feedback is used at the strategic level; this is the base of our business concept.

Twice a year we conduct customer satisfaction surveys, the results of which are carefully analyzed and interpreted, and then long-term correctional measures are taken.

5,0 4,5

In order to improve the quality of customer relationship, Grundfos City was built in 2008, with the purpose of bringing the products and production closer to customers. Grundfos City plays the role of innovative educational and event centre in the life of Grundfos.

4,3 3,6 3,8

3,8 4,1

3,6 4,0

3,6 3,8

4,0

3,7 4,0

3,3

3,5

4,0

3,8

4,1 4,0

4,0 4,0

GMR

GPK

3,7

3,5

3,1 2,9

3,2

3,0 2,5 2,0 1,5 1,0 0,5 0 GMH

DCN

PGF

GBJ-CR

GBW

GWP

GPA

CGD

GSI

GBJ-SP

Target 2008

DISTRIBUTION CHANNELS AND GMH CUSTOMERS

Pumps / motors through Distribution Centres to sales GMH 1-2-3

Distribution Centre

Sales companies

Pumps / motors through Distribution Centres to sales GMH D-1-2-3

Distribution Centre

Distribution Centre

Pumps / motors to Sales Companies GMH 1-2-3

Sales

Figure 19. Distribution channels

SHARE OF GMH TURNOVER 2010. - PLAN

42%

48%

External customers

2009

Figure 20. Customer satisfaction indicators of the Grundfos Production plants

OUR SUPPLIERS 31%

28%

External customers

Motors through Distribution Centres to production GMH 1-3

SHARE OF GMH TURNOVER 2009.

23%

19%

Production

4%

5%

GMH, in line with the Danish parent company, follows the UN Global Compact, launched in 2000, which consists of 10 principles and promotes Human and Labour Rights, Environment and Anti-Corruption. Responsibilities undertaken according to them are also communicated towards our partners; all our agreements have had these requirements included since 2005. Our relations with the suppliers are determined by the contribution of the cooperation to corporate strategy. It is a basic demand that our suppliers have to provide the highest standards of quality, environment protection, ethical aspects, flexibility and safety in transportation. Our procurement processes are based on detailed trade practices, which include long-term effectiveness, quality, safety in transportation, environmental consideration, the price, as well as payment and delivery terms. Firm business conduct is basic for the decent but well-elaborated supplier relationship. Our suppliers are constantly informed about our long-term intentions. In case of new projects and demands we primarily opt for our existing partners.

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Procurement tasks of GMH are shared with the parent company. Best conditions can be guaranteed through Group purchasing; our business relationships are well regulated by partnership agreements. The parent company ensures the common purchasing strategy. Significant suppliers for the Grundfos Group are managed on Group level by category managers. Since 2006 the Hungarian department has also been taking more and more active part in category management. We have been managing the procurement of aluminum casting products, bearings, rotors and stainless steel castings on group level since 2009. Selection, contracts, performance monitoring and improvement of local suppliers who supply solely for our company, as well as local coordination in case of Group suppliers is accomplished by the Hungarian strategic purchasing.

PARTNERSHIP AND COMMUNITY INVOLVEMENT

Areas of cooperation At regular intervals and by product categories Grundfos takes into consideration which parts should the company leave in production and which group of parts to be outsourced to an adequately prepared supplier. The selected suppliers have to ensure the required quality

at competitive price and accurate delivery in innovative ways. The value of the purchased parts has been increasing from year to year, while we strive to expand cooperation with the existing partners.

share

Total supply turnover, thousand Euros

30%

24% 23%

25%

22%

140 310

160 000 25% 140 000

22%

111 977 20%

120 000

17%

84 403

77 450

15%

Every year we highlight the best performing suppliers, and the best results are awarded. Since 2006, each year we have been giving out the ‚Supplier of the Year’ award. We strive to follow the JIT (just in time) principle for the goods originating from more and more suppliers, so that we have enough materials for a daily production; however, we try to involve all our suppliers into solution of stock reduction. As a result, in 2009, we were able to reduce our raw materials and finished goods stock by 35%.

Performance of our suppliers is monitored with the help of objective indicators (e.g. delivery performance, scrap rate). Each month we prepare their evaluation, and provide feedback for them. One of the most important tasks of the Strategic Purchasing is management and support of the suppliers falling behind and searching for other suppliers if necessary.

80 000

53 779

60 000

10%

37 955

40 000

5% 0%

100 000

Long-term cooperation and innovation in supplier relations GMH has integrated the processes and IT assets of Grundfos Group into our own processes. Cooperation with our business partners is determined by high level of integrity and transparency, supported by IT background. Regulations cover the approval of agreements and their review, price fixing and control of supplier activities related to our company.

20 000 0 2004

2005

2006

2007

2008

2009

Rate of domestic suppliers Value of supplies in Euros

Figure 21. Proportion and share of domestic suppliers

Domestic suppliers We intend to extend our cooperation with the local partners. During the past 10 years we have successfully created a network of domestic suppliers and suppliers from the surrounding countries, and each year we choose a category, the supplier background development of which becomes the objective of the year. We have experienced that local suppliers greatly contributed to our efficiency. One can establish a stable cooperation with the local suppliers, there is continuous communication and therefore better flexibility can be provided.

As it is our responsibility, we constantly monitor and reduce the business risks naturally associated with our activities; market trends are part of this as well as monthly re-evaluation of our partners’ performance. According to Grundfos’s „Be > Think > Innovate” slogan, innovation is compulsory not only for us but also for the whole supply chain, for which regular supplier conferences and other professional events give opportunity. Making use of our partners’ knowledge and experience we can achieve good results in the field of optimization of raw materials and technologies, as well as continuous optimization of our suppliers’ logistics, warehousing and packaging activities.

In recent years, the domestic supplier base for machined parts has been built and local capacities have been involved in casting. In 2009 localization of packaging materials obtained from non-domestic sources was achieved, while in 2010 we are working on the relocation of production of technical plastic products to domestic suppliers

ONE CAN ESTABLISH A STABLE COOPERATION WITH THE LOCAL SUPPLIERS, THERE IS CONTINUOUS COMMUNICATION AND THEREFORE BETTER FLEXIBILITY CAN BE PROVIDED.

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PARTNERSHIP AND COMMUNITY INVOLVEMENT

We continuously develop our suppliers by trainings and on-site support, and if necessary, we can support them in the stabilization of the manufacturing process as well. Product approval We apply strict, but clearly defined criteria for approval of manufacturing processes of our suppliers. To guarantee no-failure production, Grundfos evaluates the manufacturing process capability of each specified size, and the part can only be approved if manufacturing process stability has been supported with process capability calculations. We continuously develop our suppliers by trainings and on-site support, and if necessary, we can support them in the stabilization of the manufacturing process as well.

partnership also covers involvement into new product development processes. In 2008, in Tatabánya, we established our Research and Development department which has been working in close cooperation with the Strategic Purchasing and our strategic partners. The result of this cooperation is launching the production of electrical components and the local prototype of the newly developed electromotor with improved efficiency.

Supplier Management

How our suppliers see GMH We arrange regular consultations with our key suppliers and utilize their feedback for improvement of our processes. During the supplier audits, we pay attention

Suppliers are categorized based on the nature of cooperation, their role in our company and risk, and we collaborate with them according to personally tailored strategy.

to the efficiency of GMH processes on the suppliers and the assessment of GMH from the supplier’s perspective. Hence, the gained experience helps us in getting new perspectives for development.

Classification of the suppliers, besides other things, is based on the supplier’s quality management system, the turnover, supplier’s past performance and the segmentation of classification.

PROFESSIONAL ORGANIZATIONS

Creation of annual strategy for categories, allocation of the new and regrouped products as well as decisions on how often one or another supplier should be audited are all made taking into consideration the classification. With suppliers falling within higher category we usually discuss the results or developmental expectations once a year, and the yearly audit plan is accomplished on this basis too. In the last three years we have completed on-site audits at 70% of our key suppliers, which have been prepared and accomplished by the Strategic Purchasing Department together with partner departments. During the audits, in addition to the inspection of the product manufacturing process and safety of related services, we usually examine whether our partners comply with the laws regulating their activities, moreover, whether the supplier’s processes cover mitigation of significant environmental impacts. We also inspect whether the suppliers fully comply with the provisions of the UN Global Compact initiative also provided in the agreement (Human Rights, Equal Opportunities, Environment, Corruption, etc).

LOCAL COMMUNITIES In 2009 we did not operate independent, specifically designed program for the local communities; that is why we did not prepare any evaluation of it for the given year. As our customers are not representatives of the local market, with the local communities our company develops and maintains mainly: � charitable, � supportive, � and professional cooperation. Charity Since almost its establishment, our company has donated to institutions and associations around the sites (Tatabánya, Székesfehérvár, and Budaörs). It has been a tradition for many years to support educational, medical and sport institutions for care and development of small children, by means of which, the beneficiaries are able to obtain or replace the necessary equipment, to carry out renovations, or obtain such new opportunities thanks to the funds, with which they are able to provide (indirectly) lifetime experiences for the children in need.

Our company has been a member of several professional organizations in order to convey the represented values more consciously and to improve our own knowledge and knowledge of other member organizations through exchange of experience. Benchmarking data available through organizations provide us opportunity to assess the situation of our company among similar manufacturing companies, giving ground for taking the right directions for development. GMH is the member of the following professional organizations: � � � �

Alliance for Excellence Non-Profit Association ISO 9000 Forum Hungarian National Committee for EOQ Maják – Hungarian Vehicle Development Cluster Benchmarking Club

In case the suppliers are classified within the highest category, besides mutually beneficial cooperation, our

56>57

Support We occasionally provide financial support to local communities and associations, which many our employees are members of, like e.g. entry fee and training opportunities for the “Grundfos Dragons” dragon boat team established by the members of Dragon Boat Club in Tata, or entry fee and shirts for the running competition in Tata. Community and professional activities In 2009 GMH was a key supporter of the 19th National Meeting of Environment and Nature Protection Organizations (Green NM), the chief organizer of which was the Clean Air Task Force and the venue was in Tatabánya. More than 400 participants representing 137 organizations took part in the four-day event. Besides financial support, our specialists also took part in the event, giving opportunity for the participants to receive firsthand information about Grundfos’s energysaving products. Among others, our local waterworks were also interested in our cost-saving pumps. Meanwhile, we also had a chance to get an insight into the work of the “Green NGOs” and get information about the current issues. Before the National Meeting, there was a drawing competition for local schools and the best works were rewarded; all children’s drawings were exhibited in the plant buildings.

PARTNERSHIP AND COMMUNITY INVOLVEMENT

As a result of economic crisis, in March of 2009, our employees had to spend several days of downtime, one of which was assigned as Social Responsibility Day on the basis of a creative idea: we took part in waste collection on voluntary basis, which took place in the outskirts of Csákvár, Vértes Nature Protection Area. The initiative had a positive response, and about 150 employees volunteered, collecting about 50-60m3, (10 tons) of waste. It was a shocking amount compared to the relatively small area cleaned. After this successful motion, we promoted another voluntary waste collection in the outskirts of Sóstó Industrial Park in Székesfehérvár, on the occasion of the Earth Day. This time, our 15 enthusiastic colleagues collected 25m3 (3 tons) of waste

Among the local professional affiliations, we would like to emphasize, first of all, our cooperation with the regional workforce development consulting as well as educational cooperation with Jakab Fellner Vocational Secondary School, where our employees are trained in CNC machining. We try to cultivate a closer and wider relationship with the secondary and higher educational institutions, and among them, first of all, the institutions having close connections with our company activities (technical areas, logistics, teaching of knowledge connected to manufacturing). Possibility of practical vocational training is a part of cooperation, which is provided by our company for the students of educational institutions, with previous agreement and on the basis of available resources for the given period.

In 2008 due to World Environment Day, we also carried out a flower planting campaign, within which we planted 1000 lavenders around the Maroshegy-Balatoni road roundabout junction in Székesfehérvár, contributing to the development of environmentally friendly city image. The action was repeated at the same place in 2009 by planting trees and shrubs, which was really appreciated by the dwellers of the district.

GMH has had nearly 5 years of fruitful relationship with the Faculty of Mechanical Engineering of Budapest University of Technology and Economics (BME). This is a really natural cooperation as like Grundfos, the BME is also in the leading position in some respect; it can be called the flagship of higher technical education in Hungary. Our cooperation was established by a number of colleagues who graduated from BME, and each time they encounter technical problems, which are beyond the GMH’s possibilities, they obviously contacted BME. Over time, we have realized the potential of our initial relationship and we have been building it even more thoughtfully. Due to this, a number of professional trainees and thesis papers have been created at GMH, after which we proposed job possibilities for several colleagues. Once a year we invite the department heads, who we have the closest cooperation with, to discuss further possibilities of cooperation and to evaluate the results of the previous year. Our relationship is clearly seen from the fact that the old and obsolete library of the Department of Hydrodynamic Studies was renovated together with Grundfos Hungary (GHU) and renamed into “Archimedes”, which means the same for us as for the department – the pumps and innovation. GMH has also participated in the traditional forum for the local companies organized by the College for Modern

58>59

Business Studies (MÜTF) in Tatabánya, the aim of which was to investigate how a higher educational establishment can help the labour market in terms of needs and demands. A real example of the relationship between our products and the local environment is the use of Grundfos pumps at the rebuilt spa in Tatabánya, and visit of our engineers to the site before its opening. Another professional local tie was the meeting of environmental specialists in Székesfehérvár, the organizer, initiator and the first host of which was GMH in October 2009. At the meeting sustainability/environmental action plan for a year was formulated, and different companies or non-governmental organizations undertook arrangement of programs, connected with famous days (e.g. increasing urban green space, planting, waste collecting, supporting notable days in sustainable way).

ENVIRONMENTAL RESPONSIBILITY

“The fight against climate change is only one part of the effort which points towards a higher degree of sustainability. Grundfos wishes to contribute to this by what we know best. We will take responsibility and will constantly develop and produce new technologies to mitigate the problems caused by climate change.” Carsten Bjerg, Grundfos Group President and CEO

6 ENVIRONMENTAL RESPONSIBILITY

60>61

IT IS REALLY IMPORTANT FOR GRUNDFOS THAT ITS PARTNERS AND SUPPLIERS SHOULD COMPLY WITH ENVIRONMENTAL STANDARDS.

ENVIRONMENTAL RESPONSIBILITY

Climate change is today’s global challenge. Emission of the human-caused green-house gases has negative effects on the environment, first of all, because of increase in Earth’s average temperature. Grundfos recognized that the major responsibility for solving the problem lies within companies, and acted actively among the first to find solution. In GMH’s mission emphasis is put on environmental commitment and responsibility. Since the establishment of the Hungarian plant we have been constantly developing our environmental activities and improving our environmental performance. Our goal, according to the Grundfos Group strategy, is not only to comply with regulatory requirements, but also to perform higher level of environmental performance in addition to safe operation of our plants. In 2009, the Group included sustainability among its strategic elements, striving to operate its plants as exemplary, and to encourage other companies with responsible acting. The most important element of the sustainability effort is the fight against climate change, that is why, in the future environmental improvements, the focus will be on energy saving and reduction of CO2 emission. We have been investigating the possibility of using renewable energy sources both for facility elements of the production halls (heating and cooling, hot water production) and for production lines as well. Grundfos emphasizes the use of environmentally friendly technologies and development of green products. Our products are manufactured from lead-free materials and comply with WEE, RoHS, REACH and other national and EU Environmental Standards. Among the range of our pumps, there are more and more energy-efficient products. Our aim is to manufacture only “E-Products” by 2011, i.e. to produce electric motors and pumps only of “A”-labeled consumer category. Our environmental activity is not confined to our plants and our manufacturing activities. It is really important for Grundfos that its partners and suppliers should comply with environmental standards, that is why we regularly audit our partners’ environmental performance. Together with the local authorities and neighbouring

companies, and of course, the local people we regularly organize environmental protection programs within the social responsibility activities.

ENVIRONMENTAL MANAGEMENT SYSTEM For continuous compliance with the environmental requirements and permanent development of the environmental performance, we introduced the ISO 14001 standard- based Environmental Management System (EMS) in our plant in 2004. When introducing this system, we specified significant environmental factors: energy consumption of our plants and production waste. In order to monitor and evaluate our performance, we measure and assess different consumption and emission data. Since data are compared on monthly and yearly basis, we can monitor and evaluate the results of our environmental projects, as well as environmental performance of our plants. In 2008, we introduced a complex performance index, the Environmental Performance Index, which is calculated on the basis of electricity consumption, gas consumption, water consumption and quantity of generated hazardous waste. In order to improve our environmental performance index, we introduced the use of basic principle, the so-called “Golden Rule”, which implies 5% improvement each year. Unfortunately, in 2009 we could not reach this goal, as due to the crisis, production dropped while the consumption necessary for operation of the production halls fell behind only to a minimum degree. When assessing our special indices, we compare them not only with our goals but also with our parent company’s plant in Bjerringbro (GBJ).

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ENVIRONMENTAL RESPONSIBILITY

CLIMATE CHANGE – GROWING COMPANY RESPONSIBILITY Responsibility and GMH’s action plan Every person and each company is responsible for its own CO2 emission, which increases the amount of greenhouse gases in the atmosphere, ultimately accelerating climate change, whether it is direct or indirect emissions.

EACH GRUNDFOS COMPANY SHOULD MAINTAIN THE LEVEL OF CO2 EMISSION BELOW THE 2008 LEVEL.

The Group has realized that understanding fully and recognizing our environmental impact is an essential step to reduce this impact initially, then minimize it and finally neutralize it. Grundfos did not set itself a target of less than that of being carbon neutral, i.e. CO2 neutral, and then to reach zero net emission. To reach this goal, the first step, taken in 2009, introduced the measurement of CO2 emission at each subsidiary, and then initiated introduction of reduction programs. The short-term goal: each Grundfos company should maintain the level of CO2 emission below the 2008 level.

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ENVIRONMENTAL RESPONSIBILITY

GMH is planning to obtain a special environmental software, which will be able to handle the emission and environmental effects of the plants within a single system, and then will be able to specify the ecological, especially carbon footprint. An entire company’s or organization’s footprint consists of a wide range of output sources, ranging from the direct effects, such as use of fuels, to indirect effects, like for example, employees’ commuting to work, or emission, which comes from other companies in the supply chain. According to the influence the company has on them, the emission sources can be divided into three main categories: � Direct emissions from activities, which are fully controlled by the company, such as burning of fossil fuels (e.g. natural gas, gasoline, diesel) � Indirect emission from electricity use, which depends on the source (nuclear, fossil, renewable) � Indirect emission from used or utilized products and services.

At present, for the calculation of our footprint we use the emission data arising from our electricity consumption, gas consumption and the fuel consumption of the GMH pool car fleet (since 2008). Calculation of a footprint, covering all the three areas of emission is a rather complex task. In order to do this, GMH is planning to obtain a special environmental software, which will be able to handle the emission and environmental effects of the plants within a single system, and then will be able to specify the ecological, especially carbon footprint, as well as to measure the results of different environmental developments.

THE CO 2 FOOTPRINT The CO2 footprint, being a part of ecological footprint, means emission of greenhouse gases by a person, organization, product or event. Its quantity is most often expressed in carbon dioxide or its equivalent. The following statistical figures show some interesting data about CO2 footprints:

An average Hungarian leaves a footprint of 5.65 tons of CO2 each year.

5.65 11 4 2

In developed countries the same indicator is 11 tons per person. Globally, the average amount of CO2 emission for one person is 4 tons. To overcome the climate change, the goal is to reach 2 tons per person a year.

1,5

A trans-Atlantic flight emits about 1.5 tons of CO2.

0,2

An average 5-seater car emits 0.2 tons of CO2 per 1000 kilometers.

0,1

1000 km journey on a scooter or by bus results in emission of 0.1 tons of CO2.

0,02

A trip of 1000 km by train is responsible for emission of 0.02 tons of CO2.

ENERGY MANAGEMENT One of the most important elements of the fight against climate change is reduction of energy usage and especially the energy used for manufacture of the product, as well as replacement of fossil energy resources. In all the plants of GMH, measurement of electricity and gas consumption is done by remote testing; therefore we always have up-to-date information. The data are registered and archived, and can be called forth any time. Comparison of the yearly data is done with the help of different indicators (data compared to working hours), and the base of comparison (100) is year 2001, and since 2009 it is 2008.

t 12 000 228 10 000 2519 8000

2702

225

7545

2394

2205

6117

5967

6000

Thanks to our energy efficiency project, by 2009 we had been able to save 2,500 MWh. Nevertheless, due to energy-saving measures introduced in the heating

4421 4000

season of 2008-2009, in 2009 we managed to save almost 15% compared to 2008. In 2009, in order to reduce energy consumption even more, we established a project team, the aim of which is to seize further energy-saving opportunities. In the coming period, emphasis is going to be put on energy-saving projects, for which we will ask our employees’ opinion and suggestions. With the help of our Green Kaizen program, we would like to explore our employees’ ideas about energy saving, and, if valuable, to introduce them into practice. We will also investigate the possibility of using renewable energy sources both for building maintenance (heating / cooling, hot water supply) and production areas. We would like to reduce the consumption of energy with the help of technical arrangements. By energy audits and inspections at weekend, we will try to put an end to excessive energy consumption.

2000 0%

2007

2008

2009

From pool car fleet usage From gas consumption From electricity consumption

Figure 22. Direct and indirect carbon dioxide emission

ENERGY CONSUMPTION

2006

2007

2008

2009

Electricity (MWh)

13 041

17 602

22 257

18 043

Electricity (TJ)

46 948

63 367

80 125

64 955

Gas (GJ)

39 316

44 903

48168

42 674

Total energy consumption (TJ)

86 263

108 270

128 293

107 629

Table 11. Energy consumption

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ENVIRONMENTAL RESPONSIBILITY

Fortunately, we managed to keep electricity consumption below planned level, due to actions implemented to save energy: � Welding machine synchronization, which resulted in lower peak consumption � Introduction of regular monitoring of the compressed-air system, which resulted in reduced power consumption

It is important to stress, that besides the above two actions, production structure in our factories has been significantly changed in the recent two years. We have been using more and more high energy consuming milling machines (e.g. MAZAK automated machining centers in GMH2, or press machines and robots in GMH3), as a result of which the actual consumption has increased.

WASTE MANAGEMENT Waste reduction and increasing the rate of waste recycling contribute indirectly to the fight against climate change through the reduction of effects of transportation and production.

60

Selective waste collection is the primary mission of all Grundfos companies. GMH operates following this rule; we had the most important tasks in this area after having founded our Hungarian plants. In order to recycle the waste generated by production, we have created the conditions for selective waste collection in our plants. Waste, generated during production, has already been collected at the locations of its generation, separating the types of material, and thus preparing it for transportation. With the help of our waste management system, 95% of the waste materials are passed for recycling. Therefore, each year about 1,900 tons of the 2,000 tons of nonhazardous waste are recycled, which means significant environmental and economic advantage.

40

Typically the following types of non-hazardous waste are generated during production:

index

100

80

20

0 2006

2007

2008

2009 GMH target GMH Grundfos Bjerringbro Benchmark

Figure 23. Electricity consumption index (until 2008 the base year (100) was 2001, since 2009 the base year (100) is 2008.)

Gas consumption Major part of our gas consumption originates from heating demands, which is seasonal, nevertheless, there is some energy-consuming equipment and technological elements (e.g. the powder coating and the kataforetic coating) in our plants. By the programs launched, time programming and optimization of the air handlers, we managed to reduce heat loss, and consequently - gas consumption. In the coming period, we are planning to install a low power (55 kW) condensing boiler in the plant in Székesfehérvár, for domestic hot water supply, and thus, shutdown of the high performance boiler in the summer period will significantly reduce consumption. Moreover, we are planning installation of a heat pump to the technological cooling system, which, through the utilization of waste heat, will help to preheat the water. Due to

these measures, consumption of gas at Székesfehérvár plant will probably fall back to one-fifth in the summer period. We will initiate installation of a similar system in Tatabánya, and are planning to install solar panels for producing domestic hot water at GMH2.

� Packaging – e.g. cardboard, foil, wood packaging � Other recyclable waste � Technological waste – e.g. chips (stainless steel, cast iron, aluminum), copper � Manufacturing scrap – e.g. stators, pump housings, impellers, etc. � Landfill waste During production we also use chemicals which generate hazardous waste: � Packaging (e.g. containers, cans, boxes contaminated with hazardous material) � Absorbents (e.g. wipes) � Technological waste (e.g. lubricants, varnishes, paints) � Emulsion wastes � Waste of service areas (e.g. batteries, fluorescent lamps) � Wastewater treatment wastes (e.g. residues from sludge presses, vacuum evaporators)

We managed to keep our gas consumption below the planned level. Drastic numbers in 2006 may point at the expansion of GMH1; however, the milder winters in 2006-2007 resulted in lower consumption. Due to energy-saving actions introduced in 2008 (e.g. lower temperature in the plants during weekends), our energy consumption dropped. In 2009, because of colder winter temperatures, the heating season lasted longer than usually, which also brought about some increase in gas consumption. Increase in gas consumption index can be explained by the reduction of working hours.

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In case of non-hazardous waste, our goal is to reduce waste and scrap, as well as higher rate of recycling. For the reduction of non-hazardous waste we have launched different technical programs. Besides selective collection of production waste, we have introduced several successful actions, like e.g. selective collection of office waste paper and of electronic waste. Our most recent project was the replacement of paper towels by textile ones in the restrooms, as well as selective collection of paper towels in production areas, thus reducing the total amount of yearly waste for deposition by 2 tons. In the coming period, the goal will be further reduction of waste to be deposited, the programs for which will be introduced in 2010-11. One of our most important aims is to reduce the quantity of hazardous waste, arising from manufacturing activities. Due to this we have launched our environmental projects. Dirty textile absorbents used in production are taken away for washing by our affiliated partner, thus only the absorbed material is waste, as the cloth can be reused. Another important project is the filter system, introduced for treatment of emulsion system, with the help of which, we have significantly reduced the amount of used emulsion oil, and thus the amount of generated hazardous liquid waste. Some of the oil containers, which are not classified as hazardous material, are passed for further utilization after washing, instead of being treated as hazardous waste and burnt in the incinerator. Waste water from production processes is collected, and after cleaning, advanced to a specialized firm for treatment. Earlier, the largest problem was the emulsion waste, which produced 75% of hazardous waste in the plants of Tatabánya. At the end of 2009 we launched a massive program to decrease this problem. In Székesfehérvár, where much smaller quantities are produced, making use of local conditions, we have solved the reduction using our own vacuum evaporator, while in Tatabánya, separation will be made with the help of a specialized company. Thanks to the measures taken, according to forecasts, we can expect almost 80% decrease in the area of emulsion waste. Through treatment of contaminated fluids, besides the used emulsion, local treatment of various kinds of wastewater and reuse of purified water will also become possible.

ENVIRONMENTAL RESPONSIBILITY

Index of the hazardous waste presents emission of hazardous waste by GMH per working hours.

In recent years the amount of hazardous waste has slightly increased, primarily because of technological modifications (more machining centers use more emulsion, which results in more waste emulsion). It is evident though, that nevertheless it was possible to keep the emission of hazardous waste within target amount. The emission exceeded the target level in 2007, due to replacement of paint used at CED coating plant, and in 2008, due to replacement of emulsion in the plants. In 2009, because of reduced number of working hours due to the economic crisis, the index was higher; however, the amount of waste did not change, as it is not solely dependent on work hours.

index 160

140 120 100

In 2009 we started the preparation of full fluid management at the plants in Tatabánya, as a result of which we are awaiting significant reduction in the amount of emulsion waste.

80 60 40 20 0 2006

2007

2008

2009 GMH target GMH Grundfos Bjerringbro Benchmark

Figure 24. Index of hazardous waste (until 2008 the base year (100) was 2001, since 2009 the base year (100) is 2008.)

WAY OF TREATMENT NON-HAZARDOUS WASTE

2006

2007

2008

2009

1 848

2 343

3 071

2 247

Packaging

Recycling

286

395

709

455

Other recyclable waste

Recycling

17

18

160

135

Technological metal waste

Recycling

1085

1288

1470

1161

Production scrap

Recycling

351

525

571

373

Landfill waste

Recycling

109

117

160

123

175

243

399

401

Burning or reuse

12

14

19

14

Absorbent material

Burning

13

18

28

28

Technological waste

Burning

16

26

79

21

Recycling

129

176

222

277

Burning or recycling

2

4

5

2

Recycling

3

5

46

59

HAZARDOUS WASTE Packaging

Emulsion wastes Waste of service areas Waste water treatment waste

Table 12. Amount of hazardous and non-hazardous waste generated by type (t)

70>71

WE DECIDED TO DRILL OUR OWN WELL IN THE PLANT IN SZÉKESFEHÉRVÁR, THE PURPOSE OF WHICH WAS TO REPLACE THE IRRIGATION WATER MAINS.

ENVIRONMENTAL RESPONSIBILITY

In 2007, in the plant in Székesfehérvár, we decided to drill our own well, the purpose of which was to replace the irrigation water mains, but later it obtained a significant role in cooling the building as well. Unfortunately, in Tatabánya the local peculiarities make it difficult to fulfill a similar project, though we were able to take steps to recover the rainwater.

As we have not succeeded to achieve the set targets in water consumption, we are planning further developments to reduce water consumption (e.g. use of purified water for flushing toilets, use of groundwater for cooling).

2006

2007

2008

2009

24 034

44 371

46 727

40 945

-

-

-

13 100

2 883

10 183

4 771

24 034

41 488

36 544

36 174

-

-

52

76

WATER USED Piped water (m3) Untreated water from the well(m3) EVAPORATED WATER VIA COOLING TOWERS AND IRRIGATION (m3) WASTE WATER Running into sewage (m3)

WATER CONSUMPTION Because of different reasons, our water consumption has slightly exceeded the target level in recent years. In 2006, as a consequence of the plant extension in Tatabanya, the sprinkler tank (extinguishing system) had to be expanded and refilled due to official regulations. In 2007, though, because of replacement of paint in the CED coating plant, water consumption increased above the planned rate. In 2008, full replacement of emulsion system caused higher consumption than expected. During this years, introduction of production lines involved installation of an increasing number of machining equipment, which increased the amount of emulsion used, and so, the consumption of water as well. In 2009,

the consumption of water did not increase, however, reduction in number of working hours resulted in higher water consumption index.

Transported in tankers (m3) Table 13. Water consumption and wastewater generation

There are several measures under way in order to reduce water consumption:

EMISSION OF AIR POLLUTANTS � Application of “FLUID Management” system, which will prolong the life of cooling and lubricating fluid in machinery, and therefore, the consumption of crude oil and water will decrease. � Installation of magnetic filters at certain technological points to reduce metal contaminants in the water tanks.

During our production activity, a number of air pollutants are generated, which are lead out from the production hall through extraction equipment. In order to avoid air pollution, we operate separation equipment of adequate efficiency, which prevents the pollutants from entering the environment. Each point source (chimney)

TYPE OF POINT SOURCE

PLANT

EMITTED AND MEASURED POLLUTANTS

EMISSION IN % OF LIMIT VALUE

GMH1-2-3

CO, NOx, SO2, power

10-50 %

GMH1

Toluene, powder

2%

Painting booth

GMH1-2-3

Xylene, ethylbenzene, butilglikol

0,5-4 %

Machining equipment

GMH1-2-3

Oil vapors, solid powder

15-20 %

CED Painting

GMH2

Butilglikol, CO, NOx, SO2, powder

15-20 %

Agglutination

GMH1

Epoxipropil neodecanoate, Diuron

1%

Epoxy waxing

GMH1

Epoxy vapor, Ethanol

1%

Polishing

GMH1

Cr, Ni

na

Powder painting

GMH2

Solid powder

20-30 %

Roughing Cable Hoods

GMH3

Solid powder

10-20 %

index

Boiler chimney

120

Laquering stations 100

80 60 40 20 0 2006

2007

2008

2009 GMH target

has been approved and is operated with the permission of environmental authority. The emission of our point sources is measured in accordance with legal requirements and the measured results are forwarded to the environmental authority each year. The authorities verify the compliance with limits by regular measurements.

GMH Grundfos Bjerringbro Benchmark

Table 14. Point sources, typical pollutants and relative emission limit values

Figuer 25. Water consumption index (until 2008 the base year (100) was 2001, since 2009 the base year (100) is 2008.)

72>73

ENVIRONMENTAL RESPONSIBILITY

ENVIRONMENTAL COSTS, EXPENDITURES AND SAVINGS Each year our company monitors the environmental expenditures and costs. Although our environmental costs, which consist mainly of waste deposition/disposal, have been growing with each year with the growth of production, we can see clearly that our income, which comes from realization of collected selective waste, has

also grown. Therefore, by 2009 we had managed to achieve twice as much revenue in terms of waste, as was the cost of deposition and disposal. For the achievement of this good result though, we needed the environmental investments, which made it possible to arrange the conditions for selective waste collection.

2006

2007

2008

2009

Transportation of solid, non-hazardous waste

10006

10923

14794

13065

Transportation and disposal of hazardous waste

13203

15001

21546

21256

4010

8365

14510

9137

40

58

8851

10920

Other

0

0

0

0

TOTAL

27259

34347

59701

44550

185

750

0

0

7466

500

29746

8039

Machine-,equipment-, and vehicle related investments

0

44622

0

0

Other

0

0

0

0

TOTAL

7466

45122

29746

8039

0

0

21516

0

6796

19500

1765

0

670

25622

6465

0

Other

0

0

0

8039

TOTAL

7466

45122

29746

8039

7466

45122

29746

8039

0

0

0

0

7466

45122

29746

8039

20726

152308

48737

96252

ENVIRONMENTAL EXPENDITURES (thousand HUF)

Through sewerage Transportation of wastewater collected in tank

The results of the company’s savings of environmental protection expenditures may be best seen from the results achieved in 2009 with KÖVET tender. In 2009, KÖVET (Association for Sustainable Economies) for the 8th time announced the environmental protection savings related tender “Money that comes in through the window”, in which we took part for the first time. We collected the projects of recent years on saving environmental protection costs in the area of waste and drinking water expenditures. We were also surprised

ECONOMIC EXPENDITURES (thousand HUF) Environmental protection expert ENVIRONMENTAL INVESTMENTS (thousand HUF) Building- and other investments

DIVISION OF INVESTMENTS BY ENVIRONMENTAL BRANCHES (thousand HUF) Wastewater treatment Treatment of solid, non-hazardous waste Treatment of hazardous waste

FINANCING OF ENVIRONMENTAL PROTECTION INVESTMENTS (thousand HUF) Own sources, loan EU-support TOTAL INCOME (THOUSAND HUF) Income from expenditure by-products Table 15. Environmental costs and expenditures

74>75

when the results showed saving of 341 million forints in comparison with the previous state. Thus, giving the finishing touch to our previous efforts, we managed to win the first place in the category of “low-hanging fruit” (i.e. ideas implemented with investments not that expensive).

APPENDIX

MEASURES TAKEN

DATE OF TAKING MEASURE

ENVIRONMENTAL IMPROVEMENT

INVESTMENT OPERATIONAL COSTS (YEARLY) SAVINGS (YEARLY) PERIOD OF RETURN

Selective collection of production waste

2004

Reduction of waste for deposition by 1,900 tons. Reduction of raw material use by recycling some waste materials.

Replacement of paper towels by textile ones

2009

Approximately 6.5 tons less of nonhazardous waste are produced ach year.

0 HUF 0 HUF 0,5 million HUF Instant

Reuse of oily cloths

2006

Approximately 20 tons less of hazardous waste (oily cloth) are produced.

0 HUF 0 HUF 1,2 million HUF Instant

Fluid management system (re-filtering of emulsion oil, local treatment)

2006

Usage of emulsion oil dropped by 30%, i.e. by about 12,000 tons in yearly terms. Thus, production of hazardous waste (used emulsion waste) decreased by 45%, i.e. by about 62 tons each year.

0 HUF 0 HUF 8,1 million HUF Instant

Reduction of liquid hazardous waste

2008

By evaporation of water-based liquid waste, we produce by 660 tons less hazardous waste each year. (Instead of 720t/year, we produced 60t/year).

Use of local cooling instead of central cooling (GMH3)

2007

Yearly electricity consumption decreased by 60,600 kWh by installation of local cooling, independent of central cooling.

Use of local compressed air compressor instead of central compressor (GMH3)

2008

Yearly electricity consumption decreased by 36,400 kWh by installation of local compressed air compressor instead of central compressed air system.

Optimization of heating

2008

Yearly consumption of natural gas for heating decreased by 0.16 million m3 due to time-program controlled heating and setting of adequate temperature.

0 HUF 0 HUF 16 million HUF Instant

Optimization of heating and ventilation

2009

Yearly electricity consumption decreased by 70,000 kWh, by introduction of heating and ventilation time programming and night-time ventilation.

6 million HUF 0 HUF 23 million HUF 3 months

Periodical turning off of manufacturing equipment (compressors, light, machines )

2008

Yearly electricity consumption decreased by 172,000 kWh, due to implementation of turning-off arrangements.

Reduction of consumption of piped water (irrigation from drilled well) GMH3

2008

Yearly utilization of piped water dropped by 8,000 m3.

7,5 million HUF 200 thousand HUF/year 3,5 million HUF/year 2 years 3 months

Reduction of consumption of piped water (cooling of the building by water from the well) GMH3

2009

Yearly utilization of piped water dropped by 4,500 m3.

4,6 million HUF 150 thousand HUF/year 4,1 million HUF/year 1 year 2 months

50 million HUF 18 million HUF 205,86 million HUF 3 months

30 million HUF 7 million HUF 20 million HUF 2 years 4 months 280 thousand HUF 130 thousand HUF 2 million HUF 2 months 50 thousand HUF 60 thousand HUF 1,2 million HUF 1 month

APPENDIX

0 HUF 0 HUF 56,8 million HUF Instant

Table 16. Environmental measures and savings

76>77

GRI CONTENT INDEX

GRI Checked

INDICATOR

B

B+

A

A+

Report Externally Assured

Third Party Checked

C+

Report Externally Assured

Self Declared

C

Report Externally Assured

Optional

Mandatory

2002

APPENDIX

The index below includes classification of the indicators, topics according to GRI G3 Guidelines. Description of the indicators can be fount at www.globalreporting.org

PAGE

Strategy and Analysis

INDICATOR

5-7.

1.2

5-7.

Governance

Organizational Profile

4.1

14-15.

4.2

80.

4.3

14-15.

2.1

12.

4.4

14-16.

2.2

13.

4.5

42.

2.3

13.

4.6

2.4

12.

2.5

Economic performance

INDICATOR Society

EC1

18-19.

EC6

54.

Work experience and decent work Employment

Environmental Energy

Occupational health and safety

LA1

35.

LA2

35.

LA3

41.

LA7

43-44.

LA8

46.

LA10

40.

67.

30.

EN4

67.

4.7

36-39.

EN5

76.

12-13.

4.8

22-23., 30.

EN7

76.

LA11

40.

2.6

12.

4.9

14-16.

EN8

73.

LA12

40-42.

2.7

52.

4.10

16.

EN16

66.

Human rights

2.8

13.

4.11

25.

EN21

73.

Procurement practices

HR2

56.

2.9

13.

4.12

53.

EN22

71.

Society

2.10

75.

4.13

56.

EN26

62.

Corruption

SO2

30.

4.14

50.

EN30

74.

SO4

30.

4.15

50.

SO5

30.

PR4

5.

PR5

52-55.

Commitment to External Initiatives

Stakeholder engagement

Water Emissions and wastes

Products and services

Education and training

Public policy

3.1

80.

3.2

80.

4.16

50-59.

Product resonsibility

3.3

80.

4.17

50-59.

Products

3.4

80.

Management approach

3.5

80.

Economy

3.6

80.

Environmental

3.7

80.

Labour practices

3.8

80.

Human rights

3.9

80.

Product responsibility

3.10

80.

Society

3.11

80.

GRI content index

3.12

78-79.

Assurance

3.13

80.

Report scope and boundary

PAGE

EN3

Parameters of the Report Profile of the report

PAGE

Economy

Governance, commitments and obligations 1.1

INDICATOR

PAGE

4., 17-18. 4., 62-64. 34-35. 30., 56. 5., 52-53. 30., 50.

78>79

APPENDIX – NON-RELEVANT INDICATORS 4.2 Indicate wether the Chair of the highest governance body is also an executive officer.

Legal form of Grundfos Manufacturing Hungary Ltd. is a limited liability company; hence the company does not have a governing board or a chairman.

4.3 For organisations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members.

APPENDIX – PARAMETERS OF THE REPORT 3.1 Reporting period

2009.

3.2 Date of the last report

This is GMH’s first sustainability report

3.3 Reporting cycle

One year

3.4 Further information

Lajos Zoltán Varga, Manager of Common Services Tel: (+36) 34 801 323 E-mail: [email protected]

3.5 Process for defining report content

Focus topics and structure of report were determined by the colleagues ivolved and the General manager within a workshop, taking into consideration Grundfos corporate culture and the target groups of the report.

3.6 Boundary of the report

Report refers to Grundfos Manufacturing Hungary Ltd.

3.7 Limitations on the scope or boundary of the report

None

3.8 Introduction of regards, according to which performance of joint ventures, subsidiaries, leased institutions, outsourced activities and other entities in the report could have significantly influenced comparability of the report in terms of time and other companies.

No joint ventures, subsidiaries, leased institutions or outsourced activities are mentioned in this report.

3.9 Data measurement techniques and calculations

Reliability of our data is assured by our management systems, SAP system, our internal reporting system and database.

3.10 Explanation of re-statements

Not relevant, as there is no re-stating.

3.11 Significant changes from previous reporting

Not relevant, as this is the first GMH report.

3.13 Assurance

Our report has not been attested by an external independent party. We are planning to get external attestation though.

Kriszt József  Krivanek Jánosné  Krivánszky Mariann  Krupánszki Erika  Kubola József  Kuklis Györgyi  Kukovetz Péter  Kun Attila  Kun Zoltán 1  Kunkli Katalin  Kunné Takács Ágnes  Kurdi Tamás  Kurdi Tibor  Kuris István László  Kuris Lászlóné  Kurucz Bernadett Irén  Kurucz Mónika  Kurucsó Alexandra  Kurucsó Elek  Kurucsó Sándor  Kusnyárné Botka Anikó  Kutasi Ferenc Zoltán  Kuti Balázs  Lábadi Csaba  Lábadiné Szegedi Kinga  Labancz Tibor  Labancz Tibor 1  Laboranovits Márton  Labudek Éva Csilla  Laczó Tamás  Lajos Miklós 1  Lajti Andrea Edit  Lajti Józsefné  Lajtos Zoltán  Lakatos Ibolya  Lakatos József  Lakatos Krisztina  Lakatos Péter  Lánczi Béla  Láng Aranka  Láng Tibor  Lanszki János  László Péter  Lászlók Tiborné  Lászlóné Lakatos Tímea  Laukovics Gyula  Laukovics Hunor Gyula  Lázár Ferenc  Lázár József Árpád  Lázár Tamás  Lázárné Bruder Katalin  Ledeczki Tünde  Leel-Őssy Árpád  Légrádi Gábor  Légrádi László  Lehel Gábor  Lehner Attila  Léhner Csaba  Lehotkai Ákos  Lehőcz Zoltán  Lénártné Szepesvári Éva  Lendik Zsolt  Lengyel Dezső  Lepcsényi Miklós  Lepsényi László  Lerbak Anders Dyrup  Lesták Viktória  Letenyei Zoltán  Letkó István  Letkó Róza Andrea  Lévai Csaba  Liczki Edina  Licskó Szilvia  Lipót Róbert  Lippai Tünde  Lipták Szilvia  Lipták Tibor  Lisztes Anikó  Litkei Pál  Lobenvein János  Lois Tímea  Loránd Gábor  Lovász Attila  Lovász Mihály  Lovodics Ferenc  Ludmann Péter  Lukács Gábor József  Lukács Lóránd  Lukovics Elek  Maczek Brigitta  Madarász Ervin  Madarászné Németh Szeréna  Madler Gábor  Magosi Lajos  Magosiné Becker Tímea  Magyar Attila 2  Magyar Diána Katalin  Magyar János  Magyar Milán  Magyar Zsuzsanna  Magyarné Sütő Judit  Majer Mária  Major Ilona  Major Lajos  Majorné Bihari Mónika  Majsai Mihály  Majtán Péter  Mák István  Mák Katalin  Makai Zoltán  Makkai Miklós  Maklári Annamária  Maklári Gabriella  Mákos Béla  Makovics Péter  Malinovszky József  Malinovszky László Zoltán  Málnás Zoltán  Markgruber Gyula  Markót András  Markótné Molnár Ilona  Márkus István  Márkus Zoltán  Marosi Róbert  Martin Anna  Marton Enikő Erzsébet  Marton Éva  Márton Gyula  Marton Zsolt  Máté Attila  Máté Jenő 1  Máté Jenő 2  Matesz Fülöp  Matesz Fülöpné  Mátyás Stefan  Mautner Tamás  Mayer Márton  Mayer Tamás  Mázsa Zoltán  Medzihradszky Tamás  Meiszter Istvánné  Ménesi Zsolt  Ménesi Zsoltné  Mente Péter  Merétei Zsolt  Merics István  Merk Csaba  Merk Liliana  Mersics Éva  Mesterné Sallói Anett  Mészáros András  Mészáros Csaba  Mészáros Gergely  Mészáros Lívia  Mészáros Mária  Mészáros Tibor  Mészáros Zoltán 1  Mészáros Zsolt  Mészáros Zsoltné  Meszes József  Mezei Sándor  Mihályka Szidónia  Mike Ariel  Mike Csaba  Mike Csabáné  Miklós Gabriella Anna  Miklós János  Mikó Balázs  Mikó Sándor  Milán Orsolya  Milán Ottó  Mile Bertram  Milesán Jenő  Mireider János  Miskovics János  Mocsi Gabriella  Mocsi Sándor  Mohácsiné Lakatos Anikó  Mohos Gabriella  Molnár Antal  Molnár Csaba  Molnár Ferenc 2  Molnár Ferenc 3  Molnár Gábor  Molnár Gáborné  Molnár Imre  Molnár István  Molnár János 1  Molnár János 2  Molnár József 1  Molnár József 2  Molnár László  Molnár Richárd  Molnár Róbert  Molnár Rozália  Molnár Veronika  Molnár Viktor  Molnár Zoltán 3  Molnár Zsuzsanna  Molnárné Szabó Valéria  Mondy Katalin  Mónus Péter  Móra Gábor  Móra Tamás  Moravcsik János  Moravcsik Zoltán  Móricz Géza  Morvai Viktória Bernadett  Mózes Istvánné  Mozsár Tibor  Mráz Zsolt  Mucha Gábor  Mucsi Balázs  Mucsi József  Muschna Hajnalka  Müller László  Nádházi Klára  Nádolszki József  Nagy Adrienn  Nagy Andrea  Nagy Attila 4  Nagy Barnabás  Nagy Csaba  Nagy Ferenc  Nagy Ferencné  Nagy Gábor 1  Nagy Gábor 4  Nagy Gáborné  Nagy György Péter  Nagy Imre 1  Nagy István 2  Nagy István 3  Nagy István 4  Nagy Istvánné  Nagy János 1  Nagy Jenő Zoltán  Nagy József 3  Nagy Júlia  Nagy Klára 1  Nagy Klára 2  Nagy Krisztián  Nagy László 1  Nagy László 3  Nagy László 5  Nagy Lászlóné 1  Nagy Norbert  Nagy Pál Zoltánné  Nagy Szilveszter  Nagy Tamás 1  Nagy Tibor 1  Nagy Tiborné  Nagy Viktor  Nagy Zoltán 1  Nagy Zoltán 2  Nagy Zoltán 3  Nagy Zoltánné  Nagy Zsigmondné  Nagy Zsuzsanna 2  Nagy Zsuzsanna 4  Nagyné Fodor Mária  Nagyné Hegedűs Katalin  Nagyné Serfecz Ibolya  Náni Ilona Mónika  Navratil Ottília  Negre Dezső  Negre Dezsőné  Nemes Andrea  Nemes Imre  Nemes István  Nemes János  Nemes László  Nemes Mária  Németh Albert  Németh Annamária  Németh Béláné  Németh Csilla Katalin  Németh Dávid  Németh Gyula Bajnokné  Németh József  Németh Józsefné  Németh Józsefné 1  Németh Krisztián 1  Németh Krisztián 2  Németh László  Németh László 2  Németh László 5  Németh Lehel  Németh Lilla  Németh Mihály Sándorné  Németh Mónika  Németh Roland  Németh Zoltán  Németh Zoltánné 3  Németh Zsolt  Németh Zsolt 3  Németh Zsoltné  Némethné Madarász Gabriella Márta  Neubauer Gábor  Neubauer Nóra Bernadett  Nokta László  Novák István  Nyáriné Szikszai Mónika  Nyeste Zsolt  Nyevrikel Ferenc  Nyírő Ferenc  Nyírő Ferencné  Nyírő Ildikó  Nyitrai Attiláné  Nyitrai Zsolt  Oberlander Péter  Ódor Bernadett  Ódor Gábor  Ódor József  Ódor Zsolt  Ódorné Pénzes Anikó  Oláh József  Oláh Péter  Oláhné Kecskés Ilona  Oláhné Zách Zsuzsanna  Olajos Tibor  Oleárnik Éva  Ollósi Hajnalka  Oltványi Zoltán  Ongrádi Zoltán  Orbán Emil  Orbán Erzsébet  Orbán László  Orbán Lívia  Orbán Márta  Orcsik Csabáné  Orcskay Lászlóné  Orgován Zoltán  Orgovánné Nitas Veronika  Orlovits Beáta  Ormos Gyöngyi  Ormos Zoltán  Orosz Attila  Orosz Máté Gyula  Orsóné Reppl Mária  Osvald-Gerendás Melinda  Ozsváth Attila  Ozsváth Júlia  Öller István  Öllerné Dörömbözy Renáta  Ördög Katalin  Örmény Edit  Paholik Viktor  Paksi Margit  Paku-Németh Csilla  Palhad Istvánné  Páli László  Palkó László  Palotai Mónika  Páncél Gyula  Pankotai Csaba  Pap Gábor  Pap Orsolya Zsófia  Pápai János  Papp Adrienn  Papp Ákos  Papp Ernő  Papp Ibolya  Papp Nóra  Papp Szilárd  Papp Zoltán  Papp Zoltánné 2  Parragh István  Parti Levente  Paszkosz Kosztandinosz  Pásztor Adrienn  Pásztor Attila  Pásztor Lászlóné  Pataki Attila  Pataki Gergely  Pataki Gyuláné  Patakiné Mráz Katalin  Patonai László  Pável Attila  Peintler László  Pék Zsuzsanna  Péntekné Martinecz Margit  Percsics Péter  Perger Ferencné  Péter József  Petrik László  Petrik Miklósné  Petrovics István  Petrovics Józsefné  Pinczés Anikó  Pinke János  Pintér Ervin  Pintér Kinga  Pintili Lászlóné  Pirityi Zoltán  Platinka Maximilian  Pleck László  Pócz János  Poczik István  Poczik Lajos  Poczik Miklós  Pogány Zoltán  Pokornyi Róbertné  Polgár Dénes  Polónyi László  Polyák Gabriella Mónika  Pongrácz István  Pongrácz Roland  Pónya Tamás  Pór László  Póray Judit  Pordányné Fekete Ildikó  Pothornik Éva  Pothornik Tiborné  Pöck Attila  Pöhlig András  Prandler Tibor  Princzné Szabó Anikó  Pruzsina Judit Mariann  Pulikné Pilipár Mónika  Punk Angelika  Punk Miklós  Punk Róbert  Puska Mónika  Puskás Ibolya  Rábai Zsolt  Rabi Miklós  Rácz Attila  Rácz István  Rácz Istvánné  Rácz Jánosné  Rácz Sándor  Rádi Gábor  Radics Istvánné  Rádiné Csik Erzsébet  Radócz János  Radóczné Vona Katrin  Radványi Győzőné  Radványi Jánosné  Raffael Ildikó  Rajnai Péter  Rajtmár Tibor  Rakó Olivér  Rákosi Ferencné  Rapali Miklós  Rattesid László  Rátvai Helga  Régi Ágnes  Reiter Csaba  Reiter Józsefné  Rentkó Józsefné  Répási Gábor  Réthalmi Ferenc  Réthy Annamária  Réti László  Retkes Gábor  Révész Teréz  Richter Ferenc  Rideg Emilné  Ridegné Kiss Brigitta  Rieder Tamás  Rigó Andrea  Ring László  Ritecz Domonkos  Ritsmann József  Róka Sándor Péter  Román Petra  Romhányi Edit  Roncs Miklósné  Rorbacher Ferencné  Rosta Imre  Rosta Katalin  Róth Krisztina  Rozmán Endre  Rózsa István  Rubos Erika  Rupp Andrea  Ruska Tamásné  Ruzsics Roland  Sábitz István  Sági Zsuzsanna  Sáhó Ágota  Sáhó Istvánné  Sáhó József  Sáhó Sándor Józsefné  Sáhó Szabolcs  Sáhó Tamara  Sáhóné Ádám Erzsébet  Sajtosné Bankó Melinda  Salamon Zoltán  Salgói Géza  Sallai Imre  Sándor Bernadett  Sándor Gábor  Sándor Mátyás 2  Sári Gyula  Sári Péter Pálné  Sári Regina  Sárközi Dezsőné  Sárközi Erzsébet Emese  Sárközi István  Sárközi Klára  Sarus József  Sárvári Krisztián  Sasvári Gábor  Sasvári Zoltán 1  Schaffer Józsefné  Schatzné Lipták Klára  Schiffer Sára  Schill Milán  Schlégl László  Schlégl Tamás  Schlickné Pető Katalin  Schmidtmayer Péter  Schneider Gábor  Scholl Zoltán  Schön Éva  Schreindorfer Szilvia  Schultz Zsuzsanna  Schwarczinger Csilla  Schwartz Bernadett  Sebők Viktória  Sedlák László  Seeler Béla  Seemann Istvánné  Sefner Erik  Sélley Sándor  Semjéni Imréné  Senkár Csaba  Seregné Varga Andrea  Serfőző Gergely  Siklódi János  Sikvári Balázs  Silye Imre  Simon Károlyné  Sipos Gyuláné  Sipos Margit Viktória  Sisa Ferencné  Skrenyó Karollina  Skrinyár Balázs  Skrinyár Ferenc  Skrinyár Mihály  Slégl János  Sloan Frazer Vincent  Smudla Gabriella  Sólyomné Hegedűs Georgina  Somogyi László  Somogyi László 1  Somogyi Marianna  Somogyiné Deák Anita  Somogyiné Márkus Eszter Zsuzsanna  Soós Jánosné  Soós Zoltán Csaba  Sóti Gábor  Sörös Lászlóné  Spankovics Istvánné  Spertli Elena  Springmann Zsolt György  Steiner Gábor  Steixner Zsolt  Stiedl Csaba  Stock Károly  Stróbl Tímea  Stutzenberger Csaba  Sulák Norbert  Sulyok József  Suplicz Istvánné  Surányi Ferenc  Surapka Judit  Surnyák Adalbert  Sümeginé Szabó Erzsébet  Sürüs Éva  Sütő Attila  Sütő Zsolt  Sütő-Harmos Teréz  Sütőné Glaser Renáta  Svehlik László Attila  Svidró István  Svitz József  Svorcz János  Szabó Albert  Szabó Anita  Szabó Elemér 2  Szabó Erzsébet  Szabó Gábor 2  Szabó Gábor 3  Szabó Gábor Barna  Szabó Gábor Dénes  Szabó György 2  Szabó Gyula  Szabó Henriett  Szabó Imre 2  Szabó Imréné  Szabó István  Szabó J Zoltán  Szabó Jánosné  Szabó József 1  Szabó József 2  Szabó József 3  Szabó József 4  Szabó Julianna  Szabó Katalin  Szabó Katalin 2  Szabó Krisztián  Szabó Krisztián 2  Szabó Lajosné  Szabó László 2  Szabó László 3  Szabó László 5  Szabó Melinda  Szabó Mihály Károly  Szabó Norbert  Szabó Norbert 2  Szabó Péter 3  Szabó Róbert 2  Szabó Sándor Attila  Szabó Sándorné  Szabó Szilvia  Szabó Zoltán 1  Szabó Zoltán 2  Szabó Zoltán 3  Szabó Zoltán 4  Szabó Zoltán 6  Szabó Zsolt  Szabóné Csíki Tünde  Szabóné Héhn Angéla Zsuzsanna  Szabóné Sinák Veronika  Szabóné Szatmári Anikó  Szabóné Szita Erika  Szabóné Vecsei Rozália  Szaip Ágnes  Szakács Tamás  Szakál Béla  Szakáts Károly  Szalai Attila 1  Szalai Attiláné  Szalai Imre Zsolt  Szalai Károlyné  Szalai László  Szalai Sándorné  Szalainé Valker Györgyike  Szalay Aladár  Szalay Lászlóné  Szaller Katalin  Szalóki Gabriella  Szalontai László  Szamalovits Tibor János  Szamosné Soós Gabriella  Szántó Csilla  Szántó Krisztina  Szántó Sándor  Szántó Zoltán  Szapanos Lajos  Száraz Jánosné  Szarka József  Szárszó Anikó  Szász József  Szatmári Attiláné  Szatmári Tivadar  Szatmáry Attila  Szebellédi Zoltán  Szebenyi László  Szebenyi Sándor  Szecsődi Balázsné  Szecsődi István  Szecsődi Sándor  Szeghalmi Csilla  Szeghalmi József  Szeifert Zsófia  Szeiffert Gábor  Szeimann István  Székely Viktor  Székely Zoltán  Szekeres András  Szekeres Zsolt  Szekeres Zsolt 1  Szelezsán Zsolt  Szemes Antal  Szemes Patrik  Szénási Péter  Szentkirályi Zsuzsanna  Szentpéteri János  Szényi Erzsébet  Szepesi Dóra  Szeredi Józsefné  Szerencse Istvánné  Szigeti Józsefné  Szigeti László  Szigeti Zoltán  Szigetlaki Zoltán  Szigetvári Balázs Gergely  Szigetvári Csenge  Szigetváriné Csehi Krisztina  Szij Ferenc  Szij Sándor  Sziklai Kinga  Szikora Károly  Szilágyi György 1  Szilágyi Tímea  Szilágyiné Novák Erzsébet Julianna  Szilák Tamás  Szilák Tamásné  Szili János  Szilvási Anett  Szívosné Kovács Magdolna  Szokolai István  Szoldi László  Szolnoki József  Szórádi Ferencné  Szórádi Lászlóné  Szőke Árpád  Szőke Árpádné  Szöllősiné Juhász Ildikó  Szöllősy Márton  Sztahonné Székelyhidi Anikó  Szterszky Csaba  Szujó Viktória  Szuromi Andrea  Szuvák Zsolt  Szücs Gábor  Szűcs Gábor 1  Szűcs István  Szűcs István Róbert  Szücs Katalin  Szücs Lajosné  Szűcsné Czentár Csilla  Szűcsné Nagy Melinda Csilla  Tábori István  Tajkov Péter  Takács Anita  Takács Ferenc  Takács Gábor 2  Takács Jánosné  Takács Kornélia  Takács Rudolf Gábor  Takács Rudolf Gáborné  Takács Teréz  Talabér Nikolett  Talabérné Moroz Szilvia  Talpas József  Tamás Ervin  Tamás Éva Dóra  Tamás Gergő  Tamási Georgina Erzsébet  Tanárki Lászlóné  Táncos Tamás  Tanczerné Gulrich Ildikó  Tánczos Edit  Tankó Vanda  Tantalics Pálné  Tantmann-né Komlósi Mária  Tarján Veronika  Tárkány-Szücs Dénes  Tárnok Attila Tibor  Tassi Gréta  Tatai Gergely  Tax Zoltán Mihály  Téczeli Mihály  Telepi Tamás  Ténai Gergő  Ténai Sándor  Tenger Melinda  Tereny József  Terminkó Zoltán  Teuerling Adrienn  Teuerling Renáta  Thoma András  Tóbiás Imre  Tolnai József  Tolnai Norbert  Tomacsek Béla  Tomor Miklós  Tordai István  Tordai János  Torják Orsolya  Torma Gábor  Torma János  Torma Judit Nóra  Torma Mihály  Tormáné Takács Klára  Tóth András Krisztián  Tóth Attila Béla  Tóth Beáta Zsuzsanna  Tóth Csaba István  Tóth Ferencné 2  Tóth Gábor 1  Tóth Gábor 3  Tóth Gábor 4  Tóth Gyuláné  Tóth Ignác  Tóth Ilona  Tóth Irén  Tóth István 1  Tóth János  Tóth Jánosné  Tóth József  Tóth József Richárd  Tóth Krisztián  Tóth Krisztina  Tóth Lajos  Tóth Lajos 2  Tóth László  Tóth Tímea  Tóth Viktória  Tóth Zoltán 2  Tóth Zsolt  Tóth-Fekete Tamás Károly  Tóthné Erőss Gyöngyi Mónika  Tóthné Huve Éva  Tóthné Previtz Márta  Tóthné Sólyom Mária  Tóth-Péter Hajnalka  Tóvári Attila  Tőke Éva  Török Andrea  Török Ferenc 1  Török Ferenc 2  Török Gergely  Török István  Török Istvánné  Török László  Török Szabina  Török Tamás  Török Zsolt  Törökné Balázs Ágnes  Törökné Dalmati Krisztina  Török-Szecsődi Szilvia  Törös Ádám  Troják Rita  Troll Tímea Mária  Tuba Zsolt  Tuboly Péter  Udvar Csaba  Ughy Zoltán Béla  Uher Zoltán  Urbán Andrea  Urbán Sándor  Ütő Erzsébet  Vaczuláné Tafota Emma  Vági Lászlóné  Vágó Sándor Levente  Vainel Gyula  Vajda András  Vajdai János  Vajdainé Ruppl Erika  Vakán István  Valán István  Valcsák László  Valiczkó István  Valiczkó Roland  Váliné Horváth Tímea  Valler Barbara  Vámosi László  Váradi Gáborné  Váradi Lenke  Váradi Róbert  Váradi Zoltán  Váradiné Kiss Mónika  Varga Andrásné  Varga Antal  Varga Ferenc  Varga Gábor  Varga István  Varga István 2  Varga Istvánné 2  Varga Jánosné  Varga Lajos Zoltán  Varga Ludovit  Varga Márton Zsoltné  Varga Mónika Kitti  Varga Norbert  Varga Róbert  Varga Viktória  Varga Zsanett  Varga Zsolt 1  Varga Zsolt 2  Varga Zsoltné  Varjú Zsolt  Várnagyi Sándor  Városi Krisztián  Varró Attila  Vartek Szabina  Vas Gábor  Vas József  Vas Tamás  Vas Tibor  Vaskó Anita  Vass Attila  Vass István 1  Vass István 2  Vátzi Szabina  Véber Erzsébet Tímea  Vecsei Gyöngyi  Vecseiné Pilka Szilvia  Végh Balázs  Végh László 2  Velő Gábor  Velő Zsolt  Véninger Gábor  Verbó Veronika  Vereckei Anikó  Veress Árpád  Vertényi Ferencné  Vértes Mihály  Vessző Zoltánné  Vétek Tamara  Vetró Lászlóné  Vida Andrea  Vida Margit Brigitta  Vida Miklós  Vida Zoltán  Víg Ferenc  Vig László  Vígné Csépke Ildikó  Viktor Lilla  Vilczkó Ferdinánd  Vilisics Ágnes  Vincz Gábor  Vincze Andrea  Vincze Gábor  Vinczéné Mógor Erzsébet  Viniczai Róbert  Virág Alexandra  Virág Bence  Virág Csaba  Virág Jánosné  Virágh Zoltán Gergely  Virga János  Virgáné Turi Mónika  Vizi János  Voda Gábor  Vojnár István  Vozár Róbert  Vozár Viktória  Vozárné Szabó Sára  Vörös Csaba  Vucsics László  Vursner Attila  Wéber Andrea  Wéber Attila  Wenczl Viktória  Werli Andrásné  Zábráczki Hilda  Zacsek József  Zalavári Zsolt  Zámbó Attila  Zámbó Diána  Závori Dóra  Zentai Mónika  Zergi Péter Miklós  Zilahy Sarolta  Zolnai Imre  Zolnai Krisztina  Zölei Márta  Zrínyi István  Zverger Tiborné  Zsebő Zoltánné  Zséli Zoltán  Zsidákovics János  Zsólyomi Eszter

SUSTAINABILITY REPORT, 2009 Published by Grundfos Manufacturing Hungary Ltd. H-2800 Tatabánya, Búzavirág utca 14. Tel.: 34/520-100 H-8000 Székesfehérvár, Holland fasor 15. Tel.: 22/801-801 www.grundfos.hu www.grundfos.com

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