Achieve 2011-2012 English

THE ANNUAL MAGAZINE OF THE 2011/2012 ATLAS COPCO GROUP 2011/2012 GLOBAL PRESENCE Meeting the needs of a global village in a local world 9853 8126 01–EN 9853 8126 S S METALLIC MARVELS CENTERS OF KNOWLEDGE FOREIGN EXCHANGE TIPS 11APB1_01_cover_4439.indd 3 2011-10-24 14:44:07 CONTENTS 2011/2012 10 GOOD AS GOLD Progress at the Oyu Tolgoi mine in Mongolia means improvements for the country’s economic development and infrastructure. 6 38 SAFETY FIRST Identifying potential health and LIFESAVERS Tailored solutions ensure Thailand’s safety risks at the Dynapac plant in Sorocaba, Brazil, busiest hospital remains open during essential has won its employees the Safety and Health Award. equipment upgrades. 26 36 ITALIAN ICON Motorcyle manufacturing giant A FRIEND INDEED Seamless and practical assis- Ducati builds unique products that enchant loyal en- tance in times of urgent need is what Atlas Copco thusiasts and consistently win championships. customers have come to expect. 11APB1_02_content__4473.indd 2 2011-09-16 13:54:58 62 RALLY KINGS Russian truck maker KAMAZ has conquered the Dakar rally truck class. Again. 32 DESIGN STAR Atlas Copco’s Industrial Design Com- petence Center uses engineering and marketing know- how to design inspiring and enduring brands. 46 PRECIOUS METALS From basic tools to advanced computers, metals have helped humanity develop over EPIC AIMS Extensive infrastructure and facility the years. construction for the 2014 Winter Olympics has 40 already begun in Sochi, Russia. A magazine from the Atlas Copco Group PUBLISHER Annika Berglund PRINT Trydells 2011. Copyright 2011, Atlas Copco AB, EDITOR-IN-CHIEF Kelly Langpap Stockholm, Sweden EDITORIAL COMMITTEE Ellen Steck, Compressor Technique ADDRESS Atlas Copco AB, SE-105 23 Stockholm, Sweden business area, Marie Brodin, Construction Technique and Mining WEB www.atlascopco.com and Rock Excavation Technique business areas, Inger Brahme, Industrial Technique business area Atlas Copco and its subsidiaries are sometimes referred to as the PRODUCTION Atlas Copco in cooperation with Atlas Copco Group, the Group, or Atlas Copco. Atlas Copco AB Appelberg Publishing Group is also sometimes referred to as Atlas Copco. www.atlascopco.com ACHIEVE 2011 3 11APB1_02_content__4473.indd 3 2011-09-16 13:09:38 ACHIEVE 2011 / global presence Atlas Copco’s customers are located almost every- where on the globe. To them, Atlas Copco is a local company; at the same time, the Atlas Copco Group is a global enterprise with worldwide resources. Achieve explores this unique duality, visiting Atlas Copco employees and partners, while looking at some noteworthy initiatives from the 170 worldwide markets in which the Group operates. From time-sensitive business solutions to humanitarian ventures, this issue of Achieve spans the globe and the Group, showing that responsibility and proﬁ tability can go hand-in-hand. TEXT ATLAS COPCO PHOTOS ISTOCKPHOTO, GETTY IMAGES & ATLAS COPCO 4 ACHIEVE 2011 www.atlascopco.com 11APB1_04_atlas_copco_global_presence_4474.indd 4 2011-09-16 13:25:09 Global presence www.atlascopco.com ACHIEVE 2011 5 11APB1_04_atlas_copco_global_presence_4474.indd 5 2011-09-22 18:33:40 Brazil / sustainable productivity RISK ELIMINATION Road construction equipment manufacturer Dynapac Brazil involved employees to significantly reduce occupational health and safety risks at its plant in Sorocaba. TEXT RICHARD BEER PHOTOS GETTY IMAGES & ATLAS COPCO The Octávio Frias de Oliveira Bridge spans the Pinheiros River in São Paulo, Brazil. 6 ACHIEVE 2011 www.atlascopco.com 11APB1_06_dynapac_in_brazil_4451.indd 6 2011-09-22 17:54:56 Frank Forte, project superintendent ELIMINATION Employees and guests celebrate the Health and Safety Certificate. Marcelo Lopes Ferreira and Isac Dias de Carvalho work at the plant. “ We have an employee committee involved continuously in the process, and such strong involvement has made a difference.” RAZIl’S BOOMING safety and occupational health. with 30 years of experience suffered economy is bringing Luiz Wanderley Carvalho, a produc- a serious accident at work and was brisk infrastructure de- tion manager at Dynapac Brazil, says, off for six weeks,” says Carvalho. “In velopment, but there is “At our plant, we look at psychological the preceding six months, we did not often insufficient con- considerations as concrete proposals have a single real incident. Neverthe- Bcern for workers – a common side ef- for improving the work environment.” less, that event made us reflect, and fect of rapid economic growth. Dynapac Brazil spent two years we determined that it was critical that However, that’s not the case at Dy- on a project to reduce labor accidents all our 140 employees support and napac Brazil’s manufacturing plant and absences due to illness. During participate in the program. in Sorocaba, an industrial city in the the preliminary studies, hundreds of “Now we have an employee commit- prosperous state of São Paulo. Dyna- potential health and safety risk fac- tee involved continuously in the process, pac Brazil was one of four companies tors were identified. Then a 10-person and such strong involvement has made a in the Atlas Copco Group to receive task force was charged with finding difference. At this point, we focus on so- a special award in February 2011 ways to address them. cial responsibility, continuous improve- for achieving an exceptional level of “In June last year, an employee ment and opportunities for all.” TEAM EFFORT BRAZIl’S LEADER Dynapac Brazil’s management encourages In 10 years, output at ket today accounts for 70% of creativity and an enterprising spirit. At many Dynapac Brazil has tripled. sales and includes customers stations, the workers themselves have directly In addition, CT300 tamp- such as construction com- inspired or proposed improvements in the ing machines and pneumatic pany Camargo Correa and work process, not least through better tire rollers are manufactured leasing company Satel. With ergonomics. Isac Dias de Carvalho, a young exclusively in the country. a large market share, Dynapac worker involved in the assembly of pneumatic The Brazilian subsidiary’s is the leading brand in Brazil. roller machines for export, proposed a business, once focused on Dynapac was founded in complete tool panel on the platform where he exports, clearly reflects the Sweden 75 years ago, and works. His suggestion was implemented, robust health of the Brazilian has been part of the Atlas greatly reducing unnecessary movements. economy: The domestic mar- Copco Group since 2007. www.atlascopco.com ACHIEVE 2011 7 11APB1_06_dynapac_in_brazil_4451.indd 7 2011-09-16 13:12:37 OUTLOOK / view from the top RONNIE LETEN’s HIGH FIVE As President and CEO of the Atlas Copco Group, Ronnie Leten certainly has reason to be a happy man. Profits are at record levels and sales are growing, but is he satisfied? “Never,” he says in an interview with Achieve. These are Ronnie Leten’s high five: important issues related to Workplace diversity, one of sustainable productivity where he Ronnie Leten’s sustainable wants everyone in the organization to productivity issues, ensures outdo their previous achievements. that organiza- tions thrive in TEXT ATLAS COPCO PHOTOS IZABELLE NORDFJELL the markets they serve. First of all, why is sustainable pro- Let’s take them one by one. Tell us or Europe, while less than half of orders ductivity important? about what Atlas Copco has received are generated in these regions. We It’s about our long-term vision of growth: achieved and how can we do also don’t have enough women in leading the growth of our company and the growth better in terms of: positions. These are signs that we probably of our customers. How can we achieve sus- aren’t recruiting from the full pool of talent. tainable, profitable growth if we don’t keep 1. DIVERSITY innovating to improve our products, or if Let me start off with a question: Who 2. COMPETENCE DEVELOPMENT we don’t show a long-term commitment to knows the Indian market best? Me – a Bel- I believe we learn best by doing, by being developing in each market? This is why I gian – or a person from India? The easiest challenged. We have some work to do to say that I am happy, but I am not satisfied – place to grow is your home market, so we ensure that everybody in the organization because there is always a better way. If we should make China and India our home gets this kind of exposure, especially from can become better at diversity, competence markets! I am proud that there are 40 the customers. Good competence develop- development, innovation, environmental nationalities among our 323 top managers. ment in this respect comes from having issues and at putting the customer first, we On the other hand, more than two thirds internal mobility; people moving between will achieve sustainable productivity. of the managers are from North America jobs in various business areas, types of posi- 8 ACHIEVE 2011 www.atlascopco.com 11APB1_08_ceo_interview_4452.indd 8 2011-09-16 13:12:42 “ WE ARE COMMITTED TO INCREASING OUR CUSTOMERS’ ENERGY EFFICIENCY BY 20% BY THE YEAR 2020.” Ronnie Leten, President and CEO of the Atlas Copco Group FIVE 4. THE ENVIRONMENT HIGH Environmental concerns are one of the strongest drivers for innovation in the company today, and we have to be innova- tive in order to reduce our own impact on the environment. This is the most obvious example of where our business opportunities go hand in hand with our desire to contribute to more sustainable development. If you misuse electricity, you endan- ger the environment, but you also misuse your economic resources. We are committed to increasing our customers’ energy efficiency by 20% by the year 2020, as well as reducing our own carbon dioxide emissions by 20% in the same period of time, so clearly we have a lot of challenges ahead to reach these goals.

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