November 2010 generation 10 - Frank Farnel · N U M B E R europe energy generation 10 2 < energy...

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2 < energy generation <avril 2010 energy generation > november 2010

13 Strategy

Production is the key to successIn recent years, GE Energy’s European production activities have been the focus of a major development and investment program designed to improve quality, increase productivity, and strengthen the company’s competitiveness.

17 Market

Turkey is growing …A young and dynamic population and business friendly economic policies have supported the strong growth of the Turkish economy since 2001, driving a growing demand for electricity.

31 Career

Move, Grow, Build Your CareerWithin GE, you can build a well-rounded, diversified and satisfying career.

ArticlesEnergy Services – Getting StrongerIn December 2009, GE announced the expansion of the Energy Services division, welcoming 15,000 new colleagues into Energy.

Who are our Customers ?GE Energy serves a wide range of customers with very different energy needs and power requirements. GE’s complete portfolio of products enables us to meet all those potential needs.

GE Energy Europe continues its drive for innovationSupported by substantial government and European incentives linked to economic recovery and the desire to set up an R&D programme of international standing.

The Next Generation Wind Turbine is coming… The longer a wind turbine’s blades, the more wind they capture and the more electricity they generate.

24 hours on a site : BraziSituated just a few kilometres from Bucharest, the Brazi construction site lies at the heart of a massive complex.

Quality begins with the suppliers Midway between purchasing and quality control is where you’ll find the Sourcing Quality Engineer (SQE). The SQE plays a key role in the ongoing process of product improvement.

Makes our life better during the summer…

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Edited by Internal Communications GE Energy20 avenue du Maréchal Juin - BP379 - 90007 Belfort Cedex.Publishing Director: Frank Farnel.Editors in Chief Nathalie Hugonnet,Amélie Girardot.Project Management : Sabrina CardotEditorial Committee: Belen Cavanillas,Carmen Mecklenburg, Donna Mischefski, Anja Pegger, Raphaël Hinninger. Production: Carole LameloisePhoto credits: iStock

Two priorities lie at the heart of our business strategy: to strengthen our position as a major energy player in Europe, and to continue making progress in a rapidly changing world. The diverse nature

of our product portfolio, and the way in which we have introduced different production cycles, has allowed us to spread the impact of the current cyclical downturn. Our experience and our

know-how, our capacity to innovate and to develop new technologies capable of meeting the increasingly demanding expectations of our customers, along with our solid network of par-

tner alliances, are all precious assets contributing to our success.

Our Services division is being strengthened to better serve the needs of our clients. And we are continuing to develop our in-house policy that provides employees with the opportunity to take on increasingly challenging positions in Europe and around the world.

While continually seeking to educate and inform, your magazine also presents a realistic view of the company’s im-pressive drive for progress. And in our quest for excellence, we will journey to the heart of the European production chain. We will visit different technology centres where we will see first-hand the new development strategies that are the very essence of our corporate expertise. During the visit, you will learn about the specific demands we receive from our clients, along with the strict quality requirements that we in turn impose on our suppliers. Finally, our new contracts will be featured, with a particular focus on projects under way in Turkey, which is proving to be a dynamic and particularly attractive market.

Enjoy your read!Ricardo Cordoba Vice President of GE Energy for Western Europe and North Africa

Edito

Inviting Government InvolvementThe Eurelectric Conference held in Dublin on June 14-15 allowed Stephan Ritter the opportunity to stress the importance of the state’s role in actively promoting renewable energies as a future market. Global electricity demand is expected to double by 2030, and the European Wind Energy Association (EWEA) is already predicting that by 2020 wind power will represent between 21 and 28 percent of total European electricity production. Large-scale public funding would greatly improve the chances of successful development and deployment of technologies in this sector. Promoting a supply-oriented resources policy that shifts the focus from coal to renewable energy would allow regional and municipal authorities greater freedom to implement solutions that best serve needs of their populations.

NEWS

energy generation > november 2010 energy generation > november 2010

6 NEWS 7

CONTRACTS Spain’s First District Heating Project Uses GE TechnologyHelping to provide cleaner energy, the first GE Jenbacher gas engine used for district heating in Spain has entered commercial operation at UR BEROAS COOP, a cooperative society. UR BEROAS COOP provides district heating for about 600 homes in the high-standard residential area of San Sebastian (Bidebieta). Using natural gas in place of diesel oil to provide heating will reduce CO2 emissions by about 1,200 tons per year. The plant includes a central building with a Jenbacher gas engine that generates hot water which is distributed to seven sub-centrals, each with an exchanger for heat and an exchanger for sanitary hot water. Heat and hot water are then distributed from the sub-centrals to the homes. Each sub-central corresponds to a specific group of homes, and the entire system is remotely managed and tailored to the specific temperature needs of each area.

GE Energy Signs Agreement with Artesis Teknoloji Sistemleri A.S to manufacture AnomAlert productsGE’s Bently Nevada business has signed an agreement to acquire an equity share of Artesis Teknoloji Sistemleri, a manufacturer of predictive maintenance technology products headquartered in Istanbul, Turkey. The agreement will introduce a new Bently Nevada motor anomaly detection solution known as AnomAlert. Under the agreement, Artesis will manufacture a range of AnomAlert intelligent condition monitoring products designed to detect anomalies on various motor types, sizes and loads.AnomAlert products are used for anomaly monitoring and detection in a wide variety of industries, including oil and gas, chemical and petrochemical, power generation, metal processing, pulp and paper, water, cement, food and beverage, automotive, textile, and maritime.

Real Momentum in Sweden and NorwayWorking in collaboration with Norwegian energy giants Statoil and Lyse, GE is currently producing feasibility studies on the technological and ecological aspects of an offshore wind farm equipped with the latest-generation 4.0 MW direct-drive turbines. Subject to successful completion of the studies, work on the four-turbine installation, which would be built off the coast of Rogaland, is expected to start in 2012. GE is also collaborating with Gothenburg Energy to build a 4.0 MW direct-drive onshore wind farm at the port of Gothenburg in Sweden, with installation scheduled to commence in 2011.

Offshore Technology DayThe Offshore Team got together with our engineering experts to organise Offshore Technology Day with the goal of finding effective long-term partners for offshore wind projects. This gives key industrial partners and potential partners the opportunity to learn about new GE technology developments. A number of promising joint ventures are already in the works following meetings with EON, Statoil, and DONG, and there are plans to hold future sessions with Centrica and Vattenfall, among others.

Roundtable Talks with Stephan RitterStephan Ritter, General Manager, Renewable Energy Europe & Offshore Platform, regularly holds roundtable discussions with about fifteen members from different departments. Four roundtables have been held to date, two at Salzbergen and one each at Karlstad and Trondheim. During the meetings, Stephan updates the team on current situations around the company, order status, and projects currently under way. The roundtables provide a unique opportunity for participants to discuss events and exchange views on topics of current interest.

INNOVATION GE Launches World’s First Two-Stage Turbocharged Gas EngineResponding to growing global demand for high-efficiency power generation, GE Energy has developed the world’s first two-stage turbocharged gas engine, and is applying this game-changing technology to the Jenbacher J624 gas engine. The new engine provides significant increases in output and efficiency compared to single turbocharged engines. In fact, the innovative new system increases energy output by 10 percent and electrical efficiency by 1 percentage point, and offers customers greater efficiency and flexibility, especially for projects in hot, humid environments and in combined heat and power (CHP) applications. The official product launch was held in June at GE’s gas engines headquarters in Jenbach, Austria, with more than 35 customers and distributors in attendance. Also at the event were representatives from the pilot customer for the first new engine, Red Harvest, a large Dutch greenhouse plant operator.

A Groundbreaking Customers ConferenceThe 9E Customers Conference, held at the GE Energy Technology Centre in Belfort on May 18-19, brought together more than 70 customers from around the world and marked a groundbreaking event in the history of gas turbine production at Belfort. Technology, expertise, product innovation and development strategy, along with infrastructures dedicated to production and innovation were all on display during the two-day conference. According to François Pommier, Product Line Leader, “The 9E gas turbine is a proven product that we are constantly improving and refining. More than 600 units are operating around the world and are delivering high levels of reliability and availability. Fuel flexibility is one of the key features of this turbine.”

EVENTS

NEWS

energy generation > november 2010

NEWS


8 9

A European CareerValérie Lamacq has been appointed as “Sourcing Leader” for GE Energy Belfort. Valérie will be part of the EPE Management Committee, replacing Roque Carmona who manages sourcing for Jenbach and Hungary. Valérie and Roque will be co-chairpersons for the Sourcing Committee for Europe. Valérie joined GE Belfort in 2000 as a rotor production engineer. Certified as a Master Black Belt in 2007, Valérie became Executive - Manufacturing COE Leader Europe for Oil & Gas at the Drilling and Production Division based in Aberdeen, Scotland.

NOMINATION New Thermal Products Business to be Led by Paul BrowningIn May, GE Energy formed the Thermal Products business, bringing together Gas Turbine/Combined Cycle, Steam Turbine, Generator and Controls, Europe Thermal, and Gasification under the leadership of Paul Browning, Vice President Thermal Products. Paul is a metallurgist and began his GE career as a research and development program manager in Power Systems. Paul spent the past 12 years with Caterpillar, most recently as Managing Director for Caterpillar Motoren in Germany.

AWARD Energy Sales Excellence AwardsGE Energy honoured 18 of our sales professionals with 2009 Energy Sales Excellence Awards, which recognize impressive contributions, exemplary leadership, and commercial achievements. Each winner was selected based on a demonstrated commitment to excellence and a willingness to go above and beyond to help GE Energy achieve nearly $37B in orders last year in a challenging economic environment.Notable among the awardees are Frederic Fifre, Account Director for ES, and Fabrice Kermorgant, Executive, Regional Sales for ES, as winners in the Eastern and Western Regions for Energy Services.

P&W Western Europe Commercial MeetingThe latest P&W Western Europe Commercial meeting, held in Barcelona on June 7-9, brought together teams from Sales, Commercial Operations, and Technical Operations from the Thermal and Renewable businesses.The purpose of the meeting was to inform the teams about the new structure of the organisation, products, services and potential deals in order to improve integration, find synergies, and align resources. Team interaction and integration is critical to identifying opportunities early and building out clear project development strategies across Power & Water.The agenda included:• A Region Update by Ricardo Cordoba and a Sales Vision presentation by Franck Oger. • Presentations specific to the Thermal and Wind segments, where teams broke into groups and received information regarding products, services updates, growth areas, and feedback from customers and partners.• Workouts specific to Thermal and Wind where all team members actively participated and shared views and information.• Team building sessions.

$200 million to be awarded for best idea in the Ecomagination ChallengeGE’s Ecomagination Challenge is a $200 million innovation award program for businesses, entrepreneurs, innovators, and students to come together and share their best ideas for taking on one of the world’s toughest challenges – building the next-generation power grid to meet the electricity demands of the 21st century. By submitting ideas, participants can help create smarter, cleaner, more efficient electric grids, and accelerate the adoption of power grid technologies. The Ecomagination Challenge lasted ten weeks, and is one of the largest ever of its kind. The winners will be announced by November.For more information, visit the official website, where you can find out all the ideas, and votes and results.http://challenge.ecomagination.com/ideas

"HealthAhead" in action The “HealthAhead Initiative,” featured in our April issue, is a program aimed at developing a corporate culture that encourages nutrition, stress management, smoking cessation, and physical exercise, and increasing employee awareness of the benefits these lifestyle choices. Last June, a “Health and Well-Being Week” was held at the Belfort plant in France that included sporting activities, relaxation sessions, and exercise periods that included walking or jogging. And while each team had its own leader setting the pace, there was a great spirit of solidarity among all the participants. Many employees participated in events to raise money for organisations that help disabled persons – and their efforts raised an impressive 3,000 euros. There were also workshops with trained specialists on hand to teach employees about the lifelong benefits of focusing on nutrition, ergonomics and smoking cessation.

EVENTSEVENTS

Belfort Suppliers Conference Hailed as a SuccessThe Suppliers Conference held at Belfort in early May brought together more than 130 suppliers from every corner of the globe. Organised in conjunction with Greenville, the event provided an opportunity to reaffirm GE’s priorities and send a clear message to suppliers. With the theme “Everybody Wins”, the meeting allowed guests to share in best practices, including lean six sigma, quality, cost-out, direct material productivity (DMP), conforming to regulations and standards, and integrity. It also provided an insight into GE’s business strategies so that suppliers can align their organizations to improve synergy.

ORGANIZATION


10 ORGANIZATION 11

Energy Services Getting Stronger

ENERGy SERVICES (ES)Energy Services (ES) is a collection of diverse businesses that, together, all service the Energy industry. In 2010, the ES portfolio is a $14.5 billion business with 30,000 employees in more than 180 locations globally. The largest business in terms of revenue is Power Generation Services ($7.5B), which provides core parts and services for gas turbines. The other four businesses within Energy Services are: Digital Energy ($1.8B), Environmental Services ($300M), Measurement & Control Solutions ($1.9B), and Industrial Solutions ($2.8B). Dan Heintzelman, Senior Vice President of Energy Services, articulates the mission of Energy Services as “helping power the world by providing cleaner, smarter and more efficient solutions”.

In December 2009, GE announced the expansion of the Energy Services division, welcoming 22,000 new colleagues into Energy and creating a $14.5B enterprise with 30,000 employees around the world.

POWER GENERATION SERVICES (PGS)

PGS is the heritage Energy Services division and includes contractual service agreements,

inspection and repair, life extension services, operation and management, and smart plant services.

DIGITAL ENERGy (DE)

DE is the result of a merger between the Transmission & Distribution division with the former Digital Energy business,

which was previously under GE Enterprise Solutions. Digital Energy designs solutions for

smart grid, grid congestion, metering solutions, automation systems and more.

ENVIRONMENTAL SERVICES (ENVS)

ENVS’ focus is on gas turbine inlet systems and industrial filtration.

MEASUREMENT & CONTROL SOLUTIONS

MCS is the result of a merger between the former Optimization and Control division and Sensing & Inspection Technologies, which was part of GE

Enterprise Solutions. MCS produces solutions for asset condition monitoring, control solutions, non-destructive testing, and sensing and measurement instrumentation.

INDUSTRIAL SOLUTIONS (IS)

IS is the merger of Industrial Services with the Electrical Distribution & Controls division, which was part of GE Consumer & Industrial. The IS team comprises

our largest employee population, with more than 15,000 employees around the world.

FOCUS ON THE NEW ORGANIzATION In Europe, Energy Services has 9,000 employees, its second largest geographic base following North America. Europe continues to be a very important region for the business, employees, customers and stakeholders.

2010 ES ExPANSION & INTEGRATION

8,000 ees$11 B

22,000 ees$3.5 B

30,000 ees$14.5B

+ =

2009 2010

Power Gen Services

Transmission &Distribution

EnvironmentalServices

Optimization & Control

Industrial

Digital Energy2.700 ees$1 B Business HQ Markham, ON

Sensing & Inspection4.300 ees$1 B BusinessHQ Billerica, MA

Industrial15.000 ees$1.5 B businessHQ Plainville, CT

Power Gen Services

Digital Energy

EnvironmentalServices

Measurement & Control Solutions

Industrial Solutions

12 < energy generation < septembre 2010 energy generation > november 2010

Having a European production base is a

considerable asset and can even be consi-dered vital for gaining access to the European market and staying competitive. It is all about convincing and

securing the loyalty of customers on the “old continent” by playing the proximity card to maximum effect. “Today more than ever, the market is calling for local production”, stresses Christian Bleicher, Director of Manufacturing for GE Energy Europe. “In fact, this is quite often one of the conditions that have to be met when landing a contract. More than 40 percent of the output from our production centres is destined for the European market. This also makes it easy for our customers to visit our workshops and see for themselves how we apply our technical expertise, strict quality control, and rigorous testing procedures.”

Over the last ten years, GE Energy has set a course with the ambitious objective of establishing itself at the centre of the European market and becoming a major European player. And the team has found the resources to do it. A major strategy of corporate acquisitions, coupled with an investment program in excess of 100 million euros, was deployed in order to develop the company’s European manufacturing base. This enabled GE Energy to build up a diversified portfolio of European-based products and activities, giving

the company authentic local expertise and an increasing degree of regional autonomy.

ACqUISITION OF LEADING EUROPEAN PLAyERS Following a number of corporate acquisitions, GE Energy Europe now comprises about fifteen production sites employing a workforce of more than 8700 across Europe. GE’s acquisition program strategically follows trends in the energy market and is based on the positioning of each entity in its particular sector. Jenbach is the best example of this policy. GE acquired the Austrian manufactu-rer–a leading player in the gas engine market–in 2003 in order to expand its operations into a sector that was undergoing rapid change and development.

Beneficial financing arrangements and government incentives also play key roles when choosing a production site. In 1999, GE decided to build a new parts and components manufacturing plant at Veresegyhaz in Hungary. With GE Lighting already established in the country, and benefiting from its central position as well as offering attractive financial incentives, Hungary was the right choice for a new GE Energy production facility.

GE Energy Europe continued its expansion drive in 2009 by acquiring a Centre of Excellence for the machining of gas turbine components at Chonas, France, and then acquiring Norwegian-based Scanwind, adding the rapidly growing offshore wind technology sector to the company portfolio.

Production is the key to successIn recent years, GE Energy’s European production activities have been the focus of a major development and investment program designed to improve quality, increase productivity, and strengthen the company’s competitiveness. Christian Bleicher, Director of Manufacturing for GE Energy Europe, presents the dynamics behind this forward-looking strategy that is helping GE become a leading player in the European market.

KEy PRODUCTION CENTRES RECENTLy ACqUIRED By GE ENERGy IN EUROPE 1994 : Nuovo Pignone, Florence, Italy. Production of oil and gas compressors and turbines.

1997 : Vetco Gray, Aberdeen, Scotland. Production of oil and gas compressor parts.

1999 : Alstom Gas Turbines, Belfort and Bourogne, France. Production of medium and large capacity gas turbines for electricity production.

2000 : Thermodyn, le Creusot, France. Production of centrifugal compressors and steam turbines.

2001 : Enron, Salzbergen, Germany. Wind turbine production.

2003 :Jenbacher, Austria, Gas engine production.

2009 : Novat & Bey, Chonas, France.Gas turbine body production.

2009 : Scanwind, Norway. Offshore wind technology.

STRATEGY 13

GSCM Belfort

GSCMSTRATEGY

ONGOING PROGRESS DRIVEAn investment program totalling more than 100 million euros has been rolled out over the last five years with a view toward developing GE Energy’s European production base. Accompanied by major ongoing improvements based on the Lean Six Sigma business model, which is being implemented by the operators themselves, this effort has greatly enhanced team performance and product quality while helping to develop the corporate culture and bringing greater harmonisation to the way the manufacturing processes are managed and organised.In recent years, about 70 percent of the production workforce, which equates to more than 7.000 employees ranging from machine operators to engineers, have participated in “Lean” initiatives. And a range of actions initiated as part of the “Global Star” certification process illustrates the ongoing progress drive currently under way in our workshops. All of our European production sites have now either obtained Global Star certification or are close to qualifying as a result of increased risk awareness and the full commitment of our employees to accident prevention and workplace safety. SyNERGISM FOR GREATER ADAPTABILITyWith the onset of the economic crisis and the downturn in demand, our European production sites have had to develop a new operating strategy based on adaptation and adjustment, following two major lines of approach. First, we developed a large-scale program of “farming-in” work, which means producing in-house various parts and sub-assemblies that were previously bought from outside suppliers. According to Christian Bleicher, “This strategy has really paid off and enabled us to make up the equivalent of more than 30 percent of the shortfall while at the same time expanding the scope of our expertise. This has been achieved by developing various high-tech fabrication procedures in house, including certain coating technologies.”

Job mobility is also being encouraged, and crossovers have been developed not only between individual job categories, but between production sites as well. An internal mobility program is now in place that includes assignment to external projects (Global Field Operations)

where the workload is likely to exceed that of the workshops. This optimisation drive was the reason the Salzbergen production facility was temporarily shut down from April to July, as most of the workforce was redeployed for a brief period to other GE sites in Europe, and in some cases further away. “The aim was to overcome this difficult hurdle by retaining our expertise while at the same time gearing up so as to be ready for the recovery,” explains Christian Bleicher. This temporary mobility status was well received by the majority of the employees, and for some it was an enriching experience. For example, Christian Zeuner, a production engineer at Salzbergen, took a four-month assignment as a product design engineer. “My new duties involved 3D modelling, which was very interesting as well as complex and varied. Thanks to the excellent support provided by the PDE team, I was soon able to establish a firm foundation and complete my assignments quickly,” he recalls. According to Thomas Wiethöler, a machine operator at Salzbergen who took an assignment assisting colleagues in Spain and China, “Working in a strange environment and in another language, and operating in different time zones, proved to be a real challenge every day – but more than that, it was an unforgettable personal experience. I must say that I received an extremely warm welcome at every site I visited.”

Thomas and Christian are not the only ones who have experienced this competence-sharing program. There has always been strong syner-gism between activities and production sites, even before the onset of the current crisis, so it is not unusual for workers from Salzbergen to lend a helping hand to their colleagues at the Jenbacher plant.Thanks to a shared corporate culture, there is a great deal of collabora-tion between work activities. “The signs of recovery are now encoura-ging us to maintain our efforts in this area, as certain facilities like Jenbach, which has short production cycles, are currently showing a promising upturn in orders,” adds Christian Bleicher. “GE Energy’s European production base has been built up, organised and coordinated over the course of the last ten years. European operations are now in the secure hands of a global team whose key strengths are experience, know-how, performance and versatility. This drive for excellence that we have been pursuing in recent years has now deve-loped into a precious asset as we face the current economic situation and tool up for the recovery”, concludes Christian Bleicher.


14

Accelerating the development of new talent, training future supervisors in the manufacturing process and familiarising them with the different European products, and building leaders capable of organising and driving the production process are the objectives of the Operations Management Leadership Program.“This in-house training and promotion course is designed to provide entry-level talent with the opportunity to undergo four six-month rotations at different European business sites,” explains Thierry Castalan, a Master Black Belt in GSCM, who is responsible for implementing the program in the EMEA sector of operations. “It is also a fantastic personal adventure and a unique opportunity to create a solid network for the future.”

"An investment program totalling more than 100 million euros has been rolled out over the last five years with a view toward developingGE Energy’s European production base".

Our job is not limited strictly to execution. We develop our own competencies, and we innovate by improving

and strengthening our manufacturing base,even during difficult times.

Facilities in Salzbergen

OMLP THE CENTREPIECE OF THE STRATEGy

Turkey is growing A young and dynamic population and business friendly economic policies have supported the strong growth of the Turkish economy since 2001, driving a growing demand for electricity. GE Energy is a leading supplier of power generation products and services to this exciting sector.

Thanks to economic reforms enacted from 2001 through 2007, Turkey has emerged from its own financial crisis in 2000 into a dynamic, competitive and self-confident economy, attracting investment from around the world and becoming a regional manufacturing and services hub. After a contraction in 2009 due to the global economic crisis, the economy has recently bounced back with strong industrial growth in the last two quarters. Forecasted economic growth for 2010 is six percent, the strongest for any large economy in Europe.

ELECTRICITy DEMAND AND INVESTMENTS ARE GROWINGThis strong economic growth, especially the country’s industrializa-tion and urbanization, has resulted in a strong growth in electricity demand, which averaged seven percent annually between 2000 and 2008, prior to the global financial crisis. Turkey’s generation capacity has grown from 27 GW in 2000 to 45 GW in 2009, and is projected to grow to 80 GW in 2020.

Gas-fired generation has been growing rapidly over the last decade, due to abundant supply after the construction of pipelines from Russia and other neighboring countries. It accounted for 47 percent of GWh produced in 2009, while coal accounted for 28 percent and hydro (thanks to a wet year) accounted for 19 percent.

Due to security of supply concerns, the government has changed policy with the aim of diversifying the generation mix, supportingthe growth of investment in coal, nuclear and renewables.

However, “investment in coal and nuclear plants is slow due to environmental concerns, long construction cycles and high initial investment needs,” explains Mete Maltepe, Country Executive for GE Energy Turkey. “Thus, we expect continued investment in gas-fired plants and growing investment in renewable energy projects.” The government has set a target to increase generation from renewable resources (including hydro) from about 20 percent today to 30 percent by 2023.


"Forecasted economic growth for 2010 is six percent, the strongest for any large economy in Europe."

MARKET 17


MARKET

WIND ENERGy, SLOWLy BUT SURELy

Turkey has some of the best wind resources in Europe. Based on a survey done by the government, Turkey has over 45 GW of wind potential, with wind resources over 6.5 m/s. Current wind projects are operating at capacity factors over 30 percent, with some over 40 percent.

The government has announced a target of 20 GW on wind projects by 2020. Current installed capacity is approximately 1 GW. Unfortunately, incentives for wind and other renewable energy technologies are still limited.


PRIVATIzATION AND LIBERALIzATION IN PROGRESSSince the 1980s, successive Turkish govern-ments have pursued reforms to privatize and liberalize the Turkish power sector. The initial driver was to attract international investment into Turkish power projects to help fund the growth in generation capacity to support the industrialization of the economy.

Initially, governments introduced several schemes to encourage private companies to participate in power plant construction and refurbishment, such as BOT and BOO models. All were based on long term Power Purchase Agreements (PPA) backed by Treasury guarantees.

In 2001, the Electricity Market Law introduced the principles for the liberalization and privatization of the sector, introducing the Energy Market Regulatory Authority (EMRA), which issues licenses, decides on eligibility thresholds, and regulates retail prices. The new framework eliminated long-term PPAs and Treasury guarantees. Turkey has moved to a merchant power market.

The government plans to continue to liberalize the system, introducing a “day ahead market” starting in 2011, and announcing the intent of setting up a “futures market” and the creation of a “market operator.”European utilities have entered the Turkish power sector in the last few years via joint ventures with leading local companies. CEZ (Czech Republic), Verbund (Austria), RWE (Germany), EDF EN (France), EnBW (Germany) and Statkraft (Norway) have all invested in the Turkish power sector through joint ventures. GE EFS has also established a joint venture with the local Gama Holding, and owns a portfolio of CCGT and hydro-operating assets.

GE, THE LEADING SUPPLIER TO THE GROWING PRIVATE POWER SECTORAfter the establishment of a regional sales office in Istanbul in the early 1990s, GE has been very successful in winning power generation orders in Turkey. Today, GE has an installed base of operating plants and plants under construction of over eight GW.

More than 90 percent of the gas turbinesare covered under Contractual Service Agreements (CSA). The biggest CSA customer is ENKA, with whom we have a 16-year CSA for ten 9FA gas turbines.

Due to the significant increase in the installed base and units under CSAs over the past decade, Energy Services has grown the local sales and execution teams, allowing for better customer support. GSI, the GE affiliate that supplies technicians and craft labor, has a locally registered company and a team of

approximately 80 personnel that supports projects in Turkey and neighboring regions.

2010 is an active year for new GE power plant construction in Turkey. Throughout the country, GE Technical Advisors are assisting in the construction and commissioning of various Thermal, Aero and Wind power projects.“Given the growing electricity demand and positive investment mood in the country, our sales teams are busy chasing multiple opportunities for new power plant projects, including several 109FB and 209FB IPP projects, some LM6000 size opportunities, as well as multiple wind projects and industrial power applications for Jenbacher gas engines,” states Country Executive Mete Maltepe.

Turkey is also privatizing previously state-owned regional electricity distribution companies. The Istanbul and Izmir region distribution company privatization auction was just successfully completed. ”The privatization of distribution regions opens the door for modernization projects given the aged distribution infrastructure. This should bring about opportunities for GE smart grid solutions,” Mete Maltepe added.

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AntalayaMersin

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Turkey

NEW CONTRACTS IN TURKEy

• OMV 890MW Samsun CCPP: 209FB EEP • Cengiz Elektrik 240MW CCPP: 2 x LMS100 PA • Bosen Enerji 60MW CCPP expansion: 1 x LM6000 PD Sprint • Ugur Enerji 60MW CCPP: 1 x LM6000 PC Sprint • Ataer 60MW CCPP expansion: 1 x LM6000 PC Sprint • Zorlu Enerji 135MW Wind Power Plant: 54 x 2.5-100 • Fina Enerji 15MW Bergama Wind Power Plant extension: 6 x 2.5-100 • Fina Enerji 57.5MW Hatay Wind Power Plants: 23 x 2.5-100 • Gama Enerji 22.5MW Sares Wind Power Plant: 9 x 2.5-100

INSTALLED BASE

• Heavy duty gas turbines : 35 units, 4350MW g • Steam turbines : 20 units, 705 MW g • Aeroderivative gas turbines : 53 units, 2350 MW g • Jenbacher gas engines : 73 units, 100MW • Wind turbines : 109 units, 250MW g • Hydro turbines : 9 units, 470MW

18

Mete Maltepe, Country Executive GE Energy in Turkey

MARKET 19


CUSTOMERS

Who areour Customers ?GE Energy serves a wide range of customers with very different energy needs and power requirements. GE’s complete portfolio of products enables us to meet all those potential needs. Our customers are continually demanding more efficiency and flexibility, along with proven, reliable, and environmentally friendly solutions. For these customers, reliability is key to ensuring their return on investment and the bankability of their projects. Our commitment is to guarantee availability, product quality, integrity, and execution excellence. Let’s look at the five main customer categories, their specific needs, and GE’s portfolio of products to meet those needs.

ExPECTATIONS • Medium output (50 to 100 MW) • Flexible in operation => often with facility for cogeneration (electricity and steam can be produced on the same site)

• Independent of the national grid system (stand- alone operation with capacity to supply the grid at peak consumption times and to provide backup in the event of power failure)

• Availability and energy performance for a rapid return on investment

• Environment-friendly (noise and emissions), as most of the installations are small units in urban locations. Compact design, low CO2 emission levels, and low acoustic output

UTILISATION • Decentralised application • Feeds into the urban heating network • Produces industrial steam • Generates electricity • Back-up for national grid systems (grid stabilisa tion during peak consumption periods)

SUITABLE • 6FA gas turbineEqUIPMENT • Gas engines • Steam turbines • LMS100 gas turbine • LM6000 gas turbine

MUNICIPAL UTILITIES (German cities such as Hanover)

20 21 CUSTOMERS

Different customers, different energy needs, different applications, one GE portfolio.

ExPECTATIONS • Large output (> 100 MW) • Turnkey operation • Operating flexibility • Optimum start-up conditions: start-up is both rapid and reliable • Efficiency • Availability • Long-term service contract: low cost and limited risk

UTILISATION • Production of electricity (often in a combined cycle system) for supply to the national grid SUITABLE • 9FB for base load demand and cyclic operationEqUIPMENT • 6B, 6FA, LMS100 gas turbines for peak load demand and to support the local grid • Large-scale wind farms

UTILITIES (RWE, EONSSE, EDF)

ExPECTATIONS • Medium output (20 to 120 MW) • Availability and reliability. Can operate round-the- clock

• Produces steam for industrial processes

• Efficiency

• Fuel flexibility

UTILISATION Produces both heat and power, and can: • Supply electricity to the industrial infrastructure • Generate the steam needed for industrial processes • Supply electricity to the industrial network in the event of failure of the national grid

SUITABLE • 9E, 6FA, 6B, Frame 5, LM2500, 7E gas turbinesEqUIPMENT • Gas engines (particularly for steelworks • Wind power generators

SPECIAL • With gas engines some industrial users can FEATURES produce and use electricity for their industrial processes. This applies particularly to textile and foodstuffs manufacturers. They often produce more power than they need, which allows the

surplus to be fed into the national grid. • Steel industry : low value, low Btu steel mill gases used to produce electricity and steam. GE product range: 9E, 6B, 7E, LM2500 gas turbines, and Jenbacher product line.

• Aluminum, Paper mill, automotive, and various industries : Need redundancy for reliable electricity and steam in case of national grid failure. GE product range: gas turbines<100MW.

• Refineries : Medium size or small units with ability to burn a combination of process gas and natural gas, often with supplementary duct firing. GE product range: 6B, 6FA, and 9E gas turbines. • Paper industry : Requires constant steam to maintain paper flow. Availability and reliability are essential. GE product range: LM6000, 6FA, and 6B gas turbines.

INDUSTRIAL CONSUMERS (Oil refineries, automotive, steelworks, paper manufacturers, petrochemicals, pharmaceuticals, cement works, metallurgy, textiles, etc.)

Coca Cola facility in Romania

Plant in Martigues, France

CUSTOMERS 22 23 INNOVATION


GE Energy Europe continues its drive for innovation*

Supported by substantial government and European incentives linked to economic recovery and the desire to set up an R&D programme of international standing, innovation has hit it big in Europe.We interviewed a number of heads of engineering at our main European sites to find out more.

ENVIRONMENTAL AND ECONOMIC CHALLENGESGE Energy is now collaborating with universi-ties and laboratories with a focus on energy efficiency, environmental compliance, and product life-cycle optimisation. The energy market is very competitive and extremely demanding when it comes to product reliability, availability, and cost effectiveness. This poses a number of environmental and economic challenges for our technical teams.These challenges affect not only the develop-ment of different products, but also the way different technologies – particularly those linked to renewable energy – can be integra-ted into the production, transport and distribution process. This means developing new systems capable of adding stability to the distribution networks. This combined focus enables our teams to concentrate on adapting our products to meet the demands of the Smart Grid.

SMART GRID With more than 200 patents registered last year, GE Energy’s European drive for innova-tion has entered a new dimension.Over the years, our European manufacturing facilities, such as those at Belfort, Jenbach and Salzbergen, have continually strengthened development expertise, and continue to attract and retain expert personnel with the capacity to lead development programmes.

On a purely organisational level, our techno-logy centres are now part of the Energy Engineering Division (EED), which is a global, cross-sectional organisation. This new organisation has helped promote R&D efforts and expand our technical expertise by ensuring that European-based establishments are regularly included in development projects.

* An innovation differs from an invention or discovery in that it has intended application prospects.

ExPECTATIONS • Full range of outputs from 2 MW to 1000 MW • Availability and reliability • High level of flexibility • Efficiency • Low operating and maintenance costs. Some IPPs have a limited number of installations and are unable to spread maintenance costs over their entire fleet

UTILISATION • Production of electricity for resale to the national grid • Production of steam for sale to industrial users

SUITABLE • Wind turbinesEqUIPMENT • Gas engines • Gas turbines: LM2500, 6B, LM6000, 6FA, LMS100, 9E, 9FA, 9FB • Steam turbines

INDEPENDENT POWER PRODUCER (IPP)Independent Power Producers are not part of public utilities and have no direct link with governments.

ExPECTATIONS • High Reliability • Availability (> 95% for some applications)

• High efficiency operating with different gas composition (e.g., low methane gas)

• Thermal output

UTILISATION • Thermal output for process heat • Sell electrical power to the national grid • Green house applications (using engine heat out), Lighting • Use of waste materials

SUITABLE • Wind Turbines EqUIPMENT • Jenbacher gas engines. JMS 312 C225 is well known for biogas applications

LARGE FARMERS

With more than

200 patents re-

gistered last year,

GE Energy's Euro-

pean drive for inno-

vation has entered a

new dimension.

Increasing efficiency, reliability, availability

and optimal life cycle management for our innovative Jenbacher gas engines is certainly at the top of our innovation efforts. This brings the

most economic benefit to our customers. As efficiency levels increase, less fuel is required to produce the same amount of power. This is critical and results in competitive electricity costs along with CO2 emission reduction in a carbon-constrained environment. We are also working on providing optimum quality and equipment reliability under all circumstances, such as when operating in hot or humid

conditions, which brings greater success for our customers’ operations.In our R&D programmes, our approach is to focus externally on our customers’ needs. Since GE acquired Jenbacher in 2003, we have applied for more than 180 patents. About 130 patents have been filed, ranging from combustion systems and engine controls to monitoring devices.

POWER EFFICIENCy In response to growing global demand for high-efficiency power generation, we developed and launched the world’s first two-stage turbocharged gas engine, applying game-changing turbocharging as well as enhanced components technology to our J624 engine, which has been specially adapted for countries with hot and humid conditions. With its new technology, the J624 achieves approximately 10 percent more

output, increasing from 4 MW to 4.4 MW, and offers electrical efficiency of 46.5 percent, which represents an efficiency increase of about one percent. With this technology breakthrough, we continue to lead the industry in gas engine innovation, becoming the first gas engine manufacturer to employ two-stage turbocharging technology.

INNOVATION


With development efforts having been traditionally focused primarily

on high-perfor-mance gas turbine systems, we are now looking toward new technolo-

gies such as steam turbines and intelligent networks. Whichever development route is taken, the products and technologies must meet the challenges posed by energy efficiency, environmental compliance, and equipment management and protection.The new Technology Centre brings together nearly 400 engineers and technicians

representing 15 different nationalities who can draw on solid expertise in essential disciplines, including aerodynamics, mechanical engineering, electrical enginee-ring, metallurgy and thermodynamics.The Technology Centre, which opened in 2009, has also helped to establish GE Energy as a major player in European research and development.

DEDICATE TEAMIn 2010, the Centre set up an Innovation and Development Team whose purpose is to identify and prepare technical advances along with engineering processes and activities that will lead to greater product competitiveness through new technological approaches and result in improved producti-vity by keeping pace with technical innova-

tion. This unit is currently investigating how energy efficiency can be improved by exploring how low temperature heat can be converted into electric power.

24 INNOVATION 25

EMMANUEL KERRAND, DIRECTOR OF EED, THERMAL BELFORT

COLLABORATIVE APPROACHWhile development programmes are still essentially financed in-house, things are beginning to change and R&D strategy is becoming more collaborative, with support coming from European as well as national funding sources. With this new mindset, our European sites have mobilised and re-organised in order to quickly identify, appraise, and prepare for projects via calls for expressions of interest.

Successful applicants are entitled to receive various forms of funding that come from the ‘competitive clusters’ network, the energy agency,

and the EU Framework Programme for Research and Technological Development.

Nevertheless, obtaining this funding requires a concerted effort. Calls for tenders must be monitored, our expertise must be used to its full potential, and suitable partners must be identified in order for an applicant to be selected to receive external funding, which can finance from 20 to 70 percent of total project costs.Emmanuel Kerrand, Director of EED in the new Technology Centre in Belfort, is very positive about this new approach. “This is the approach we have adopted in order to respond to the challenge and

develop the first application of Smart Grid in France,” he said, “a project that has real signifi-cance for Europe.”

This development strategy, which is centred on resource harmonisation, information sharing, and the release of some of our expertise, represents a new organisational concept for GE Energy. It is all about pooling knowledge, skills and expertise in the field of energy. This also involves developing platform projects and forming partnerships aimed at developing technologies capable of meeting the challenges of the 21st century.

We continue to develop the onshore

products and are re-entering the offshore market with a direct drive concept. This is important to be able to support

the business in a changing environment. As we are now operating in a buyers’ market we need to diversify our products; and this adaptation needs to take place swiftly. Reliability has become more and more important over time.

PATENTS Focus areas for research include aerodyna-

mics, acoustics, efficient transmission, low-cost structures and electrical system behaviour. GE has about 700 patents that apply to wind-related products. Last year, we added about 180 patent applications. These numbers signify the importance of Intellectual Property in the wind energy business. For example, we developed a turbine blade that rejects loads when the loads become too high. This principle, though known for many years, had never been previously applied. Another development is the compact geared drive train, which is a gearbox with a lower gear ratio that is bolted directly onto a generator. This design creates a shorter, lighter transmission system with slightly increased efficiency. We are also working on simplifying some of the surroun-

ding structures as well. (Refer to the Offshore article for further information).

JACOB NIES, CONSULTING ENGINEER, GE POWER & WATER WIND

VOLKER SCHULTE, DIRECTOR ENGINEERING, GE POWER & WATER JENBACHERTechnology Centre, Belfort Jenbacher, Austria Salzbergen, Germany

PRODUCT

4MW OFFSHORE WIND TURBINE WITH LEADING PERFORMANCEWhat holds true for our onshore products also holds true for our new offshore products. Our overall goal is to maximize turbine output in order to minimize the cost of electricity for customers. The challenge here is to maximize product performance while keeping the owner’s operating costs to a minimum for the life of the wind turbine. The design that GE acquired from ScanWind last year had a 3.5 MW generator with a 90m-diameter rotor. To maximize customer value, the GE team improved generator output to 4 MW and increased the rotor diameter to 112,5m, resulting in a turbine that provides 42 percent more energy. Since the larger rotor provides higher loads on the mechanical structure, carbon fiber is used in the blades to minimize weight and maximize strength. Additionally GE's proven Advanced Load Controls technology is employed to reduce operating loads.

HIGH RELIABILITy THROUGH DIRECT DRIVE TECHNOLOGy DESIGN In contrast to most other offshore turbines on the market today, the 4 MW offshore wind turbine features direct-drive technology, which eliminates the need for a gearbox and provides key benefits. Most importantly, it significantly reduces maintenance costs, as it eliminates the need for oil, filters and pumps - all of which require regular inspection and replacement. Also, eliminating the gearbox eliminates the need for about 800 liters of oil, which avoids the risk of oil spilling into the ocean. Finally, direct-drive technology addresses customer concerns about the risk of gearbox failure, as the industry has suffered a significant number of gearbox failures in offshore applications. The chance that a gearbox will fail in an offshore turbine is the same as for an onshore turbine. However, costs associated with gearbox replacement and lost revenues due to turbine

unavailability can be four to eight times higher in an offshore turbine, due to restric-tions in accessibility, availability of jack-up barges, and the higher price per kWh.As a direct-drive turbine has fewer moving parts, it is less prone to failure. But that doesn't mean the risk of failure is zero. To maximize turbine availability, the generator consists of three distinct modules that can be operated separately. In case one of the modules sustains damage, the turbine can continue to operate on the remaining two modules and still generate 66 percent power output

REDUCING OPERATING ExPENSE TO ACHIEVE LOWEST LIFECyCLE COSTSMinimizing turbine operating expenses (OPEX) is key to maximizing customer returns. Today, the OPEX for offshore wind is approxi-mately three times higher than onshore wind, mainly due to the infrastructure required to maintain and operate turbines at sea and limited accessibility to sites because of weather and sea conditions. Therefore,

reliability is an essential requirement for offshore turbines.Additionally, GE’s new offshore turbine is designed to allow for in-situ component exchanges, eliminating the need for costly jack-up barges. Further innovative exchange concepts have been developed and continue to be developed by GE on a conceptual level. Recently, GE obtained a grant from the Norwegian government to fund a program to test and validate these exchange procedures in the field over the next two years.

GE’s 4.0 MW offshore wind turbine, with its reliable direct-drive technology, provides industry-leading annual energy production while at the same time minimizing operating expenses for the owner.

GENERATOR The 84-ton generator consists of a 20-foot ring of magnets that spins to produce current. Its large diameter allows it generate high power even when turning slowly (for instance, at the same 8 to 15.6 rpm as the blades), so it doesn’t require a gearbox to increase its speed to the thousands of rpm that most generators require–and there is no oil to change.

ELECTRICITy CIRCUITRy Converters stabilize the current’s varying frequencies, and transformers boost voltage from 690 volts to more than 33.000 volts, so current travels efficiently over long-distance lines.

PITCH CONTROLLER To maximize lift as wind speed changes, the pitch controller automatically rotates each blade anywhere from a fraction of a degree to multiple degrees per second. It can also turn the blades away from dangerously high winds to avoid power overloads or hardware damage.

BLADESLight, stiff, carbon fiber replaces fiberglass at critical points in the blades, so they are lighter yet stronger. And a flat edge provides an aerodynamic shape that increases lift.

ROTOR SHAFT

BLADE JOINT

NACELLE The fiberglass pod is 30 feet tall.

yAW DRIVE

1

2

3

4

5

7

8

61

3

4

5

6

7

8

2

9

9TOWER The steel tower, rising nearly 300 feet out of the water, rests on a steel pylon that’s driven dozens of feet into the seabed.


The longer a wind turbine’s blades, the more wind they capture and the more electricity they generate. However, blades are heavy and flexible, and when handling very high wind forces from the sea, blades can bend to such a degree that they can overwhelm the turbine or even hit the tower. To increase the capability of blades to handle these high wind forces, GE Energy Wind has designed a new generation wind turbine with blades that contain carbon spars for additional stiffness and reduced weight. Look for this innovative new product, scheduled to be in use by 2012.

The Next Generation Wind Turbine is coming…

26 PRODUCT 27

Romania

Bucharest

PROJECT

24 hours on a site :Brazi

Worker health and safety standards are strictly enforced throughout the site. Building a power station means working several metres above the ground, where safety apparatus is vital to ensuring safe working conditions.

With no water supply on site, nearby cooling towers are essential features of the construction process. This huge pipe is part of the cooling water circuit. The twelve cooling towers have a throughput of 39,000 cubic metres of water per hour.

The HRSGs of Brazi are pre-heated for a faster start-up in combined cycle.

Site manager David Meyssonier is responsible for ensuring that everyone involved in the project keeps up with the contract deadlines. He is GE’s liaison with the client on site, and it is his job to ensure that all operations are running smoothly.

At full capacity, about 800 people are employed at the site. The civil engineering portion of the project is almost completed while work continues on the mechanical, electrical and piping systems. The commissioning phase has already begun, and the COD is set for September 2011.

The steam turbine was delivered in sections and assembled directly on site. The turbine is installed on a foundation unit some 10 metres above ground level.

The chimneys at the Brazi power station stand 70 metres in height.


INFORMATION:

COUNTRy• Capital: Bucharest• 22 millions inhabitants• Currency: new Leu Romanian

SITE• Altitude: 145 m• Average temperature: 10.5°C• Power plant capacity: 860 MW• Building's height: 28m• Chimney's height: 70m• Provides steam at a rate of 90t/h for the neighbouring refinery• 2 electricity grids powered by the plant: 400 Kwh

Situated just a few kilometres from Bucharest, the Brazi construction site lies at the heart of amassive energy complex. When up and running, the new 209FB power plant will supply Romania with 10 percent of its energy needs. Let’s take a guided tour...

28 PROJECT 29

(View of power plant under construction) The Ploiesti installation is the first power station to be built by the client, Petrom. An affiliate of Austrian-based OMV, Petrom specialises in oil production and refining. The new 860 Megawatt (MW) plant will supply the Romanian electricity grid while also providing steam for operations at nearby oil refineries.

Find all the photos in the interactive magazine.

Within GE, you can build a well-rounded, diversified and satisfying career. It often comes down to seizing opportunities for internal mobility, even though it is not always easy and can raise many questions.When should I move to another function? What are the company's practices and strategies? How do I proceed?

MOBILITy IS CENTRAL TO THE COMPANy’S STRATEGyThe dynamics of growth at GE have evolved during the last ten years. Prior to the year 2000, the company’s growth was mainly based on acquisitions and reorganizations. Employees were encouraged to move to another position approximately every two years. Since then, GE's structure has stabilized and been refocused on organic growth. Developing expertise is now a priority and even a new growth value, and practices for internal mobility have changed. The average time spent in one function within GE Energy Europe is now more than three years.

Even though this average has increased, internal mobility remains a driving force for progress within the company and for its employees. It allows the organization to optimize and adapt to an ever-changing external environment. Most importantly, it offers great opportunities for employee development, and employees should be ready to seize these opportunities when the time is right. “Within GE Energy Europe, we have now more than 1200 available jobs,”

says Patrick Fosse, Recruitment Director for GE Energy Europe. “1400 jobs have been filled within the first six months of the year, half of these through internal mobility.”

WHERE SHOULD I MOVE?In a challenging economic environment, internal mobility is valued much more than external recruitment. Internal expertise is often transferable and employees can easily move between different entities. Erwin Lebon, Human Resources Director for GE Energy Europe, explains, “The economic context is not the same for all our activities, some really suffer from the crisis and have seen a decline in order intake and work, while others like parts of Oil & Gas, Energy Services, or the new Smart Grid or offshore wind energy activities are looking for numerous talented individuals.” Therefore, it is crucial that internal mobility be a priority in order to fill the needs. To do this, Patrick Fosse,Recruitment Director, stresses that, “In many cases we only publish our job offers internally, or we give priority to actual employees rather than to external candidates.”Today, each job offer is posted on the COS (Career Opportunity System). “Our recruit

ment policy must be perfectly transparent,” says Patrick Fosse. “It is the key for the development of mobility within GE.”

HOW SHOULD I PROCEED?Your EMS is an excellent tool for identifying your interest in mobility in terms of position and location. Once identified, you can discuss your interests with your manager and your human resources manager, both of whom can assist you in how to proceed. The human resources teams are very well connected in Europe. They regularly exchange information regarding job openings and potential candidates, and they sometimes even suggest employee transitions. There are also local initiatives, such as a new mobility committee that has been formed in Belfort, and which includes all directors in a review of all open positions. The goal is to identify those employees who have expressed an interest in moving to another position, and to match their profiles against the open positions. These practices allow for a more dynamic mobility process, which benefits the employees as well as the organization.

CAREER 31


"1400 jobs have been filled within the first six months of the year, half of these through internal mobility".

Career

CAREER


30

Move, Grow, Build Your

CAREER

Quality begins with the suppliers Midway between purchasing and quality control is where you’ll find the Sourcing Quality Engineer (SQE). The SqE plays a key role in the ongoing process of product improvement. As the technical reference point for our suppliers and guarantor for the quality of the products delivered, the SqE has a mission that goes right to the heart of the relationship between the supplier and the manufacturer, with customer satisfaction always the underlying priority.

Standing at the crossroads of company operations ranging from engineering to production to quality control, the SQE must cover an extremely wide and diversified field of action. Identifying potential suppliers, ensuring that products are selected in line with GE criteria and values, managing product ratings, and ensuring that quality control is applied by suppliers all over the world – these experts have an important responsibility to fulfill. According to René Loyer, technical expert and team leader, “Our job is very technical but at the same time it is extremely interesting from an educational point of view. Poised between different cultures, it is often necessary to explain to suppliers and convince them of the well-founded benefits of change, especially when it comes to working practices. I am thinking for example of the strict new EHS regulations being imposed on suppliers, which are designed to improve workers’ health and safety.”

Improving suppliers quality standards, reducing the defect quota and associated non-quality costs, while at the same time supporting growth and meeting the needs of the production line are the fundamental aspects of the job. In this role, managing audits, performing Root Cause Analysis

(RCA) and applying corrective actions are all part and parcel of the strategy that has been developed. There are many opportu-nities for promoting client satisfaction, whether in-house, on the production line, or out on the site.


”It is a fascinating job punctuated by challenges,” says SQE Manager Christelle Boisson, “with product quality, deadlines and costs at the heart of our priorities.”

32 JOB 33

MOBILITy DAyS IN BELFORTOn May 28th and 29th, GE Energy Europe held an internal European Career Mobility fair in Belfort, France. The goal was to provide em-ployees with opportunities to discover other businesses, functions, and organizations while exploring new perspective career paths and open positions across all of GE Energy Europe.

“BUBBLE ASSIGNMENT” To support cross-business knowledge sharing and learn other perspectives, employees can volunteer for a bubble assignment, which is a 3 to 6 month assignment in another business and/or area. As examples, in Jenbacher, Werner Schwaiger went to Africa to build up the local Jenbacher suburb, and Ulrich Kugler is currently in Houston as Sourcing Manager at Aero to develop a sourcing strategy for services within six months. Although there are limited opportunities for bubble assignments, these provide excellent opportunities for knowledge sharing and personal develop-ment.

HOT JOBS NEWSLETTERSThe objective of this newsletter is to boost European mobility through Hot Jobs commu-nications that target all GE Energy employees in Europe.Selected by the recruiting managers, the cri-teria for hot jobs are: LPB+, critical, new/fresh opening, posted on COS and in English. It also systematically reinforces the EMEA Referral program.To learn more about Hot Jobs, visit the web-site:http://supportcentral.ge.com/products/sup_pro-ducts.asp?prod_id=60804).

Keep up with the latest opportunities. Create an alert in COS (cos.gecareers.com) by clicking on "Search Agent Manager"

EMSEMS

C S

PROCESS FOR MANAGING yOUR MOBILITy WITHIN GE ENERGy

Mention your interest in mobility in your EMS

Contact your manager and your Human Resources manager

Apply for a position on COS

Prepare your interview

After validation, prepare your mobility by contacting: Stuart Bage (tips and tricks in the interactive magazine).

INITIATIVES DESIGNED TO ENCOURAGE MOBILITy

EUROPEAN BUSINESSES THAT ARE RECRUITING

O&G (50 percent of positions)Power & Water: focus on Off-Shore Wind and JenbacherEnergy Services: focus on Smart Grid


neighbourhood of Madrid. The money will help provide a hearty meal for about 300 people each day. Diana Palmer, the project leader, observed, “Due to the present crisis situation, many families are using these types of canteens where, in addition to having a good meal every day, they can bring portions home to their children, who are not allowed to attend the canteen.”The project also enables GE Energy employees to donate clothes, school materials, books, games, and toys throughout the year. Donations are brought to the office and stored in a room until there is enough to fill a van, which then delivers the goods to the Canteen.Employees from the Josefa Valcárcel office have already brought in enough material to fill three vans. Diana added, “It's important to remember that this initiative runs throughout the entire year.”

In France, GE Volunteers enjoy music festival while helping peopleEnjoying concerts while helping people was how GE Volunteers’ lent their energies at the famous European music festival, "Les Eurockéennes" in Belfort. During three days of concerts, GE employees had the privilege of helping disabled persons to their private podiums next to the stages. Combining pleasure with aid was a great way to help those less fortunate for the twenty GE volunteers involved in this event.

Jenbacher Kids camp, a trip around the world GE Jenbacher this year organized the first ever Kids’ Camp for the children of Jenbacher employees. The Kid’s Camp, held from July


INITIATIVES

Makes our life better during the summer…

In the UK, GE volunteers experience the thrills of the race track for a day Wishes 4 Kids, a children's charity, helps children and young adults who have limitations in life or are seriously ill by helping make their dreams come true. GE volunteers have been major partners of this charity for the past four years. After a day filled with tandem parachute jumps, swimming with sharks, running marathons, and playing in football tournaments in late July, twenty GE volunteers supported the Wishes 4 Kids annual Donington Day event, where the Wish Kids got to experience the thrills of a high speed ride around the Donington Park Race Circuit, which is about 20 minutes away from the GE facility in Groby.The fanciest and most famous vintage cars ever built, such as Porsches, Ferraris, TVR's, Ariel Atom's, and Lamborghinis were all available for the children to ride in at high speed around the track. "It was a great day - to see the smiles on the faces of the Wish Kids and their parents is so rewarding, and knowing that you have played a part in making the day fun for the children and giving the parents a memory to treasure forever is really very special," said Aileen Pawlak, one of the GE volunteers responsible for the event.Tim Povall, General Manager, Measurement Solutions, Groby, remarked, "the GE Groby site has really taken this charity to heart, and helping at these events is a real privilege. The difference we can make to these children, if only for a day, is a major highlight for all of us.”

In Spain, GE Volunteers help feed the hungry… GE Corporate Citizenship has granted about 4,500 Euros to GE Volunteers in Spain for a Social Canteen project in Vallecas in the

26-30, was arranged by Klangspuren Schwaz Tyrol, and was for children between the ages of five and twelve. What made this five-day camp experience so unique was its theme: an exciting trip “around the globe.” Each day was devoted to a different continent, which allowed the children to experience cultures different from their home country. For example, in Australia the children built didgeridoos and boomerangs and enjoyed a real Australian barbecue. In Africa, they discovered fascinating animals of that continent and played drums. To wrap up the five-day journey “around the world,” an international festival was held where children, parents and friends all celebrated together.

The mysteries of Africa come to SalzbergenThe theme of this year’s Kids’ Camp in Salzbergen was “Africa and the Football World Cup.” But the theme could just as easily have been “smiling faces all day long.” During the summer holidays, from July 19-23, more than sixty children took part in this fantastic adventure. Set up for children aged five to twelve, the kids created their own fan paraphernalia, musical instruments, and masks while discovering the continent of Africa and its marvels. The “quest for gold and silver” generated great excitement among the children, and on Thursday parents were invited to a special performance where the children got to proudly display their achievements. Although this was one of the high points of this year’s Kids’ Camp, many of the youngsters found their favorite event to be “African night,” when they were allowed to sleep together under the same roof. Sadly, it all had to end the next day. But don’t worry – the Kids’ Camp will be back next summer. The theme has yet to be chosen, but you can be sure that there will be many smiling childrens’ faces on display again next year.

34 INITIATIVES 35


"The best moment? The expression of joy on the faces of the families and the glowing smiles of the children..."

GE volunteers in England: Left to right Front Row: Mark Hodson, Becky Moore, Sarah RichardsonMiddle Row: Chris Church, Rob Faulder, Aimee Leigh-Green (stand-up), Aileen Pawlak (stand-up), Jayne Hannaford-SmithBack Row: Dan Lees, Jill Marston, Steve Mitchell

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