Summary Annual Report 2011 - Gamesa

changes in the prospects for global companies
Despite the effects of the economic slowdown on
business, companies are focusing on sustainability,
by including it in their strategy and implementing it
throughout their supply chain.
according to the study entitled 'a new era for
sustainability (2010)' by the united nations Global
Compact, 93% of Ceos surveyed stated that sustainability
will be vital for the survival and future success of their
businesses, and 72% opined that brand, trust and
reputation were among the three main factors that lead
them to implement sustainability-related actions.
in recent years, business behaviour has been analysed
in detail, as companies undertake to comply with global
standards. this allows for greater monitoring of their
economic activity and their social and environmental
initiatives, which aim to enhance protection of human
rights in all dimensions.
one example is the Communication from the Commission
to the european parliament and the Committee of
the regions on a renewed eu strategy for 2011-14 on
Corporate social responsibility (october 2011), which
renews efforts to promote social responsibility of
businesses so as to create conditions favourable to
sustainable growth, responsible business behaviour and
durable job creation in the medium and long term.
priority aspects of sustainability include the need to
develop business ethics, codes of corporate governance
and practices to combat fraud, corruption and bribery in
order to instil a proper understanding of responsibility in
companies.
employees demand talent management and
employability enhancement processes as well as
sustainable employment opportunities, and working
conditions which exceed market standards in terms of
wages, job satisfaction, security, career prospects and a
discrimination-free workplace.
as a result of globalisation and the complexity of logistics
or the localisation/manufacturing of components in certain
countries, suppliers raise concerns to companies about
improving control of collective responsibility and the safety
of all parties in the supply chain.
society and communities are calling for shared value creation
in a scenario where the company contributes to society
while being aware of the pressure on natural resources
and minimizing impacts, as well as contributing to better
living standards through transparency and inclusive
communication processes.
gamesa's approach
in view of the current scenario, Gamesa is focusing on its
competitive advantages.
to achieve this goal, Gamesa seeks to create value by
using a model which combines:
accessing new customers and markets through
innovation, promoting new products and services and a
comprehensive business portfolio;
return on investment, incorporating sustainability into
its operations and value chain, and creating sustainable
products/services; and,
risk management, undertaking programmes which
enable it to monitor regulatory, operating and
reputational risks, among others.
the drivers of sustainability which will enable the
company to achieve this integrated value proposition
include: mission, values and attitudes; the business plan;
the sustainability strategy and risk Control.
Mission, values and attitudes for success
in 2011, Gamesa redefined its mission, values (teamwork,
innovation, excellence, respect and sustainability) and
attitudes for success (leadership, global company and
passion for the customer) and the Gamesa Way project,
which seeks to involve the entire organisation in this
corporate culture.
business objectives 2011-2013
Gamesa's response to the global and industry challenges
is set out in the business plan 2011-2013, which aims to
strengthen its leading position via three strategic vectors:
reduction in the Cost of energy (Coe), which focuses
on the goal of helping customers generate more energy
with fewer resources. in 2011, Gamesa reduced the Coe
by 10-15%, depending on the platform and market.
to achieve this objective, Gamesa will continue to work
to improve its wind turbine availability and reliability,
launch new turbine models and improve its fleet
availability (already over 98%);
Gamesa aims to create wealth in local economies and
develop local supply chains through globalisation and
accessing new customers. the company will intensify sales
in growing wind markets and to new customers: utilities in
central and northern europe, and regions such as
south-east asia, australasia, south africa and the middle
east. the services area will step up sales efforts outside
spain for its new value-added programmes and large
component repair and overhaul services. the wind farm
development and sale division will continue to monetise its
pipeline, focusing especially on the us in 2012;
Gamesa > 2011 annual report > sustainability 165