Our Companies. Présentation. Esposende, March 2011

Size: px

Start display at page:

Download "Our Companies. Présentation. Esposende, March 2011"

Esmond Thompson
6 years ago
Views:

1 Our Companies March 2011 Présentation Esposende, 2010

2 Quintas & Quintas Group Quintas & Quintas group is a Portuguese family group, founded in 1925 by Mr. Francisco Alves Quintas. The historical evolution of Quintas & Quintas and SOLIDAL crossed up over the time, to meet definitively from the year 2001, bringing together the industrial activities in Esposende, taking full advantage of functional synergies and increasing the profitability of the business with full integration of its management. Quintas & Quintas, Condutores Eléctricos, SA arises from the restructuring operated in Quintas & Quintas Group in late SOLIDAL, Condutores Eléctricos, SA started its industrial activity in 1970; The Quintas & Quintas Group participated in the company capital in the year of 1987 and became the major stakeholder by Mr. Francisco Alves Quintas Quintas & Quintas Group Founder Both companies are solely dedicated to the development of power cables, ruling their activity by the innovation and leadership, continuous challenging the markets with new solutions and products.

3 Grupo Quintas & Quintas Highlights 1925 Foundation 1957 Bare conductors 1970 Insulated solid aluminium cables 1975 Aerial Bundled Cables (ABC) 1979 Aluminium alloy cables 1980 MV insulated cables up to 36 kv 1995 OPGW Optical Power Ground Wire 1998 HV insulated cables up to 72,5 kv 2007 HV insulated cables up to 150 kv 2010 HV insulated cables up to 220 kv

4 Quintas & Quintas Group Currently, business areas of Quintas & Quintas Group are organized as follows:

Quintas & Quintas Group Tegopi - Industria Metalomecânica, S.A. Rua do Jardim, 837 - Vilar do Paraíso 4405-829 Vila Nova de Gaia Portugal www.tegopi.pt Metal Construction based activity.

5 Quintas & Quintas Group Tegopi - Industria Metalomecânica, S.A. Rua do Jardim, Vilar do Paraíso Vila Nova de Gaia Portugal Metal Construction based activity. By 1990 Quintas & Quintas Group bought an important share of Tegopi and by 2004 completed the acquisition of 100% of the capital. Specialist welded construction, TEGOPI have a productive capacity that allows it to respond to works with the most demanding specifications and very special dimensions. Products and Services: I. Lifting and Drive Equipment - Bridges and gateways cranes, modernization of equipment, preventive maintenance, components. II. III. IV. Structural Steel - Metal industrial and service buildings, generic heavy metal structures, works of art, substations. Wind Mild Towers - For turbines, rings of foundation, electrical modules Automotive cranes - Chassis, arrows and rotating pieces

6 Quintas & Quintas Group SOLIDAL Condutores Eléctricos, S.A. Lugar do Paço - Gandra Apartado Esposende Portugal

7 Quintas & Quintas Group Quintas & Quintas Condutores Eléctricos, S.A. Lugar do Paço - Gandra Apartado Esposende Portugal

Rua Comendador Francisco Alves Quintas 4490-489 Póvoa de Varzim Portugal BOBIMADE, SA

It occupies an area of about 4.500 m 2, with a production capacity of about 25.

8 Quintas & Quintas Group BOBIMADE Indústria de Bobinas, S.A. Rua Comendador Francisco Alves Quintas Póvoa de Varzim Portugal BOBIMADE, SA manufactures wooden drums according to several current European standards. It occupies an area of about m 2, with a production capacity of about drums per year, which may be supplied both assembled or in kits. Products and Services: Wooden drums: I. APETCE standards II. III. UNE Bare conductors UNE Insulated conductors IV. NFB Bare conductors Other products Drums, pallets e packages at customer's request

9 Quintas & Quintas Group SOLICABEL, S.A. Aeronautica, 10 p. Industrial Urtinsa II Alcorcon Madrid Espanha Company based in Spain dedicated to marketing and distribution of electrical cables and conductors in the Spanish market, produced in Portugal by Quintas & Quintas and SOLIDAL, Condutores Eléctricos, SA. Located in Madrid, have their own storage facilities occupying an area of m 2, assuming it is a centre of strategic logistical support for Spanish market.

Angolan market. Products and Services: I. Bare conductors for distribution and transport a. ACSR conductors II. Low voltage insulated cables a.

10 Quintas & Quintas Group Quintas & Quintas Angola Condutores Eléctricos S.A.R.L. Estrada de Catete, km 19,2 Viana, Luanda Angola Rehabilitated and upgraded industrial unit that is dedicated to the production of power cables for the Angolan market. Products and Services: I. Bare conductors for distribution and transport a. ACSR conductors II. Low voltage insulated cables a. ABC cables b. Non-armoured low voltage underground cables c. Armoured low voltage underground cables III. Medium voltage insulated cables a. Single core (aluminium or copper) armoured cables b. Three core (aluminium or copper) armoured cables

11 Quintas & Quintas Group Quintas Solidal UK Ltd. The Old Gateway, High Street, Naseby, Northants, NN6 6DD, United Kingdom Company based in the United Kingdom, dedicated to marketing and distribution of electrical cables and conductors, produced in Portugal by SOLIDAL and QUINTAS & QUINTAS. Commercial area is located in Naseby, under the responsability of the local Country Manager. Our presence is strengthened further by providing our customers with the storage service, cable cutting and sharpening, as well as all the logistics necessary for the speedy delivery of products throughout the UK.

12 Electrical Conductors Points of Reference Vision Being the reference in our sector in providing innovative solutions. Mission Satisfy our customers, meeting their expectations and requirements by providing innovative products and solutions; Satisfy our employees, promoting their professional and social development; Satisfy the shareholders making their investments profitable; Satisfy the environment, contributing to its sustainable development at economic, social and environmental level. Values ETHICS PIONEERING ACCESSION

13 Key Figures Sales and Services (EUR.000) , , Forecast 2011

14 Key Figures Markets Markets 2010 (%NS) 2,250% 1,540% 2,060% 30,660% 18,020% 9,290% 12,560% 23,610% Portugal Spain UK Ireland France Germany Italy Others

15 Key Figures 2010 Product Mix Product Mix ,940% 2,430% 17,740% 2,800% 28,870% 7,310% 30,900% Cond. ACSR OPGW Cond. Liga Al Cabos BT Cabos MT Cabos AT Outros

16 Main Clients - Utilities Portugal Spain Ireland Italy France United Kingdom

17 CSR 2008 / 2009 March 2011 Nos Produits 2009

18 The Early Beginning Think We Could We began to hear of sustainability for some time: We received some inquiries from our customers that we have drawn attention; They were received by the commercial department, who answered them as they could, after consulting the board, namely the director in charge of the commercial issues. The aspects were, with no doubts, interesting and important. Some very clear, and others a little bit difficult to measure. We begin to realize that it was important to inform our customers of some less common aspects of our companies and to have a well-defined way to deal with them.

19 First Steps Think That We Should! On the beginning of 2009 we participate in a program of assessment and diagnosis released by well known economic newspaper and a multinational consultancy company. As usual, all the people thought these issues were not for us Sustainability is a fashion theme to big companies and multinationals Of course we face this! In the social dimension achieved a result below the average of For the first time, we were participating officially into an event related with sustainability. The inquiry made everybody think, and something made people uncomfortable: why cannot we do something? This participation served as diagnostic. Start writing our code of ethics. Our main concern was to write a behavioral commitment, fundamental.

20 What We Did The preparation of the report 1. Defining the Sustainability Team a. Personal skills base b. Sensitivity to the topic c. Proximity to top management d. Overview of the organization 2. Provide essential knowledge to the sustainability team We participate on the 2-day GRI Certified training course. 3. Preparation of an action plan Although we were beginning, it s very important to set up what will be needed, when the report should be published, people involved and responsibilities, budget 4. Performing an initial meeting Involve the top management and Managers to define economic, environmental and social impacts of our activity, according to the defined objectives for the company. This action was preceded by an initial awareness, focusing on basic concepts and practical examples.

21 What We Did Connection 1. Who are the stakeholders? According to the five attributes Dependence, Proximity, Influence, Responsibility and Representativeness we defined our stakeholders as: Clients, Suppliers, Shareholders, Employees and Banks We consider too the local community, because we are one of the largest employers in the geographic region where we are located. Taking into account the definition of stakeholder a person, group or organization who influences or is influenced by the actions of our organization we decide to exclude from the list of priority stakeholders our competitors. Although fit the definition mention above, when we analyze the competitive profile we note that the bidirectional influence would suggest some hurt of the competition laws.

22 What We Did 2. Define a universal survey to all stakeholders a. This is the way we decided to engage all the stakeholders. So, we can see if the trend is all the same, or by the contraire, it differs from one to the others. b. It s very important to decentralize this contact: i. In the clients point of view, it s easier to answer to the employee, they are used to talk to; ii. In the company s point of view, this contributes to a widespread participation and a easier way to contact the right person from client s side. Clients Commercial Department / Account Manager Suppliers Purchasing Department Shareholders Board Employees Human Resources Department Banks Financial Department

23 What We Did c. Major difficulty: the time. It took about two months to get answers. It was necessary to make several contacts, in most cases to get the answer. The solution is the insistence, flexible means of response and above all by the simplicity of the survey. We believe that, over time, and after watching the first report published, the more easily perceive and therefore faster, easier and assertively send us the answers we expect. Of the surveys sent, we obtained an overall participation rate of 53.8%, considering the sample representative and thus validated the survey. How was the first time we sent an inquiry of this nature, we decided to check the answers that were given. Thus, the questionnaire included a third question to verify the consistency in the first answer given. We also checked the validity of the answers, because they were consistent in each group of stakeholders.

24 What We Did Define Report Content 1. We analyzed the responses obtained, and after treated statistically, we did a ranking of the main points raised. Also suitable, the main objectives and their impacts arising from the strategy for companies, as defined in the business plan. 2. We construct a correlation table of all of these themes with GRI indicators, according to the G3. 3. Matched GRI indicators with ratios internally defined, whose data are routinely collected by us. Our companies do, in a long time, continuous monitoring of their activity in terms of economic, operational, environmental, etc. It was our concern seeking to reconcile and don t to multiply them, for obvious reasons. This is a critical aspect for us, that will contribute to the long life of this reports. Of course, if we don t have the data needed, we will collect It.

25 What We Did Monitor Impacts 1. In light of the survey results and the company's strategy, validate the ratios defined for each GRI indicator with the head of each of the areas to which it relates. 2. The leaders of these areas collected the necessary data for each ratio. After some successes, analyze their behavior, acts to enhance and what to do in light of those results. We collected quantitative and qualitative data for these ratios for a period of two years, allowing to know and evaluate its main trends. Whenever possible, we use graphics to illustrate the behavior. 3. All of this conclusions were validated by the board, and the resulting action plan will be inserted into the several action plans of each area. 4. We wrote our first Sustainability Report. The trip starts here.

26 Conclusions 1. This kind of reports, differ from others because they include the engagement of the stakeholders directly. We are always telling them what we think they want to know, not properly what they want to know The easier way is asking them. When we put this on the way, many of them felt they are being taken into account. This strengthens the relationships and the commitment. 2. The approach to organize data, discuss it and define what to do is simple. This is not an obligation of one or two guys, but an everybody s duty. This model is participatory. 3. In our opinion, the key is the contact to the outside of the company: the account managers want to manage themselves the contact with their clients; people from the purchasing department want to contact the suppliers, financial want to contact banks

27 Conclusions 4. When you ask, analyze and report, a high degree of commitment is naturally established. In an internal and external point of view. Because of this, the process of specific development of goals and targets will appear naturally, in areas where you are not used to do that. This, obviously, empowers the companies. 5. Are there any natural fear in the publication of evidence taken as reserved. This is real, and we must analyze all of that situations and check them with top management. You will find, generally two different situations: - The real ones, this is, in fact the situations when data collected can be used externally in favor of other interests, namely by entities that are not stakeholders, disadvantage the company. - The false ones, this is, the situations where we must improve our behavior. We only can solve this, first of all, with sense and sensitivity : involve top management and managers, show others examples, When we need better, take it up with a clear and appropriate action plan.

28 Challenges 1. Redefine and adjust some ratios; 2. Improving the definition of operational objectives in areas where habit is not yet doing so; 3. Improve the surveys with a full digital version; 4. Extend the training to strategic suppliers concerned, who do not prepare sustainability reports 5. Skip to application level B + GRI C3 (next report) Thank you very much

29 Lugar do Paço Gandra, Apartado Esposende Portugal

Lines of Communication. Our New Approach to Consultation - Have Your Say

Lines of Communication. Our New Approach to Consultation - Have Your Say Lines of Communication Our New Approach to Consultation - Have Your Say Who are EirGrid - and what do we do? What is this guide for? EirGrid is responsible for a safe, secure and reliable supply of electricity: