Changes

|align = "center" bgcolor = "#99CCFF538ED5"|'''Headquarter'''

|-|align = "center" bgcolor = "#99CCFF538ED5"|'''Phone'''

|align = "center" bgcolor = "#99CCFF538ED5"|'''Fax'''

|align = "center" bgcolor = "#99CCFF538ED5"|'''E-mail'''

|align = "center" bgcolor = "#99CCFF538ED5"|'''Website'''

|align = "center" bgcolor = "#99CCFF538ED5"|'''Turnover (in million €)'''

|align = "center" bgcolor = "#99CCFF538ED5"|'''Financial Year End'''

|align = "center" bgcolor = "#99CCFF538ED5"|'''Number of employees'''

|align = "center" bgcolor = "#99CCFF538ED5"|'''Geography'''|align = "center" bgcolor = "#99CCFF538ED5"|'''Revenue (m Eur€M)'''|align = "center" bgcolor = "#99CCFF538ED5"|'''% of Total Revenue'''

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* Each unit In order to improve the company’s competitive strength in the years ahead, Vestas has a Board of directors that holds meetings at least four times a year. Vestas’ Executive Management is a member of aligned the Group’s business units’ Boardsunits to ensure consistency of structure, thus ensuring close dialogue with departments, job descriptions and work procedures across the individual unitsGroup.* The Government coordinates production changes increase transparency, ensure a clear distribution of responsibilities, reduce Vestas’ response time and sales – and prioritises development efforts so that lower the Group can implement the strategy defined by the Board of Directors in collaboration with the Executive Managementcost level. The Vestas Government holds weekly government meetings. A schematic representation of the company structure is given below:

[[Image:Vestas2Vestas21.jpgpng|center|thumb|500 1000 px]]

The following table provides the employee distribution of Vestas across geographiesand divisions:

|align = "center" bgcolor = "#99CCFF538ED5"|'''Production'''|align = "center" bgcolor = "#99CCFF538ED5"|'''Sales'''|align = "center" bgcolor = "#99CCFF538ED5"|'''R&D'''|align = "center" bgcolor = "#99CCFF538ED5"|'''Others'''|align = "center" bgcolor = "#99CCFF538ED5"|'''Total'''

|bgcolor = "#99CCFF538ED5"|'''Europe & Africa'''

|bgcolor = "#99CCFF538ED5"|'''Americas'''

|bgcolor = "#99CCFF538ED5"|'''Asia-Pacific'''

|bgcolor = "#99CCFF538ED5"|'''Total'''

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* Relies too much on European market<br>

|align = "center" bgcolor = "#C5D9F1538ED5"|'''S.No'''|align = "center" bgcolor = "#C5D9F1538ED5"|'''Date'''|align = "center" bgcolor = "#C5D9F1538ED5"|'''Details'''|align = "center" bgcolor = "#C5D9F1538ED5"|'''Source'''

*:* In 2010, the Chinese government revised the Wind-Power Sector targets to 150 GW by 2020 and also '''abolished the 70% local content requirement'''; while continuing their policy for R&D support, Reduced Tax Rates and Tax Rebate on import of components. New requirements for manufacturers to be eligible for tax breaks, land use and government loans are suited for large turbine manufacturers.*:* '''972 MW order intake in 2010''' - Vestas’ order intake in China has quadrupled to a new record in 2010. It also had a record-high Chinese exposure in 2010 (19% of volume)*:* In 2010, Vestas announced '''$50 million investment''' over 5-years period to develop its R&D facility in China.*:* Vestas has also formed '''strategic relationships''' with leading Chinese players like Longyuan, Datang and Huaneng

*:* Vestas favors the Americas, especially the U.S., in its growth strategy given the '''growing legislative support''' for renewable energy sources in the area. Though only 6% of the U.S. has strong wind resources, these resources could supply 150% of the current U.S. energy consumption - but only if they were fully developed with turbines.*:* Since the passing of the American Recovery and Reinvestment Act, by May of 2009 '''$118 million''' has been announced to support the wind industry. Notably, in April of 2009, through the Department of Energy (DOE), $93 million was allocated to support further development of wind energy in the U.S.<br> *; Move production closer to where the action is:* Vestas has expanded production facilities heavily in US (Portland and Colorado) and China as these markets are growing the fastest and it intends to supply all its markets from domestic factories to offer cost-effective product and save on transportation. <br> *; Restructuring workforce - Extensive local insight and understanding:* In order to develop a global business, Vestas has started restructuring its workforce by increasing non-Danish nationals at management positions and increasing the number of women employees. At present, 49% of the management positions are held by non-Danish nationals, and among the top-3,000 positions, 19% are women.:* Vestas also aims to have many nationalities at all locations in order to create a truly global business, which also has extensive local insight and understanding.<br> *; Strategic Partnership to enter new market:* Al Kharafi Cham for Utilities Development Co. (MARAFEQ), Cham Holding’s arm for the development of power generation, water and wastewater treatment projects; and VESTAS Wind Systems Co. signed early May a strategic partnership to develop first wind energy in Syria including the submittal of a joint pre-qualification to the Public Establishment for Electricity Generation and Transmission (PEEGT) for the development of the first wind energy project in Syria. This project includes the construction and operation of a wind farm with a generation capacity of 50-100 MW at two sites; Al Sukhna and Al Hijana.

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